Leveraging CMMI® - SVC for Service Excellence

CMMI®-SVC for Service Excellence Mumbai September 28, 2010 Rajesh Naik Founding Partner QAI India Limited ® CMMI and CMM are registered trademark of Carnegie Mellon University © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 1

Agenda • CMMI® -SVC Context • CMMI® -SVC Framework • CMMI® -SVC Process Areas • CMMI® -SVC and ITIL® • CMMI® -SVC and COPC® • CMMI® -SVC and CMMI-DEV® • Questions? © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 2

® What is CMMI -SVC CMMI®-SVC is a set of best practices that help service organizations to: Design the service Deploy and deliver the service Manage the service Retire and replace the service with a new one Has commonalities with other models Like CMMI®-DEV, ITIL®, eSCM, CobiT etc. Usable by any service provider BPO, IT Infra, Testing, Hotels, Hospitals, Travel, etc. © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 3

What is a Service as per CMMI®-SVC • Services are useful, intangible and typically non-storable results delivered through the operation of a service system. • A service is • delivered through a service system • integrated by combining multiple components • that satisfies service requirements • Service system consisting of multiple components Processes & work products Tools & facilities Human resources Consumable items © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 4

Where can CMMI®-SVC be Used? © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 5

CMMI® - SVC Structure 5 Maturity 1:Initial Levels 24 Process Service 1:Managed 1:Managed Areas Delivery Goals Goals Specific Goals Generic Goals & Practices for Institutionalization Specific Practices © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 6

CMMI®-SVC Maturity Levels Improvement Optimizing Continual quantitative institutionalized (5) process improvement Establish quantitative Quantitatively objectives for quality & Predictable process Managed (4) processes performance management Service providers embed tenets of Standard, Defined project management and Services consistent (3) process best practices and institutionalize Basic Project Management, Support, Service Managed Establishment & Delivery practices are Disciplined process (2) Institutionalized Initial Process is informal, ad hoc and chaotic (1) © Software Engineering Institute © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 7

CMMI®-SVC Process Areas Organizational Innovation & 5 Deployment Causal Analysis & Resolution 5 Organizational Process 4 Quantitative Project Management Performance 4 Incident Resolution and Capacity and Availability Prevention Management Organizational Training 3 Service System Development Integrated Project Management Organizational Process Definition Decision Analysis & Resolution 3 Service System Transition Risk Management Organizational Process Focus Strategic Service Management Service Continuity Project Monitoring and Control Configuration Management 2 Service Delivery Project Planning Requirements Management Process & Product QA 2 Measurement & Analysis Supplier Agreement Management Service Establishment Project Management Process Management Support & Delivery Process Area Categories © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 8

CMMI® - SVC Process Area Categories Project or Work Management Let us understand the process areas and their inter-relationships Process Support Service Establishment & Delivery Management © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 9

CMMI®-SVC Process Areas To deliver a new (or modified) service, we develop a service delivery system DEVELOP AND VALIDATE THE SERVICE SYSTEM Collect service system requirements • Identify stakeholders • Collect needs, expectations, constraints • Develop service system requirements Design and implement service system components • Select solutions • Design the system Service System Development (SSD) • Develop the components • Integrate the system Verify and validate the components and the system • Plan for V & V • Perform verification and validation © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 10

CMMI®-SVC Process Areas We systematically transition the new (or modified) service system till it goes “live” DEPLOY THE NEW/ MODIFIED SERVICE SYSTEM Plan and prepare for the transition Deploy the system to the delivery environment • Systematically deploy as per transition plan • Manage the deployment (fine-tuning) Service System Development (SSD) Service System Transition (SST) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 11

CMMI®-SVC Process Areas Once the service system goes “live”, we continue to provide the service MANAGE SERVICE DELIVERY Establish service agreement Ensure preparation for service delivery Deliver services aligned to agreements Service System Development (SSD) Service System Transition (SST) Service Delivery (SD) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 12

CMMI®-SVC Process Areas In the “live” system we watch out for unwanted problems in delivery, take immediate and long term actions RESOLVE AND PREVENT INCIDENTS THAT IMPACT SERVICE DELIVERY Records incidents (events that negatively impact service delivery) Manage immediate corrective actions Reduce occurrence of selected incident Service System Development (SSD) types by addressing causes Service System Transition (SST) Incident Resolution & Prevention (IRP) Service Delivery (SD) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 13

