5 pedrohenriques-2confcmmiportugal-v2-3-split

Portugal

CMMI in a Portuguese Multimodel company

Advantages and Disavantages

Pedro Castro HenriquesSenior Consultant

StrongstepSilvia Rodrigues

DirectorAmbisig

2012-07-06, Coimbra

22

Agenda

1. Introduction2. Needs3. Benefits4. Challenges5. Conclusions

33

ABOUT Case Study - AMBISIG

AMBISIG is a technological company that respects the highest market demands resorting to Innovation.In its operation areas like the Geographic Information Systems, Engineering Systems, Quality, Consultancy, Information Technologies, customized software Development and Outsourcing answers the business needs of the clients and ensures their visibility strategies and sustainability in the market.

We focus on high quality on our processes obtained a set of certifications and uncommon accreditations that encompass:

• CMMI DEV 5 – CMMI for Development Level 5• CMMI SVC 2 – CMMI for Services Level 2• NP 4457 – Research, Development and Innovation

.

• ISO/IEC 20000 – Information Technology Services• ISO 9001 – Quality• ISO 14001 – Environment• ISO/IEC 27001 – Information Security

Portugal

• Part I

Introduction

55

Presentation Goals – leaner outcomes

Where and how to combine CMMI for Development and CMMI for Services best practices with an innovation model (NP4457) .

The benefits of having CMMI for Services in a organization which has high maturity in Development part

The challenges associated with mixing a development culture and \, while keeping transversal innovation mechanisms.

66

Multimodel DEV5 + SRV2 + RDI

A multi-model process improvement approach can bring large benefits to an organization that produces software products and services and wants to be innovative.

This presentation illustrates this idea by bringing together three specific models:

The CMMI-DEV constellation (ML5) brings new ways for organizations to quantitatively manage their processes and quality performance goals, projects, and innovation.

CMMI-SVC (ML2) works as a catalyst for a service culture.

The Innovation Norm (NP 4457) helps establish a RDI (Research Development and Innovation) management system across the organization for continuous innovation.

77

CMMI DEV5 Context

• Define desired performance based on Business objectives

• Measure current performance

• Select sub-processes that help to achieve the objectives

• Predict performance and outcomes

• Control sub-processes critical to achieving the objectives

• Investigate anomalies found in analyses

Process Performance Objectives

Process Performance Baselines

Sub Process Alternatives

Process Perform. Models

Sub Process Control

Causal Analysis

88

Services Context

The CMMI for Services constellation brings – a new dimension of best practices in service management that

complement the software development life cycle– works as a catalyzer for a service culture in traditionally

development oriented companies

Some synergies and challenges will be addressed on the way the development and services worlds can together create value

99

The Innovation ContextModel (NP 4457) - Types of Innovation

Product (and services)

– Taking to the market new or significantly improved products or services

– Includes significant technical changes, components, materials, software or user interfaces

– Service innovation may include improvements on how the service is provided, new functionalities or new services

Marketing

– Implementation of new marketing methodologies involving significant improvements on design, product, packaging, pricing, distribution or promotion.

– Improvements implementation with the objective of increasing sales, improve market satisfaction or open new markets.

1010

The Innovation ContextModel (NP 4457) - Types of Innovation

Organization– Implementation of new business

methods, work planning or external relationships

– Implementation of new methods to organize routine activities or work development

– Implementation of new methods to distribute responsibilities and decision taking

– Implementation of new concepts of relating with other organizations, new ways of collaborating or relating with suppliers

– Process

– Implementation of new or significantly improved processes. They can be construction, logistics or distribution.

