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![CMMI, make it stop
CMMI for Development model:
!
Maturity Level 2 - Managed
CM - Configuration Management
MA - Measurement and Analysis
PMC - Project Monitoring and Control
PP - Project Planning
PPQA - Process and Product Quality Assurance
REQM - Requirements Management
SAM - Supplier Agreement Management
!
Maturity Level 3 - Defined
DAR - Decision Analysis and Resolution
IPM - Integrated Project Management
OPD - Organizational Process Definition
OPF - Organizational Process Focus
OT - Organizational Training
PI - Product Integration
RD - Requirements Development
RSKM - Risk Management
TS - Technical Solution
VAL - Validation
VER - Verification
!
Maturity Level 4 - Quantitatively Managed
OPP - Organizational Process Performance
QPM - Quantitative Project Management
!
Maturity Level 5 - Optimizing
CAR - Causal Analysis and Resolution
OPM - Organizational Performance Management
Maturity levels in CMMI for services[edit]
There are five maturity levels. Maturity level ratings are awarded for levels 2 through 5.
Maturity levels in CMMI for services
!
Maturity Level 2 - Managed
CM - Configuration Management
MA - Measurement and Analysis
PPQA - Process and Product Quality Assurance
REQM - Requirements Management
SAM - Supplier Agreement Management
SD - Service Delivery
WMC - Work Monitoring and Control
WP - Work Planning
!
Maturity Level 3 - Defined
CAM - Capacity and Availability Management
DAR - Decision Analysis and Resolution
IRP - Incident Resolution and Prevention
IWM - Integrated Work Management
OPD - Organizational Process Definition
OPF - Organizational Process Focus
OT - Organizational Training
RSKM - Risk Management
SCON - Service Continuity
SSD - Service System Development
SST - Service System Transition
STSM - Strategic Service Management
!
Maturity Level 4 - Quantitatively Managed
OPP - Organizational Process Performance
QWM - Quantitative Work Management
!
Maturity Level 5 - Optimizing
CAR - Causal Analysis and Resolution
OPM - Organizational Performance Management
Maturity levels in CMMI for acquisition
!
Maturity Level 2 - Managed
AM - Agreement Management
ARD - Acquisition Requirements Development
CM - Configuration Management
MA - Measurement and Analysis
PMC - Project Monitoring and Control
PP - Project Planning
PPQA - Process and Product Quality Assurance
REQM - Requirements Management
SSAD - Solicitation and Supplier Agreement Development
!
Maturity Level 3 - Defined
ATM - Acquisition Technical Management
AVAL - Acquisition Validation
AVER - Acquisition Verification
DAR - Decision Analysis and Resolution
IPM - Integrated Project Management
OPD - Organizational Process Definition
OPF - Organizational Process Focus
OT - Organizational Training
RSKM - Risk Management
!
Maturity Level 4 - Quantitatively Managed
OPP - Organizational Process Performance
QPM - Quantitative Project Management
!
Maturity Level 5 - Optimizing
CAR - Causal Analysis and Resolution
OPM - Organizational Performance Management](https://image.slidesharecdn.com/ibuildthefuture-140731122501-phpapp02/75/I-build-the-future-Agile-2014-52-2048.jpg)
![CMMI, make it stop
CMMI for Development model:
!
Maturity Level 2 - Managed
CM - Configuration Management
MA - Measurement and Analysis
PMC - Project Monitoring and Control
PP - Project Planning
PPQA - Process and Product Quality Assurance
REQM - Requirements Management
SAM - Supplier Agreement Management
!
Maturity Level 3 - Defined
DAR - Decision Analysis and Resolution
IPM - Integrated Project Management
OPD - Organizational Process Definition
OPF - Organizational Process Focus
OT - Organizational Training
PI - Product Integration
RD - Requirements Development
RSKM - Risk Management
TS - Technical Solution
VAL - Validation
VER - Verification
!
Maturity Level 4 - Quantitatively Managed
OPP - Organizational Process Performance
QPM - Quantitative Project Management
!
Maturity Level 5 - Optimizing
CAR - Causal Analysis and Resolution
OPM - Organizational Performance Management
Maturity levels in CMMI for services[edit]
There are five maturity levels. Maturity level ratings are awarded for levels 2 through 5.
Maturity levels in CMMI for services
!
Maturity Level 2 - Managed
CM - Configuration Management
MA - Measurement and Analysis
PPQA - Process and Product Quality Assurance
REQM - Requirements Management
SAM - Supplier Agreement Management
SD - Service Delivery
WMC - Work Monitoring and Control
WP - Work Planning
!
Maturity Level 3 - Defined
CAM - Capacity and Availability Management
DAR - Decision Analysis and Resolution
IRP - Incident Resolution and Prevention
IWM - Integrated Work Management
OPD - Organizational Process Definition
OPF - Organizational Process Focus
OT - Organizational Training
RSKM - Risk Management
SCON - Service Continuity
SSD - Service System Development
SST - Service System Transition
STSM - Strategic Service Management
!
