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The center of excellence as a model for functional and testing enterprise service delivery

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IT organizations today are changing project delivery models by centralizing core enterprise delivery services, creating centers of excellence (CoEs) based on new, specialized, and infrastructure …

IT organizations today are changing project delivery models by centralizing core enterprise delivery services, creating centers of excellence (CoEs) based on new, specialized, and infrastructure technologies. Attend this session and explore the benefits of utilizing a CoE to deliver functional and testing enterprise services. We’ll show you how you can use a CoE to centralize and provide core functional and test capabilities across the enterprise—tightly integrating people, process, and technology to ensure quality and consistency. We will cover requirements engineering and supporting processes, test planning and execution, requirements traceability, elements of a CoE model, and the HP suite for supporting delivery. You’ll come away understanding the key elements and value delivered, proven methods and techniques for developing a CoE with mature functional and test capabilities, and knowledge of HP tools that can help you deliver efficiencies.


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  • 1. The center of excellence as a model for functional and testing enterprise service delivery Phil Ruth Deloitte Consulting LLP Shawn Snyder Deloitte Consulting LLP Michael Van Boven Deloitte Consulting LLP 1 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
  • 2. HP Software Universe 2010 CoE’s as a Model for Functional & Testing Enterprise Service Delivery June 2010 Phil Ruth, Shawn Snyder and Michael Van Boven, Deloitte Consulting LLP
  • 3. Introductions Phil Ruth Phil is a Director in the Technology practice with over fifteen years of IT Director delivery leadership. His experience is focused on large scale systems Global Testing Practice (GTP) Lead implementation including strategic planning, enterprise architecture and (pruth@deloitte.com) application development services, electronic commerce, and multi-channel enterprise services and end-to-end testing. Phil has extensive experience across health care/ life sciences, communications/media, and public sector industries. Phil leads Deloitte‘s technology testing services Shawn Snyder Shawn is a Senior Manager in Deloitte‘s Technology practice and had over Senior Manager twelve years of management consulting experience. Shawn specializes in Global Functional Practice large-scale program management and enterprise business transformations for Fortune 500 health care and financial services organizations. Shawn has Operations Lead significant experience with process design, business requirements and (shawnsnyder@deloitte.com) business case development. In addition to client commitments, Shawn is currently serving as the Operational lead for Deloitte‘s Functional Testing Practice. Michael Van Boven Michael is a Senior Manager in Deloitte‘s Technology practice and has over Senior Manager 9 years of experience in managing large, complex system integration Global Testing Practice (GTP) engagements and over 4 years of testing focused experience. Michael‘s Photo Operations Lead extensive testing experience includes: conducting testing assessments, designing test strategies, managing end to end complex Test Program (mvanboven@deloitte.com) efforts, and establishing comprehensive Testing Centers of Excellence (COE) for large clients in the Telecommunications/Media and Financial Services industries. Outside of current client and project delivery commitments, Michael is currently serving as the Operational lead for Deloitte‘s Global Testing Practice. -3-
  • 4. CoE and Enterprise Service Delivery Landscape - Connecting the Dots Market landscape determines desired Business Capabilities that set the organization’s priorities and drive the launch of specific programs/projects. Centers of Excellence are ‘competency’ driven and focused on supporting projects through delivery of specific services to the organization. Market Landscape : Budgetary Pressures , Quality and Reliability Expectations, Complex Business Solutions, Reduced time to market Must effectively manage diverse Must reduce time to build solutions Must innovatively maximize utilization teams …determine business capabilities… Desired Business Capabilities Define the organizational landscape …deliver ...drive desired priorities capabilities… and planning… Programs & Projects Enterprise Service Delivery Competencies Centers of Excellence Priority Competencies • Requirements Engineering • Architecture & Data Initiation Design Construction Deployment • QA/Testing … supports projects by • Service Integration consistent service • Infrastructure delivery… • Program Management • IT Security & Controls -4-
