• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Cmmi svc   july 2011
 

Cmmi svc july 2011

on

  • 714 views

An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this ...

An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.

Statistics

Views

Total Views
714
Views on SlideShare
711
Embed Views
3

Actions

Likes
0
Downloads
42
Comments
1

1 Embed 3

http://www.linkedin.com 3

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1 previous next

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • For those Spanish speaking people in the audience, a series of articles to go with the slides is bieng uploaded. The first instance is already there.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Cmmi svc   july 2011 Cmmi svc july 2011 Document Transcript

    • 7/7/2011 Webinar: The CMMI for Services is Here Why you should care July 7th, 2011 11:00 AM - 12:30 PMITMPI005 Jorge Boria, M Eng. CS VP International Process Improvement Liveware Inc. jorge.boria@liveware.com Michael Milutis Director of Marketing Computer Aid, Inc. (CAI) Michael_milutis@compaid.com 2 1
    • 7/7/2011 About Presenter’s FirmLiveware is a leading SEI partner, trusted by small,medium and large organizations around the world toincrease effectiveness and efficiency through improvingtheir processes. With its very large collective experience insoftware process improvement they help their customerssucceed. They partner with clients by focusing on theirbottom line and short and long term business goals. Withover 70 Introduction to CMMI classes delivered and 40SCAMPI appraisals performed, you will not find betterconsultants for your process improvement needs. 3 CAI Achieves IT Operational Excellence 4 2
    • 7/7/2011 PDU CREDITS FOR THIS WEBINAR The Project Management Institute has accredited this webinar with PDUs 5 NOW AVAILABLE!ONLINE WEBINAR RECORDINGS ANYTIME ACCESS!WWW. ITMPI.ORG / LIBRARY 7 Day Free Access For All Recordings www.twitter.com/ ITMPI 6 3
    • 7/7/2011Acknowledgments• In this presentation we will use terms such as: – CMMI® Framework – SCAMPI(SM)• Capability Maturity Model is a registered trade mark of Carnegie Mellon University• CMM is registered with the U.S. Patent and Trademark Office 7Reference List• “CMMI for Services: Guidelines for Superior Service ”, Eileen Forrester, Brandon Buteau, Sandra Shrum 8 4
    • 7/7/2011The Staged Maturity Levels Optimizing 5 Emphasis on continuous improvement Quantitatively 4 Process measured Managed and statistically controlled Defined 3 Process characterized for the organization Managed 2 Process characterized for WORK and is often reactive Initial 1 Process unpredictable, poorly controlled, and reactiveProcess Areas at MaturityLevel 2 Optimizing Requirements Management Work Planning Quantitatively Work Monitoring and Control Managed Supplier Agreement Defined Management Measurement and Analysis Managed Process and Product Quality Assurance Initial Configuration Management Service Delivery 5
    • 7/7/2011Process Areas for MaturityLevel 3 Capacity and Availability Management Service Continuity Optimizing Incident Resolution and Prevention Service System Transition Quantitatively Managed Strategic Service Management Service System Development Defined Organizational Process Focus Organizational Process Definition Managed Organizational Training Integrated Work Management Initial Risk Management Decision Analysis and ResolutionCapability by MaturityLevels target probability 5 Processes continually improved — efficient and effective agile organization target probability Quantitative process control — smaller 4 performance variation, reachable goals for quality and performance target probability Shared common processes, comparable data 3 — predictable costs, steep increase in productivity target probability Better plans, more reasonable commitments, 2 corrective actions — deadlines frequently met — quality on the up and up target probability Not much discipline, poorly established commitments — successes cannot be 1 reproduced 6
    • 7/7/2011To Mature is To Improve probability target target probability discipline Improve of commitment predictions L1 to L2 probability probability target target discipline of Improve learning control L2 to L3 probability target target probability discipline of Improve quality performance L3 to L5 Level 5 In Out Level 4 In Out Level 3 In Out Level 2 In Out Level 1 In Out Source: Perdue in (Paulk et al., 1995) 7
    • 7/7/2011Managing by the Numbers • Level 1 — hope, sweat, and fear • Level 2 — meetings, meetings, meetings, meet • Level 3 — product library and promotion • Level 4 — control panels • Level 5 — quasi-experiments Cultural Evolution Through the Levels Level 1 “clique” culture Level 2 commitment to the work at hand Level 3 communities of interest Level 4 quality and forward thinking Level 5 continuous improvement 8
