This document discusses lessons learned from integrating multiple process improvement frameworks across different organizational models. It outlines the process used, including reviewing organizational structures, mapping processes to standards, conducting gap analyses, and segmenting results. Suggestions are provided for harmonizing frameworks at the process area and goal levels. Future discussions are proposed around additional topics like an integrated approach, generic practices, and appraisal teams.
Applying CMMI SCAMPI method for Multi standards and cross CMMIs joint assessmentKobi Vider
Most of major industries mainly defense and aerospace, find themselves conducting large number of internal and formal appraisals during a year, each of which consumes time and resources of the appraised organization.
An additional aspect of this challenge is that careful evaluations of these multi-constellation, multi-model and multi-standard environments leads to the inevitable conclusion that there are content overlaps.
To improve this cumbersome expansive and ineffective process without major impact on the organization’s benefit of using the multi-model environment that is the best framework for its strategic needs, we have structured a combined evaluation method that is based on SCAMPISM.
In our presentation we share and demonstrate the following:
1. Refresh on method principles – SCAMPISM
2. Structure and scripts for the appraisal team
3. Appraisal planning
4. Pilot lessons learned
5. Next steps
Applying CMMI SCAMPI method for Multi standards and cross CMMIs joint assessmentKobi Vider
Most of major industries mainly defense and aerospace, find themselves conducting large number of internal and formal appraisals during a year, each of which consumes time and resources of the appraised organization.
An additional aspect of this challenge is that careful evaluations of these multi-constellation, multi-model and multi-standard environments leads to the inevitable conclusion that there are content overlaps.
To improve this cumbersome expansive and ineffective process without major impact on the organization’s benefit of using the multi-model environment that is the best framework for its strategic needs, we have structured a combined evaluation method that is based on SCAMPISM.
In our presentation we share and demonstrate the following:
1. Refresh on method principles – SCAMPISM
2. Structure and scripts for the appraisal team
3. Appraisal planning
4. Pilot lessons learned
5. Next steps
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.
21 Business Processes and Counting - Enhancing Customer Experience with Proce...Capgemini
As part of Cisco’s vision for a Digital Enterprise, the Process Digitization Center of Excellence has embarked on a journey to transform and digitize the business processes on its iBPM SaaS platform, thereby providing seamless customer experience by unifying the underlying applications, data, systems of record and infrastructure.
With 21 processes enabled across 14 business domains, this session provides an enterprise wide capability view of the use cases that has helped business and IT to evolve to the next generation of Digitized Business Process Management and Automation.
Presented at Pegaworld 2016.
http://PredixTransform.com
GE SmartSignal software can identify impending equipment failures well before they happen—often weeks or months before other systems. As critical application of GE's APM product portfolio, now SmartSignal is being refactored to a Microservices based architecture. Attend this session to see a demo of SmartSignal, and hear how developers can benefit from the new architecture. We'll also show how we are reusing existing C# code on Cloud Foundry natively, running on .Net core build packs.
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.
21 Business Processes and Counting - Enhancing Customer Experience with Proce...Capgemini
As part of Cisco’s vision for a Digital Enterprise, the Process Digitization Center of Excellence has embarked on a journey to transform and digitize the business processes on its iBPM SaaS platform, thereby providing seamless customer experience by unifying the underlying applications, data, systems of record and infrastructure.
With 21 processes enabled across 14 business domains, this session provides an enterprise wide capability view of the use cases that has helped business and IT to evolve to the next generation of Digitized Business Process Management and Automation.
Presented at Pegaworld 2016.
http://PredixTransform.com
GE SmartSignal software can identify impending equipment failures well before they happen—often weeks or months before other systems. As critical application of GE's APM product portfolio, now SmartSignal is being refactored to a Microservices based architecture. Attend this session to see a demo of SmartSignal, and hear how developers can benefit from the new architecture. We'll also show how we are reusing existing C# code on Cloud Foundry natively, running on .Net core build packs.
Cmmi and quality practices to support military operational readinessKobi Vider
Every combat operational unit is a combination of individuals that have unique professions and individual capabilities. The unit capability to achieve its mission objectives in a given scenario is fully depended on the sum of all individuals' individual performance capability and the timing of it.
Unit strategies and objectives set the step for performance excellence. However to achieve the desired operational results, we also need to give our people the tools, knowledge, and opportunities—pushing the opportunity for success down to our people.
