Strategies and Process Improvement with Enterprise SPICE®

Process Improvement with Enterprise SPICE - Ibrahim, Wallmueller
SPICE 2013 11
Strategies and Process
Improvement with
Enterprise SPICE®
Linda Ibrahim Ernest Wallmueller
Federal Aviation Administration Qualität & Informatik
Tutorial presented at SPICE 2013, Bremen, Germany, June 2013

SPICE 2013 22
1. Background – the Problem
• Suppose you want/need to improve performance across
your enterprise
– There are many improvement models, standards, approaches
– Each might help with part of the business
– Using several separately can be expensive, confusing,
ineffective
• How can an enterprise reap benefits of knowledge in a
bewildering variety of standards, models and approaches?
• How can this be done efficiently and effectively?

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Our Solution
Integration and Harmonization:
We propose that various models, standards, approaches
be integrated and harmonized into a single enterprise
model …called
Enterprise SPICE

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Standards
and Models
4
Process Standards + The
Enterprise + SPICE =
The Enter-
prise
SPICE
Requirements
ENTERPRISE SPICE

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3. What is the Enterprise SPICE
Project?
Enterprise SPICE project objectives:
• Integrate and harmonize existing standards and
models as determined by project stakeholders to
provide a single process model to address broad
enterprise processes.
• Provide an efficient effective mechanism for
assessing and improving processes deployed across a
typical, large or small, enterprise.

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Why Enterprise SPICE?
Benefits to Stakeholders
• Single Unified Model: no need to use many separate
standards/models
• Pick and Choose: select areas relevant to the business
• Authoritative and Robust: from widely recognized standards
and sources, with mapping to sources
• Comprehensive: broad, expanding, range of disciplines
• Synergized: each source contributes important perspectives
• Reduced Costs: for training, improvement, assessment,
simultaneous ratings/certification vs. one model
• Enhanced Effectiveness: via integrated guidance
across the enterprise
• Certification: certification services from accredited bodies

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• First proposed, SPICE 2006 in Luxembourg
• Formally launched, SPICE 2007 in Seoul, Korea
The Enterprise SPICE Project
7
Project Structure
• Sponsor: SPICE User Group
• Advisory Board: governs
project
– 15 members voted in every 2
years
• International Project Leader
• Volunteer Participants in
various roles (board member,
author, assessor, reviewer, …)
– Over 120 project participants
from 31 countries developed
initial release (in 2010) … now
over 160 stakeholders

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Project Phases
Enterprise SPICE is being carried out in 3 phases:
• Phase 1: Initial Release: Development of initial Enterprise
SPICE Process Assessment Model (completed)
– Enterprise SPICE® An Integrated Model for Enterprise-wide
Assessment and Improvement - Technical Report – Issue 1
© The SPICE User Group 2010
– published September 2010 and in use
• Phase 2: Deployment and Usage: Communications,
Training, Guidance Documents, Partnerships, Assessment
Oversight, Interest Groups, User Support, Tool Support, … (in
progress)
• Phase 3: Continuous Improvement: Subsequent releases,
further enhancements and improvements (as we proceed)

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Project Phases
Enterprise SPICE is being carried out in 3 phases:
• Phase 1: Initial Release: Development of initial Enterprise
SPICE Process Assessment Model (completed)
– Enterprise SPICE® An Integrated Model for Enterprise-wide
Assessment and Improvement - Technical Report – Issue 1
© The SPICE User Group 2010
– published September 2010 and in use
• Phase 2: Deployment and Usage: Communications,
Training, Guidance Documents, Partnerships, Assessment
Oversight, Interest Groups, User Support, Tool Support, … (in
progress)
• Phase 3: Continuous Improvement: Subsequent releases,
further enhancements and improvements (as we proceed)

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1. Scope of Enterprise SPICE -
Disciplines
Scope of initial release determined by project
participants
Disciplines addressed:
enterprise management, investment management,
general management,
service management, human resource management
acquisition, quality management systems,
full life cycle engineering for products and services
knowledge management, environment, safety and
security
core supporting disciplines

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Scope – Sources and References
Stakeholders determined material to be integrated.
Sources:
FAA-iCMM is baseline source (already integrating ISO
9001, ISO/IEC 12207, ISO/IEC 15288, ISO/IEC 15504, MBNQA,
CMMI, EIA 731, previous CMMs, MIL-STD-882C, MIL-STD-882D,
IEC 61508: DEF STAN 00-56, ISO 17799, ISO 15408, ISO/IEC
21827,NIST 800-30).
Plus: ITIL v3; ISO/IEC 20000; CobIT v4.1; People-CMM;
ITIM, ISO 14001, CMMI-SVC.
References: ISO 31000, eSCM-CL, eSCM-SP, PMI Standard for
Portfolio Management, PMBOK, and FEA Practice Guidance.

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2. Overview of the Model
Enterprise SPICE provides the process dimension of the
Process Assessment Model
Categories: 29 processes in 4 categories:
• Governance/Management – processes that set direction
and oversee execution of other processes.
• Life Cycle – processes that cover typical life cycle of a
product or service.
• Support – processes that contribute to success and quality
of all processes.
• Special Applications – provide ways Enterprise SPICE
processes might be implemented for a particular application.
Note: This construct is an innovation introduced in Enterprise SPICE

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Enterprise SPICE Architecture
Governance/Management Category (9 processes) Special
Aps (1)
Enterprise Governance
Investment Management
Human Resource Management
Enterprise Architecture
Business Relationship Management
Supplier Agreement Management
Tendering
Project Management
Risk Management
S
A
F
E
T
Y
Life Cycle Category (8 processes)
……………………………………....…..Needs…………………………………………
Requirements Deployment and Disposal
Design Integration
Design Implementation Operation and Support
……………………………………….Evaluation………………………..…………..
and
S
E
C
Support Category (11 processes) U
Alternatives Analysis
Measurement and Analysis
Quality Assurance and Management
Change and Configuration Management
Information Management
Knowledge Management
Training
Research and Innovation
Work Environment
Process Definition
Process Improvement
R
I
T
Y

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Process Descriptions
Each of the 29 Enterprise SPICE processes is
described by:
• Purpose – functional objectives of the process
• Outcomes – expected positive results
• Base Practices – activities to be performed to achieve outcomes
• Relationship Notes* - between and among processes
• Work Products – input and output
• Mapping* - to the materials used to derive the process description
* Note that Relationship Notes and source mapping are additional new
constructs in SPICE models

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Sample Process Description – Evaluation
Process – Purpose and Outcomes
Process ID: LFC.6
Process Name: Evaluation
Process Purpose The purpose of the Evaluation process is to provide
confidence that developed and acquired products and services satisfy
specified requirements and operational needs.
NOTE: The Evaluation process addresses both verification and validation.
Process Outcomes As a result of successful implementation of the
Evaluation process:
1) The evaluation strategy, requirements, methods, and environment are
established to provide an objective basis for determining whether the
products and services meet requirements and expected outcomes and can
be accepted.
2) Work products of all life cycle phases are evaluated against established needs
and requirements.
NOTE: This includes work products developed by any process.
3) Evaluations are performed as planned.
4) Analyses are conducted on results of evaluations, and reported to support
acceptance or corrective actions and improvement.

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Evaluation Process Description –
Base Practices (1 of 2)
LFC.6.BP1: Develop Evaluation Strategy. Establish and maintain a
comprehensive strategy and requirements for evaluating products and
services throughout their life cycle. [Outcomes: 1, 2]
NOTE 1: The strategy should include product or service acceptance criteria
LFC.6.BP2: Develop Evaluation Procedures. Develop the detailed
procedures, methods, and processes to be used in evaluating products and
services. [Outcome: 1]
NOTE 2: There are many methods that can be used for product and service
evaluation, such as inspections, analyses, simulations, peer reviews, walkthroughs,
testing, prototyping, and operational demonstrations.
LFC.6.BP3: Establish and Maintain Evaluation Environment. Establish and
maintain the tools, facilities, personnel, documentation, and environment
needed to perform planned evaluations. [Outcome: 1]

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Evaluation Process Description –
Base Practices (2 of 2)
LFC.6.BP4: Evaluate Incremental Work Products. Evaluate incremental
work products and services. [Outcomes: 2,3]
LFC.6.BP5: Verify End-products. Evaluate end-products and services against
specified requirements. [Outcomes: 2,3]
LFC.6.BP6: Validate End-products. Evaluate the capability of end-products
and services to fulfill their intended use in representative operational
environments. [Outcomes: 2,3]
LFC.6.BP7: Analyze Evaluation Results. Analyze results of evaluations and
compare them to the needs and requirements to identify and quantify
deficiencies, and recommend corrective and preventive actions. [Outcome:
4]
LFC.6.BP8: Report Results. Record and report results of evaluation activities.
[Outcome: 4]

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Evaluation Process Description
Relationship Notes
Relationship Notes
• NOTE 1: The Evaluation process receives inputs of products and services
to be evaluated from all processes.
• NOTE 2: Validation evaluations are based on needs determined in the
Needs process.
• NOTE 3: Verification evaluations are based on requirements determined in
the Requirements process, or the Supplier Agreement Management
process.
• NOTE 4: Corrective and preventive actions resulting from evaluations are
taken and monitored by means of the Project Management and Supplier
Agreement Management processes.
• NOTE 5: The practices of Quality Assurance and Management should be
coordinated with Evaluation practices to ensure they are complementary.
• NOTE 6: The Alternatives Analysis process may be useful in determining
the evaluation strategy, methods, and tools.
• NOTE 7: The Measurement and Analysis process may be helpful in
analyzing evaluation results.

