Light Maturity Models (LMM): An Agile Application
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The document presents insights from a workshop on managing client value in agile projects, focusing on the concept of Light Maturity Models (LMM) in contrast to traditional Agile Maturity Models (AMM). It outlines the goals of using LMMs to measure agile maturity, suggests frameworks for their application, and discusses requirements and constraints to improve agile processes. The presentation also includes a comparison of various maturity models and emphasizes the importance of clear definitions and measurable outcomes for effective implementation.
![Related Works Agile Maturity Models (AMM)
AMM
Model Year ML Entity of Interest Repr. Level of
Depth
Agile Maturity Model 2003 5 (0-4) Org./Project Staged Low
(AMM) [9]
Agile Maturity Model [36] 2006 7 (-1/5) Org./Project (5 Staged Low
dimensions)
Agile Maturity Model [24] 2008 7 Project (9 dimensions) Staged Medium
Agile Maturity Model [37] 2008 6 (-1/3+) Org./Project (10 Staged Low
dimensions)
Agile Scaling Model 2009 3 Org./Project (8 scaling Staged Medium
(ASM) [5][6] (initially aka factors)
as APMM - Agile Process MM)
Agile Maturity Model 2010 5 (1-5) Org./Project Staged Low
(AMM) [7]
Different # of MLs All Staged
No High Depth
8 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione](https://image.slidesharecdn.com/valoir2011lmmagilev00lb-13137426407109-phpapp01-110819033520-phpapp01/85/Light-Maturity-Models-LMM-An-Agile-Application-8-320.jpg)
![LMM for Agile Main drivers – ‘Old’ AMMs
AMM [36] Petit AMM [24] – Gujral et AMM [37] – Petit ASM/APMM [6][5] -
al. Ambler
Org./Project Project Org./Project Org./Project
(5 dimensions) (9 dimensions) (10 dimensions) (8 scaling factors)
Testing Testing Testing Team Size
Collective code Source Code Mgmt Requirements Geographical Distrib.
ownership
Collaboration Collective code Build Regulatory Compliance
ownership
Assurance/Governance Collaboration Shared Domain Complexity
Responsibility
Simplicity Responsiveness to Governance Org. Distribution
Business
Assurance/Governance Communication Tech. Complexity
Story Formation Config. Mgmt Org. Complexity
Design Simplicity Simplicity Enterprise Discipline
Build Process Assurance
Responsiveness
17 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione](https://image.slidesharecdn.com/valoir2011lmmagilev00lb-13137426407109-phpapp01-110819033520-phpapp01/85/Light-Maturity-Models-LMM-An-Agile-Application-17-320.jpg)
![LMM & Agile Conclusions & Perspectives
• Maturity & Capability Models (MCM)
MCM represent an evolutionary way to achieve goals, scaled by levels
Two different represenations (staged; continuous)
Origin in the ’70s (Philip Crosby and other organizational studies) diffusion in the ’80s for ICT
• Something-else-agile and MCMs
‘Agile’ is one of the most used buzzwords during last 15 years, series of techniques and
methods
At least to be classified in terms of ASD (Agile Sw Development) and APM (Agile Project Mgmt)
Question: how to evaluate the level of adoption of agile practices within an organization?
Several (early) tailorings of a Maturity Model for Agile (AMMs)
CMMI & Agile: Love & Marriage?
Process Appraisals and Light Maturity Models (LMMs)
Question: which differences between ISO 19011 audit style vs the typical MCM style?