– This activity also includes the development of new or significantly improved activities to support the processes (e.g.IT systems, accounting systems)

1111

The NP 4457 model and PP and PMC

• Both NP 4457 and CMMI deal with innovation projects that have to be planned and monitored through its lifecycle

• Both models require previous analysis to classify a project as an innovation one

• Planning should consider the project innovation objectives and return expected results (ROI)

• Innovation projects should include information about the expected improvement as well as the verification and validation method for the innovation expected

• Knowledge should be spread and shared across the organization

1212

The NP 4457 model and OPP

• NP 4457 is a more broad model in terms of knowledge covering also with market innovation

• The OPP practice in CMMI requires a quantitative approach which is not required in NP 4457

• Both models have assessment methods based on interviews and artifacts evaluation (objective evidence)

• OPP is internationally adopted through the implementation of CMMI while NP 4457 is a Portuguese model based on the Oslo Innovation Manual

Portugal

NEEDS

• Part II

1414

Quality Service Needs

Gap that was missing in process oriented organizations with maturity in development:

– for some type of activities that intrinsically are continuous and involve less engineering

1515

Innovation Needs

– Another gap or need was to continuously collect new ideas from people in the organization, filter them and to generate competitive innovations

Innovationidea

Ideas

?

1616

AMBISIG Case Study

About AMBISIGInformation Systems Company based in PortugalCMMI Development - Level 5 with a strong quality cultureAbout 60 persons with mostly engineering backgroundInternational clients

They develop solutions mostly for central government, regional and public organizations

– Their clients are demanding more and more for levels of service and SLA’s

Always looking for new ways to improve the way they workAlso looking for new ways to find profit and new sources of income

1717

Ambisig continuous evolution History

Planning and project monitoringChange Management

Milestones

2008 2009 2010 2011 2012

CMMI DEV 5DEV….

1S 2S 1S 2S 1S 2S 1S 2S

CMMI SRV 2SRV….

NP 4457RD&I

CMMI DEV 3

1S 2S

1818

Case Study – Multimodel (DEV5+SRV2+RDI)Processes that we defined:Work Management process (for services and projects)Requirement Management process (for services and projects)Service establishment process – in order to setup new services in the companyService delivery process - ex: receive a request; check it’s in the catalog of services, solve the requestIdeas Management (NP4457)Innovation Management (NP4457)

Apart from … traditional – quality control, metrics, configuration management with some adaptations …

Lessons learned– Separate project management and service management processes

– its easier– Innovation processes are independent of the nature of work, but

usually start as an innovation project.

1919

Case Study - Service Management

2020

Case Study - Service Management

Service Delivery (SD):setting up agreements, taking care of service requests, and operating the service systemIncident Resolution and Prevention (IRP):handling what goes wrong—and preventing it from going wrong ahead of time if you can

2121

Case Study – Idea Management

2222

RD&I how does this fit with CMMI development and CMMI services?

InnovationIdeas

2323


InnovationIdeas

2424


InnovationIdeas

2525


InnovationIdeas

Innovative

2626


InnovationIdeas

Innovative

2727


InnovationIdeas

Innovative

Inovative

2828


InnovationIdeas

Innovative

Inovative

2929

Results

Innovationin Project/Services in Process

in Marketingin Organizational level

RDI process

RDI goals

RDI projects

Individual RDI project

Levels of evaluation

RDI results

Ideas

3030

Results



RDI process

RDI goals

RDI projects



RDI results

Ideas

3131

Results



Evaluate RD&I results

• Finantial results;• Competitive advantages;• Benefits achieved

• Patents, brands, copyright…

RDI process

RDI goals

RDI projects



RDI results

Ideas

3232

Results



Evaluate RD&I results

• Finantial results;• Competitive advantages;• Benefits achieved

• Patents, brands, copyright…

RDI process

RDI goals

RDI projects



RDI results

Ideas

Portugal

Benefits

• Part III

3434

Advantages for using CMMI serv

The implementation of processes that are related to maintenance or “very small” projects where a service philosophy applies better

Services must now follow clear work instructions (and not a project management methodology)

-The creation of a culture of service where the solutions that are built are intended for customers with expectations and needs in terms of service levelsThis internal awareness provides a better focus on the usability aspects and nonfunctional requirements

3535

Advantages for using CMMI serv

-The importance of a systematic feedback from the services to the development teams provide insight about the utilization and errors in place (incident, problem and service level management, measurement and analysis)

