cmmi for services how? why? what? - gpi asia · • the structure of the cmmi-svc from three view...

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Process Advisory Service Ltd.

CMMI for Services How? Why? What?

Stephen Fletcher


Presenter

Stephen Fletcher • Certified High Maturity Lead Appraiser for the Services and Development Models

• Certified Instructor for the Services and Development Models

• Independent Contractor (formally Visiting Scientist) for the CMMI Institute delivering advanced CMMI model based training

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Topics

• Positioning the CMMI-SVC • The structure of the CMMI-SVC from three view points: – How a CMMI model provides institutionalisation and what that means in a service environment,

– The Process Areas that are unique to the CMMI SVC model

– How the Core Process Areas (Process Areas that are shared between the CMMI-DEV, CMMI-SVC and CMMI-ACQ)might be applied.

• A high level mapping of the CMMI-SVC to ITIL and BS20000

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POSITIONING THE CMMI-SVC


What is the CMMI-SVC?

• The CMMI-SVC is an organisational maturity model that provides guidance for the application of best practices by a service provider organisation. All practices focus on the activities of the service provider that are required to establish, deliver, and manage services and to provide quality services to customers and end users.

• It has as its underlying principle the removal of variability and the establishment of stability and predictability of performance and emphasises management responsibilities rather than environment, technology, or methodology.

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What Types of Services Does CMMI-SVC Cover?

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What is a Service?

• A service is an intangible, non-storable product (e.g., operations, maintenance, logistics, and IT).

• Services imply ongoing relationships governed by service agreements.

• Services are delivered through the operation of a service system.

• Services are often simultaneously produced and consumed.

• Services have a different business rhythm than product development.

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Product Lifecycles

Development / Production

• Development – Create the product

Inception

• Inception – Product feasibility, Customer Requirements

Installation, Revenue, Improvement

• Revenue Generation – Make money from the product

Replacement

• Replacement – Retire existing and replace with the next

generation 8


Product Lifecycles

Development / Production Inception Installation, Revenue,

Improvement Replacement

CMMI – DEV Product Development

CMMI – ACQ Product Acquisition

CMMI – SVC Product Support

CMMI – DEV Product Enhancement

9


Development and Service Lifecycles

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CMMI-SVC Structure

• The CMMI-SVC has the same components as the CMMI-DEV and CMMI-ACQ

• Process Areas, Specific and Generic Goals, Specific and Generic Practices, Sub-practices, Examples etc.

• We will look at the Process Area and Specific Goal level.

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CMMI AND INSTITUTIONALISATION


CMMI view of Process

• Processes have to be: – Documented – Planned – Controlled – Managed – Improved

• The CMMI calls this institutionalisation. • What do we mean by institutionalisation? Slide 13

Process Advisory Service Ltd. Slide 14

Policy (set by Management)

Management set expectations for the way work is performed through organisational policy statements.

Processes (meet Policy)

Work Planned (using Process)

Activities Performed (as planned)

The resources needed by the activities are provided as, and when, required for the planned work.

Processes created to meet organisational policy.

Process roles and responsibilities are assigned to perform the activities. Training is provided to close the process skill gap identified when planning the activities.

Stakeholders of the current activities are identified and involved as specified in the plan.

Work Products Created (by performing the activities)

Work products created by performing the activities are managed and changes to them controlled. Performance and progress is monitored against the plan. Corrective actions are taken where necessary. Planning activities and work products are objectively evaluated to ensure adherence to policy, process and standards. Conformance of the activities and work products to the process is reviewed with higher level management.

Work is then planned using the processes. Planned work will thus meet policy.

Institutionalisation


The Next Steps

Slide 15

The organisation’s standard processes are created to meet organisational policy. Defined processes are tailored from the standard processes and follow organisational standards.

Policy (set by Management)

Standard Processes (meet Policy)

Defined (Tailored) Process

Improvement information is collected and stored (work products, measures, measurement results and lessons learned).

Work Planned (using Process)

Activities Performed (as planned)

Work Products Created (by

performing the activities)


A Learning Organisation

Slide 16

Define

Execute

Process Measure

Control

Modified from a Juran Process Management Model (PMM)

Without process management: An undefined process cannot be measured. An unmeasured process cannot be controlled. Improve

An uncontrolled process cannot be improved. Attempts to improve an unstable process yield further instability.


In the Service Environment

• The CMMI-DEV refers to projects (i.e. the Project Planning or PP process area)

• The CMMI-SVC refers to work (i.e. the Work Planning or WP process area)

• The CMMI-DEV considers activities being performed to deliver a product defined by a plan to a schedule.