  • 5. Center of Excellence Marketplace Perspectives, Trends & Drivers CoEs are widely being utilized in the marketplace within organizations establishing new, specialized, and infrastructure technologies • Most Fortune 500 organizations have some notion of a Center of Excellence, even those companies Most Common Types of CoEs that do not use the term ―CoE‖ – expertise is not Application Areas evenly dispersed across any organization New Technologies • Healthcare, Utilities, Financial Services and Public Business Process Sector industries are currently leading the way in Technical Infrastructure terms of adoption CoE Structures Specialized Tools/Systems • Forrester Research had over 156 Fortune 500 Legacy Systems corporations respond to it‘s 2008 IT Center of Other Excellence survey to participate in evaluating and reviewing the latest Industry CoE Practices and Source: Forrester October 24, 2008 ―Current Trends – indicating a large industry focus on Practices For IT Centers Of Excellence (CoEs) implementation of CoEs • Larger organizations (more than 5,000 employees) are more likely to use CoEs than smaller organizations, and very large organizations (more Selected CoE Operational Model than 20,000 employees) were more likely than Centralized, Shared Service Group average to have centralized, shared-service CoEs. Best Practice Sharing Group • Globalization, cost containment and specialization are three of the most important drivers for the Virtual Group need to establish CoE structures within the Other marketplace today Don‘t Know Source: Forrester October 24, 2008 ―Current Practices For IT Centers Of Excellence (CoEs) -5-
  • 6. Introducing Deloitte’s Center of Excellence (CoE) Framework We have established a flexible Center Excellence (CoE) framework that can be used for major functional disciplines (e.g. Testing, Requirements, Project Management) and can be modeled to support the degree of centralization desired. Competencies Centralized Represents the different skills/ competencies the Organizational Model CoE is focused on.  Service Provider (Manager) Model – a Represents the various levels of centralized organization provides solution responsibility and centralization development and implementation as a service of the CoE. that is delivered to the entire enterprise. All development staff are managed in a centralized organization and are deployed across projects and business units as required. Staff forecasting, Degree of Centralization growth, and external augmentation is completed on an aggregate basis.  Oversight (Architect) Model – in addition to the above, a centralized organization manages staff that executes planning and analysis work for projects, assuring consistent application of methods and tools, and hands development off to LOB IT-based delivery resources  Repository Model – a centralized organization maintains development standards, methodologies, and best practice repositories, but all aspects of delivery, including staff planning, growth, and augmentation, is owned by each LOB IT organization Federated Based on our experience, many companies have started with one organizational model and then have moved to a different model as the organization has matured and becomes fully adopted -6-
  • 7. Functional & Test CoE Component Overview Fundamentally, the CoE is a service organization that has three critical components, all of which are required to be successful Developing & delivering Services to the Organization 1 Service Delivery  Develops and delivers the managed requirements and testing services and tested application 1 end-product. 2 Operations & Governance Service  Manages the business of the CoE Delivery by establishing governance and overall testing and quality management capability. 2 CoE 3 3 Organization & Change Management  Facilitates the focus on people and Organization & change activities towards a Operations & Change successful transformation to higher Governance Management stages of maturity. Managing the CoE Reaching my people & my customers -7-
  • 8. 1 Service Delivery 2 CoE 3 Functional & Test CoE Service Delivery Component PMO Operations Organization & Change The Competency Center in its most centralized form works across individual business units to develop and deliver new processes and requirements. Service Delivery Operations and Governance Organization and Change Mgmt • Business Process Redesign • Executive Sponsorship and • Competency Center Governance • Requirements Engineering Support Leadership Alignment • Demand/Capacity Management • Facilitation • Organizational Roles and • Program Coordination • Analytics Responsibilities • Methods, Standards and • Traceability • Recruitment and Deployment Accelerators Determination • Functional Design and Prototyping • Personnel / Career Development • Involvement in IT Portfolio Planning Management and Monitoring • Test Planning & Scenario • Metrics and Reporting (including Development • Best Practices and Knowledge SLAs) Management • Test Execution, Defect Tracking and • 3rd Party Tool Vendor Management Reporting Support • Knowledge Transfer • Best Practices and Knowledge • Test Environment planning, • Workforce Transition Management governance and support • Support Tools Selection, • 3rd Party Tool Configuration and Development and Use Maintenance (upgrades, license • Tool Configuration and Maintenance management, plug-ins) Service Delivered Across Business Process Design Business Readiness Project Delivery Lifecycle Requirements Design Construction Testing Deployment -8-
  • 9. 1 Service Delivery 2 CoE 3 Functional & Test CoE Operations & Governance Component PMO Operations Organization & Change The Competency Center in its most centralized form works across individual business units to develop and deliver new processes and requirements. Service Delivery Operations and Governance Organization and Change Mgmt • Business Process Redesign • Executive Sponsorship and • Competency Center Governance • Requirements Engineering Support Leadership Alignment • Demand/Capacity Management • Facilitation • Organizational Roles and • Program Coordination • Analytics Responsibilities • Methods, Standards and • Traceability • Recruitment and Deployment Accelerators Determination • Functional Design and Prototyping • Personnel / Career Development • Involvement in IT Portfolio Planning Management and Monitoring • Test Planning & Scenario • Metrics and Reporting (including Development • Best Practices and Knowledge SLAs) Management • Test Execution, Defect Tracking and • 3rd Party Tool Vendor Management Reporting Support • Knowledge Transfer • Best Practices and Knowledge • Test Environment planning, • Workforce Transition Management governance and support • Support Tools Selection, • 3rd Party Tool Configuration and Development and Use Maintenance (upgrades, license • Tool Configuration and Maintenance management, plug-ins) Service Delivered Across Business Process Design Business Readiness Project Delivery Lifecycle Requirements Design Construction Testing Deployment -9-
