Agile, Scrum, CMMi - The MindTree Story

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Agile Scrum and CMMI – Are they different sides of same coin Srini N, CSM Associate Director – Quality MindTree Ltd 21-May-2010 © 2011 MindTree Limited CONFIDENTIAL: For limited circulation only

Agile Manifesto:

Individuals and interactions over Processes and tools Working software over Comprehensive Documentation Customer collaboration over Contract negotiation Responding to change over Following a plan Agile Manifesto That is, while there is value in the items on the right , we value the items on the left more

Agile Scrum Perspective:

Agile Scrum Perspective Agile manifesto is frequently interpreted such that the last line is ignored. This gives a perception that process, tools documentation etc are not valued at all, which is exactly the opposite. In order to execute Agile projects, a higher amount of process discipline is needed

CMMI Model:

CMMI Model A Process Improvement Model from SEI (Software Engineering Institute) at Carnegie Mellon University CMMI (Capability Maturity Model Integrated) is integration of Software-CMM System Engineering-CMM Software Acquisition-CMM Internal View Capability Improvement through proven model – “Sharpening the saw” Collection of best practices & Experiences from Industry – “Don’t re-invent the wheel” External View To improve Customer / Prospect confidence To improve Market / Investors (Stake holders) Confidence

CMMI Model:

CMMI Model

CMMI Perspective:

CMMI Perspective CMMI is a model and not a standard This means that CMMI lists the best practices that can be followed to ensure effective process implementation CMMI does not mention on how to implement the practices, it gives room for flexibility for using different ways of doing things The perception about CMMi in the industry is that it brings lot of documentation

CMMI & Agile Scrum:

CMMI & Agile Scrum

CMMI & Agile Scrum:

CMMI & Agile Scrum CMMI Process Areas – L2 Agile Scrum Practices Requirements Management Backlog Planning, User Stories Project Planning Release Planning, Sprint Planning Project Monitoring and Control Sprint Execution, Sprint Review, Sprint Retrospective, Burn Down Charts Measurement and Analysis Burn Down Charts Configuration Management Nothing specific Process and Product Quality Assurance Nothing specific Supplier Agreement Management Nothing specific

CMMI & Agile Scrum:

CMMI & Agile Scrum CMMI Process Areas – L3 Agile Scrum Practices Risk Management Sprint Planning , Handling Impediments Requirements Development Backlog Planning Technical Solution, Product Integration, Verification, Validation Release Planning, Test Driven Development, Continuous Integration, Pair Programming, Testable Design, Sprint Zero Organization Process Focus, Organization Process Definition Nothing specific Organization Training Nothing specific Integrated Project Management Nothing specific Decision Analysis and Resolution Nothing specific

CMMI & Agile Scrum:

CMMI & Agile Scrum CMMI Process Areas – L4 and L5 Agile Scrum Practices Quantitative Project Management Nothing specific Organizational Process Performance Nothing specific Causal Analysis and Resolution Nothing specific Organizational Innovation and Deployment Nothing specific

Reasons for perceived differences:

Reasons for perceived differences Incorrect interpretation resulting in creating a wall of difference Wrong understanding of Agile manifesto Agile means no documentation, we can do what we want Mis -use of the practices CMMI brings lot of documentation overload No reviews in Agile, ship it – then fix it Lack of information Not much information available on Agile Scrum

Reasons for perceived differences cont’d:

Reasons for perceived differences cont’d Overlap in Vocabulary giving different meanings Productivity v/s Velocity Impediments v/s Issues, Risks Predictability v/s implement and Re-factor

Reasons for perceived differences cont’d:

Reasons for perceived differences cont’d Paradigm differences CMMI brings out Process Management paradigm, while Agile Scru m works on releasing shippable products, faster There is an assessment on CMMI, while no one assesses how Agile Projects are executed

Our Learnings at MindTree:

Our Learnings at MindTree CMMI and Agile are Compatible CMMI practices define “what” should be done Agile Scrum emphasizes on “how to develop” CMMI looks at an organizational level where as Agile Scrum optimizes at an individual project level

Building Agile Expertise at MindTree:

Building Agile Expertise at MindTree

Our approach – blend of Management and Engineering Practices:

Our approach – blend of Management and Engineering Practices

Our journey into Agile World:

Our journey into Agile World Till now More than 50,000,000 person hours on a variety of Agile projects 1000+ team members with Agile expertise 100+ ongoing Agile projects 5 Certified Agile Scrum Masters

Agile Scrum and CMMI:

Agile Scrum and CMMI Can projects using Agile Scrum follow best practices of CMMI? YES, if a project adheres to strict Agile Scrum principles NO, if a project follows “but-Agile” approach 

Parting Words:

Parting Words “If one has strong discipline without Agility, the result is bureaucracy and stagnation. Agility without discipline is the unencumbered enthusiasm of a startup company before it has to turn to profit”. Alistair Cockburn Foreword to Boehm 2003

MindTree At A Glance:

MindTree At A Glance

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© 2008 MindTree Imagination Action Joy Srini N Srinivasa_nagaraja@mindtree.com +91-9886227069 www.mindtree.com