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CMMI -SVC Explored - Process Area Overview

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This presentation provides a high-level overview of all 24 process areas of CMMI® for Services.

Published in: Business, Technology
  • great presentation
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  • Hi Murali,

    Thanks for the comment. Acq is currently not my focus area, but I will look at it, based on your suggestion
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  • Hi Rajesh, The entire CMMI Svc constellation is explained in a simpler way for easy understanding.. the correlation is pretty explanatory.. It would be of great help if you let us know about the CMMI Acq constellation in the similar fashion... Thanks a lot for sharing such great helpful knowledge.. !
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CMMI -SVC Explored - Process Area Overview

  1. 1. AlignMentor © Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI® - Services Explored Overview of the Process Areas OR How they hang together 1
  2. 2. 2AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License ® CMMI and CMM are registered trademarks of Carnegie Mellon University © Rajesh Naik, 2013 This work is licensed under a Creative Commons Attribution 3.0 Unported License. This means you are free (1) to copy, distribute, display, and perform the work, (2) to make derivative works, and (3) to make commercial use of the work so long as you give proper attribution to the author and retain the license notice. If you create derivative works using this work, they should also be made available under a similar license. For further information go to http://creativecommons.org/licenses/by/3.0/ For uses outside the scope of the license, contact Rajesh Naik at naik.rajeshnaik@gmail.com
  3. 3. 3AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License  In this presentation we take a high-level (10000 meters or 32808.4 feet) view of all the process areas of CMM® - SVC  For the sake of ease of understanding, a simplified view is presented – and many of the details are missing  The material in this presentation is derived from the document CMMI® for Services, Version 1.3 (CMU/SEI-2010-TR-034)  The viewer should refer to CMMI® for Services, Version 1.3 (CMU/SEI-2010-TR-034), for correct and complete understanding Contents of this Presentation ® CMMI and CMM are registered trademarks of Carnegie Mellon University
  4. 4. 4AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas CMMI® SVC has 24 Process Areas
  5. 5. 5AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas CMMI® SVC has 24 Process Areas Each Process Area can be classified into
  6. 6. 6AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 2 3 4 5 2 3 4 5 CMMI® SVC has 24 Process Areas MaturityLevels(2to5) Each Process Area can be classified into: Maturity Levels AND
  7. 7. 7AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 2 3 4 5 2 3 4 5 CMMI SVC has 24 Process Areas MaturityLevels(2to5) Service Establishment & Delivery Work Management Process Management Support Process Area Categories Process Area Categories (4) Each Process Area can be classified into: Maturity Levels AND Process Area Categories
  8. 8. 8AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Service Establishment & Delivery Work Management Process Management Support 2 3 4 5 2 3 4 5 Process Area Categories MaturityLevels MaturityLevels Listed on the next page are all 24 Process Areas by maturity level and process area category
  9. 9. 9AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Training Organizational Process Definition Organizational Process Focus Organizational Process Performance Work Monitoring and Control Work Planning Requirements Management Supplier Agreement Management Capacity and Availability Management Integrated Work Management Risk Management Service Continuity Quantitative Work Management Service Delivery Incident Resolution and Prevention Service System Development Service System Transition Strategic Service Management Organizational Performance Management Configuration Management Process & Product QA Measurement & Analysis Decision Analysis & Resolution Causal Analysis & Resolution Service Establishment & Delivery Work Management Process Management Support 2 3 4 5 2 3 4 5 Process Area Categories MaturityLevels MaturityLevels 24 Process Areas by maturity level and process area category
  10. 10. 10AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 10 Service Establishment & Delivery Work Management Process Management Support
  11. 11. 11AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 11 Service Establishment & Delivery Work Management Process Management Support Let us understand the process areas and their inter-relationships
  12. 12. 12AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 12 To deliver a new (or modified) service, we develop a service delivery system
  13. 13. 13AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 13 To deliver a new (or modified) service, we develop a service delivery system DEVELOP AND VALIDATE THE SERVICE SYSTEM Collect service system requirements • Identify stakeholders • Collect needs, expectations, constraints • Develop service system requirements Design and implement service system components • Select solutions • Design the system • Develop the components • Integrate the system Verify and validate the components and the system • Plan for V & V of the delivery system • Perform V & V of the delivery system
