ETP Confidential
ETP Quality Improvement Program EQIP  Introduction Manish B. Mehta Date: Nov’ 2010 ETP Confidential   .
Topics <ul><li>Why Process. </li></ul><ul><li>CMMI Overview. </li></ul><ul><li>Maturity Levels and Process Areas. </li></u...
Symptoms of Process Failure ETP Confidential <ul><li>Late Delivery </li></ul><ul><li>Last Minute Crunch </li></ul><ul><li>...
Quality Leverage Points ETP Confidential
The Process Management Premise <ul><li>The Quality of a System is highly influenced by the quality of the process used to ...
Common Misconceptions <ul><ul><li>I don’t need process, I have: </li></ul></ul><ul><ul><li>Really Good People. </li></ul><...
Why is a Process Important <ul><li>A Process model provides: </li></ul><ul><ul><li>A place to start Improving. </li></ul><...
How is a Process Model Used <ul><li>A Process model is used : </li></ul><ul><ul><li>To help set process improvement object...
CMMI - Overview <ul><li>Capability Maturity Model Integration (CMMI) is a  Process Improvement  approach that provides org...
CMMI Staged Representation- Maturity Levels ETP Confidential
What is Maturity ? <ul><li>Definitions vary but mature processes are generally thought to be : </li></ul><ul><ul><li>Well ...
CMMI Level 3: <ul><li>CMMI Level 3 or the Defined level is a stage when the processes get institutionalized across the org...
Maturity Levels and Process Areas: ETP Confidential Level  Focus Key Process Area Result 5 Optimizing Continuous Process I...
SEI CMMI Process Areas <ul><li>A Process Area is a cluster of related practices in an area that, when implemented collecti...
Organization of Process Areas:  ETP Confidential Category Abbr Process Area Process Management. OPF OPD OT Organizational ...
Structure of CMMI – Process Areas ETP Confidential Maturity Level Process Area 1 Process Area 2 Process Area N Generic Goa...
Example of a Process Area ETP Confidential
Risk Management (RSKM). <ul><li>The purpose of Risk Management (RSKM) is to identify potential problems before they occur ...
Quantitative Project Management. <ul><li>The purpose of the Quantitative Project Management (QPM) process area is to quant...
Integrated Project Management. <ul><li>The purpose of Integrated Project Management +IPPD (IPM) is to establish and manage...
Precursors to Implementation. <ul><li>This discipline grew out of the need to introduce protocols and guidelines to improv...
CMMI - Benefits to the Organization.  <ul><li>The Capability Maturity Model® Integration (CMMI) is a process improvement a...
CMMI Benefit <ul><li>Schedule. </li></ul><ul><li>Productivity. </li></ul><ul><li>Return on Investment. </li></ul><ul><li>R...
Next Steps <ul><li>Formation of SEPG </li></ul><ul><li>Documentation Completion </li></ul><ul><li>Start applying to Projec...
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CMMi level 3 presentation

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1. Why Process.
2. CMMI Overview.
3. Maturity Levels and Process Areas.
4. CMMI Benefits.
5. Next Steps.

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  • CMMi level 3 presentation

    1. 1. ETP Confidential
    2. 2. ETP Quality Improvement Program EQIP Introduction Manish B. Mehta Date: Nov’ 2010 ETP Confidential .
