Patricia A Eglin David Consulting Group

Transcription

1 CMMI-SVC: What you need to know before you buy it Patricia A Eglin David Consulting Group

2 Agenda What is a service? Process Areas/Continuous Representation Staged Representation CMMI-DEV versus CMMI-SVC SVC Process Areas Why use CMMI-SVC at all? Current Status Summary Questions 1

3 Service: What is it? A service is an intangible, non-storable product (e.g., operations, maintenance, logistics, and IT). Services imply on-going relationships governed by service agreements. Services are delivered through the operation of a service system. Services are simultaneously produced and consumed. Services have a different business rhythm. 2

4 More about the model CMMI-SVC Can be applied to virtually any industry Can accommodate small, medium, and large organizations Excellent for service oriented commercial organizations seeking process improvement using a proven framework Consists of: 16 core process areas across the constellations 6 required process areas specific to this constellation 1 addition (optional) 1 process area shared across constellations 3

5 16 Core Process Areas Process Management Organizational Innovation and Deployment (OID) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Organizational Process Performance (OPP) Organizational Training (OT) Support Causal Analysis and Resolution (CAR) Configuration Management (CM) Decision Analysis and Resolution (DAR) Measurement and Analysis (MA) Process and Product Quality Assurance 4 (PPQA) Project Management Capacity and Availability Management (CAM) Integrated Project Management (IPM) Project Monitoring and Control (PMC) Project Planning (PP) Requirements Management (REQM) Risk Management (RSKM) Quantitative Project Management (QPM) Service Continuity (SCON) Supplier Agreement Management (SAM) Service Establishment and Delivery Incident Resolution and Prevention (IRP) Service Delivery (SD) Service System Development (SSD) Service System Transition (ST) Strategic Service Management

6 7 Services Process Areas Process Management Organizational Innovation and Deployment (OID) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Organizational Process Performance (OPP) Organizational Training (OT) Support Causal Analysis and Resolution (CAR) Configuration Management (CM) Decision Analysis and Resolution (DAR) Measurement and Analysis (MA) Process and Product Quality Assurance 5 (PPQA) Project Management Capacity and Availability Management (CAM) Integrated Project Management (IPM) Project Monitoring and Control (PMC) Project Planning (PP) Requirements Management (REQM) Risk Management (RSKM) Quantitative Project Management (QPM) Service Continuity (SCON) Supplier Agreement Management (SAM) Service Establishment and Delivery Incident Resolution and Prevention (IRP) Service Delivery (SD) Service System Development (SSD) Service System Transition (ST)

7 1 Shared Process Areas Process Management Organizational Innovation and Deployment (OID) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Organizational Process Performance (OPP) Organizational Training (OT) Support Causal Analysis and Resolution (CAR) Configuration Management (CM) Decision Analysis and Resolution (DAR) Measurement and Analysis (MA) Process and Product Quality Assurance 6 (PPQA) Project Management Capacity and Availability Management (CAM) Integrated Project Management (IPM) Project Monitoring and Control (PMC) Project Planning (PP) Requirements Management (REQM) Risk Management (RSKM) Quantitative Project Management (QPM) Service Continuity (SCON) Supplier Agreement Management (SAM) Service Establishment and Delivery Incident Resolution and Prevention (IRP) Service Delivery (SD) Service System Development (SSD) Service System Transition (ST) Strategic Service Management (STSM)

8 Representation by Maturity Level Process Area Maturity Level Goals/Practices Configuration Management 2 3/7 Measurement and Analysis 2 2/8 Project Monitoring and Control 2 2/10 Project Planning 2 3/15 Process and Product Quality Assurance 2 2/4 Requirements Management 2 1/5 Supplier Agreement Management 2 2/8 Service Delivery 2 3/8 Capability and Availability Management 3 2/6 Decision Analysis and Resolution 3 1/6 Integrated Project Management 3 2/10 Incident Resolution and Prevention 3 3/11 7

9 Representation by Maturity Level (Cont.) Process Area Maturity Level Goals/Practices Organizational Process Definition 3 1/7 Organizational Process Focus 3 3/9 Organizational Training 3 2/7 Risk Management 3 3/7 Service Continuity 3 3/8 Service System Development* 3 3/12 Strategic Service Management 3 2/4 Service System Transition 3 2/5 Organizational Process Performance 4 1/5 Quantitative Project Management 4 2/8 Causal Analysis and Resolution 5 2/5 Organizational Innovation and Deployment 5 2/7 8

