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Renovating in CMMI for Services 2 - Challenges and benefits
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  • 1. Renovating in CMMI for Services 2 - Challenges and benefits Amsterdam, 15th of November 2013 Pedro Castro Henriques, Margarida Gonçalves; Bruno Sousa Martins; Innovation in Software Quality
  • 2. Agenda 1. 2. 3. 4. 5. Introduction Needs Benefits Challenges Conclusions 1
  • 3. Part I INTRODUCTION 2
  • 4. Presentation Goals – learner outcomes • Why and when to revaluate/renovate a CMMI for Services level 2 companies • The challenges associated with renovating … culturally … • The benefits of renovating CMMI for Services in a level 2 organization • Lessons Learned from renovating 3
  • 5. 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 Projects portfolio: • Process improvement with CMMI DEV L2, L3, L5, CMMI SRV, TSP/PSP, combining agile/CMMI, Six Sigma, NP4457, Kanban, Scrum, ITIL, PMBOK, ISTQB, RUP Strongstep Reference Institutions Enterprises 4
  • 6. About AMBISIG is a technological company that respects the highest market demands We focus on high quality on our processes obtained a set of certifications: That allowed us to be qualified as suppliers 5
  • 7. About Innovatio n 6
  • 8. Multimodel + A multi-model process improvement approach can bring large benefits to an organization that produces software products and services and wants to be innovative. •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. 7
  • 9. Ambisig continuous evolution History 2008 1S DEV SRV 2009 2S 1S 2010 2S 1S CMMI DEV 3 2011 2S 1S CMMI DEV 5 …. CMMI SRV 2 2012 2S 2013 1S 2S Revaluate? CMMI SRV 2 …. NP 4457 RD&I Milestones Planning and project monitoring Change Management 8
  • 10. To do it or not to do it? 9
  • 11. Context Multimodel CMMI DEV5 + SRV2 company A company with multi-model process improvement approach, that produces software products and services and wants to be innovative. This presentation illustrates the decision about revaluating/renovating the company in CMMI for services level 2: • CMMI-SVC (ML2) worked as a catalyst for a service culture. • Why? 10
  • 12. What benefits we had previously with CMMI 2 for Services? The company started to value more the services (and service department): • Structured services helped measuring and raising client “loyalty” • Efficiency of services was made clear, with higher profit Services area/department • Their customers now recognizes in a easier way the added value of services by watching the service reports • Services are more clear and accountable - services are not provided for free “without realizing” – like before • More sources of income (new billable services have arisen, example: training, coaching) • Service mentality – service in contrast with project has a possibility of a steady and continuous income • Service culture improved: company, the service department, the relation with clients … as well as the income/profit 11
  • 13. Part II NEED TO RENOVATE CMMI SRV 2 - WHY? 13
  • 14. Why to reavaluate? (in CMMI for 2 Services) Did organization “continue their work” after being “certified”? Did they just drop all the practices? Were real benefits from last time? yes we need, yes we want? 14
  • 15. Why to reavaluate? (in CMMI for 2 Services) • By reavaluating, we find gaps • Gaps and needs was to continuously collect new ideas from people in the organization (Scampi, interviewed people, documentation), filter them and to generate competitive innovations Services Innovation idea Ideas  ? Innovation with What? Process Tools Organization To not go behind We have to continuously Improve To not loose the “certification” Found on non-compliance, weakness, improvement sugestionss 15
  • 16. Why not reavaluate? (in CMMI for 2 Services) • It takes: – Time (company members time) – Money (consultant + auditor) – Effort (Psychological & physical)  – Internal Costs – Team Focus • By revaluating, we find gaps  Gaps: • Process • Tools • People implementation, training, etc. • Finding weakness, improvement suggestions • Then we have to correct the weakeness, • Consider doing improvement suggestions … 16
  • 17. Who decided to revaluate? • Focused ambitious Sponsor – with a tide schedule 17
  • 18. Who managed the work internally? • Overworking project manager• “Do we really have to do it?” 18
  • 19. Who “did the work”? • Quality team and services team • example: internal audits were reinforced before Scampi A • Scampi team members, had a long work week • Everyone still needed to do “their own normal daily job” 19
  • 20. Part III BENEFITS 20
  • 21. Advantages for using CMMI SRV The implementation of processes that are related to maintenance or “very small” projects where a service philosophy applies better. Services follow clear work instructions (and not a project management methodology). The 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. 21
  • 22. Advantages for using CMMI SRV 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 22
  • 23. 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 loyalty 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 -> since “certification” a new service line as arise “Consulting” 23
  • 24. Parte V CONCLUSIONS 24
  • 25. Lessons Learned • What went well Team • Sponsoring from both sides • Team from Ambisig that was allocated to the project: motivated and proactive • Backups of both teams (examples: Leave of a team member for health reasons from each organization) SCAMPI Team • Team motivated and proactive • Experienced auditor Management and project follow up • Well identified action from both sides (Ambisig & Strongstep) 25
  • 26. Lessons Learned Challenges: Continuity of the system • The system in general must not stop. Example incomplete reports Duration of the project • There was a strong effort to review some of the processes and evidences taking in account SCAMPI A Preparation for Scampi • Review of evidences with more time in advance 26
  • 27. Keeping “services running” Moving frontwards is the best way not to move backwards … ensure we keep the best practices 27
  • 28. Conclusions • Benefits having/renovating Services : • Keeping Services more clear and accountable • Take chance to find More sources of income (new services arise during the last three years) • Customer clients recognizes easier the added value of services • The company values 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 28
  • 29. General Conclusions • 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) 29
  • 30. Conclusions Create new services and outsourcing department Increase SLA and OLA indicators Access to new clients and markets International recognition 30
  • 31. Some of Strongstep references from Portugal, USA, India and Angola 31
  • 32. Contact Strongstep - Innovation in software quality Web: www.strongstep.pt Pedro Castro Henriques: pedroch@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 32