StepTalks2011 - CMMI and Agility: implementation in a large organization

2. www.strongstep.pt/steptalks2011

3. CMMI and agility:
Implementation in a large
organization
Patrícia Carolina Pires
Banco BPI

4.  BPI@Glance
 The IT Department - DSI
 And the State-of-the-Art
 So we embraced the challenge
 With an approach
 And a Team
 Project strategy
 … we have already learnt some lessons …
 And the journey towards Quality continues…
CMMI and Agility: Implementation in a large organization

5. BPI@Glance
BPI Group Key facts
A finantial multi-specialist group focusing on the banking
business, with a comprehensive spectrum of finantial
services and products for corporate and individual
Customers.
CMMI and Agility: Implementation in a large organization

6. BPI@Glance
Distribution Network - Portugal
1) Including mortgage shops
CMMI and Agility: Implementation in a large organization

7. BPI@Glance
Distribution Network - Angola
CMMI and Agility: Implementation in a large organization

8. The IT Department - DSI
 One of the biggest Departments of BPI with over 450
people
 Geographically distributed between Oporto (30%) and
Lisbon (70%)
 ~40% to “change the bank” and ~60% of IT people
devoted to “run the bank”
 High levels of availability (99,8%), reliability & security
 An ingrained culture of insourcing IT is evolving to a
model of progressive outsourcing (e.g. infrastructures,
telecoms and application development) to achive
maximum flexibility
 BPI is consistently referred as an IT efficient Bank
(McKinsey, European Banking IT Cost Benchmarking
Surveys)
CMMI and Agility: Implementation in a large organization

9. And the State-of-the-Art
At some point we realized that the IT Department is not a
Process oriented organization
 Formal and Informal processes
 Some variable and non-standard Processes
 Different ways of working: people tend to do as they see
best
 Roles and responsibilities unclear
 Lack of skill definitions and not completely aligned with
roles
 Too many responsibles... Nobody is accountable
 Not enough KPIs
 Difficulty to measure efficiency and effectiveness
 No baseline for comparison of growth
End result depends on a few proactive
people and not through a coordinated effort
CMMI and Agility: Implementation in a large organization

10. So we embraced the challenge
 Define Processes and Controls that enable growing
 Processes must be performed collectively
 Processes needs to be smoothly integrated across the
Organization to function as a complete entity
 Get the message across …
 Sending the right messages to different audiences,
including the sceptical ones
CMMI and Agility: Implementation in a large organization

11. With an aproach
A decision was taken to adopt the best practice frameworks and
models:
 Focused on continuous and long-term
improvement
 Where processes are also organizational
and not only „technicalities‟
 Enables the IT Department to keep on
the journey to a sustained level of
improvement - maturity
 Doesn‟t say how to – it enables other
initiatives
CMMI and Agility: Implementation in a large organization

12. And a Team
A multi-disciplined team approach:
 Steering Committee
 9 top Directors of involved areas: IT, Procurement and
Organization Departments
 StrongStep
 Project management: IT and StrongStep
 Permanent Working Group – Core Team:
 8 elements with diversified skills and roles
 2 StrongStep consultants
 And Subject Matter Experts
 15 elements from IT elements, with key specialized skills
 4 StrongStep consultants
CMMI and Agility: Implementation in a large organization

13. Project Strategy
CMMI and Agility: Implementation in a large organization

14. We have already learnt some lessons
A risky project …
 We have to overcome cultural challenges
 Communication is essential
 Many people and areas involved: IT, Organization and
Procurement
 High expectations from IT elements with an eye to future
processes
 IT does not Stop – work still goes on
 Tools , processes and people – leverage requires
pragmatism
… demands a cautious plan with several ingredients
 Expectation and communication management
 Know your leaders and opinion makers. Gain involvement
and complicity from them
 Stick to the Plan! Take small steps, don‟t try to do
everything all at once
It’s never over – Quality is a committment to life!!
CMMI and Agility: Implementation in a large organization

15. And the journey towards Quality continues
CMMI L2 +
Basic Organizational Processes
 Process Architecture
 Process Culture in Place
 Process Quality Assurance
CMMI and Agility: Implementation in a large organization

18. STRONGSTEP - INNOVATION IN SOFTWARE QUALITY
Email: geral@strongstep.pt
Web: www.strongstep.pt
Telefone: +351 22 030 15 85
Rua Actor Ferreira da Silva, UPTEC
4200-298 Porto
Portugal