Light Maturity Models (LMM): An Agile Application

This presentation shows an easier possible way for starting the aplication of maturity models (light), coming back to the original Crosby\'s idea. It presents some possible ways to apply LMM to Agile projects/organizations

1. IR

ENGINEERING
ve ost ES eee es ee eee
Ecole de technologie supérieure [ VALOIR 2011 =

* 1% Workshop on Managing the Client Value
Creation Process in Agile Projects

| Torre Canne (BA) - Italy, June 20 2011 |

An Agile Application

Luigi Buglione, Ph.D.

Process Improvement & Measurement Specialist
Industry Business Unit

Engineering.IT

= ENGINEERING

2. Engineering At a glance ÍN cmo

_ The first Italian ICT player
_ more than 730 M/€ revenues
_ 1000 clients
_ 6,300 IT specialists 5 70 54

Finance [MMB industry Utlities

27

@ Public Administration © System integration
O roo and consulting
Pee @ outsourcing
ex © Software solutions

EE LE
OD sein a

www.eng.it |
Misurare per Migliorarsi

LS

ENGINEERING

3. LMM & Agile 9

¡Own maturity level A ae ‘domains’
¡Y G2. Analyze the current AMMs structures and content

-¥ G3. Propose a ‘Light Maturity Model’ (LMM) architecture anal
| rationale for applying it |
|

| v G4. Show some possible applications in an Agile context

3 VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

4. LMM & Agile

— A bit of humour...

— Some initial questions
Related Works

— Agile Maturity Models (AMM): some experiences
Light Maturity Models (LMM)

— Requirements & Constraints (RC)

— Attention Points
LMMs for Agile

— Main drivers for ‘old’ AMM

— Build your own AMM
Conclusions & Next Steps
Q&A

La

5. FROM NOW ON
WE'RE GOING TO
CHANGE HOW WE
DO THINGS HERE.
WE NEED 10 BE
AGILE,

WHAT DOES
IT MEAN?

SSS

113 - "AOILE DEVELOPMENT, EXAPLAINED” - BY SALVATORE IOVENE, FEB. 2197 2000

GILET TM
SURE THE
meTHOpoLosy SuB-
COMMITTEE CAN

USUALLY MOST.
REQUESTS FOR
PROCESS VARIANCE GET
APPROVED WITHIN SIX

NOTHING REALLY
CHANGES, EXCEPT THAT
NOW MANAGERS,
DESIGNERS AND
ARCHITECTS HAVE AN
EXCUSE FOR CHANGING
THE REQUIREMENTS ON
FRIDAYS AT 4 PM.

COMPLETE ALL THE NORMAL
DOCUMENTATION, PROCESS REVIEW
CHECKPOINTS, STATUS REPORTS, AND
CHANGE CONTROL MANAGEMENT, DIA

SURE YOUR AGILE THING WILL BE
APPROVED.

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8.
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http:/ /www.enagil

6. Introduction g

¡Since Agile born to focus more on the software: .

| How to convince a SME/VSE to adopt a qe ven] te
- AMM instead of continuing only with ISO audits?

cig comes a nn or =
2 a [Could the same practices be scaled to a large:
¿04 3°) ‘organization? llos |

6 Mz] VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

7. LMM & Agile RY

+ Introduction
— A bit of humour...
— Some initial questions

— Agile Maturity Models (AMM): some experiences
+ Light Maturity Models (LMM)

— Requirements & Constraints (RC)

— Attention Points
+ LMMs for Agile

— Main drivers for ‘old’ AMM

— Build your own AMM

Conclusions & Next Steps
+ Q&A

8. Related Works AMM $.

Repr. Level of
Depth
Agile Maturity Model 2003 5 (0-4) Org./Project Staged Low
(AMM) [9]
Agile Maturity Model [36] 2006 7 (1/5) Org./Project (5 Staged Low
dimensions)
Agile Maturity Model [24] 2008 de Project (9 dimensions) | Staged Medium
Agile Maturity Model [37] 2008 6 (-1/3+) Org./Project (10 Staged Low
dimensions)
Agile Scaling Model 2009 3 Org./Project (8 scaling | Staged Medium
(ASM) [5][6] (initially aka factors)
as APMM - Agile Process MM)
Agile Maturity Model 2010 5 (1-5) Org./Project Staged Low

