A Multi-Model Case Study: High Maturity in Development +  Services, Together with the Innovation Model (NP4457)Madrid, 5th...
Agenda1.   Introduction2.   Needs3.   Benefits4.   Challenges5.   Conclusions                    1
About Strongstep•    Strongstep is a company specialized in     software engineering that contributes to the     improveme...
ABOUT AMBISIGAMBISIG is a technological company that respects the highest market demands resorting to Innovation.In its op...
Part IINTRODUCTION               4
Presentation Goals – leaner outcomes • Where and how to combine CMMI for Development and CMMI for Services best practices ...
Multimodel DEV5 + SRV2 + RDIA multi-model process improvement approach can bring large benefits to anorganization that pro...
CMMI DEV5 Context  Process Performance Objectives      •   Define desired performance based on                            ...
Services Context • The CMMI for Services constellation brings   • a new dimension of best practices in service management ...
The Innovation ContextModel (NP 4457) - Types of Innovation• Product (and services)                       • Marketing • Ta...
The Innovation ContextModel (NP 4457) - Types of Innovation• Organization                                  • Process • Imp...
The NP 4457 model and PP and PMC • Both NP 4457 and CMMI deal with innovation projects that have to be planned and monitor...
The NP 4457 model and OPP • NP 4457 is a more broad model in terms of knowledge covering also the market innovation • The ...
Part IINEEDS          13
Quality Service Needs • Gap that was missing in process oriented organizations with maturity in development:   • for some ...
Innovation Needs  • Another gap or need was to continuously collect new ideas from people in the  organization, filter the...
AMBISIG Case Study •   About AMBISIG •   Information Systems Company based in Portugal •   CMMI Development - Level 5 with...
Ambisig continuous evolution History                2008         2009             2010             2011        2012       ...
Case Study – Multimodel (DEV5+SRV2+RDI) Processes that we defined: • Work Management process (for services and projects) •...
Case Study - Service ManagementService Delivery (SD):setting up agreements, taking care of service requests, and operating...
Case Study – Idea Management                               20
RD&I how does this fit withCMMI development and CMMI services?                                      Inovative        Ideas...
RDI results                             Levels of evaluation                                                             E...
Part IIIBENEFITS           23
Advantages for using CMMI serv The implementation of processes that are related to maintenance or “very small” projects wh...
Advantages for using CMMI serv -The importance of a systematic feedback from the services to the development teams provide...
Advantages to the client- Services are a continuous source of income (example contract for maintenance)• a Project has a f...
Part IVCHALLENGES             27
Challenges of Multimodel useDEV5 + SRV2 + RDI • Manage the risk level of both model implementations • Integrate the new mo...
Success Factors • Organization strong process framework, definition and culture • Detailed planning and very strict follow...
Parte VCONCLUSIONS              30
Conclusions forof this multimodel combination Users of CMMI dev … by using CMMI serv: Companies that already have processe...
Conclusions • Benefits adding Services :   • Services became more clear and accountable   • More sources of income (new se...
Results • CMMI brought improvements on the cost, schedule and quality areas • NP 4457 introduced a process to search and i...
Advantages this Multimodel approach • Time and effort spent in multimodel implementation is smaller if made gradually on d...
Conclusions • It is highly recommended that your organization moves into multimodel implementation approach, if you have t...
Some of Strongstep referencesfrom Portugal, USA, India and Angola                                       36
Contact  Strongstep - Innovation in software quality  Web: www.strongstep.pt  Pedro Castro Henriques: pedroch@strongstep.p...
