I ngenuity I ntegrity S olutions

Case Study Organizational Background Industry and organizational model: Financial Services with and internal service model. Market Position and Product Impact : Regional forerunner, emerging into national market, product presence in market is moderate. Product Lifecycle and Lifespan analysis: Average 1 st generation is 12m planned, technology lifespan is varied per product. Earliest span of legacy systems of 38 years. Maintenance and upgrade cycles occur each quarter for high demand/high visibility products. Company Size : ~40,000 Target area Size : 2700 to 4000

Organizational Background

Industry and organizational model: Financial Services with and internal service model.

Market Position and Product Impact : Regional forerunner, emerging into national market, product presence in market is moderate.

Product Lifecycle and Lifespan analysis: Average 1 st generation is 12m planned, technology lifespan is varied per product. Earliest span of legacy systems of 38 years. Maintenance and upgrade cycles occur each quarter for high demand/high visibility products.

Company Size : ~40,000

Target area Size : 2700 to 4000

Assessment and Problem Statement Delivery model : Project-Centric without integration of processes or technologies. Varied with vertical incorporation of Waterfall (60%), Iteration (40%), and Evolutionary (<5%). Stewardship : Product development efforts averaged budget overture 80% of deployment. Maintenance efforts created did resolve rework demand, average dissipation of critical issues was 4-5 th generation. Unmeasured loss in post-production efforts. Horizontal Relationship : Minimal, producing rework and production environment issues due to unstable environments, null change control, absent Release Management. Vertical Relationship : Established, overly developed, anecdotal Established Processes or Practices : Time-driven Project Management, Testing arena uninvolved RUP, Six Sigma presence on <10% product development. Audit standing : Compromised with Risk in Data Stewardship and Privacy issues. SOX compliance unseen. Maturity assessment : Low to moderate in areas of Project delivery, product support/maintenance, product definition, and code development. Severe to low development in business analysis/interpretation, testing. CMMI: Level 1 (1+ project management in dynamic CMM model) Six Sigma: Not established, implementation in progress (approximated 3sigma) Problem Statement - Lack of PLC structure and horizontal product knowledge/process integration produces a higher need for mature product testing disciplines. The high level vision is to introduce predictability and decreased defects with professional ‘Testers’. Testing implementation has been attempted 3 times prior and failed due to lack of adoption and weak process model. Culture is an established internal model without governance.

Assessment and Problem Statement

Delivery model : Project-Centric without integration of processes or technologies. Varied with vertical incorporation of Waterfall (60%), Iteration (40%), and Evolutionary (<5%).

Stewardship : Product development efforts averaged budget overture 80% of deployment. Maintenance efforts created did resolve rework demand, average dissipation of critical issues was 4-5 th generation. Unmeasured loss in post-production efforts.

Horizontal Relationship : Minimal, producing rework and production environment issues due to unstable environments, null change control, absent Release Management.

Vertical Relationship : Established, overly developed, anecdotal

Established Processes or Practices : Time-driven Project Management, Testing arena uninvolved RUP, Six Sigma presence on <10% product development.

Audit standing : Compromised with Risk in Data Stewardship and Privacy issues. SOX compliance unseen.

Maturity assessment : Low to moderate in areas of Project delivery, product support/maintenance, product definition, and code development. Severe to low development in business analysis/interpretation, testing.

CMMI: Level 1 (1+ project management in dynamic CMM model)

Six Sigma: Not established, implementation in progress (approximated 3sigma)

Problem Statement - Lack of PLC structure and horizontal product knowledge/process integration produces a higher need for mature product testing disciplines. The high level vision is to introduce predictability and decreased defects with professional ‘Testers’. Testing implementation has been attempted 3 times prior and failed due to lack of adoption and weak process model. Culture is an established internal model without governance.

Proposal and Recommendation (con’t) Establish data driven reporting mechanism Ensure adoption is transparent and objective. Accelerated socialization and implementation. Adoption and Sustainability Strategy - Goal increase probability of transformation and long-term sustainability. Aggressive training, reorganization, and influx of professional staffing. Add supporting training streams (audio/internal/external) Create an OCM discipline (internal). Add aggressive mentoring program. Add top heavy socialization coupled with peer-level awareness building. Link into other improvement initiatives. Efficiency Strategy – Goal is to produce cost reductions and efficiency by decrease redundancy, defect prevention and early detection, reduction of waste. Integrate all supporting processes through a Quality-centric network. Develop Off-shore/Near-shore arm for mature product engagement. Leverage and reconfigure existing toolsets to support product alignment. Reuse data and test assets for long-term return.

Establish data driven reporting mechanism

Ensure adoption is transparent and objective.

Accelerated socialization and implementation.

Adoption and Sustainability Strategy - Goal increase probability of transformation and long-term sustainability.

Aggressive training, reorganization, and influx of professional staffing.

Add supporting training streams (audio/internal/external)

Create an OCM discipline (internal).

Add aggressive mentoring program.

Add top heavy socialization coupled with peer-level awareness building.

Link into other improvement initiatives.

Efficiency Strategy – Goal is to produce cost reductions and efficiency by decrease redundancy, defect prevention and early detection, reduction of waste.

Integrate all supporting processes through a Quality-centric network.

Develop Off-shore/Near-shore arm for mature product engagement.

Leverage and reconfigure existing toolsets to support product alignment.

Reuse data and test assets for long-term return.

Improvement Results Efficiency and Cost Savings Maturity Level: CMMI L2 within 12m Value Proposition Met: 30% less defects in pre-production product with reflected cost savings. Area of Change Q1 Q2 Q3 Q4 % Change Adoption 12% 28% 44% 78% n/a Pre-production Defects Up/m Up/~25% Up/ 36% Dn/ -10% n/a Post-Production Defects +/- 5% Dn/ -18% Dn/ -58% Dn/ -40% -32.8% Total Asset Management Savings (asset reuse/tool eff.) 443,530 Green Belt/Process Cost Reduction (plc efficiency) 275,000 Post-Production savings ~1.5mm Cost Avoidance over 12m implementation 2,218,530

Improvement Results