cmmi svc july 2011
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7/7/2011
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ITMPI005
Webinar:The CMMI for Services is Here
Why you should care
July 7th, 201111:00 AM - 12:30 PM
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Jorge Boria, M Eng. CSVP International Process Improvement
Liveware Inc.
jorge.boria@liveware.com
Michael MilutisDirector of Marketing
Computer Aid, Inc. (CAI)
Michael_milutis@compaid.com
7/7/2011
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About Presenter’s Firm
Liveware is a leading SEI partner, trusted by small,
medium and large organizations around the world to
increase effectiveness and efficiency through improving
their processes. With its very large collective experience in
software process improvement they help their customers succeed. They partner with clients by focusing on their bottom line and short and long term business goals. With
over 70 Introduction to CMMI classes delivered and 40 SCAMPI appraisals performed, you will not find better consultants for your process improvement needs.
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CAI Achieves IT Operational Excellence
7/7/2011
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The Project Management Institute
has accredited this webinar with PDUs
PDU CREDITS FOR THIS WEBINAR
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7/7/2011
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Acknowledgments
• In this presentation we will use terms such as:
– CMMI® Framework
– SCAMPI(SM)
• Capability Maturity Model is a registered trade
mark of Carnegie Mellon University
• CMM is registered with the U.S. Patent and
Trademark Office
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Reference List
• “CMMI for Services: Guidelines for Superior Service ”, Eileen Forrester, Brandon Buteau, Sandra Shrum
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The Staged Maturity Levels
Process unpredictable, poorly controlled, and reactive
Process characterized for WORK and is often reactive
Process characterized for the organization
Process measuredand statistically controlled
Emphasis on continuousimprovement
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2
3
4
5 Optimizing
QuantitativelyManaged
Defined
Initial
Optimizing
Defined
Managed
Process Areas at Maturity Level 2
Requirements Management
Work Planning
Work Monitoring and Control
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality Assurance
Configuration Management
Service Delivery
Defined
Optimizing
Initial
Managed
Quantitatively
Managed
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Process Areas for Maturity Level 3
Defined
Optimizing
Initial
Managed
Quantitatively
Managed
Capacity and Availability Management
Service Continuity
Incident Resolution and Prevention
Service System Transition
Strategic Service Management
Service System Development
Organizational Process Focus
Organizational Process Definition
Organizational Training
Integrated Work Management
Risk Management
Decision Analysis and Resolution
Capability by Maturity Levels
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Not much discipline, poorly established commitments — successes cannot be reproduced
Better plans, more reasonable commitments,corrective actions — deadlines frequentlymet — quality on the up and up
Shared common processes, comparable data— predictable costs, steep increase in productivity
Quantitative process control — smallerperformance variation, reachable goalsfor quality and performance
Processes continually improved —efficient and effective agile organization
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To Mature is To Improve
Improveperformance
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Improvepredictions
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Improvecontrol
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L1 to L2
discipline
of commitment
L2 to L3
discipline of
learning
L3 to L5
discipline of
quality
In Out
In Out
In Out
In Out
In Out
Level 1
Level 2
Level 3
Level 4
Level 5
Source: Perdue in (Paulk et al., 1995)
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Managing by the Numbers
• Level 1 — hope, sweat, and fear
• Level 2 — meetings, meetings, meetings, meet
• Level 3 — product library and promotion
• Level 4 — control panels
• Level 5 — quasi-experiments
Cultural EvolutionThrough the Levels
Level 1 “clique” culture
Level 2 commitment to the work at hand
Level 3 communities of interest
Level 4 quality and forward thinking
Level 5 continuous improvement
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A Sports Analogy
Level 1 child’s play, lot of sweat, fun but scarce results
Level 2 boot camp, repetition to firm behavior
Level 3 varsity, professional officials, clearly stated rulesand statistics
Level 4 professional contracts, international level
Level 5 “Dream Team”
5 Most Important Questions
Peter Drucker wants you to ask of your organization:
• What is our Mission?
