Presented at Agiles 2009 Congress in Florianopolis, Brazil

1. Agile: an evolutive approach
from CMMI-ISO
Miguel Insaurralde
Motorola Argentina Software Center
Motorola Public

2. This presentation
 It is not ….
• a compilation of industry experience nor…
• a model for Agile adoption
 It is …
• sharing the experience of a SW center
introducing Agile process…
• within an existing CMMI-ISO culture and set of
practices …
• and proposing a postulate:
Motorola Public Miguel Insaurralde, Oct-09 2

3. Postulate
 Agile  evolution rather than substitution
• SW dev changes with technology & market
 Experience  best practices throughout time
• Properly used help to reuse knowledge
 CMMI/ISO + Agile  can boost mutually
• Complemented and empowered
Motorola Public Miguel Insaurralde, Oct-09 3

4. Motorola Argentina Software Center
 Variety of projects since 2001
• Embedded and Platform for mobile
communications & devices management
• Applications for public safety, assets tracking,
multimedia content management
 Quality standards
• CMM-3 in „03, CMM-5 in „04, CMMI-5 in „07
• ISO 9001:2000 in „06, ISO 9001:2008 in „09
 Agile first project „07 org adoption „08
Motorola Public Miguel Insaurralde, Oct-09 4

5. SW development evolution
THE MYTHICAL NO SILVER KNOWLEDGE & TEAMWORK &
THE INTERNET
MAN-MONTH BULLET PRACTICES COLLABORATION
UPFRONT MODELS CHANGEABLE
SOFTWARE AS
TO MINIMIZE WORKING
UNIQUE MEASURE
CHANGES SOFTWARE
Technology„s capacity of change
Business velocity
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6. Motorola Argentina Software Center
AGILE
ADOPTION
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7. What “Agile adoption” means for us…
• New Agile process definition
• Integrated within existing Quality Management
System
• Integrated with some existing practices
• Different certainty and commitment basis
• Demanding interaction with pairs and
stakeholders
• Different involvement in decision-making process
Motorola Public Miguel Insaurralde, Oct-09 7

8. Some myths to overcome…
• Main focus only on intermediate artifacts, not
in real product
• Team members just limit to follow a plan of
upfront assigned tasks
• Release date is only a best guessing, true
deadline is iteration end-date
• Do not make any mid / long-term decision,
you are not going to needed
Motorola Public Miguel Insaurralde, Oct-09 8

9. Ideal context
• Balanced timing… not too early / too late
• Stakeholders aligned to decisions timing
• Base decisions on facts and feedback (from
product increments) and previous experience
• Continuous Integration & Test Automation
• Decision-making spread among affected
groups, ready for breaking changes
Motorola Public Miguel Insaurralde, Oct-09 9

10. Different “real” contexts
• Life-cycle  creation / enhancements / maintenance
• Dependencies  customized / single version,
framework / solutions
• Teams & decision-makers  co-located / distributed
• Team  volatile, different skills & experience levels
• Obligation  exploratory / intermediate / customer
delivery
• Defects impact  repair, recall, company image
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11. Adaptability to different contexts
Wide range of
projects can
 Lack of Product Owner
adopt Agile
availability
 Continuous Integration / Test
Many require
significant Automation not feasible
tailoring  Separate QA team (product
certification: interoperability,
capacity)
Gap:
beware, and  Parallel teams or distributed
adjust product mgmt
accordingly
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12. AGILE
ADOPTION
What Agile empowers
CONTRIBUTION
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13. Requirements understanding Contributions
Progressive
Upfront
agreement over
assumptions
expected results
 Frequent feedback and testing
 Visibility of business value
 Better trade-off decisions
Motorola Public Miguel Insaurralde, Oct-09 13