One of the key ways that people performance excellence is through impacting their unit's procedures and combat doctrines. The ability to rapidly and continuously design, develop, and adapt your procedures and combat doctrines and targets in an agile and transparency to change and implement fashion is a huge advantage and includes:
• Management capability level from both professional and knowledge level
• Performance and reporting norms
• Self management and self discipline maintaining personal professional and knowledge capabilities
• Individual and team discipline
• Cooperation and knowledge and resource sharing
• Appropriate visibility of information, data and capabilities
• Quality of readiness and preparedness for performing mission
• Centralized resource management and appropriate utilization and usage of it
• Multidimensional management (future planning, unit strategy, short term objectives, the immediate objectives)
• Initiating, developing and implementation management of new tactics and technologies
• Balanced planning and deploying new tactics improvements and new technologies in a measured way that will quantify the improvement vs. expectations
• Information, data and communication security
Operational unit must develop and implement collaborative, transparent and repeatable combat doctrines that foster a culture of total performing and learning environment. Therefore writing new combat doctrine or tactics may turn out to be the easy part of the improve¬ment. This can be a very depressing thought to those who spend years in combat doctrine groups such as MOUT combat doctrine action teams or combat training facilities developing training materials.
Sometimes the “light at the end of the tunnel” seems to be publication of an inte¬grated set of descriptions of improved combat doctrines. However, once those combat doctrines are defined, documented, and even com¬mu¬nicated, much work remains.
In order for improvement to happen according to these new combat doctrine descrip-tions, each person working in the imple¬mentation organization will need to do the following
Cmmi and quality practices to support military operational readiness
Lesson learned cross constellations multi models process improvement
1. Lesson Learned
from
Cross Constellations
and
Multi Models
Process Improvement Initiatives
Kobi Vider – Picker
K.V.P Consulting
Kobi.Vider@hotmail.com
+972522946676
2. Agenda
• Process flow
• Background
• First Level Filtering (PA Level)
• Second Level Filtering (Goal Level)
• How We Approach the Combination and
Integration of the Common PAs
• Suggestions and Open Questions
3. Process flow
• Organizational Structure Review and Mapping
• Organizational Scope Planning
• Process Improvement Effort Objectives
• Supporting Quality Standards Scope
• Correlating the Organizational Mission and
Responsibilities to the CMMIs Content and
context
• Supporting Quality Standards Mapping
• CMMI Harmonization Process
• Conducting Detailed Gap Analysis
• Gap Analysis Result Segmentation
4. Organizational Structure
Review and Mapping
• Government Agency
• Structure and Size
• 6 Senior Managers
• ~250 Project / Program Managers
• ~900 In-house Development, Service
and Maintenance Personal
• ~2000 External Contractors
• Internal R&D Team
• Internal Reliability and Performance Team
5. Process Improvement
Effort Objectives
• Group Target is Process Improvement:
• Increase Processes Efficiency
• Increase Budget utilization
• Reduce Cost of Poor Quality
• Increase Uniformity in Processes
• Leading Standards to Compliance with
• Internal Quality Standard
• EFQM
• CMMI Suite
6. Supporting Quality Standards Scope
• All Groups
• Smart Grid
• ACQ PMs / PMO
• PMBOK
• DoD 5000.01 & 5000.02
• Maintenance and Service
• ISO 14000
• OHAS 18000
10. Six Sigma Correlation Snapshot
14 out are covered
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
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
11. ISO 9000:2008 Correlation Snapshot
20 are covered
Management
Responsibility
Measurement
Analysis &
Improvement
Product
Realization
Resource
Management
Quality
Management
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
12. PMBOK Correlation Snapshot
15 PAs are covered
Integration Procurement Risk Communications Human
Resource
Scope
Time
Cost
Quality
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
13. ITIL – CMMI Correlation Snapshot
Service Delivery
Financial Management
for
IT Services
Capacity
Management
IT Service
Continuity Management
Availability
Management
Service Level
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
14. ITIL – CMMI Correlation Snapshot
Service Support
The Service Desk
Incident Management
Problem Management
Configuration
Management
Change Management
Release 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
15. 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 system
Relationship 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
18. DEV ACQ SVC
Project Planning Project Planning Project Planning
Project Monitoring and Control Project Monitoring and Control Project Monitoring and Control
Process and Product Quality Assurance Process and Product Quality Assurance Process and Product Quality Assurance
Requirements Management Requirements Management Requirements Management
Configuration Management Configuration Management Configuration Management
Measurement and Analysis Measurement and Analysis Measurement and Analysis
Organizational Process Definition +IPPD Organizational Process Definition Organizational Process Definition
Organizational Process Focus Organizational Process Focus Organizational Process Focus
Organizational Training Organizational Training Organizational Training
Decision Analysis and Resolution Decision Analysis and Resolution Decision Analysis and Resolution
Integrated Project Management +IPPD Integrated Project Management Integrated Project Management
Risk Management Risk Management Risk Management
Quantitative Project Management Quantitative Project Management Quantitative Project Management
