Looking for my fittest process' model

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In recent years, concern for quality in the ICT sector has increased, so that many companies are looking for models and certifications that allow them to demonstrate  to customers and to the market  their commitment to quality, industry best practices and international standards.

The first decision to be taken by a company, that wants to implement an improvement program, is the choice of process model or standard to be used as roadmap on the path of continuous improvement. On some occasions, there may be no choice to be made because, the sector itself, the requirements of a government or of large buyers have already established which is the a reference model. However, in other cases, it is necessary to define what are the business objectives of the company, and then, define the improvement project and the process model that best fits their needs.

This presentation gives an overview of the components that are part of a successful improvement program and places special emphasis on the most recognized models in the market (EFQM, ISO 9001, COBIT, People CMM, CMMI, ITMARK, IDEAL), especially the scope and structure of each one. Exercises will be presented to reinforce the theory and allow interaction with participants.

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Looking for my fittest process' model

  1. 1. Looking for my fittest process model Enrique Morey® Capability Maturity Model and CMMI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University © ESI 2010 1
  2. 2. Which one? ITIL ISO 20000© ESI 2010 2
  3. 3. Basic definition of a Process• A process is a set of practices performed to achieve given purpose; it may include tools, methods, materials, and/or people.• While process is often described as a leg of the process- people-technology triad, it may also be considered the “glue” that unifies the other aspects. © ESI 2010 3
  4. 4. Why should companies worry about processes? It is very difficult to deliver consistently products and services of quality to our customers, while obtain benefits, based on a poorly defined processes.© ESI 2010 4
  5. 5. Premise of Process Improvement PROCESS Bad Good “The quality of aPRODUCT Unprecedented product is largely TYPICAL! system determined by the quality of the process Heroic Mature that is used to develop effort business and maintain it.” Good Based on TQM principles as taught by Shewhart, Juran, Deming and Humphrey. © ESI 2010 5
  6. 6. Improve a process means increase your...• Capability: the results can be predicted accurately.• Effectiveness: You get the expected result.• Efficiency: consume fewer resources.• Reliability: behaves properly in extreme cases or not provided. © ESI 2010 6
  7. 7. Process Improvement Components driven by needs senior management requires investment organisations commitment of time business needs quantitative referenceteam effort continuous activity measurement model © ESI 2010 7
  8. 8. What Is a Process Model? representation of… Limit A Expected value Limit B Process capability (ability to Processes that affect be in the range of expectedthe performance of the results) organization © ESI 2010 8
  9. 9. What are the Benefits of Model-Based Improvement?A model provides:• a place to start• the benefit of a community’s prior experiences• a common language and a shared vision• a framework for prioritizing actions © ESI 2010 9
  10. 10. What are the risks of model- based improvement?• Models are simplifications of the real world• The models do not need to be complete• The interpretation and adaptation should be based on business objectives• You need to implement a reasonable scheme for the proper use• Do not forget that: – A model is not a process – A model shows what to do but not how to do or who should do “All models are wrong, but some are useful.” - George Box © ESI 2010 10
