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III Conferência CMMI Portugal, Presentation 3: Lessons learned about multiple model appraisals (CMMI for Services and CMMI for Development) How to get costs reduction, Ramiro Carballo and Iñigo Garro, Caelum
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III Conferência CMMI Portugal, Presentation 3: Lessons learned about multiple model appraisals (CMMI for Services and CMMI for Development) How to get costs reduction, Ramiro Carballo and Iñigo Garro, Caelum

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How to perform an appraisal of the implementation of CMMI for Services and CMMI for Development without duplicating efforts.

How to perform an appraisal of the implementation of CMMI for Services and CMMI for Development without duplicating efforts.

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  • 1. Portugal Lessons learned about multiple model appraisals (CMMI for Services and CMMI for Development) How to get costs reduction Iñigo Garro SCAMPI Lead Appraiser Caelum, Information & Quality Technology Ramiro Carballo SCAMPI Lead Appraiser Caelum, Information & Quality Technology Lisbon, 2013-10-18
  • 2. Lessons learned about multiple model appraisals How to get costs reduction © 2013 CMMI Portugal Conference Series – All Rights reserved. Abstract Most of the companies that had an appraisal experience using CMMI-DEV as reference model in the past, considered out of the scope an important part of the company, related with service delivery. During a multiple model (or multi-model) appraisal, consultancy services, software maintenance or IT management areas can be included in the same organizational scope as software development areas, reducing the effort and cost of multiple appraisals. praisal: esses by a SCAMPI ap or more proc on of one ppraisal An examinati ls using an a rofessiona ining, at a ed team of p train sis for determ as the ba using the rence model refe eaknesses, ngths and w inimum, stre m D. SCAMPI MD 2
  • 3. Lessons learned about multiple model appraisals How to get costs reduction © 2013 CMMI Portugal Conference Series – All Rights reserved. Agenda – – – – – – – – CMMI DEV vs. CMMI SVC How to define the organizational scope How to select appropriate objective evidence Practices interpretation from services point of view Appraisal participants Appraisal team members The evidence database Quantifying savings 3
  • 4. © 2013 CMMI Portugal Conference Series – All Rights reserved. CMMI DEV vs. CMMI SVC The constellations CMMI for Development and CMMI for Services have a common set of 17 process areas. The 5 engineering process areas are exclusive from development activities, so they are only included in CMMI-DEV. In the same way, typical services process areas are focused on continuity (SCON), capacity and availability (CAM), incidents (IRP), transition (SST), strategy (STSM), delivery (SD) and development (SSD). d use are that , and st tere ents rials in n mpo mate area of n: g I co atio f CMM trainin for an ices). ll te , v ons ction o odels uments nt, ser C e lle tm oc A co onstruc lated d velopm e to c isal re ition, d ra s app , acqui . (e.g 4
  • 5. © 2013 CMMI Portugal Conference Series – All Rights reserved. Identifying services It is easy to identify which company activities could be improved applying the benefits of these process areas, because most of the companies implement some kind of services model as part of their business model. 5
  • 6. © 2013 CMMI Portugal Conference Series – All Rights reserved. Organizational Scope It is important to identify which services should be included in the organizational scope of a multiple model appraisal, because they should be representative of the organizational improvement. The information about selected services is detailed in the public record of the CMMI Institute, and, usually, marketing departments are very interested in increasing the visibility of the principal services the company offers to its customers. it : l Un na atio he niz e rga e of th here t be O n nw ie c A p nizatio sults ca orga aisal re . r app ralized e gen e: cop al S ion cts or at aniz f proje vides Org set o pro f he es that ence o tion. T ta ic vid serv ctive e plemen obje tices im prac 6
