Presentation of Vasco Ferreira, CEO of Ambisig about the challenges and benefits of the CMMI level 5 and CMMI for Services level 2 implementation. - Introduction - Needs - Benefits - Challenges - Conclusions Supported by Strongstep's consultancy services.

2. CMMI 5 + CMMI Services 2 -
Challenges and benefits
Vasco Ferreira - AMBISIG

3. Agenda
1. Introduction
2. Needs
3. Benefits
4. Challenges
5. Conclusions

4. Presentation Goals – learner outcomes
• Why and when to revaluate/renovate a CMMI for Services
level 2 companies
• The challenges associated with renovating … culturally …
• The benefits of renovating CMMI for Services in a level 2
organization
• Lessons Learned from renovating

5. 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
About

6. About
Innovation

7. Multimodel +
A multi-model process improvement approach can bring large benefits
to an organization that produces software products and services and
wants to be innovative.
•The CMMI-DEV constellation (ML5) brings new ways for organizations
to quantitatively manage their processes and quality performance
goals, projects, and innovation.
•CMMI-SVC (ML2) works as a catalyst for a service culture.

8. Ambisig continuous evolution History
Planning and project monitoring
Change Management
Milestones
2008 2009 2010 2011 2012 2013 2014 2015
CMMI DEV 5DEV
….
1S 2S 1S 2S 1S 2S 1S 2S
CMMI SRV 2SRV
….
NP 4457RD&I
CMMI DEV 3
CMMI SRV 2
1S 2S 1S/2S 1S
CMMI DEV 5

9. Context
Multimodel CMMI DEV5 + SRV2 company
A company with multi-model process improvement approach, that
produces software products and services and wants to be innovative.
This presentation illustrates the decision about revaluating/renovating
the company in CMMI for services level 2:
• CMMI-SVC (ML2) worked as a catalyst for a service culture.
– Why?

10. What benefits we had previously with
CMMI 2 for Services?
The company started to value more the services (and service department):
– Structured services helped measuring and raising client “loyalty”
– Efficiency of services was made clear, with higher profit
Services area/department
– Their customers now recognizes in a easier way the added value of services - by watching
the service reports
– Services are more clear and accountable - services are not provided for free “without
realizing” – like before
– More sources of income (new billable services have arisen, example: training, coaching)
– Service mentality – service in contrast with project has a possibility of a steady and
continuous income
• Service culture improved: company, the service department, the relation
with clients … as well as the income/profit

11. Part II
NEED to renovate CMMI SRV 2 - why?

12. Why to reavaluate?
(in CMMI for 2 Services)
• Did organization “continue their work” after being “certified”?
• Did they just drop all the practices?
• Were real benefits from last time?
• yes we need, yes we want?

13. Why to reavaluate?
(in CMMI for 2 Services)
– By reavaluating, we find gaps
– Gaps and needs was to continuously collect new ideas from people in the
organization (Scampi, interviewed people, documentation), filter them and to
generate competitive innovations
Services
Innovation
idea
Ideas
?Innovation with What?
Process
Tools
Organization
Found on non-compliance,
weakness, improvement
sugestions
To not go behind
We have to continuously
Improve
To not loose the
“certification”


14. Why not reavaluate?
(in CMMI for 2 Services)
– It takes:
• Time (company members time)
• Money (consultant + auditor)
• Effort (Psychological & physical) 
• Internal Costs
• Team Focus
– By revaluating, we find gaps 
Gaps:
– Process
– Tools
– People implementation, training, etc.
Finding weakness, improvement suggestions
– Then we have to correct the weakeness,
– Consider doing improvement suggestions …

15. Who decided to revaluate?
• Focused ambitious Sponsor – with a tide schedule

16. Who managed the work
internally?
• Overworking project manager-
– “Do we really have to do it?”

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

18. Part III
Benefits

19. Advantages for using CMMI SRV
The implementation of processes that are related to maintenance or “very small”
projects where a service philosophy applies better.
Services follow clear work instructions (and not a project management
methodology).
The 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.

20. Advantages for using CMMI SRV
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

21. Advantages to the client
- 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 loyalty 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
-> since “certification” a new service line as arise “Consulting”
=

22. Parte IV
Conclusions

23. Lessons Learned
• What went well
Team
• Sponsoring from both sides
• Team from Ambisig that was allocated to the project: motivated and
proactive
• Backups of both teams (examples: Leave of a team member for health
reasons from each organization)
SCAMPI Team
• Team motivated and proactive
• Experienced auditor
Management and project follow up
• Well identified action from both sides (Ambisig & Strongstep)

24. Lessons Learned
Challenges:
Continuity of the system
• The system in general must not stop. Example incomplete reports
Duration of the project
• There was a strong effort to review some of the processes and
evidences taking in account SCAMPI A
Preparation for Scampi
• Review of evidences with more time in advance

25. Keeping “services running”
Moving frontwards is the best way not to move backwards … ensure we keep the
best practices

26. Conclusions
• Benefits having/renovating 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

27. General 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)

28. Conclusions
• Create new services and outsourcing department
• Increase SLA and OLA indicators
• Access to new clients and markets
• International recognition