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Services - to certify or not?


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Services - to certify or not?

  1. 1. Innovation in Software Quality Services – to certify or not? Porto, 23th of April 2014 Pedro Castro Henriques
  2. 2. 1 INTRODUCTION Part I
  3. 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. 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. 5. 4 Portfolio Services RDI • Process Improvement • Certification • Training • Conferences and events • Research • Development • Innovation
  6. 6. 5 Some of Strongstep references from Portugal, USA and Mozambique
  7. 7. 6 Company Services Certification To do it or not to do it?
  8. 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. 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. 10. 9 Why not? (CMMI for Services) • It takes: – Time (company members time) – Money (consultant + auditor) – Effort (Psychological & physical)  – Internal Costs – Team Focus
  11. 11. 10 Who decided to certify? • Focused ambitious Sponsor – with a tide schedule
  12. 12. 11 Who managed the work internally? • Overworking project manager • ―Do we really have to do it?‖
  13. 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. 14. 13 CASE STUDY
  15. 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. 16. 15 About Innovatio n
  17. 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. 18. 17 NEEDS
  19. 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. 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. 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. 22. 21 BENEFITS Part III
  23. 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. 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. 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. 26. 25 CONCLUSIONS Parte V
  27. 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. 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. 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. 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. 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. 32. 31 Contacto Strongstep - Innovation in software quality Email: Web: 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
  34. 34. 33 2009 University of Porto Spin-Off focused in Innovation in Software Quality Milestones
  35. 35. 34 2010 Strongstep brings largest international software engineering conference to Portugal Milestones
  36. 36. 35 2011 Step Talks - 150 IT Leaders together to share worldwide trends in Software Engineering Milestones
  37. 37. 36 Museu do Oriente Milestones
  38. 38. 37 Milestones
  39. 39. 38 Trends in Software Engineering Milestones
  40. 40. 39 Milestones 2011 Expansion: New Headquarters
  41. 41. 40 2011 Expansion: Office in Lisbon Milestones
  42. 42. 41 2011 Published study together with SEI CMU; Article in Exame Magazine Milestones
  43. 43. 42 Milestones 2012 Historical step for Portuguese Industry: CMMI Level 5 Certification Portuguese company
  44. 44. 43 Milestones 2012 First Portuguese companies certified in ITMARK 2.0
  45. 45. 44 2013 New Office in Lisbon: Chiado / Downtown Milestones
  46. 46. 45 Milestones 2013 Training in Moçambique
  47. 47. 46 Strongstep Chiado Milestones – Steptalks 2013
  48. 48. 47 Milestones – PME Inovação
  49. 49. 48 Strongstep Chiado Milestones – “O Jornal Económico”
  50. 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.