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[SEPG Europe 2012] A Multi-Model Case Study: High Maturity in Development + Services, Together with the Innovation Model (NP4457)

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A Multi-Model Case Study: High Maturity in Development + Services, Together with the Innovation Model (NP4457)

SEPG Europe 2012

5 June 2012

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[SEPG Europe 2012] A Multi-Model Case Study: High Maturity in Development + Services, Together with the Innovation Model (NP4457)

  1. 1. A Multi-Model Case Study: High Maturity in Development + Services, Together with the Innovation Model (NP4457)Madrid, 5th of June 2012Pedro Castro Henriques (Strongstep), Margarida Gonçalves (Strongstep); Silvia Rodrigues (Ambisig) Innovation in Software Quality
  2. 2. Agenda1. Introduction2. Needs3. Benefits4. Challenges5. Conclusions 1
  3. 3. About Strongstep• Strongstep is a company specialized in software engineering that contributes to the improvement of software quality in Portugal and in the world Universities• We want to induce a positive change in organizations. This will represent a step with a strong, sustainable and innovative way - a strong step Strongstep• Projects portfolio: Reference Enterprises Institutions • Process improvement with CMMI DEV L2, L3, L5, CMMI SRV, TSP/PSP, combining agile/CMMI, Six Sigma, NP4457, Kanban, Scrum, ITIL, PMBOK, ISTQB, RUP 2
  4. 4. ABOUT AMBISIGAMBISIG is a technological company that respects the highest market demands resorting to Innovation.In its operation areas like the Geographic Information Systems, Engineering Systems, Quality, Consultancy, InformationTechnologies, customized software Development and Outsourcing answers the business needs of the clients and ensurestheir visibility strategies and sustainability in the market. We focus on high quality on our processes obtained a set of certifications and uncommon accreditations that encompass:• CMMI DEV 5 – CMMI for Development Level 5 • ISO/IEC 20000 – Information Technology Services• CMMI SVC 2 – CMMI for Services Level 2 • ISO 9001 – Quality• NP 4457 – Research, Development and Innovation • ISO 14001 – Environment • ISO/IEC 27001 – Information SecurityBy choosing innovation as the success critical factor in the development of its supply offer, AMBISIG is pioneer in theprovision of solutions for the transport infrastructure management with the development of products like RoadVision(Road Infrastructure Management), RailVision (Railway Infrastructure Management) and APMS – Airport PavementManagement System), as well as a Geoportal product, a very competitive solution in terms of GIS.Within the quality area has developed the QI solution (Quality Intranet) that has also innovated how to manage/sense andmaximize the organizations in the implementation of Quality Management Systems through its transformation into asupport system to the continuous operation and monitoring of the certified operations. 3
  5. 5. Part IINTRODUCTION 4
  6. 6. Presentation Goals – leaner outcomes • Where and how to combine CMMI for Development and CMMI for Services best practices with an innovation model (NP4457) . • The benefits of having CMMI for Services in a organization which has high maturity in Development part • The challenges associated with mixing a development culture and a services culture, while keeping transversal innovation mechanisms. 5
  7. 7. Multimodel DEV5 + SRV2 + RDIA multi-model process improvement approach can bring large benefits to anorganization that produces software products and services and wants to beinnovative.This presentation illustrates this idea by bringing together three specific models:• The CMMI-DEV constellation (ML5) brings new ways for organizations to quantitatively manage their processes and quality performance goals, projects, and innovation.• CMMI-SVC (ML2) works as a catalyst for a service culture.• The Innovation Norm (NP 4457) helps establish a RDI (Research Development and Innovation) management system across the organization for continuous innovation. 6
  8. 8. CMMI DEV5 Context Process Performance Objectives • Define desired performance based on Business objectives Process Performance Baselines • Measure current performance Sub Process • Select sub-processes that help to Alternatives achieve the objectives Process • Predict performance and outcomes Perform. Models Sub Process Control • Control sub-processes critical to achieving the objectives Causal Analysis • Investigate anomalies found in analyses 7
  9. 9. Services Context • The CMMI for Services constellation brings • a new dimension of best practices in service management that complement the software development life cycle • works as a catalyzer for a service culture in traditionally development oriented companies • Some synergies and challenges will be addressed on the way the development and services worlds can together create value 8
