CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
The document discusses process improvement for grading at the IMM program. It finds that the current grading process lacks transparency and is not well understood by students. To address this, it applies operations management theories like the DMAIC cycle of define, measure, analyze, improve, and control. The document analyzes the grading process, identifies areas for improvement, and proposes changes like publishing grading criteria, providing more feedback, and increasing transparency. It finds that implementing these process improvements could increase student satisfaction while being cost neutral for faculty and staff.
An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.
Dec 2012 Evening Talk - Managing Complex ProjectZulkefle Idris
The document provides an overview of managing complex projects. It discusses criteria for determining if a project is complex, areas that require scrutiny like program structure and governance. It also covers measures of success, potential pitfalls, and examples from managing a large IT transformation project. Specific topics covered include developing a project organization chart, establishing program governance, managing releases through tracking deliverables and dependencies, and overseeing vendors.
Gewoon een handige samenvatting van de 3 constellaties van CMMI: DEV, SVC, ACQ.
Van elke constellatie wordt aangegeven welke PA's op welk maturity level behoren en in welke categorie.
This document provides an overview of 13 ITIL mind maps related to IT service management. The mind maps cover topics such as ITIL service strategy, service design, service transition, service operation, and continual service improvement. For each topic, the mind maps define relevant processes, functions, roles, and relationships to help explain the ITIL framework and best practices for delivering quality IT services.
This document provides an introduction to the Microsoft Operations Framework (MOF). It discusses how MOF connects service management concepts to practical tasks and activities. MOF encompasses the entire IT service lifecycle and integrates governance, risk, and compliance. It provides concise guidance and delivers a platform for ongoing community engagement to help IT organizations efficiently and effectively deliver IT services. The document then provides examples of how MOF can be applied through its phases, service management functions, and use of solution accelerators.
The document discusses process improvement for grading at the IMM program. It finds that the current grading process lacks transparency and is not well understood by students. To address this, it applies operations management theories like the DMAIC cycle of define, measure, analyze, improve, and control. The document analyzes the grading process, identifies areas for improvement, and proposes changes like publishing grading criteria, providing more feedback, and increasing transparency. It finds that implementing these process improvements could increase student satisfaction while being cost neutral for faculty and staff.
An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.
Dec 2012 Evening Talk - Managing Complex ProjectZulkefle Idris
The document provides an overview of managing complex projects. It discusses criteria for determining if a project is complex, areas that require scrutiny like program structure and governance. It also covers measures of success, potential pitfalls, and examples from managing a large IT transformation project. Specific topics covered include developing a project organization chart, establishing program governance, managing releases through tracking deliverables and dependencies, and overseeing vendors.
Gewoon een handige samenvatting van de 3 constellaties van CMMI: DEV, SVC, ACQ.
Van elke constellatie wordt aangegeven welke PA's op welk maturity level behoren en in welke categorie.
This document provides an overview of 13 ITIL mind maps related to IT service management. The mind maps cover topics such as ITIL service strategy, service design, service transition, service operation, and continual service improvement. For each topic, the mind maps define relevant processes, functions, roles, and relationships to help explain the ITIL framework and best practices for delivering quality IT services.
This document provides an introduction to the Microsoft Operations Framework (MOF). It discusses how MOF connects service management concepts to practical tasks and activities. MOF encompasses the entire IT service lifecycle and integrates governance, risk, and compliance. It provides concise guidance and delivers a platform for ongoing community engagement to help IT organizations efficiently and effectively deliver IT services. The document then provides examples of how MOF can be applied through its phases, service management functions, and use of solution accelerators.
Net challenge training_material_performance management_v05netchallenge
This document provides an overview of a performance management framework for collaborative business networks. It discusses key concepts including stakeholders, key success factors, key performance factors, and key performance indicators. It describes the framework's components, including performance management processes, stakeholders and factors, and an information system. The performance management process involves developing a strategy, deploying it, and measuring performance for both business clusters and virtual organizations.
ITIL v3 repackages the ITIL library into a full lifecycle view with a focus on service orientation and alignment of IT with business needs. It covers the service lifecycle from strategy to design, transition, operation, and continual improvement. The new version emphasizes management of IT services throughout the lifecycle to create business value.
This document discusses IBM's solutions for IT asset management challenges. It outlines common challenges around reducing IT costs, enhancing operational efficiency, managing multiple asset systems, and maintaining compliance. It then presents IBM's unified solution for asset and service management, highlighting key capabilities like integrated applications and processes, a common data model, process automation, custom workflows, common reporting, compatibility, and an integration framework. The solution is presented as a way to help organizations work smarter through optimized asset utilization and reduced costs.
MACE Consulting provides asset management and maintenance engineering services. They use a methodology approach involving strategic planning, tactical planning, implementation and embedding, and evaluation and audit. Their services include asset management, maintenance engineering, systems engineering, and technical documentation. MACE takes a value added approach with a commitment to clients through relevant experience and resources.
The document discusses how to derive sourcing strategies in application management, including assessing the current environment, identifying potential outsourcing opportunities to improve quality, reduce costs, and increase agility, and using a value comparison assessment methodology to determine the optimal sourcing strategy. It provides examples of analyzing application landscapes to identify the most promising applications for outsourcing based on factors like business impact, interaction, size, and technology stability.