CMMI®-SVC Process Areas Periodically, we evaluate strategic needs and plans to establish and maintain standard services ALIGN SERVICES WITH STRATEGIC NEEDS & PLANS Gather and analyze strategic needs Understand services with respect to strategic needs Define standard service description, properties and services levels Strategic Service Management (STSM) Service System Development (SSD) Incident Resolution & Prevention (IRP) Service System Transition (SST) Service Delivery (SD) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 14

CMMI®-SVC Process Areas These form the Process Areas of Service Establishment & Delivery Strategic Service Management (STSM) Service System Development (SSD) Incident Resolution & Prevention (IRP) Service System Transition (SST) Service Delivery (SD) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 15

CMMI®-SVC Process Areas Project or Work Management STSM IRP SSD SST SD Process Support Service Establishment & Delivery Management © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 16

CMMI®-SVC Process Areas Requirements and changes to requirements of the service / project are managed MANAGE REQUIRMENTS OF THE PROJECT/ SERVICE Understand and commit to the requirements Manage changes to requirements and Maintain alignment Maintain traceability Requirements Management (REQM) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 17

CMMI®-SVC Process Areas Projects and services are planned and monitored PLAN AND MONITOR THE PROJECT / SERVICE Define delivery strategy, lifecycle, and WBS Estimate work attributes, effort and cost Establish budgets and schedules Plan for skills, resources and stakeholders Project or Work Project or Work Obtain commitment to the plan Planning Monitoring and Control (PP or WP) (PMC or WMC) Monitor actual performance Review progress Manage corrective actions Requirements Management (REQM) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 18

CMMI®-SVC Process Areas Suppliers to the project/ service are managed MANAGE ACQUISITION OF PRODUCTS AND SERVICES FROM SUPPLIERS Identify and evaluate suppliers Establish supplier agreements Monitor supplier agreements Perform acceptance and integration Project or Work Project or Work Planning Monitoring and Control (PP or WP) (PMC or WMC) Requirements Management (REQM) Supplier Agreement Management (SAM) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 19

CMMI®-SVC Process Areas Risks are identified and managed; Service continuity is ensured MANAGE SERVICE CONTINUITY AND RISKS Identify essential services and related resources Prepare for service continuity Verify and validate continuity plans Prepare for risk management Identify and analyze risks Mitigate risks and prepare contingency plans Risk Management Service Continuity (RSKM) (SCON) Project or Work Planning Project or Work Monitoring and Control (PP or WP) (PMC or WMC) Requirements Management (REQM) Supplier Agreement Management (SAM) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 20

CMMI®-SVC Process Areas Resources availability is matched with demand to meet service requirements PLAN AND PROVIDE RESOURCES TO EFFECTIVELY MEET SERVICE REQUIRMENTS Estimate demand Estimate resources requirements Manage capacity and availability to meet Resource requirements Capacity & Availability Management (CAM) Risk Management Service Continuity (RSKM) (SCON) Project or Work Planning Project or Work Monitoring and Control (PP or WP) (PMC or WMC) Requirements Management (REQM) Supplier Agreement Management (SAM) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 21

CMMI®-SVC Process Areas We now have set up processes related to Project or Work Management Capacity & Availability Management (CAM) Risk Management Service Continuity (RSKM) (SCON) Project or Work Planning Project or Work Monitoring and Control (PP or WP) (PMC or WMC) Requirements Management (REQM) Supplier Agreement Management (SAM) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 22

CMMI®-SVC Process Areas Project or Work Management CAM RSKM SCON PP or WP PMC or WMC REQM SAM STSM IRP SSD SST SD Process Support Service Establishment & Delivery Management © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 23

