cmmi -svc explored - process area overview

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© Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License

CMMI® - Services Explored

Overview of the Process Areas

OR

How they hang together

1

2 AlignMentor © Rajesh Naik, 2013 Released under Creative Commons Attribution 3.0 Unported License

® CMMI and CMM are registered trademarks of Carnegie Mellon University

© Rajesh Naik, 2013 This work is licensed under a Creative Commons Attribution 3.0 Unported License. This means you are free (1) to copy, distribute, display, and perform the work, (2) to make derivative works, and (3) to make commercial use of the work so long as you give proper attribution to the author and retain the license notice. If you create derivative works using this work, they should also be made available under a similar license. For further information go to http://creativecommons.org/licenses/by/3.0/

For uses outside the scope of the license, contact Rajesh Naik at [email protected]


In this presentation we take a high-level (10000 meters or

32808.4 feet) view of all the process areas of CMM® - SVC

For the sake of ease of understanding, a simplified view is

presented – and many of the details are missing

The material in this presentation is derived from the document

CMMI® for Services, Version 1.3 (CMU/SEI-2010-TR-034)

The viewer should refer to CMMI® for Services, Version 1.3

(CMU/SEI-2010-TR-034), for correct and complete understanding

Contents of this Presentation



CMMI®-SVC Process Areas

CMMI® SVC has 24 Process Areas




Each Process Area can be classified into



2

3

4

5

2

3

4

5


Matu

rity

Levels

(2 to 5

)

Each Process Area can be classified into: Maturity Levels AND



2

3

4

5

2

3

4

5

CMMI SVC has 24 Process Areas

Matu

rity

Levels

(2 to 5

)

Service Establishment

& Delivery Work Management Process Management Support

Process Area Categories

Process Area Categories (4)

Each Process Area can be classified into: Maturity Levels AND Process Area Categories





2

3

4

5

2

3

4

5


Matu

rity

Levels

Matu

rity

Levels

Listed on the next page are

all 24 Process Areas

by maturity level

and process area category



Organizational Training

Organizational Process Definition

Organizational Process Focus

Organizational Process Performance

Work Monitoring and Control

Work Planning

Requirements Management

Supplier Agreement Management

Capacity and Availability Management

Integrated Work Management

Risk Management

Service Continuity

Quantitative Work Management

Service Delivery

Incident Resolution and Prevention

Service System Development

Service System Transition

Strategic Service Management

Organizational Performance Management

Configuration Management

Process & Product QA

Measurement & Analysis

Decision Analysis & Resolution

Causal Analysis & Resolution



2

3

4

5

2

3

4

5


Matu

rity

Levels

Matu

rity

Levels

24 Process Areas

by maturity level

and process area category



10

Service Establishment & Delivery

Work Management Process

Management Support



11



Management Support

Let us understand

the process areas

and their inter-relationships



12

To deliver a new (or modified) service,

we develop a service delivery system



13



DEVELOP AND VALIDATE THE SERVICE SYSTEM

Collect service system requirements

• Identify stakeholders

• Collect needs, expectations, constraints

• Develop service system requirements

Design and implement service system components

• Select solutions

• Design the system

• Develop the components

• Integrate the system

Verify and validate the components and the system

• Plan for V & V of the delivery system

• Perform V & V of the delivery system



14



DEVELOP AND VALIDATE THE SERVICE SYSTEM

Collect service system requirements

• Identify stakeholders

• Collect needs, expectations, constraints

• Develop service system requirements

Design and implement service system components

• Select solutions

• Design the system

• Develop the components

• Integrate the system

Verify and validate the components and the system

• Plan for V & V of the delivery system

• Perform V & V of the delivery system

Service System Development (SSD)



15




16


We systematically transition the

new (or modified) service system

till it goes “live”



17





DEPLOY THE NEW/ MODIFIED SERVICE SYSTEM

Plan and prepare for the transition

Deploy the system to the delivery environment

• Systematically deploy as per transition plan

• Manage the deployment (fine-tuning)



18





Service System Transition (SST)

DEPLOY THE NEW/ MODIFIED SERVICE SYSTEM

Plan and prepare for the transition

Deploy the system to the delivery environment

• Systematically deploy as per transition plan

• Manage the deployment (fine-tuning)