  10. 10. The Innovation ContextModel (NP 4457) - Types of Innovation• Product (and services) • Marketing • Taking to the market new or significantly • Implementation of new marketing improved products or services methodologies involving significant improvements on design, product, • Includes significant technical changes, packaging, pricing, distribution or components, materials, software or user promotion. interfaces • Improvements implementation with the • Service innovation may include objective of increasing sales, improve improvements on how the service is market satisfaction or open new provided, new functionalities or new markets. services 9
  11. 11. The Innovation ContextModel (NP 4457) - Types of Innovation• Organization • Process • Implementation of new business • Implementation of new or significantly methods, work planning or external improved processes. They can be relationships construction, logistics or distribution. • Implementation of new methods to organize • This activity also includes the development routine activities or work development of new or significantly improved activities to support the processes • Implementation of new methods to (e.g.IT systems, accounting systems) distribute responsibilities and decision taking • Implementation of new concepts of relating with other organizations, new ways of collaborating or relating with suppliers 10
  12. 12. The NP 4457 model and PP and PMC • Both NP 4457 and CMMI deal with innovation projects that have to be planned and monitored through its lifecycle • Both models require previous analysis to classify a project as an innovation one • Planning should consider the project innovation objectives and return expected results (ROI) • Innovation projects should include information about the expected improvement as well as the verification and validation method for the innovation expected • Knowledge should be spread and shared across the organization 11
  13. 13. The NP 4457 model and OPP • NP 4457 is a more broad model in terms of knowledge covering also the market innovation • The OPP practice in CMMI requires a quantitative approach which is not required in NP 4457 • Both models have assessment methods based on interviews and artifacts evaluation (objective evidence) • OPP is internationally adopted through the implementation of CMMI while NP 4457 is a Portuguese model based on the Oslo Innovation Manual 12
  14. 14. Part IINEEDS 13
  15. 15. Quality Service Needs • Gap that was missing in process oriented organizations with maturity in development: • for some type of activities that intrinsically are continuous and involve less engineering 14
  16. 16. Innovation Needs • Another gap or need was to continuously collect new ideas from people in the organization, filter them and to generate competitive innovations Ideas Innovation idea ? 15
  17. 17. AMBISIG Case Study • About AMBISIG • Information Systems Company based in Portugal • CMMI Development - Level 5 with a strong quality culture • About 60 persons with mostly engineering background • International clients • They develop solutions mostly for central government, regional and public organizations • Their clients are demanding more and more for levels of service and SLA’s • Always looking for new ways to improve the way they work • Also looking for new ways to find profit and new sources of income 16
  18. 18. Ambisig continuous evolution History 2008 2009 2010 2011 2012 1S 2S 1S 2S 1S 2S 1S 2S DEV CMMI DEV 3 CMMI DEV 5 …. SRV CMMI SRV 2 …. RD&I NP 4457 Milestones Planning and project monitoring Change Management 17
  19. 19. Case Study – Multimodel (DEV5+SRV2+RDI) Processes that we defined: • Work Management process (for services and projects) • Requirement Management process(for services and projects) • Service establishment process – in order to setup new services in the company • Service delivery process - ex: receive a request; check it’s in the catalog of services, solve the request • Ideas Management (NP4457) • Innovation Management (NP4457) • Apart from … traditional – quality control, metrics, configuration management with some adaptations • Lessons learned • Separate project management and service management processes – its easier • Innovation processes are independent of the nature of work, but usualy start as an innovation project. 18
  20. 20. Case Study - Service ManagementService Delivery (SD):setting up agreements, taking care of service requests, and operating the service systemIncident Resolution and Prevention (IRP):handling what goes wrong—and preventing it from going wrong ahead of time if you can 19
  21. 21. Case Study – Idea Management 20
  22. 22. RD&I how does this fit withCMMI development and CMMI services? Inovative Ideas Inovation Inovative 21
  23. 23. RDI results Levels of evaluation Evaluate RD&I resultsResults RDI • Finantial results;Innovation process • Competitive advantages; in Project/Services • Benefits achieved in Process •Patents, brands, copyright… in Marketing RDI goals in Organizational level RDI projects Ideas Individual RDI project 22
  24. 24. Part IIIBENEFITS 23
  25. 25. Advantages for using CMMI serv The implementation of processes that are related to maintenance or “very small” projects where a service philosophy applies better Services must now follow clear work instructions (and not a project management methodology) -The creation of a culture of service where the solutions that are built are intended for customers with expectations and needs in terms of service levels This internal awareness provides a better focus on the usability aspects and nonfunctional requirements 24