• The CMMI-SVC considers activities being performed to run and maintain a level of service defined by a service agreement.

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CMMI-SVC SPECIFIC PROCESS AREAS


CMMI-SVC Process Area Matrix

Slide 19

Service Delivery

Requirements Management

Work Planning

Work Monitoring and Control

Supplier Agreement

Management

Measurement and Analysis

Product and Process QA

Configuration Management

Quantitative Work

Management

Organisational Process

Performance

Organisational Performance Management

Causal Analysis & Resolution

ML 3

ML 4

ML 5

Capacity and Availability

Management

Incident Resolution & Prevention

Service Continuity

Strategic Service

Management

Service System

Development

Service System

Transition

Organisational Process Focus


Definition

Organisational Training

Integrated Work

Management

Risk Management

Decision Analysis & Resolution

ML 2

Process Management Service Establish and Delivery

Work Management Support


CMMI-SVC Unique Process Areas

Slide 20

Service Delivery


Work Planning


Supplier Agreement

Management




Quantitative Work

Management


Performance



ML 3

ML 4

ML 5


Management


Service Continuity

Strategic Service

Management

Service System

Development

Service System

Transition



Definition


Integrated Work

Management

Risk Management


ML 2




CMMI-SVC Core and Shared PAs

Slide 21

Service Delivery


Work Planning


Supplier Agreement

Management




Quantitative Work

Management


Performance



ML 3

ML 4

ML 5


Management


Service Continuity

Strategic Service

Management

Service System

Development

Service System

Transition



Definition


Integrated Work

Management

Risk Management


ML 2




Service Specific PAs in Plain Language Strategic Service Management (STSM):

deciding what services you should be providing, standardising and communicating them

Service System Development (SSD): Designing, implementing and verifying the service system to ensure you have everything you need to deliver the service, including people, processes, consumables, and equipment

Service System Transition (SST): Getting new systems in place, changing existing systems, or retiring obsolete systems, while making sure nothing goes wrong with the service

Service Delivery (SD): setting up agreements, taking care of service requests and operating and maintaining the service system

Capacity and Availability Management (CAM): Managing the resources you need to deliver services to ensure that they are available when needed, at an appropriate cost

Incident Resolution and Prevention (IRP): handling what goes wrong, and preventing it from going wrong if you can

Service Continuity (SCON): being ready to recover from a disaster and get back to delivering your service

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Service Delivery (SD)

Purpose Deliver services in accordance with service agreements. SG 1: Establish Service Agreements Service agreements are established and maintained. SG 2: Prepare for Service Delivery Preparation for service delivery is conducted. SG 3: Deliver Services Services are delivered in accordance with service agreements.

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Strategic Service Management (STSM) Purpose Establish and maintain standard services in concert with strategic needs and plans.

SG 1: Establish Strategic Needs and Plans for Standard

Services Strategic needs and plans for standard services are established and maintained.

SG 2: Establish Standard Services A set of standard services is established and maintained.

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Service System Development (SSD)

Purpose Analyze, design, develop, integrate, verify, and validate service systems,

including service system components, to satisfy existing or anticipated service agreements.

SG 1: Develop and Analyze Stakeholder Requirements Stakeholder needs, expectations, constraints, and interfaces are collected,

analyzed, and transformed into validated service system requirements. SG 2: Develop Service Systems Service system components are selected, designed, implemented, and

integrated. SG 3: Verify and Validate Service Systems Selected service system components and services are verified and validated to

ensure correct service delivery.

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Service System Transition (SST)

Purpose Deploy new or significantly changed service system components while managing their effect on ongoing service delivery.

SG 1: Prepare for Service System Transition Preparation for service system transition is conducted. SG 2: Deploy the Service System The service system is deployed to the delivery environment.

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Building and Maintaining the Service System

Customer Product Line Organisation

Service Agreements Service Level Agreements

REQM Service Requirements

STSM Service Catalogue

SSD

SST Transition Plan

Service System Service System Component

Service System Component

Develop the Service System (Addition – optional)

Transition the Service System plan, deploy

SD Service Delivery Approach Prepare for Service Systems Operation Establish a request management system

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Capacity and Availability Management (CAM) Purpose Ensure effective service system performance and ensure that resources are provided and used effectively to support service requirements.

SG 1: Prepare for Capacity and Availability Management Preparation for capacity and availability management is conducted.

SG 2: Monitor and Analyze Capacity and Availability Capacity and availability are monitored and analyzed to manage resources and demand.