19





20



Once the service system goes “live”, we

continue to provide the service



21





MANAGE SERVICE DELIVERY

Establish service agreement

Ensure preparation for service delivery

Deliver services aligned to agreements



22





MANAGE SERVICE DELIVERY

Establish service agreement

Ensure preparation for service delivery

Deliver services aligned to agreements

Service Delivery (SD)



23


Service System Transition (SST) Service Delivery (SD)



24



In the “live” system we watch out for

unwanted problems in delivery,

take immediate and long term actions



25



RESOLVE AND PREVENT INCIDENTS

THAT IMPACT SERVICE DELIVERY

Record incidents (events that negatively

impact service delivery)

Manage immediate corrective actions

Reduce occurrence of selected incident

types by addressing causes






26



RESOLVE AND PREVENT INCIDENTS

THAT IMPACT SERVICE DELIVERY

Record incidents (events that negatively

impact service delivery)

Manage immediate corrective actions

Reduce occurrence of selected incident

types by addressing causes

Incident Resolution & Prevention (IRP)






27






28




Periodically, we evaluate whether we need

to provide more services, discontinue some

services or provide services in

a different form



29







a different form

ALIGN SERVICES WITH STRATEGIC NEEDS

& PLANS

Gather and analyze strategic needs

Understand services with respect to strategic needs

Define/ modify service catalogue (standard services)

Describe the standard services in detail (description,

service levels, etc.)



30




Strategic Service Management (STSM)




a different form

ALIGN SERVICES WITH STRATEGIC NEEDS

& PLANS

Gather and analyze strategic needs

Understand services with respect to strategic needs

Define/ modify service catalogue (standard services)

Describe the standard services in detail (description,

service levels, etc.)



31




Strategic Service Management (STSM)

These form the

Process Area Category




32



Management Support

SSD SST

STSM

SD

IRP



33

Requirements and changes to

requirements of the service need to be

managed



34



managed

MANAGE REQUIRMENTS OF THE SERVICE

Understand and commit to the requirements

Manage changes to requirements and

Maintain alignment

Maintain traceability



35



managed

MANAGE REQUIRMENTS OF THE SERVICE

Understand and commit to the requirements

Manage changes to requirements and

Maintain alignment

Maintain traceability

Requirements Management (REQM)



36




37


Services are planned and

monitored



38



monitored PLAN AND MONITOR THE SERVICE

Define delivery strategy, lifecycle, and WBS

Estimate resource requirements based on volumes

Establish budgets and schedules

Plan for skills, resources and stakeholders

Obtain commitments to the plan

Monitor actual performance

Review progress

Take corrective actions to keep the service on track



39



monitored PLAN AND MONITOR THE SERVICE

Define delivery strategy, lifecycle, and WBS

Estimate resource requirements based on volumes

Establish budgets and schedules

Plan for skills, resources and stakeholders

Obtain commitments to the plan

Monitor actual performance

Review progress

Take corrective actions to keep the service on track

Work Planning

(WP)

Work Monitoring

and Control

(WMC)



40


Work Planning

(WP)

Work Monitoring

and Control

(WMC)



41


Work Planning

(WP)

Work Monitoring

and Control

(WMC)

Suppliers to the service are managed



42


Work Planning

(WP)

Work Monitoring

and Control

(WMC)

Suppliers to the service are managed MANAGE ACQUISITION OF PRODUCTS

AND SERVICES FROM SUPPLIERS

Identify and evaluate suppliers

Establish supplier agreements

Monitor supplier agreements

Perform acceptance and integration of the

supplied products and services



43


Work Planning

(WP)

Work Monitoring

and Control

(WMC)

Suppliers to the service are managed MANAGE ACQUISITION OF PRODUCTS

AND SERVICES FROM SUPPLIERS

Identify and evaluate suppliers

Establish supplier agreements

Monitor supplier agreements

Perform acceptance and integration of the

supplied products and services

Supplier Agreement Management (SAM)



44


Work Planning

(WP)

Work Monitoring

and Control

(WMC)




45


Work Planning

(WP)

Work Monitoring

and Control

(WMC)


Risks are identified and managed;

Service continuity is ensured



46


Work Planning

(WP)

Work Monitoring

and Control

(WMC)