CMMI®-SVC Process Areas MIS, configuration management and quality assurance are established to support service delivery & management PROVIDE BASIC SUPPORT TO SERVICE SETUP, SERVICE DELIVERY AND MANAGEMENT Setup measurement systems to provide MIS Measurement & Analysis • Identify objectives (M & A) • Define measures, data capture, validation & storage • Collect, analyze and report measurements MAINTAIN INTEGRITY OF WORK-PRODUCTS • Setup identification, storage and base-lining Configuration Management • Establish baselines (CM) • Manage changes to work-products • Verify integrity of baselines ENSURE PROCESS & PRODUCT COMPLIANCE • Evaluate product and product compliance to standards and procedures Process & Product Quality Assurance • Track non-compliances to closure (PPQA) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 24

CMMI®-SVC Process Areas Teams take important decisions (technical, managerial) in a systematic manner TAKE IMPORTANT DECISIONS IN A SYSTEMATIC Decision Analysis & Resolution (DAR) MANNER Identify alternatives Measurement & Analysis Identify evaluation criteria (M & A) Involve all stakeholders Evaluate alternatives based on criteria Document the decision Configuration Management (CM) Process & Product Quality Assurance (PPQA) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 25

CMMI®-SVC Process Areas We now have set up processes to Support service delivery and management Decision Analysis & Resolution (DAR) Measurement & Analysis (M & A) Configuration Management (CM) Process & Product Quality Assurance (PPQA) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 26

CMMI®-SVC Process Areas Project or Work Management DAR CAM RSKM SCON PP or WP PMC or WMC REQM SAM M&A CM STSM IRP PPQA SSD SST SD Process Support Service Establishment & Delivery Management © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 27

CMMI®-SVC Process Areas In parallel, we set-up organizational standard processes & training, to reduce duplication of effort in each service Organizational Training project (OT) SET UP ORGANIZATIONAL PROCESS/ TRAINING STANDARDS Identify processes to standardize Define and rollout processes in a planned manner Organizational Process Focus Create repository of best practices, lessons & learnt Organizational Process Definition Create standards for work environment (OPF & OPD) Create and roll-out standardized training © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 28

CMMI®-SVC Process Areas Once we have the standard processes, all new projects and services try to adhere standards, and tailor only where necessary INTERGRATE WORK/ PROJECT WITH STANDARDS Integrated Project or Work Management At Service Design & Re-design (IPM or IWM) • Use standard processes • Use standard work environment • Use standard training • Use standard templates • Tailor only when necessary Plan and monitor projects and services in a Organizational Training consistent manner (OT) Use lessons learnt, risks and continuity plans of others Do capacity planning as per organizational standards (or a explicitly tailored version) Manage suppliers consistently Organizational Process Focus & Manage requirements/ changes consistently Organizational Process Definition Contribute back to the repository for use by (OPF & OPD) others © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 29

CMMI®-SVCup We have now set Process Areas Process Management For use in projects/ services Organizational Training (OT) Integrated Project or Work Management (IPM or IWM) Organizational Process Focus & Organizational Process Definition (OPF & OPD) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 30

CMMI®-SVC Process Areas Project or Work Management IPM or WPM DAR CAM OT RSKM SCON OPF PP or WP PMC or WMC & OPD REQM SAM M&A CM STSM IRP PPQA SSD SST SD Process Support Service Establishment & Delivery Management © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 31

CMMI®-SVC Process Areas • At this stage, • We have standard processes and common training programs • Service delivery and projects use the standard processes (or explicitly tailored versions) • Measures are used to monitor service delivery and projects • Process compliance is ensured • Large scale, obvious process improvements are carried out • The processes are now reasonably stable, and there are measures available to refine and improve these processes in a controlled manner © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 32

CMMI®-SVC Process Areas Organizational Process We are now ready for doing Performance statistical and quantitative (OPP) management of processes OBTAIN A STATISTICAL/ QUANTITATIVE UNDERSTANDING OF THE ORGANIZATIONAL PROCESSES What can one expect from each of the organizational processes? (Process Performance Baselines) • What is the expected performance • What is the variability in the performance? What happens when these processes combine? (Process Performance Models) • What are the results that can be expected when the processes are combined? • Can I predict the performance of a service / engagement based statistical models © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 33