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Managing the Service System - Planning



WP, IWM Service Delivery

Plan

OPD Standard Processes

Measurement Repository



WBS, Estimates and Schedule

Resource loading (CAM)

SD Prepare for Service Delivery

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Managing the Service System - Monitoring



OPD Measurement Repository



WBS, Estimates, Schedule Resource loading

MA Service System Measures

CAM SLA Measures

WMC Resource Measures

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Managing the Service System



Risk Progress

0

5

10

15

Jan Feb Mar Apr

MedHigh

Low

Med

High

Requirements

Warning Indicators

Low

Med

High

Key Personnel

Low

Med

High

Supplier QA

Low

MedHigh

Software Volatility

120

110

1009080

120

110

100

90

80

01/04

03/0404/04

02/04

Size Progress

01000

20003000

40005000

6000

6-Oct25-Nov14-Jan4-M

ar23-Apr12-Jun1-Aug20-Sep

Date

SL

OC Estimated

Size

Progress Indicators

Earned Value Efficiency Delivered Size Defects MA WMC CAM

Staff and Resource

WP

Capacity, Availability

Resource

31


WP – WBS

32


WP - Schedule

33


Service System Dashboard

0

5

10

15

Jan Feb Mar Apr

Med High

Low

Med

High

Server Capacity Warning Indicators - SLAs

Low

Med

High

Key Personnel

Low

Med

High

QA Non compliance

Low

Med High

System Availability

1 2 0

1 1 0

1 0 0 9 0

8 0

120

Incident and Request closure

110

100

90

80

§ 01/04

§ 03/04 § 04/04

§ 02/04

Size Progress

0 1000 2000 3000 4000 5000 6000

Date

SL

OC

Estimated Size

Progress Indicators

Effort Variance Risk Request Loading Incidents

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Incident Resolution and Prevention (IRP)

Purpose Ensure timely and effective resolution of service incidents and

prevention of service incidents as appropriate. SG 1: Prepare for Incident Resolution and Prevention Preparation for incident resolution and prevention is conducted. SG 2: Identify, Control, and Address Individual Incidents Individual incidents are identified, controlled, and addressed. SG 3: Analyze and Address Causes and Impacts of Selected

Incidents Causes and impacts of selected incidents are analyzed and

addressed.

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Incident Management

Users

Staff

Incident Managem

ent system

Analyse Selected Incidents Establish Workarounds Establish Actions



periodically

Incidents • Identify and Record • Analyse • Action and Resolve • Communicate

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Service Continuity (SCON)

Purpose Establish and maintain plans to ensure continuity of services

during and following any significant disruption of normal operations.

SG 1: Identify Essential Service Dependencies The essential functions and resources on which services depend

are identified and documented. SG 2: Prepare for Service Continuity Preparations are made for service continuity. SG 3: Verify and Validate the Service Continuity Plan The service continuity plan is verified and validated.

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THE CORE PROCESS AREAS


Approach

For an organisation at CMMI-DEV ML3 the following will be considered for each core process area: • Are new process definitions required? • Are new templates required? • Does the content of existing work products need changing?

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CMMI-SVC Core and Shared PAs

Slide 40

Service Delivery


Work Planning


Supplier Agreement

Management




Quantitative Work

Management


Performance



ML 3

ML 4

ML 5


Management


Service Continuity

Strategic Service

Management

Service System

Development

Service System

Transition



Definition


Integrated Work

Management

Risk Management


ML 2




CMMI-DEV to CMMI-SVC - Legend

Legend

Yes No or little change required to an existing CMMI-DEV based implementaion

Partial Partial change required to an existing CMMI-DEV based implementation

No No CMMI-DEV based implementation exists to support this


CMMI-DEV to CMMI-SVC – ML2


CMMI-DEV to CMMI-SVC – ML3

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CMMI-SVC, ITIL AND BS 20000


ISO/IEC 20000

Slide 45

ISO/IEC 20000 promotes effective and efficient implementation of an integrated service management program. There are specific requirements with the establishment of service objectives and controls. ISO/IEC 20000 serves as a benchmark against which an organisation can measure its service management execution and continual improvement. It identifies requirements for: • Service management system, • Service management lifecycle, and • Service management processes.

ISO/IEC 20000 consists of two parts. Part 1 defines the specification in 10 clauses for achieving certification (the “must” do things), while Part 2 provides the best practices for achieving the requirements stipulated in Part 1 (the “should” do things).