  • 7. © 2013 CMMI Portugal Conference Series – All Rights reserved. Effort related with the number of selected services One consideration about this services selection is that each kind of service is usually considered a subgroup. So, one or more basic units of each kind of service will be sampled, and the appraisal effort will increase as the number of samples does. Consultancy services, software maintenance or testing services are usually included inside the organizational scope, together with the software development projects, reducing the effort of multiple SCAMPI appraisals. c ts p: roje rp ou bgr simila Su t of A se rvices e or s 7
  • 8. © 2013 CMMI Portugal Conference Series – All Rights reserved. Appropriate Objective evidence Objective evidence must be provided for each sampled basic unit, considering that they have been collected to provide evidence on the instantiation of a service practice or a development practice. Each objective evidence must be analyzed according to the meaning of the model practice we are evaluating. 8
  • 9. © 2013 CMMI Portugal Conference Series – All Rights reserved. How to discover the services point of view It is a failure when, after passing a CMMI DEV appraisal, someone comments: now, we are going to implement CMMI SVC maturity level 2, because, it is only one more process area (SD, service delivery), and we have all others fully implemented, recently. The right interpretation is that SD is the unique new process area that is only applicable to services basic units. But the rest of maturity level 2 process areas must be objectively evidenced for services basic units and also for development basic units. Twice ! 9
  • 10. © 2013 CMMI Portugal Conference Series – All Rights reserved. Discovering basic units that are service and project at the same time Some synergies of service management and project management could help the organization to identify a set of projects that are directly related with a set of services, trying to reduce the number of artifacts in the appraisal. But the use of these artifacts must be evaluated twice: from the services perspective and from the development one. v ic t: Uni r a Ser ic Bas oject o r AP e 10
  • 11. © 2013 CMMI Portugal Conference Series – All Rights reserved. Multi-purpose appraisal participants Using the same point of view, the selection of the appraisal participants should consider the role of each person in each basic unit, from the service and the development perspective. For example, a project management activity can solve a capacity requirement, a project monitoring activity can solve an incident management issue, and a risk management activity can be considered part of a service continuity plan. 11
  • 12. © 2013 CMMI Portugal Conference Series – All Rights reserved. Practices Interpretation issues Depending on the experience of the process team, the appraisal team could discuss some practices interpretation issues during the appraisal: how to estimate software versus how to estimate services, differences between software configuration management and service configuration management, and the relationship with a CMDB (Configuration Management DataBase), and others... 12
  • 13. © 2013 CMMI Portugal Conference Series – All Rights reserved. Experience of appraisal team members Because of that, it is required that the appraisal team members have enough training and experience in development and in services, so they can evaluate the correct implementation of both kind of practices in the appropriate environment. is Appra al T ts: Constrain perien e rs E x ce: p) (as a grou The team l of at e a tota must hav f t • An ag of at leas n years o ld e ge least te years of fi • An avera g to ent e relatin of field , each of t managem experienc six years members of nd at leas g nt of each idual team ars of erience, a e excludin exp Indiv t two ye r mu s t perienc the conte ex e membe ve at leas ce models pe of ence of th one team whom ha e referen ing the ty years the experi leader, th al e least six ce perform team ing th apprais have at experien appraisal t of exclud sa d in each n ea resse e of the the conte . This experienc work add experienc relating to l included der. of luding reference ger – exc nce mode has field l team lea mana of the refere ember appraisa at the del. each ures al team h team m c is mo s th his ens the appra means ea included is ensure models. T rs with Th with each le has a as a who m me mb e ader. xperience e team that tea nce le al experie limited substanti relatively eir th e are to support experienc who base by others nts e balanced of judgm ater level have a gre e. experienc . emb eam M f 25 gregate o 13