Service continuity is ensured MANAGE SERVICE CONTINUITY AND RISKS

Identify essential services and related resources

Prepare for service continuity

Verify and validate continuity plans

Prepare for risk management

Identify and analyze risks

Mitigate risks and prepare contingency plans



47


Work Planning

(WP)

Work Monitoring

and Control

(WMC)



Service continuity is ensured MANAGE SERVICE CONTINUITY AND RISKS

Identify essential services and related resources

Prepare for service continuity

Verify and validate continuity plans

Prepare for risk management

Identify and analyze risks

Mitigate risks and prepare contingency plans

Risk Management

(RSKM)

Service Continuity

(SCON)



48


Work Planning

(WP)

Work Monitoring

and Control

(WMC)


Risk

Management

(RSKM)

Service

Continuity

(SCON)



49


Work Planning

(WP)

Work Monitoring

and Control

(WMC)


Risk

Management

(RSKM)

Service

Continuity

(SCON)

Resources capacity/ availability is

matched with estimated demand to meet

service requirements



50


Work Planning

(WP)

Work Monitoring

and Control

(WMC)


Risk

Management

(RSKM)

Service

Continuity

(SCON)

PLAN AND PROVIDE RESOURCES TO

EFFECTIVELY MEET SERVICE REQUIRMENTS

Estimate future demand

Estimate resources required to satisfy demand

Manage capacity and availability to meet

resource requirements






51


Work Planning

(WP)

Work Monitoring

and Control

(WMC)


Risk

Management

(RSKM)

Service

Continuity

(SCON)




Capacity & Availability Management (CAM)

PLAN AND PROVIDE RESOURCES TO

EFFECTIVELY MEET SERVICE REQUIRMENTS

Estimate future demand

Estimate resources required to satisfy demand

Manage capacity and availability to meet

resource requirements



52


Work Planning

(WP)

Work Monitoring

and Control

(WMC)


Risk

Management

(RSKM)

Service

Continuity

(SCON)




53


Work Planning

(WP)

Work Monitoring

and Control

(WMC)


Risk

Management

(RSKM)

Service

Continuity

(SCON)


These are part of the


Work Management



54



Management Support

SSD SST

STSM

SD

IRP

WP WMC

RSKM SCON

REQM SAM

CAM



55

MIS, configuration management

and quality assurance are established

to support service delivery

& management



56

SET UP AND RUN AN MIS SYSTEM

• Identify objectives

• Define measures, data capture, validation &

storage

• Collect, analyze and report measurements

MAINTAIN INTEGRITY OF WORK-PRODUCTS

• Setup identification, storage and base-lining

• Establish baselines

• Manage changes to work-products

• Verify integrity of baselines

ENSURE PROCESS & PRODUCT COMPLIANCE

• Evaluate objectively whether people are following

the processes that they agreed to follow

• Track non-compliances to closure




& management



57

Process & Product Quality

Assurance (PPQA)


(CM)


(M & A)

SET UP AND RUN AN MIS SYSTEM

• Identify objectives

• Define measures, data capture, validation &

storage

• Collect, analyze and report measurements

MAINTAIN INTEGRITY OF WORK-PRODUCTS

• Setup identification, storage and base-lining

• Establish baselines

• Manage changes to work-products

• Verify integrity of baselines

ENSURE PROCESS & PRODUCT COMPLIANCE

• Evaluate objectively whether people are following

the processes that they agreed to follow

• Track non-compliances to closure




& management



58


Assurance (PPQA)


(CM)


(M & A)



59


Assurance (PPQA)


(CM)


(M & A)

Teams take important decisions

(technical, managerial) in a systematic

manner



60


Assurance (PPQA)


(CM)


(M & A)

TAKE IMPORTANT DECISIONS IN A

SYSTEMATIC MANNER

Identify alternatives

Identify evaluation criteria

Involve all stakeholders

Evaluate alternatives based on criteria

Document the decision and the rationale



manner



61


Assurance (PPQA)


(CM)


(M & A)

Decision Analysis &

Resolution (DAR)

TAKE IMPORTANT DECISIONS IN A SYSTEMATIC

MANNER

Identify alternatives

Identify evaluation criteria

Involve all stakeholders

Evaluate alternatives based on criteria

Document the decision and the rationale



manner



62


Assurance (PPQA)


(CM)


(M & A)

Decision Analysis &

Resolution (DAR)