Planning & Implementation

Planning New Services

Service Delivery Processes

Capacity Management Service Continuity and Availability Management Service Level Management Information Security Management Service Reporting Budget and Accounting for IT Services

Release Process

Release

Management

Resolution Processes

Incident

Management Problem

Management

Relationship Processes

Business Relationship

Management Supplier

Management

Control Processes


Change Management

ISO/IEC 20000 Structure

Management System Management Responsibility, Documentation Requirements, Competences, Awareness & Training Plan, Implement, Monitor, Improve (Plan…. Do…. Check….. Act……) Planning & Implementing New or Changed Services


ITIL Service Lifecycle

Slide 46

ITIL is a public framework that describes best practice in IT Service Management. It provides a framework for the governance of IT and focuses on the continual measurement and improvement of the quality of IT service delivered, from both a business and a customer perspective. This focus is a major factor in ITIL’s worldwide success and has contributed to its prolific usage and to the key benefits obtained by those organisations deploying the techniques and processes throughout their organisations. Some of these benefits include: • increased user and customer satisfaction with IT services;

• improved service availability, directly leading to increased business profits and revenue;

• financial savings from reduced rework, lost time, improved resource;

• improved time to market for new products and services;

• improved decision making and optimised risk management. ITIL Service Lifecycle


ITIL v3

Slide 47

Service Operations

Event Management

Incident Management

Request Fulfilment

Problem Management

Asset Management

Service Transition Transition &

Planning Support

Change Management

Service Asset &


Release & Deployment Management

Service Validation &

Testing Evaluation

Knowledge Management

Service Design Service

Catalogue Management

Service Level

Management

Capacity Management

IT Service Continuity

Management

Availability Management

Supplier Management

Information Security

Management

Service Strategy

Strategy Generation

Financial Management

Demand Management

Service Portfolio

Management

Continual Service Improvement Service Reporting Service Measurement 7 Step Improvement

Process


CMMI for Services

Slide 48

The CMMI for Services (CMMI-SVC) provides guidance for the application of best practices by a service provider organisation. All practices focus on the activities of the service provider required to establish, deliver, and manage services and to provide quality services to the customer and end users. Seven process areas focus on practices specific to services, addressing capacity and availability management, service continuity, service delivery, incident resolution and prevention, service transition, service system development, and strategic service management processes. CMMI-SVC integrates bodies of knowledge that are essential for a service provider and draws on concepts and practices from CMMI and other service-focused standards and models, including: • ITIL • ISO/IEC 20000 • CobiT

CMMI for Acquisition Provides

guidance to enable informed and decisive acquisition leadership.

6 acquisition specific PAs

CMMI Model Foundation (16 common

Process Areas) CMMI for Services Provides guidance for delivering services within organisations and to external customers.

6 service specific PAs 1 addition (SSD)

CMMI for Development Provides guidance for managing, measuring and monitoring development processes.

5 engineering specific PAs 1 addition (IPPD)

1 shared PA (SAM)


CMMI Maturity Levels

Slide 49

• Common causes of process variation are addressed to improve performance Optimising

• Statistical and other quantitative techniques are used to improve the predictability of process performance

Quantitatively Managed

• Standards, process descriptions, and procedures are tailored from the organisation’s set of standard processes to suit a particular need.

Defined

• Projects, processes, work products, and services are managed and successes are repeatable.

Managed

• Little or no adherence to process. Work often exceeds planned budgets and schedules.

Initial

ML 5

ML 4

ML 3

ML 2

ML 1


CMMI-SVC Process Areas

Slide 50

Service Delivery


Work Planning


Supplier Agreement

Management




Quantitative Work

Management


Performance



ML 3 Process characterised for the organisation and is proactive

ML 4 Process measured and controlled

ML 5 Focus on process improvement

ML 2 Process characterised for each service and is often reactive


Management


Service Continuity

Strategic Service

Management

Service System

Development

Service System

Transition



Definition


Integrated Work

Management

Risk Management



Some Comparisons

Slide 51

Standard Core concept Advantages Contribution to customers needs

ISO/IEC 20000

International standard for IT service management. Based on ISO 15000 it reflects the best practice guidance given in ITIL

Good as checklist to assess the quality and effectiveness of IT operations

Same as ITIL but less detailed

ITIL Process framework covering the IT service lifecycle

Consists of best practices for operating IT services including infrastructures and applications

Reference for assessment and improvement of IT operations processes; “Business-IT-alignment”

CMMI-SVC Process framework covering projects and organisations delivering services

Allows determination of process maturity of service organisations; indicates WHAT an organisation need to do to improve

