This video series is about improving software, agile and IT service projects. l cover Agile development, CMMI implementation, standards, organizational change, and other practices to improve your project. Please feel free to post questions.
Thank you for your lecture. I still couldn't understand how to use "Planning Poker (Story points)" If one story point does not equal time and understanding all teams could have different.
Story points describe the relative size or complexity. On a 1-20 scale, 1 is simple, a 13 is approximately 13 times larger or more complex than a 1. The point system and planning poker initiate discussion among a team to clarify what is involved in the work. Then they can come up with an effort estimate based on a common understanding of the work. If a team does not do this they might suggest effort times that the boss wants to hear regardless of the work size and complexity, and then overcommit.
Thanks for offering such a comprehensive and understandable overview of CMMI v 3.0. I'm helping a group who was previously appraised at Level 3 for CMMI v 1.3 DEV and trying to figure out how to get up to speed with the new model and see what holes need to be filled in. Do you have any suggestions for the best ways to proceed with this?
Hi Linda. Glad you liked it. Three options, in order of cost: 1. Look at the CORE+DEV v3 practices in the file: processgroup.com/TPG-cmmi-V3-ALL-condensed-practices-v1.pdf 2. I have a recorded class on v3 dev at: processgroup.com/online-CMMI-development-class 3. Take the 3-day CMMI-DEV class (link below). I usually do this class at the beginning of an improvement effort to get the company started and show them lots of 1-page examples (to avoid a documentation glut) processgroup.com/services16cmmiw/#CMMI2-FC
That was an excellent overview that hit on just the type of questions I had as an ATM for the company's appraisals who has not yet done V3 training or appraisal. Thank you so much for posting. I can't believe so few views. You really explain it all very well. I was very glad to hear only minor verbiage changes between V2 and V3 for SVC and DEV Level 3.
Thanks. You might enjoy the loner detailed version with templates at processgroup-online-classes.teachable.com/p/avoiding-a-project-death-march-how-to-plan-and-use-data-to-keep-your-team-sane
Hi Neil, the 2nd point about document. It shows the detail of document is depend on the situation of project. It means the project don't need to follow common template?
Hi Vui Tran. At level 2, projects can do their own thing as long as they meet the intent of the practices. At level 3 there are organizational best practices and templates defined that people use. Each template can have tailoring options based on the needs (situation) of the project eg new development, minor enhancements, deployment of existing work to new environments might all lead to different ways to define design, integration or test. A common template with tailoring options allows each project to follow company best practices, and no one is doing anything silly for compliance sake, and the best practices by default implement level 3. You can of course have standard practices at level 2 to be efficient, but this is not required.
Any CMMI version. The PAs in v2 are the same as V3. The only difference in v3 is if you are targeting only Maturity Level 2. ML2 has a different scope in V3. I will update the class later this year to account for that, otherwise everything is still valid. If you are targeting ML3 there is no change.
Your welcome. Take a look at processgroup-online-classes.teachable.com/p/avoiding-a-project-death-march-how-to-plan-and-use-data-to-keep-your-team-sane
My management is challenging me regarding the assigned effort. How can I explain them a difference between e.g. 13 and 8 effort points. Of course 13 is more time consuming than 8 but how developers may know to assign 8 or 13 to the work item?
8 and 13 are a relative complexity number. On a scale of 1 to 20, 8 is mid way, and 13 is two thirds of the way, where 20 is the maximum complexity. Look at the work items, mark the easy ones as 1, 3 or 5; mark the hardest ones as 17, 18, 19 or 20, and then rate the remaining work items in-between. It's a relative scale. if the Fibonacci scale makes no sense, use 1..5 or 1..10. Fibonacci was a math guy in 1170 that modeled bunny rabbit growth. He wont be offended if you dont use his scale - he has been dead for 853 years. And, you're not modeling bunny rabbit growth. In addition to points, estimate effort (hours, days) so that you have something real to tell management. Use the discussion of complexity to drive the discussion of effort. "Hey Jane, you think the feature is 13/20, so that is pretty complex; let's say that is the best case effort of 20 hours + 20% because of the complexity. = 24 hrs."
@@improvingyoursoftwareproject Thank you for your reply. At the end we agreed to follow the below logic: 1 - tasks that are easy, very low complexity and low uncertainty, something that will take couple of minutes, couple of hours but less than one day 2 - tasks that take around 1 day 3 - 2-3 days 5 - 3-5 days 8 - one week 13 - 1.5 weeks 21 - two weeks Of course we will be making adjustements based on the gathered data after couple of Sprints. What do you think?
@@pawe5650 That is good. there are situations where there chunks of work are easy but time consuming, so make sure you actually discuss complexity, so you detect the difference between 2 weeks for 1 hard feature vs 2 weeks for 10 easy features. The team discussion is trying to uncover complexities in the work to avoid major surprises. just saying 10days might miss that.
Hi Michelle - see www.cmmiinstitute.com/learning/certifications/partner/first-time-la - after you take the cmmi foundations and dev/svc classes, you would take the LA class from CMMI Institute. then you have to be observed by them.
I have seen analysts spend enormous amounts of time creating and REVISING decision diagrams. Mostly they end up flashed on a screen during a PowerPoint session with managers and developers never use them. High level pseudo code is something they can use and help create rather quickly, and revisions are not moving diagram pieces all over a screen. If someone knows how to automate turning pseudo code into a Visio, that would be an awesome video. Really interesting video
I past my cmmi exam. I am learning the model to each practice area. What is the best way to learn each practice area and apply when I conduct an appraisal. I am doing an readiness review and going through the artifact. How do I determine for each practice area on how to ask a question properly if an artifact does not meet the intent. Also are there any book that would help me apply this to my daily life when I am part of an appraisal team. Thank you
Hi Michelle. sorry - i did not see your post earlier. Each practice a) solves a project problem, b) mitigates a project risk, or c) maintains a gain previously made. So the performance of the practice and resulting artifact must be useful to the team. That is the first check. If you have read the model, and are unsure of the intent of each practice, that is where you will need a good lead appraiser to ask. When I appraise, I paraphrase each practice into a question. eg do you do design, and what design information do you record.
Hi Neil, I been an appraisal team member and doing cmmi consulting work. What would you say would be the most challenging in this business when someone decides to start there own llc. @@improvingyoursoftwareproject
Nicely done. Clear and concise identification of common parts and of differences. I like the guidance to start with how you are doing the work now and improving one area at a time. Also like the idea of defining processes with checklists.