  • 14. Sharing the PIID with both models PIID: http://cmmiinstitute.com/assets/SVC_PIIDs_20110608.xlsx Each page contains the set of evidence of an individual process area. The appraisal team can use the same page for both process areas with the same name in both models. Configuration Management Source of OE Document (s) Comments A r t if a c t Key Practice / Notes A f f ir m a tio n Status E s t a d is tic a s ORG © 2013 CMMI Portugal Conference Series – All Rights reserved. The CMMI Institute provides a structured spreadsheet that is the usual way to implement the evidence database, named PIID. (Practice Implementation Indicator Description) Information Needed Rating (FI, LI, PI, NI, NY) SG1 Baselines of identified work products are established. Identify configuration items, components, and related work products to be placed under FI SP1.1 configuration management. 1 2 Appraisal Considerations: - Be sure to consider configuration items representative of all disciplines and processes within the assessment scope and context. In a sense, this SP specifies the constraints under which the remaining SPs should be considered and assessed - See model for definition and description of configuration item and its work product components Artifact Examples: - Identified configuration items - Configuration management lifecycle for controlled items (e.g., owner, point at which placed under control, degree of control, change approval.) - Configuration management plan Elementos bajo gestión de la configuración del proyecto: Plan de Proyecto, apartado datos y configuración. Items con sus respectivas lineas bases SCRUM Plan de Proyecto SCRUM x x x X 14
  • 15. © 2013 CMMI Portugal Conference Series – All Rights reserved. Work vs. Project The same criterion can be used for WMC (Work Monitoring and Control) versus PMC (Project Monitoring and Control) and WP (Work Planning) versus PP (Project Planning), but special consideration must be taken for this last case, because WP has one more specific practice that PP. ates h Estim Strategy stablis Service G1 : E Work the WP S e of t he k ablish Est c op SP 1.1 stimate the S tes of Wor a E SP 1.2 stablish Estim tes E i bu SP 1.3 nd Task Attr Phases ta le Produc efine Lifecyc nd Cost D ta SP 1.4 stimate Effor E SP 1.5 tegy he stra following tegy :T e Stra eration of the of Servic consid level ludes opriate inc appr and rs at an he objectives ossible facto c e. P i on: T e servi ose bstract a for th straints to meeting th c on es ts. The proach nd constrain ronment, ap vi sa jective e.g., skills, en at will be ob ) th es ( ologies with these esourc r techn ls, new ks associated dressed too ad is eded. R how they are ne and factors 15
  • 16. © 2013 CMMI Portugal Conference Series – All Rights reserved. Summarizing Process Areas (ML3 example) So, the evidence database will manage 25 process areas, where 13 are specific for services or development, and 12 are common for both models, but they have to be evaluated from both points of view. SSD (addition) CMM for Services CMMI for Development SAM (optional) 16
  • 17. Quantifying costs reduction © 2013 CMMI Portugal Conference Series – All Rights reserved. Some numbers about experiences: Saved effort if your organization goes to a multiple model SCAMPI instead of two separated single model appraisals. SAVED EFFORT AT MULTIPLE MODEL CMMI SCAMPI CLASS A Saving 42,86% 34,62% 35,00% Multiple Model DEV SVC ML2 DEV SVC ML3 DEV ML3 SVC ML2 Single Model 1 DEV ML2 DEV ML3 DEV ML3 Additional effort if your organization decides to include CMMI SVC in the next CMMI DEV SCAMPI Single Model 2 SVC ML2 SVC ML3 SVC ML2 INCREASED EFFORT FROM SINGLE TO MULTIPLE MODEL SCAMPI Incr. 14,29% 30,77% 7,69% Multiple Model DEV SVC ML2 DEV SVC ML3 DEV ML3 SVC ML2 Single Model 1 DEV ML2 DEV ML3 DEV ML3 17
  • 18. © 2013 CMMI Portugal Conference Series – All Rights reserved. Ramiro Carballo Gutiérrez Certified SCAMPI v.1.3 Lead Appraiser ( ID# 1201018-03 ) CMMI for Development CMMI for Services ramiro_carballo@caelum.es Móv.: 639078817 www.linkedin.com/in/ramirocarballo Iñigo Garro Certified SCAMPI v.1.3 Lead Appraiser ( ID# 0300301-01 ) CMMI for Development igarro@caelum.es Caelum Information & Quality Technologies, S. L. Párroco Eusebio Cuenca 50. 28045 Madrid www.caelum.es www.CalidaddelSoftware.com Tlf.: 918312029 18