敏捷方法与CMMI的对比.ppt

Agile CMM:Worlds Apart, or Best of Both? Philly SPIN Jan 23, 2007 Clif Kussmaul Roger Jack Overview Concepts Challenges Case Study Key Ideas Lessons Learned Next Steps I. Concepts Challenges Problems Processes - Disciplined Agile Comparing, Choosing, Mixing A. Problems high percentage of projects fail exceed budget, cancelled, never used, … changing requirements hard to coordinate knowledge workers worse with bigger projects teams distributed, outsourced, … others? Virtual Teams functions - marketing, dev, QA locations - room, city, country organizations - partner, vendor time zones - 3, 6, 12 hours cultures - company, country Outsourcing reduce cost, headcount, etc most common (59.8%) goal of offshoring 73.5% of CIOs feel this is overrated save 15%-25% in Y1 and 40% by Y3 access specialized skills facilities faster development time to market Outsourcing Relationships (Kishore, et al 2003) B. Processes goals - leverage best practices decrease defects, effort, schedule project management scheduling focus on interesting difficult aspects risks process rather than product following rules rather than thinking mismatch between process project More Disciplined (Rigid?) development as manufacturing documentation of processes measurement, analysis, feedback motivated by very large projects e.g. US Dept of Defense ISO-9000, SEI CMM, etc assessment models, not processes Capability Maturity Model(e.g. Paulk, 1995) 5 levels of increasing maturity Initial - ad hoc or chaotic Repeatable - for similar projects Defined - activities processes Managed - detailed measures Optimized - continuous feedback CMM Defect Levels(1 FP ≈ 100 LOC) (Jones, 2000) Offshore CMM embraced by offshore organizations 75% of CMM-4 84% of CMM-5 useful credential for big companies “The British invented bureaucracy, but the Indians perfected it.” Other Disciplined Approaches Personal Software Process (PSP)(Humphrey 1994; Humphrey, 1997) Team Software Process (TSP)(Humphrey,