(AMM) [7] 7 /
Different # of MLs

9. Related Works

The Agile Maturity Model (AMM)

Agile Maturity Models (AMM)

AM Assessment: By Practice Area

Shared esporas
co sus
Conmaricaion| Reims
Comtgurto Management| extra
Simpier sponsiverass
Asa

QT
[a Caror Stgo

Ima! Stgo

Agility at Scale

‘The AMM Dimensions

Emp

2. No netas toreo, ase test
Censo

Disciptined
Agile Delivery

Progression

Fa 1. Overin othe Agie Scaing Model ASM)

VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

10. Related Works Agile & CMMI

‘danced Suppor Process ADS

5 Using CAMI Modelo
Gain ME
our Process Improvement Program
Selections hat force Yu" Proganı
eres
E tem tng tte Integra Cn en Ung Ace Aprosches
sin CNM Aspe

Angin Rata fo CAN
SCAN Arisa Mehocs
pora Contraer

CMMI" or Agile EMM Kate amg

Nc mines Part Two: Generic Goals and Generic Practices, and the Process Areas

He cessecaseses

{Interpreting EMMI When Using Agile Approaches

‘Ch practices are designed to provide valu across a range af tera
‘tuations and Ius ae stated in general terms. Because CAMI doesnot
‘endorse any particular approach 1 development te information tats

To help those who use Age methods o interpret CNMI practices in air
‘environments, notes have been added to selected process areas. These
‘notes are 26629 usualy ne introductory notes, tothe fokowng process.
areas in CMMIDEY. CM, PI, PMC, PP, PPOA, RD, REOM, RSKM, TS, and
VER.
Al fie notes begin wine words, in Agio environments" and rein
‘example boxes lo help ou to easly recogrize them and remind you that
these notes are examples of how to interpret practices and therfore are
eter necessary nor Sul for mpemeriing the process area.
Mute Agle approaches exist The phrases “Agile environment” and
“Agile meine are shortand for any development or management
approach that adheres tothe Manifesto for Agile Development [Beck 2001]
Such approaches ae characterized by the folowing:

+ Direct movement of the customer in product development
Use of mutpl development erations 1

10 VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

11. LMM & Agile

Introduction

— Abit of humour...
— Some initial questions

Related Works

— Agile Maturity Models (AMM): some experiences

— Requirements & Constraints (RC)
— Attention Points

LMMs for Agile

— Main drivers for ‘old’ AMM
— Build your own AMM
Conclusions & Next Steps

Q&A

VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

12. À
Light Maturity Models & A

. How could we achieve better business results adopting agile methods
and techniques and measure their level of adoption?
. Which could be an evolutionary path for a continual (agile) process

improvement initiative?

+ RC1: Appraisal(s) needed but should be cheap, quick and sufficiently detailed
for writing effective improvement plans

e RC2: Appraisal method(s) should be simply to be understood and produce short
reports for management, showing in 1 slide what is going on and where to
intervene for improving results

+ RC3: A clear definition of most relevant drivers for improvement should be
done and shared across the organization/team

+ RC4: A series of ‘best practices’ for each of the selected drivers must be chosen
as basis for describing the ‘roadmap’ to be followed

13. Light Maturity Models | RC1-2 -

Special cause

GP 2.7
GP 2.8

roe Not Rated

aos Runsztisfied

es isatisfed

GP 21 Not Charecterized
g GP 22 [Not Implemented
3 GP23 MB Pertialy Implemented
Erazo Largely Implemented
3 6P26 FLY Implemented
3
El
o