  • 10. 1 Service Delivery 2 CoE CoE 3 Functional & Test CoE Organization & Change Management Component PMO Operations Organization & Change The Competency Center in its most centralized form works across individual business units to develop and deliver new processes and requirements. Service Delivery Operations and Governance Organization and Change Mgmt • Business Process Redesign • Executive Sponsorship and • Competency Center Governance • Requirements Engineering Support Leadership Alignment • Demand/Capacity Management • Facilitation • Organizational Roles and • Program Coordination • Analytics Responsibilities • Methods, Standards and • Traceability • Recruitment and Deployment Accelerators Determination • Functional Design and Prototyping • Personnel / Career Development • Involvement in IT Portfolio Planning Management and Monitoring • Test Planning & Scenario • Metrics and Reporting (including Development • Best Practices and Knowledge SLAs) Management • Test Execution, Defect Tracking and • 3rd Party Tool Vendor Management Reporting Support • Knowledge Transfer • Best Practices and Knowledge • Test Environment planning, • Workforce Transition Management governance and support • Support Tools Selection, • 3rd Party Tool Configuration and Development and Use Maintenance (upgrades, license • Tool Configuration and Maintenance management, plug-ins) Service Delivered Across Business Process Design Business Readiness Project Delivery Lifecycle Requirements Design Construction Testing Deployment - 10 -
  • 11. Functional & Test CoE Implementation Lessons Learned When it comes to implementing successful CoEs, we collected a number of key learning that that can be leveraged to help guide CoE implementation initiatives Focus Area Representative Challenges Key Mitigation Steps  Swiftly and cost effectively ramping up/down CoE  Find a trusted supplier of experienced testing resources Scope & Scale resources  Start small and expand out over time  ‗Right-sizing‘ the CoE  Build with future growth in mind Organizational  Difficult to find the ‗right‘ CoE Organizational Model  Clearly define CoE operational and governance model & Operational  Make sure that Customers perceive value provided Model  Establishing Clear ‗rules of engagement  Establish Metrics and Measures  Insufficient executive sponsorship  Ensure active and visible support from executive sponsors People  Staffing CoE with right skills and experience  Create a career path and build rotational assignments for  Lack of clear career paths personnel  Establish a strong organization change and communication plan Awareness &  Parts of organization are unaware of the COE  Establish individual incentives tied to success and adoption of Adoption  Business units refuse to adopt CoE standards CoE  No one wants to pay for the common good  Build a fixed cost allocation for the Center of Excellence Funding  Capital costs and payback period associated with  Base project specific costs based on usage of COE building the Center of Excellence  Test Data and test scripts not viewed as a corporate asset  Sooner you move to an automated test capability, the sooner you get positive returns and focus on more critical initiatives Technology  Slow move to Test Automation and performance testing capabilities  Invest in your testing capabilities as part of your overall Enterprise IT capabilities  Lack of dedicated testing environments  Time Required to Implement the CoE  Assess and address prioritize areas of need first Timing  Pilot project quickly to show tangible benefits to organization - 11 -
  • 12. Functional & Test CoE Maturity Stages The establishment and on-going operations of a Functional and Test CoE is a journey with a movement across different stages of maturity Stage 5: Optimize Stage 4: Deploy Stage 3: Build Full Service Adoption Stage 2: Analyze Service Deployment Process Deployment Stage 1: Current State Project by Project Enterprise-wide Centralized Manual Centralized Centralized Services Infrastructure and Services Built Out Project by Project Processes Automation and Developed 80% of IT Processes Organizations  Limited planning  Established CoE  Project based planning  Mature CoE  Fragmented  Mature Processes  Shared environments  Dedicated environments environments  Maturing Test  Some asset retention  Mature asset library  No formal asset library Automation  Basic test automation  Extensive test automation  Manual test scripts  Formal Assets Library - 12 -
