5 pedrohenriques-2confcmmiportugal-v2-3-split

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CMMI in a Portuguese Multimodel company
Advantages and Disavantages - Pedro Castro Henriques (Strongstep), Silvia Rodrigues (Ambisig)

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  • Strongstep is a company specialized in software engineering that contributes to the improvement of software quality in Portugal and in the world We want to induce a positive change in organizations. This will represent a step with a strong, sustainable and innovative way - a strong stepProjects 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
  • By choosing innovation as the success critical factor in the development of its supply offer, AMBISIG is pioneer in the provision of solutions for the transport infrastructure management with the development of products like RoadVision (Road Infrastructure Management), RailVision (Railway Infrastructure Management) and APMS – AirportPavement Management System), as well as a Geoportal product, a very competitive solution in termsof GIS.Within the quality area has developed the QI solution (Quality Intranet) that has also innovated how to manage/sense and maximize the organizations in the implementation of Quality Management Systems through its transformation into a support system to the continuous operation and monitoring of the certified operations
  • Por o diagrama de cmmi for services nosso com os niveisMaturity Level 2: ManagedAt maturity level 2, projects establish the foundation for an organizationto become an effective service provider by institutionalizing basicProject Management, Support, and Service Establishment and Deliverypractices. Projects define a project strategy, create project plans, andmonitor and control the project to ensure the service is delivered asplanned. The service provider establishes agreements with customersas well as develops and manages customer and contractualrequirements. Configuration management and process and productquality assurance are institutionalized, and the service provider alsodevelops the capability to measure and analyze process performance.At maturity level 2, projects, processes, work products, and services aremanaged. The service provider ensures that processes are planned inaccordance with policy. In order to execute the process, the serviceprovider: provides adequate resources, assigns responsibility forperforming the process, trains people on the process, and ensures thedesignated work products of the process are under appropriate levels ofconfiguration management. The service provider identifies and involvesappropriate stakeholders and periodically monitors and controls theprocess. Process adherence is periodically evaluated and process performance is shared with senior management. The process disciplinereflected by maturity level 2 helps to ensure that existing practices are retained during times of stress.
  • Contexto complexidade crescente querer inovar transversalmente por toda a empresa querer ter alta maturidade no desenvolvimento software querer melhorar os serviços e suporte de organização continuamenteQual a solução?Multimodelo Gradualmente ir melhorar nas áreas mais criticas e prioritárias para o negócio
  • OPP – Organization Performance Management
  • On top of that the fact that a model was needed that didn’t constrain itself for IT related business but to services in any line of businessesCMMI for Services was a breakthrough in the best practices spectrum. With the process capability aspects provided by the CMMI framework, these new service management best practices filled the gap that was missing in process oriented organizations for some type of activities that are continuous and involve less engineeringContexto complexidade crescente querer inovar transversalmente por toda a empresa querer ter alta maturidade no desenvolvimento software querer melhorar os serviços e suporte de organização continuamenteContar evolução históricaDevelopmentCMMI 3 -> CMMI 5 …Innovation -> RDI …Services-> CMMI 2 …
  • Contexto complexidade crescente querer inovar transversalmente por toda a empresa querer ter alta maturidade no desenvolvimento software querer melhorar os serviços e suporte de organização continuamenteContar evolução históricaDevelopmentCMMI 3 -> CMMI 5 …Innovation -> RDI …Services-> CMMI 2 …
  • Three (3) Services Unit will be appraised1 - Unidade de Gestão Aplicacional - Operational Management Services2 - Unidade Tecnológica – Hosting services and Housing Services3 - Unidade de Formação – Training ServicesLinhas de serviço na AmbisigA gestão dos serviços é efectuada por tipo de serviço e não a nível individual de entrega. Isto deve-se ao facto de existir uma uniformização na forma como os serviços são executados internamente e disponibilizados ao cliente.A descrição dos serviços prestados pela Ambisig ficará descrita no catálogo de serviços disponível na Intranet.