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
The 10-step document outlines a process for mobile operators to implement an effective 4G service assurance strategy. It begins with evaluating current assurance systems and processes, then developing key performance indicators. Next, it recommends integrating network inventory, automating trouble management, and implementing a centralized repository for performance data. Further steps include service quality management, customer experience management, service level agreements, and integrating new 4G network elements. The goal is to continuously improve processes to enhance the subscriber experience and lower costs. A case study example shows how one operator achieved a 30% reduction in costs through these assurance simplification steps.
IKON PQM is an online process and quality management platform that allows companies to efficiently manage policies, procedures, and monitor compliance. It features customizable policy creation and reporting, centralized updates, monitoring of staff activities, and alerts. Benefits include reduced audit costs, risk anticipation, and ensuring policy accuracy through real-time dashboards and reports. IKON PQM provides a customizable online audit template with workflows, post-audit reporting, and task tracking.
Cross-functional processes at Qantas include incident management, problem management, change management, release management, and other service support functions. These processes provide benefits like improved monitoring of SLAs, quicker incident resolution, reduced incident volumes, and increased visibility into changes. Quality control activities are also performed for many of these processes, aimed at benefits like optimal testing time, cost efficiency, and high customer satisfaction. Operational stability is measured through root cause analysis reporting, incident and problem trend analysis, and governance is provided through various management forums.
The document describes two maturity models - a business perspective model and a technology perspective model - for healthcare organizations.
The business perspective model has 5 stages from basic to optimized care, focusing on objectives like quality of care, care delivery, multi-disciplinary approaches, and patient information sharing. It shows how functions evolve from separate to integrated to optimized.
The technology perspective model also has 5 stages from informal to service-oriented. It focuses on how governance, data management, applications, and technology capabilities mature from ad-hoc to managed/controlled to service-led. Both models aim to help healthcare organizations improve efficiencies, collaboration and patient outcomes over time.
The document discusses advanced financial controls in Oracle's R12 system. It describes how advanced controls augment standard ERP controls, bridge the gap between policy creation and transaction systems, and automate policy enforcement to deliver business process efficiency across multiple systems. Specific processes that would be impacted include financial close and reporting, order to cash, procure to pay, and travel and expense. Types of automated controls include segregation of duties, application configuration, and transaction monitoring.
Structured Approach To It Business System Availability And Continuity Plannin...guest1c9378
This document outlines a structured approach to analyzing availability and continuity requirements for IT systems. It discusses availability management and continuity management processes. The key steps include:
1) Analyzing availability requirements based on business goals and validating them.
2) Documenting the system and application architecture, including critical components and their relationships.
3) Performing gap analyses to identify risks and evaluating alternative approaches.
The overall goal is to design availability into systems to meet recovery time and point objectives, while ensuring cost effectiveness and ongoing improvement of availability reporting and management.
ITIL v3 emphasizes service orientation and a lifecycle view of IT services. It repackages the original ITIL library into five core publications focused on strategy, design, transition, operation, and continual improvement of services. The new version has a greater focus on business alignment and value, management throughout the lifecycle, and creating valuable and recoverable customer services.
The document discusses the 7 steps of business continuity management and contingency planning: 1) develop a policy statement, 2) conduct a business impact analysis, 3) identify preventive controls, 4) develop recovery strategies, 5) define recovery roles and responsibilities, 6) plan testing and training exercises, and 7) plan maintenance. It provides details on each step, emphasizing the importance of identifying critical resources, outage impacts, and recovery priorities in the business impact analysis in order to effectively develop recovery strategies, roles, and test procedures. Regular reviews and updates of the contingency plan are also highlighted.
Case Studies Using Process as the Lever for Enterprise ChangeVincent Kwon
IBM Global Business Services provides expertise in business process management (BPM). BPM encompasses methods for modeling, optimizing, and monitoring business processes across departments, partners, and systems. The three core BPM components - business process analysis, execution, and monitoring - each deliver value on their own and greater value when used together. Organizations should pay attention to process to link strategic goals with operational effectiveness, organizational components, and leverage synergy between process design and IT development. A staged BPM life-cycle provides the framework for a business-driven approach to BPM.
Geometric’s PLM Implementation services provide the necessary framework for an organization ensuring that product information is available at the right time for the right function. We help customers to manage enterprise assets, standardize processes and ensure reusability while facilitating process adherence, collaboration and long term sustainability.
Cyrius2 provides organizational consultancy services in supply chain, finance, management control, and ICT project governance. It offers expertise in business process reengineering, change management, SAP installations, business intelligence, and integrating ERP systems with other software. Cyrius2 aims to support strategic and operational decision making for its clients through a highly skilled staff. It uses a methodology based on business process management.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
AIA SOX Conference May 2009 - CCM & Data Analyticsprosenzw69
Continuous control monitoring (CCM) is an integrated set of processes that uses technology to automate the monitoring of control environments, identify control exceptions based on predefined rules, and reduce risks. CCM deployments often focus on access and application controls but interest in transaction monitoring is increasing. CCM capabilities can optimize value by sufficiently covering end-to-end processes. Proper CCM roadmaps and exception management are key to ensure objectives are met and sustained over time.
