This document summarizes an event about software quality services certification. It discusses the benefits and challenges of certifying a company in the CMMI for Services model. It presents a case study of a Portuguese technology company that implemented CMMI for Services processes and saw benefits like increased revenue from new service opportunities and improved customer relationships. The document concludes that certification helped structure the company's services to better meet customer needs and increase profits over time.

1. Innovation in Software Quality
Services – to certify or not?
Porto, 23th of April 2014
Pedro Castro Henriques

2. 1
INTRODUCTION
Part I

3. 2
Goals – learner outcomes
• Why and when to certificate a company in a services model
• The challenges associated with service certification … culturally …
• The benefits of certifying and organization in CMMI for Services
• Conclusions

4. 3
About Strongstep
• Strongstep is a company specialized in
software engineering that contributes to the
improvement of software quality in Portugal
and in the world
• We want to induce a positive change in
organizations. This will represent a step with
a strong, sustainable and innovative way - a
strong step
• Projects portfolio:
• Process improvement with CMMI DEV L2, L3, L5, CMMI
SRV, TSP/PSP, combining agile/CMMI, Six Sigma,
NP4457, Kanban, Scrum, ITIL, PMBOK, ISTQB, RUP
Strongstep
Universities
Enterprises
Reference
Institutions

5. 4
Portfolio
Services
RDI
• Process Improvement
• Certification
• Training
• Conferences and events
• Research
• Development
• Innovation

6. 5
Some of Strongstep references
from Portugal, USA and Mozambique

7. 6
Company Services Certification
To do it or not to do it?

8. 7
Why?
(CMMI for Services)
Does an organization “improve their way of working” after being
“certified”?
Do services international best practices help a “normal company”?
What real benefits could it bring?
“yes they need it”
… but did they wanted it?

9. 8
Services Context makes sense?
• The CMMI for Services brings
• a new dimension of best practices in service management that complement
the software development life cycle
• works as a catalyzer for a service culture in traditionally development oriented
companies
• Some synergies and challenges will be addressed on the way the development
and services worlds can together create value

10. 9
Why not?
(CMMI for Services)
• It takes:
– Time (company members time)
– Money (consultant + auditor)
– Effort (Psychological & physical) 
– Internal Costs
– Team Focus

11. 10
Who decided to certify?
• Focused ambitious Sponsor – with a tide schedule

12. 11
Who managed the work internally?
• Overworking project manager
• ―Do we really have to do it?‖

13. 12
Who “did the work”?
• Quality team and services team
• example: internal audits were reinforced before Scampi A
• Gap analysis team members, had a long work week
• Everyone still needed to do “their own normal daily job”

14. 13
CASE STUDY

15. 14
About
AMBISIG is a technological company that respects the highest market demands
We focus on high quality on our processes obtained a set of certifications:
That allowed us to be qualified as suppliers

16. 15
About
Innovatio
n

17. 16
Case Study
• About the company
• Information Systems Company based in Portugal
• with a strong quality/engineering culture
• About 80 persons with mostly engineering background
• International clients
• They develop solutions mostly for central government, regional and
public organizations
• Their clients are demanding more and more for levels of service and
SLA’s
• Always looking for new ways to improve the way they work
• Also looking for new ways to find profit and new sources of income

18. 17
NEEDS

19. 18
Needs
• Gap that was missing in process oriented organizations for some type of activities
that intrinsically are continuous and involve less engineering

20. 19
Case Study
Processes that we defined:
• Work Management process (for services and projects)
• Requirement Management process(for services and projects)
• Service establishment process – in order to setup new services in the company
• Service delivery process - ex: receive a request; check it’s in the catalog of
services, solve the request
• Apart from … traditional – quality control, metrics, configuration management
with some adaptations

21. 20
Case Study
Service Delivery (SD):
setting up agreements, taking care of service requests, and operating the service system
Incident Resolution and Prevention (IRP):
handling what goes wrong—and preventing it from going wrong ahead of time if you can

22. 21
BENEFITS
Part III

23. 22
Advantages
The implementation of processes that are related to maintenance or “very small”
projects where a service philosophy applies better
Services must now follow clear work instructions (and not a project management
methodology)
-The creation of a culture of service where the solutions that are built are
intended for customers with expectations and needs in terms of service levels
This internal awareness provides a better focus on the usability aspects and
nonfunctional requirements

24. 23
Advantages
-The importance of a systematic feedback from the services to the development
teams provide insight about the utilization and errors in place (incident, problem and
service level management, measurement and analysis)
―Customers want more attention, more appreciation and more recognition when
making their purchases with you, not less. Customer service quality is simply essential.
Now we have a more clear continuous improvement of our services‖,
Vasco Ferreira – CEO Ambisig