  • ServiceDelivery (SD):settingupagreements, takingcareofservicerequests, andoperatingtheservicesystemService delivery – example if someone calls and ask for real-time support (is that a service we do? Is it time registered and billed?) -> if not, then maybe we should create that serviceTalk about process mapping Alternatives:-To have a work management process that combines Services and Project Management (our first choice) -> too much exceptions need to be written in a single process – it can get confusing-To have separated Services and Project Management process and then join in a work management process (our choice now)
  • Service delivery – example if someone calls and ask for real-time support (is that a service we do? Is it time registered and billed?) -> if not, then maybe we should create that serviceIRP Incident Resolution and Prevention (process area)
  • Service delivery – example if someone calls and ask for real-time support (is that a service we do? Is it time registered and billed?) -> if not, then maybe we should create that serviceIRP Incident Resolution and Prevention (process area)
  • Service delivery – example if someone calls and ask for real-time support (is that a service we do? Is it time registered and billed?) -> if not, then maybe we should create that serviceIRP Incident Resolution and Prevention (process area)
  • Project typicalytranslatesonproduct/productline – withorganizationsbettingon reuse
  • Project typicalytranslatesonproduct/productline – withorganizationsbettingon reuse
  • Project typicalytranslatesonproduct/productline – withorganizationsbettingon reuse
  • Project typicalytranslatesonproduct/productline – withorganizationsbettingon reuse
  • Project typicalytranslatesonproduct/productline – withorganizationsbettingon reuse
  • Project typicalytranslatesonproduct/productline – withorganizationsbettingon reuse
  • Project typicalytranslatesonproduct/productline – withorganizationsbettingon reuse
  • For organizations that already have processes derived from CMMI for development practices there’s are clear advantages to consider that resolve long lasting questions, namely:
  • Customers want to continuously manage services and customer expectation … For example response time:Time to correct a bug or malfunctionTime to implement a new requirementIn the case of Ambisig show case– it led to a breakthrough: a new area of training services was created a new mechanism to make it easier to create new servicesA Monthly Services meeting was created:For continuous services improvementTo articulate with client to have more feedbackFor example maintenance was not properly organized “it was a poor cousin inside the company” started to get more visibilityCustomers want to be sure they get maximum value for the money they spend. Customers want that you continuously manage services and customer expectation … In example response time – to correct a bug/or malfunction - to implement a new requirementIn the case of Ambisig – it lead to a breakthrough a new are a of training services was created a new mechanism to make it easier to create new services
  • -A better transition from the project phase to the service phase (example: maintenance service) where’s it’s important to have in mind the necessary steps for a smooth service setup (change, configuration and release management)http://www.upyourservice.com/learning-library/customer-service-vision/in-challenging-times-service-matters-mostCustomers want firmer guarantees that their purchase was the right thing to do. In good times, a single bad purchase can be quickly overlooked or forgotten, but in tough times, every expenditure is scrutinized. Provide the assurance your customers seek with generous service guarantees, regular follow-up and speedy follow-through on all queries and complaints. Customer service quality matters more than you think.
  • More income – raise on billingEx: new “chargeable” services areas: training and coachingCompany realized it was “giving away free” some servicesService reports are now sent to the customerCustomer started to appreciate more and recognize the value added of the provided servicesIfyouhave 100 clients in servicesyoujustdontloosethemall …. Its more constant
  • Some challenges arise implementing of service management practices in traditionally development companies:
  • Service contrast with project – possibility of a steady and continuous incomeTalk about process mapping Alternatives:-To have a work management process that combines Services and Project Management (our first choice) -> too much exceptions need to be written in a single process – it can get confusing-To have separated Services and Project Management process and then join in a work management process (our choice now)Service delivery – example if someone calls and ask for real-time support (is that a service we do? Is it time registered and billed?) -> if not, then maybe we should create that service
  • Less disruptive moments in the organization giving more time for consolidation. It integrates well with CMMI expanding the OPP process area.
  • 5 pedrohenriques-2confcmmiportugal-v2-3-split

    1. 1. Portugal CMMI in a Portuguese Multimodel company Advantages and Disavantages Pedro Castro Henriques Senior Consultant Strongstep Silvia Rodrigues Director Ambisig 2012-07-06, Coimbra
    2. 2. Agenda1. Introduction2. Needs3. Benefits4. Challenges5. Conclusions 2 2
    3. 3. ABOUT Case Study - 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,Information Technologies, customized software Development and Outsourcing answers the business needs of theclients and ensures their visibility strategies and sustainability in the market.We focus on high quality on our processes obtained a set of certifications and uncommon accreditations thatencompass:• 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 Security. 3 3
    4. 4. Portugal• Part I Introduction