GP 1.1
En

Common cause (GP.2.9 @
+PA)

13 Mz] VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

14. Light Maturity Models RC1-3-4

a X

eZ Self.assessment ofthe detailed elements of Cause 4- Managing for the sustained success ol an organization
‘Subelaute Maturity evel
Tevet Lenz Level [Erz Levis)
a1 The qua management stem à [There 5 a pocessbasedqualy [Mere an oganzalorwds |The ergnzans management — |The managemansysem actions
(Wlanaging forthe sustained [unctonaly ent, bases on management system. quaty management system based [system has been etandedto [ul deployment ofthe organizaton’|
success an organizaon) in te eh quaiy management gt otr cpines, eg. pole
Ienwronmenal management heath
EA and saety management, et.
laz ie carats añal [There are pode reiene TL
Sustained success compared wih te [peemanos aantthebsness inprovementefgetomance over |imgrovementinpafomance inthe |inpovementin peñomance inthe
Budget ina regu yer even. [plan [he pasen years pat, wth evidence ol plaming fr pas wih eidene o parir
a Pas nue (e veran | am au tere
wo years). ve year)
laa The organzaon recs to changes Pas rai toriigalvany __|Fiskassemenisarmmade __|Ceningenz plans oxo mitte [Rsk asseseven and pinning ae
he organization envionment inpacton recurenceofpast problems. [perodcaly o conde potential dered risks tthe continual processes tn te
impacts onthe carat. ——_|orgarzabn. a
res.
a Meoigenzairsomäng __|Theargarzatonsdivenby __ |Thenasds and epecaionsal — |Thenestsand opedatons of — |The neds and epedaions dal
Interested paris, needs and — |purposeistomake an anual pit |cusomer needs and expectatons. intrested pares ae sad terested pares ae the man relevant intrested paris have
expectations are rase nous decor bp] ee sated oe be pet ow
management (og toe years
(Net _ 1m cure E E evil mai fe Hone ce U aa poe O receding gas ES

=

0-15%
16-50%

51-85%
85-100%

VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

Source: ISO/IEC 9004 009, , App.A

15. Light Maturity Models

#3: Define the drivers (dimensions/scaling fa
iguous and measurable way
hat definitions for drivers are commonly accepted and shi

+ A2: Link the drivers to 1+ preferred PRM practices
“ In ISO models, drivers are ‘requirements’
Y Create/use mappings with ‘full’ maturity & capability models (MCM)
Y It will represent a bridge for moving from an early to a full MCM

. Create an evolutionary, harmonic path toward higher
capability levels by each driver

Y” Validate the balancing of contents between to subsequent cells

Y Create a constant and not too challenging path towards higher levels =

¿LMM concept

15 VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

16. LMM & Agile RY

+ Introduction
— Abit of humour...
— Some initial questions
+ Related Works
— Agile Maturity Models (AMM): some experiences
+ Light Maturity Models (LMM)
— Requirements & Constraints (RC)
— Attention Points
Ai AA
— Main drivers for ‘old’ AMM
— Build your own AMM
+ Conclusions & Next Steps
* Q&A

17. LMM for Agile

Org. /Project Project Org. /Project Org./Project
(5 dimensions) (9 dimensions) (10 dimensions) (8 scaling factors)
Testing Testing Testing Team Size
Collective code Source Code Mgmt Requirements Geographical Distrib.
ownership
Collaboration Collective code Build Regulatory Compliance
ownership
Assurance/Governance Collaboration Shared Domain Complexity
Responsibility
Simplicity Responsiveness to Governance Org. Distribution
Business
Assurance/Governance Communication Tech. Complexity
Story Formation Config. Mgmt Org. Complexity
Design Simplicity Simplicity Enterprise Discipline
Build Process Assurance
Responsiveness

» =

VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

18. LMM for Agile 1

Reactive Proactive Flexible Innovative Sustainable
Not organized | Typical ofa good QMS | Effective and Agile | Capability to realize | Capable to sustain
customer-oriented improvements and improve its
based on leaming | own performance in
and innovation the long term

D1. Testing

D2. Collective code
ownership

D3. Collaboration

D4.
Assurance/Governance
DS. Simplicity

18 VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

19. LMM for Agile 2

en ‘Agile Manifesto!