    3. 3. Topics <ul><li>Why Process. </li></ul><ul><li>CMMI Overview. </li></ul><ul><li>Maturity Levels and Process Areas. </li></ul><ul><li>CMMI Benefits. </li></ul><ul><li>Next Steps. </li></ul>ETP Confidential
    4. 4. Symptoms of Process Failure ETP Confidential <ul><li>Late Delivery </li></ul><ul><li>Last Minute Crunch </li></ul><ul><li>Spiraling Cost </li></ul><ul><li>Management being surprised </li></ul><ul><li>Too Much Rework </li></ul><ul><li>Functions do not work correctly </li></ul><ul><li>Customer complaints </li></ul><ul><li>People Frustrated </li></ul><ul><li>Any one in charge? </li></ul>
    5. 5. Quality Leverage Points ETP Confidential
    6. 6. The Process Management Premise <ul><li>The Quality of a System is highly influenced by the quality of the process used to acquire, develop, and maintain it. </li></ul><ul><li>This premise implies a focus on processes as well as on products. </li></ul><ul><ul><li>This is a long-established premise in manufacturing (and is based on TQM principles as taught by Shewhart, Juran, Deming and Humphrey). </li></ul></ul><ul><ul><li>Belief in this premise is visible worldwide in quality movements in manufacturing and service industries (e.g., ISO standards) </li></ul></ul>ETP Confidential
    7. 7. Common Misconceptions <ul><ul><li>I don’t need process, I have: </li></ul></ul><ul><ul><li>Really Good People. </li></ul></ul><ul><ul><li>Advanced Technology. </li></ul></ul><ul><ul><li>An experienced Manager. </li></ul></ul><ul><li>Process : </li></ul><ul><ul><li>Interferes with Creativity. </li></ul></ul><ul><ul><li>Equals Bureaucracy + Regimentation. </li></ul></ul><ul><ul><li>Is not needed when building Prototypes. </li></ul></ul><ul><ul><li>Is only useful on Large Projects. </li></ul></ul><ul><ul><li>Hinders Agility in Fast moving Markets. </li></ul></ul><ul><ul><li>Cost Too Much. </li></ul></ul>ETP Confidential
    8. 8. Why is a Process Important <ul><li>A Process model provides: </li></ul><ul><ul><li>A place to start Improving. </li></ul></ul><ul><ul><li>The benefit of a organization prior experiences. </li></ul></ul><ul><ul><li>A common language and a shared vision. </li></ul></ul><ul><ul><li>A framework for prioritizing actions. </li></ul></ul><ul><ul><li>A way to define what improvement means for an organization. </li></ul></ul>ETP Confidential
    9. 9. How is a Process Model Used <ul><li>A Process model is used : </li></ul><ul><ul><li>To help set process improvement objectives and priorities. </li></ul></ul><ul><ul><li>To help ensure stable, capable, and mature processes. </li></ul></ul><ul><ul><li>As a guide for improvement of project and organizational processes. </li></ul></ul><ul><ul><li>With an appraisal method to diagnose the state of an organization’s current practices. </li></ul></ul>ETP Confidential
    10. 10. CMMI - Overview <ul><li>Capability Maturity Model Integration (CMMI) is a Process Improvement approach that provides organizations with the essential elements of effective processes that ultimately improve their performance. </li></ul><ul><li>CMMI can be used to guide Process Improvement across a Project, a Division, or an Entire Organization. </li></ul><ul><li>It helps to process improvement goals and priorities, provide guidance for quality processes, and provide a point of reference for current processes . </li></ul>ETP Confidential
    11. 11. CMMI Staged Representation- Maturity Levels ETP Confidential
    12. 12. What is Maturity ? <ul><li>Definitions vary but mature processes are generally thought to be : </li></ul><ul><ul><li>Well defined. </li></ul></ul><ul><ul><li>Repeatable. </li></ul></ul><ul><ul><li>Measured. </li></ul></ul><ul><ul><li>Analyzed. </li></ul></ul><ul><ul><li>Improved. </li></ul></ul>ETP Confidential
