Light Maturity Models (LMM): An Agile Application

www.eng.it

VALOIR 2011 1° Workshop on Managing the Client Value

Creation Process in Agile Projects Torre Canne (BA) – Italy, June 20 2011

Luigi BuglioneBuglione, Ph.D.Process Improvement & Measurement Specialist

Industry Business UnitEngineering.IT

An Agile Application Light Maturity Models (LMM)

http://serlab.di.uniba.it/profes2011/

www.eng.it

Engineering At a glance

ERP ECMIT Security

Plant ManagementSystem

Broadband & MediaManaged Operations

System Int. & System Int. & ConsultancyConsultancy

OutsourcingOutsourcing

SoftwareSoftware

7070

1010

2020

8080

2020

5454

2727

1919

8080

1010

1010

FinanceFinance IndustryIndustry TELCOTELCO UtilitiesUtilities

%%

%%

%%

ResearchResearch and and DevelopmentDevelopment

3535

1919

4646

PA & HCPA & HC

_ The first Italian ICT player

_ more than 730 M/€ revenues_ 1000 clients_ 6,300 IT specialists

www.eng.it

http://www.eng.it/

http://www.eng.it/

http://www.eng-it.it/spimq

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

LMM & Agile Goals of the presentation

G1. Introduce the ‘maturity’ issue in Agile context, observing its own maturity level against other ‘domains’ G2. Analyze the current AMMs structures and content G3. Propose a ‘Light Maturity Model’ (LMM) architecture and rationale for applying it G4. Show some possible applications in an Agile context


LMM & Agile Agenda

• Introduction– A bit of humour…– Some initial questions

• Related Works– Agile Maturity Models (AMM): some experiences

• Light Maturity Models (LMMLMM)– Requirements & Constraints (RC)– Attention Points

• LMMs for Agile– Main drivers for ‘old’ AMM– Build your own AMM

• Conclusions & Next Steps• Q & A


Introduction A bit of humour…

UR

L: h

ttp:

//w

ww

.ena

gilit

y.co

m

http://www.enagility.com/


Introduction Some initial questions...

Since Agile born to focus more on the software primary processes, how to catch an agile maturity?

How to convince a SME/VSE to adopt a whatever AMM instead of continuing only with ISO audits?

Could the same practices be scaled to a large organization?

What is a proper ‘Agile Maturity Model’?


LMM & Agile Agenda




• LMMs for Agile– Main drivers for ‘old’ AMM– Build your own AMMConclusions & Next Steps

• Q & A


Related Works Agile Maturity Models (AMMAMM)

ModelModel YearYear MLML Entity of InterestEntity of Interest Repr.Repr. Level of Level of DepthDepth

Agile Maturity Model (AMM) [9]

2003 5 (0-4) Org./Project Staged Low

Agile Maturity Model [36] 2006 7 (-1/5) Org./Project (5 dimensions)

Staged Low

Agile Maturity Model [24] 2008 7 Project (9 dimensions) Staged Medium

Agile Maturity Model [37] 2008 6 (-1/3+) Org./Project (10 dimensions)

Staged Low

Agile Scaling Model (ASM) [5][6] (initially aka as APMM - Agile Process MM)

2009 3 Org./Project (8 scaling factors)

Staged Medium

Agile Maturity Model (AMM) [7]

2010 5 (1-5) Org./Project Staged Low

Different # of MLs All Staged

No High Depth


Related Works Agile Maturity Models (AMMAMM)


Related Works Agile & CMMI

http://www.sei.cmu.edu/library/abstracts/reports/08tn003.cfm


LMM & Agile Agenda







Light Maturity Models Requirements & Constraints (RC)

• Q1: How could we achieve better business results adopting agile methods and techniques and measure their level of adoption?• Q2: 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• 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


Light Maturity Models RC1-2: Process Appraisal – – “MM style”

• So

urc

eSo

urc

e: w

ww

.sqi

.gu.

edu.

au/A

ppra

isal

Assi

stan

t/in

dexF

ram

eset

.htm

l

Special cause (GP.2.2 @ OT)

Common cause (GP.2.9 @ +PA)

http://www.sqi.gu.edu.au/AppraisalAssistant/indexFrameset.html


Light Maturity Models RC1-3-4: Process Appraisal – – Light Maturity Models (LMMLMM)

• SourceSource: ISO/IEC 9004:2009, App.A


Light Maturity Models Attention Points

• A1: Define the drivers (dimensions/scaling factors) in a clear, non-ambiguous and measurable way

V&V that definitions for drivers are commonly accepted and shared Apply GQM-like approach for deriving measures from informative goals

EMEM33 (Energy Management Maturity Model) was a first adoption of such LMM concept

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

• A3: Create an evolutionary, harmonic path toward higher capability levels by each driver

Validate the balancing of contents between to subsequent cells Create a constant and not too challenging path towards higher levels


LMM & Agile Agenda







LMM for Agile Main drivers – ‘Old’ AMMs

AMM [36] Petit AMM [24] – Gujral et al.

