Together. Free your energies




High Maturity: The Corporate Perspective
For Organization Wide Improvement

             ...
Together. Free your energies




High Maturity: The Corporate Perspective for
Organisation Wide Improvement
for 1st. Inter...
Global IT Industry Outlook

 Strong IT market recovery with growth projected at 8%


                     Forecasts for G...
Impact on Employment

 Strong growth in employment with the economic revival
 Emerging economies will account for large ...
Positioning the Indian IT Sector

                          Indian IT Industry Growth Rate
                               ...
Securing a Place for the Organisation

 Creating business models which cater to increased demands

                      ...
CMMI Model - Casting a Process Framework

                                                                          • Busi...
Process Industrialisation

                      Corporate Governance


                      Process Infrastructure Des...
Process Industrialisation
                                                                          Level 2




          ...
High Maturity Process Areas

                                       • Organisational Process Performance – discusses the
T...
The Premise of High Maturity

 Creating synergy between Vision-BO-QPPO
                                                  ...
High Maturity – Paradigm Shift

 Senior management
       • view leading indicators which influence the performance
     ...
Predictive Analytics for Monitoring QPPOs

 Let us look at a simple example:
                                            ...
Innovation and Improvement

 High maturity practices at CMMI Level 5 supports:
  • Early detection of defects to reduce r...
Tangible Benefits to an Organisation

 Performance results revealed by several organisations to SEI

             50% red...
Summary: The Long Haul

Invest irrespective of the economic condition
   Process, people and technology
   Economy is no...
Thank You
Contact us

Koel Bhattacharya
+91 22 67557830
koel.bhattacharya@capgemini.com

Avinash Bharj
+91 22 67557506
avi...
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: High Maturity: The Corporate Perspective For Organization Wide Improvement by Koel Bhattacharya and Avinash Bharj

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High Maturity: The Corporate Perspective For Organization Wide Improvement -Koel Bhattacharya and Avinash Bharj (Capgemini Pvt. India Ltd.)
presented at
1st International Colloquium on CMMI High Maturity Best Practices held on May 21, 2010, organized by QA

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CMMI High Maturity best Practices HMBP 2010: High Maturity: The Corporate Perspective For Organization Wide Improvement by Koel Bhattacharya and Avinash Bharj