The document discusses the history and principles of quality management systems. It describes the evolution of international standards like ISO 9000 beginning in the 1950s. The key principles of a quality management system are outlined, including customer focus, leadership and involvement of people. The structure of ISO 9001 is summarized, including the main elements like documentation, management responsibility, and monitoring and measurement. The roles and responsibilities in a quality system are defined. Finally, the concepts of mission, vision, policy and objectives are introduced in relation to quality management.
This document discusses various process improvement frameworks including CMMI, Six Sigma, DFSS, and their relationships. It provides details on:
1) The stages and goals of Six Sigma (DMAIC), DFSS (DMADV), and other process improvement methods.
2) The maturity levels and process areas addressed by CMMI for improving project management, engineering, and process management.
3) The tools commonly used with each framework, with DFSS placing additional emphasis on customer needs analysis and designing reliability into new products and services from the start.
Net challenge training_material_performance management_v05netchallenge
This document provides an overview of a performance management framework for collaborative business networks. It discusses key concepts including stakeholders, key success factors, key performance factors, and key performance indicators. It describes the framework's components, including performance management processes, stakeholders and factors, and an information system. The performance management process involves developing a strategy, deploying it, and measuring performance for both business clusters and virtual organizations.
ITIL v3 repackages the ITIL library into a full lifecycle view with a focus on service orientation and alignment of IT with business needs. It covers the service lifecycle from strategy to design, transition, operation, and continual improvement. The new version emphasizes management of IT services throughout the lifecycle to create business value.
This document discusses IBM's solutions for IT asset management challenges. It outlines common challenges around reducing IT costs, enhancing operational efficiency, managing multiple asset systems, and maintaining compliance. It then presents IBM's unified solution for asset and service management, highlighting key capabilities like integrated applications and processes, a common data model, process automation, custom workflows, common reporting, compatibility, and an integration framework. The solution is presented as a way to help organizations work smarter through optimized asset utilization and reduced costs.
MACE Consulting provides asset management and maintenance engineering services. They use a methodology approach involving strategic planning, tactical planning, implementation and embedding, and evaluation and audit. Their services include asset management, maintenance engineering, systems engineering, and technical documentation. MACE takes a value added approach with a commitment to clients through relevant experience and resources.
The document discusses how to derive sourcing strategies in application management, including assessing the current environment, identifying potential outsourcing opportunities to improve quality, reduce costs, and increase agility, and using a value comparison assessment methodology to determine the optimal sourcing strategy. It provides examples of analyzing application landscapes to identify the most promising applications for outsourcing based on factors like business impact, interaction, size, and technology stability.
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
The 10-step document outlines a process for mobile operators to implement an effective 4G service assurance strategy. It begins with evaluating current assurance systems and processes, then developing key performance indicators. Next, it recommends integrating network inventory, automating trouble management, and implementing a centralized repository for performance data. Further steps include service quality management, customer experience management, service level agreements, and integrating new 4G network elements. The goal is to continuously improve processes to enhance the subscriber experience and lower costs. A case study example shows how one operator achieved a 30% reduction in costs through these assurance simplification steps.
IKON PQM is an online process and quality management platform that allows companies to efficiently manage policies, procedures, and monitor compliance. It features customizable policy creation and reporting, centralized updates, monitoring of staff activities, and alerts. Benefits include reduced audit costs, risk anticipation, and ensuring policy accuracy through real-time dashboards and reports. IKON PQM provides a customizable online audit template with workflows, post-audit reporting, and task tracking.
Cross-functional processes at Qantas include incident management, problem management, change management, release management, and other service support functions. These processes provide benefits like improved monitoring of SLAs, quicker incident resolution, reduced incident volumes, and increased visibility into changes. Quality control activities are also performed for many of these processes, aimed at benefits like optimal testing time, cost efficiency, and high customer satisfaction. Operational stability is measured through root cause analysis reporting, incident and problem trend analysis, and governance is provided through various management forums.
The document describes two maturity models - a business perspective model and a technology perspective model - for healthcare organizations.
The business perspective model has 5 stages from basic to optimized care, focusing on objectives like quality of care, care delivery, multi-disciplinary approaches, and patient information sharing. It shows how functions evolve from separate to integrated to optimized.
The technology perspective model also has 5 stages from informal to service-oriented. It focuses on how governance, data management, applications, and technology capabilities mature from ad-hoc to managed/controlled to service-led. Both models aim to help healthcare organizations improve efficiencies, collaboration and patient outcomes over time.
The document discusses advanced financial controls in Oracle's R12 system. It describes how advanced controls augment standard ERP controls, bridge the gap between policy creation and transaction systems, and automate policy enforcement to deliver business process efficiency across multiple systems. Specific processes that would be impacted include financial close and reporting, order to cash, procure to pay, and travel and expense. Types of automated controls include segregation of duties, application configuration, and transaction monitoring.
Structured Approach To It Business System Availability And Continuity Plannin...guest1c9378
This document outlines a structured approach to analyzing availability and continuity requirements for IT systems. It discusses availability management and continuity management processes. The key steps include:
1) Analyzing availability requirements based on business goals and validating them.
2) Documenting the system and application architecture, including critical components and their relationships.
3) Performing gap analyses to identify risks and evaluating alternative approaches.
The overall goal is to design availability into systems to meet recovery time and point objectives, while ensuring cost effectiveness and ongoing improvement of availability reporting and management.