Organizational Process Performance Organizational Process Performance Organizational Process Performance
Causal Analysis and Resolution Causal Analysis and Resolution Causal Analysis and Resolution
Organizational Innovation and Deployment Organizational Innovation and Deployment Organizational Innovation and Deployment
Supplier Agreement Management Supplier Agreement Management
Requirements Development Acquisition Requirements Development
Validation Acquisition Validation
Verification Acquisition Verification
Technical Solution Solicitation and Supplier Agreement Development Capacity and Availability Management
Product Integration Agreement Management Incident Resolution and Prevention
Acquisition Technical Management Service Continuity
Service Delivery
Service System Development
Service System Transition
Strategic Service Management
19. First Level Filtering (PA Level)
DEV ACQ SVC
Project Planning Project Planning Project Planning
Project Monitoring and Control Project Monitoring and Control Project Monitoring and Control
Process and Product Quality Assurance Process and Product Quality Assurance Process and Product Quality Assurance
Requirements Management Requirements Management Requirements Management
Configuration Management Configuration Management Configuration Management
Measurement and Analysis Measurement and Analysis Measurement and Analysis
Organizational Process Definition +IPPD Organizational Process Definition Organizational Process Definition
Organizational Process Focus Organizational Process Focus Organizational Process Focus
Organizational Training Organizational Training Organizational Training
Decision Analysis and Resolution Decision Analysis and Resolution Decision Analysis and Resolution
Integrated Project Management +IPPD Integrated Project Management Integrated Project Management
Risk Management Risk Management Risk Management
Quantitative Project Management Quantitative Project Management Quantitative Project Management
Organizational Process Performance Organizational Process Performance Organizational Process Performance
Causal Analysis and Resolution Causal Analysis and Resolution Causal Analysis and Resolution
Organizational Innovation and Deployment Organizational Innovation and Deployment Organizational Innovation and Deployment
Supplier Agreement Management Supplier Agreement Management
Requirements Development Acquisition Requirements Development
Validation Acquisition Validation
Verification Acquisition Verification
Technical Solution Solicitation and Supplier Agreement Development Capacity and Availability Management
Product Integration Agreement Management Incident Resolution and Prevention
Acquisition Technical Management Service Continuity
Service Delivery
Service System Development
Service System Transition
Strategic Service Management
20. Second Level Filtering (Goal Level)
• Service System Development (SSD),
SG 1 – Develop and Analyze Stakeholder Requirements
can be found in Requirements Development
• Acquisition Technical Management (ATM),
SG 1 – Evaluate Technical Solutions
can be found in Technical Solution
• Acquisition Technical Management (ATM),
SG 2 – Perform Interface Management
can be found in Technical Solution and Product Integration
21. Second Level Filtering (Goal Level)
• Service Continuity (SCON),
SG 3 - Verify and Validate the Service Continuity Plan
can be found in Verification and Validation
• Service System Development (SSD),
SG 3 - Verify and Validate Service Systems
can be found in Verification and Validation
23. Gap Analysis Model Scope
• 32 CMMI Process Areas
• 75 CMMI Specific Goals
• 249 CMMI Specific Practices
• 1169 CMMI Specific Subpractices
• 5 ‘Classic’ CMMI Generic Goals (Extended)
• 17 ‘Classic’ CMMI Generic Practices (Extended)
• 34 ‘Classic’ CMMI Generic Subpractices (Extended)
• Cross-referenced with the following
additional standards elements
30. Some of Our Suggestions
4.5 ~ 5 Weeks Effort
Without tool preparation
and report drafting
31. Survival Quick guidelines
• A method to support multi appraisals in line with
CMMI must be compatible with the Reference Model
and discipline
• Requirements for Compatibility are expressed in terms
of:
• Purpose
• Of combined models
• Of going there
• Scope
• Of selected models
• Of organization
• Model elements and indicators
• Mapping
• Knowledge on....
• Translation
• These requirements span various levels and model
features
32. Some of Our Suggestions
Integration approach
• Capacity and Availability Management (CAM)
place as unique PA?
• In CMU/SEI-93-TR-025 (SW-CMM V1.1) SPP KPA Activity 11: Estimates
for the project's critical computer resources are derived according to a
documented procedure
• Integrate SG 3 of Service Continuity (SCON), and
Service System Development (SSD) to be part of
Verification and Validation
• Integrate Acquisition Technical Management
(ATM) to Technical Solution
• Integrate VER and AVER; VAL and AVAL
• Consider Security
33. Some of Our Suggestions
Our Suggestions to the integration approach
• Add more elaborations
• Create more objective wording in PAs, e.g.
• Project Planning to Delivery / Assignment /
Product Planning
• Technical Solution to Solution Development
• Add more examples
34. Some of Our Future Discussions
• Additional Generic Practice for Security as defined process
• Our suggestion: GP 3.3 Information Management and Security
Control
• Place designated information entities and work products of the process and
product under appropriate levels of classification and control
• Including five subpractices
• Identify
• Analysis
• Evaluate
• Prepare plan
• Execute and recover
• Approach to P-CMM
• Approach to Resiliency Engineering Framework (REF)
and Operationally Critical Threat, Asset, and Vulnerability
Evaluation (OCTAVE)
• Approach Smart Grid at three levels
35. Some of Our Future Discussions
• Cross constellation support team
• Prerequisite knowledge
• Team qualification / certifications
• Cross constellations Appraisal team
• Team training
• Team qualification / certifications
• PIIDs
• Structure of mini teams
• Consensus process