25. 24
Advantages
- Services are a continuous source of income (example contract for maintenance)
• a Project has a finishing date and a total cost
• services have ―no end date‖
-To keep clients fidelity the service has to be well structured
• the more efficient the bigger profit you have
With Services area more structured -> revenue is higher and more
constant
=

26. 25
CONCLUSIONS
Parte V

27. 26
Keeping “services running”
Moving frontwards is the best way not to move backwards … ensure we keep the best
practices we have … and bring in international best pratices

28. 27
Conclusions
• Benefits having CMMI Services :
• Keeping Services more clear and accountable
• Take chance to find More sources of income (new services arise during the
last three years)
• Customer clients recognizes easier the added value of services
• The company values more services itself, structuring then to help keeping client
“fidelity”
• The more efficient services, the higher is the profit
• Service culture can improve: company, the service department, the relation
with clients … as well as the income/profit

29. 28
Conclusions
• The effort spent by both Ambisig and Strongstep is now paying off both
internally and externally – new projects, more revenue and helping
internationalization (Example: European Space Agency)

30. 29
Equipa Strongstep
Fundador, Diretor e Consultor sénior da Strongstep.
Forte experiência internacional em melhoria de processos, e em implementação e
certificação no de modelos de qualidade de desenvolvimento de software.
Consultor em Engenharia de Software, trabalhou em diversos países europeus em
melhoria de processos, ferramentas e organização – mais de 10 anos de
experiência, incluindo consultoria nas Telecomunicações e gestão e planeamento
de Sistemas Informação na Saúde.
 Auditor ITMARK
 Introduction to CMMI Version 1.3
 Services Supplement for CMMI v1.2
 Acquisition Supplement for CMMI v1.2
 Intermediate Concepts of CMMI Version 1.2
 CMMI High Maturity Practice
 RUP
 ISTQB foundation level in software testing
 Six Sigma Green Belt training
 CSM – Certified Scrum Master
Consultor sénior da Strongstep.
Mais de 10 anos de experiência em empresas multinacionais em Gestão da
Qualidade de Software ao nível de produto, melhoria de processos e modelos de
qualidade de desenvolvimento de software, Gestão de projetos e Migração (ETL) e
Qualidade de Dados.
Gestão de projeto e consultoria de implementação de sistemas de qualidade CMMI
L3. Definição, implementação e gestão de processos, ferramentas e equipa de
testes de software crítico. Gestão de projetos de certificações de produto.
 Introduction to CMMI Version 1.3
 SCAMPI – Standard CMMI Appraisal Method for Process
Improvement
 Auditor ITMARK
 ISTQB foundation level in Software Testing
 Gestão de projetos, PMA – Project Management Austria
 CSM – Certified Scrum Master
 ISO 15504 – Process Assessment: Assessor Training
Course
 ISO 9001 – Sistemas de Gestão da Qualidade
Consultora sénior da Strongstep.
Experiência em Qualidade de Software e em melhoria de processos em empresas
multinacionais.
Experiência na definição, gestão e manutenção de projetos CMMI em empresas
multinacionais.
Coordenação e execução de auditorias internas e externas.Definição, manutenção,
certificação e renovação de Sistemas de Gestão Integrados como gestora da
equipa de Processos da empresa.
Experiência em testes de software e ferramentas de apoio ao desenvolvimento de
software.
 Introduction to CMMI Version 1.3
 Auditor ITMARK
 Curso de Preparação para a certificação ISTQB
 Auditor Interno de Sistemas Integrados
 Auditor Interno de Sistemas de Gestão da Qualidade (ISO
9001:2000)
 Auditor Interno de Sistemas de Gestão da Segurança da
Informação (ISO 27001:2007)
 Auditor Interno de Sistemas de Gestão da Investigação,
Desenvolvimento e Inovação (NP
 4457:2001)
Pedro Castro Henriques
Bruno Sousa Martins
Alexandrina Lemos

