1 / 14

My Observations from SEPG 2002 March 7, 2002

My Observations from SEPG 2002 March 7, 2002. Larry Dribin, Ph.D. SOGETI, A CAP GEMINI COMPANY Phone: (847) 807-7390 Email: ldribin@cs.depaul.edu or ldribin@usa.capgemini.com. V1.1. What Were My Most Important Lesson Learned?. It was a hard choice - 7 concurrent tracks

laura-kane
Download Presentation

My Observations from SEPG 2002 March 7, 2002

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. My Observations from SEPG 2002March 7, 2002 Larry Dribin, Ph.D. SOGETI, A CAP GEMINI COMPANY Phone: (847) 807-7390 Email: ldribin@cs.depaul.edu or ldribin@usa.capgemini.com V1.1

  2. What Were My Most Important Lesson Learned? • It was a hard choice - 7 concurrent tracks • 2 tracks on Level 2 • 1 tracks on Level 3 • 2 tracks on Special Topics • 1 track on CMMI • Topics I Considered: • “Do’s and Don’ts of Software Process Improvement” • “What the Authors Intended at Levels 4 and 5” • “Aggressively moving from CMM Level 1 to CMM Level 3 in One Year” • “What Would I Do Differently If I Wrote The SEPG Guide Today?” • “Competitive Software Teams” I learned quite a bit in these session, but no “Ah Ha”!

  3. I Had An “Ah Ha” After Attending: • Keynote: “Conversations with Watts Humphrey”, by Michael Mah • Keynote: Barry Boehm, “The Fate of Bright Ideas: Why They are Not Always Adopted” • Panel Session: “Capability Maturity Models Are Not Relevant in Modern Development Environments” Ah Ha: Agile Processes & CMM (versus Agile or CMM) • Panel Session: “The Loyal Opposition Versus the CMMI Champions: A Frank Discussion of CMMI Models” Ah Ha: The CMM May Still Live (versus CMM  CMMI) After attending these sessions I felt as though major changes may be underway in software process improvement.

  4. First Remember the CMM-SW Vision “ I wanted to get software organizations to adopt Deming’s approach to continuous improvement, but I realized it had to be done in stages.” • Watts Humphrey, creator of the CMM-SW • Eliminate chaos (Level 2) • Establish common processes (Level 3) • Understand process capability and control variation in process performance (Level 4) • Continuously improve capability of critical processes (Level 5)

  5. First Remember the CMM-SW Vision, but … “ I wanted to get software organizations to adopt Deming’s approach to continuous improvement, but I realized it had to be done in stages.” • Watts Humphrey, creator of the CMM-SW • Eliminate chaos (Level 2) • Establish common processes (Level 3) • Understand process capability and control variation in process performance (Level 4) • Continuously improve capability of critical processes (Level 5) Source: Pat O’Toole, “The Do’s and Don’ts of Software Process Improvement”

  6. Agile Processes & CMM (versus Agile or CMM)Pro CMM: CMMs are Relevant because they work! • Source: Stan Rifkin, • “CMMs are Relevant to Modern Software Development”

  7. Agile Processes & CMM (versus Agile or CMM)Con CMM: People oriented “Barely Sufficient Methodology” Source: Jim Highsmith, Cutter Consortium, “Is the CMM: Is It Relevant Today?”

  8. Agile Processes & CMM (versus Agile or CMM)Con CMM: CMM Supports Waterfall and not Modern Iterative Development Processes Source: Walker Royce, Rational Software, “Are Capability Maturity Models Relevant in Modern Development Environments?”

  9. Agile Processes & CMM (versus Agile or CMM)My Take Away • CMM experts are talking about agile approaches to software development • Too often these experts “demonize” the new agile approaches • Each may have its own home space • Source: Interpretation of Barry Boehm’s keynote • The key is that the dialog has begun • This dialog is healthy and should generate improvements in Software Process Improvement!

  10. The CMM May Still Live (versus CMM  CMMI)Background • Source: “The Loyal Opposition Versus the CMMI Champions: A Frank Discussion of CMMI Models” (Panel Discussion, Marilyn Bush Moderator)

  11. The CMM May Still Live (versus CMM  CMMI)Pro CMMI • CMMI explicitly links to business objectives vs. implicit in CMM • CMMI Incorporates learning from CMM-SW (CMM v2c was the starting point) • It includes Product Engineering • It Covers Standards and Business Strategies • Applies well to small organizations • Adapts to different improvement approaches • Staged vs. continuous • Expands to incorporate new disciplines Source: Mike Konrad - Software Engineering Institute Tim Kasse - Kasse Initiatives

  12. The CMM May Still Live (versus CMM  CMMI)Pro CMM – Pro Choice • The CMM serves the un-served majority (Commercial non-DOD, non-Systems Engineers) • CMMI is TOO BIG • CMMI is TOO EXPENSIVE • CMMI is hard to tailor and forces unnecessary complexity • It buries known vital things • Compromised and confusing representations • CMM is Being Suppressed (a.k.a. Sunsetting of the CMM-SW at the end of 2003 (2005) Source: Judah Mogilensky - Process Enhancement Partners Mark Servello - ChangeBridge

  13. The CMM May Still Live (versus CMM  CMMI)Pro CMM Proposal: Free V2 • CMM v2.0c – October 1997 was almost ready to be released • An enhancement to CMM-SW v1.1 • Smaller and “lighter” than the CMMI • Movement started to release CMM version 2 (which was about to be released when the project was shut down in favor of CMMI three years ago) • If SEI will not release it, possible release it as a “freeware” document • Provide training courses in CMM v2.0 • Provide an assessment approach similar to the CBA-IPI for CMM-SW v2.0 • Key issue is funding Let the market decide between CMM-SW and CMMI

  14. Summary • We are in exciting times • New ideas – Agile Programming • New Products – CMMI v1.1 (and CMM v2.0?) • Thought provoking. Let’s watch what happens. Renewed energy and new choices which will improve the state of Software Process Improvement.

More Related