CMMI® FOR SERVICES: INSIGHTS AND BEYOND
                                    -Rajesh Naik
                                 ...
CMMI® for Services (SVC)
-Insights & Beyond



HMBP Colloquium
21 May 2010
Agenda


     Overview of the CMMI®-SVC

     Discussion of New PAs (Over CMMI®-DEV)

     Applicability & Opportunitie...
Typical Challenges in Service Industry

      Meeting SLAs & Continuous Process Improvement

      Delivering consistent...
What is CMMI-SVC

   An extension of the CMMI model
   CMMI®-SVC is a compendium of best practices which
    enables ser...
What is a Service as per CMMI®-SVC

    Services are useful intangible and non-storable results delivered
     through th...
Where does CMMI®-SVC apply

               KPO
                        Health Care             IT Infrastructure
   Teleco...
CMMI Constellations




                      -8-
CMMI-SVC Maturity Level

                                                                       Focus on process improveme...
CMMI®-SVC Process Areas


5                                                                              Organizational In...
Understanding Service Specific PAs


          Capacity &                          Incident
          Availability        ...
Strategic Service Management (STSM)
   Capacity
      &                     Incident
   Availabil                Resoluti
...
Strategic Service Management (STSM)
   Capacity
      &                     Incident
   Availabil                Resoluti
...
Service System Development (SSD)

   Capacity
      &                    Incident
   Availabil               Resoluti
    ...
Service System Development (SSD)

   Capacity
      &                    Incident
   Availabil               Resoluti
    ...
Service System Transition (SST)
   Capacity
      &                     Incident
   Availabil                Resoluti
    ...
Service System Transition (SST)
   Capacity
      &                     Incident
   Availabil                Resoluti
    ...
Service Delivery (SD)
   Capacity
      &                     Incident
   Availabil                Resoluti
     ity      ...
Service Delivery (SD)
   Capacity
      &                     Incident
   Availabil                Resoluti
     ity      ...
Capability & Availability Management (CAM)
   Capacity
      &                     Incident
   Availabil                Re...
Capability & Availability Management (CAM)
   Capacity
      &                     Incident
   Availabil                Re...
Incident Resolution & Prevention (IRP)

   Capacity &
   Availability                 Incident
   Manageme                ...
Incident Resolution & Prevention (IRP)

   Capacity &
   Availability                 Incident
   Manageme                ...
Service Continuity Management (SCON)
   Capacity
       &                      Incident
   Availabilit               Resol...
Service Continuity Management (SCON)
   Capacity
       &                      Incident             being ready to recover...
Process Performance Models in SVC
   •   Typically to support
       – CAM – Capability & Availability Management
       –...
Production Support Example                               Analyze         Fix                Review        Test            ...
Taxi Services Example
  Report
  For                                                         Log Off
  Duty             Re...
Value of CMMI-SVC
     Rigorous yet flexible framework

     Improved SLA compliance & delivery efficiency

     Improv...
CMMI®- SVC and SCAMPI-A
  •   Separate appraisals for CMMI®- SVC – currently cannot be combined
      with DEV
  •   LAs n...
CMMI-SVC vs ISO 20000 vs V3




     Note: PA’s marked as green may still require effort for “transition” to SVC Framework...
Opportunities for IT Companies


                     SVC Type Projects
                  (Maintenance, Testing,
   DEVDEV...
Opportunities for IT Companies

   1. Use CMMI® - SVC for non-DEV parts of the software
      organization –Production sup...
Service Industry Requires Heavy Automation


                          SERVICE DELIVERY
                          AND MANA...
Where does CMMI®-SVC apply


               KPO
                        Health Care           IT Infrastructure
   Telecom...
Thank You!


                    Rajesh Naik
                   Consulting Partner
         QAI India Limited (www.qaiglob...
Click here for:


High Maturity best practices
HMBP 2010 Presentations
organized by QAI

          Click here
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CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND BEYOND by Rajesh Naik( QAI )

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CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI

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  • Very Insightful and Informative indeed :-).
    Thanks Preethi
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CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND BEYOND by Rajesh Naik( QAI )