31. 30
Equipa Strongstep
(external) Formador CMMI para a Strongstep.
Gestor de Projetos e Programas na PT Inovação, sendo responsável pela
implementação do modelo CMMI na organização. É ainda Gestor de Programa
Easyflow, que visa a revisão e melhoria de todos os processos internos, desde os
administrativos até ao desenvolvimento de sistemas e suporte a clientes.
Único formador português certificado pelo Software Engineering Institute para o
modelo CMMI-DEV, tendo já leccionado cursos de Introdução a CMMI a mais de
100 formandos.
Obteve o Mestrado em Engenharia de Software pela Carnegie Mellon University e
Universidade de Coimbra em 2008, tendo desde essa altura trabalhado na área de
melhoria de processos. Com experiência de desenvolvimento de sistemas de
informação na área da Informática Médica, tendo participado em projetos de
desenvolvimento de produto e em projetos de investigação.
 Intermediate Concepts of CMMI Version 1.2
 Upgrade Introduction to CMMI Version 1.3
 Introduction to CMMI Version 1.2
 Certified Instructor for CMMI-DEV v1.3
 Certified Instructor for CMMI-DEV v1.2
 Project Management Professional (PMP)
 CSM – Certified Scrum Master
 Gestão de Projetos Avançado
Formação superior em Engenharia Informática.
Publicação de artigos em conferências internacionais relacionados com a gestão de
riscos em projetos ágeis de software.
Elevado interesse em Engenharia de Software, Sistemas de Informação e Gestão
de Projetos Informáticos.
 Introduction to CMMI Version 1.3
 Formação em Lean IT
 Formação em Functions Points
Nuno Seixas
Rita Cunha
(external) Auditor para a Strongstep
Consultor e Auditor de Segurança da Informação ISO 27001
Consultor e Auditor de Continuidade de Negócio ISO 22301
Consultor e Auditor de Gestão de Serviços ISO 20000
Consultor em Análise e Gestão do Risco
Consultor e Auditor de infraestruturas de Datacenters
Especialista no projeto e administração de sistemas IBM
Formação superior em Engenharia Eletrotécnica, pela Faculdade de
Engenharia da Universidade do Porto
28 anos de experiência no mercado das tecnologias da informação Português
8 anos de experiência no mercado das tecnologias da informação Angolano
Auditor Coordenador em Segurança da Informação
acreditado pela BSI com o nº 24250
Auditor Coordenador em Continuidade de Negócio
acreditado pela PECB PECB-BCMSLA-100053
Auditor e Coordenador em Gestão de Serviços com
acreditação PECB pendente
Auditor acreditado pela Autoridade Nacional de
Segurança com o nº 6
Accredited Tier Specialist pelo UpTime Institute com
o nº 233Paulo Borges

32. 31
Contacto
Strongstep - Innovation in software quality
Email: geral@strongstep.pt
Web: www.strongstep.pt
Telefone: + 351 22 030 15 85
Strongstep UPTEC
Parque de Ciência e Tecnologia da U. Porto
Rua Alfredo Allen, 455/461
4200-135 Porto, Portugal
Strongstep Chiado
Largo Rafael Bordalo Pinheiro nº 16
1200-369 Lisboa, Portugal

33. 32
STRONGSTEP MILESTONES
Anexo III

34. 33
2009
University of Porto Spin-Off
focused in Innovation in Software Quality
Milestones

35. 34
2010
Strongstep brings largest international
software engineering conference to Portugal
Milestones

36. 35
2011
Step Talks - 150 IT Leaders together to share
worldwide trends in Software Engineering
Milestones

37. 36
Museu do Oriente
Milestones

38. 37
Milestones

39. 38
Trends in Software Engineering
Milestones

40. 39
Milestones
2011
Expansion: New Headquarters

41. 40
2011
Expansion: Office in Lisbon
Milestones

42. 41
2011
Published study together with SEI CMU;
Article in Exame Magazine
Milestones

43. 42
Milestones
2012
Historical step for Portuguese Industry:
CMMI Level 5 Certification Portuguese company

44. 43
Milestones
2012
First Portuguese
companies certified in ITMARK 2.0

45. 44
2013
New Office in Lisbon: Chiado / Downtown
Milestones

46. 45
Milestones
2013
Training in Moçambique

47. 46
Strongstep Chiado
Milestones – Steptalks 2013

48. 47
Milestones – PME Inovação

49. 48
Strongstep Chiado
Milestones – “O Jornal Económico”

50. 49
Strongstep Entidade Idónea para a
Investigação & Desenvolvimento
• É com orgulho que a Strongstep vê enaltecido o reconhecimento de trabalho
contínuo em investigação e desenvolvimento.
• Os nossos clientes poderão beneficiar financeiramente (obtenção de crédito
fiscal) através da contratação de atividades de I&D declaradas no âmbito do
SIFIDE II (Sistema de Incentivos Fiscais em Investigação e Desenvolvimento
Empresarial II).
• Em 2014 a Strongstep foi reconhecida como entidade idónea pelos:
– Ministério da Economia
– Ministério da Educação e Ciência em investigação e desenvolvimento
Nos domínios técnico-científicos de Engenharia de Software, para produção de
protótipos.