CMMI and Agile Blog

January 19, 2015

New Video on Practical Ways Teams Can Use Essence and New Published Paper on Essence

A few weeks ago I shared a You Tube video providing highlights of Part I of a talk on Essence (44 minutes) I gave at Binghamton University in November, 2014 to a group of Computer Science students.  Highlights from Part II of that talk are now available where you can learn practical ways software teams can use Essence including games they can play to help assess where they are, how to conduct a root cause analysis to isolate a problem, and how to use patterns to improve their performance.

Highlights of the talk can be found at:

The Part II highlights are 30 minutes in length and at the front of this video you can find where in the video the following 13 topics can be found:

  1. Assessment Poker
  2. Case Study Results Carnegie Mellon West
  3. Root Cause Analysis Example
  4. How Essence Differs from Lean Six Sigma
  5. Examples Using Activity Spaces
  6. Using Essence Competencies
  7. Another Example Using Activity Spaces
  8. Where Can Essence Help Most?
  9. Practice Slices and Patterns
  10.  Two types of information practitioners need
  11.  Examples of Patterns
  12.  A Closing Thought
  13.  How Students Are Using Essence at Binghamton University

I also have a new published paper on Essence titled,

A “Thinking Framework” to Power Software Development Team Performance, appearing in Crosstalk, The Journal of Defense Software Engineering in the Jan/Feb, 2015 edition.

December 27, 2014

Essence: What’s New and Different?

In November of this year, 2014, I gave a talk on Essence at Binghamton University to a group of Computer Science students.  You can catch the highlights of Part I of the talk on YouTube.  This is a great video to watch if you want to learn what is new and different about Essence, the new software engineering Object Management Group (OMG) standard intended specifically for software practitioners.  If you don’t have time to watch the complete Part I– which is about 44 minutes– you can find a cross-reference at the end of the video to where in the video you can find the following 23 key topics:

  1. What is Essence?
  2. The Difference Between Scrum and Essence.
  3. What Does Essence Contain?
  4. Why Did We Create the Strange Alpha Word?
  5. What is Different About Essence?
  6. The Essence CARD Deck.
  7. An Example Demonstrating How Essence is NOT Waterfall.
  8. A Question About Essence Versus Scrum.
  9. How Essence Can Power Whatever Approach Your Team is Already Using.
  10. About the Problem We Are Trying To Solve With Essence.
  11. How Does a Team Use the Essence Model?
  12. How Essence Checklists Are Different.
  13. How Do Teams Apply the Essence Checklists?
  14. On the Importance of Knowing When You Are Done.
  15. A Question on How a Team Can Fall Back.
  16. On the Order You Address States, and Decisions on Checklists that May Not Apply.
  17. An Example of a Team Deciding if a Checklist is Applicable to them.
  18. On Activity Spaces.
  19. Competencies Within Essence.
  20. How to Figure Out if You Have a Leadership or a Management Competency Issue.
  21. What if a Team Can’t Meet a Checklist Item?
  22. Why Isn’t Risk an Alpha?
  23. Why is Hardware included in the Definition of the Software System Alpha?

As always, your comments and feedback are encouraged.

September 16, 2014

How do you keep your audience engaged when they don’t understand your language?

In August, 2014 (this year) I faced this challenge when speaking at the Latin American Software Engineering Symposium (LASES) in Barranquilla, Columbia. The night before the talk Dr. Carlos Zapata and I came up with an idea that not only worked, but also generated more questions than I ever imagined.

The title of my talk was: Essence: A Practitioner and Team Performance Perspective.

Take a look at this video to see how we pulled this off.  Below the link to the video find a sampling of the questions I received and how you can locate them quickly in the video.

Following is a sampling of the questions I received during the talk:

  1. Why are there only 7 alphas in the Essence kernel?
  2. How long will the SEMAT community work on Essence?
  3. Why don’t we see practices represented on the kernel?
  4. What is the vision for how companies will represent their practices using Essence?
  5. Will there be more disciplines added to Essence?
  6. How is the kernel changed, and what changes are coming?
  7. What criteria was used in selecting Essence checklists?
  8. What is your vision for the future of Essence?
  9. How would you sell Essence to companies?
  10. Where are we headed with practices on top of the Essence kernel?
  11. What is the definition of practice from the point of view of the Essence kernel?
  12. How will practices be captured in the Essence framework?