• Who is our Customer?
• What does the Customer Value?
• What are our Results?
• What is our Plan?
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IT Mission
• IT’s mission is to organize the company’s information and make it universally accessible and useful, under accepted security restrictions.
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IT’s Customer
• Our customer is every member of the organization who can benefit in making better decisions every moment through the access of current, timely information.
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IT Customers Value…
• SERVICE!
reliability
availability
timeliness
capacity
functionality
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Hey! One out of five ain’t so bad!
The New CMMI for SVC
Makes you focus on process to do better with time, money, and quality in ways that matter to your customers and to you.
An organization with a culture of process excellence relies on process management to achieve superior service results.Why focus on process? To help your business!
• improve your competitiveness
• support your customers
• do more with less
• expand your market
Assumptions
• capable process means lower cost
• service quality is a function of process performance
• process quality reduces causes of poor performance
22Source: Introduction to the CMMI for SVC
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Services and Me
• Appraised a services organization to ML3 of the CMMI
v1.1 in 2005 and saw the inadequacies of the
Engineering Process Areas
• Started work with an IT resources provider in San
Antonio, suggested use of the SVC Constellation in
2008, took them to ML2 in 12 months
• Attended the first offering of the supplement in October 2008
• Am presently certified to teach the Intro 4 SVC 3-day class and the one day supplement.
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Webster Sayeth
• Service:
– useful labor that does not produce a
tangible commodity —usually used in plural
<charge for professional services>
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Reality Sets In
• Tangible commodities do play a role in many services, only they do not (usually) make the whole part of the service.– Selling soup is considered a service, but if you
remember Seinfeld… there was no service, only great soup.
– In most cases, goodness of product does not compensate for lack of services
• My IT shop has no capacity, availability nor timeliness… But what great graphics!
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Development vs. Services Projects• Development projects
– have a defined beginning
– have a defined end
– have planned resources
– have milestones and steps
– have appropriate risks
– deliver a product that is supposed to last for some time
– have criteria for successful completion
– are of significant duration (days to years)
• Service work*
– have a defined beginning
– have an implicit end
– have assigned resources
– no milestones but have steps
– have common risks
– deliver a product that is supposed to be consumed in a short period of time
– have criteria for customer satisfaction
– are of very short duration (seconds to days)
* Yes Veronica, ‘work’ in SVC replaces ‘project’ elsewhere… 26
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Development Poor Fits
• Maintenance projects
• Software factories
• Very small projects
• Short iterative releases
• TS SG 1
• RD All Goals
• All Engineering, docs
• All Engineering, docs
CMMI-SVC Content
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Level: Project Management
Process Management
Service Establishment and Delivery
Support
Continuously Improving
QuantitativelyManaged
Defined
Managed
SVC PAs
CAR
DAR
CMMA PPQA
OPM
OPP
OPD OPF OT
QWM
IWM RSKM
REQM WP SAMWMC SD
SST STSMIRP SSDCAM SCON
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CMMI Constellations•A constellation is the subset of the CMMI Product Suite relevant to improvement in a particular area of interest. Currently, there are three constellations:
•Development (CMMI-DEV):• build stuff
• tangible, storable products, made to specification in a lifecycle
•Acquisition (CMMI-ACQ):• buy stuff
• specify, solicit, select, contract, procure, accept, transition to consumer
•Services (CMMI-SVC):• do stuff
• intangible, non-storable products delivered via a service system based on explicit or implicit service requests
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Relationships Among Constellations
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Services-specific PAs
*CMMI-SVC addition
Shared PA (SAM)
Core PAsInclude service-specific
informative material
CMMI-SVC
CMMI-DEV
CMMI-ACQ
What Services are Covered?• The SEI has not set a limit
• information technology
• call centers
• financial services
• health management organizations