  • 13. Functional & Test CoE Implementation Approach The initial set-up and implementation of a CoE focuses on a 3 stage process with key activities being performed across each of the 3 major CoE components within a give stage CoE Functional & Testing CoE Build Out Component 1 Service Delivery Analyze Define Implement 2 Operations /Governance Analyze Build Deploy Optimize 3 Organization & Change Stage 1: Analyze & Build Stage 2: Deploy Stage 3: Optimize 1 • Develop Charter • Develop requirements, testing, and • Deliver pilot project(s) using standard • Refine and scale service Service Delivery • Inventory existing Assets support services capabilities processes delivery capabilities • Conduct Gap Analysis • Implement standard tools • Tailor tools and processes based on pilot • Conduct Lessons Learned Service • Develop service delivery models results Delivery • Refine service delivery models • Prepare to scale capabilities for roll out 2 • Develop Charter • Develop CoE operating processes • Manage CoE operations – test and refine all • Refine and scale operating PMO • Inventory existing Assets - Quality & risk mgt key management processes processes Operations - Demand mgt & flexible sourcing • Begin reporting adoption metrics to sponsors • Conduct Gap Analysis - Adoption and outcomes tracking Operations • Begin demand and source management by - Financial mgt / Governance selecting and planning roll-out projects • Select Pilot project(s) • Manage financials 3 • Develop Charter • Develop and implement CoE organization • Refine organizational model based on pilot • Refine and adapt Organization • Inventory existing Assets • Develop CoE communication & branding results organization and change & Change approach • Execute brand and marketing activities – focus processes • Conduct Gap Analysis • Develop talent mgt approach on pilot successes Organization & • Source and acquire personnel for pilot projects Change Mgmt • Develop learning plan • Develop long-range talent plan • Implement and refine learning approach - 13 -
  • 14. Leveraging HP’s Full Suite of Tools to Deliver Functional & Test Enterprise CoEs Deloitte is currently using a number of HP’s leading tools to help support our Functional and Test CoEs Product Name Summary of Value to Organizations Center Management  HP Quality Center manages and governs quality processes and automates software testing across application for Quality Center environment. It arms organizations with the capabilities it needs to manage the release process and make more informed release decisions. Business Process  HP Business Process Testing software is an automated and manual functional testing solution for test design, Testing test creation, test maintenance, test execution and test data management. Quick Test  HP QuickTest Professional software is advanced, automated testing software for building functional and Professional regression test suites.  It captures, verifies and replays user interactions automatically and helps testers quickly identify and report on application effects, while providing advanced functionality for tester collaboration. HP Quality Center  HP Quality Center streamlines the quality process—from requirements management through planning, scheduling and running tests to defect tracking—in one, browser-based software product. Load Runner  HP LoadRunner software is cost-effective software for performance validation.  Used to generate load, diagnose problems and deploy with high quality. Performance Center  HP Center Management for Performance Center is out-of-the-box software that can helps run a performance Management testing Center of Excellence. CA_SCIF ST-125a CA_SCIF ST-143a CA_SCIF ST-134a - 14 -
  • 15. HP’s Center Management for Quality Center – a Closer Look Deloitte is currently piloting the use of HP’s Center Management for Quality Center to help manage our Functional and Test CoE operations within our Near and Offshore Delivery Centers ―Out of the Box‖ quality management as a shared Center of Excellence to provide Project, resources and best practices for project and resource task management management Integrate and automate the service CoE requests and administration tasks for the Shared Center of Excellence Executive Development management team Quality Leverage Project and Portfolio Center Management Center 7.5 foundation Quality Project team management Tightly integrated with Quality Center 9.0 and 9.2 Process consistency Project & initiative & workflow visibility enforcement Initiate and track application and testing projects, leveraging customizable workflow to enforce Quality process and gates Source: HP‘s CM4QC Customer Facing Deck - 15 -
  • 16. Summary of CoE Outcomes & Value Proposition There are a number of qualitative and quantitative benefits that can be realized through the establishment of the CoE capability Reduce Enterprise and Delivery Costs & Increase Speed of Delivery • Decreased time to implement new applications or functionalities Time & Cost • Cost savings in the discrete application development life cycle and for a longer term, using better software quality overall • Lower ongoing costs for maintaining applications Reduced Delivery and Execution Risk • Better and more-consistent quality control processes and the resulting confidence of the business user with IT Risk • Increased rigor and productivity by resources throughout the development process, and in reporting development quality metrics and business unit satisfaction Increased Predictability and Effectiveness Innovation & • Repeatable and structured SDLC practices that focus on creating reusable Simplification assets and an emphasis on reuse and collaboration • Flexible resource sourcing based on demand Increase in Organizational Visibility Visibility • COE participation in portfolio planning and alignment • Focus on supporting projects in a strategic manner; not as ‗one-off solutions‘ - 16 -
  • 17. Q&A
  • 18. To learn more on this topic, and to connect with your peers after the conference, visit the HP Software Solutions Community: www.hp.com/go/swcommunity 18 ©2010 Hewlett-Packard Development Company, L.P.
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