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07 efyca- diferencias cmmi dev-svc v1.0
07 efyca- diferencias cmmi dev-svc v1.0
07 efyca- diferencias cmmi dev-svc v1.0
07 efyca- diferencias cmmi dev-svc v1.0
07 efyca- diferencias cmmi dev-svc v1.0
07 efyca- diferencias cmmi dev-svc v1.0
07 efyca- diferencias cmmi dev-svc v1.0
07 efyca- diferencias cmmi dev-svc v1.0
07 efyca- diferencias cmmi dev-svc v1.0
07 efyca- diferencias cmmi dev-svc v1.0
07 efyca- diferencias cmmi dev-svc v1.0
07 efyca- diferencias cmmi dev-svc v1.0
07 efyca- diferencias cmmi dev-svc v1.0
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07 efyca- diferencias cmmi dev-svc v1.0

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  • 1. Diferencias más significativas entre CMMI-DEV y CMMI-SVC VIII Semana del CMMI y la mejora de procesos Madrid, 13-Nov-2013 Ricardo Panero © 2013 Efyca Quality Consulting. All rights reserved. www.efyca.com Panel 4
  • 2. Efyca Quality Consulting • Efyca’s mission is optimizing the efficiency and quality of our customers through the use of Lean, Six Sigma, Theory of Constraints, PMBoK and CMMI best practices • Our target is CMMI maturity level 3 organizations that want to achieve CMMI maturity level 5 • We combine remote and on-site services to deliver the best quality with the highest efficiency © 2013 Efyca Quality Consulting. All rights reserved 2
  • 3. Goals and Challenges • Goal of CMMI for Services – – – • Goals of the translation – – – • Provide guidance for applying CMMI best practices in a service provider organization Focus on activities for quality services to customers and end users Integrate bodies of knowledge that are essential for a service provider Contribute to improve the competitiveness of organizations in general by enabling Spanish speaking users to understand CMMI for Services Improve the readability of the model to both users in Spain and in Latin America Develop a thorough understanding of CMMI to deliver better services Challenges – – – – – Complexity of the original text in English Lack of context for resolving ambiguities (bullet points, lists) Strong interrelationships among different areas of the model Lack of professional translators Resource constraints © 2013 Efyca Quality Consulting. All rights reserved. www.efyca.com 3
  • 4. Translation Process Input CMMI for Services v1.3 CMMI para Desarrollo v1.3 CMMI for Development v1.3 • Output CMMI-SVC specific Proc. Areas CMMI-SVC specific adaptations Changes to the common text Team members – – – – • Process Pilot and setup Plan and Control Translate CMMI-SVC specific text Reuse/adapt the rest of the text Integration cycle 1 (consistency) Validation Integration cycle 2 (readability) Verification Release Author: Eileen Forrester, CMMI Institute Translator: Ricardo Panero, Efyca Quality Consulting Reviewer: José María Álvarez, Universidad de Málaga Verifier: Giuseppe Magnani, Business Strategy Resources – – – Lessons learnt from CMMI-DEV translation review RAE.es, WordReference.com, Linguee.es CMMI process areas: IPM, QPM, PP, PI, MA, PMC, CM, REQM © 2013 Efyca Quality Consulting. All rights reserved. www.efyca.com 4
  • 5. Scope of CMMI-SVC • The scope of CMMI-SVC is much wider than CMMI-DEV – As of 2009, from the total 3,555,830 companies in Spain only 41,342 had IT as their main activity (CNAE’s 642 & 72) – Almost 13 million people in Spain are employed in service organizations – In spite of the economic crisis, the service sector has grown from 66% of people employed to 75% (3 out of 4 workers) Fuente: INE - Anuario estadístico de España 2013 © 2013 Efyca Quality Consulting. All rights reserved. www.efyca.com 5
  • 6. CMMI-SVC Process Areas • Major differences – – Service Establishment and Delivery vs. Project and Work Management Engineering vs. Service System Development (X-Y) = (Total number of specific goals-Total number of specific practices) © 2013 Efyca Quality Consulting. All rights reserved. www.efyca.com 6
  • 7. Project & Work Management • Major differences – – Project vs. Work vs. Work Group vs. Work Activity Supplier vs. Provider © 2013 Efyca Quality Consulting. All rights reserved. www.efyca.com 7
  • 8. Growing with CMMI • Companies in Spain tend to be very small – – • Service organizations appraised are smaller than development ones – • Single individual (freelance – autónomo): 55% Less than 10 people: 40% The proportion of 25 or fewer in Services appraisals is much higher than the total (31% vs 19%) Is CMMI-SVC not suitable for companies in Spain? … or is there a scalability problem (org. practices) to grow beyond 10 people? CMMI-SVC Total appraisals Fuente: INE - Anuario estadístico de España 2013 © 2013 Efyca Quality Consulting. All rights reserved. www.efyca.com Source: CMMI Institute – Maturity Profile Report SepT13 8
  • 9. Process Mgt. & Support • Organizational vs. Organization’s – E.g. Organizational Process Definition a) b) c) d) • Definición de Procesos de la Organización Definición de Procesos en la Organización Definición de Procesos Organizativos Definición Organizativa de Procesos Training: Formación vs. Capacitación © 2013 Efyca Quality Consulting. All rights reserved. www.efyca.com Support OPD - Organizational Process Definition (1-7) OPF - Organizational Process Focus (3-9) OPM - Organizational Performance Management (3-10) OPP - Organizational Process Performance (1-5) OT - Organizational Traning (2-7) CMMI-SVC CAR - Causal Analysis and Resolution (2-5) CM - Configuration Management (3-7) DAR - Decision Analysis and Resolution (1-6) MA - Measurement and Analysis (2-8) PPQA - Process and Product Quality Assurance (2-4) Process Mgt. Support CAR - Causal Analysis and Resolution (2-5) CM - Configuration Management (3-7) DAR - Decision Analysis and Resolution (1-6) MA - Measurement and Analysis (2-8) PPQA - Process and Product Quality Assurance (2-4) Process Mgt. CMMI-DEV OPD - Organizational Process Definition (1-7) OPF - Organizational Process Focus (3-9) OPM - Organizational Performance Management (3-10) OPP - Organizational Process Performance (1-5) OT - Organizational Traning (2-7) 9
  • 10. The whole picture © 2013 Efyca Quality Consulting. All rights reserved. www.efyca.com 10
  • 11. La foto completa © 2013 Efyca Quality Consulting. All rights reserved. www.efyca.com 11
  • 12. Conclusions • CMMI for Services can be used by many more organizations (both IT and not IT) than CMMI for Development • CMMI for Services introduces 7 process areas: STSM, CAM, SSD, SST, SD, IRP and SCON • Service System Development overlaps with the Engineering process areas; it contains additional material which is not covered by Engineering process areas • Work and Work Groups in Services play the same role than Projects in Development • You will find many differences between the text which is common to both translations • You shouldn’t try to apply all the CMMI best practices, but the ones that better fit your context to get value © 2013 Efyca Quality Consulting. All rights reserved. www.efyca.com 12
  • 13. Thank you! Contact Information Ricardo Panero ricardo.panero@efyca.com www.efyca.com © 2013 Efyca Quality Consulting. All rights reserved. www.efyca.com 13

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