CMMI®-SVC Process Areas Quantitative Project or Work Organizational Process Management Performance (QPM or QWM) (OPP) STATISTICALLY / QUANTITATIVELY MANAGE THE PROJECT/ WORK Set out quantitative objectives And we also apply statistical and Assemble the components of projects or work that provide confidence in achieving the quantitative objectives, using the management to • Process Performance Baselines & service delivery • Process Performance Models and projects Identify and select critical processes/ sub-processes for intense control Control the processes/ sub-processes using statistical/ quantitative techniques Continuously control, predict and re-assemble to maximize probability of success © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 34

Bug Fix – ML4/ ML5 Example Analyze Fix Review Test …… Suzy Expert Expert Expert Expert Rohit Proficient Proficient Proficient Expert Rita Novice Proficient Proficient Expert Ankit Cant Do Novice Novice Proficient New ticket Queue Queue Queue Accept/ Queue Reject Analyze Fix Review Queue Queue Queue Close Delivery Regression Test Optimize: SLA Compliance, Bad Fixes, Idle time, Cost, Pending Queues Input Data: Expected arrival rate, current sub-process performance baselines Models: Simulations, based on queuing theory What-if: We change the rules of task assignment? More tickets are expected? We get one more person in the team? Suzy takes leave for 2 weeks? We reduce avg. cycle-time of “regressions” sub-process by 10%? © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 35

CMMI®-SVC Process Areas Organizational Innovation & Deployment (OID) We approach organizational process improvement with deep statistical knowledge BASED ON THE UNDERSTANDING OF PROCESS PERFOMANCE of our processes Identify areas/ processes that can impact business goals Collect, analyze and select incremental and breakthrough proposals Plan and pilot improvements Perform organization-wide deployment In a planned manner Evaluate the actual impact of the actions © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 36

CMMI®-SVC Process Areas Causal Analysis & Resolution Organizational Innovation & Deployment (CAR) (OID) BASED ON THE UNDERSTANDING OF PROCESS PERFOMANCE Quantitatively/ statistically understand We also improve the impact of various problems processes by doing root-cause Identify potential problems to be solved analysis based on defects and other problems Analyze causes Propose actions Evaluate the potential impact of the proposed actions Implement actions Evaluate the actual impact of the actions © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 37

CMMI®-SVC Process Areas Causal Analysis & Resolution Organizational Innovation & Deployment (CAR) (OID) Quantitative Project or Work Organizational Process Management Performance (QPM or QWM) (OPP) We have now set up High-Maturity processes © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 38

CMMI® - SVC Framework CAR Project or Work Management OID QPM or QWM OPP High Maturity IPM or WPM DAR CAM OT RSKM SCON OPF PP or WP PMC or WMC & OPD REQM SAM M&A CM STSM IRP PPQA SSD SST SD Process Support Service Establishment & Delivery Management © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 39

CMMI® - SVC Institutionalization INSTITUTIONALIZATION CAR Project or Work Management OID Policies QPM or QWM OPP Plans Responsibilities IPMCAM or WPM OT DAR Resources RSKM SCON Training OPF PP or WP PMC or WMC & Control of work-products OPD REQM SAM Stakeholder Management M&A Process Monitoring CM Compliance Checks STSM IRP Higher Management Review SSD SST PPQA SD Standard Process Process Improvement Data Management Support Service Establishment & Delivery © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 40

ITIL® and CMMI®-SVC • If you have already implemented CMMI® -SVC, ITIL® provides: • Stronger service strategy related practices • Robust processes for financial management • Better customer focus © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 41

ITIL® and CMMI®-SVC • If you have already implemented ITIL®, CMMI®- SVC provides: • Stronger / more explicit project management practices • Guidance on supporting practices related to measurement, QA, formal decision making, organizational training and organizational process management • High maturity practices for vigorous quantitative and statistical management • Practices that ensure institutionalization © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 42

ITIL® and CMMI®-SVC • CMMI®- SVC Appraisal or ISO 20K certification? © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 43

ITIL®, ISO 20K, CMMI®-SVC Note: PA’s marked as green may still require effort for “transition” to SVC Framework © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 44

