05 3-caelum-ramiro carballo cmmi-contexto-agile-v2-reduc

CMMI® SCAMPI en un contexto ÁGIL

VIII Semana del CMMI 2013.

Madrid, 12-13 de Nov. de 2013

Ramiro Carballo. Certified SCAMPI Lead Appraiser

Caelum Information & Quality Technologies, S. L

© Caelum, - VIII Semana CMMI 2013 Pág. 2

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Capability Maturity Model. Carnegie Mellon, CERT, CMM, CMMI, CMM Integration, IDEALSM , SCAMPISM,

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SCAMPI and IDEAL are service marks of Carnegie Mellon University.

CMMI® for Development, Version 1.3, was published by Software Engineering Institute in the report CMU/SEI-2010-TR-033, under the Software Engineering Process Management Program. Unlimited distribution subject to the copyright.

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Cuestión de negocio…

Director Comercial de una organización ágil:

EL CLIENTE NOS HA PEDIDO…

…CMMI300 evaluaciones CMMI en España hasta Junio 20134ª posición a nivel mundial tras China, USA e India


Sin miedo: Nuestra experiencia …

En las organizaciones con cultura ágil, encontramos menos debilidades

al evaluar sus procesos

En las organizaciones con procesos “pesados”, la adherencia a los

proyectos es incompleta


Nuestra recomendación …

Si un cliente es competitivo antes de “llegar CMMI”, no lo debería ser menos

después

Si no te es útil, seguro que hay otra manera de hacerlo


Requirement Management (REQM)Propósito

Manage requirements of the project’s products and product components and to ensure alignment between those requirements and the project’s plans and work products.

Objetivos y Prácticas Específicos

SG1 Manage Requirements

SP 1.1 Understand Requirements SP 1.2 Obtain Commitment to RequirementsSP 1.3 Manage Requirements Changes SP 1.4 Maintain Bidirectional Traceability of RequirementsSP 1.5 Ensure Alignment Between Project Work and Requirements

EJEMPLO:

Área de Proceso

Propósito

Meta

Prácticas


Ejemplos de la evaluación de un cliente ágil (I)

PP SP 1.1 Estimate the Scope of the ProjectSe utiliza el product backlog para relacionar tareas pendientes, soportado por la herramienta JIRA, y se utiliza para estimar.

Se mide el tamaño funcional en puntos historia.

PP SP 1.2 Establish Estimates of WP and Task Attributes

Se lleva a cabo la imputación directa de los recursos a las tareas en JIRA, lo que permite monitorizar los valores reales de los parámetros de planificación del proyecto frente al plan. Permite identificar las desviaciones significativas.

PMC SP 1.1 Monitor Project Planning Parameters


Ejemplos de la evaluación de un cliente ágil (II)

PMC SP 1.6 Conduct Progress ReviewsPMC SP 2.1 Analyze Issues

PMC SP 2.2 Take Corrective Action

PMC SP 2.3 Manage Corrective Actions

Se documenta la retrospectiva, donde se reflejan las incidencias o problemas detectados durante el seguimiento del proyecto.

Se definen acciones correctivas que pretenden solucionar las incidencias del proyecto y se dejan reflejadas en JIRA como una tarea.

El seguimiento periódico incluye la revisión de las acciones correctivas incorporadas en la retrospectiva para asegurar su cierre.

Se utiliza un plugin de pizarra en JIRA que permite registrar el estado de las peticiones de cambio y las clasifica en evolutivas o correctivas.

REQM SP 1.3 Manage Requirements Changes CM SP 2.1 Track Change Requests


Ramiro Carballo Gutiérrez Certified SCAMPI v.1.3 Lead Appraiser( ID# 1201018-03 )CMMI for DevelopmentCMMI for [email protected]óv.: 639078817

www.linkedin.com/in/ramirocarballo

Caelum Information & Quality Technologies, S. L.Paseo de las Delicias 38, 1º Dcha.28045 Madridwww.caelum.eswww.CalidaddelSoftware.comTlf.: 918312029

05 3-caelum-ramiro carballo cmmi-contexto-agile-v2-reduc

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