1. Simone Lojeck CSCI 577b, Spring 2013 Scaling Processes for a Small Team Environment

2. Lojeck, Simone – Individual Research Presentation – CSCI577b, Spring 2013 2 Team Size We don’t always get the luxury of sizing our teams. Small Teams are not always the norm in some industries, such as Aerospace At best, working groups can be carved out of large project teams. Small Groups work best but aren’t more stable 1 Small Groups that share tasks build cohesion faster and thus perform better. generally function at a faster, more efficient rate. However, Small Groups are more susceptible to conflict that degrades cohesion due to the likelihood of non-group task related issues. (i.e. interpersonal issues) Small Groups need to be structured efficiently to be optimized towards the common goal, or else wide fluctuations can occur.

3. Lojeck, Simone – Individual Research Presentation – CSCI577b, Spring 2013 3 Standards Why are they chosen? Some companies take on contracts from the Government Government contractors are required to meet various standards to maintain eligibility for bidding. Thus to increase competitiveness, general systems standards are chosen to be used company wide Examples 2-4 ISO International Standards 9000 – Quality Management 14000 – Environmental Management AS9100 Aerospace Standard (Based on ISO9001) CMMI – Software Process Management Model

4. Lojeck, Simone – Individual Research Presentation – CSCI577b, Spring 2013 4 Dilemma Agile Practices work best with Small groups Multiple, quick team task alignment iterations Quick, immediate decisions are made which spawns tasks to various members of the team. Live tracking of tasks keeps the team moving forward. Industry standards are geared towards larger groups Significant infrastructure is generally needed to achieve higher levels of certification. The presence of a large infrastructure leads to inflexibility of the overall group -- More People (Mass), More Inertia Situating the company in a better position to win contracts results in small groups working with processes better geared for larger groups Solution: Work in small groups with scaled standards

5. Lojeck, Simone – Individual Research Presentation – CSCI577b, Spring 2013 5 Methods of Scaling: CMMI to Small Groups 5 Get Internal Sponsorship Identify correlation between the model and the key goals of the decision makers to make the biggest impact. Implement Applicable Standards/Models Work to implement Quality Standards and CMMI models in small increments to see results faster and increase motivation. Unless there’s a goal based on certification, slow implementation of new standards/models will cause the least disruption. Obtain or Train an internal expert for the standard/model. Look to SEI provided publications or toolkits. Mentorship opportunities also exist. Consider documenting practices in a general sense, and don’t focus on the size.

6. Lojeck, Simone – Individual Research Presentation – CSCI577b, Spring 2013 6 Methods of Scaling – In Reverse: Agile to Large Projects 6 Apply Agile Methods into small portions of the whole. Break the project group into smaller teams, each of whom would follow the Agile practices. Each Team should be focused on producing a single output item Every output has a designated owner A higher authority ensuring overall adherence to the desired standards is needed to ensure the separate teams are all aligned towards the overall goal. The large project would then benefit from Agile, without trying to make Agile work in an environment ill suited for the process.

7. Lojeck, Simone – Individual Research Presentation – CSCI577b, Spring 2013 7 The notion of applying traditional standards and process models with Agile environments have either resulted in or been dismissed as unfeasible.  One Author attributes this to the misunderstanding of Agile and CMMI or to the extreme application (with little flexibility) of either. 6 Recent attempts at working with Agile and CMMI have seen promising results. CMMI Levels achieved are generally 3 or below. Implementing Process Improvement in Small Settings (IPSS) project has been chartered to provide small entities guidance in applying CMMI models. 5 Lessons Learned From Industry

8. Lojeck, Simone – Individual Research Presentation – CSCI577b, Spring 2013 8 1..Kozlowski, Steve W.J and Ilgen, Daniel R.; “Enhancing the Effectiveness of Work Groups and Teams”. Psychological Science in the Public Interest. Volume 7, Number 3. Copyright 2006 Association for Psychological Science 2.International Organization for Standardization. Copyright 2013 ISO. www.iso.org.www.iso.org 3.SAE International. SAE AS9100C Aerospace Standard. Copyright 2013 SAE International. http://standards.sae.org/as9100/http://standards.sae.org/as9100/ 4.Software Engineering Institute. Capability Maturity Model Integration (CMMI). Copyright 2013 Carnegie Mellon University http://www.sei.cmu.edu/cmmi/.http://www.sei.cmu.edu/cmmi/ 5.Cepeda, Garcia, Langhout; “Is CMMI Useful and Usable in Small Settings? One Example”; The Journal of Defense Software Engineering; February 2008 http://www.crosstalkonline.org/storage/issue-archives/2008/200802/200802- Cepeda.pdf http://www.crosstalkonline.org/storage/issue-archives/2008/200802/200802- Cepeda.pdf 6.Glazer, Dalton, Anderson, Konrad, Shrum; “CMMI or Agile: Why Not Embrace Both!”. Technical Note CMU/SEI-2008-TN-003; November 2008 Software Engineering Institute. http://www.controlchaos.com/storage/scrum-articles/CMMi.pdfhttp://www.controlchaos.com/storage/scrum-articles/CMMi.pdf References

9. QUESTIONS?