14. Technology usage Contributions
 Release early, release often  test
early, test often
 Continuous integration and test
automation  require deep
understanding
 Support from pairs
Understood Comprehended
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15. Teamwork & collaboration Contributions
 Daily exposure at Standup meetings
 Commitment with pairs
 Work progress visibility in Reviews
Commitment Ownership
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16. Team learning & improving Contributions
Per-iteration
Per-project
product & team
wide spectrum
focused
 Monthly and short-duration
 Reviews outcome is a key
input
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17. AGILE
ADOPTION
What empowers Agile
INTEGRATED
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18. CMMI-ISO & Lean (1) Integration
 Eliminate waste – org level
• Feedback (engineers, customers, metrics)
• CMMI Org Innovation & Deployment
(business case definition, pilot & deploy)
• CMMI Organizational Process Definition
• CMMI Causal Analysis
 Amplify learning – from teams to org
• Knowledge area teams, Org training plan
Motorola Public Miguel Insaurralde, Oct-09 18

19. CMMI-ISO & Lean (2) Integration
 Build integrity in
• Independent audits & control
• Customer feedback mechanisms
 See the whole
• “System thinking” through organizational
groups: OPG / SEPG, Security Council, CM /
Agile forums
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20. CMMI-ISO & Lean (2) Integration
… ALL OF THESE CONTRIBUTE TO DETERMINE
WHAT “ADDS VALUE” TO THE BUSINESS
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21. AGILE
ADOPTION
After some time doing Agile
CONCLUSIONS
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22. Agile requires strong discipline
 Focus on goals and deliveries
 Clear “Working SW” and
“Done” concepts
 Backlogs consistency
throughout project life
 Product Owner
involvement
 Demanding tools integration
Motorola Public Miguel Insaurralde, Oct-09 22

23. Risks to have in mind
 Do not discard valuable pre-
existing practices
 Do not assume it will work
smoothly
 Keep an eye on
organizational effort
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24. Impact in Culture
Planned training
& coaching  Newbie team members
 Personal interaction
 New certainty basis
Organizational
follow-up  Understanding Agile
values & culture takes
time
Be prepared for
 Time and learning
diverse required to find balance
reactions
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25. Summary
Agile within our CMMI-ISO organization...
Makes significant contributions even for very different contexts
Can be powered with existing organizational assets
Requires investment in training, coaching and assessment
Needs wise tailoring to keep product & org vision
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26. Some more slides…
BACKUP
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27. CMMI-ISO organization Integration
Quality Management System + Process Areas
IMPROVEMENT CONTROL
 Audits
 Input: feedback,
metrics & trends  Preventive
and corrective
 Output: trainings,
actions
process, support
 May stop a
 Who: engineers
shipment
EXECUTION
 Process & tools
 Best practices & experience
Motorola Public Miguel Insaurralde, Oct-09 27

28. Existing practices Integration
 Requirements management
 Coding standards & static analysis
 Estimations
 Change management
 Quality Assurance
 Risk management
 Cost management
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29. Engineering practices (1) Integration
 Requirements management
• Elicitation techniques, classification
• Requirements Specification , Use Cases
when suitable (interfaces, etc.)
 Coding standards & static analysis
• Organizational standards and support
(Security Council, CM forum, SEPG)
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30. Engineering practices (2) Integration
 Estimations
• Existing techniques & tools
 Change management
• Experience with distributed teams & different
stakeholders structures
 Quality Assurance
• Test development techniques & guidelines
• Test management
Motorola Public Miguel Insaurralde, Oct-09 30

31. Management practices Integration
 Risk management
• State & classify, define actions, follow-up
• Historical data and taxonomies
 Cost management
• Cost ≠ Progress, but both need tracking.
Every project has somehow an allocated
budget for a given scope
• Buffers, trends, deviations are useful tools
Motorola Public Miguel Insaurralde, Oct-09 31

32. Risks to have in mind (1)
 Do not discard valuable pre-existing practices
• Manage risks of having changes that can be
anticipated
• Use detailed specifications when needed
• Estimation & scheduling techniques for high and low-
level
• Scope management to improve decisions timing
Motorola Public Miguel Insaurralde, Oct-09 32

33. Risks to have in mind (2)
 Do not assume it will work smoothly
• Collaboration & Involvement is not easy to reach, use
HR management techniques
• Possible tools integration and setup issues
 Keep an eye on organizational effort
• Team members „Organizational time‟ is hard to obtain
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