Using CMMI, a well-defined process for process improvements that provides the means to work smarter

1. CMMI - Capability Maturity Model Integration Using CMMI, a well-defined process for process improvements that provides the means to work smarter Anand Subramaniam

2. 2 “When you hire people that are smarter than you are, you prove you are smarter than they are.” - R. H. Grant

3. Current Project Challenges Too much rework / functions not working correctly Late delivery / over commitment Defects are discovered by the customer Repeatability questionable Poor staff morale Inadequate management visibility Challenges Customer complaints Estimates are way off / spiraling costs Plans are made, but not necessarily followed and / or tracked Failure to manage risks User require-ments not managed Lack of consideration for the entire product / service lifecycle Success depends on heroic efforts by competent individuals 3

4. Projects – Critical Success Factors Effective project quality control Effective communication Effective project KPIs / measurements Substantial volumes of reusable material Capable project managers CSF Effective risk management Effective project cost estimating Capable technical personnel Effective processes & systems Effective project change management Effective project milestone tracking Effective project planning 4

5. Competitive Advantage 5 CMMI To measure, monitor & manage processes s Six Sigma To deliver value & develop a sustainable competitive advantage Knowledge Management To utilise data, transform it into knowledge to enable informed decision making

6. CMMI - Usage Software-intensive products & services Benchmarking against others in varied industries Development, acquisition & maintenance of products & services Product & service lifecycles from conception through to delivery & maintenance 6

7. Process Improvement Benefits Improved schedule Improved employee morale Increased customer satisfaction Increased return on investment Improved cycle time Benefits Decreased cost of quality Increased productivity Improved quality 7

8. CMMI – What & Why Integrate traditionally separate organisational functions Manage System complexity Improve program performance – schedule, cost, risk etc Enterprise Improvement effort Evolutionary process improvement model Advances in technology / systems integration What & Why Provide guidance for quality processes Criteria for reviews NOT prescriptive Framework for process improvement goals & priorities Provides a discipline & a point of reference for appraising current processes Common Vocabulary for describing Product Development Processes 8

9. CMMI – Critical Dimension 9 Procedures / methods -defining task relationship Process Major determinants of product cost, schedule & quality People – motivated, with skills, trained Tools & Equipment Improved Process + Competent Workforce + Appropriate Technology =Risk Minimised + Productivity & Quality Maximised

10. CMMI – Process Steps Assess Fit / Gap Prioritise suggested New Processes Kick Off Train (On Going) Assess Current State Assess Maturity Level / Approach Assess Pilot Institutionalise Key Lessons Learned Appraisal Revise/ Develop New Processes Pilot Processes

12. Organisational Process Definition

13. Organisational Training

14. Organisational Process Performance

16. Project Monitoring and Control

17. Supplier Agreement Management

18. Integrated Project Management (IPPD)

19. Risk Management

20. Integrated Teaming

21. Integrated Supplier Management**

23. Process and Product Quality Assurance

24. Measurement and Analysis

25. Org Environment for Integration

26. Decision Analysis and Resolution

28. Requirements Management

29. Technical Solution

30. Product Integration

31. Verification

32. ValidationEmploy Measure & Assist

33. CMMI – Body of Knowledge SW = Software Engineering SE = Systems Engineering SS = Supplier Sourcing IPPD = Integrated Product & Process Development 12

34. CMMI – Body of Knowledge (Contd.) SW Covers the development of software systems Focus on applying systematic, disciplined and quantifiable approaches to the development, operation & maintenance SE Covers the development of total systems, which may or may not include software Focus on transforming customer needs, expectations, and constraints into product solutions and supporting these product solutions throughout the life of the product IPPD Focus on collaboration with relevant stakeholders throughout the life of the product to better satisfy customer needs, expectations, and requirements SS Focus on enhancing the sourcing and monitoring supplier activities before product delivery, where suppliers are used - to perform functions or add modifications to products that are specifically needed by the project

35. CMMI Levels – Risk / Quality 14 Lvl 5 - Optimised Low High Continuously Improve Process Lvl 4 – Quantitatively Managed Measured Predictable Process Lvl 3 - Defined Standard Productivity / Quality Risk Std Consistent Process Lvl 2 - Managed Planned & Tracked Maturity levels should not be skipped Disciplined Process Lvl 1 - Initial Performed Lvl 0 - Not performed High Low

36. CMMI Levels – Focus & Process Area 15

37. CMMI - Differences Structure/ Represent (staged vs. continuous) Discipline (software, systems, acquisition) How Capability is Defined (institutionalised) How Maturity is Defined (process improvement path) 16

39. Maturity Levels is the degree of process improvement across a predefined set of process areas

41. Capability level is the achievement of process improvement within an individual process area

43. 19 CMMI – Standalone or Along with BSC Lean Six Sigma Prince 2 Basel II CMMI +? +? Agile ISO SOX CoBIT TQM ITIL PMBOK

44. Disparate vs. Integrated Improvement 20 ITIL CMMI Disparate improvement efforts Integrated improvement efforts ISO Six Sigma Process BSC Management CMMI ISO Six Sigma ITIL BSC

46. In-depth focus in SE,SW,SA

47. Measure process quality

48. More rigorous

49. Extensive set of “best practice”

51. Broad focus

52. Focus on having a process

53. Less rigorous

54. Assists in satisfying CMMI capabilities

56. Best practices for systems & software engineering, acquisition and integrated product & process development

57. Benchmark organisations against each other

59. Set of tools applicable to performing each process improvement activity

60. Business orientation to process improvement

62. CMMI & IT Balance Score Card (BSC) 24

63. 25 “Cats are smarter than dogs. You can't get eight cats to pull a sled through snow.” - Jeff Valdez

64. 26 Good Luck http://www.linkedin.com/in/anandsubramaniam