  14. 14. 14AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 14 To deliver a new (or modified) service, we develop a service delivery system DEVELOP AND VALIDATE THE SERVICE SYSTEM Collect service system requirements • Identify stakeholders • Collect needs, expectations, constraints • Develop service system requirements Design and implement service system components • Select solutions • Design the system • Develop the components • Integrate the system Verify and validate the components and the system • Plan for V & V of the delivery system • Perform V & V of the delivery system Service System Development (SSD)
  15. 15. 15AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 15 Service System Development (SSD)
  16. 16. 16AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 16 Service System Development (SSD) We systematically transition the new (or modified) service system till it goes “live”
  17. 17. 17AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 17 Service System Development (SSD) We systematically transition the new (or modified) service system till it goes “live” DEPLOY THE NEW/ MODIFIED SERVICE SYSTEM Plan and prepare for the transition Deploy the system to the delivery environment • Systematically deploy as per transition plan • Manage the deployment (fine-tuning)
  18. 18. 18AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 18 Service System Development (SSD) We systematically transition the new (or modified) service system till it goes “live” Service System Transition (SST) DEPLOY THE NEW/ MODIFIED SERVICE SYSTEM Plan and prepare for the transition Deploy the system to the delivery environment • Systematically deploy as per transition plan • Manage the deployment (fine-tuning)
  19. 19. 19AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 19 Service System Development (SSD) Service System Transition (SST)
  20. 20. 20AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 20 Service System Development (SSD) Service System Transition (SST) Once the service system goes “live”, we continue to provide the service
  21. 21. 21AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 21 Service System Development (SSD) Service System Transition (SST) Once the service system goes “live”, we continue to provide the service MANAGE SERVICE DELIVERY Establish service agreement Ensure preparation for service delivery Deliver services aligned to agreements
  22. 22. 22AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 22 Service System Development (SSD) Service System Transition (SST) Once the service system goes “live”, we continue to provide the service MANAGE SERVICE DELIVERY Establish service agreement Ensure preparation for service delivery Deliver services aligned to agreements Service Delivery (SD)
  23. 23. 23AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 23 Service System Development (SSD) Service System Transition (SST) Service Delivery (SD)
  24. 24. 24AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 24 Service System Development (SSD) Service System Transition (SST) Service Delivery (SD) In the “live” system we watch out for unwanted problems in delivery, take immediate and long term actions
  25. 25. 25AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 25 Service System Development (SSD) Service System Transition (SST) Service Delivery (SD) RESOLVE AND PREVENT INCIDENTS THAT IMPACT SERVICE DELIVERY Record incidents (events that negatively impact service delivery) Manage immediate corrective actions Reduce occurrence of selected incident types by addressing causes In the “live” system we watch out for unwanted problems in delivery, take immediate and long term actions
  26. 26. 26AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 26 Service System Development (SSD) Service System Transition (SST) Service Delivery (SD) RESOLVE AND PREVENT INCIDENTS THAT IMPACT SERVICE DELIVERY Record incidents (events that negatively impact service delivery) Manage immediate corrective actions Reduce occurrence of selected incident types by addressing causes Incident Resolution & Prevention (IRP) In the “live” system we watch out for unwanted problems in delivery, take immediate and long term actions
  27. 27. 27AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 27 Service System Development (SSD) Service System Transition (SST) Service Delivery (SD) Incident Resolution & Prevention (IRP)
  28. 28. 28AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 28 Service System Development (SSD) Service System Transition (SST) Service Delivery (SD) Incident Resolution & Prevention (IRP) Periodically, we evaluate whether we need to provide more services, discontinue some services or provide services in a different form
  29. 29. 29AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 29 Service System Development (SSD) Service System Transition (SST) Service Delivery (SD) Incident Resolution & Prevention (IRP) Periodically, we evaluate whether we need to provide more services, discontinue some services or provide services in a different form ALIGN SERVICES WITH STRATEGIC NEEDS & PLANS Gather and analyze strategic needs Understand services with respect to strategic needs Define/ modify service catalogue (standard services) Describe the standard services in detail (description, service levels, etc.)
  30. 30. 30AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 30 Service System Development (SSD) Service System Transition (SST) Service Delivery (SD) Incident Resolution & Prevention (IRP) Strategic Service Management (STSM) Periodically, we evaluate whether we need to provide more services, discontinue some services or provide services in a different form ALIGN SERVICES WITH STRATEGIC NEEDS & PLANS Gather and analyze strategic needs Understand services with respect to strategic needs Define/ modify service catalogue (standard services) Describe the standard services in detail (description, service levels, etc.)
  31. 31. 31AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 31 Service System Development (SSD) Service System Transition (SST) Service Delivery (SD) Incident Resolution & Prevention (IRP) Strategic Service Management (STSM) These form the Process Area Category Service Establishment & Delivery
  32. 32. 32AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 32 Service Establishment & Delivery Work Management Process Management Support SSD SST STSM SD IRP
  33. 33. 33AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 33 Requirements and changes to requirements of the service need to be managed
  34. 34. 34AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 34 Requirements and changes to requirements of the service need to be managed MANAGE REQUIRMENTS OF THE SERVICE Understand and commit to the requirements Manage changes to requirements and Maintain alignment Maintain traceability
  35. 35. 35AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 35 Requirements and changes to requirements of the service need to be managed MANAGE REQUIRMENTS OF THE SERVICE Understand and commit to the requirements Manage changes to requirements and Maintain alignment Maintain traceability Requirements Management (REQM)
  36. 36. 36AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 36 Requirements Management (REQM)
  37. 37. 37AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 37 Requirements Management (REQM) Services are planned and monitored
  38. 38. 38AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 38 Requirements Management (REQM) Services are planned and monitored PLAN AND MONITOR THE SERVICE Define delivery strategy, lifecycle, and WBS Estimate resource requirements based on volumes Establish budgets and schedules Plan for skills, resources and stakeholders Obtain commitments to the plan Monitor actual performance Review progress Take corrective actions to keep the service on track
  39. 39. 39AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 39 Requirements Management (REQM) Services are planned and monitored PLAN AND MONITOR THE SERVICE Define delivery strategy, lifecycle, and WBS Estimate resource requirements based on volumes Establish budgets and schedules Plan for skills, resources and stakeholders Obtain commitments to the plan Monitor actual performance Review progress Take corrective actions to keep the service on track Work Planning (WP) Work Monitoring and Control (WMC)
  40. 40. 40AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 40 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC)
  41. 41. 41AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 41 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Suppliers to the service are managed
  42. 42. 42AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 42 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Suppliers to the service are managed MANAGE ACQUISITION OF PRODUCTS AND SERVICES FROM SUPPLIERS Identify and evaluate suppliers Establish supplier agreements Monitor supplier agreements Perform acceptance and integration of the supplied products and services
  43. 43. 43AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 43 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Suppliers to the service are managed MANAGE ACQUISITION OF PRODUCTS AND SERVICES FROM SUPPLIERS Identify and evaluate suppliers Establish supplier agreements Monitor supplier agreements Perform acceptance and integration of the supplied products and services Supplier Agreement Management (SAM)
  44. 44. 44AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 44 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Supplier Agreement Management (SAM)
  45. 45. 45AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 45 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Supplier Agreement Management (SAM) Risks are identified and managed; Service continuity is ensured
  46. 46. 46AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 46 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Supplier Agreement Management (SAM) Risks are identified and managed; Service continuity is ensured MANAGE SERVICE CONTINUITY AND RISKS Identify essential services and related resources Prepare for service continuity Verify and validate continuity plans Prepare for risk management Identify and analyze risks Mitigate risks and prepare contingency plans
  47. 47. 47AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 47 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Supplier Agreement Management (SAM) Risks are identified and managed; Service continuity is ensured MANAGE SERVICE CONTINUITY AND RISKS Identify essential services and related resources Prepare for service continuity Verify and validate continuity plans Prepare for risk management Identify and analyze risks Mitigate risks and prepare contingency plans Risk Management (RSKM) Service Continuity (SCON)
  48. 48. 48AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 48 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Supplier Agreement Management (SAM) Risk Management (RSKM) Service Continuity (SCON)
  49. 49. 49AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 49 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Supplier Agreement Management (SAM) Risk Management (RSKM) Service Continuity (SCON) Resources capacity/ availability is matched with estimated demand to meet service requirements
  50. 50. 50AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 50 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Supplier Agreement Management (SAM) Risk Management (RSKM) Service Continuity (SCON) PLAN AND PROVIDE RESOURCES TO EFFECTIVELY MEET SERVICE REQUIRMENTS Estimate future demand Estimate resources required to satisfy demand Manage capacity and availability to meet resource requirements Resources capacity/ availability is matched with estimated demand to meet service requirements
  51. 51. 51AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 51 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Supplier Agreement Management (SAM) Risk Management (RSKM) Service Continuity (SCON) Resources capacity/ availability is matched with estimated demand to meet service requirements Capacity & Availability Management (CAM) PLAN AND PROVIDE RESOURCES TO EFFECTIVELY MEET SERVICE REQUIRMENTS Estimate future demand Estimate resources required to satisfy demand Manage capacity and availability to meet resource requirements
  52. 52. 52AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 52 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Supplier Agreement Management (SAM) Risk Management (RSKM) Service Continuity (SCON) Capacity & Availability Management (CAM)
  53. 53. 53AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 53 Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Supplier Agreement Management (SAM) Risk Management (RSKM) Service Continuity (SCON) Capacity & Availability Management (CAM) These are part of the Process Area Category Work Management
  54. 54. 54AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 54 Service Establishment & Delivery Work Management Process Management Support SSD SST STSM SD IRP WP WMC RSKM SCON REQM SAM CAM
  55. 55. 55AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 55 MIS, configuration management and quality assurance are established to support service delivery & management
  56. 56. 56AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 56 SET UP AND RUN AN MIS SYSTEM • Identify objectives • Define measures, data capture, validation & storage • Collect, analyze and report measurements MAINTAIN INTEGRITY OF WORK-PRODUCTS • Setup identification, storage and base-lining • Establish baselines • Manage changes to work-products • Verify integrity of baselines ENSURE PROCESS & PRODUCT COMPLIANCE • Evaluate objectively whether people are following the processes that they agreed to follow • Track non-compliances to closure MIS, configuration management and quality assurance are established to support service delivery & management
  57. 57. 57AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 57 Process & Product Quality Assurance (PPQA) Configuration Management (CM) Measurement & Analysis (M & A) SET UP AND RUN AN MIS SYSTEM • Identify objectives • Define measures, data capture, validation & storage • Collect, analyze and report measurements MAINTAIN INTEGRITY OF WORK-PRODUCTS • Setup identification, storage and base-lining • Establish baselines • Manage changes to work-products • Verify integrity of baselines ENSURE PROCESS & PRODUCT COMPLIANCE • Evaluate objectively whether people are following the processes that they agreed to follow • Track non-compliances to closure MIS, configuration management and quality assurance are established to support service delivery & management
  58. 58. 58AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 58 Process & Product Quality Assurance (PPQA) Configuration Management (CM) Measurement & Analysis (M & A)
  59. 59. 59AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 59 Process & Product Quality Assurance (PPQA) Configuration Management (CM) Measurement & Analysis (M & A) Teams take important decisions (technical, managerial) in a systematic manner