    13. 13. CMMI Level 3: <ul><li>CMMI Level 3 or the Defined level is a stage when the processes get institutionalized across the organization. The following are the main characteristics of a Level 3 organization: </li></ul><ul><ul><li>An Software Engineering Process Group or (SEPG) is formed. This group is then responsible to managing the organization processes. </li></ul></ul><ul><ul><li>Quality Management System or (QMS) document is generated which contains documentation regarding all processes. All projects must refer to this QMS and contribute back to it. It is very important as it leads to Organizational Learning: </li></ul></ul><ul><ul><ul><li>Suppose Project “A “ has made some process improvement or innovations, these are then fed back to the QMS. So when Project “B” is starting, it automatically shares the best practices of Project “A.” This ensures that organization keeps on improving and all projects share the common process. </li></ul></ul></ul><ul><ul><li>Continuous organizational training ensures that QMS is interpreted in the same way by everybody. </li></ul></ul><ul><ul><li>Engineering and Management activities are more aligned with each other. </li></ul></ul><ul><ul><li>The engineering discipline gets more effective and the capability of the organization to delivery quality products is greatly enhanced. </li></ul></ul>ETP Confidential
    14. 14. Maturity Levels and Process Areas: ETP Confidential Level Focus Key Process Area Result 5 Optimizing Continuous Process Improvement Organizational Innovation and Deployment Causal Analysis and Resolution Highest Quality / Lowest Risk 4 Quantitatively Managed Quantitatively Managed Organizational Process Performance Quantitative Project Management Higher Quality / Lower Risk 3 Defined Process Standardization Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Mgmt Risk Management Decision Analysis and Resolution Medium Quality / Medium Risk 2 Managed Basic Project Management Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management Low Quality / High Risk 1 Initial Process is informal and Adhoc   Lowest Quality / Highest Risk
    15. 15. SEI CMMI Process Areas <ul><li>A Process Area is a cluster of related practices in an area that, when implemented collectively, satisfy a set of goals considered important for making significant improvement in that area. Its process improvement efforts, that best benefit the organization and its business objectives. </li></ul><ul><li>Once you select the process areas, you must also select how much you would like to improve the processes and practices support the improvement of processes in individual process areas. </li></ul><ul><li>The following four categories to understand their interactions and links with one another regardless of their defined level: </li></ul><ul><ul><li>Process Management. </li></ul></ul><ul><ul><li>Project Management. </li></ul></ul><ul><ul><li>Engineering. </li></ul></ul><ul><ul><li>Support. </li></ul></ul>ETP Confidential
    16. 16. Organization of Process Areas: ETP Confidential Category Abbr Process Area Process Management. OPF OPD OT Organizational Process Focus. Organizational Process Definition. Organizational Training. Project Management. PP PMC SAM IPP RSKM Project Planning. Project Monitoring and Control. Supplier Agreement Management. Integrated Project Management(IPPD). Risk Management Engineering. RM RD TS PI VER VAL Requirements Management. Requirements Development. Technical Solution. Product Integration. Verification. Validation. Support. CM PPQA MA DAR Configuration Management. Process and Product Quality Assurance. Measurement and Analysis Causal Analysis and Resolution Decision Analysis and Resolution.
    17. 17. Structure of CMMI – Process Areas ETP Confidential Maturity Level Process Area 1 Process Area 2 Process Area N Generic Goals Specific Goals Commitment Ability Directing Implementation Verification Specific Practices Common Features Creating policies Process Improvement Ensuring necessary resources Collect, measure and analyze data used to evaluate process Objective evaluation of conformance
    18. 18. Example of a Process Area ETP Confidential
    19. 19. Risk Management (RSKM). <ul><li>The purpose of Risk Management (RSKM) is to identify potential problems before they occur so that risk-handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives. </li></ul>ETP Confidential Nos. Risk Management (RSKM) Level 3 - Defined   Specific Goals Specific Practice By Goals SG 1 Prepare for Risk Management   SP 1.1 Determine Risk Sources and Categories SP 1.2 Define Risk Parameters SP 1.3 Establish a Risk Management Strategy SG 2 Identify and Analyze Risks SP 2.1 Identify Risks SP 2.2 Evaluate, Categorize, and Prioritize Risks SG 3 Mitigate Risks SP 3.1 Develop Risk Mitigation Plans SP 3.2 Implement Risk Mitigation Plans