ITIL v3 emphasizes service orientation and a lifecycle view of IT services. It repackages the original ITIL library into five core publications focused on strategy, design, transition, operation, and continual improvement of services. The new version has a greater focus on business alignment and value, management throughout the lifecycle, and creating valuable and recoverable customer services.
The document discusses the 7 steps of business continuity management and contingency planning: 1) develop a policy statement, 2) conduct a business impact analysis, 3) identify preventive controls, 4) develop recovery strategies, 5) define recovery roles and responsibilities, 6) plan testing and training exercises, and 7) plan maintenance. It provides details on each step, emphasizing the importance of identifying critical resources, outage impacts, and recovery priorities in the business impact analysis in order to effectively develop recovery strategies, roles, and test procedures. Regular reviews and updates of the contingency plan are also highlighted.
Case Studies Using Process as the Lever for Enterprise ChangeVincent Kwon
IBM Global Business Services provides expertise in business process management (BPM). BPM encompasses methods for modeling, optimizing, and monitoring business processes across departments, partners, and systems. The three core BPM components - business process analysis, execution, and monitoring - each deliver value on their own and greater value when used together. Organizations should pay attention to process to link strategic goals with operational effectiveness, organizational components, and leverage synergy between process design and IT development. A staged BPM life-cycle provides the framework for a business-driven approach to BPM.
Geometric’s PLM Implementation services provide the necessary framework for an organization ensuring that product information is available at the right time for the right function. We help customers to manage enterprise assets, standardize processes and ensure reusability while facilitating process adherence, collaboration and long term sustainability.
Cyrius2 provides organizational consultancy services in supply chain, finance, management control, and ICT project governance. It offers expertise in business process reengineering, change management, SAP installations, business intelligence, and integrating ERP systems with other software. Cyrius2 aims to support strategic and operational decision making for its clients through a highly skilled staff. It uses a methodology based on business process management.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
AIA SOX Conference May 2009 - CCM & Data Analyticsprosenzw69
Continuous control monitoring (CCM) is an integrated set of processes that uses technology to automate the monitoring of control environments, identify control exceptions based on predefined rules, and reduce risks. CCM deployments often focus on access and application controls but interest in transaction monitoring is increasing. CCM capabilities can optimize value by sufficiently covering end-to-end processes. Proper CCM roadmaps and exception management are key to ensure objectives are met and sustained over time.
The document discusses the history and principles of quality management systems. It describes the evolution of international standards like ISO 9000 beginning in the 1950s. The key principles of a quality management system are outlined, including customer focus, leadership and involvement of people. The structure of ISO 9001 is summarized, including the main elements like documentation, management responsibility, and monitoring and measurement. The roles and responsibilities in a quality system are defined. Finally, the concepts of mission, vision, policy and objectives are introduced in relation to quality management.
This document discusses various process improvement frameworks including CMMI, Six Sigma, DFSS, and their relationships. It provides details on:
1) The stages and goals of Six Sigma (DMAIC), DFSS (DMADV), and other process improvement methods.
2) The maturity levels and process areas addressed by CMMI for improving project management, engineering, and process management.
3) The tools commonly used with each framework, with DFSS placing additional emphasis on customer needs analysis and designing reliability into new products and services from the start.
Balanced Scorecard for CMMI Implementations - Eduardo Espinheira e Paula GomesPaula Gomes
This document presents a roadmap for implementing a Balanced Scorecard (BSC) approach within a CMMI implementation. It begins with an introduction and overview of CMMI levels and process areas. It then discusses the BSC concept, how it can benefit a CMMI implementation by measuring intangible assets beyond financials. The document outlines barriers to BSC implementation and proposes a services-oriented strategy with missions, visions, and strategies defined at all levels.
This document provides a high-level summary of the Agile and CMMI conference held in Kiev, Ukraine on September 23-24, 2011. The conference addressed some common myths about Agile and CMMI, providing context on both frameworks. It also reviewed the history and structure of CMMI, outlining the key process areas covered at different maturity levels.
Project Management Case Studies Terry Hall, Project ManagerTerry Hall, PMP
The document discusses three case studies of project management at different companies. It describes the situation, solution, and results for projects at Company 1, Company 2, and Company 3. It also discusses the Capability Maturity Model Integration framework which has five levels from Initial to Optimizing that organizations can use to improve their project management processes.
Project management case studies terry hall, project managerTerry Hall, PMP
The document describes three case studies of project management at different companies. It discusses the situation, solution, and results for projects at Company 1, Company 2, and Company 3. It also provides information about the Capability Maturity Model Integration (CMMI) levels and their focus on different project management processes.
Project Management Case Studies by Terry HallTerry Hall, PMP
The document describes three case studies of project management at different companies. It discusses the situation, solution, and results for projects at Company 1, Company 2, and Company 3. It also provides information about the Capability Maturity Model Integration (CMMI) levels and their focus on different project management processes.
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
The document provides an overview and agenda for a CMMI consulting presentation. It discusses the CMMI maturity levels from initial to optimizing. It then outlines the key aspects that will be covered in the presentation, including an overview of CMMI, the implementation and appraisal roadmaps, expectations, responsibilities and why the consulting company Techserv can help with CMMI. It provides resume information for the presenter Arul Nambi and concludes with an invitation for questions.
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
The document discusses operationalizing service-oriented architecture (SOA). It recommends integrating development and operations to improve service quality. It also recommends building an SOA architecture with a vision for the future, focusing on SOA management best practices from past projects, and taking an exemplary project approach that runs functional and operational activities in parallel.