10 Differences Between CMMI-Dev and CMMI-SVC Engineering is gone Supplier Agreement is essentially the same Unique Service Team Dynamics through Integrated Teams 7 new process areas are added 9

11 Integrated Teams A group of people with complimentary skills and expertise who are committed to delivering specified work products in timely collaboration. Integrated team members provide skills and advocacy appropriate to all phases of the work products life and are collectively responsible for delivering work products as specified. An integration team, should include empowered representatives from organizations, disciplines, and functions that have a stake in the success of the work products. 10

12 Differences Between CMMI-Dev and CMMI-SVC Generic practices are only identified in the Generic Goals and Generic Practices section Part Two (book) There is no Engineering category Requirements Management (REQM) is categorized under Project Management Integrated Project Management Establishing integrated teams that are tasked to accomplish project objectives SP added; Establish Integrated Teams Organizational Process Definition SP added; Establish Rules and Guidelines for Integrated Teams 11

13 Differences between CMMI-Dev and CMMI-SVC Project Planning SP added; Establish Project Strategy Supplier Agreement Management Wording Changes SP 1.3 Establish Supplier Agreements Establish and maintain supplier agreements SP 2.2 Monitor Selected Supplier Processes Select, monitor, and analyze processes used b the supplier as appropriate SP 2.3 Evaluated Selected Supplier Work Products Select and evaluate work products from the supplier as appropriate SP 2.5 Transition Products Transition acquired products from the supplier to the project as appropriate 12

14 7 CMMI-SVC Process Areas Capability and Availability Management (CAM) Service Continuity (SCON) Incident Resolution and Prevention (IRP) Service Delivery (SD) Service System Development (SSD) Service System Transition (ST) Strategic Service Management (STSM) 13

15 Capability and Availability Management (CAM) Purpose: The purpose of Capacity and Availability Management (CAM) is to 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. 14

16 Service Continuity (SCON) Purpose: The purpose of Service Continuity (SCON) is to 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. 15

17 Incident Resolution and Prevention (IRP) Purpose: The purpose of Incident Resolution and Prevention (IRP) is to 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 Incidents Incidents are identified, controlled, and addressed. SG 3 Define Approaches to Address Selected Incidents Approaches to address selected incidents are defined to prevent the future occurrence of incidents or mitigate their impact. 16

18 Service Delivery (SD) Purpose: 17 The purpose of Service Delivery (SD) is to 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

19 Service System Development (SSD) Purpose: The purpose of Service System Development (SSD) is to 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, and constraints 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 18 delivery.

20 Service System Transition (ST) Purpose: The purpose of Service System Transition (SST) is to 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. 19

21 Strategic Service Management (STSM) Purpose: The purpose of Strategic Service Management (STSM) is to 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 that span multiple customers and service agreements are established and maintained. SG 2 Establish Standard Services 20 A set of standard services is established and maintained.

22 Why use CMMI-SVC at all? CMMI-SVC is a collection of best practices generated from the CMMI V1.2 architecture and framework CMMI-SVC is based on the CMMI Model Foundation (CMF) Services constitute more than 80% of the US and global economy Services constitute more than 54% of what the DoD acquires. In FY2006 DoD spent $146 billion on services* Customers have continuously asked for it because they simply can t use CMMI-DEV Many other services models related to a particular industry and do not always cross the lines of industries *Per information published by the SEI October

23 Why use CMMI-SVC at all? Reason 1: CMMI-Dev shops may find a better fit with CMMI-SVC Reason 2: Some Org may benefit from both: CMMI-DEV for the Software Group, and CMMI-SVC for the rest of the company Challenge 1: Appraising using multiple constellations Challenge 2: Overcoming the objections that the 16 core process areas still won t work with services 22

24 Current Status Pilots conducted since October 2006 Updates made to the model as of November 2008 (V.09) Official release V1.2 March 2009 SEPG Conference 1 day training scheduled for March 22, 2009 Appraisals results not accepted until September 2009 (we will talk more about appraisals later) Early adopters will be re-appraised Changes to core process areas will be included in CMMI-DEV V1.3 Expected to be released

25 Summary CMMI-SVC rollout March 2009 Appraisals accepted September 2009 CMMI-SVC consists of 16 core process areas 6 process areas specific to this constellation 1 addition (optional) 1 process area shared across constellations Transition Assistance Available immediately: Gap Analysis, Action Planning Training on CMMI-SVCs Process Updates Appraisals 24

26 Questions? Patricia A Eglin Process Improvement Specialist Intro to CMMI Instructor David Consulting Group 1770 E Lancaster Ave Suite 15 Paoli, Pa Office: ext 24 Cell: Fax: