www.strongstep.pt/steptalks2011
CMMI and agility:Implementation in a largeorganizationPatrícia Carolina PiresBanco BPI
       BPI@Glance  The IT Department - DSI  And the State-of-the-Art  So we embraced the challenge  With an approach ...
BPI@Glance BPI Group Key facts A finantial multi-specialist group focusing on the banking business, with a comprehensive s...
BPI@GlanceDistribution Network - Portugal1) Including mortgage shopsCMMI and Agility: Implementation in a large organization
BPI@GlanceDistribution Network - AngolaCMMI and Agility: Implementation in a large organization
The IT Department - DSI       One of the biggest Departments of BPI with over 450           people       Geographically ...
And the State-of-the-Art   At some point we realized that the IT Department is not a                 Process oriented orga...
So we embraced the challenge   Define Processes and Controls that enable growing           Processes must be performed c...
With an aproachA decision was taken to adopt the best practice frameworks andmodels:   Focused on continuous and long-ter...
And a TeamA multi-disciplined team approach:   Steering Committee       9 top Directors of involved areas: IT, Procureme...
Project StrategyCMMI and Agility: Implementation in a large organization
We have already learnt some lessonsA risky project …     We have to overcome cultural challenges     Communication is es...
And the journey towards Quality continues  CMMI L2 +  Basic Organizational Processes      Process Architecture      Proc...
STRONGSTEP - INNOVATION IN SOFTWARE QUALITYEmail: geral@strongstep.ptWeb: www.strongstep.ptTelefone: +351 22 030 15 85Rua ...
[StepTalks2011] CMMI and Agility: implementation in a large organization - Patricia Pires
[StepTalks2011] CMMI and Agility: implementation in a large organization - Patricia Pires
[StepTalks2011] CMMI and Agility: implementation in a large organization - Patricia Pires
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[StepTalks2011] CMMI and Agility: implementation in a large organization - Patricia Pires

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[StepTalks2011] CMMI and Agility: implementation in a large organization - Patricia Pires

  1. 1. www.strongstep.pt/steptalks2011
  2. 2. CMMI and agility:Implementation in a largeorganizationPatrícia Carolina PiresBanco BPI
  3. 3.  BPI@Glance  The IT Department - DSI  And the State-of-the-Art  So we embraced the challenge  With an approach  And a Team  Project strategy  … we have already learnt some lessons …  And the journey towards Quality continues…CMMI and Agility: Implementation in a large organization
  4. 4. BPI@Glance BPI Group Key facts A finantial multi-specialist group focusing on the banking business, with a comprehensive spectrum of finantial services and products for corporate and individual Customers.CMMI and Agility: Implementation in a large organization
  5. 5. BPI@GlanceDistribution Network - Portugal1) Including mortgage shopsCMMI and Agility: Implementation in a large organization
  6. 6. BPI@GlanceDistribution Network - AngolaCMMI and Agility: Implementation in a large organization
  7. 7. The IT Department - DSI  One of the biggest Departments of BPI with over 450 people  Geographically distributed between Oporto (30%) and Lisbon (70%)  ~40% to “change the bank” and ~60% of IT people devoted to “run the bank”  High levels of availability (99,8%), reliability & security  An ingrained culture of insourcing IT is evolving to a model of progressive outsourcing (e.g. infrastructures, telecoms and application development) to achive maximum flexibility  BPI is consistently referred as an IT efficient Bank (McKinsey, European Banking IT Cost Benchmarking Surveys)CMMI and Agility: Implementation in a large organization
  8. 8. And the State-of-the-Art At some point we realized that the IT Department is not a Process oriented organization  Formal and Informal processes  Some variable and non-standard Processes  Different ways of working: people tend to do as they see best  Roles and responsibilities unclear  Lack of skill definitions and not completely aligned with roles  Too many responsibles... Nobody is accountable  Not enough KPIs  Difficulty to measure efficiency and effectiveness  No baseline for comparison of growth End result depends on a few proactive people and not through a coordinated effortCMMI and Agility: Implementation in a large organization
  9. 9. So we embraced the challenge  Define Processes and Controls that enable growing  Processes must be performed collectively  Processes needs to be smoothly integrated across the Organization to function as a complete entity  Get the message across …  Sending the right messages to different audiences, including the sceptical onesCMMI and Agility: Implementation in a large organization
  10. 10. With an aproachA decision was taken to adopt the best practice frameworks andmodels: Focused on continuous and long-term improvement Where processes are also organizational and not only „technicalities‟ Enables the IT Department to keep on the journey to a sustained level of improvement - maturity Doesn‟t say how to – it enables other initiativesCMMI and Agility: Implementation in a large organization
  11. 11. And a TeamA multi-disciplined team approach: Steering Committee  9 top Directors of involved areas: IT, Procurement and Organization Departments  StrongStep Project management: IT and StrongStep Permanent Working Group – Core Team:  8 elements with diversified skills and roles  2 StrongStep consultants And Subject Matter Experts  15 elements from IT elements, with key specialized skills  4 StrongStep consultantsCMMI and Agility: Implementation in a large organization
  12. 12. Project StrategyCMMI and Agility: Implementation in a large organization
  13. 13. We have already learnt some lessonsA risky project …  We have to overcome cultural challenges  Communication is essential  Many people and areas involved: IT, Organization and Procurement  High expectations from IT elements with an eye to future processes  IT does not Stop – work still goes on  Tools , processes and people – leverage requires pragmatism… demands a cautious plan with several ingredients  Expectation and communication management  Know your leaders and opinion makers. Gain involvement and complicity from them  Stick to the Plan! Take small steps, don‟t try to do everything all at once It’s never over – Quality is a committment to life!!CMMI and Agility: Implementation in a large organization
  14. 14. And the journey towards Quality continues CMMI L2 + Basic Organizational Processes  Process Architecture  Process Culture in Place  Process Quality AssuranceCMMI and Agility: Implementation in a large organization
  15. 15. STRONGSTEP - INNOVATION IN SOFTWARE QUALITYEmail: geral@strongstep.ptWeb: www.strongstep.ptTelefone: +351 22 030 15 85Rua Actor Ferreira da Silva, UPTEC4200-298 PortoPortugal

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