AMM [37] – Petit ASM/APMM [6][5] - Ambler

Org./Project (5 dimensions)

Project (9 dimensions)

Org./Project (10 dimensions)

Org./Project (8 scaling factors)

Testing Testing Testing Team SizeCollective code

ownershipSource Code Mgmt Requirements Geographical Distrib.

Collaboration Collective code ownership

Build Regulatory Compliance

Assurance/Governance Collaboration Shared Responsibility

Domain Complexity

Simplicity Responsiveness to Business

Governance Org. Distribution

Assurance/Governance Communication Tech. ComplexityStory Formation Config. Mgmt Org. ComplexityDesign Simplicity Simplicity Enterprise Discipline

Build Process AssuranceResponsiveness


LMM for Agile Build your own AMM – An example (1)

Drivers ML1 ML2 ML3 ML4 ML5

Reactive Proactive Flexible Innovative Sustainable

Not organized Typical of a good QMS customer-oriented

Effective and Agile Capability to realize improvements

based on learning and innovation

Capable to sustain and improve its

own performance in the long term

D1. Testing

D2. Collective code ownership

D3. Collaboration

D4. Assurance/Governance

D5. Simplicity

A1. Assign clear and shared definitions

A2. Link drivers to PRMs

A3. Harmonic and regular ‘distance’ between levels


LMM for Agile

Drivers ML1 ML2 ML3 ML4 ML5

Reactive Proactive Flexible Innovative Sustainable

Not organized Typical of a good QMS customer-oriented

Effective and Agile Capability to realize improvements

based on learning and innovation

Capable to sustain and improve its

own performance in the long term

1. Satisfy the customer through early &

continuous delivery

2. Welcome changing requirements, even late in

development

3. Deliver working software frequently

4. Business people and developers work together

daily

…

The 12 principles from the ‘Agile Manifesto’

(add some quantitative measures linked to PRMs for better scaling and

classifying amongst levels(know the cause-effect

relationships among drivers)

Build your own AMM – An example (2)

http://1.bp.blogspot.com/_WMyCPCNYrhk/SozEM0VPRAI/AAAAAAAAAMI/35G7S2xsc3g/s1600-h/AgilePrinciplesAbbreviated.png


LMM & Agile Agenda


• Related Works– Agile Maturity Models: some experiences





LMM & Agile Conclusions && Perspectives

• Maturity & Capability Models (MCM) MCM represent an evolutionary way to achieve goals, scaled by levels Two different represenations (staged; continuous) Origin in the ’70s (Philip Crosby and other organizational studies) diffusion in the ’80s for ICT

• Something-else-agile and MCMs ‘Agile’ is one of the most used buzzwords during last 15 years, series of techniques and

methods At least to be classified in terms of ASD (Agile Sw Development) and APM (Agile Project Mgmt) Question: how to evaluate the level of adoption of agile practices within an organization? Several (early) tailorings of a Maturity Model for Agile (AMMs) CMMI & Agile: Love & Marriage?

Process Appraisals and Light Maturity Models (LMMs) Question: 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 Some lessons learned

Skill people on processes and in creating measures by a GQM-like approach Run RCA on a continual basis at all organizational levels

Simplicity is prerequisite for reliability (Edsger Dijkstra, Mathematician)


What is (should be) Agile?LMM & Agile


LMM & Agile Q && A

Grazie per l’attenzioneGrazie per l’attenzione!!Thanks for your attentionThanks for your attention!!


We care of your problems and we have in mind a solution

Luigi Buglione

Industry & Service Dept

Tel. +39 - 06.8307.4472Fax +39 - 06.8307.4200Cell. +39 - 335.1214813

Via R. Morandi 3200148 Roma

www.eng.it [email protected]

Process Improvement & Measurement Specialist

LMM & Agile Contacts

http://www.eng-it.it/spimq


Misurare il softwareQuantità, qualità, standard e

miglioramento di processo nell’Information & CommunicationTechnology

Franco Angeli, 2008 – 3a edizione Collana: Informatica ed Organizzazioni

pp. 380 -Volume 724.20 ISBN 978-88-464-9271-5

Luigi Buglione

www.semq.eu/leng/booksms.htm

Further readings… Misurare il software

Part of copyrights are donated to

FISM (Fondazione Italiana Sclerosi Multipla)

http://www.semq.eu/leng/booksms.htm

http://www.aism.it/index.aspx?codpage=aism_sua_fondazione