• education
• lawn care
• taxi cabs
• transportation (buses, trains, planes)• human resources (as in supplying belly buttons)
• supermarkets• food courts
• restaurants
• ewe nay mitt
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Relevant Terminology 1• Work
• all the resources used to satisfy a service agreement with a customer
• Service Agreement• a binding written record of a promised exchange of value
between a service provider and a customer
• Service Request• a communication from a customer that one or more
specific instances of a service are desired
• Service Requirement• the complete set of requirements that affect service
delivery and service system development
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Relevant Terminology 2• Service Delivery
• the delivery of services in accordance with service agreements
• Delivery Environment• the complete set of circumstances and conditions under
which services are delivered in accordance with service agreements
• Service System• an integrated and interdependent combination of component
resources that when enacted provides the desired services
• Service System Component• a resource required for a service system to successfully
deliver services
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Relevant Terminology 3
• Service Incident• an indication of an actual or potential interference
with a service
– note that an incident is not a risk, it is already an issue
• Availability• the degree to which something is accessible and
usable
• Capacity• the degree to which one thing may support, hold,
process or produce another thing
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Service Delivery (SD)• Purpose: to deliver the services in accordance to service
agreements
• Goals and Practices– SG 1: Establish Service Agreements
• Analyze existing agreements and service data• Establish the service agreement
– SG 2: Prepare for Service Delivery• Establish the service delivery approach• Prepare for service system operation• Establish a request management system
– SG3: Deliver Services• Receive and process service requests• Operate the service system• Maintain the service system
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Service System Transition (SST)
• Purpose: to deploy new or significantly changed service system components while managing their effect on ongoing service delivery
• Goals and Practices– SG 1: Prepare for service system transition
• Analyze service system transition needs• Develop service system transition plans• Prepare stakeholders for change
– SG 2: Deploy the service system• Deploy service system components• Assess and control the impacts of the transition
Incident Resolution and Prevention (IRP) • Purpose: to ensure timely and effective resolution of service incidents
and prevention of service incidents as appropriate
• Goals and Practices– SG 1: Prepare for incident resolution and prevention
• Establish an approach to IRP• Establish an incident management system
– SG 2: Identify, control, and address incidents• Identify and record incidents
• Analyze individual incident data• Resolve incidents
• Monitor the status of incidents to closure• Communicate the status of incidents
– SG 3: Analyze and Address Causes and Impacts of Selected Incidents• Analyze Selected Incidents
• Establish Solutions to Respond to Future Incidents• Establish and Apply Solutions to Reduce Incident Occurrence
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Capacity and Availability Management (CAM) • Purpose: to ensure effective service system performance
and ensure that resources are provided and used effectively to support service requirements
• Goals and Practices– SG 1: Prepare for capacity and availability management
• Establish a capacity and availability strategy
• Select measures and analytic techniques
• Establish service system representations
– SG 2: Monitor and analyze capacity and availability• Monitor and analyze capacity
• Monitor and analyze availability
• Report capacity and availability management data
Service Continuity (SCON)• Purpose: to establish and maintain contingency plans for continuity of
services during and following any significant disruption of services
• Goals and Practices
– SG 1: Identify essential services dependencies`• Identify and prioritize essential functions
• Identify and prioritize essential resources– SG 2: Prepare for service continuity
• Establish a service continuity plan• Establish service continuity training
• Provide and evaluate service continuity training– SG 3: Verify and validate the service continuity plan
• Prepare for the verification and validation of the SCON Plan• Verify and validate the SCON Plan
• Analyze results of verification and validation of the SCON Plan
