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Presented by: Alain Charpentier Why BI needs CMMI-5
Table of content ,[object Object],[object Object],[object Object],[object Object],[object Object]
Introduction ,[object Object],[object Object],[object Object],[object Object],[object Object]
Basic Process Thinking
Basic Process Thinking ,[object Object],[object Object],10 tomatoes 1 bottle
Basic Process Thinking (cont's) ,[object Object],[object Object],? tomatoes 1 bottle
Complex Process = Small batch ,[object Object],[object Object],[object Object],* George and Wilson (2004),Conquering Complexity in Your Business,McGraw Hill
Impact of many variables ,[object Object],[object Object],* Sterman, John D. (2000).  Business Dynamics . McGraw Hill.
The need for feedback ,[object Object],[object Object],* Sterman, John D. (2000).  Business Dynamics . McGraw Hill.  Input Output
Controlling Complex Process ,[object Object],[object Object],[object Object],[object Object],[object Object],Input control Customer feedback Process feedback
Basic of BI development
Basic BI development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],ETL
Other BI differences ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Process Thinking applied to BI development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Data flow Data backplane
Basic of CMMI
History of  CMMI ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Structure of CMMI ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],CMMI product team,  CMMI for Development (CMMI-DEV), Version 1.2,  Carnegie Mellon Univ., Aug. 2006.
CMMI Two representations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],CMMI product team,  CMMI for Development (CMMI-DEV), Version 1.2,  Carnegie Mellon Univ., Aug. 2006.
CMMI Maturity level Level 1 Initial Level 2 Managed Level 3 Defined Level 4 Quantitatively  Managed Level 5 Optimized Process unpredictable, poorly controlled, and reactive Process characterized for project and is often reactive Process characterized for the organisation and is proactive Process measured and managed Focus on continuous process improvement
CMMI Maturity level - 5 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why BI needs CMMI-5
Why BI need CMMI-5 ,[object Object],[object Object],[object Object]
How hard is CMMI-5 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Examples of "objective evidence" ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Consolidating CMMI-5 evidences ,[object Object],[object Object],[object Object],[object Object],[object Object],CMMI or Agile : Why Not Embrace Both: H. Glazer, J. Dalton, D. Anderson, M. Konrad et S. Shrum
How to achieve BI CMMI-5 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Scrum and CMMI Level 5 : The Magic Potion for Code Warriors: Jeff Sutherland, Carsten Ruseng Jakobsen , Kent Johnson, Agile 2005
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Why BI needs CMMI-5

  • 1. Presented by: Alain Charpentier Why BI needs CMMI-5
  • 2.
  • 3.
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  • 7.
  • 8.
  • 9.
  • 10.
  • 11. Basic of BI development
  • 12.
  • 13.
  • 14.
  • 16.
  • 17.
  • 18.
  • 19. CMMI Maturity level Level 1 Initial Level 2 Managed Level 3 Defined Level 4 Quantitatively Managed Level 5 Optimized Process unpredictable, poorly controlled, and reactive Process characterized for project and is often reactive Process characterized for the organisation and is proactive Process measured and managed Focus on continuous process improvement
  • 20.
  • 21. Why BI needs CMMI-5
  • 22.
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Editor's Notes

  1. Gerd Vi vil konsentrere oss om hovedpunktene, ikke detaljer!!!! Vi vil ikke snakke om rollefordeling
  2. Gerd Vi vil konsentrere oss om hovedpunktene, ikke detaljer!!!! Vi vil ikke snakke om rollefordeling