    • 7/7/2011 A Sports Analogy Level 1 child’s play, lot of sweat, fun but scarce results Level 2 boot camp, repetition to firm behavior Level 3 varsity, professional officials, clearly stated rules and statistics Level 4 professional contracts, international level Level 5 “Dream Team”5 Most Important Questions Peter Drucker wants you to ask of your organization: • What is our Mission? • Who is our Customer? • What does the Customer Value? • What are our Results? • What is our Plan? 18 9
    • 7/7/2011IT Mission• IT’s mission is to organize the company’s information and make it universally accessible and useful, under accepted security restrictions. 19IT’s Customer• Our customer is every member of the organization who can benefit in making better decisions every moment through the access of current, timely information. 20 10
    • 7/7/2011IT Customers Value… Hey! One out of• SERVICE! five ain’t so bad! reliability availability timeliness capacity functionality 21The New CMMI for SVCMakes you focus on process to do better with time, money, andquality in ways that matter to your customers and to you.An organization with a culture of process excellence relies onprocess management to achieve superior service results.Why focus on process? To help your business! • improve your competitiveness • support your customers • do more with less • expand your market Assumptions • capable process means lower cost • service quality is a function of process performance • process quality reduces causes of poor performance Source: Introduction to the CMMI for SVC 22 11
    • 7/7/2011Services and Me• Appraised a services organization to ML3 of the CMMI v1.1 in 2005 and saw the inadequacies of the Engineering Process Areas• Started work with an IT resources provider in San Antonio, suggested use of the SVC Constellation in 2008, took them to ML2 in 12 months• Attended the first offering of the supplement in October 2008• Am presently certified to teach the Intro 4 SVC 3-day class and the one day supplement. 23Webster Sayeth• Service: – useful labor that does not produce a tangible commodity —usually used in plural <charge for professional services> 24 12
    • 7/7/2011 Reality Sets In • Tangible commodities do play a role in many services, only they do not (usually) make the whole part of the service. – Selling soup is considered a service, but if you remember Seinfeld… there was no service, only great soup. – In most cases, goodness of product does not compensate for lack of services • My IT shop has no capacity, availability nor timeliness… But what great graphics! 25Development vs. Services Projects • Development projects • Service work* – have a defined beginning – have a defined beginning – have a defined end – have an implicit end – have planned resources – have assigned resources – have milestones and steps – no milestones but have steps – have appropriate risks – have common risks – deliver a product that is – deliver a product that is supposed to last for some supposed to be consumed in time a short period of time – have criteria for successful – have criteria for customer completion satisfaction – are of significant duration – are of very short duration (days to years) (seconds to days) * Yes Veronica, ‘work’ in SVC replaces ‘project’ elsewhere… 26 13
    • 7/7/2011 Development Poor Fits• Maintenance projects • TS SG 1• Software factories • RD All Goals• Very small projects • All Engineering, docs• Short iterative releases • All Engineering, docs CMMI-SVC Content 28 14
    • 7/7/2011 SVC PAsLevel: Project Process Service Support Management Management Establishment and DeliveryContinuously OPM CARImprovingQuantitatively QWM OPPManagedDefined IWM RSKM CAM SCON OPD OPF OT IRP SST STSM SSD DARManaged REQM WMC WP SAM SD MA PPQA CM 29 CMMI Constellations •Aconstellation is the subset of the CMMI Product Suite relevant to improvement in a particular area of interest. Currently, there are three constellations: •Development (CMMI-DEV): • build stuff • tangible, storable products, made to specification in a lifecycle •Acquisition (CMMI-ACQ): • buy stuff • specify, solicit, select, contract, procure, accept, transition to consumer •Services (CMMI-SVC): • do stuff • intangible, non-storable products delivered via a service system based on explicit or implicit service requests 30 15
    • 7/7/2011Relationships AmongConstellations Services-specific PAs *CMMI-SVC addition CMMI-SVC Shared PA (SAM) Core PAs CMMI-DEV Include service-specific informative material CMMI-ACQ 31What Services areCovered?• The SEI has not set a limit • information technology • call centers • financial services • health management organizations • education • lawn care • taxi cabs • transportation (buses, trains, planes) • human resources (as in supplying belly buttons) • supermarkets • food courts • restaurants • ewe nay mitt 32 16