  1. 1. CMMI® FOR SERVICES: INSIGHTS AND BEYOND -Rajesh Naik QAI.
  2. 2. CMMI® for Services (SVC) -Insights & Beyond HMBP Colloquium 21 May 2010
  3. 3. Agenda  Overview of the CMMI®-SVC  Discussion of New PAs (Over CMMI®-DEV)  Applicability & Opportunities -3-
  4. 4. Typical Challenges in Service Industry  Meeting SLAs & Continuous Process Improvement  Delivering consistent service quality  Managing service continuity  Managing high rate of changes/ time to market  Adequate understanding of Service components & role in delivery  Remain Competitive and maintain low cost  Increase Service Quality  Attaining centralized Model across the Organization for all the services provided -4-
  5. 5. What is CMMI-SVC  An extension of the CMMI model  CMMI®-SVC is a compendium of best practices which enables service focused organizations to effectively :  Design the service  Deploy and deliver the service  Manage the service  Has Synergies with other models like CMMI®-DEV, ITIL, ISO 20000, CobiT and ITSCM. -5-
  6. 6. What is a Service as per CMMI®-SVC  Services are useful intangible and non-storable results delivered through the operation of a service system.  The process used in delivering the service typically has a immediate impact on the service  Services are typically short cycle and repetitive in nature -6-
  7. 7. Where does CMMI®-SVC apply KPO Health Care IT Infrastructure Telecom Management Hospitality Retail Training Logistics BPO Consulting Travel Government Services People Outsourcing Software (Part Lifecycle) Banking Utilities Insurance and more… -7-
  8. 8. CMMI Constellations -8-
  9. 9. CMMI-SVC Maturity Level Focus on process improvement Optimizing 5 Processes measured and controlled Quantitatively Managed 4 Processes characterized for organization and is often proactive Defined 3 Projects level foundation for an organization to become an effective service provider Managed 2 Processes unpredictable, poorly controlled and reactive 1 Initial -9-
  10. 10. CMMI®-SVC Process Areas 5 Organizational Innovation & Deployment Causal Analysis & Resolution 5 4 Quantitative Project Management Organizational Process Performance 4 Incident Resolution and Prevention Capacity and Availability Management 3 Organizational Training 3 Service System Development Integrated Project Management Organizational Process Definition Decision Analysis & Resolution Service System Transition Risk Management Organizational Process Focus Strategic Service Management Service Continuity Project Monitoring and Control 2 Configuration Management 2 Service Delivery Project Planning Process & Product QA Requirements Management Measurement & Analysis Supplier Agreement Management Service Establishment Project Management Process Management Support & Delivery 10
  11. 11. Understanding Service Specific PAs Capacity & Incident Availability Resolution & Management Prevention 16 Core Process Areas Service & 1 Shared PA Delivery Service Continuity (SAM) PA Addition Service System Service Transition System Development Strategic Service Management Source: SEI 11
  12. 12. Strategic Service Management (STSM) Capacity & Incident Availabil Resoluti ity on & Manage Preventi ment on 16 Core Process deciding what services you should Areas Service &1 Delivery Service Shared Continui PA ty (SAM) be providing, making them standard, and PA Addition Service System Service Transiti System on letting people know Develop ment Strategi c Service Manage about them ment Source: SEI 12
  13. 13. Strategic Service Management (STSM) Capacity & Incident Availabil Resoluti ity on & Manage ment Preventi on deciding what services you should be providing, making them standard, and letting people 16 Core Process know about them Areas Service &1 Delivery Service Shared Continui PA ty (SAM) PA Addition Service System What kind of taxi service? Service Transiti System on •Pick up and drop? Or Time and distance hiring? Develop ment Strategi c •Only within city limits? Service Manage ment Source: SEI •Primarily for the airport? •Luxury / semi-luxury / economy? •Shared or single person hiring? •Radio call? Hail from the street? •Lots of luggage space? More leg room? 13
  14. 14. Service System Development (SSD) Capacity & Incident Availabil Resoluti ity on & Manage Preventi ment on 16 Core Process making sure you have Areas Service &1 Delivery Service Shared Continui PA everything you need to ty (SAM) deliver the service, PA Addition Service System Service Transiti System on including people, processes, Develop ment Strategi c Service consumables, and Manage ment Source: SEI equipment 14
  15. 15. Service System Development (SSD) Capacity & Incident Availabil Resoluti ity on & Manage Preventi ment on 16 Core making sure you have everything you need to deliver the service, including people, Process Areas processes, consumables, and equipment Service &1 Delivery Service Shared Continui PA ty (SAM) PA Addition Design, Develop and Test the Service Service System Service Transiti •Process and system System on Develop ment •Taxis Strategi c Service Manage ment •Meters Source: SEI •Drivers •Call numbers •Call centre •Service Centers •Waiting/ parking lots •Driver contracts •Pricing •Billing process •Fuel refill system 15