This document discusses quality management systems and how they can provide competitive advantage. It covers:
1) Quality management systems involve designing, implementing, and improving interconnected processes to effectively meet customer needs and organizational objectives.
2) Key aspects of a quality management system include system planning, design, operation, control, evaluation, and continuous improvement.
3) An organization's quality assurance and quality control departments work to ensure standards are met through requirements analysis, auditing, and corrective actions.
4) Consistent, well-defined processes are important for delivering quality products and services, and are enabled by procedures, standards, and documentation.
TTM Managed Services Framework provides a comprehensive methodology and tools to assist companies throughout the entire managed services lifecycle. This includes setting up an effective managed services framework, conducting due diligence and RFP processes, managing the transition of services between a company and managed service provider, and supervising ongoing service delivery. The framework is based on over 60 years of experience and incorporates best practices, processes, templates, and other tools to help ensure the success of managed services transformations and programs.
Business continuity management fundamentals updateExo Futures
BCM is a holistic management process
that identifies potential impacts that threaten an organisation
and provides a framework for building resilience with the capability for an effective response
that safeguards the interests of its key stakeholders, reputation, brand and value creating activities.
BIA is a process designed to prioritize business functions by assessing the potential quantitative (financial) and qualitative (non-financial) impact that may result if an organization was to experience a disruption from a disaster event.
A simpler definition, BIA is a survey that shows how soon you need to have something and do something in order to not ruin your reputation, not lose a lot of money, and not go out of business.
Business continuity management (BCM) aims to establish a strategic and operational framework to improve organizational resilience against disruptions. Common issues include a lack of alignment between IT processes and business processes. To address this "gap", organizations should appoint an appropriate sponsor, follow best practices and standards, and regularly test plans. Effective BCM requires a holistic approach led by business needs rather than being delegated solely to IT.
Enterprise Asset Management (EAM) solutions help large enterprises effectively manage critical organizational assets to improve corporate performance. Changes in the business environment have increased the importance of EAM. Integrating EAM with other systems like ERP allows companies to reduce costs, increase asset usage, and maximize returns. Infosys can help companies implement and customize EAM solutions to gain strategic and operational benefits.
The document discusses the People Capability Maturity Model (PCMM), which is a framework for improving an organization's human resource practices. It describes PCMM as a conceptual model developed by the Software Engineering Institute to help organizations continuously improve how they attract, develop, motivate and retain employees. The document outlines the five levels of PCMM and lists some example process areas and benefits of adopting PCMM, such as improving ability to attract and retain talent and enhancing business performance. It also provides some case studies reporting positive results from companies that implemented PCMM.
This document provides an overview of the Capability Maturity Model Integration (CMMI) Version 1.2. It discusses the history and development of CMM models, the reasons for integrating them into CMMI, and the key components and concepts of CMMI including constellations, maturity levels, process areas, and continuous improvement. CMMI Version 1.2 focuses on systems engineering and software engineering and covers five levels of process maturity from initial/ad hoc processes to optimized, continuously improving processes.
This document provides an overview of the Capability Maturity Model Integration (CMMI) version 1.2. It discusses the history and development of CMM models. CMMI version 1.2 integrates different CMM models and focuses on systems engineering and software engineering. It describes the staged maturity levels from initial to optimizing, and the key process areas addressed at each level. Finally, it notes that organizations should not skip maturity levels, as each level provides foundations for continuous process improvement.
Software engineering is the application of engineering principles to software development. It includes systematic processes for developing, operating, and maintaining software. The document discusses the definition of software engineering, why it is important given historical issues with software projects, the software development life cycle including requirements, design, coding, testing, and maintenance phases, and core roles in software engineering projects.
The document provides an overview of ITIL (Information Technology Infrastructure Library). ITIL is a framework for IT service management that organizations implement to improve efficiency, reduce costs, and enhance customer satisfaction. The summary highlights key benefits of ITIL including increased productivity, reduced resolution times, improved quality of service, optimized agreements, and cost savings realized by companies that have adopted ITIL best practices. It also outlines the five core ITIL books that cover strategy, design, transition, operations, and continual improvement of IT services.
ITIL benefits include increased efficiency, customer satisfaction, agility, cost reduction, compliance, and realized savings. Companies implementing ITIL processes see benefits like increased productivity, reduced downtime, optimized service levels, and demonstrated IT value. Case studies found significant cost savings, such as Shell Oil saving $5M on software upgrades and Nationwide Insurance reducing outages 40%.
CMMI High Maturity Best Practices HMBP 2010: Deploying High Maturity Practice...QAI
The document discusses deploying high maturity practices globally. It addresses the challenges of global deployment as well as the essential elements needed for robust deployment based on experience. The presentation covers challenges to high maturity, the intent of high maturity practices, foundational elements for success, and deploying high maturity practices globally. It emphasizes training, roles, and developing high maturity capability across locations.