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Evaluation Process Description
Work Products
Inputs
• Established product and service needs [Outcomes: 1, 2]
• Established product and service requirements [Outcomes: 1, 2]
• Products and services to be evaluated [Outcomes: 1, 2, 3]
Outputs
• Evaluation strategy [Outcome: 1]
• Evaluation requirements [Outcome: 1]
• Evaluation methods [Outcome: 1]
• Evaluation environment [Outcome: 1]
• Evaluation criteria [Outcome: 1]
• Evaluation procedures [Outcome: 1]
• Evaluation results [Outcomes: 2, 3, 4]
• Evaluation records [Outcomes: 2, 3]
• Evaluation analysis results [Outcome: 4]
• Evaluation reports [Outcomes: 2, 3, 4]
• Evaluation communication [Outcome: 4]
• Evaluation recommendations [Outcome: 4]

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The way to
Continuous Agile Improvement and to
(Self and External) Assessments
of Business Processes

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21
Use of Enterprise SPICE
Process
Assessment
Identifies
suitability of
leads
to
Identifies
changes to
leads
to
Is
subjected
to
may lead to
Capability
Determination
Process
Improvement
Live Process
plus Maturity Determination
of an Organization
(ISO/IEC DTR 15504-7)

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22
Process Improvement
Some Enterprise SPICE processes that support process improvement
• Enterprise Governance: for establishing high level goals and objectives,
including those pertaining to improvement
• Project Management: for managing the process improvement effort
• Quality Assurance and Management: for checking compliance and
identifying improvement opportunities
• Measurement and Analysis: for analyzing measures relative to goals
• Process Definition: for establishing and communicating process assets
• Process Improvement: for typical process improvement steps and
activities

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23
Process Improvement - 3
• Enterprise SPICE does not define the process – You and
Your process teams do it
• Making it yours
– Add Role and Structure: role assignment,
organizational structure and specific work products
need to be added to Enterprise SPICE guidance
– Terminology: terminology needs to reflect the terms
and usage in your enterprise

The Business Process Management
Strategic Frame
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A Structured Approach to implement ES in a
Strategic Process Organization
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Example: Process Management Governance – Overview
Process Team**
Lead: Head of KSM
Lead: Head of KSM
Lead: Head of KS
KSM KSF, KSD, KG, ...
STC RDC: STC IT
Process Management
Process
Owner
Process
Owner
Process
Area
Manager
Process
Manager
Process
Team
Member
Expert
Expert
Team
Member
IT PB
CH MC
Process Architecture
Management
other
Experts
STC IT Process Management: main focus on processes 3-4 times
a year with participation of process owners where appropriate;
decides on the process management system, assigns process
owners, approves major process enhancements and major
process enhancement proposals, monitors implemented
processes
Process Owner*: sub-department head with accountability for the
process; sponsors continuous improvement, drives and
approves process enhancements and represents process within
AD units. Aligns the processes with other process owners to
ensure seamless integration.
Process Manager*: Has the end-to-end responsibility for the
process and its integration; key account management over
process engineering to tooling and support, operational lead of
the process team (see red triangle)
Process Expert*: Has professional role as process engineer,
support specialist, tool specialist, process designer etc. within
process organization
Expert Team Member*: Distinctive expertise in the process and/or
decision power in line organization; represents sector/ pool
organization and subdepartment in expert team regarding
process improvements and innovations, prioritizes change
requests and approves process deliverables
Process Architecture Management: Comprises all process and
quality units within KSM; owns process map solution delivery IT
PB Switzerland; sets scope, standards, overarching KPI's,
methodologies, architecture and tools for integrated process
management; manages improvement projects and relationship
with global process management and methodology bodies
IT PB / CH MC: Strategic direction setting, funding, and
ownership assignments for process management. Approval of IT
SD Policy Switzerland
Process
Expert

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Contact Information
For latest information and
free download of Enterprise
SPICE visit
www.enterprisespice.com
Linda.Ibrahim@faa.gov
wallmueller@itq.ch

Strategies and Process Improvement with Enterprise SPICE®

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