Light Maturity Models (LMM) [grid-based] can represent a bridge between Audits and Appraisals
Easier and faster also for SME/VSE
Several possibilities for building your own AMM, according to your viewpoint on ‘Agile’
To be linked possibly to a complete model and its PRM, finding also measures for a better
monitoring & control of those processes
Some lessons learned
Skill people on processes and in creating measures by a GQM-like approach
Run RCA on a continual basis at all organizational levels
Simplicity is prerequisite for reliability
(Edsger Dijkstra, Mathematician)
21 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione](https://image.slidesharecdn.com/valoir2011lmmagilev00lb-13137426407109-phpapp01-110819033520-phpapp01/85/Light-Maturity-Models-LMM-An-Agile-Application-21-320.jpg)
Light Maturity Models (LMM): An Agile Application
- 1. VALOIR 2011 1° Workshop on Managing the Client Value Creation Process in Agile Projects Torre Canne (BA) – Italy, June 20 2011 Light Maturity Models (LMM) An Agile Application Luigi Buglione, Ph.D. Buglione Process Improvement & Measurement Specialist Industry Business Unit Engineering.IT www.eng.it
- 2. Engineering At a glance _ The first Italian ICT player _ more than 730 M/€ revenues Research and PA & HC Finance Industry TELCO Utilities Development _ 1000 clients _ 6,300 IT specialists System Int. & Consultancy % 46 70 54 80 80 Outsourcing % 35 10 27 10 Software % 19 20 19 10 20 ERP IT Security ECM Plant Management Managed Operations Broadband & Media System www.eng.it www.eng.it
- 3. LMM & Agile Goals of the presentation G1. Introduce the ‘maturity’ issue in Agile context, observing its own maturity level against other ‘domains’ G2. Analyze the current AMMs structures and content G3. Propose a ‘Light Maturity Model’ (LMM) architecture and rationale for applying it G4. Show some possible applications in an Agile context 3 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 4. LMM & Agile Agenda • Introduction – A bit of humour… – Some initial questions • Related Works – Agile Maturity Models (AMM): some experiences • Light Maturity Models (LMM) LMM – Requirements & Constraints (RC) – Attention Points • LMMs for Agile – Main drivers for ‘old’ AMM – Build your own AMM • Conclusions & Next Steps • Q&A 4 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 5. Introduction A bit of humour… URL: http://www.enagility.com 5 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 6. Introduction Some initial questions... Since Agile born to focus more on the software primary processes, how to catch an agile maturity? What is a proper ‘Agile Maturity Model’? How to convince a SME/VSE to adopt a whatever AMM instead of continuing only with ISO audits? Could the same practices be scaled to a large organization? 6 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 7. LMM & Agile Agenda • Introduction – A bit of humour… – Some initial questions • Related Works – Agile Maturity Models (AMM): some experiences • Light Maturity Models (LMM) LMM – Requirements & Constraints (RC) – Attention Points • LMMs for Agile – Main drivers for ‘old’ AMM – Build your own AMM Conclusions & Next Steps • Q&A 7 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 8. Related Works Agile Maturity Models (AMM) AMM Model Year ML Entity of Interest Repr. Level of Depth Agile Maturity Model 2003 5 (0-4) Org./Project Staged Low (AMM) [9] Agile Maturity Model [36] 2006 7 (-1/5) Org./Project (5 Staged Low dimensions) Agile Maturity Model [24] 2008 7 Project (9 dimensions) Staged Medium Agile Maturity Model [37] 2008 6 (-1/3+) Org./Project (10 Staged Low dimensions) Agile Scaling Model 2009 3 Org./Project (8 scaling Staged Medium (ASM) [5][6] (initially aka factors) as APMM - Agile Process MM) Agile Maturity Model 2010 5 (1-5) Org./Project Staged Low (AMM) [7] Different # of MLs All Staged No High Depth 8 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 9. Related Works Agile Maturity Models (AMM) AMM 9 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 10. Related Works Agile & CMMI 10 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 11. LMM & Agile Agenda • Introduction – A bit of humour… – Some initial questions • Related Works – Agile Maturity Models (AMM): some experiences • Light Maturity Models (LMM) LMM – Requirements & Constraints (RC) – Attention Points • LMMs for Agile – Main drivers for ‘old’ AMM – Build your own AMM • Conclusions & Next Steps • Q&A 11 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 12. Light Maturity Models Requirements & Constraints (RC) • Q1: How could we achieve better business results adopting agile methods and techniques and measure their level of adoption? • Q2: Which could be an evolutionary path for a continual (agile) process improvement initiative? • RC1: Appraisal(s) needed but should be cheap, quick and sufficiently detailed for writing effective improvement plans • RC2: Appraisal method(s) should be simply to be understood and produce short reports for management, showing in 1 slide what is going on and where to intervene for improving results • RC3: A clear definition of most relevant drivers for improvement should be done and shared across the organization/team • RC4: A series of ‘best practices’ for each of the selected drivers must be chosen as basis for describing the ‘roadmap’ to be followed 12 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 13. Light Maturity Models RC1-2: Process Appraisal – “MM style” Special cause (GP.2.2 @ OT) • Source www.sqi.gu.edu.au/AppraisalAssistant/indexFrameset.html Source: Common cause (GP.2.9 @ +PA) 13 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 14. Light Maturity Models RC1-3-4: Process Appraisal – Light Maturity Models (LMM) LMM • Source: ISO/IEC 9004:2009, App.A Source 14 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 15. Light Maturity Models Attention Points • A1: Define the drivers (dimensions/scaling factors) in a clear, non-ambiguous and measurable way V&V that definitions for drivers are commonly accepted and shared Apply GQM-like approach for deriving measures from informative