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
CMMI High Maturity Best Practices HMBP 2010: Demystifying High Maturity Imple...QAI
Demystifying High Maturity Implementation Using Statistical Tools & Techniques
-Sreenivasa M. Gangadhara
Ajay Simha
Archana V. Kumar
(Honewell Technology Solutions Lab)
.
presented at
1st International Colloquium on CMMI High Maturity Best Practices held on May 21, 2010, organized by QAI
CMMI High Maturity Best Practices HMBP 2010: Process Performance Models:Not N...QAI
Process Performance Models:Not Necessarily Complex -Himanshu Pandey and Nishu Lohia(Aricent Technologies) presented at
1st International Colloquium on CMMI High Maturity Best Practices held on May 21, 2010, organized by QAI
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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3. Agenda
Overview of the CMMI®-SVC
Discussion of New PAs (Over CMMI®-DEV)
Applicability & Opportunities
-3-
4. Typical Challenges in Service Industry
Meeting SLAs & Continuous Process Improvement
Delivering consistent service quality
Managing service continuity
Managing high rate of changes/ time to market
Adequate understanding of Service components & role in delivery
Remain Competitive and maintain low cost
Increase Service Quality
Attaining centralized Model across the Organization for all the services
provided
-4-
5. What is CMMI-SVC
An extension of the CMMI model
CMMI®-SVC is a compendium of best practices which
enables service focused organizations to effectively :
Design the service
Deploy and deliver the service
Manage the service
Has Synergies with other models like CMMI®-DEV, ITIL, ISO
20000, CobiT and ITSCM.
-5-
6. What is a Service as per CMMI®-SVC
Services are useful intangible and non-storable results delivered
through the operation of a service system.
The process used in delivering the service typically has a immediate
impact on the service
Services are typically short cycle and repetitive in nature
-6-
7. Where does CMMI®-SVC apply
KPO
Health Care IT Infrastructure
Telecom Management
Hospitality Retail
Training
Logistics BPO Consulting
Travel
Government Services People Outsourcing
Software (Part Lifecycle)
Banking
Utilities
Insurance
and more…
-7-
9. CMMI-SVC Maturity Level
Focus on process improvement
Optimizing
5
Processes measured and controlled
Quantitatively Managed
4
Processes characterized for organization and is often
proactive
Defined
3
Projects level foundation for an organization to become an
effective service provider
Managed
2
Processes unpredictable, poorly controlled and reactive
1 Initial
-9-
10. CMMI®-SVC Process Areas
5 Organizational Innovation &
Deployment Causal Analysis & Resolution
5
4 Quantitative Project Management
Organizational Process Performance
4
Incident Resolution and Prevention Capacity and Availability
Management
3
Organizational Training
3
Service System Development Integrated Project Management Organizational Process Definition Decision Analysis & Resolution
Service System Transition Risk Management Organizational Process Focus
Strategic Service Management Service Continuity
Project Monitoring and Control
2
Configuration Management
2
Service Delivery Project Planning
Process & Product QA
Requirements Management
Measurement & Analysis
Supplier Agreement Management
Service Establishment
Project Management Process Management Support
& Delivery
10
11. Understanding Service Specific PAs
Capacity & Incident
Availability Resolution &
Management Prevention
16 Core
Process Areas Service
& 1 Shared PA Delivery
Service
Continuity (SAM)
PA Addition Service
System
Service
Transition
System
Development
Strategic
Service
Management
Source: SEI
11
12. Strategic Service Management (STSM)
Capacity
& Incident
Availabil Resoluti
ity on &
Manage Preventi
ment on
16 Core
Process deciding what
services you should
Areas
Service
&1 Delivery
Service
Shared
Continui PA
ty (SAM)
be providing, making
them standard, and
PA Addition
Service
System
Service Transiti
System on
letting people know
Develop
ment
Strategi
c
Service
Manage
about them
ment
Source: SEI
12
13. Strategic Service Management (STSM)
Capacity
& Incident
Availabil Resoluti
ity on &
Manage
ment
Preventi
on
deciding what services you should
be providing, making them
standard, and letting people
16 Core
Process
know about them
Areas
Service
&1 Delivery
Service
Shared
Continui PA
ty (SAM)
PA Addition
Service
System
What kind of taxi service?
Service Transiti
System on
•Pick up and drop? Or Time and distance hiring?
Develop
ment
Strategi
c
•Only within city limits?
Service
Manage
ment
Source: SEI
•Primarily for the airport?
•Luxury / semi-luxury / economy?
•Shared or single person hiring?
•Radio call? Hail from the street?
•Lots of luggage space? More leg room?
