The document discusses process improvement efforts and challenges. It notes that traditional approaches to process documentation and implementation face challenges including overly complex processes, lack of accessibility, and high implementation costs. A new approach is needed that provides simple, accessible, contextual, flexible and executable processes integrated with project tools to drive greater compliance and success. The speaker's company, Digité, provides an integrated process governance solution that links process definition to project execution for improved performance measurement, deployment and continuous improvement.

1. Mahesh Singh
Co-founder, Sr. Vice President – Product, Digité, Inc.

2. Content
 Background
 Challenges in PI Efforts
 Effective Process Automation for more successful
PI
 Case Studies/ Customer Feedback
 Q&A
(c) Digite, Inc. 2

3. Brief Introduction
 20+ years in Software/ IT Services companies
working on global software projects
 Early years in SSAD/ CASE Tools/ PM Tool
 Internal process implementation/ improvement
 18 years in the Silicon Valley
 2 startups; running the 2nd one – 8 years in April!
 Focused on enabling process-driven collaborative
software development
(c) Digite, Inc. 3

4. About Digite, Inc.
 Agile ALM tool vendor headquartered in California
 Over 75 Customers Worldwide
 T-Mobile, Magneti Marelli, Sony, D&B, PwC, Keane, Convergys, HCL
Technologies, Infosys, Novutek, TechMahindra, Virtusa, Worksoft,
Subex, Sungard, SunTec, etc.
 Nearly 250,000 Active Licenses
 Presence in the US, the EU, India
 Partnerships with TCS and Wipro
 Featured in several Gartner Cool Vendor and
Hype Cycle Reports for Application Development
& Maintenance since 2006
(c) Digite, Inc. 4

5. Digité Implementations
 Over 80% of our customers are at or getting to
CMMi Level 3 – Level 5
 Using Digité to
 Attain a level or to maintain a level much more cost
effectively
 Get away from „traditional‟ approach to documenting
processes and enabling project teams to use them
 This presentation is an abstract of our lessons
from these implementations.
(c) Digite, Inc. 5

6. (c) Digite, Inc. 6

7. The Process Lifecycle
Process
Definition
Process
Process
Deployment/
Improvement
Roll-out
Process Process
Measureme Tailoring/
nt/ Project
Feedback Execution
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8. Effort and Technology Investment
Today
Process Definition
Process Improvement Process Deployment/ Roll-out
Process Process
Measurement/ Tailoring/
Feedback Execution
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9. Traditional Technology Stack
Portfolio
Management
Project Management
Offline/ Online Process Documentation

10. Typical Challenges Faced
 Project Teams‟ Challenges
 Over-prescriptive and complex processes
 Lack of access within the “workspace”
 Significant effort to “convert process to project” – to use
the process
 SEPG/ Management Challenges
 High cost of implementation and adoption
 No control on Project teams on how compliant they are
except through audits
 Each new process introduction or revision exercise is
manual, long duration, high effort
 No user feedback loop
(c) Digite, Inc. 10

11. The Time has come. Technology has Evolved!
(c) Digite, Inc. 11

12. Need for Redistribution
Process Definition
Process Deployment/
Process Improvement
Roll-out
Process
Measurement/ Process Tailoring/ Execution
Feedback
(c) Digite, Inc. 12

13. PTMM - Process Technology
Maturity Model (Yet to be proposed to SEI!)
Improving Optimized
Integrated Executable
Accessible Online
Documented Offline
Undocumented Cerebral
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14. Critical Success Factor –
“Actionable Processes”
 Simple: Simplest possible process for any
situation – “just enough process”
 Accessible: at the time of need
 Contextual: Specific process „slice‟ needed for that
work item alone
 Flexible: even if non-compliant
 Executable: Processes that automatically convert
to „work‟ items in relevant tools
Integration of Process Definition to Project Execution
tools critical to achieve this!
(c) Digite, Inc. 14

15. New Technology Stack enables
Integrated Processes
Portfolio
Management
Project Management
Application Lifecycle Management
Process Governance

16. Technology Enables Greater
Process Decomposition
Lifecycle Iterative/ Waterfall Development Methodology Process
Processes (Project Lifecycle) Governance
Compliance,
Comprised of
Performance
Complex Customer Change Request Process Complex
Workflow thru
Processes (Change Requests, Requirements, Documents)
Web Services
Decomposed into Compliance,
Performance
Work Workflow
Requirements Review Enabled PPM
Processes (Requirement Review Workflow) + ALM
(c) Digite, Inc. 16

17. Digité’s Integrated Approach
17

18. Digité’s Process Governance
Lifecycle Coverage
SEPG/ PMO
Define
Process
Templates
Process
Automated
Templates
Metrics Data
Published in
and User
Project
Feedback to
Execution
SEPG/ PMO
Environment
PMs Tailor
Projects/
Process,
Process
Create
performance
Projects and
captured
Execute
(c) Digite, Inc. 18

