cmmi svc july 2011

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.

[email protected]

Michael MilutisDirector of Marketing

Computer Aid, Inc. (CAI)

[email protected]

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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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


ServiceValue


IRP

WorkPlan

Service Incidents

Workarounds

Status Request

CorrectiveAction

Service Maintenance

CUSTOMER / END USER

Service Requests

SD


ServiceValue


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


ServiceValue


IRP

WorkPlan

Service Incidents

Workarounds

Status Request

SST



STSM

StrategicServicesNeeds

ServiceCatalog

TransitionPlans

CorrectiveAction

Service System Design

CUSTOMER / USER

Service Requests

SD


ServiceValue

Project Management and Support Process Areas

ProjectPlanSST



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


– 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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– 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


– 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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Jorge Boria, M Eng CSVP International Process Improvement

Liveware Inc.

[email protected]

Michael MilutisDirector of Marketing

Computer Aid, Inc. (CAI)

[email protected]

cmmi svc july 2011

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