  26. 26. Advantages for using CMMI serv -The importance of a systematic feedback from the services to the development teams provide insight about the utilization and errors in place (incident, problem and service level management, measurement and analysis) “Customers want more attention, more appreciation and more recognition when making their purchases with you, not less. Customer service quality is simply essential. Now we have a more clear continuous improvement of our services”, Vasco Ferreira – CEO Ambisig 25
  27. 27. Advantages to the client- Services are a continuous source of income (example contract for maintenance)• a Project has a finishing date and a total cost• services have “no end date”-To keep clients fidelity the service has to be well structured • the more efficient the bigger profit you have = With Services area more structured -> revenue is higher and more constant 26
  28. 28. Part IVCHALLENGES 27
  29. 29. Challenges of Multimodel useDEV5 + SRV2 + RDI • Manage the risk level of both model implementations • Integrate the new models with the existing ones in the organization • Manage models that cover different areas of the organization • Distinguish between small improvement and innovation • Integrate the NP 4457 and CMMI with the existing Ambisig’s quality models 28
  30. 30. Success Factors • Organization strong process framework, definition and culture • Detailed planning and very strict follow-up • Strong change management process • Strong sponsorship and organization involvement • Tools integration and development in order to fulfill the existing models • Starting point of current processes and development from there • External contribution, overall expertise, dedication and apolitical 29
  31. 31. Parte VCONCLUSIONS 30
  32. 32. Conclusions forof this multimodel combination Users of CMMI dev … by using CMMI serv: Companies that already have processes in place in line with CMMI for Development have the cost for this new direction greatly reduced - specially for CMMI SRV ML2 Adding NP4457 innovation model allows us to go to a new level services and products innovation – allowing the company to reinvent it self in order to survive and compete in turbulent times, always knowing their RD&I ROI 31
  33. 33. Conclusions • Benefits adding Services : • Services became more clear and accountable • More sources of income (new services arise) • Customer recognizes easier the added value of services • The company started to value more services itself, structuring then to help keeping client “fidelity” • The more efficient services, the higher is the profit • Service culture can improve: company, the service department, the relation with clients … as well as the income/profit • Benefits from adding Innovation models: • Continuous Innovation is the final throttle to speed up innovation – Guaranty continuous innovation Independently of where you are in the organization … – … one of the most important thing is to build a cultural of organization wide focused on innovation ($) 32
  34. 34. Results • CMMI brought improvements on the cost, schedule and quality areas • NP 4457 introduced a process to search and introduce innovation – all across the organization • The implementation of multimodel improved knowledge share in the organization – and growth in maturity/capacity • The tools have been improved and brought improvements on the productivity of the organization 33
  35. 35. Advantages this Multimodel approach • Time and effort spent in multimodel implementation is smaller if made gradually on different areas • Less disruptive moments in the organization giving more time for consolidation • OPP features of level 5 reinforce with processes for continuously generating new ideas and innovation (RD&I) • Innovative approach to organization’s change initiatives 34
  36. 36. Conclusions • It is highly recommended that your organization moves into multimodel implementation approach, if you have the needed resources have to be taken into account on taking this decision. • The NP 4457 promotes the innovation in a result oriented way – allowing improvement in both services and development • The implementation of these models makes innovation better and deeply treated by using a ideas and innovation management processes • The effort spent by both Ambisig and Strongstep is now paying off both internally and externally – new projects, more revenue and helping internationalization (Example: European Space Agency) • Ambisig moved deeper in the process improvement road with CMMI level 5 for development and CMMI level 2 for services, with a new vision on innovative process implementation (NP4457). 35
  37. 37. Some of Strongstep referencesfrom Portugal, USA, India and Angola 36
  38. 38. Contact Strongstep - Innovation in software quality Web: www.strongstep.pt Pedro Castro Henriques: pedroch@strongstep.pt Margarida Gonçalves: margarida.goncalves@strongstep.pt Mobile: + 351 91 952 44 50 Telefone: + 351 22 030 15 85 AMBISIG, SA Web: www.ambisig.pt Silvia Rodrigues: srodrigues@ambisig.pt Mobile: +351919242067 Phone: +351213920950 37

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