Implementing CMMI L3 with the Portuguese Innovation Model (NP 4457)<br />July 1st, 2010<br />Luís Amaral (Strongstep), Síl...
Agenda<br /><ul><li> About Strongstep
 About Ambisig
 Project objectives
 The Portuguese Innovation Model (NP 4457)
 The NP 4457 model and PP, PMC and OID
 Project details
 Summary</li></li></ul><li>About Strongstep<br /><ul><li>Strongstep is a company specialized in software engineering that ...
 We want to induce a positive change in organizations. This will represent a step with a strong, sustainable and innovativ...
Examples of ongoing projects:
Process improvement with CMMI DEV L2, L3, L5, CMMI SRV, TSP/PSP, combining agile, Six Sigma, ITIL, PMBOK, ISTQB, RUP</li><...
 Software company founded in 1994. Privatly hold.
 Our Vision
 Optimizing and developing organizations through technology
 Our Mission
 Provide robust, reliable and user friendly solutions that give our customers efficiencies, profitability and quality impr...
 Business Areas
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Implementing CMMI L3 with the Portuguese Innovation Model - SEPGEurope 2010

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Nowadays, organizations must live with multiple requirements to run their business and they look for ways of being more efficient and effective. Implementing CMMI and NP 4457 (Portuguese innovation model) is becoming a necessity in today’s market. Implementing them together is a challenge that can bring tangible benefits if the organization has the means and the will follow this path: market visibility, better performance and reduced cost.

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Implementing CMMI L3 with the Portuguese Innovation Model - SEPGEurope 2010

  1. 1. Implementing CMMI L3 with the Portuguese Innovation Model (NP 4457)<br />July 1st, 2010<br />Luís Amaral (Strongstep), Sílvia Rodrigues (Ambisig), <br />Pedro Castro Henriques (Strongstep), Pedro Gomes (Strongstep)<br />
  2. 2. Agenda<br /><ul><li> About Strongstep
  3. 3. About Ambisig
  4. 4. Project objectives
  5. 5. The Portuguese Innovation Model (NP 4457)
  6. 6. The NP 4457 model and PP, PMC and OID
  7. 7. Project details
  8. 8. Summary</li></li></ul><li>About Strongstep<br /><ul><li>Strongstep is a company specialized in software engineering that contributes to the improvement of software quality in Portugal and in the world.
  9. 9. We want to induce a positive change in organizations. This will represent a step with a strong, sustainable and innovative - a strong step!
  10. 10. Examples of ongoing projects:
  11. 11. Process improvement with CMMI DEV L2, L3, L5, CMMI SRV, TSP/PSP, combining agile, Six Sigma, ITIL, PMBOK, ISTQB, RUP</li></li></ul><li>About Ambisig<br /><ul><li> Established
  12. 12. Software company founded in 1994. Privatly hold.
  13. 13. Our Vision
  14. 14. Optimizing and developing organizations through technology
  15. 15. Our Mission
  16. 16. Provide robust, reliable and user friendly solutions that give our customers efficiencies, profitability and quality improvement.
  17. 17. Business Areas
  18. 18. IT Consultant
  19. 19. Electronic Government
  20. 20. Geographic Information
  21. 21. Business Intelligence</li></li></ul><li>Project Objectives<br /><ul><li> Promote innovation in a sustainable way
  22. 22. Implement successfully the CMMI L3 and NP 4457 model and obtain its certifications
  23. 23. Collect the process improvement benefits from implementing the models in an integrated way
  24. 24. Adapt the current management system to embrace the two new models and make it more efficient and effective
  25. 25. Adapt and improve the tools used to manage the organization according to the models to maximize the organization innovation capacity and its capabilities in software development
  26. 26. Collect not just the customer satisfaction, but also the ROI of the organization with CMMI and NP4457 as early as possible </li></li></ul><li>The Portuguese Innovation Model (NP 4457)<br />
  27. 27. The Portuguese Innovation Model (NP 4457)Types of Innovation<br />Product<br />Taking to the market new or significantly improved products or services<br />Includes significant technical changes, components, materials, software or user interfaces<br />Service innovation may include improvements on how the service is provided, new functionalities or new services<br />Marketing<br />Implementation of new marketing methodologies involving significant improvements on design, product, packaging, pricing, distribution or promotion.<br />Improvements implementation with the objective of increasing sales, improve market satisfaction or open new markets. <br />
  28. 28. The Portuguese Innovation Model (NP 4457)Types of Innovation<br />Organization<br />Implementation of new business methods, work planning or external relationships<br />Implementation of new methods to organize routine activities or work development<br />Implementation of new methods to distribute responsibilities and decision taking<br />Implementation of new concepts of relating with other organizations, new ways of collaborating or relating with suppliers<br />Process<br />Implementation of new or significantly improved processes. They can be construction, logistics or distribution.<br />This activity also includes the development of new or significantly improved activities to support the processes (e.g.IT systems, accounting systems)<br />
  29. 29. The NP 4457 model and PP and PMC<br /><ul><li> Both NP 4457 and CMMI deal with innovation projects that have to be planned and monitored through its lifecycle
  30. 30. Both models require previous analysis to classify a project as an innovation one
  31. 31. Planning should consider the project innovation objectives and return expected results
  32. 32. Innovation projects should include information about the expected improvement as well as the verification and validation method for the innovation expected
  33. 33. Knowledge should be spread and shared across the organization </li></li></ul><li>The NP 4457 model and OID<br /><ul><li> NP 4457 is a more broad model in terms of knowledge covering also the market innovation
  34. 34. The OID practice in CMMI requires a quantitative approach which is not required in NP 4457
  35. 35. Both models have assessment methods based on interviews and artifacts evaluation (objective evidence)
  36. 36. OID is internationally adopted through the implementation of CMMI while NP 4457 is a Portuguese model based on the Oslo Innovation Manual</li></li></ul><li>Project Schedule<br />Training and SCAMPI B and <br />Gap Analysis <br />CMMI Level 3<br />Definition and Process Implementation<br />SCAMPI A<br />Level 3<br />Readiness Review<br />SCAMPI C<br />Appraisal<br />NP 4457 Process definition and adjustment<br />NP 4457 Appraisals<br />Process implementation<br />Milestones<br />Planning and Project Management<br />Change Management<br />
  37. 37. Challenges<br /><ul><li> Manage the risk level of both model implementations
  38. 38. Integrate the new models with the existing ones in the organization
  39. 39. Manage models that cover different areas of the organization
  40. 40. Distinguish between improvement and innovation
  41. 41. Integrate the NP 4457 and CMMI with the existing Ambisig’s quality models</li></li></ul><li>Success Factors<br /><ul><li> Organization strong process framework, definition and culture
  42. 42. Detailed planning and very strict follow-up
  43. 43. Strong change management process
  44. 44. Strong sponsorship and organization involvement
  45. 45. Tools integration and development in order to fulfill the existing models
  46. 46. Starting point of current processes and development from there
  47. 47. External contribution, overall expertise, dedication and apolitical</li></li></ul><li>Results<br /><ul><li> Both models have been implemented in the planned timeframe (and with all the activities implemented also on time)
  48. 48. CMMI brought improvements on the cost, schedule and quality areas
  49. 49. NP 4457 introduced a process to search and introduce innovation
  50. 50. The implementation of both models improved knowledge share in the organization
  51. 51. The tools have been improved and brought improvements on the productivity of the organization</li></li></ul><li>Advantages of the Joint Implementation<br /><ul><li> Time and effort spent in implementation of both models together is smaller than if implemented separately
  52. 52. Less disruptive moments in the organization giving more time for consolidation
  53. 53. OID features brought before level 5 is planned
  54. 54. Innovative approach to organization’s change initiatives</li></li></ul><li>Conclusions<br /><ul><li> It is highly recommended that your organization moves into a parallel implementation approach however the needed resources have to be taken into account on taking this decision.
  55. 55. The NP 4457 promotes the innovation in a result oriented way. It integrates well with CMMI expanding the OID process area.
  56. 56. The implementation of both models makes innovation better and deeply treated by using a ideas and innovation management processes
  57. 57. The effort spent by both Ambisig and Strongstep is now paying off both internally and externally
  58. 58. Ambisig is moving deeper in the CMMI road embracing both level 5 for development and level 2 for services with a new vision on innovative process implementation.</li></li></ul><li>Contacts<br />Strongstep – Innovation in Software Quality<br />Web: www.strongstep.pt<br />Luís Amaral: luis.amaral@strongstep.pt<br />Pedro Castro Henriques: pedroch@strongstep.pt<br />Pedro Gomes: pvgomes@strongstep.pt<br />Ambisig<br />Web: www.ambisig.pt<br />SílviaRodrigues: srodrigues@ambisig.pt<br />

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