  60. 60. 60AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 60 Process & Product Quality Assurance (PPQA) Configuration Management (CM) Measurement & Analysis (M & A) TAKE IMPORTANT DECISIONS IN A SYSTEMATIC MANNER Identify alternatives Identify evaluation criteria Involve all stakeholders Evaluate alternatives based on criteria Document the decision and the rationale Teams take important decisions (technical, managerial) in a systematic manner
  61. 61. 61AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 61 Process & Product Quality Assurance (PPQA) Configuration Management (CM) Measurement & Analysis (M & A) Decision Analysis & Resolution (DAR) TAKE IMPORTANT DECISIONS IN A SYSTEMA MANNER Identify alternatives Identify evaluation criteria Involve all stakeholders Evaluate alternatives based on criteria Document the decision and the rationale Teams take important decisions (technical, managerial) in a systematic manner
  62. 62. 62AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 62 Process & Product Quality Assurance (PPQA) Configuration Management (CM) Measurement & Analysis (M & A) Decision Analysis & Resolution (DAR) These are part of the Process Area Category Support
  63. 63. 63AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 63 Service Establishment & Delivery Work Management Process Management Support WP WMC RSKM SCON REQM SAM CAM SSD SST STSM SD IRP PPQA CM DAR M & A
  64. 64. 64AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 64 In parallel, we set-up organizational standard processes & training, to reduce duplication of effort in each service group
  65. 65. 65AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 65 In parallel, we set-up organizational standard processes & training, to reduce duplication of effort in each service group SET UP ORGANIZATIONAL PROCESS & TRAINING STANDARDS Identify processes to standardize Define and rollout processes in a planned manner Create repository of best practices, lessons learnt Create standards for work environment Create and roll-out standardized training
  66. 66. 66AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 66 In parallel, we set-up organizational standard processes & training, to reduce duplication of effort in each service group SET UP ORGANIZATIONAL PROCESS & TRAINING STANDARDS Identify processes to standardize Define and rollout processes in a planned manner Create repository of best practices, lessons learnt Create standards for work environment Create and roll-out standardized training Organizational Process Focus (OPF) Organizational Training (OT) Organizational Process Definition (OPD)
  67. 67. 67AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 67 Organizational Process Focus (OPF) Organizational Training (OT) Organizational Process Definition (OPD) Once we have the standard processes, all new service groups try to adhere standards, and tailor only where necessary
  68. 68. 68AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Focus (OPF) Organizational Training (OT) Organizational Process Definition (OPD) Once we have the standard processes, all new service groups try to adhere standards, and tailor only where necessary INTERGRATE WORK WITH STANDARDS At Service Design & Re-design • Use standard processes • Use standard work environment • Use standard training • Use standard templates • Tailor only when necessary Plan and monitor projects and services in a consistent manner Use lessons learnt, risks and continuity plans of others Contribute back to the repository for use by others
  69. 69. 69AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 69 Organizational Process Focus (OPF) Organizational Training (OT) Organizational Process Definition (OPD) Once we have the standard processes, all new service groups try to adhere standards, and tailor only where necessary INTERGRATE WORK WITH STANDARDS At Service Design & Re-design • Use standard processes • Use standard work environment • Use standard training • Use standard templates • Tailor only when necessary Plan and monitor projects and services in a consistent manner Use lessons learnt, risks and continuity plans of others Contribute back to the repository for use by others Integrated Work Management (IWM)
  70. 70. 70AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 70 Organizational Process Focus (OPF) Organizational Training (OT) Organizational Process Definition (OPD) Integrated Work Management (IWM) OPF, OPD and OT are part Process Area Category, IWM strengthens Work Management Process Management
  71. 71. 71AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 71 Service Establishment & Delivery Work Management Process Management Support WP WMC RSKM SCON REQM SAM CAM SSD SST STSM SD IRP PPQA CM DAR M & A OPF OPD OT IWM
  72. 72. 72AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License  At this stage, – We have standard processes and common training programs – Service delivery groups use the standard processes (or explicitly tailored versions) – Measures are used to monitor service delivery and projects – Process compliance is ensured – Large scale, obvious process improvements are carried out  The processes are now reasonably stable, and there are measures available to refine and improve these processes in a controlled manner CMMI®-SVC Process Areas 72