goals • A2: Link the drivers to 1+ preferred PRM practices In ISO models, drivers are ‘requirements’ Create/use mappings with ‘full’ maturity & capability models (MCM) It will represent a bridge for moving from an early to a full MCM • A3: Create an evolutionary, harmonic path toward higher capability levels by each driver Validate the balancing of contents between to subsequent cells Create a constant and not too challenging path towards higher levels EM3 (Energy Management Maturity Model) was a first adoption of such LMM concept 15 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 16. LMM & Agile Agenda • Introduction – A bit of humour… – Some initial questions • Related Works – Agile Maturity Models (AMM): some experiences • Light Maturity Models (LMM) LMM – Requirements & Constraints (RC) – Attention Points • LMMs for Agile – Main drivers for ‘old’ AMM – Build your own AMM • Conclusions & Next Steps • Q&A 16 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 17. LMM for Agile Main drivers – ‘Old’ AMMs AMM [36] Petit AMM [24] – Gujral et AMM [37] – Petit ASM/APMM [6][5] - al. Ambler Org./Project Project Org./Project Org./Project (5 dimensions) (9 dimensions) (10 dimensions) (8 scaling factors) Testing Testing Testing Team Size Collective code Source Code Mgmt Requirements Geographical Distrib. ownership Collaboration Collective code Build Regulatory Compliance ownership Assurance/Governance Collaboration Shared Domain Complexity Responsibility Simplicity Responsiveness to Governance Org. Distribution Business Assurance/Governance Communication Tech. Complexity Story Formation Config. Mgmt Org. Complexity Design Simplicity Simplicity Enterprise Discipline Build Process Assurance Responsiveness 17 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 18. LMM for Agile Build your own AMM – An example (1) A2. Link drivers to PRMs Drivers ML1 ML2 ML3 ML4 ML5 Reactive Proactive Flexible Innovative Sustainable Not organized Typical of a good QMS Effective and Agile Capability to realize Capable to sustain customer-oriented improvements and improve its based on learning own performance in and innovation the long term D1. Testing D2. Collective code ownership D3. Collaboration D4. Assurance/Governance D5. Simplicity A3. Harmonic and regular A1. Assign clear and ‘distance’ between levels shared definitions 18 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 19. LMM for Agile Build your own AMM – An example (2) The 12 principles from the ‘Agile Manifesto’ Drivers ML1 ML2 ML3 ML4 ML5 Reactive Proactive Flexible Innovative Sustainable Not organized Typical of a good QMS Effective and Agile Capability to realize Capable to sustain customer-oriented improvements and improve its based on learning own performance in and innovation the long term 1. Satisfy the customer through early & continuous delivery 2. Welcome changing requirements, even late in development 3. Deliver working software frequently 4. Business people and developers work together daily … (add some quantitative measures (know the cause-effect linked to PRMs for better scaling and relationships among drivers) classifying amongst levels 19 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 20. LMM & Agile Agenda • Introduction – A bit of humour… – Some initial questions • Related Works – Agile Maturity Models: some experiences • Light Maturity Models (LMM) LMM – Requirements & Constraints (RC) – Attention Points • LMMs for Agile – Main drivers for ‘old’ AMM – Build your own AMM • Conclusions & Next Steps • Q&A 20 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 21. LMM & Agile Conclusions & Perspectives • Maturity & Capability Models (MCM) MCM represent an evolutionary way to achieve goals, scaled by levels Two different represenations (staged; continuous) Origin in the ’70s (Philip Crosby and other organizational studies) diffusion in the ’80s for ICT • Something-else-agile and MCMs ‘Agile’ is one of the most used buzzwords during last 15 years, series of techniques and methods At least to be classified in terms of ASD (Agile Sw Development) and APM (Agile Project Mgmt) Question: how to evaluate the level of adoption of agile practices within an organization? Several (early) tailorings of a Maturity Model for Agile (AMMs) CMMI & Agile: Love & Marriage? Process Appraisals and Light Maturity Models (LMMs) Question: which differences between ISO 19011 audit style vs the typical MCM style? Light Maturity Models (LMM) [grid-based] can represent a bridge between Audits and Appraisals Easier and faster also for SME/VSE Several possibilities for building your own AMM, according to your viewpoint on ‘Agile’ To be linked possibly to a complete model and its PRM, finding also measures for a better monitoring & control of those processes Some lessons learned Skill people on processes and in creating measures by a GQM-like approach Run RCA on a continual basis at all organizational levels Simplicity is prerequisite for reliability (Edsger Dijkstra, Mathematician) 21 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 22. LMM & Agile What is (should be) Agile? 22 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 23. LMM & Agile Q&A Grazie per l’attenzione! Thanks for your attention! 23 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 24. LMM & Agile Contacts We care of your problems and we have in mind a solution Luigi Buglione Industry & Service Dept Process Improvement & Measurement Specialist Via R. Morandi 32 Tel. +39 - 06.8307.4472 00148 Roma Fax +39 - 06.8307.4200 Cell. +39 - 335.1214813 www.eng.it luigi.buglione@eng.it 24 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
- 25. Further readings… Misurare il software Misurare il software Quantità, qualità, standard e miglioramento di processo nell’Information & CommunicationTechnology Franco Angeli, 2008 – 3a edizione Collana: Informatica ed Organizzazioni pp. 380 -Volume 724.20 ISBN 978-88-464-9271-5 Luigi Buglione www.semq.eu/leng/booksms.htm Part of copyrights are donated to FISM (Fondazione Italiana Sclerosi Multipla) 25 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione