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CMMi for Services lecture


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Because of my role as Lector Directing ICT sources and services at Hanze University Groningen I have developed a lecture about the CMMi for services quality improvement philosophy. This will help to improve the quality of your ICT service and the competences of you professionals. Special in cases of sourcing projects.

Published in: Business, Technology

CMMi for Services lecture

  1. 1. ITSM College CMMI for Services Basics and explanation
  2. 2. Agenda <ul><li>What is CMMI </li></ul><ul><li>CMMI for Services proces areas </li></ul><ul><li>CMMi for Services goals </li></ul>
  3. 3. What is CMMI? <ul><li>CMMI = Capability Maturity Model Integrated </li></ul><ul><li>A maturity model for process improvement </li></ul><ul><li>Structure: </li></ul><ul><ul><li>Maturity levels </li></ul></ul><ul><ul><li>Process areas </li></ul></ul><ul><ul><li>Goals </li></ul></ul><ul><ul><li>Practices </li></ul></ul><ul><li>Contains process areas for: </li></ul><ul><ul><li>Project management </li></ul></ul><ul><ul><li>Process management </li></ul></ul><ul><ul><li>Support </li></ul></ul><ul><ul><li>Discipline-specific process areas </li></ul></ul>
  4. 4. Coverage CMMI in relation to other models Operations Structure Strategy Service Directing Business Six Sigma CMMi ITIL V3 ITIL V2 ITIL V3 & ASL ASL BISL Cobit
  5. 5. CMMI Constellations CMMI Services CMMI-SVC provides guidance for delivering services within organizations and to external customers CMMI Acquistion CMMI-ACQ provides guidance for enabling informed and decisive acquisition leadership CMMI-DEV provides guidance for measuring, monitoring and managing development processes CMMI Development 16 Foundational Process Areas, common to all
  6. 6. CMMI Process areas for Development and Services <ul><li>Process Management </li></ul><ul><li>(3) Organizational Process Definition (OPD) </li></ul><ul><li>(3) Organizational Process Focus (OPF) </li></ul><ul><li>(3) Organizational Service Management (OSM) </li></ul><ul><li>(3) Organizational Training (OT) </li></ul><ul><li>(4) Organizational Process Performance (OPP) </li></ul><ul><li>(5) Organizational Innovation and Deployment (OID) </li></ul><ul><li>Support </li></ul><ul><li>(2) Configuration Management (CM) </li></ul><ul><li>(2) Measurement and Analysis (MA) </li></ul><ul><li>(2) Process and Product Quality Assurance (PPQA) </li></ul><ul><li>(3) Decision Analysis and Resolution (DAR) </li></ul><ul><li>(3) Problem Management (PRM) </li></ul><ul><li>(5) Causal Analysis and Resolution (CAR) </li></ul><ul><li>Service Establishment and Delivery </li></ul><ul><li>(2) Incident and Request Management (IRM) </li></ul><ul><li>(3) Service Delivery (SD) </li></ul><ul><li>(3) Service System Development (SSD) </li></ul><ul><li>(3) Service Transition (ST) </li></ul><ul><li>Project Management </li></ul><ul><li>(2) Project Monitoring and Control (PMC) </li></ul><ul><li>(2) Project Planning (PP) </li></ul><ul><li>(2) Supplier Agreement Management (SAM) </li></ul><ul><li>(3) Capacity and Availability Management (CAM) </li></ul><ul><li>(3) Integrated Project Management (IPM) </li></ul><ul><li>(3) Risk Management (RSKM) </li></ul><ul><li>(3) Service Continuity Management (SCON) </li></ul><ul><li>(4) Quantitative Project Management (QPM) </li></ul><ul><li>Engineering </li></ul><ul><li>(2) Requirements Management (REQM) </li></ul><ul><li>(3) Requirements Development (RD) </li></ul><ul><li>(3) Product Integration (PI) </li></ul><ul><li>(3) Technical Solution (TS) </li></ul><ul><li>(3) Validation (VAL) </li></ul><ul><li>(3) Verification (VER) </li></ul>
  7. 7. CMMI Process areas Maturity Level Practices Process- areas contain contain goals have
  8. 8. CMMI Process areas <ul><li>Goals (required) </li></ul><ul><ul><li>Needed to implement a process area </li></ul></ul><ul><ul><li>Specific (Specific Goals) </li></ul></ul><ul><ul><ul><li>Eg: Incidents and requests are identified and managed (SG2 IRM) </li></ul></ul></ul><ul><ul><li>Generic (Generic Goals) </li></ul></ul><ul><ul><ul><li>GG1: Achieve specific goals </li></ul></ul></ul><ul><ul><ul><li>GG2: Institutionalize a managed process </li></ul></ul></ul><ul><ul><ul><li>GG3: Institutionalize a defined process </li></ul></ul></ul><ul><ul><ul><ul><li>Note also that GG3 for the level two process areas are as an organization if you want to get level three, outside the scope of this assessment, but does take action! </li></ul></ul></ul></ul><ul><ul><ul><li>GG4: Institutionalize a quantitatively managed process </li></ul></ul></ul><ul><ul><ul><li>GG5: Institutionalize an optimizing process </li></ul></ul></ul><ul><li>Practices (expected) </li></ul><ul><ul><li>Help in achieving the goals </li></ul></ul><ul><ul><li>Specific for a process area (Specific Practice) </li></ul></ul><ul><ul><ul><li>Eg: Monitor the resolution of incidents and requests (SP2.3 IRM) </li></ul></ul></ul><ul><ul><li>Generic (Generic Practice) </li></ul></ul><ul><ul><ul><li>Eg: Identify and involve the relevant stakeholders of the process as planned (GP2.7 IRM) </li></ul></ul></ul>
  9. 9. What is CMMI for Services? <ul><li>CMMI for Services is a CMMI constellation that covers the activities required to manage, establish, and deliver services. As defined in the CMMI context, a service is simply an intangible, non-storable product </li></ul><ul><li>CMMI for Services has been developed to be compatible with this broad definition, and its goals and practices are therefore potentially relevant to any organization concerned with the delivery of services, including enterprises in sectors such as defense, information technology, health care, finance, and transportation </li></ul><ul><li>Referenced frameworks and standards: ITIL, ISO20000, IT Service CMM, and COBIT </li></ul>
  10. 10. Why a CMMI for Services? <ul><li>We are living in a ‘Service society’ </li></ul><ul><ul><li>Over half of the US DoD budget is service-oriented </li></ul></ul><ul><ul><li>A growing portion (~80%) of the US economy is in services </li></ul></ul><ul><li>Legislation such as Sarbanes-Oxley (SOX) </li></ul><ul><li>There is a growing emphasis on quality </li></ul><ul><ul><li>Customer discontentment has grown due to disappointments in outsourcing (where the emphasis was cost cutting). </li></ul></ul>
  11. 11. CMMI levels applied to services <ul><li>Mature service management prioritizes its improvements into 5 levels : </li></ul><ul><li>1. As-is services, not a professional approach </li></ul><ul><li>2. Basic service management and support discipline </li></ul><ul><li>3. Organizational consistency of level 2-3 practices, including service delivery, and advanced management practices </li></ul><ul><li>4. Quantitative predictors of key service qualities </li></ul><ul><li>5. Optimization of key service qualities </li></ul>
  12. 12. CMMI services specific process areas <ul><li>Requirements Management (level 2) </li></ul><ul><li>Requirements Management has been extended to include the establishment and maintenance of written agreements between service providers and customers on service requirements and service levels. </li></ul><ul><li>Configuration Management (level 2) </li></ul><ul><li>To establisch and maintain integrity of work products using configuration identification, control, status accounting and audits, including change control. </li></ul><ul><li>Incident and Request Management (level 2) </li></ul><ul><li>Ensure the timely resolution of requests for service and incidents that occur during service delivery. </li></ul><ul><li>Measurement and Analysis (level 2) </li></ul><ul><li>To develop and substain a measurement capability that is to support management information needs </li></ul><ul><li>Process and Product Quality Assurance (level 2) </li></ul><ul><li>To provide staff and management </li></ul>
  13. 13. CMMI services specific process areas <ul><li>Project Planning (level 2) </li></ul><ul><li>To establish and maintain plans that define project activities </li></ul><ul><li>Project Monitoring and Control (level 2) </li></ul><ul><li>To provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan </li></ul><ul><li>Supplier Agreement Management (level 2) </li></ul><ul><li>To manage the acquisition of products from suppliers </li></ul><ul><li>Problem Management (level 3) </li></ul><ul><li>Prevent incidents from recurring by identifying and addressing underlying causes of incidents. </li></ul><ul><li>Capacity and Availability Management (level 3) </li></ul><ul><li>Plan and monitor the effective provision of resources to support service requirements. </li></ul>
  14. 14. CMMI services specific process areas <ul><li>Organizational Service Management (level 3) </li></ul><ul><li>Establish and maintain standard services that ensure the satisfaction of the organization's customer base. </li></ul><ul><li>Service Continuity (level 3) </li></ul><ul><li>Establish and maintain contingency plans for continuity of agreed services during and following any significant disruption of normal operations. </li></ul><ul><li>Service Delivery (level 3) </li></ul><ul><li>Deliver services in accordance with service agreements. </li></ul><ul><li>Service System Development (level 3) </li></ul><ul><li>Analyze, design, develop, integrate, and test service systems to satisfy existing or anticipated service agreements. </li></ul><ul><li>Service Transition (level 3) </li></ul><ul><li>Deploy new or significantly changed service systems while managing their effect on ongoing service delivery. </li></ul>
  15. 15. Specific goals and practices Requirements Management (level 2) <ul><li>SG 1: Requirements are managed and inconsistencies with project plans and </li></ul><ul><li>work products are identified </li></ul><ul><li>SP 1.1: Develop an understanding with the requirements providers on the meaning of the requirements. </li></ul><ul><li>SP 1.2: Obtain commitment to the requirements from the project participants </li></ul><ul><li>SP 1.3: Manage changes to the requirements as they evolve during the project </li></ul><ul><li>SP 1.4: Maintain bidirectional traceability among the requirements and work products. </li></ul><ul><li>SP 1.5: Identify inconsistencies between the project plans and work products and the requirements. </li></ul><ul><li>SG 2: Service requirements agreements are established and maintained </li></ul><ul><li>SP 2.1: Analyze existing agreements and service data against requested service requirements. </li></ul><ul><li>SP 2.2: Establish and maintain the service requirements agreement. </li></ul>
  16. 16. Specific goals and practices Configuration Management (level 2) <ul><li>SG 1: Baselines of identified work products are established. </li></ul><ul><li>SP 1.1: Identify the configuration items, components, and related work products that will be placed under configuration management </li></ul><ul><li>SP 1.2: Establish and maintain a configuration management and change management system for controlling work products. </li></ul><ul><li>SP 1.3: Create or release baselines for internal use and for delivery to the customer. </li></ul><ul><li>SG 2: Changes to the work products under configuration management are </li></ul><ul><li>tracked and controlled. </li></ul><ul><li>SP 2.1: Track change requests for the configuration items. </li></ul><ul><li>SP 2.2: Control changes to the configuration items. </li></ul><ul><li>SG 3: Integrity of baselines is established and maintained. </li></ul><ul><li>SP 3.1: Establish and maintain records describing configuration items. </li></ul><ul><li>SP 3.2: Perform configuration audits to maintain integrity of the configuration baselines. </li></ul>
  17. 17. Specific goals and practices Incident and Request Management (level 2) <ul><li>SG 1: Preparation for incident and request management is conducted </li></ul><ul><li>SP 1.1: Establish and maintain the strategy to be used for incident and request management. </li></ul><ul><li>SP 1.2: Establish and maintain an incident and request management system for recording incident and request information. </li></ul><ul><li>SG 2: Incidents and requests are identified and managed. </li></ul><ul><li>SP 2.1: Identify and record incidents and requests. </li></ul><ul><li>SP 2.2: Analyze, review, and manage incidents and requests </li></ul><ul><li>SP 2.3: Monitor the resolution of incidents and requests and escalate if necessary. </li></ul><ul><li>SP 2.4: Communicate the status of incidents and requests and validate the resolution of incidents and requests with the submitters of incidents and requests. </li></ul>
  18. 18. Specific goals and practices Measurement and Analysis (level 2) <ul><li>SG 1: Measurement objectives and activities are aligned with identified </li></ul><ul><li>information needs and objectives. </li></ul><ul><li>SP 1.1: Establish and maintain measurement objectives that are derived from identified information needs and objectives. </li></ul><ul><li>SP 1.2: Specify measures to address the measurement objectives. </li></ul><ul><li>SP 1.3: Specify how measurement data will be obtained and stored. </li></ul><ul><li>SP 1.4: Specify how measurement data will be analyzed and reported. </li></ul><ul><li>SG 2: Measurement results, which address identified information needs </li></ul><ul><li>and objectives, are provided. </li></ul><ul><li>SP 2.1: Obtain specified measurement data. </li></ul><ul><li>SP 2.2: Analyze and interpret measurement data. </li></ul><ul><li>SP 2.3: Manage and store measurement data, measurement specifications, and analysis results. </li></ul><ul><li>SP 2.4: Report results of measurement and analysis activities to all relevant stakeholders. </li></ul>
  19. 19. Specific goals and practices Process and Product Quality Assurance (level 2) <ul><li>SG 1: Adherence of the performed process and associated work products </li></ul><ul><li>and services to applicable process descriptions, standards, and </li></ul><ul><li>procedures is objectively evaluated. </li></ul><ul><li>SP 1.1: Objectively evaluate the designated performed processes against the applicable process descriptions, standards, and procedures. </li></ul><ul><li>SP 1.2: Objectively evaluate the designated work products and services against the applicable process descriptions, standards, and procedures. </li></ul><ul><li>SG 2: Noncompliance issues are objectively tracked and communicated, </li></ul><ul><li>and resolution is ensured. </li></ul><ul><li>SP 2.1: Communicate quality issues and ensure resolution of noncompliance issues with the staff and managers. </li></ul><ul><li>SP 2.2: Establish and maintain records of the quality assurance activities. </li></ul>
  20. 20. Specific goals and practices Project Planning (level 2) <ul><li>SG 1: Estimates of project planning parameters are established and maintained. </li></ul><ul><li>SP 1.1: Establish a top-level work breakdown structure (WBS) to estimate the scope of the project. </li></ul><ul><li>SP 1.2: Establish and maintain estimates of the attributes of the work products and tasks. </li></ul><ul><li>SP 1.3: Define the project lifecycle phases on which to scope the planning effort. </li></ul><ul><li>SP 1.4: Estimate the project effort and cost for the work products and tasks based on estimation rationale. </li></ul><ul><li>SG 2: A project plan is established and maintained as the basis for managing the project. </li></ul><ul><li>SP 2.1: Establish and maintain the project’s budget and schedule. </li></ul><ul><li>SP 2.2: Identify and analyze project risks. </li></ul><ul><li>SP 2.3: Plan for the management of project data. </li></ul><ul><li>SP 2.4: Plan for necessary resources to perform the project. </li></ul><ul><li>SP 2.5: Plan for knowledge and skills needed to perform the project. </li></ul><ul><li>SP 2.6: Plan the involvement of identified stakeholders. </li></ul><ul><li>SP 2.7: Establish and maintain the overall project plan content. </li></ul>
  21. 21. Specific goals and practices Project Planning (level 2) <ul><li>SG 3: Commitments to the project plan are established and maintained. </li></ul><ul><li>SP 3.1: Review all plans that affect the project to understand project commitments. </li></ul><ul><li>SP 3.2: Reconcile the project plan to reflect available and estimated resources. </li></ul><ul><li>SP 3.3: Obtain commitment from relevant stakeholders responsible for performing and supporting plan execution.. </li></ul>