  11. 11. Coverage Models ITIL, CMMI-Dev&Svc – SPICE - ITMARK ISO 27001 & 27002 - Partially People-CMM Organization CobiT ESI BITS & Roles CMMI-Dev&Svc SPICE - ITMARK Persons Metrics Control Processes CMMI-Dev&Svc CobiT Tecnology & SPICE - ITMARKISO 27001 & 27002 Infrastructure ITIL CobiT ISO 27001 & 27002 - partially ITIL – partially © ESI 2010 11 CMMI-Svc – partially
  12. 12. IT Reference Models ITMark- -SPICE© ESI 2010 12
  13. 13. EFQM• promoted by European Foundation for Quality Management• since 1991, used by at least 30,000 organisations in more than 25 European countries• framework for organisational management systems• based on “The Fundamental Concepts of Excellence” which are the essential foundation of achieving Sustainable Excellence for any organisation.• best for medium and large companies, in any sector, with many improvement’s initiatives implemented © ESI 2010 13
  14. 14. EFQM© ESI 2010 14
  15. 15. ISO 9001:2000• one of the standards in the ISO 9000 family, maintained by the International Organization for Standardization• since 1987, more than 550,000 certifications all around the world*• containing requirements for quality management systems• originated in manufacturing, they are now employed across several types of organizations. A "product“ can mean a physical object, services, or software.• applicable in any company that offers products and services, in any sector, as first improvement initiative in the majority of the cases. * Up Dec 31th, 2002 © ESI 2010 15
  16. 16. ISO 9001:2000© ESI 2010 16
  17. 17. COBIT• Control Objectives for Information and related Technology was developed by the Information Systems Audit and Control Association (ISACA) and the IT Governance Institute (ITGI)• Since 1996, COBIT is used globally by those who have the primary responsibilities for business processes and technology• provide an information technology (IT) governance model that helps in delivering value from IT and understanding and managing the risks associated with IT• Best for IT Departments of large companies in any sector and big IT companies © ESI 2010 17
  18. 18. COBIT© ESI 2010 18
  19. 19. People CMM• developed by Software Engineering Institute (SEI)• since 1995, People CMM is a maturity framework that describes the key elements of managing and developing the workforce of an organization.• based on the best current practices in the fields such as human resources, knowledge management and organizational development.• Best for HR departments of medium and large companies, aligned with other improvement iniciatives © ESI 2010 19
  20. 20. People CMM© ESI 2010 20
  21. 21. CMMI• developed by Software Engineering Institute (SEI)• CMMI is the successor of the capability maturity model (CMM) developed from 1987 until 1997. In 2002, CMMI Version 1.1 was released. Version 1.2 followed in August 2006 and CMMI 1.3 will be released on November 1st, 2010• originated in software engineering, it has been highly generalised over the years to embrace other areas of interest, such as the development of hardware products, the delivery of all kinds of services, and the acquisition of products and services.• more than 3800 companies have been appraised in more2010 21 70 countries © ESI than
  22. 22. CMMI Constellations CMMI-SVC CMMI-DEV Provide guidanceProvide guidance for delivering for managing, services within measuring, and organizations and monitoring to external development customers process 16 core Process Areas CMMI-ACQ Provide guidance to enabled informed and decisive acquisition leadership © ESI 2010 22
  23. 23. CMMI for Development• Released in August 2006.• CMMI-DEV model proposes an integrated and comprehensive solution for development and maintenance activities applied to products and services.• It contains practices for project management, process management, systems engineering, hardware engineering, software engineering and other support processes used in the development and maintenance.• Best for IT companies and IT departments of medium and large companies of any sector © ESI 2010 23
  24. 24. CMMI-DEV Staged Process Area Continuous 5 Organizational Innovation and Deployment (OID) ML5 Causal Analysis and Resolution (CAR) Capability 4 ML4 Organizational Process Performance (OPP) 3 Quantitative Project Management (QPM) 1 2 ML3 Requirements Development (RD) Technical Solution (TS) ML2 0 Product Integration (PI) Verification (VER) PA PA PAML 1 Validation (VAL) Process Organization Organizational Process Focus (OPF) Organizational Process Definition +IPPD (OPD) Engineering Engineering Organizational Training (OT) REQM, RD, TS, REQM, RD, TS, Maturity Level 5 OID, CAR Maturity Level 5 OID, CAR Integrated Project Management +IPPD (IPM) PI, VER, VAL PI, VER, VAL Risk Management (RSKM) Maturity Level 4 OPP, QPM Maturity Level 4 OPP, QPM Decision Analysis and Resolution (DAR) Project Project Support Support Maturity Level 3 RD, TS, PI, Maturity Level 3 RD, TS, PI, Requirements Management (REQM) Management Management CM, PPQA, MA, CM, PPQA, MA, VER, VAL, OPF, OPD, OT, IPM, PP, PMC, SAM, PP, PMC, SAM, CAR, DAR VER, VAL, OPF, OPD, OT, IPM, Project Planning (PP) IPM, RSKM, QPM CAR, DAR RSKM, DAR IPM, RSKM, QPM RSKM, DAR Project Monitoring and Control (PMC)Maturity Level 2 REQM, Supplier Agreement Management (SAM)Maturity Level 2 REQM, ProcessPP, PMC, MA, PPQA, CM, SAM Measurement and Analysis (MA) ProcessPP, PMC, MA, PPQA, CM, SAM Management Process and Product Quality Assurance (PPQA) Management OPF, OPD, OT, OPF, OPD, OT, Configuration Management (CM) OPP, OID OPP, OID © ESI 2010 24
  25. 25. CMMI for Acquisitions• Released in November 2007• CMMI-ACQ model provides guidance for the contractor to implement the best practices of CMMI.• best practices focus on activities to initiate and manage the acquisition of products and services that meet customer needs.• the focus of the model is on the processes of the contractor.• Best for IT departments of medium or large companies, and public administration, that acquire products and services from third-parties © ESI 2010 25
  26. 26. CMMI-ACQ Staged Process Areas Continuous 5 Organizational Innovation and Deployment (OID) ML5 Capability Causal Analysis and Resolution (CAR) 4 ML4 3 Organizational Process Performance (OPP) Quantitative Project Management (QPM) 1 2 ML3 Acquisition Technical Management (ATM) ML2 Acquisition Validation (AVAL) 0 Acquisition Verification (AVER) PA PA PAML 1 Organizational Process Focus (OPF) Process Organization Organizational Process Definition (OPD) Organizational Training (OT) Acquisition Acquisition Integrated Project Management (IPM) AM, ARD, ATM, AM, ARD, ATM, Maturity Level 5 OID, CAR Risk Management (RSKM) AVAL, AVER, AVAL, AVER, Maturity Level 5 OID, CAR SSAD SSAD Decision Analysis and Resolution (DAR) Maturity Level 4 OPP, QPM Maturity Level 4 OPP, QPM Agreement Management (AM) Acquisition Requirement Development (ARD) Project Project Maturity Level 3 ATM, Maturity Level 3 ATM, Management Support Support AVAL, AVER, OPF, OPD, OT, Solicitation and Supplier Agreement Development Management CM, PPQA, MA, CM, PPQA, MA, AVAL, AVER, OPF, OPD, OT, REQM, PP, PMC, REQM, PP, PMC, CAR, DAR IPM, RSKM, DAR IPM, RSKM, DAR (SSAD) IPM, RSKM, QPM IPM, RSKM, QPM CAR, DAR Requirements Management (REQM)Maturity Level 2 AM, ARD,Maturity Level 2 AM, ARD, Project Planning (PP)SSAD, REQM, PP, PMC, MA,SSAD, REQM, PP, PMC, MA, Project Monitoring and Control (PMC) Process ProcessPPQA, CMPPQA, CM Measurement and Analysis (MA) Management Management OPF, OPD, OT, OPF, OPD, OT, Process and Product Quality Assurance (PPQA) OPP, OID OPP, OID Configuration Management (CM) © ESI 2010 26
  27. 27. CMMI for Services• Released in February 2009• CMMI-SVC model provides guidance for organizations that provide services to implement the best practices of CMMI.• best practices focuses on activities to deliver a service of quality to customers and end users.• Same objective than models and standards focused on IT services such as ITIL, BS15000, ISO20000.• Best for IT companies and departments than deliver services to external and internal customers, with experience in CMMI © ESI 2010 27
  28. 28. CMMI-SVC Staged Process Areas Continuous 5 Organizational Innovation and Deployment (OID) ML5 Causal Analysis and Resolution (CAR) Capability 4 ML4 Organizational Process Performance (OPP) 3 Quantitative Project Management (QPM) 1 2 ML3 Incident Resolution and Prevention (IRP) Service System Development (SSD) ML2 Service System Transition (SST) 0 Strategic Service Management (STSM) PA PA PAML 1 Organizational Process Focus (OPF) Process Organization Organizational Process Definition (OPD) Organizational Training (OT) Capacitiy and Availability Management (CAM) Services Services IRP, SD, SSD, IRP, SD, SSD, Maturity Level 5 OID, CAR Service Continuity (SCON) Maturity Level 5 OID, CAR SST, STSM SST, STSM Integrated Project Management (IPM) Maturity Level 4 OPP, QPM Risk Management (RSKM) Maturity Level 4 OPP, QPM Decision Analysis and Resolution (DAR) Project Project Maturity Level 3 CAM, IRP, Management Management Support Maturity Level 3 CAM, IRP, Service Delivery (SD) CAM, SCON, CAM, SCON, Support SCON, SSD, SST, STSM, OPF, CM, PPQA, MA, CM, PPQA, MA, SCON, SSD, SST, STSM, OPF, Requirements Management (REQM) REQM, PP, PMC, REQM, PP, PMC, CAR, DAR OPD, OT, IPM, RSKM, DAR SAM, IPM, RSKM, CAR, DAR OPD, OT, IPM, RSKM, DAR Project Planning (PP) SAM, IPM, RSKM, QPM QPMMaturity Level 2 SD, SAM,Maturity Level 2 SD, SAM, Project Monitoring and Control (PMC)REQM, PP, PMC, MA, PPQA, CMREQM, PP, PMC, MA, PPQA, CM Supplier Agreement Management (SAM) Process Process Measurement and Analysis (MA) Management Management Process and Product Quality Assurance (PPQA) OPF, OPD, OT, OPF, OPD, OT, OPP, OID OPP, OID Configuration Management (CM) © ESI 2010 28
  29. 29. ITMark• developed by European Software Institute (ESI)• since 2005, more than 120 certified companies in more than 15 countries.• Offers a simplified, adapted version based on internationally recognised models & standards as CMMI, 102, ISO 27000• Affordable, appropriate timeframe, roadmap by stepping stones and achievable milestones.• Best for SME companies of IT sector without any improvement initiative implemented, or in the roadmap of others certifications as CMMI, ISO 27000, … © ESI 2010 29
  30. 30. ITMark Business CMMI DEV DEV 3. Defined SVC 2. Managed 1. Initial© ESI 2010 30
  31. 31. IDEAL• Developed by Software Engineering Institute (SEI) in 1996• IDEAL is a software process improvement (SPI) program model, which can be used to guide development of a long-range, integrated plan for initiating and managing an SPI program.• Also provides guidance for developing a process improvement infrastructure and its roles and responsibilities.• Based on Plan-do-Act-Check circle (Shewhart, Deming)• Best for any organization, with experience or not, in process improvement. © ESI 2010 31
  32. 32. IDEAL© ESI 2010 32
  33. 33. Exercise• Prepare the Process Improvement Stretagic Plan for the next five years, for the two scenarios.• The companies want to use international models & standards as reference.• The certification on these models is not necessary mandatory, but define milestones during the Process Improvement Program.• The Managing Directors of these companies have participated in “Euromed 2010” and they have been convinced: they will invest all the necessary in the new Process Improvement Program. © ESI 2010 33
  34. 34. ExerciseScenario A: An IT department in a international bank with a strong regional presence. They develop, operate and maintain systems and applications for external and internal clients. They have 500 persons in all activities and they contract third- parties for body-shopping and development of part of the systems.Scenario B: An IT SME company with 50 employees with potential clients in Western Europe and USA as Software Factory. Also, they have developed its own ERP and they give 24/7 on-line support to its clients. They want to grow in other countries and externalize some activities as help-desk. © ESI 2010 34