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Strategic Service Management (STSM)
• Purpose: to establish and maintain standard services in concert with strategic needs and plans
• Goals and Practices– SG 1: Establish strategic needs and plans for standard
services• Gather and analyze relevant data
• Establish plans for standard services
– SG 2: Establish standard services• Establish properties of standard services and service levels
• Establish descriptions of standard services
Service System Development (SSD) [Optional]
• Purpose: to analyze, design, develop, integrate, verify, and validate service systems, including service system components, to satisfy existing or anticipated service agreements
• Goals and Practices – SG 1: Develop and analyze stakeholders
requirements• Develop stakeholders requirements
• Develop service system requirements
• Analyze and validate requirements
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Service System Development (SSD)
• Goals and Practices (continued)– SG 2: Develop service systems
• Select service system solutions• Develop the design• Ensure interface compatibility• Implement the service system design• Integrate service system components
– SG 3: Verify and validate service systems• Prepare for verification and validation• Perform peer reviews• Verify selected service system components• Validate the service system
Service Establishment
CUSTOMER / END USER
SD
Contract/ServiceAgreement
Work Management and Support Process Areas
WorkPlan Corrective
Action
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Service Delivery
CUSTOMER / END USER
Service Requests
SD
Contract/ServiceAgreement
ServiceValue
Work Management and Support Process Areas
IRP
WorkPlan
Service Incidents
Workarounds
Status Request
CorrectiveAction
Service Maintenance
CUSTOMER / END USER
Service Requests
SD
Contract/ServiceAgreement
ServiceValue
Work Management and Support Process Areas
IRP
WorkPlan
Service Incidents
Workarounds
Status Request
SST
Changes to Service Requirements
Deployed ServiceSystem
TransitionPlans
CorrectiveAction
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Service Enhancement
CUSTOMER / END USER
Service Requests
SD
Contract/ServiceAgreement
ServiceValue
Work Management and Support Process Areas
IRP
WorkPlan
Service Incidents
Workarounds
Status Request
SST
Changes to Service Requirements
Deployed ServiceSystem
STSM
StrategicServicesNeeds
ServiceCatalog
TransitionPlans
CorrectiveAction
Service System Design
CUSTOMER / USER
Service Requests
SD
Contract/ServiceAgreement
ServiceValue
Project Management and Support Process Areas
ProjectPlanSST
Changes to Service Requirements
Deployed ServiceSystem
STSM
StrategicServicesNeeds
ServiceCatalog
TransitionPlans
CorrectiveAction
SSD
Validated Service SystemNew Service Requirement
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The Taco Sabroso Example 1
• Work Plan provides:– Strategic ideas about taco stands
• Who will the customers be• Where to put them
– Practical service delivery decisions• When will they be open for service• Who will operate them• What type tacos• How much to charge
– Contract with customer:• Printed (or painted on side of the stand) menu with prices
– Service requests• Expressed desire for a taco
The Taco Sabroso Example 2
– Service value• The taco, claro!
– Operations and services delivery data• Cost benefit analysis• Capacity planning data• Service delivery data (time to prepare the taco)
– Service Incidents • Customers unhappy with time spent waiting for taco
– Workaround• Have precooked tacos and reheat them
– Service Incidents• Customers unhappy with quality of taco
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The Taco Sabroso Example 3
– Corrective action• Need to accelerate production at peak rates
– if it is just a change of equipment, maybe SST applies
» just change the frying pan for a deep fryer
– if it requires larger stands to accommodate two windows, we might need to use SSD
– Transition plan for SST, no SSD• Go to Wal-Mart's
• Buy deep frying pan and thongs and fire extinguisher
• Discard old frying pan
The Taco Sabroso Example 4
– Strategic Service Needs• Customers ask for dessert (mostly flan and tres
leches)
• Customers want beer with their tacos
• Customer want to sit down and eat on a table
– Derived new requirements• Include dessert
• Request a beer license for the stand (good luck with that one)
• Add tables in the environment
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Questions?
5454
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7/7/2011
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Jorge Boria, M Eng CSVP International Process Improvement
Liveware Inc.
jorge.boria@liveware.com
Michael MilutisDirector of Marketing
Computer Aid, Inc. (CAI)
Michael_milutis@compaid.com
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