COPC-2000® CSP Standard Framework Release 4.1 Enablers 2.0 Processes Goal 2.1 Implementing New Products, Driver Services, Programs, Clients 4.0 Performance and Requirements 1.0 Leadership 2.2 Process Control 2.3 Problem Solving Process 4.1 Client Satisfaction and Dis- and Planning 2.4 Transaction Monitoring satisfaction 2.5 Forecasting, Staffing and 4.2 End-User Satisfaction and 1.1 Statement of Direction Scheduling 1.2 Management System 2.6 CUIKA Dis-satisfaction Review 2.7 End User Privacy 4.3 Service and Revenue 2.G.A Managing Transactions at the Performance 1.G.A Planning and Interval Level Reviewing Business 2.G.B Managing Key Suppliers 4.4 Quality Performance Performance 2.G.C Process Audits 4.5 Process-Level Efficiency 2.G.D Data Security 4.6 Staff Attrition and 2.G.E Contingency Planning Absenteeism 2.G.F Data and Information Availability and Update 4.7 Achieving Results 4.G.A Asset Efficiency 4.G.B Cost of Poor Quality 3.0 People (COPQ) 3.1 Defining Jobs,Recruiting and Hiring 3.2 Training and Development 3.3 Verifying Skills and Knowledge 3.4 Staff Performance Management 3.5 Managing Staff Feedback © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 45

COPC® and CMMI®-SVC • If you have already implemented CMMI® -SVC, COPC provides: • Stronger service strategy related practices • Better guidance for performance management • More alignment to the BPO industry and CSPs • Performance benchmark based certification © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 46

CMMI Constellations © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 47

CMMI® - SVC / DEV OID/ CAR Project or Work Management OPM SVC Process Areas Added QPM or QWM OPP IPMCAM or WPM OT DAR RSKM SCON OPF RD Removed PP or WP PMC or WMC & OPD REQM SAM TS Removed M&A PI Removed CM STSM IRP VER Removed PPQA SSD SST SD VAL Removed Process Management Support Service Establishment & Delivery © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 48

CMMI® - DEV/ SVC Impacts You may not be able to include “projects” that do not implement RD, PI or VAL in DEV appraisals in future 60-70% of your “projects” may fit better with the SVC model May end up with more SVC appraisals than DEV appraisals DEV SVC Full Life cycle Major Enhancements Only Testing Only Coding & Testing Bug Fixes & Minor Enhancements Production Support Beta Site Management Documentation © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 49

Related Issues Version 1.3 will be formally released in November 2010 for all three models (DEV, SVC and ACQ). Appraisals on v1.3 of the models can start thereafter You can continue with appraisals on v1.2 for one year after the release of v1.3 (i.e, up to October 2011) A new version of the appraisal method (SCAMPI v 1.3) will also be released soon For some time you can either use SCAMPI v1.2 or SCAMPI v1.3 for appraisals SCAMPI v1.3 expected changes Removal of the concept of “focus” and “non-focus” projects Stricter sampling guidelines for selection of projects for appraisals Elimination of distinction between “direct” and “indirect” artifacts © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 50

Questions © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 51

Thank You! Rajesh Naik Consulting Partner QAI India Limited Email rajesh.naik@qaiglobal.com or naik.rajeshnaik@gmail.com Mobile +91 9845488767 Website www.rajeshnaik.com Also, have a look at the latest “business novel”: Aligning Ferret: How an Organization Meets Extraordinary Challenges By Swapna Kishore & Rajesh Naik Website: http://www.postscript-impressions.com © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 52

About this Presentation Author: Rajesh Naik Consulting Partner QAI India Limited rajesh.naik@qaiglobal.com naik.rajeshnaik@gmail.com +91 9845488767 More resources on the subject are available from the creator of this presentation at: http://www.rajeshnaik.com © Rajesh Naik, 2010 This work is released under a Creative Commons Attribution-NonCommercial- ShareAlike 3.0 Unported License license. This means you can use it for noncommercial purposes so long as you include the copyright line “© Rajesh Naik, 2010". If you create derivative works using this work, they should also be made available under a similar license. For further information go to http://creativecommons.org/licenses/by-nc-sa/3.0/ For uses outside the scope of the license, contact Rajesh Naik at naik.rajeshnaik@gmail.com © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license CMMI® - SVC 53

Leveraging CMMI® - SVC for Service Excellence

by Rajesh Naik on Sep 08, 2010

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