  16. 16. Service System Transition (SST) Capacity & Incident Availabil Resoluti ity on & Manage Preventi ment on 16 Core Process Areas Service &1 Delivery getting new systems in Service Shared Continui PA ty (SAM) PA Addition Service System place, changing existing systems, retiring obsolete Service Transiti System on Develop ment Strategi systems, all while making c Service Manage ment Source: SEI sure nothing goes terribly wrong with service 16
  17. 17. Service System Transition (SST) Capacity & Incident Availabil Resoluti ity on & Manage Preventi getting new systems in place, ment on 16 Core changing existing systems, Process Areas retiring obsolete systems, all while making sure nothing Service &1 Delivery Shared goes terribly wrong with Service Continui PA (SAM) service ty PA Addition Service System Service Transiti System on Develop ment Strategi c Service Manage Install and implement the service ment Source: SEI •Put the designed service in action •Carry out trials •Smooth out initial glitches •Make the service fully operational 17
  18. 18. Service Delivery (SD) Capacity & Incident Availabil Resoluti ity on & Manage Preventi ment on 16 Core Process Areas Service &1 Delivery Service Shared Continui PA ty (SAM) PA Addition Service System setting up agreements, taking care of service Service Transiti System on Develop ment Strategi requests, and operating c Service Manage ment Source: SEI the service system 18
  19. 19. Service Delivery (SD) Capacity & Incident Availabil Resoluti ity on & Manage Preventi ment on 16 Core setting up agreements, taking care of service requests, and Process Areas Service &1 operating the service system Delivery Service Shared Continui PA ty (SAM) PA Addition Service System Set up agreements with airport, Service Transiti System on traffic police, service centers, Develop ment Strategi c consumer forums, website Service Manage ment Source: SEI Set up mechanisms to communicate expected service level with users Take bookings, cancellations, changes, complaints, Track the service at detailed and macro level 19
  20. 20. Capability & Availability Management (CAM) Capacity & Incident Availabil Resoluti ity on & Manage Preventi ment on 16 Core Process Areas Service &1 Delivery Service Shared Continui PA ty (SAM) PA Addition Service making sure you have the resources you need to deliver System Service Transiti System on Develop services and that they are ment Strategi c Service available when needed—at an Manage ment Source: SEI appropriate cost 20
  21. 21. Capability & Availability Management (CAM) Capacity & Incident Availabil Resoluti ity on & Manage Preventi ment on making sure you have the 16 Core Process resources you need to deliver Areas &1 Service services and that they are Service Shared Delivery available when needed—at an appropriate cost Continui PA ty (SAM) PA Addition Service System Do demand- supply management of drivers, taxis, call Service Transiti System on center resources – at multiple planning horizons: Develop ment Strategi c Service Manage ment Source: SEI •Long term – six months/ one year •Medium term – month/ week •Short term – daily/ every hour 21
  22. 22. Incident Resolution & Prevention (IRP) Capacity & Availability Incident Manageme Resolution nt & Prevention 16 Core Process Service Areas Delivery & 1 Shared Service PA (SAM) Continuity PA Addition Service handling what goes wrong— and preventing it from going System Service Transition System Developme wrong in the first place if you nt Strategic Service Manageme can nt Source: SEI 22
  23. 23. Incident Resolution & Prevention (IRP) Capacity & Availability Incident Manageme Resolution nt & Prevention 16 Core handling what goes wrong—and preventing it from going wrong in the first place if Process Service Areas Delivery & 1 Shared Service Continuity PA (SAM) you can PA Addition Service System Service Transition System Developme nt Strategic Service Manageme nt Source: SEI Handle complaints from customers, drivers Handle incidents of accidents, breakdowns, fuel outage, driver illnesses, traffic violations, incidents at the airports, non-payments, theft, etc Do RCA and put preventive action in place 23
  24. 24. Service Continuity Management (SCON) Capacity & Incident Availabilit Resolutio y n& Managem Preventio ent n 16 Core Process Areas Service &1 Delivery Service Shared being ready to recover from a Continuity PA (SAM) PA Addition Service disaster and get back to delivering your service System Service Transition System Developm ent Strategic Service Managem ent Source: SEI 24
  25. 25. Service Continuity Management (SCON) Capacity & Incident being ready to recover from a disaster and get back to Availabilit Resolutio y n& Managem Preventio ent n delivering your service 16 Core Process Areas Service &1 Delivery Service Shared Continuity PA (SAM) PA Addition Service System Service Transition System Developm ent Strategic Service Managem ent This could be at multiple levels. Short-term, medium Source: SEI term and long term: Driver does not report, car failure, accident while transportation Riots, floods, strikes, fuel availability Govt. regulation change 25