13
14. Service System Development (SSD)
Capacity
& Incident
Availabil Resoluti
ity on &
Manage Preventi
ment on
16 Core
Process
making sure you have
Areas
Service
&1 Delivery
Service
Shared
Continui PA
everything you need to
ty (SAM)
deliver the service,
PA Addition
Service
System
Service Transiti
System on
including people, processes,
Develop
ment
Strategi
c
Service
consumables, and
Manage
ment
Source: SEI
equipment
14
15. Service System Development (SSD)
Capacity
& Incident
Availabil Resoluti
ity on &
Manage Preventi
ment on
16 Core making sure you have everything you need
to deliver the service, including people,
Process
Areas
processes, consumables, and equipment
Service
&1 Delivery
Service
Shared
Continui PA
ty (SAM)
PA Addition
Design, Develop and Test the Service
Service
System
Service Transiti
•Process and system
System on
Develop
ment
•Taxis
Strategi
c
Service
Manage
ment
•Meters
Source: SEI
•Drivers
•Call numbers
•Call centre
•Service Centers
•Waiting/ parking lots
•Driver contracts
•Pricing
•Billing process
•Fuel refill system
15
16. Service System Transition (SST)
Capacity
& Incident
Availabil Resoluti
ity on &
Manage Preventi
ment on
16 Core
Process
Areas
Service
&1 Delivery
getting new systems in
Service
Shared
Continui PA
ty (SAM)
PA Addition
Service
System place, changing existing
systems, retiring obsolete
Service Transiti
System on
Develop
ment
Strategi
systems, all while making
c
Service
Manage
ment
Source: SEI
sure nothing goes terribly
wrong with service
16
17. Service System Transition (SST)
Capacity
& Incident
Availabil Resoluti
ity on &
Manage Preventi
getting new systems in place,
ment on
16 Core changing existing systems,
Process
Areas retiring obsolete systems, all
while making sure nothing
Service
&1 Delivery
Shared
goes terribly wrong with
Service
Continui PA
(SAM)
service
ty
PA Addition
Service
System
Service Transiti
System on
Develop
ment
Strategi
c
Service
Manage
Install and implement the service
ment
Source: SEI
•Put the designed service in action
•Carry out trials
•Smooth out initial glitches
•Make the service fully operational
17
18. Service Delivery (SD)
Capacity
& Incident
Availabil Resoluti
ity on &
Manage Preventi
ment on
16 Core
Process
Areas
Service
&1 Delivery
Service
Shared
Continui PA
ty (SAM)
PA Addition
Service
System setting up agreements,
taking care of service
Service Transiti
System on
Develop
ment
Strategi
requests, and operating
c
Service
Manage
ment
Source: SEI
the service system
18
19. Service Delivery (SD)
Capacity
& Incident
Availabil Resoluti
ity on &
Manage Preventi
ment on
16 Core setting up agreements, taking
care of service requests, and
Process
Areas
Service
&1
operating the service system
Delivery
Service
Shared
Continui PA
ty (SAM)
PA Addition
Service
System
Set up agreements with airport,
Service Transiti
System on
traffic police, service centers,
Develop
ment
Strategi
c
consumer forums, website
Service
Manage
ment
Source: SEI
Set up mechanisms to communicate
expected service level with users
Take bookings, cancellations, changes,
complaints,
Track the service at detailed and macro level
19
20. Capability & Availability Management (CAM)
Capacity
& Incident
Availabil Resoluti
ity on &
Manage Preventi
ment on
16 Core
Process
Areas
Service
&1 Delivery
Service
Shared
Continui PA
ty (SAM)
PA Addition
Service making sure you have the
resources you need to deliver
System
Service Transiti
System on
Develop
services and that they are
ment
Strategi
c
Service
available when needed—at an
Manage
ment
Source: SEI
appropriate cost
20
21. Capability & Availability Management (CAM)
Capacity
& Incident
Availabil Resoluti
ity on &
Manage Preventi
ment on
making sure you have the
16 Core
Process
resources you need to deliver
Areas
&1
Service services and that they are
Service
Shared
Delivery
available when needed—at an
appropriate cost
Continui PA
ty (SAM)
PA Addition
Service
System
Do demand- supply management of drivers, taxis, call
Service Transiti
System on
center resources – at multiple planning horizons:
Develop
ment
Strategi
c
Service
Manage
ment
Source: SEI
•Long term – six months/ one year
•Medium term – month/ week
•Short term – daily/ every hour
21
22. Incident Resolution & Prevention (IRP)
Capacity &
Availability Incident
Manageme Resolution
nt &
Prevention
16 Core
Process
Service
Areas Delivery
& 1 Shared
Service PA (SAM)
Continuity
PA Addition
Service handling what goes wrong—
and preventing it from going
System
Service Transition
System
Developme
wrong in the first place if you
nt
Strategic
Service
Manageme
can
nt
Source: SEI
22
23. Incident Resolution & Prevention (IRP)
Capacity &
Availability Incident
Manageme Resolution
nt &
Prevention
16 Core handling what goes wrong—and preventing
it from going wrong in the first place if
Process
Service
Areas Delivery
& 1 Shared
Service
Continuity
PA (SAM)
you can
PA Addition
Service
System
Service Transition
System
Developme
nt
Strategic
Service
Manageme
nt
Source: SEI Handle complaints from customers, drivers
Handle incidents of accidents, breakdowns, fuel
outage, driver illnesses, traffic violations, incidents at
the airports, non-payments, theft, etc
Do RCA and put preventive action in place
23
24. Service Continuity Management (SCON)
Capacity
& Incident
Availabilit Resolutio
y n&
Managem Preventio
ent n
16 Core
Process
Areas Service
&1 Delivery
Service Shared
being ready to recover from a
Continuity PA (SAM)
PA Addition
Service disaster and get back to delivering
your service
System
Service Transition
System
Developm
ent
Strategic
Service
Managem
ent
Source: SEI
24
25. Service Continuity Management (SCON)
Capacity
& Incident being ready to recover from a
disaster and get back to
Availabilit Resolutio
y n&
Managem Preventio
ent n
delivering your service
16 Core
Process
Areas Service
&1 Delivery
Service Shared
Continuity PA (SAM)
PA Addition
Service
System
Service Transition
System
Developm
ent
Strategic
Service
Managem
ent
This could be at multiple levels. Short-term, medium
Source: SEI
term and long term:
Driver does not report, car failure, accident while
transportation
Riots, floods, strikes, fuel availability
Govt. regulation change
25
26. Process Performance Models in SVC
• Typically to support
– CAM – Capability & Availability Management
– SD – Service Delivery
• CAM
– Using forecasted demand, concepts of queuing, baseline performance
of various sub-processes, identifying the capacity required, that will
meet the demand and multiple goals of cycle times, pending queues,
delayed requests, requests not serviced, quality, cost and idle time
• SD
– On arrival of a new demand, re-plan the allocation and sequencing of
resources to be able optimally meet multiple goals of cycle times,
pending queues, delayed requests, requests not serviced, quality, cost
and idle time
- 26 -
27. Production Support Example Analyze Fix Review Test ……
Expert Expert Expert Expert
Suzy
Proficient Proficient Proficient Expert
Rohit
Novice Proficient Proficient Expert
Rita
Cant Do Novice Novice Proficient
Ankit
New ticket
Queue Queue
Queue Accept/ Queue
Reject Analyze Fix Review
Queue Queue Queue
Close Monitor Delivery Regression Test
Optimize: SLA Compliance, Bad Fixes, Idle, Cost, Pending Queues
Input Data: Expected arrival rate, current sub-process performance baselines (by skill level)
Models: Simulations, based on queuing theory
What-if: We change the rules of task assignment? More tickets are expected?