    5. 5. Presentation Goals – leaner outcomesWhere and how to combine CMMI for Development and CMMI forServices best practices with an innovation model (NP4457) .The benefits of having CMMI for Services in a organization which hashigh maturity in Development partThe challenges associated with mixing a development culture and ,while keeping transversal innovation mechanisms. 5 5
    6. 6. Multimodel DEV5 + SRV2 + RDIA multi-model process improvement approach can bring large benefits toan organization that produces software products and services andwants to be innovative.This presentation illustrates this idea by bringing together three specificmodels: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 6
    7. 7. CMMI DEV5 Context Process Performance Objectives • Define desired performance based on Business objectives Process Performance Baselines • Measure current performance • Select sub-processes that help to achieve Sub Process the objectives Alternatives Process Perform. • Predict performance and outcomes ModelsSub Process • Control sub-processes critical to Control achieving the objectives Causal Analysis • Investigate anomalies found in analyses 7 7
    8. 8. Services ContextThe 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 companiesSome synergies and challenges will be addressed on the way thedevelopment and services worlds can together create value 8 8
    9. 9. The Innovation ContextModel (NP 4457) - Types of InnovationProduct (and services) • Marketing – Taking to the market new or – Implementation of new marketing significantly improved methodologies involving products or services significant improvements on design, product, packaging, pricing, distribution or promotion. – Includes significant technical changes, components, materials, software or user – Improvements implementation with interfaces the objective of increasing sales, improve market satisfaction or open new markets. – Service innovation may include improvements on how the service is provided, new functionalities or new services 9 9
    10. 10. The Innovation ContextModel (NP 4457) - Types of InnovationOrganization – Process – Implementation of new business methods, work planning or external – Implementation of new or relationships significantly improved – Implementation of new methods to processes. They can be organize routine activities or work construction, logistics or development distribution. – Implementation of new methods to distribute responsibilities and – This activity also includes the decision taking development of new or – Implementation of new concepts of significantly improved activities relating with other organizations, new to support the processes (e.g.IT ways of collaborating or relating systems, accounting systems) with suppliers 10 10
    11. 11. The NP 4457 model and PP and PMC• Both NP 4457 and CMMI deal with innovation projects thathave to be planned and monitored through its lifecycle• Both models require previous analysis to classify a project asan innovation one• Planning should consider the project innovation objectives andreturn expected results (ROI)• Innovation projects should include information about theexpected improvement as well as the verification andvalidation method for the innovation expected• Knowledge should be spread and shared across theorganization 11 11
    12. 12. The NP 4457 model and OPP• NP 4457 is a more broad model in terms of knowledgecovering also with market innovation• The OPP practice in CMMI requires a quantitativeapproach which is not required in NP 4457• Both models have assessment methods based oninterviews and artifacts evaluation (objective evidence)• OPP is internationally adopted through the implementationof CMMI while NP 4457 is a Portuguese model based onthe Oslo Innovation Manual 12 12
    13. 13. Portugal• Part II NEEDS
    14. 14. Quality Service NeedsGap that was missing in process oriented organizations with maturity indevelopment: – for some type of activities that intrinsically are continuous and involve less engineering 14 14
    15. 15. 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 15
    16. 16. AMBISIG Case StudyAbout AMBISIGInformation Systems Company based in PortugalCMMI Development - Level 5 with a strong quality cultureAbout 60 persons with mostly engineering backgroundInternational clientsThey develop solutions mostly for central government,regional and public organizations – Their clients are demanding more and more for levels of service and SLA’sAlways looking for new ways to improve the way they workAlso looking for new ways to find profit and new sourcesof income 16 16
    17. 17. Ambisig continuous evolution History 2008 2009 2010 2011 2012 1S 2S 1S 2S 1S 2S 1S 2S 1S 2SDEV CMMI DEV 3 CMMI DEV 5 ….SRV CMMI SRV 2 ….RD&I NP 4457 Milestones Planning and project monitoring Change Management 17 17
    18. 18. 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 thecompanyService delivery process - ex: receive a request; check it’s in the catalogof services, solve the requestIdeas Management (NP4457)Innovation Management (NP4457)Apart from … traditional – quality control, metrics, configurationmanagement with some adaptations …Lessons learned – Separate project management and service management processes – its easier – Innovation processes are independent of the nature of work, but usually start as an innovation project. 18 18
    19. 19. Case Study - Service Management 19 19
    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 20 20
    21. 21. Case Study – Idea Management 21 21
    22. 22. RD&I how does this fit withCMMI development and CMMIservices? Ideas Innovation 22 22
    23. 23. RD&I how does this fit withCMMI development and CMMIservices? Ideas Innovation 23 23
    24. 24. RD&I how does this fit withCMMI development and CMMIservices? Ideas Innovation 24 24
    25. 25. RD&I how does this fit withCMMI development and CMMIservices? Innovative Ideas Innovation 25 25
    26. 26. RD&I how does this fit withCMMI development and CMMIservices? Innovative Ideas Innovation 26 26
