The Agile Performance Holarchy · Agile Performance Assessment: Approach As a self-organizing organizaon, we adopted agile across all segments of our team so that minimal oversight

CMMI Presented By: !

The Agile Performance Holarchy A new model for building and evalua9ng Agile Capability

JeffDaltonPresidentofBroadswordChiefEvangelist,AgileCxO.org

Copyright©2017AgileCxO.org

Agility, Capability, and Stability


Into the storm…

3Copyright©2017AgileCxO.org

Agility and Values are Symbio9c

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•  Flytheplane•  Collaboratewiththecrew•  StrivetoSurvive•  Communicate•  Dependonyourtraining•  ThePilotisincommand•  Sterilecockpit!

VALUES


Capability is the Price of Admission

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•  Emergencychecklist•  Levelthewings•  Slowtominimumspeed•  Switchgastanks•  Carbheaton•  RadioCenter/ATC•  AssignTasks•  Focusoninstruments•  FollowtheFARs

IF-THEN-ELSE-IFCOLLABORATION

A“hands-off”subsVtuteforFMEA,Five-Whys,orDecisionAnalysisandResoluVon

CAPABILITY


Stability Allows us to focus on success

•  Safeflight•  Enjoyabletrip•  Longerlife•  LifeVmehobby•  Easiertravel•  Passitontomychildren

STABILITY


AGILITY

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Agility is about values – part 1 Weareuncoveringbe^erwaysofdevelopingso_warebydoingitandhelpingothersdoit.

Throughthisworkwehavecometovalue:

Individuals&InteracVons

WorkingSo_ware

Processes&Tools

OVER

OVER

ComprehensiveDocumentaVon

Agility is about values - part 2

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RespondingtoChangeFollowingaPlan

ContractNegoVaVon

OVER

OVER

Copyright©2001:KentBeck,MikeBeedle,ArievanBennekum,AlistairCockburn,WardCunningham,MarVnFowler,JamesGrenning,JimHighsmith,AndrewHunt,RonJeffries,JonKern,BrianMarick,RobertC.MarVn,SteveMellor,KenSchwaber,JeffSutherland,DaveThomas

Thatis,whilethereisvalueintheitemsontheright,wevaluetheitemsonthele_more.

CustomerCollaboraVon

Core agile values*

•  Openness•  Courage•  Focus•  Visibility•  Commitment

•  Senseofhumor•  Respect•  FailFast•  Transparency

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*DerivedfromExploringScrum:TheFundamentalsbyDanRawsthorneandDougShimp

Values traceability is cri9cal to stability.

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AGILEVALUES

FRAMEWORKSMETHODOLOGIES

MODELS

CERMONIES,TECHNIQUES,PROCESSES

Empirical process control framework

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Agile Traceability Example: Scrum

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TRANSPARENCY,FAILFAST

SCRUM

DAILYSTANDUP,SPRINTDEMO,INFORMATIONRADIATORS,SHORTTIMEBOXES

CAPABILITY

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CxOs“feartheircapabiliFesaren’tstrongenough.”*

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*BostonConsulVngGroup,2012

85%ofCEOsbelievebusinessprocesshelpsthemshareknowledgeacrossdivisionsandregions.*

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*McKinsey&Co.2014.

Capability maturity model integra9on

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TheCMMI®isasetofmodelsthathelporganizaVonsintheTechnology,Services,AcquisiVon,andHumanCapitalsectorsbuildworld-classcapability

Defined process control frameworks

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EarlyadoptersofCMMIwereDefense,Manufacturing,HighTechCompaniesthatleanedheavilyonDefinedProcessControlFrameworks

Growth in CMMI adoption by agile organizations

AgileorganizaVonsareoverlayingAgilityontopoftheprovencapabiliVesthatCMMIbringstotheiroperaVons.

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“Everythingisvaguetoadegreeyoudonotrealize4llyouhavetriedtomakeitprecise.”

-BertrandRussell

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TheGuidedemonstrateshowtobuildcapabilitywithinanAgileEmpirical

ProcessControlenvironmentatthePracFce,Technique,andCeremony

levelusingtheCMMI

Empirical process control framework

23SupportCategoryProcessManagement

EngineeringCategory

ProjectManagementCategory

Ceremonies & techniques should be strengthened

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TheScrumGuideidenVfiestheProcessAreasthatwillhelpyoutoimprovecapabilitywitheachAgileceremonyortechnique,andworkthroughtheimprovementrecommendaVons.

Each is evaluated for capability

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Implementa9on and evalua9on are cri9cal

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Agileceremoniesandtechniquesarecomprisedofbehaviors,andtheCMMIbreaksthemdownintospecificbehaviorsthatcanbeimproved.Thisleadstoastronger,moreresilientAgileimplementaVon.

STABILITY

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Aholon(Greek:ὅλον,holonneuterformofὅλος,holos"whole")issomethingthatissimultaneouslyawholeandapart.

TheAgilePerformanceHolarchyisahierarchyofHolons,allwhichcanstandalone,andbepartofagreaterwhole.


PerformanceCircles-CircleofrelatedrolesandfuncVonsHolon-AstandalonesetofacVonsthatmustbeenergizedaspartofagreaterwholeEachHolonhas:-ObjecFvesinAgilecontext-AgileCeremonies-Agiletechniques

Agile Performance Levels

Asaself-organizingorganizaVon,weadoptedagileacrossallsegmentsofourteamsothatminimaloversightisrequiredtobesuccessful.

AsatransformingorganizaVon,weareconsistentlyusingagiletechniquessoallofourprojectscanbemorecollaboraVveandself-organizing.