Reactive Proactive Flexible Innovative Sustainable
Not organized | Typical of a good QMS | Effective and Agile | Capability to realize | Capable to sustain

customer-oriented improvements and improve its
based on leaming | own performance in

and innovation the long term

1, Satisfy the: customer
through aye
continuous del very

2. Welcome changing _
requirements, even late in
development

3. Deliver working
software frequently

4. Business people and
developers work together
daily

(know the cause-effect linked to PRMs for better a and
relationships among drivers)
19 VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

20. LMM & Agile RY

« Introduction
— A bit of humour...
— Some initial questions
+ Related Works
— Agile Maturity Models: some experiences
+ Light Maturity Models (LMM)
— Requirements & Constraints (RC)
— Attention Points
+ LMMs for Agile
— Main drivers for ‘old’ AMM

— Build er own AMM

+ Q&A

20 VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

21. LMM & Agile &

Maturity & Capability Models (MCM)

vy MCM represent an evolutionary way to achieve goals, scaled by levels

Y Two different represenations (staged; continuous)

Y Origin in the ‘70s (Philip Crosby and other organizational studies) > diffusion in the ‘80s for ICT

patie else-agile and MCMs
“Agile a one of the most used buzzwords during last 15 years, series of techniques and
methods
Y At least to be classified in terms of ASD (Agile Sw Development) and APM (Agile Project Mgmt)
Y” Question: how to evaluate the level of adoption of agile practices within an organization?
y Several (early) tailorings of a Maturity Model for Agile (AMMs)
Y CMMI & Agile: Love & Marriage?

e Rıpcess Appraisals and Light Maturity Models (LMMs)

: which differences between ISO 19011 audit style vs the typical MCM style?
Light Maturity Models (LMM) [grid-based] can represent a bridge between Audits and Appraisals
Easier and faster also for SME/VSE
Several possibilities for building your own AMM, according to your viewpoint on ‘Agile’
To be linked possibly to a complete model and its PRM, finding also measures for a better
monitoring & control of those processes

A.

® Some lessons learned
Y Skill people on processes and in creating measures by a GQM-like approach
Y Run RCA on a sis at all organizational levels

simplicity ts prerequisite for reltability
(Edsger Dijkstra, Mathematician

a VALOR 2011 Tor Game (BA, Jne20,2011-02011 LBugicns am
23,

22. LMM & Agile

ANAL YISIIS

22 VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

23. ADO

Grazie per l'attenzione!
Thanks for your attention!

23 Mz] VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Bugione CS A my
SE ==!

24. LMM & Agile

=

Luigi Buglione
ENGINEERING is

Misurare per Migliorarsi

VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione

Industry & Service Dept
Process Improvement & Measurement Specialist
ViaR.Morandi32 Tel. +39 - 06.8307.4472
00148 Roma Fax +39 - 06.8307 4200

Cell. +39- 335.1214813

www.eng.it [email protected]

25. Further readings...

Misurare il software

HER uen Quantità, qualità, standard e

Mis il soft miglioramento di processo nell'Information
a ern inare & CommunicationTechnology

€ miglioramento di processo Franco Angeli, 2008 — 3: edizione

nell Information & Communication Technology Collana: Informatica ed Organizzazioni
pp. 380 -Volume 724.20
ISBN 978-88-464-9271-5

Luigi Buglione

Part of copyrights are donated to

FISM (Fondazione Italiana Sclerosi Multipla)
13

Informaica & Organizacioni

ns |

associazione

italiana
25 VALOIR 2011 - Torre Canne (BA), June 20, 2011- © 2011 L.Buglione