These are part of the


Support



63



Management Support

WP WMC

RSKM SCON

REQM SAM

CAM

SSD SST

STSM

SD

IRP

PPQA

CM

DAR

M & A



64

In parallel, we set-up organizational

standard processes & training, to reduce

duplication of effort in each service group



65




SET UP ORGANIZATIONAL PROCESS &

TRAINING STANDARDS

Identify processes to standardize

Define and rollout processes in a planned

manner

Create repository of best practices, lessons

learnt

Create standards for work environment

Create and roll-out standardized training



66




SET UP ORGANIZATIONAL PROCESS &

TRAINING STANDARDS

Identify processes to standardize

Define and rollout processes in a planned

manner

Create repository of best practices, lessons

learnt

Create standards for work environment

Create and roll-out standardized training


(OPF)


(OT)


(OPD)



67


(OPF)


(OT)


(OPD)

Once we have the standard processes,

all new service groups try to adhere

standards, and tailor only where necessary




(OPF)


(OT)


(OPD)




INTERGRATE WORK WITH STANDARDS

At Service Design & Re-design

• Use standard processes

• Use standard work environment

• Use standard training

• Use standard templates

• Tailor only when necessary

Plan and monitor projects and services in a

consistent manner

Use lessons learnt, risks and continuity plans of others

Contribute back to the repository for use by others



69


(OPF)


(OT)


(OPD)




INTERGRATE WORK WITH STANDARDS

At Service Design & Re-design

• Use standard processes

• Use standard work environment

• Use standard training

• Use standard templates

• Tailor only when necessary

Plan and monitor projects and services in a

consistent manner

Use lessons learnt, risks and continuity plans of others

Contribute back to the repository for use by others


(IWM)



70


(OPF)


(OT)


(OPD)


(IWM)

OPF, OPD and OT are part

Process Area Category,

IWM strengthens Work Management

Process Management



71



Management Support

WP WMC

RSKM SCON

REQM SAM

CAM

SSD SST

STSM

SD

IRP

PPQA

CM

DAR

M & A

OPF

OPD

OT

IWM


At this stage,

– We have standard processes and common training programs

– Service delivery groups use the standard processes (or

explicitly tailored versions)

– Measures are used to monitor service delivery and projects

– Process compliance is ensured

– Large scale, obvious process improvements are carried out

The processes are now reasonably stable, and there

are measures available to refine and improve these

processes in a controlled manner


72


To implement Higher Maturity Level processes, we need to: – understand variations in process performance by using the

measurement data

– control variation in the performance of critical processes / sub-processes

– use statistical / quantitative process performance models to predict the overall performance of a service under various what-if scenarios

– link process performance and process improvements to higher level business performance and goals

– implement small and large improvements in service groups and in the organizational standard processes – supported by quantitative and statistical analysis


73


CMMI®-SVC Process Areas We get a statistical

and quantitative understanding of

the standard processes



OBTAIN A STATISTICAL/ QUANTITATIVE UNDERSTANDING

OF THE ORGANIZATIONAL PROCESSES

What can one expect from each of the organizational

processes? (Process Performance Baselines)

• What is the expected performance

• What is the variability in the performance?

What results can we expect if we combine the processes

In various ways ? (Process Performance Models)

• What are the results that can be expected

when the processes are combined?

• Can I predict the performance of a service

/ engagement based statistical models

We get a statistical




CMMI®-SVC Process Areas We get a statistical




(OPP) OBTAIN A STATISTICAL/ QUANTITATIVE UNDERSTANDING

OF THE ORGANIZATIONAL PROCESSES

What can one expect from each of the organizational

processes? (Process Performance Baselines)

• What is the expected performance

• What is the variability in the performance?

What results can we expect if we combine the processes

In various ways ? (Process Performance Models)

• What are the results that can be expected

when the processes are combined?