  1. 1. Together. Free your energies High Maturity: The Corporate Perspective For Organization Wide Improvement -Koel Bhattacharya Avinash Bharj (Capgemini Pvt. India Ltd.)
  2. 2. Together. Free your energies High Maturity: The Corporate Perspective for Organisation Wide Improvement for 1st. International Colloquium on High Maturity Best Practices 2010 Koel Bhattacharya Avinash Bharj Capgemini India Pvt. Ltd. 2
  3. 3. Global IT Industry Outlook  Strong IT market recovery with growth projected at 8% Forecasts for Global IT Purchases in 2009 and 2010 June 2009 Forecast September 2009 Forecast December 2009 Forecast 2009 2010 8.1% 4.9% 4.0% -8.9% -10.6% -11.4% Source: September 29, 2009, “US And Global IT Market Outlook: Q3 2009” Forrester report and the June 29, 2009, “US And Global IT Market Outlook: Q2 2009” Forrester Report Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 3 Version 1.0 © 2010 Capgemini. All rights reserved.
  4. 4. Impact on Employment  Strong growth in employment with the economic revival  Emerging economies will account for large percentage of growth Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 4 Version 1.0 © 2010 Capgemini. All rights reserved.
  5. 5. Positioning the Indian IT Sector Indian IT Industry Growth Rate  Opportunities for growth Value in USD Billion 60 • High Outsourcing from North 47 American & European countries • Rise in domestic demand for e-governance initiatives 18 8  Challenges 2 • Government policies 1998 2002 2005 2009 2010 Source: NASSCOM Resource Center & Economic Times • Double-dip recession • Competition Revenue $60 Billion Projected Growth Rate 15% -18% Pressure on billing rate Potential Workforce 2.3 million High marketing/R&D expense • Exchange rate fluctuation Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 5 Version 1.0 © 2010 Capgemini. All rights reserved.
  6. 6. Securing a Place for the Organisation  Creating business models which cater to increased demands • Transformation of business processes to Cost Sensitive become more productive and competitive Talent • Industrialisation of operating models and use Competitive Management of standardised rules, processes and tools Business • Reducing layers of costs that do not bring Model added value to the client Time to • Developing new ways of doing business Innovative Market through innovation, domain expertise and Global Collaboration improvement initiatives Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 6 Version 1.0 © 2010 Capgemini. All rights reserved.
  7. 7. CMMI Model - Casting a Process Framework • Business objectives explicitly s em ou t linked with operational processes en ov u pr tin Im Con • 22 core process areas categorised Business Benefit into lle ery •project management e nc ce liv Ex De •engineering •support t em ct en ag je •process management an ro M P • Defined goals & practices for each process areas •Generic Goals & Generic Practices Process Maturity •Specific Goals & Specific Practices Using processes to deliver • Building infrastructure for creating a business outcomes process framework Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 7 Version 1.0 © 2010 Capgemini. All rights reserved.
  8. 8. Process Industrialisation  Corporate Governance  Process Infrastructure Design  Collaborative Steering Group  Integrated Processes  Result Orientation  Control and Management Reporting  Continual Improvement Aligning the process framework with the company’s corporate governance structure & laying the foundation for organisation wide improvement Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 8 Version 1.0 © 2010 Capgemini. All rights reserved.
  9. 9. Process Industrialisation Level 2 Configurations Organizational Responsibility Identification Management Stakeholder Resources Status with Training Manage Adherence Evaluate Process Monitor Provide Control Process Policy Review Assign Plan the & & Generic Practices Process Industrialization Framework  Corporate Governance Objectives for Improvement Performance Quantitative Sub-Process Correct root the Process Improvement Continuous Information Establish causes of problems Establish Process Defined Stabilise Process  Process Infrastructure Design Collect  Collaborative steering group  Integrated Processes  Result Orientation Level 3 Level 4 Level 5  Control and Mgmt Reporting  Continual Improvement Aligning the process framework with the company’s corporate governance structure & laying the foundation for organisation wide improvement Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 9 Version 1.0 © 2010 Capgemini. All rights reserved.
  10. 10. High Maturity Process Areas • Organisational Process Performance – discusses the The continuous representation need for establishing organisational performance of the model has the high goals and usage of predictive models maturity aspects as part of the • Quantitative Project Management – focuses on generic practices at level 4 & 5 managing projects quantitatively by measuring which needs to be fulfilled for actual performance against identified targets and achieving higher capability in a helps in planning for midcourse corrections process area. • Organisational Innovation and Deployment – In contrast the staged emphasizes the need for implementing representation includes the organisation wide improvement initiatives high maturity practices as part of the four process areas at • Causal Analysis and Resolution – helps in level 4 & 5. identifying and addressing root causes of product and process related defects and issues Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 10 Version 1.0 © 2010 Capgemini. All rights reserved.
  11. 11. The Premise of High Maturity  Creating synergy between Vision-BO-QPPO Vision Business Objectives Quality & Process Performance Objectives Market Leadership Improve Workforce Effectiveness Improve Quality/Reduce Rework Business Process Improvement Use of Information/Analytics Competitive Insight Attract & Retain customers Reduce Enterprise Cost Resource Optimization Resource Optimization Customer Satisfaction Increase Productivity Predictive Modeling Predictive Modeling Innovation Customer Centric Financial Performance Capital Optimisation Quality Focus Process Performance Models Process Performance Baselines Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 11 Version 1.0 © 2010 Capgemini. All rights reserved.
  12. 12. High Maturity – Paradigm Shift  Senior management • view leading indicators which influence the performance of the business objectives • plan for organisation wide process improvements High maturity practices help to: Data Inputs Objectives Description of goal to be achieved  Historical & current operational data or analytically derived information • Statistically define the organisation’s performance (in terms of mean and Decisions Constraints   standard deviation) Actions that can High Requirements, Recommended Actions realistically be Maturity limitations, The optimal course to meet the carried out in rules constraining objectives • Predict the performance pursuit of decisions objectives of the organisational objectives Implementation Execution of recommended actions • Probe into reasons that lead to variation • Plan for corrective or preventive    Achieving Results measures Measure performance against objectives Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 12 Version 1.0 © 2010 Capgemini. All rights reserved.
  13. 13. Predictive Analytics for Monitoring QPPOs  Let us look at a simple example: Output Vision Revenue Growth Business Objective Competitive Pricing • Model suggests the prediction QPPO Improve Productivity interval for the QPPOs (Y value) within which the estimated Consider a statistical model productivity should range • Y = F(x1,x2, x3….) where, • What-if analysis is based on past • Y = Productivity performance data • x(s) = Skill Index, Requirement Volatility, • Recommends the need to take mid Complexity of Work, Schedule Compression course corrections Improve Skill Index to Improve Productivity Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 13 Version 1.0 © 2010 Capgemini. All rights reserved.
  14. 14. Innovation and Improvement  High maturity practices at CMMI Level 5 supports: • Early detection of defects to reduce rework costs • Innovative solutions to enhance operational effectiveness  Organisations are increasingly investing in innovations by setting up: • Accelerated Solutions Environment to resolve complex business challenges • Centers of excellence for domain specific Environment Opportunity Scanning Assessment solutions • High level inventory of anticipated Innovation information technology developments • Evaluation of the innovation’s potential to Optimal Ideation impact future business drivers • Develop capabilities to support clients' future needs Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 14 Version 1.0 © 2010 Capgemini. All rights reserved.
  15. 15. Tangible Benefits to an Organisation  Performance results revealed by several organisations to SEI 50% reduction in release time due to - Schedule 61% improvement in productivity Quality 48% improvement in quality due to reduction in defect injection Enhanced productivity and improved quality allows organisations to Revenue price competitively, win more contracts and thereby increase top line 33% decrease in the average cost of fixing defects due to early detection Cost and reduction in rework 1.7:1 to 27.7:1 improvement in ROI due to reduction in defects, ROI improved productivity and shorter cycle times Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 15 Version 1.0 © 2010 Capgemini. All rights reserved.
  16. 16. Summary: The Long Haul Invest irrespective of the economic condition  Process, people and technology  Economy is not uni-directional but cyclical  Recession will follow boom and vice-versa … To gain traction  Organisational processes help in controlling costs and showing resilience  Performance culture aids in building a talented company Viewing high maturity practices as strategic business collaborators Together. Free your energies | The Corporate Perspective for Organisation Wide Improvement 1st. International Colloquium on HMBP, 21 May 2010 16 Version 1.0 © 2010 Capgemini. All rights reserved.
  17. 17. Thank You Contact us Koel Bhattacharya +91 22 67557830 koel.bhattacharya@capgemini.com Avinash Bharj +91 22 67557506 avinash.bharj@capgemini.com Together. Free your energies www.capgemini.com The information contained in this presentation is proprietary. ©2010 Capgemini. All rights reserved
  18. 18. Click here for: High Maturity best practices HMBP 2010 Presentations organized by QAI Click here Together. Free your energies www.capgemini.com The information contained in this presentation is proprietary. ©2010 Capgemini. All rights reserved

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