  22. 22. Specific goals and practices Project Monitoring and Control (level 2) <ul><li>SG 1: Actual performance and progress of the project are monitored against </li></ul><ul><li>the project plan. </li></ul><ul><li>SP 1.1: Monitor the actual values of the project planning parameters against the project plan. </li></ul><ul><li>SP 1.2: Monitor commitments against those identified in the project plan. </li></ul><ul><li>SP 1.3: Monitor risks against those identified in the project plan. </li></ul><ul><li>SP 1.4: Monitor the management of project data against the project plan. </li></ul><ul><li>SP 1.5: Monitor stakeholder involvement against the project plan. </li></ul><ul><li>SP 1.6: Periodically review the project's progress, performance, and issues. </li></ul><ul><li>SP 1.7: Review the accomplishments and results of the project at selected project milestones. </li></ul><ul><li>SG 2: Corrective actions are managed to closure when the project's performance or </li></ul><ul><li>results deviate significantly from the plan. </li></ul><ul><li>SP 2.1: Collect and analyze the issues and determine the corrective actions necessary to address the issues. </li></ul><ul><li>SP 2.2: Take corrective action on identified issues. </li></ul><ul><li>SP 2.3: Manage corrective actions to closure. </li></ul>
  23. 23. Specific goals and practices Supplier Agreement Management (level 2) <ul><li>SG 1: Agreements with the suppliers are established and maintained . </li></ul><ul><li>SP 1.1: Determine the type of acquisition for each product or product component to be acquired. </li></ul><ul><li>SP 1.2: Select suppliers based on an evaluation of their ability to meet the specified requirements and established criteria. </li></ul><ul><li>SP 1.3: Establish and maintain formal agreements with the supplier. </li></ul><ul><li>SG 2: Agreements with the suppliers are satisfied by both the project and </li></ul><ul><li>the supplier. </li></ul><ul><li>SP 2.1: Perform activities with the supplier as specified in the supplier agreement. </li></ul><ul><li>SP 2.2: Select, monitor, and analyze processes used by the supplier. </li></ul><ul><li>SP 2.3: Select and evaluate work products from the supplier of custom-made products. </li></ul><ul><li>SP 2.4: Ensure that the supplier agreement is satisfied before accepting the acquired product. </li></ul><ul><li>SP 2.5: Transition the acquired products from the supplier to the project. </li></ul>
  24. 24. Example of Audit Tool
  25. 25. Example of Audit Reporting Tool NS PS   PS PS Organizational Training (OT) NS NS   PS PS Organizational Process Definition (OPD) NS NS NS PS PS Organizational Process Focus (OPF) PS PS   NS PS Supplier Agreement Management (SAM level 2) PS S   PS PS Project Monitoring and Control (PMC level 2) NS NS NS NS PS Project Planning (PP level 2) PS PS   PS S Process and Product Quality Assurance (PPQA level 2) NS NS NS NS Measurement and Analysis (MA level 2) NS PS   PS S Incident and Request Management (IRM level 2) NS NS PS PS PS Configuration Management (CON level 2) NS PS   PS PS Requirements Management (REQ level 2) GG3 GG2 SG3 SG2 SG1
  26. 26. Generic goals CMMI Services <ul><li>GG1: The process supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products </li></ul><ul><li>GG2: The process is institutionalized as a managed process </li></ul><ul><li>GG3: The process is institutionalized as a defined process </li></ul><ul><li>GG4: The process is institutionalized as a quantitatively managed process. </li></ul><ul><li>GG5: The process is institutionalized as an optimizing process </li></ul>
  27. 27. More information <ul><li>CMMI: </li></ul><ul><li>CMMI for Services Public Workspace: </li></ul><ul><li>CMMi for Services at DNV Cibit: </li></ul>
  28. 28. All rights reserved. No part of this presentation may be reproduced or published in any form or by any means without the prior written permission of Twynstra Gudde. Frank Willems [email_address]