We get one more person in the team? Suzy takes leave for 2 weeks?
We reduce avg. cycle-time of “regression” sub-process by 10%? - 27 -
28. Taxi Services Example
Report
For Log Off
Duty Register Waiting Unavailable
Taxis Taxis
Queue Report
Completion
Booking
Request
Book Report Pickup &
Queue
Assign for
Request Drop
Pickup
Optimize:Idle driving, Timely pickup / drop, Customer complaints, customer follow-ups,
Waiting/ idle time; traffic violations; Repair costs; Refusals; Cancellations; Overtime
Input Data: Expected booking rate, current values on speed, waiting time, etc
Models: Simulations, based on queuing theory
What-if: We change the rules of assignment? Bookings are expected to be different?
A route is disabled? Add credit card swipe ?
Implement speed governors in the taxis? If we add another service station in the city?
Tie-up with some more fuel stations in the city?
Add another 500 taxis?
- 28 -
29. Value of CMMI-SVC
Rigorous yet flexible framework
Improved SLA compliance & delivery efficiency
Improved customer satisfaction
Optimized capacity utilization
Effective change management
Roadmap to service maturity
Gain a marketing/competitive edge
- 29 -
30. CMMI®- SVC and SCAMPI-A
• Separate appraisals for CMMI®- SVC – currently cannot be combined
with DEV
• LAs need SVC specific authorization
• Scoping of the DEV appraisals may be impacted (after the arrival of SVC).
Projects that may need to be “out of scope” of DEV in future could
include:
– Production support
– Short cycle maintenance projects
– Pure testing project; only coding and unit testing projects
(It was anyway difficult to demonstrate RD, PI and VAL in many such
projects)
• Current Appraisal Results data on PARS shows 8 appraisals (7 on
Continuous!); Mostly ML2/3 PAs; Services include IT and non-IT (order
fulfilment, recruitment, packaging, account management, project
management, business development, etc.)
- 30 -
31. CMMI-SVC vs ISO 20000 vs V3
Note: PA’s marked as green may still require effort for “transition” to SVC Framework
- 31 -
32. Opportunities for IT Companies
SVC Type Projects
(Maintenance, Testing,
DEVDEV Type
Type IT
Production Support,
Projects
Projects Projects
Partial Life Cycle)
IT Solutions
Our Customers
IT Organization SVC Compliant
(in the service industries)
IT Solutions
More Services Under SVC
(Staff augmentation, BPO, training, facilities, Process (SVC based)
IT support, transport, security, etc.) Consulting
Process Groups can be a part of the software projects!
- 32 -
33. Opportunities for IT Companies
1. Use CMMI® - SVC for non-DEV parts of the software
organization –Production support, maintenance, testing, only
coding
2. Implement in other services – IT Infrastructure management,
BPO/ KPO, internal services (training, facilities, etc.)
3. Provide process consulting for your IT customers in the
services business (banking, insurance, finance, transport,
logistics, retail, training, education, government, health care,
hospitality, etc.)
4. For your customers, provide integrated IT-based solutions
that are aligned with CMMI®-SVC
- 33 -
34. Service Industry Requires Heavy Automation
SERVICE DELIVERY
AND MANAGEMENT
PROCESS
AUTOMATION
- 34 -
35. Where does CMMI®-SVC apply
KPO
Health Care IT Infrastructure
Telecom Management
Hospitality Retail
Training
Logistics BPO Consulting
Travel
Government Services People Outsourcing
Software (Part Lifecycle)
Banking
Utilities and more…
Insurance
- 35 -
36. Thank You!
Rajesh Naik
Consulting Partner
QAI India Limited (www.qaiglobal.com)
rajesh.naik@qaiglobal.com
OR
naik.rajeshnaik@gmail.com
+91 9845488767
Personal website
www.rajeshnaik.com
Blog
naikrajesh.blogspot.com
- 36 -
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HMBP 2010 Presentations
organized by QAI
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