Maturity Level 4 - Quantitatively Managed
OPP - Organizational Process Performance
QWM - Quantitative Work Management
!
Maturity Level 5 - Optimizing
CAR - Causal Analysis and Resolution
OPM - Organizational Performance Management
Maturity levels in CMMI for acquisition
!
Maturity Level 2 - Managed
AM - Agreement Management
ARD - Acquisition Requirements Development
CM - Configuration Management
MA - Measurement and Analysis
PMC - Project Monitoring and Control
PP - Project Planning
PPQA - Process and Product Quality Assurance
REQM - Requirements Management
SSAD - Solicitation and Supplier Agreement Development
!
Maturity Level 3 - Defined
ATM - Acquisition Technical Management
AVAL - Acquisition Validation
AVER - Acquisition Verification
DAR - Decision Analysis and Resolution
IPM - Integrated Project Management
OPD - Organizational Process Definition
OPF - Organizational Process Focus
OT - Organizational Training
RSKM - Risk Management
!
Maturity Level 4 - Quantitatively Managed
OPP - Organizational Process Performance
QPM - Quantitative Project Management
!
Maturity Level 5 - Optimizing
CAR - Causal Analysis and Resolution
OPM - Organizational Performance Management](https://crownmelresort.com/image.slidesharecdn.com/ibuildthefuture-140731122501-phpapp02/75/I-build-the-future-Agile-2014-52-2048.jpg)
Uploaded byAndrew Shafer
I build the future - Agile 2014
This document discusses the author's journey with Agile and other software development methodologies. It describes how the author initially disliked Agile due to dogma but later found value in a more practical approach. The author advocates for focusing on individuals, working software, delighting customers, and continuous learning from change. Organizations should prioritize becoming the right people through a learning process rather than following specific methodologies or practices. The overall message is about continuously improving how organizations develop software, infrastructure, and themselves.
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I build the future - Agile 2014
- 1. I build thefuture Andrew Clay Shafer Agile 2014
- 2.
- 3.
- 4.
- 5. three stone cutterswalk into a Pareto Inefficient Nash Equilibrium
- 6. you have tobe serious
- 7. do you haveto be so serious?
- 8.
- 9.
- 10. software kept eatingthe world
- 11.
- 12. you are eitherbuilding a software business... or you will be losing to someone who is...
- 13.
- 14. you are eitherbuilding a learning organization... or you will be losing to someone who is...
- 16. everybody wants to goto heaven none of them want to die
- 17.
- 18.
- 19.
- 20. I hated thedogma I hated that it wasn’t working
- 21. Beware the Expert“the keeper of the Agile”
- 22. People say ‘Agile’,they really mean ‘Scrum’
- 23. the most tepidScrum
- 24. the most tepidversion of the most tepid Agile
- 25.
- 26. I didn’t realizewhat or why
- 27. and then Igot lucky...
- 28. Salt Lake AgileRoundtable
- 29. I went therefor ammunition.
- 30. what I gotwas more interesting I got lucky
- 31. I was neverinterested in ‘being’ Agile...
- 33.
- 34. how meta istoo meta?
- 35.
- 36.
- 37. game theory the studyof mathematical models of conflict and cooperation between intelligent rational decisions makers
- 38. rational choosing to maximizea utility function
- 39.
- 40.
- 41. Locally Rational DecisionMaking: The Distracting Effect of Information on Managerial Performance This paper describes a phenomenon called “locally rational” decision- making, in which the mere presence of information may have dysfunctional consequences even if decision makers do not process the information incorrectly. ! Using the results from an experiment conducted with a strategic market simulation game, we find that the accessibility of information results in a disposition to focus on those components of decision-making most clearly addressed by the information. ! If these are not the components most closely tied to success, overall performance may in fact suffer. The decision-making process is thus “locally rational” since it may be optimal with respect to specific components of a larger plan, but globally suboptimal with regard to ultimate outcomes and for the organization as a whole. http://pubsonline.informs.org/doi/abs/10.1287/mnsc.38.2.212?journalCode=mnsc
- 42. more of mypast
- 44.
- 45.
- 47.
- 48. 1945 to 1965:The Origins 1965 to 1985: The Software Crisis 1985 to 1989: No Silver Bullet 1990 to 1999: Prominence of the Internet 2000 to Present: Lightweight Methodologies I know this is true, because Wikipedia
- 49. 1970s 1980s 1990s2000s future? structured programming Cap Gemini SDM structured systems analysis and design methodology (ssadm) Information Requirement Analysis /Soft systems methodology (ssm) Object-oriented programming (OOP) Rapid application development (RAD) Dynamic systems development method (DSDM) Scrum Team software process Extreme programming (XP) capability maturity model (CMM) Capability Maturity Model Integration (CMMI) Information Technology Infrastructure Library (ITIL) ITIL 2007 devops ??? kanban lean software
- 50.