AsanadopVngorganizaVon,wearelearningtoadoptagiletechniquessowecanbecomemoreself-organizingandproducVve.


Leading

ValuingDescribestheobjecVves,behaviors,andceremoniesrequiredtodesignanddeploythesetofAgileValuesthatwilldriveorganizaVonalbehaviorEnabling:DescribestheobjecVves,behaviors,andceremoniesrequiredtodesignanddeploythesetofAgileKeysthatdefinetheCapabilityLevelsVisioning:DescribestheobjecVves,behaviors,andceremoniesrequiredtosetandcommunicateavisionthatiscompaVblewithAgileValuesandthedesiretohaveahealthyAgileorganizaVonEngaging:DescribestheobjecVvesandbehaviorsrequiredtobeanagile"servantleader"thatengages,mentors,andparVcipateswiththeAgilecommunityintheorganizaVonCopyright©2017AgileCxO.org

HOLON:VALUINGDescribestheobjecVves,behaviors,andceremoniesrequiredtodesignanddeploythesetofAgileValuesthatwilldriveorganizaVonalbehavior

ObjecVve:DefineandDeployAgileValuesObjecVve:AlignAgilevalueswithframeworks,ceremonies,andtechniquesObjecVve:CommunicateAgileValuestoyourteamsObjecVve:Sustain,inspect,andadaptAgileVales


Envisioning PlanningDescribestheobjecVves,behaviors,andceremoniesrequiredtoEnvision,Plan,andachieveconsensusonproductdirecVon,defineteams,andunderstandsizingDefiningDescribestheobjecVves,behaviors,andceremoniesrequiredtodefineandprioriVzetheproductorservice'sfuncVonalityattheEpicandUserstory


Sa9sfying

ClarifyingDescribestheobjecVves,behaviors,andceremoniesrequiredtoiteraVvelyevolvethebusinessneedsintoUserStoriesandchildstories,andtobe^erunderstandthecustomer'sneedsPlanningDescribestheobjecVves,behaviors,andceremoniesrequiredtoesVmateandplanfortheupcomingsprintoriteraVon,andtogroomthebacklogmid-sprint.SolvingDescribestheobjecVves,behaviors,andceremoniesrequiredtodesignandbuildasoluVon,andconVnuouslyimprovethedevelopmentteamDeliveringDescribestheobjecVves,behaviors,andceremoniesrequiredtoplananimplementthesoluVonusinganincrementalanditeraVveapproachCopyright©2017AgileCxO.org

Providing ContribuFngDescribestheobjecVves,behaviors,andceremoniesrequiredtoidenVfy,capture,anddeploylessonsbasedontheempiricalexperienceofAgileteamsPartneringDescribestheobjecVves,behaviors,andceremoniesrequiredtodefinerelaVonshipsandagreementsbetweenteamsandinternalorexternalpartnersandsuppliersEmpoweringDescribestheobjecVves,behaviors,andacVonsrequiredtosupportanAgileculturewithtools,faciliVes,andteamagreements


Affirming

ConfirmingDescribestheobjecVves,behaviors,andceremoniesrequiredtoevaluateteammembersfortheiradherencetoagilevalues,frameworks,andtechniques.UnderstandingDemonstratebusinessisreceivingexpectedbenefitsofAgileadopVon


Teaming OperaFng:DescribestheobjecVves,behaviors,andceremoniesrequiredtosupportacapableAgileteam,includingco-locatedfaciliVes,tools,teamagreements,charters,andmanagementinfrastructure.Growing:DescribestheobjecVves,behaviors,andceremoniesrequiredtoprovideatraining,mentoring,andlearningenvironmentReflecFng:DescribestheobjecVves,behaviors,andceremoniesrequiredtocaptureexperiencesandimproveperformance,includingRetrospecVves,LessonsLearned,anda_er-acVonreviewsShowing:DescribestheobjecVves,behaviors,andceremoniesrequiredtounderstandperformanceandprogressoftheproductandsupporVngteamsGoverning:DescribestheobjecVves,behaviors,andceremoniesrequiredtoprovideastrongagilegovernanceinfrastructureforbothproductandprocessperformanceOrganizing:DescribestheobjecVves,behaviors,andceremoniesrequiredtoimplementself-organizaVon,interfaceswithnon-agileteams,anddefiniVonofprojectmanagerand/ornon-Agileroles


Agile Performance Assessment: Approach

Asaself-organizingorganizaVon,weadoptedagileacrossallsegmentsofourteamsothatminimaloversightisrequiredtobesuccessful.

AsatransformingorganizaVon,weareconsistentlyusingagiletechniquessoallofourprojectscanbemorecollaboraVveandself-organizing.

AsanadopVngorganizaVon,wearelearningtoadoptagiletechniquessowecanbecomemoreself-organizingandproducVve.

AnobservaVonapproachthatisiteraVveandincremental–likeAgile!“Backwardly”compaVblewithCMMI


The real dividends of stability

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A_er2,500hours,over1,000landings,conVnuoustraining,learning,andbuildingcapability,we’veenjoyedalifeVme

ofsafetyandsuccess!

Download the Guide to Scrum and CMMI

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h^p://cmmiinsVtute.com/cmmi-and-agile

SPEAKER RESOURCES

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www.broadswordsoluVons.com

www.agileCxO.org

www.asktheCMMIAppraiser.com(blog)

Documents

The Agile Performance Holarchy · Agile Performance Assessment: Approach As a self-organizing organizaon, we adopted agile across all segments of our team so that minimal oversight