“Customers want more attention, more appreciation and more recognition when making their purchases with you, not less. Customer service quality is simply essential. Now we have a more clear continuous improvement of our services”, Vasco Ferreira – CEO Ambisig

3636

Advantages to the client

- Services are a continuous source of income (example contract for maintenance)a Project has a finishing date and a total cost services have “no end date”

-To keep clients fidelity the service has to be well structured – the more efficient the bigger profit you have

With Services area more structured -> revenue is higher and more constant

=

Portugal

Challenges

• Part IV

3838

Challenges of Multimodel useDEV5 + SRV2 + RDI

• Manage the risk level of both model implementations• Integrate the new models with the existing ones in the organization• Manage models that cover different areas of the organization• Distinguish between small improvement and innovation• Integrate the NP 4457 and CMMI with the existing Ambisig’s quality models

3939

Success Factors

• Organization strong process framework, definition and culture• Detailed planning and very strict follow-up• Strong change management process• Strong sponsorship and organization involvement• Tools integration and development in order to fulfill the existing models• Starting point of current processes and develop from there• External contribution, overall expertise, dedication and apolitical

Portugal

Conclusions

• Parte V

4141

Conclusions forof this multimodel combinationUsers of CMMI dev … by using CMMI serv:Companies that already have processes in place in line with CMMI for Development have the cost for this new direction greatly reduced - specially for CMMI SRV ML2

Adding NP4457 innovation model allows us to go to a new level services and products innovation – allowing the company to reinvent it self in order to survive and compete in turbulent times, always knowing their RD&I ROI

4242

Conclusions forof this multimodel combinationUsers of CMMI dev … by using CMMI serv:Companies that already have processes in place in line with CMMI for Development have the cost for this new direction greatly reduced - specially for CMMI SRV ML2

Adding NP4457 innovation model allows us to go to a new level services and products innovation – allowing the company to reinvent it self in order to survive and compete in turbulent times, always knowing their RD&I ROI

4343

Conclusions forof this multimodel combination

Benefits adding Services :– Services became more clear and accountable– More sources of income (new services arise)– Customer recognizes easier the added value of services – The company started to value more services itself, structuring then to help

keeping client “fidelity”– The more efficient services, the higher is the profit

•Service culture can improve: company, the service department, the relation with clients … as well as the income/profit

Benefits from adding Innovation models:– Continuous Innovation is the final throttle to speed up innovation

• Guaranty continuous innovation Independently of where you are in the organization …

• … one of the most important thing is to build a cultural of organization wide focused on innovation ($)

4444

Results of Multiprocess

• CMMI brought improvements on the cost, schedule and quality areas

• NP 4457 introduced a process to search and introduce innovation – all across the organization

• The implementation of multimodel improved knowledge share in the organization – and growth in maturity/capacity

• The tools have been improved and brought improvements on the productivity of the organization

4545

General Conclusions

• It is highly recommended that your organization moves into multimodel implementation approach, if you have the needed resources .

• The implementation of these models makes innovation better and deeply treated by using a ideas and innovation management processes - both services and development.

• Time and effort spent in multimodel implementation is smaller if made gradually on different areas

• Ambisig moved deeper in the process improvement road with CMMI level 5 for development and CMMI level 2 for services, with a new vision on innovative process implementation (NP4457).

• The effort spent by both Ambisig and Strongstep is now paying off both internally and externally – new projects, more revenue and helping internationalization (Example: European Space Agency)

4646

Thank you!

Strongstep - Innovation in software qualityWeb: www.strongstep.pt

Pedro Castro Henriques: [email protected] Gonçalves: [email protected] Mobile: + 351 91 952 44 50Telefone: + 351 22 030 15 85

AMBISIG, SAWeb: www.ambisig.ptSilvia Rodrigues: [email protected]: +351919242067Phone: +351213920950

http://www.strongstep.pt/

mailto:[email protected]


http://www.ambisig.pt/