- 51. ITIL sounds great •ITIL Service Strategy: understands organizational objectives and customer needs. • ITIL Service Design: turns the service strategy into a plan for delivering the business objectives. • ITIL Service Transition: develops and improves capabilities for introducing new services into supported environments. • ITIL Service Operation: manages services in supported environments. • ITIL Continual Service Improvement: achieves services incremental and large-scale improvements.
- 52. CMMI, make itstop CMMI for Development model: ! Maturity Level 2 - Managed CM - Configuration Management MA - Measurement and Analysis PMC - Project Monitoring and Control PP - Project Planning PPQA - Process and Product Quality Assurance REQM - Requirements Management SAM - Supplier Agreement Management ! Maturity Level 3 - Defined DAR - Decision Analysis and Resolution IPM - Integrated Project Management OPD - Organizational Process Definition OPF - Organizational Process Focus OT - Organizational Training PI - Product Integration RD - Requirements Development RSKM - Risk Management TS - Technical Solution VAL - Validation VER - Verification ! Maturity Level 4 - Quantitatively Managed OPP - Organizational Process Performance QPM - Quantitative Project Management ! Maturity Level 5 - Optimizing CAR - Causal Analysis and Resolution OPM - Organizational Performance Management Maturity levels in CMMI for services[edit] There are five maturity levels. Maturity level ratings are awarded for levels 2 through 5. Maturity levels in CMMI for services ! Maturity Level 2 - Managed CM - Configuration Management MA - Measurement and Analysis PPQA - Process and Product Quality Assurance REQM - Requirements Management SAM - Supplier Agreement Management SD - Service Delivery WMC - Work Monitoring and Control WP - Work Planning ! Maturity Level 3 - Defined CAM - Capacity and Availability Management DAR - Decision Analysis and Resolution IRP - Incident Resolution and Prevention IWM - Integrated Work Management OPD - Organizational Process Definition OPF - Organizational Process Focus OT - Organizational Training RSKM - Risk Management SCON - Service Continuity SSD - Service System Development SST - Service System Transition STSM - Strategic Service Management ! Maturity Level 4 - Quantitatively Managed OPP - Organizational Process Performance QWM - Quantitative Work Management ! Maturity Level 5 - Optimizing CAR - Causal Analysis and Resolution OPM - Organizational Performance Management Maturity levels in CMMI for acquisition ! Maturity Level 2 - Managed AM - Agreement Management ARD - Acquisition Requirements Development CM - Configuration Management MA - Measurement and Analysis PMC - Project Monitoring and Control PP - Project Planning PPQA - Process and Product Quality Assurance REQM - Requirements Management SSAD - Solicitation and Supplier Agreement Development ! Maturity Level 3 - Defined ATM - Acquisition Technical Management AVAL - Acquisition Validation AVER - Acquisition Verification DAR - Decision Analysis and Resolution IPM - Integrated Project Management OPD - Organizational Process Definition OPF - Organizational Process Focus OT - Organizational Training RSKM - Risk Management ! Maturity Level 4 - Quantitatively Managed OPP - Organizational Process Performance QPM - Quantitative Project Management ! Maturity Level 5 - Optimizing CAR - Causal Analysis and Resolution OPM - Organizational Performance Management
- 53.
- 54. ask me aboutscrum
- 55. all practice, notheory no practice, all theory
- 56.
- 57.
- 58. software has beendeveloped
- 59. for every ‘musthave’ practice, there exists a successful counter example
- 61. success doesn’t result froma list of practices
- 62. success doesn’t result fromsecret techniques
- 63. success results from choiceand circumstance
- 65.
- 66.
- 67. innovations in infrastructure guiding ideasskills and capabilities awareness and sensibilities theory, methods and tools domain of action attitudes and beliefs domain of enduring change (organizational architecture) (deep learning cycle)
- 68. improve the work> do the work
- 69. do be dobe do
- 71. @littleidea’s practical guideto organizational transformation
- 72. @littleidea’s practical guideto organizational transformation
- 73. @littleidea’s practical guideto organizational transformation
- 74. panacea peddlers asfar as the eye can see
- 75. buy MY secretto scale agile
- 76. we know howto draw the owl
- 77. why do westop drawing?
- 78. nothing may bemore difficult than getting a person to understand something, when her salary depends upon not understanding it
- 80. We are uncoveringbetter ways of developing software by doing it and helping others do it...
- 81. We are uncoveringbetter ways of developing infrastructure by doing it and helping others do it...
- 82. We are uncoveringbetter ways of developing organizations by doing it and helping others do it...
- 83. Through this workwe have come to value: • individuals interacting with awesome processes and tools • working software... period, and documentation is nice too • delighting customers • learning from change and changing from learning
- 84. this is notover
- 86.
- 87. you won’t succeedby finding devops
- 88. you won’t succeedby hiring the next buzzword consultant
- 89. The learning organizationis one that has the capacity to integrate people and structures in order to move toward continuous learning and change.
- 90. success is about beingthe right people
- 91. success is about becomingthe right people
- 92.
- 93.
- 94.
- 95.
- 96.
- 97.