  73. 73. 73AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License  To implement Higher Maturity Level processes, we need to: – understand variations in process performance by using the measurement data – control variation in the performance of critical processes / sub- processes – use statistical / quantitative process performance models to predict the overall performance of a service under various what-if scenarios – link process performance and process improvements to higher level business performance and goals – implement small and large improvements in service groups and in the organizational standard processes – supported by quantitative and statistical analysis CMMI®-SVC Process Areas 73
  74. 74. 74AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas We get a statistical and quantitative understanding of the standard processes
  75. 75. 75AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas OBTAIN A STATISTICAL/ QUANTITATIVE UNDERSTANDING OF THE ORGANIZATIONAL PROCESSES What can one expect from each of the organizational processes? (Process Performance Baselines) • What is the expected performance • What is the variability in the performance? What results can we expect if we combine the processes In various ways ? (Process Performance Models) • What are the results that can be expected when the processes are combined? • Can I predict the performance of a service / engagement based statistical models We get a statistical and quantitative understanding of the standard processes
  76. 76. 76AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas We get a statistical and quantitative understanding of the standard processes Organizational Process Performance (OPP) OBTAIN A STATISTICAL/ QUANTITATIVE UNDERSTANDING OF THE ORGANIZATIONAL PROCESSES What can one expect from each of the organizational processes? (Process Performance Baselines) • What is the expected performance • What is the variability in the performance? What results can we expect if we combine the processes In various ways ? (Process Performance Models) • What are the results that can be expected when the processes are combined? • Can I predict the performance of a service / engagement based statistical models
  77. 77. 77AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Performance (OPP)
  78. 78. 78AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Performance (OPP) And we also apply statistical and quantitative management to service delivery
  79. 79. 79AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Performance (OPP) And we also apply statistical and quantitative management to service delivery STATISTICALLY / QUANTITATIVELY MANAGE THE WORK Set out quantitative objectives Assemble the components of work that provide confidence in achieving the objectives, using the • Process Performance Baselines & • Process Performance Models Identify and select critical processes/ sub-processes for intense control Control the processes/ sub-processes using statistical/ quantitative techniques Continuously control, predict and re-assemble to maximize probability of success
  80. 80. 80AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Performance (OPP) And we also apply statistical and quantitative management to service delivery Quantitative Work Management (QWM) STATISTICALLY / QUANTITATIVELY MANAGE THE WORK Set out quantitative objectives Assemble the components of work that provide confidence in achieving the objectives, using the • Process Performance Baselines & • Process Performance Models Identify and select critical processes/ sub-processes for intense control Control the processes/ sub-processes using statistical/ quantitative techniques Continuously control, predict and re-assemble to maximize probability of success
  81. 81. 81AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Performance (OPP) Quantitative Work Management (QWM)
  82. 82. 82AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Performance (OPP) Quantitative Work Management (QWM) We approach organizational process improvement with deep statistical knowledge of our processes
  83. 83. 83AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Performance (OPP) Quantitative Work Management (QWM) We approach organizational process improvement with deep statistical knowledge of our processes DRIVE ORGANIZATIONAL PROCESS IMPROVEMENTS Align Process Performance to Business Goals Identify areas/ processes that can impact business goals Collect, analyze and select incremental and breakthrough improvement proposals Plan and pilot improvements Perform organization-wide deployment In a planned manner Evaluate the actual impact of the actions