  35. 35. Benefits of adopting international standards• Product development and service delivery more efficient, predictable and safe• Provide confidence to customers / consumers about products and services that they buy, allowing you to have a professional base and increasing competitivity among suppliers• Facilitate trade between countries• In some governments (growing more), it is mandatory demonstrate a certain level of quality, such as through ISO 9001 or CMMI certification © ESI 2010 35
  36. 36. Considerations• Process improvement should be done to improve the business and not as an objective itself• Improve has different connotations for each organization – What are your business goals? – How do you measure your progress / achievement?• The improvement is a long-term strategic “In God we trust, all others bring data.” effort - W. Edwards Deming – What is the expected impact on the organization? – How do you measure the impact? © ESI 2010 36
  37. 37. Common sense… Defined process Common sense Yes No Yes Quality Creative chaos Mindless No Total chaos bureaucracy ...without ever losing sight of our goal© ESI 2010 37
  38. 38. Questions?© ESI 2010 38
  39. 39. Bibliography• Introducing the EFQM Excellence Model 2010 (http://www.efqm.org/en/PdfResources/EFQMModel_Presentation.pdf)• Presentation of ISO 9000 series standards (http://www.iso.org/iso/livelinkgetfile?llNodeId=21557&llVolId=-2000)• COBIT Overview (http://www.isaca.org/Knowledge- Center/cobit/Documents/COBIT-Overview.ppt)• People CMM (http://www.sei.cmu.edu/cmmi/tools/peoplecmm/)• CMMI Web Page (http://www.sei.cmu.edu/cmmi/index.cfm)• CMMI process maturity profiles (http://www.sei.cmu.edu/cmmi/casestudies/profiles/pdfs/upload/2010SepCM MI.pdf)• CMMI 1.2 Overview (http://www.sei.cmu.edu/library/assets/cmmi- overview071.pdf)• ITMark Web Page (http://www.esi.es/index.php?hl=&op=15.1.2)• IDEAL: A Users Guide for Software Process Improvement (http://www.sei.cmu.edu/reports/96hb001.pdf) © ESI 2010 39
  40. 40. Thank you for your attendance Enrique Morey Services Area Senior Consultant SCAMPI Lead Appraiser # 0700813-02 enrique.morey@esi.es Parque Tecnológico, # 204 E-48170 Zamudio Bizkaia (Spain) Tel.: +34 94 420 95 19 Fax: +34 94 420 94 20 www.esi.es© ESI 2010 40
  41. 41. European Software Institute (ESI)• Non-profit member-based Foundation• Founded in 1993 by the European Commission and the Basque Government• Established in Zamudio, near Bilbao, Spain ESI Headquarters in Zamudio, Bizkaia (Spain) ESI is member of: ESI is accredited by: ISO 9001:2000 Certif. DNV 2367 © ESI 2010 41
  42. 42. Our missionContribute to the development of SocietyInformation and increasedcompetitiveness of the industry ... ... through knowledge, innovation,continuous improvement,... and the promotion and dissemination ofInformation Technology.© ESI 2010 42
  43. 43. ESI in the world© ESI 2010 43
  44. 44. ESI Products & Services Diagnostic y Training Implementation Certification Improvement Plan CMMI for Mgrs Development & CMMI Diagnostics Management SPI SCAMPI Intro to CMMI IT-Mark SCAMPI B & C IT-Mark Appraisal Workshops AP Reviews Docs / Processes SPICE for Mgrs SPICE SPICEISO/IEC 15504 Assessment Assessment Intermediate SPICE SPICE Automotive SPICE Course SPICE Automotive Appraisals CMMI-SVC Course Six Sigma Diagnostics Projects SCAMPI ITIL Foundations IT Services ISO 20000 ISO 20000 ITIL for Managers SCAMPIs B y C Consultancy Workshops AP Implementation of Six Sigma CourseQuantitative Discover Software BITS CourseManagement (your CoSQ) Measurement MA Workshop Programmes © ESI 2010 44
  45. 45. For more information... Enrique Morey Services Area Senior Consultant SCAMPI Lead Appraiser # 0700813-02 enrique.morey@esi.es Parque Tecnológico, # 204 E-48170 Zamudio Bizkaia (Spain) Tel.: +34 94 420 95 19 Fax: +34 94 420 94 20 www.esi.es© ESI 2010 45

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