19. Process Governance Integrated
with Project Execution
Process Definition Program/ Project Integrated Agile SDLC
Integrated ALM
Portfolio/ Program Management
Process Governance
Process Deployment/ Management • Release/ Iterations/
Monitoring • Lightweight Scheduler Backlog/ User Stories
- STaRT • Requirements Mgmt
Process Performance • Change Mgmt
Measurement • 2-way Integration with
MS Project • Defect Tracking
Process Improvement • Test Management
• Resource Management
• Configuration Management
• Issues/ Risk /
Integrated Traceability
Lifecycle Processes – Document
Process Templates Management
Work processes – Metrics & Reports Integration with SW Tools
Sequential/ Parallel/ Project Financials Out-of-the-box:
Cross-application • Eclipse/ VSS/ CVS/ SVN
Portfolio Management
Customer-specific:
Customer-specific
Support for CMMI/ 6- integrations – Oracle/ • Jira/ Remedy
Sigma/ PM-BOK/ Agile/ SAP/ In-house ERP • Synergy
Others • Others
(c) Digite, Inc. Strictly Confidential 19

20. Benefit to Project Team:
Actionable Process
 Process Definition = Reusable Hierarchical Objects with
appropriate description
 Executable: All process elements translate to tasks, workflow
steps or work artifacts
 Minimum Disruption of Current work habits:
 Completely unobtrusive to the project teams
 Non-prescriptive, Framework-Agnostic
 Accessible
 Flexible – Tailorable at time of project creation
 Contextual – specific to the task/ work artifact
 Optimizing: Ability to submit Process Improvement Requests
and new Process Artifacts
(c) Digite, Inc. 20

21. “A Fool with a Tool is still a Fool”
(c) Digite, Inc. 21

22. Case Study: Magneti Marelli (MMSE)
 Automotive Supplier - Part of Fiat Group
 Worldwide presence
 Mechatronic Systems with complex HW / SW and
style
 Used Digité + Telelogic to implement tailored
version of CMMI / Automotive SPICE
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23. Business objectives
 Achieve at the same time:
 Time-To-Market reduction
 Products Quality improvement
 Projects Efficiency improvement
 Customer/ Vendor collaboration
 Select a tool allowing Development Teams to:
 Speak the same language all around the Company and decrease
wasted effort needed to define the rules and formalize the results
 CMMI/ Automotive SPICE based Standard Process definition:
o Speed up institutionalization of the standard process
o Support process deployment by replacing solutions based on multiple stand-
alone specific files with a centralized database
 Provide ability to Managers to:
o Distribute activities among Team Members located in different facilities
o Get real time reports without additional effort

24. After 18 Months
 Selection of Digité Enterprise ALM Tool –
July 2008
 Deployment start: Sept. 2008
 After One Year & half: 450 users
 Expected by end 2010: more than 900
users
 Extended usage with Customers and
Suppliers
(c) Digite, Inc. 24

25. Infosys: Case Study Key Data
 Being used for 6000+ live projects across
geographies with 90,000+ users
 Expected to double in next three years
 Around 800,000+ hits per day
 Agile process implementation
 An extensible framework is used for online parameterized
process tailoring during project creation and execution..
 Helped improved the agility of service delivery
 Global deployment and orientation
 Multi location (4) development including vendor
location
(c) Digite, Inc. 25

26. Infosys: RoI Factors
 Significant reduction in Project Management effort –
 Collation of weekly/ monthly/ quarterly reports
 Project Initiation/ Planning
 Follow-up with team/ work assignment
 Team member productivity gains from using “one
application” vs. multiple applications
 Process Support
 75% reduction in New Process Rollout time (From a MINIMUM
of 6 months to 4-6 weeks)
 Uniformity of metrics and consolidated calculations across
process types
 Productivity gains for SQA and PM community
(c) Digite, Inc. 26

27. Infosys: Customer Feedback
“IPM+ is a complex, global rollout of 50000+ function point application
touching 70000+ employees across 5000+ projects. This
comprehensive, innovative solution covers project and lifecycle
management for 100% services spanning ADM to IMS. It brings visibility
into 100% projects, de-risks delivery and improves productivity through
prescriptive processes and customizable workflows. It has
demonstrated 75% cycle-time reduction to implement new processes.”
AVP IS, Infosys Technologies
(c) Digite, Inc. 27

28. Other Feedback
“ Our company has been assessed CMMI Level 3 in the month of
October. Digite was of immense help in Project Planning and
Project Tracking by monitoring Schedule, Effort, Issues, Defect,
Process Deviations and Non-compliances, etc. It was possible for
us to compare the Project Goals and Organization Goal and
thereby fine-tune the Project Goals”
Head of quality, Jasmin (Product Engineering Services Company)
“ We have achieved 50% reduction in Functional defects and 10%
reduction in overall project effort”
Head Quality , Aditi (Product engineering company)

29. (c) Digite, Inc. 29

30. Thank You!
Mahesh Singh
Co-Founder/ Sr. Vice President, Product
Digité, Inc.
mahesh@digite.com
+1-408-761-2238
LinkedIn/in/singhmahesh
Twitter.com/digite
www.digite.com
http://blog.digite.com
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