    27. 27. RD&I how does this fit withCMMI development and CMMIservices? Innovative Ideas Innovation Inovative 27 27
    28. 28. RD&I how does this fit withCMMI development and CMMIservices? Innovative Ideas Innovation Inovative 28 28
    29. 29. RDI results Levels of evaluationResults RDIInnovation process in Project/Services in Process in Marketing RDI goals in Organizational level RDI projects Ideas Individual RDI project 29 29
    30. 30. RDI results Levels of evaluationResults RDIInnovation process in Project/Services in Process in Marketing RDI goals in Organizational level RDI projects Ideas Individual RDI project 30 30
    31. 31. RDI results Levels of evaluationResultsInnovation RDI Evaluate RD&I results process in Project/Services in Process • Finantial results; RDI goals in Marketing • Competitive advantages; in Organizational level • Benefits achieved •Patents, brands, RDI projects copyright… Ideas Individual RDI project 31 31
    32. 32. RDI results Levels of evaluationResultsInnovation RDI Evaluate RD&I results process in Project/Services in Process • Finantial results; RDI goals in Marketing • Competitive advantages; in Organizational level • Benefits achieved •Patents, brands, RDI projects copyright… Ideas Individual RDI project 32 32
    33. 33. Portugal• Part III Benefits
    34. 34. Advantages for using CMMI servThe implementation of processes that are related to maintenance or “verysmall” projects where a service philosophy applies betterServices must now follow clear work instructions (and not a projectmanagement methodology)-The creation of a culture of service where the solutions that are built areintended for customers with expectations and needs in terms of servicelevelsThis internal awareness provides a better focus on the usability aspectsand nonfunctional requirements 34 34
    35. 35. Advantages for using CMMI serv-The importance of a systematic feedback from the services to thedevelopment teams provide insight about the utilization and errors inplace (incident, problem and service level management, measurement andanalysis)―Customers want more attention, more appreciation and morerecognition when making their purchases with you, not less. Customerservice quality is simply essential. Now we have a more clearcontinuous improvement of our services‖,Vasco Ferreira – CEO Ambisig 35 35
    36. 36. Advantages to the client- Services are a continuous source of income (example contract formaintenance)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 moreconstant 36 36
    37. 37. Portugal• Part IV Challenges
    38. 38. Challenges of Multimodel useDEV5 + SRV2 + RDI• Manage the risk level of both model implementations• Integrate the new models with the existing ones in theorganization• 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’squality models 38 38
    39. 39. Success Factors• Organization strong process framework, definition andculture• Detailed planning and very strict follow-up• Strong change management process• Strong sponsorship and organization involvement• Tools integration and development in order to fulfill theexisting models• Starting point of current processes and develop fromthere• External contribution, overall expertise, dedication andapolitical 39 39
    40. 40. Portugal• Parte V Conclusions
    41. 41. Conclusions forof this multimodel combinationUsers of CMMI dev … by using CMMI serv:Companies that already have processes in place in line with CMMI forDevelopment have the cost for this new direction greatly reduced -specially for CMMI SRV ML2Adding NP4457 innovation model allows us to go to a new level servicesand products innovation – allowing the company to reinvent it self inorder to survive and compete in turbulent times, always knowing theirRD&I ROI 41 41
    42. 42. Conclusions forof this multimodel combinationUsers of CMMI dev … by using CMMI serv:Companies that already have processes in place in line with CMMI forDevelopment have the cost for this new direction greatly reduced -specially for CMMI SRV ML2Adding NP4457 innovation model allows us to go to a new level servicesand products innovation – allowing the company to reinvent it self inorder to survive and compete in turbulent times, always knowing theirRD&I ROI 42 42
    43. 43. Conclusions forof this multimodel combinationBenefits 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/profitBenefits 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 ($) 43 43
    44. 44. Results of Multiprocess• CMMI brought improvements on the cost, schedule andquality areas• NP 4457 introduced a process to search and introduceinnovation – all across the organization• The implementation of multimodel improved knowledgeshare in the organization – and growth in maturity/capacity• The tools have been improved and brought improvementson the productivity of the organization 44 44
    45. 45. General Conclusions• It is highly recommended that your organization moves into multimodelimplementation approach, if you have the needed resources .• The implementation of these models makes innovation better anddeeply treated by using a ideas and innovation management processes -both services and development.• Time and effort spent in multimodel implementation is smaller ifmade gradually on different areas• Ambisig moved deeper in the process improvement road with CMMIlevel 5 for development and CMMI level 2 for services, with a new vision oninnovative process implementation (NP4457).• The effort spent by both Ambisig and Strongstep is now paying offboth internally and externally – new projects, more revenue and helpinginternationalization (Example: European Space Agency) 45 45
    46. 46. Thank you!Strongstep - Innovation in software qualityWeb: www.strongstep.ptPedro Castro Henriques: pedroch@strongstep.ptMargarida Gonçalves: margarida.goncalves@strongstep.ptMobile: + 351 91 952 44 50Telefone: + 351 22 030 15 85AMBISIG, SAWeb: www.ambisig.ptSilvia Rodrigues: srodrigues@ambisig.ptMobile: +351919242067Phone: +351213920950 46 46

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