• Can I predict the performance of a service

/ engagement based statistical models




(OPP)




(OPP) And we also apply

statistical and

quantitative

management to

service delivery





statistical and

quantitative

management to

service delivery

STATISTICALLY / QUANTITATIVELY

MANAGE THE WORK

Set out quantitative objectives

Assemble the components of work that provide

confidence in achieving the objectives, using the

• Process Performance Baselines &

• Process Performance Models

Identify and select critical processes/

sub-processes for intense control

Control the processes/ sub-processes using

statistical/ quantitative techniques

Continuously control, predict and re-assemble to

maximize probability of success





statistical and

quantitative

management to

service delivery


(QWM)

STATISTICALLY / QUANTITATIVELY MANAGE THE WORK

Set out quantitative objectives

Assemble the components of work that provide

confidence in achieving the objectives, using the

• Process Performance Baselines &

• Process Performance Models

Identify and select critical processes/

sub-processes for intense control

Control the processes/ sub-processes using

statistical/ quantitative techniques

Continuously control, predict and re-assemble to

maximize probability of success


CMMI®-SVC Process Areas Organizational Process Performance

(OPP)


(QWM)



(OPP)


(QWM)

We approach organizational

process improvement with

deep statistical knowledge

of our processes



(OPP)


(QWM)




of our processes

DRIVE ORGANIZATIONAL

PROCESS IMPROVEMENTS

Align Process Performance to Business Goals

Identify areas/ processes that can impact

business goals

Collect, analyze and select incremental and

breakthrough improvement proposals

Plan and pilot improvements

Perform organization-wide deployment

In a planned manner

Evaluate the actual impact of the actions



(OPP)


(QWM)




of our processes

Organizational Performance Management

(OPM)

DRIVE ORGANIZATIONAL

PROCESS IMPROVEMENTS

Align Process Performance to Business Goals

Identify areas/ processes that can impact

business goals

Collect, analyze and select incremental and

breakthrough improvement proposals

Plan and pilot improvements

Perform organization-wide deployment

In a planned manner





(OPP)


(QWM)

Organizational Performance

Management (OPM)




(OPP)


(QWM)


Management (OPM)

We also improve processes by

doing root-cause analysis based on

defects, other problems and unexpected

superlative performance




(OPP)


(QWM)


Management (OPM)





BASED ON THE UNDERSTANDING

OF PROCESS PERFOMANCE

Quantitatively/ statistically understand

the impact of various problems

Identify potential problems to be solved

Analyze causes, propose actions

Evaluate the potential impact of the

proposed actions

Implement actions





(OPP)


(QWM)


Management (OPM)





BASED ON THE UNDERSTANDING

OF PROCESS PERFOMANCE

Quantitatively/ statistically understand

the impact of various problems

Identify potential problems to be solved

Analyze causes, propose actions

Evaluate the potential impact of the

proposed actions

Implement actions


Causal Analysis & Resolution

(CAR)




(OPP)


(QWM)


Management (OPM) Causal Analysis & Resolution

(CAR)

We have now set up

processes areas across three process categories

High-Maturity



90



Management Support

WP WMC

RSKM SCON

REQM SAM

CAM

SSD SST

STSM

SD

IRP

PPQA

CM

DAR

M & A

OPF

OPD

OT

IWM

CAR QWM OPM

OPP

Hig

h M

atu

rity


Generic Goals and Practices

GP 2.1 GP 2.2 GP 2.3 GP 2.4 GP 2.5 GP 2.6 GP 2.7 GP 2.8 GP 2.9 GP 2.10

Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Control Work Products Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher Level Management

Generic Practices

GP 3.1 GP 3.2

Establish a Defined Process Collect Process Related Experiences


Summary

– There are 24 Process Areas (PAs) in CMMI® - SVC

– The 24 PAs can be classified into 4 Maturity Levels and 4


– The 24 Process Areas are tightly linked

– Process Areas of higher maturity levels (ML 4 and 5)

require a solid foundation of lower maturity level PAs



RELATED Presentations

– CMMI® Explored – Concept of Maturity

– CMMI® Explored – HM’s Fourteen: Essential Beliefs for

Effective High Maturity Implementation

http://www.slideshare.net/AlignMentor/cmmi-maturityconcept




http://www.slideshare.net/AlignMentor/cmmi-explored-hms-fourteen-essential-beliefs-for-effective-high-maturity-implementation








© Rajesh Naik, 2013 This work is licensed under a Creative Commons Attribution 3.0 Unported License. This means you are free (1) to copy, distribute, display, and perform the work, (2) to make derivative works, and (3) to make commercial use of the work so long as you give proper attribution to the author and retain the license notice. If you create derivative works using this work, they should also be made available under a similar license. For further information go to http://creativecommons.org/licenses/by/3.0/

For uses outside the scope of the license, contact Rajesh Naik at [email protected]


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