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Using CMMI and Scrum To Sustain Process Capability

This document summarizes two case studies of organizations that used a combination of CMMI-DEV and Agile Scrum methodologies. For both cases, the organizations transitioned from a waterfall model to an Agile model using 3 week Scrums. This allowed them to reduce schedules by 20% and deliver projects on-time. Both organizations also maintained their CMMI-DEV and ISO certifications, showing process capability was sustained in a diminishing environment. Key benefits included institutionalized processes, disciplined engineering with Agile Scrum, and management commitment to quality.

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Raquel Dias
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76 views6 pages

Using CMMI and Scrum To Sustain Process Capability

This document summarizes two case studies of organizations that used a combination of CMMI-DEV and Agile Scrum methodologies. For both cases, the organizations transitioned from a waterfall model to an Agile model using 3 week Scrums. This allowed them to reduce schedules by 20% and deliver projects on-time. Both organizations also maintained their CMMI-DEV and ISO certifications, showing process capability was sustained in a diminishing environment. Key benefits included institutionalized processes, disciplined engineering with Agile Scrum, and management commitment to quality.

Uploaded by

Raquel Dias
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Title: Using the CMMI-DEV and the Agile Scrum Methodologies to Sustain Process Capability

in a Diminishing Environment

Presenter Name: Dr. Mary Anne Herndon


Organization: Transdyne Corporation
Presenter Job Title: Director, Process Improvement

Presenter Name: Dana Roberson


Organization: 1 Source
Presenter Job Title: Software Quality Engineer

Transdyne Corporation
http://transdynecorp.com
Organization Overview

Organization Case Study 1: NNSA Case Study 2: Diligent


Description Software Engineering Consulting Inc
Team

Small Setting 17 FTE 15 FTE

Management Structure Integrated customer – All projects located in Operations


contractor management
team
Development Tools Team Foundation Server Rational Software Architect
MS CRM C#, .Net
Java
Location On-site – NNSA Diligent Consulting Software
Albuquerque, NM Development Facility – San
Antonio, TX

On-site Testing
Customer DOE/NNSA DoD

Transdyne Corporation
http://transdynecorp.com
Business Challenge

Business Case Study 1: Case Study 2:


Challenge NNSA Software Diligent
Engineering Team Consulting Inc

Staff Reduction 7 7

Schedule Yearly delivery Yearly delivery


modified to 3 week modified to 3 week
Scrums Scrums
Managing Customer  Customer strategic  Understanding and
Expectations planning controlling
requirements
 On-going
modernization and  Customer CM
replacement of legacy processes
systems
 Training and rollout
 Vendor selection of of eBOSS
development platforms
Contract Type Level of Effort Firm Fixed Price

Transdyne Corporation
http://transdynecorp.com
The Plan

Planning Case Study 1: NNSA Software Case Study 2: Diligent


Factor Engineering Team Consulting Inc
Life Cycle Model Was: Waterfall Was: Waterfall
Is: Agile (2009) Is: Agile (2012)
Resources 7 FTE 7 FTE

Schedule 3 week Scrums 3 week Scrums

Benchmarks 2007 – CMMI-DEV ML 2 2010 – CMMI-DEV ML 3


2009 – CMMI-DEV ML 3 2016 – ISO 9001:2008
2012 – CMMI-DEV ML 3
2015 – CMMI-DEV ML 3
Location On-site Diligent development facility

Risk  Project dashboards communicate  Certified QMS


Management requirements and production bugs for
Strategy customers.  Risk sources extracted
lessons learned & project
 Impediments and mitigation actions in TFS experiences

 Staff training on new development tools

Transdyne Corporation
http://transdynecorp.com
The Results

Results Case Study 1: Case Study 2:


NNSA Software Diligent
Engineering Team Consulting Inc

Schedule On-time deliveries Reduced delivery


ranged from 3 – 4 schedule by 20%
months
Ahead of the delivery
schedule
Benchmark renewal CMMI-DEV ML 3 CMMI-DEV ML 3
(2015) (2016)

ISO 9001:2008 (2016)

Customer Satisfaction Improved Improved

Transdyne Corporation
http://transdynecorp.com
Lessons Learned

Key Factor Benefits

Mature CMMI-DEV Institutionalization provides consistency of usage in :


processes
 Tailored processes
 Project planning (QMS Project Stand-up Plan)
 Tracking and reviews (TFS virtual task boards and capacity tracking)
 Requirements management (TFS, RTC, RTM)
 Risk management
 Measurements
 Quality - ISO 9001:2008

 Corrective actions and action Items (CAPAs)

 Reporting
Agile Scrum  Disciplined engineering techniques (white boards, peer reviews, backlogs)
 Cross training of team
 Visibility into requirements and design activities
 Daily defect tracking
 Risk management
 Customer interactions and satisfaction
Management Commitment Visible support and commitment to the importance of existing processes and Agile
to Quality Scrum

Transdyne Corporation
http://transdynecorp.com

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