    • 7/7/2011Relevant Terminology 1 • Work • all the resources used to satisfy a service agreement with a customer • Service Agreement • a binding written record of a promised exchange of value between a service provider and a customer • Service Request • a communication from a customer that one or more specific instances of a service are desired • Service Requirement • the complete set of requirements that affect service delivery and service system development 33Relevant Terminology 2 • Service Delivery • the delivery of services in accordance with service agreements • Delivery Environment • the complete set of circumstances and conditions under which services are delivered in accordance with service agreements • Service System • an integrated and interdependent combination of component resources that when enacted provides the desired services • Service System Component • a resource required for a service system to successfully deliver services 34 17
    • 7/7/2011Relevant Terminology 3 • Service Incident • an indication of an actual or potential interference with a service – note that an incident is not a risk, it is already an issue • Availability • the degree to which something is accessible and usable • Capacity • the degree to which one thing may support, hold, process or produce another thing 35 Service Delivery (SD) • Purpose: to deliver the services in accordance to service agreements • Goals and Practices – SG 1: Establish Service Agreements • Analyze existing agreements and service data • Establish the service agreement – SG 2: Prepare for Service Delivery • Establish the service delivery approach • Prepare for service system operation • Establish a request management system – SG3: Deliver Services • Receive and process service requests • Operate the service system • Maintain the service system 18
    • 7/7/2011Service System Transition(SST) • Purpose: to deploy new or significantly changed service system components while managing their effect on ongoing service delivery • Goals and Practices – SG 1: Prepare for service system transition • Analyze service system transition needs • Develop service system transition plans • Prepare stakeholders for change – SG 2: Deploy the service system • Deploy service system components • Assess and control the impacts of the transition Incident Resolution and Prevention (IRP) • Purpose: to ensure timely and effective resolution of service incidents and prevention of service incidents as appropriate • Goals and Practices – SG 1: Prepare for incident resolution and prevention • Establish an approach to IRP • Establish an incident management system – SG 2: Identify, control, and address incidents • Identify and record incidents • Analyze individual incident data • Resolve incidents • Monitor the status of incidents to closure • Communicate the status of incidents – SG 3: Analyze and Address Causes and Impacts of Selected Incidents • Analyze Selected Incidents • Establish Solutions to Respond to Future Incidents • Establish and Apply Solutions to Reduce Incident Occurrence 19
    • 7/7/2011 Capacity and Availability Management (CAM) • Purpose: to ensure effective service system performance and ensure that resources are provided and used effectively to support service requirements • Goals and Practices – SG 1: Prepare for capacity and availability management • Establish a capacity and availability strategy • Select measures and analytic techniques • Establish service system representations – SG 2: Monitor and analyze capacity and availability • Monitor and analyze capacity • Monitor and analyze availability • Report capacity and availability management dataService Continuity (SCON) • Purpose: to establish and maintain contingency plans for continuity of services during and following any significant disruption of services • Goals and Practices – SG 1: Identify essential services dependencies` • Identify and prioritize essential functions • Identify and prioritize essential resources – SG 2: Prepare for service continuity • Establish a service continuity plan • Establish service continuity training • Provide and evaluate service continuity training – SG 3: Verify and validate the service continuity plan • Prepare for the verification and validation of the SCON Plan • Verify and validate the SCON Plan • Analyze results of verification and validation of the SCON Plan 20
    • 7/7/2011Strategic Service Management(STSM) • Purpose: to establish and maintain standard services in concert with strategic needs and plans • Goals and Practices – SG 1: Establish strategic needs and plans for standard services • Gather and analyze relevant data • Establish plans for standard services – SG 2: Establish standard services • Establish properties of standard services and service levels • Establish descriptions of standard servicesService System Development(SSD) [Optional] • Purpose: to analyze, design, develop, integrate, verify, and validate service systems, including service system components, to satisfy existing or anticipated service agreements • Goals and Practices – SG 1: Develop and analyze stakeholders requirements • Develop stakeholders requirements • Develop service system requirements • Analyze and validate requirements 21
    • 7/7/2011Service System Development(SSD) • Goals and Practices (continued) – SG 2: Develop service systems • Select service system solutions • Develop the design • Ensure interface compatibility • Implement the service system design • Integrate service system components – SG 3: Verify and validate service systems • Prepare for verification and validation • Perform peer reviews • Verify selected service system components • Validate the service systemService Establishment CUSTOMER / END USER Contract/Service Agreement SD Work Plan Corrective Action Work Management and Support Process Areas 22
    • 7/7/2011Service Delivery Status Request CUSTOMER / END USER Service Service Incidents Contract/ServiceIRP Agreement Requests Service Value Workarounds SD Work Plan Corrective Action Work Management and Support Process AreasService Maintenance Status Request CUSTOMER / END USER Service ServiceIRP Incidents Contract/Service Requests Agreement Service Value Workarounds SD Deployed Service System Work SST Plan Transition Corrective Action Plans Changes to Service Work Management and Requirements Support Process Areas 23
    • 7/7/2011 Service Enhancement Status Strategic Request CUSTOMER / END USER Services Needs Service Service Incidents Contract/Service IRP Agreement Requests STSM Service Value Service Workarounds Catalog SD Deployed Service System Work SST Plan Transition Corrective Action Plans Changes to Service Work Management and Requirements Support Process Areas Service System Design Strategic CUSTOMER / USER Services Needs Service Contract/Service SSD Agreement Requests STSM Service Value Service Validated Service System Catalog Deployed Service SD New Service Requirement System Project SST Plan Transition Corrective Action PlansChanges to Service Requirements Project Management and Support Process Areas 24
    • 7/7/2011The Taco Sabroso Example 1 • Work Plan provides: – Strategic ideas about taco stands • Who will the customers be • Where to put them – Practical service delivery decisions • When will they be open for service • Who will operate them • What type tacos • How much to charge – Contract with customer: • Printed (or painted on side of the stand) menu with prices – Service requests • Expressed desire for a tacoThe Taco Sabroso Example 2 – Service value • The taco, claro! – Operations and services delivery data • Cost benefit analysis • Capacity planning data • Service delivery data (time to prepare the taco) – Service Incidents • Customers unhappy with time spent waiting for taco – Workaround • Have precooked tacos and reheat them – Service Incidents • Customers unhappy with quality of taco 25
    • 7/7/2011The Taco Sabroso Example 3 – Corrective action • Need to accelerate production at peak rates – if it is just a change of equipment, maybe SST applies » just change the frying pan for a deep fryer – if it requires larger stands to accommodate two windows, we might need to use SSD – Transition plan for SST, no SSD • Go to Wal-Marts • Buy deep frying pan and thongs and fire extinguisher • Discard old frying panThe Taco Sabroso Example 4 – Strategic Service Needs • Customers ask for dessert (mostly flan and tres leches) • Customers want beer with their tacos • Customer want to sit down and eat on a table – Derived new requirements • Include dessert • Request a beer license for the stand (good luck with that one) • Add tables in the environment 26
    • 7/7/2011 Questions? 53CAI SponsorsThe IT Metrics & Productivity Institute: • Clearinghouse Repository of Best Practices: WWW.ITMPI.ORG • Weekly Educational Newsletter: WWW.ITMPI.ORG / SUBSCRIBE • Weekly Webinars Hosted by Industry Leaders: WWW.ITMPI.ORG / WEBINARS • ACCESS WEBINAR RECORDINGS ANYTIME AT WWW.ITMPI.ORG / LIBRARY • Follow Us on TWITTER at WWW.TWITTER.COM / ITMPI • Join Our Network on LINKED IN at WWW.ITMPI.ORG/ LINKEDIN • Follow Us on FACEBOOK at WWW.ITMPI.ORG/ FACEBOOK • Find Out About Our CONFERENCES at WWW.ITMPI.ORG/ EVENTS 54 27
    • 7/7/2011 Jorge Boria, M Eng CSVP International Process Improvement Liveware Inc. jorge.boria@liveware.com Michael Milutis Director of Marketing Computer Aid, Inc. (CAI) Michael_milutis@compaid.com 55 28