  26. 26. Process Performance Models in SVC • Typically to support – CAM – Capability & Availability Management – SD – Service Delivery • CAM – Using forecasted demand, concepts of queuing, baseline performance of various sub-processes, identifying the capacity required, that will meet the demand and multiple goals of cycle times, pending queues, delayed requests, requests not serviced, quality, cost and idle time • SD – On arrival of a new demand, re-plan the allocation and sequencing of resources to be able optimally meet multiple goals of cycle times, pending queues, delayed requests, requests not serviced, quality, cost and idle time - 26 -
  27. 27. Production Support Example Analyze Fix Review Test …… Expert Expert Expert Expert Suzy Proficient Proficient Proficient Expert Rohit Novice Proficient Proficient Expert Rita Cant Do Novice Novice Proficient Ankit New ticket Queue Queue Queue Accept/ Queue Reject Analyze Fix Review Queue Queue Queue Close Monitor Delivery Regression Test Optimize: SLA Compliance, Bad Fixes, Idle, Cost, Pending Queues Input Data: Expected arrival rate, current sub-process performance baselines (by skill level) 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 “regression” sub-process by 10%? - 27 -
  28. 28. Taxi Services Example Report For Log Off Duty Register Waiting Unavailable Taxis Taxis Queue Report Completion Booking Request Book Report Pickup & Queue Assign for Request Drop Pickup Optimize:Idle driving, Timely pickup / drop, Customer complaints, customer follow-ups, Waiting/ idle time; traffic violations; Repair costs; Refusals; Cancellations; Overtime Input Data: Expected booking rate, current values on speed, waiting time, etc Models: Simulations, based on queuing theory What-if: We change the rules of assignment? Bookings are expected to be different? A route is disabled? Add credit card swipe ? Implement speed governors in the taxis? If we add another service station in the city? Tie-up with some more fuel stations in the city? Add another 500 taxis? - 28 -
  29. 29. Value of CMMI-SVC  Rigorous yet flexible framework  Improved SLA compliance & delivery efficiency  Improved customer satisfaction  Optimized capacity utilization  Effective change management  Roadmap to service maturity  Gain a marketing/competitive edge - 29 -
  30. 30. CMMI®- SVC and SCAMPI-A • Separate appraisals for CMMI®- SVC – currently cannot be combined with DEV • LAs need SVC specific authorization • Scoping of the DEV appraisals may be impacted (after the arrival of SVC). Projects that may need to be “out of scope” of DEV in future could include: – Production support – Short cycle maintenance projects – Pure testing project; only coding and unit testing projects (It was anyway difficult to demonstrate RD, PI and VAL in many such projects) • Current Appraisal Results data on PARS shows 8 appraisals (7 on Continuous!); Mostly ML2/3 PAs; Services include IT and non-IT (order fulfilment, recruitment, packaging, account management, project management, business development, etc.) - 30 -
  31. 31. CMMI-SVC vs ISO 20000 vs V3 Note: PA’s marked as green may still require effort for “transition” to SVC Framework - 31 -
  32. 32. Opportunities for IT Companies SVC Type Projects (Maintenance, Testing, DEVDEV Type Type IT Production Support, Projects Projects Projects Partial Life Cycle) IT Solutions Our Customers IT Organization SVC Compliant (in the service industries) IT Solutions More Services Under SVC (Staff augmentation, BPO, training, facilities, Process (SVC based) IT support, transport, security, etc.) Consulting Process Groups can be a part of the software projects! - 32 -
  33. 33. Opportunities for IT Companies 1. Use CMMI® - SVC for non-DEV parts of the software organization –Production support, maintenance, testing, only coding 2. Implement in other services – IT Infrastructure management, BPO/ KPO, internal services (training, facilities, etc.) 3. Provide process consulting for your IT customers in the services business (banking, insurance, finance, transport, logistics, retail, training, education, government, health care, hospitality, etc.) 4. For your customers, provide integrated IT-based solutions that are aligned with CMMI®-SVC - 33 -
  34. 34. Service Industry Requires Heavy Automation SERVICE DELIVERY AND MANAGEMENT PROCESS AUTOMATION - 34 -
  35. 35. Where does CMMI®-SVC apply KPO Health Care IT Infrastructure Telecom Management Hospitality Retail Training Logistics BPO Consulting Travel Government Services People Outsourcing Software (Part Lifecycle) Banking Utilities and more… Insurance - 35 -
  36. 36. Thank You! Rajesh Naik Consulting Partner QAI India Limited (www.qaiglobal.com) rajesh.naik@qaiglobal.com OR naik.rajeshnaik@gmail.com +91 9845488767 Personal website www.rajeshnaik.com Blog naikrajesh.blogspot.com - 36 -
  37. 37. Click here for: High Maturity best practices HMBP 2010 Presentations organized by QAI Click here

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