    20. 20. Quantitative Project Management. <ul><li>The purpose of the Quantitative Project Management (QPM) process area is to quantitatively manage the project's defined process to achieve the project's established quality and process-performance objectives </li></ul>ETP Confidential Nos. Quantitative Project Management (QPM) Level 3 - Defined   Specific Goals Specific Practice By Goals SG 1 Quantitatively Manage the Project   SP 1.1 Establish the Project's Objectives SP 1.2 Compose the Defined Processes SP 1.3 Select the Sub processes that Will Be Statistically Managed SP 1.4 Manage Project Performance SG 2 Statistically Manage Sub process Performance SP 2.1 Select Measures and Analytic Techniques SP 2.2 Apply Statistical Methods to Understand Variation SP 2.3 Monitor Performance of the Selected Sub processes SP 2.4 Record Statistical Management Data
    21. 21. Integrated Project Management. <ul><li>The purpose of Integrated Project Management +IPPD (IPM) is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization's set of standard processes. </li></ul>ETP Confidential Nos. Integrated Project Management +IPPD (IPM) Level 3 – Defined   Specific Goals Specific Practice By Goals SG 1 Use the Project's Defined Process   SP 1.1 Establish the Project's Defined Process SP 1.2 Use Organizational Process Assets for Planning Project Activities SP 1.3 Establish the Project's Work Environment SP 1.4 Integrate Plans SP 1.5 Manage the Project Using the Integrated Plans SP 1.6 Contribute to the Organizational Process Assets SG 2 Coordinate and Collaborate with Relevant Stakeholders SP 2.1 Manage Stakeholder Involvement SP 2.2 Manage Dependencies SP 2.3 Resolve Coordination Issues SG 3 Apply IPPD Principles SP 3.1 Establish the Project’s Shared Vision SP 3.2 Establish the Integrated Team Structure SP 3.3 Allocate Requirements to Integrated Teams SP 3.4 Establish Integrated Teams SP 3.5 Ensure Collaboration among Interfacing Teams
    22. 22. Precursors to Implementation. <ul><li>This discipline grew out of the need to introduce protocols and guidelines to improve accuracy, effectiveness, and efficiency. </li></ul><ul><li>Implementing the Information Technology Infrastructure library framework. </li></ul><ul><ul><li>Customer Satisfaction and Quality. </li></ul></ul><ul><ul><li>Set the Executive Tone at the Top. </li></ul></ul><ul><ul><li>Establish Performance Baselines. </li></ul></ul><ul><ul><li>Dictate Organizational Objectives. </li></ul></ul><ul><ul><li>Define Realistic Goals and Identify Cost . </li></ul></ul><ul><ul><li>Establish Metrics and Milestones. </li></ul></ul>ETP Confidential
    23. 23. CMMI - Benefits to the Organization. <ul><li>The Capability Maturity Model® Integration (CMMI) is a process improvement approach that organizations can leverage to improve the consistency, predictability, and cost of their products and product delivery efforts. </li></ul><ul><li>Most importantly, the organization should adopt CMMI to meet their strategic business needs CMMI framework, the program can be further Explored, Defined, Managed, and Measured. </li></ul><ul><li>Strategic considerations for adopting the CMMI framework include the need to clarify goals and objectives. If those strategic goals are defined then the CMMI framework should prove beneficial to the organization. </li></ul><ul><li>The CMMI framework, based on a collection of proven best practices, is recommended for all technology organizations developing product and system solutions. </li></ul><ul><li>The full development lifecycle in a comprehensive, effective approach that is widely recognized in the quality and process management disciplines as promoting consistency, predictability, and quality. </li></ul>ETP Confidential
    24. 24. CMMI Benefit <ul><li>Schedule. </li></ul><ul><li>Productivity. </li></ul><ul><li>Return on Investment. </li></ul><ul><li>Reduced Cost. </li></ul><ul><li>Decreased Development Time. </li></ul><ul><li>Increased Quality. </li></ul><ul><li>Improved Customer Satisfaction. </li></ul><ul><li>Go from level-1 to level-3 in one giant, easy, low-cost step. </li></ul><ul><li>Avoid hundreds of hours of “Busy Work”.   </li></ul><ul><li>Save a lot of Time, Effort, Stress and Money!  </li></ul>ETP Confidential
    25. 25. Next Steps <ul><li>Formation of SEPG </li></ul><ul><li>Documentation Completion </li></ul><ul><li>Start applying to Projects </li></ul><ul><li>Internal Audits </li></ul><ul><li>External Audits </li></ul><ul><li>Final Assessment </li></ul>ETP Confidential
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