Understanding and improvement of service processes; improved customer satisfaction

ISO/IEC 27001 International standard for IT security management systems

Good as checklist to assess quality and effectiveness to manage and control secure IT operations

Reference for assessment and improvement of IT security management and control processes;

CobiT Process framework for IT governance and controlling

Good source for process measures, and governance practices

Understanding and improving IT governance processes; ensure control over IT

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SERVICE IMPROVEMENT MODELS

Tying it all Together


ISO/IEC 20000 & ITIL

Slide 53

• Standard to Achieve ISO/IEC 20000-1

Specification

• Management Overview ISO 20000-2 Code of Practice

• Process Definition ITIL Best Practices

• Deployed in House

Procedures & Work Instructions



Slide 54

General Comparison ITIL V2 ITIL V3 ISO 20000

Best Practice Best Practice Standard & Code of Practice

Certification of Personnel Certification of Personnel Certification of a Service Provider Organisation and individuals (lately)

Best practice guidance, detailed description and implementation guidance

Best practice guidance, detailed description and implementation guidance slightly more prescriptive then V2

High-level requirements

Defines process and function roles and responsibilities

Defines process and function roles and responsibilities

Organisational structure independent, defines few mandatory roles

Process based, 10 processes & 1 function Service Lifecycle Based, 26 processes, 4 functions

Continual improvement based, 16 processes, no functions



Slide 55

Comparison of Processes & Functions ITIL V2 ITIL V3 ISO 20000

Planning to Implement Service Management Continual Service Improvement Planning and Implementing Service Management

Service Delivery Service Strategy, Service Design, Continual Service Improvement

Service Delivery

Service Level Management Service Level Management Service Level Management

Service Reporting Reporting (from Service Level Management) Service Reporting

Financial Management Financial Management Budgeting and Accounting for IT Services

IT Service Continuity Management IT Service Continuity Management Service Continuity and Availability Management Availability Management Availability Management

Capacity Management Capacity Management Capacity Management

Demand Management (from Capacity Management)

Demand Management No functions in ISO 20000

Service Support Service Operation Resolution Processes

Incident Management Event Management, Request Fulfilment, Incident Management

Incident Management

Service Desk Service Desk No functions in ISO 20000

Problem Management Problem Management Problem Management

Service Transition, Service Operation Control Processes

Configuration Management Service Asset and Configuration Management Configuration Management

Change Management Change Management Change Management

Service Transition Release Processes

Release Management Release and Deployment Management Release Management


CMMI-SVC & ITIL

Slide 56

Service Delivery


Management


Service Continuity

Strategic Service

Management

Service System

Development

Service System

Transition Organisational Process Focus

Organisational Process Definition


Integrated Work

Management

ITIL Service Lifecycle


Work Planning


Supplier Agreement

Management




Risk Management



ISO/IEC 20000 & CMMI-SVC

Slide 57



Service Delivery Processes Capacity Management Service Continuity and Availability Management Service Level Management Information Security Management Service Reporting Budget and Accounting for IT Services

Release Process

Release Management


Incident Management Problem Management

Relationship Processes

Business

Relationship Management

Supplier Management

Control Processes

Configuration Management Change Management


Management System Management Responsibility, Documentation Requirements, Competences, Awareness & Training Plan, Implement, Monitor, Improve (Plan…. Do…. Check….. Act……)

Planning & Implementing New or Changed Services


ISO/IEC 20000 & CMMI-SVC

Slide 58



Service Delivery Processes Capacity Management Service Continuity and Availability Management Service Level Management Information Security Management Service Reporting Budget and Accounting for IT Services

Release Process

Release Management


Incident Management Problem Management

Relationship Processes Business

Relationship Management

Supplier Management

Control Processes

Configuration Management Change Management


Management System Management Responsibility, Documentation Requirements, Competences, Awareness & Training Plan, Implement, Monitor, Improve (Plan…. Do…. Check….. Act……) Planning & Implementing New or Changed Services


Topics

• Positioning the CMMI-SVC • The structure of the CMMI-SVC from three view points: – How a CMMI model provides institutionalisation and what that means in a service environment,

– The Process Areas that are unique to the CMMI SVC model

– How the Core Process Areas (Process Areas that are shared between the CMMI-DEV, CMMI-SVC and CMMI-ACQ)might be applied.

• A high level mapping of the CMMI-SVC to ITIL and BS20000

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THANK YOU [email protected]

cmmi for services how? why? what? - gpi asia · • the structure of the cmmi-svc from three view...

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