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Using cmmi svc to lead cross constellations effort


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Using cmmi svc to lead cross constellations effort

  1. 1. Interpretation and LessonLearned Using CMMI-SVC to Lead Cross ConstellationsOrganizational Improvement Effort Kobi Vider K.V.P Consulting +972522946676
  2. 2. Agenda• Concept• Background
  3. 3. Background• Complex and large organizations or divisions that run a system / product lifecycle End to End, using in their process improvements journeys more than just ‘one’ CMMI or one quality related standard.• Our experience shows that these organizations are typically structured as matrix organizations, with functional teams or as a complex of independent smaller business units.
  4. 4. Examples for Matrix Organizations and Lifecycle
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  7. 7. IPT Structure MDAReview& Oversight DAB or MAISRC Overarching IPT Cost Integrating IPT Other Test Performance Contracting IPTs <WIPTs IPT IPT IPT (as needed) Program Management < Program IPTs EnvironmentExecutionMDA (Milestone Decision Authority)DAB (Defense Acquisition Board)MAISRC (Major Automated Information System Review Council)
  8. 8. WIPT Structure, Single WIPT PM SW Engr Sys EngrUsers HW EngrISEA WIPT T&E Other PMOs Logistics Contracts
  9. 9. Multiple WIPTs IPT B IPT D WIPT 4 IPT A WIPT 1 PM WIPT 3 IPT C WIPT 2Lower level IPT leaders are higher level IPT members
  10. 10. Example of a SoftwareRequirements Program IPT Project ManagerSoftwareEngineers Software Requirements CustomersTesters IPT SQA CM
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  12. 12. The Challenge• This situation where the organization is running • separate process improvements on different parts of the system / product lifecycle • With partial overall view in interactions and handshakes between these groups is introducing inefficient usage of • resources, • expensive maintenance of duplicate infrastructures • and Organizational Sets of Standards Processes as well as assets, • May result in less quality and impacting the competitive edge with their global counterparts.
  13. 13. The Proposed Solution Concept• Using the CMMI-SVC as an overall umbrella, to: • Increase results and effectiveness • Reduce quality related activities costs by reducing overlaps and choosing the appropriate parts only as part of the ‘whole’ • Reduce administration costs by improving the ability to manage the lifecycle network • Converged working network helps businesses to save procurement costs of infrastructure
  14. 14. Organizational Background Brief• Senior manager• 15 ‘Division’ managers• ~80 Mid Level mangers• ~X000 project / program / acquisition and line mangers• X0,000 working level staff relevant to the effort• ~800 Quality related personal• ~1000 ‘auditors’
  15. 15. Organizational Background Size and Functions• Senior manager• 15 ‘Division’ managers• ~80 Mid Level mangers• ~X000 project / program / acquisition and line mangers• X0,000 working level staff relevant to the effort• ~800 Quality related personal• ~1000 ‘auditors’
  16. 16. Organizational Background Size and Functions• Acquisition• Project and program management• In-house full development• System integration• Service units (i.e. IT, Civil Eng)• HR• Security (Information and data)• Facilities and infrastructure• In-house system engineering• Maintenance and support• Web centric operational architecture
  17. 17. Organizational BackgroundMain Related Quality Standards • Internal Quality Standard • EFQM • CMMI Suite (SVC / ACQ / DEV) • PMBOK & OPM3 • DoD 5000.01 & 5000.02 • ISO 14000 • OHAS 18000 • ITIL V 3 • ISO 20000 • ISO 27001 & 27002 • ISO 9001 • Other SEI technologies (RMM / P-CMM / TSP / PSP)
  18. 18. The Approach to the Solution Concept• Best practices in the model focus on activities for providing quality services to the customer and end users• To identify improvement targets in main lifecycle areas such as operations, information, governance, people and organizational structure, portfolios, project execution, and finance• Select processes that are critical to the system success such as stakeholder management, technical interfaces and integration