If you don’t have time to watch the entire video, jump to the end of the video where you will find, along with the 12 questions above, 30 more key questions/concrete examples listed and a reference to where you can find them quickly in the video (minutes and seconds into the video).

July 17, 2014

Turning a Weakness into a Major Strength In My New Book “15 Fundamentals…”

I just released a new book titled, “15 Fundamentals for Higher Performance in Software Development.”  You can learn more about the book at (paperback book or kindle store) or at

In this, my first of a planned series of blogs about the book, I want to share some background information about how the book evolved and how I was able to turn a weakness into a major strength of the book.

If you have been following my blogs over the past few years you probably know I have been involved since 2010 in the SEMAT (  initiative.  SEMAT, just last month, achieve a major milestone with the Object Management Group formally adopting the Essence Specification as an OMG standard.

When I started to write my just released new book close to 4 years ago I did not plan for it to include any discussion on SEMAT or Essence.  My intent was to describe a problem that the software development community faces that I felt needed to be discussed more openly.  You can learn more about the problem at:

But as I moved forward in writing the book in parallel with my work on SEMAT I started seeing more and more areas where SEMAT’s Essence framework could help to solve the problem I was talking about in the book.

At first I was unsure how to address this because I did not want to disrupt my  planned flow of the book, so I decided to interject sidebars in the book explaining how Essence could help to solve the problem I was describing.

I had twenty-one reviewers of this book who reviewed multiple versions over the last three years. Only eight of those reviewers had any knowledge of SEMAT/Essence before reviewing the book.  Unfortunately, many of my reviewers gave me negative feedback on the new sidebars with comments such as:

“I find the sidebars distracting,”

“I don’t get this Essence thing,” and

 “The alpha idea makes my head spin”. 

Multiple reviewers suggested that I break the book into two books – taking all the Essence material out of the first book, having a second book just about Essence. Clearly these sidebars had  become a weakness of the book that I would need to overcome.

One reviewer who was a real practitioner and knew nothing about SEMAT or Essence suggested that I take all the  SEMAT/Essence specific material out of the first two parts of the book (first 12 chapters/ about 150 pages), and replace the sidebars with a more general “framework vision” that explained in simpler terms what was needed to solve the problem I was talking about.

He suggested that I use no “process-freaky” words in the sidebars.  This was a project manager in a large US Defense Company who is a very practical oriented manager.  He then said I should keep the Essence framework discussion in the book, but present it late in the book showing how it meets the requirements of the framework vision and how it can help to solve the problem I had discussed in the first two parts of the book.

This is the path I took, and most of my reviewers not only agreed with this approach, but some even went so far as to say they thought the new framework vision was now one of the major strengths of the book.  It was particularly good to hear that the reviewers were able to easily grasp the vision and agree with it, as it now was being presented in the new way.  I now think of this framework vision presented in Parts I and II of the book as the requirements and Essence, as presented in Part III of the book, as an example of one way to implement those requirements.

One reason I wanted to share this story with you is because in Part III of the book where I do talk about Essence I do so from the perspective of how it can help to solve a major problem the software community faces today.

As it turned out, taking this approach achieved another goal as well. Whenever I have spoken at  Universities or Conferences in the past about Essence, there always seemed to be at least a few people who would ask:

“Why do we need Essence?” 


“What problem is Essence going to solve that the other aids we have today like Scrum, CMMI and Lean Six Sigma don’t already handle?” 

By presenting the framework from the perspective of how it can solve a real problem the software community faces, answering those common questions becomes much easier.

This leads us to an important question.

Why is it so difficult for many people to grasp the value of the Essence framework when first presented to them?

Some have observed that it could be because Essence requires a paradigm shift not unlike what was needed when object oriented design was first introduced in the software community.  I would love to hear your thoughts related to this question.

You can learn more about how Essence can help to solve the problem that I talk about in the first two parts of the book at:

In future blogs I intend to share more about how this book evolved including a story related to how the book achieved its final title which was based on a  polling of many of my reviewers after I had literally written down more than 100 possible titles.  I will also share the top 4 candidate titles, and I will tell you why they all would have been great choices, and I will tell you now my initial personal favorite was not the final choice.

The book is available in ebook and paperback format from  It is also available in multiple ebook formats from, and


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