Using CMMI for Services for IT Excellence QUEST 2009 Conference Talk Pradeep Chennavajhula April 2009 Chicago
Journey of Excellence
Rationale for using Frameworks Low Sustained Differentiation B Strategic Choices C Interwoven Proceses Achieving best practice requires optimizing cost and quality Cost A Copy Best Practice Continuous Improvement Extends Best Practice High Less Than Best Practice Current Best Practice Future Best Practice Low Quality High
CMMI Staged Focus 5 Focus on Continuous & Sustainable improvement Optimizing 4 Process measured and controlled Quantitatively Managed 3 Process characterized for the organization and is proactive Defined 2 1 Process characterized for projects and is often reactive Process unpredictable, poorly controlled and reactive Performed Managed
Structure of CMMI Maturity Level Process Area Process Area Process Area Generic Goals Specific Goals Commitment Perform Ability Perform Directing Implementation Verification Generic Practices Specific Practices Commitment Commitment Perform: Perform: creates creates policies policies and and secures secures sponsorship sponsorship for for process process improvement improvement efforts efforts Ability Ability Perform: Perform: ensures ensures that that the the project project and/or and/or organization organization has has the the resources resources it it needs needs pursue pursue process process improvement improvement Directing Directing Implementation: Implementation: collects, collects, measures, measures, and and analyzes analyzes data data related related processes processes Verification: Verification: verifies verifies that that the the projects projects and/or and/or organization s organization s activities activities conform conform requirements, requirements, processes, processes, and and procedures procedures
Process Areas Organization Innovation & Deployment Causal Analysis & Resolution 5 Quantitative Project Management Organizational Process Performance 4 Incident Resolution & Prevention Service System Development Service System Transition Strategic Service Management Integrated Project Management Capacity & Availability Management Risk Management Service Continuity Organizational Process Definition Organizational Process Focus Organizational Training Decision Analysis & Resolution 3 Service Delivery Requirement Management Project Moniring & Control Project Planning Supplier Agreement Management Configuration Management Measurement & Analysis Process & Product Quality Assurance 2 Service Establishment & Delivery Project Management Process Management Support
Service PAs (in English) Strategic Service Management (STSM): deciding what services you should be providing, making them standard, and letting people know about them Service System Development (SSD): making sure you have everything you need deliver the service, including people, processes, consumables, and equipment Service System Transition (SST): getting new systems in place, changing existing systems, retiring obsolete systems, all while making sure nothing goes terribly wrong with service Service Delivery (SD): setting up agreements, taking care of service requests, and operating the service system Capacity and Availability Management (CAM): making sure you have the resources you need deliver services and 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 in the first place if you can Service Continuity Management (SCON): being ready recover from a disaster and get back delivering your service 7
Relationships in Establishing & Delivery of Services 8
KPA Relations with Service Management 9
SCAMPI SM Aggregation and Rating (optional) Maturity Levels Capability Levels Process Areas Goals Organizational Unit Level Final Findings Preliminary Findings Char. Instantiation Level Weakness(es) Strength(s) LI Inst. Direct Indirect Affirmation Obs. Char. I1 Indicar(s) Indicar(s) Indicar(s) Weakness(es) LI I2 Indicar(s) Indicar(s) Strength(s) FI I3 I4 Indicar(s) Indicar(s) Indicar(s) Indicar(s) Indicar(s) PI FI (Practices)
Roadmap Appraisal Step 20: Present Appraisal Results & Close Step 19: Conduct onsite appraisal Step 18: Select & prepare team Step 17: Prepare Final Appraisal Plan Step 16: Perform Readiness Review Step 15: Prepare Readiness Review Plan Execute Step 14: Enable Institutionalization Step 13: Provide support in improvement Step 12: Review Results/Progress Step 11 : Create ability through training Step 10 : Pilot Implementation of Process Diagnose Step 9 : Formalize plan for Improvement Step 8 : Prioritize implementation issues Step 7 : Prepare Maturity Baseline [PA Wise] Step 6 : Identify Gaps in Implementation Step 5 : Conduct Formal Gap Analysis Initiate Step 4 : Implement revised process Step 3 : Align as is with CMMi Step 2 : Review as is documentation Step 1 : Overview CMMi
Any Questions..! Pradeep Chennavajhula pradeep.c@edistatesting.com +91 98868 06317