  19. 19. The Approach to the Solution Concept• Build an action plan composed from the following main steps • Organizational map • Functional team and groups size and role in the lifecycle • Full lifecycle map • Setting improvement targets • Gap analysis• Suggesting to the senior management to address the lifecycle and process (as a whole) as a complex of crossing services and to add additional content to the lifecycle map (as a layer) and content in the guideline that will define the different interactions as services
  20. 20. Sample Improvement Targets• Service reuse• Improved perception and response time• Interoperability• Business agility.• Service performance and its impact on the organization governance
  21. 21. The Gap analysis Phase
  22. 22. Some Mapping Examples
  23. 23. ISO 9001:2008 Correlation Snapshot 20 are covered Management Responsibility Measurement Analysis & Improvement Product Realization Resource Management QualityManagement System REQM SSD OPP DAR RSKM CAM OT QPM M&A IRP SAM OPD SST PPQA SCON PMC OPF IPM OID SD PP CM STSM CAR
  24. 24. PMBOK Correlation Snapshot 15 PAs are covered Integration Procurement Risk Communications Human Resource Scope Time CostQuality REQM SSD OPP DAR RSKM CAM OT QPM M&A IRP SAM OPD SST PPQA SCON PMC OPF IPM OID SDPP CM STSM CAR
  25. 25. ITIL – CMMI Correlation Snapshot Service Delivery Financial Management for IT Services Capacity Management IT Service Continuity Management Availability ManagementService LevelManagement REQM SSD OPP DAR RSKM CAM OT QPM M&A IRP SAM OPD SST PPQA SCON PMC OPF IPM OID SD PP CM STSM CAR
  26. 26. ITIL – CMMI Correlation Snapshot Service Support The Service Desk Incident Management Problem Management Configuration Management Change ManagementRelease Management REQM SSD OPP DAR RSKM CAM OT QPM M&A IRP SAM OPD SST PPQA SCON PMC OPF IPM OID SD PP CM STSM CAR
  27. 27. ISO 20000 – CMMI Correlation Snapshot Control processes Planning and Resolution processes Release process implementing service management new or changed services Service delivery process Requirements for a management systemRelationship processes REQM SSD OPP DAR RSKM CAM OT QPM M&A IRP SAM OPD SST PPQA SCON PMC OPF IPM OID SD PP CM STSM CAR
  28. 28. CMMI Calibration Process
  29. 29. CMMI Harmonization Process Tool
  30. 30. First Level Filtering (PA Level) DEV ACQ SVCProject Planning Project Planning Project PlanningProject Monitoring and Control Project Monitoring and Control Project Monitoring and ControlProcess and Product Quality Assurance Process and Product Quality Assurance Process and Product Quality AssuranceRequirements Management Requirements Management Requirements ManagementConfiguration Management Configuration Management Configuration ManagementMeasurement and Analysis Measurement and Analysis Measurement and AnalysisOrganizational Process Definition +IPPD Organizational Process Definition Organizational Process DefinitionOrganizational Process Focus Organizational Process Focus Organizational Process FocusOrganizational Training Organizational Training Organizational TrainingDecision Analysis and Resolution Decision Analysis and Resolution Decision Analysis and ResolutionIntegrated Project Management +IPPD Integrated Project Management Integrated Project ManagementRisk Management Risk Management Risk ManagementQuantitative Project Management Quantitative Project Management Quantitative Project ManagementOrganizational Process Performance Organizational Process Performance Organizational Process PerformanceCausal Analysis and Resolution Causal Analysis and Resolution Causal Analysis and ResolutionOrganizational Innovation and Deployment Organizational Innovation and Deployment Organizational Innovation and DeploymentSupplier Agreement Management Supplier Agreement ManagementRequirements Development Acquisition Requirements DevelopmentValidation Acquisition ValidationVerification Acquisition VerificationTechnical Solution Solicitation and Supplier Agreement Development Capacity and Availability ManagementProduct Integration Agreement Management Incident Resolution and Prevention Acquisition Technical Management Service Continuity Service Delivery Service System Development Service System Transition Strategic Service Management
  31. 31. Main CMMI-SVC PA• During the project we have used CMMI- SVC as a synchronisation mechanism to this quality and process improvement orchestra under its guidance and by using the other constellations and standards as well• The main leading PA with the most benfites and use (in this project) are:
  32. 32. Main CMMI-SVC PA• Strategic Service Management (STSM) • The purpose of Strategic Service Management (STSM) is to establish and maintain standard services in concert with strategic needs and plans.
  33. 33. Main CMMI-SVC PA• Service System Development (SSD) • The purpose of Service System Development (SSD) is to analyze, design, develop, integrate, verify, and validate service systems, including service system components, to satisfy existing or anticipated service agreements
  34. 34. Main CMMI-SVC PA• Capacity and Availability Management (CAM) • The purpose of Capacity and Availability Management (CAM) is to ensure effective service system performance and ensure that resources are provided and used effectively to support service requirements
  35. 35. Main CMMI-SVC PA• Decision Analysis and Resolution (DAR) • The purpose of Decision Analysis and Resolution (DAR) is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria
  36. 36. Main CMMI-SVC PA• Integrated Project Management (IPM) • The purpose of Integrated Project Management (IPM) is to establish and manage the project and the involvement of relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes
  37. 37. Main CMMI-SVC PA• Incident Resolution and Prevention (IRP) • The purpose of Incident Resolution and Prevention (IRP) is to ensure timely and effective resolution of service incidents and prevention of service incidents as appropriate
  38. 38. Main CMMI-SVC PA• Organizational Process Performance (OPP) • The purpose of Organizational Process Performance (OPP) is to establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes in support of achieving quality and process- performance objectives, and to provide process- performance data, baselines, and models to quantitatively manage the organization’s projects
  39. 39. Main CMMI-SVC PA• Service Continuity (SCON) • The purpose of Service Continuity (SCON) is to establish and maintain plans to ensure continuity of services during and following any significant disruption of normal operations• Service Delivery (SD) • The purpose of Service Delivery (SD) is to deliver services in accordance with service agreements
  40. 40. Second Line of Use CMMI-SVC PA• Service System Transition (SST) • The purpose of Service System Transition (SST) is to deploy new or significantly changed service system components while managing their effect on ongoing service delivery
  41. 41. Main GPs• GP 2.3 Provide Resources• GP 2.4 Assign Responsibility• GP 2.7 Identify and Involve Relevant Stakeholders• GP 2.8 Monitor and Control the Process• GP 2.10 Review Status with Higher Level Management• GP 3.1 Establish a Defined Process• GP 4.2 Stabilize Subprocess Performance• GP 5.2 Correct Root Causes of Problems
  42. 42. Results and BenefitsMethodology conclusions.• Model formulation is complex, but evaluation is straightforward.• Standard tools, and the mappings make it easy to integrate on domains.• Method is better at capturing SMEs insights and project dynamics.• Opportunity to further include additional domainsSME related conclusions (preliminary).• Small units have better acceptance for quality activities• Engineering related organizations have a good case for higher performances• Critical dependency must be mapped in the OSSP.• Benefits for organizations operating at volatile (uncertain) segments.
  43. 43. Future Plans• Continue refinement of model. • Parameter ranges. • Roadmap involving multiple lifecycles and external activities. • Complete Validation and Verification.• Integrate work and receive feed from other initiatives.• Continue sharing with other domains
  44. 44. Discussion Points• Performance data• Cost of poor planning• Quantifying the operational impact• Effecting and effected stakeholders mapping• Quantifying the impact of support planning on the development teams• Appling this model on other domains
  45. 45. Questions ?
  46. 46. Contact Kobi Vider K.V.P Phone: +972522946676