  84. 84. 84AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Performance (OPP) Quantitative Work Management (QWM) We approach organizational process improvement with deep statistical knowledge of our processes Organizational Performance Management (OPM) DRIVE ORGANIZATIONAL PROCESS IMPROVEMENTS Align Process Performance to Business Goals Identify areas/ processes that can impact business goals Collect, analyze and select incremental and breakthrough improvement proposals Plan and pilot improvements Perform organization-wide deployment In a planned manner Evaluate the actual impact of the actions
  85. 85. 85AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Performance (OPP) Quantitative Work Management (QWM) Organizational Performance Management (OPM)
  86. 86. 86AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Performance (OPP) Quantitative Work Management (QWM) Organizational Performance Management (OPM) We also improve processes by doing root-cause analysis based on defects, other problems and unexpected superlative performance
  87. 87. 87AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Performance (OPP) Quantitative Work Management (QWM) Organizational Performance Management (OPM) We also improve processes by doing root-cause analysis based on defects, other problems and unexpected superlative performance BASED ON THE UNDERSTANDING OF PROCESS PERFOMANCE Quantitatively/ statistically understand the impact of various problems Identify potential problems to be solved Analyze causes, propose actions Evaluate the potential impact of the proposed actions Implement actions Evaluate the actual impact of the actions
  88. 88. 88AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Performance (OPP) Quantitative Work Management (QWM) Organizational Performance Management (OPM) We also improve processes by doing root-cause analysis based on defects, other problems and unexpected superlative performance BASED ON THE UNDERSTANDING OF PROCESS PERFOMANCE Quantitatively/ statistically understand the impact of various problems Identify potential problems to be solved Analyze causes, propose actions Evaluate the potential impact of the proposed actions Implement actions Evaluate the actual impact of the actions Causal Analysis & Resolution (CAR)
  89. 89. 89AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas Organizational Process Performance (OPP) Quantitative Work Management (QWM) Organizational Performance Management (OPM) Causal Analysis & Resolution (CAR) We have now set up processes areas across three process categories High-Maturity
  90. 90. 90AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License CMMI®-SVC Process Areas 90 Service Establishment & Delivery Work Management Process Management Support WP WMC RSKM SCON REQM SAM CAM SSD SST STSM SD IRP PPQA CM DAR M & A OPF OPD OT IWM CAR QWM OPM OPP HighMaturity
  91. 91. 91AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License Generic Goals and Practices GP 2.1 GP 2.2 GP 2.3 GP 2.4 GP 2.5 GP 2.6 GP 2.7 GP 2.8 GP 2.9 GP 2.10 Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Control Work Products Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher Level Management Generic Practices GP 3.1 GP 3.2 Establish a Defined Process Collect Process Related Experiences
  92. 92. 92AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License  Summary – There are 24 Process Areas (PAs) in CMMI® - SVC – The 24 PAs can be classified into 4 Maturity Levels and 4 Process Area Categories – The 24 Process Areas are tightly linked – Process Areas of higher maturity levels (ML 4 and 5) require a solid foundation of lower maturity level PAs CMMI®-SVC Process Areas
  93. 93. 93AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License  RELATED Presentations – CMMI® Explored – Concept of Maturity – CMMI® Explored – HM’s Fourteen: Essential Beliefs for Effective High Maturity Implementation
  94. 94. 94AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License ® CMMI and CMM are registered trademarks of Carnegie Mellon University © Rajesh Naik, 2013 This work is licensed under a Creative Commons Attribution 3.0 Unported License. This means you are free (1) to copy, distribute, display, and perform the work, (2) to make derivative works, and (3) to make commercial use of the work so long as you give proper attribution to the author and retain the license notice. If you create derivative works using this work, they should also be made available under a similar license. For further information go to http://creativecommons.org/licenses/by/3.0/ For uses outside the scope of the license, contact Rajesh Naik at naik.rajeshnaik@gmail.com
  95. 95. 95AlignMentor© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License Thank You! Rajesh Naik AlignMentor Email naik.rajeshnaik@gmail.com Mobile +91 9845488767 Blog http://alignmentor.com Website www.rajeshnaik.com Also, have a look at the latest “business novel”: Aligning Ferret: How an Organization Meets Extraordinary Challenges By Swapna Kishore & Rajesh Naik Available at Amazon http://www.amazon.com/dp/B00CZA94XC

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