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[CMMI Portugal 2012] CMMI ML5 Multimodel in a Portuguese company

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CMMI ML5 Multimodel in a Portuguese company by Pedro Castro Henriques, Margarida Gonçalves and Silvia Rodrigues

CMMI Portugal 2012

6 July 2012

Publicada em: Negócios, Tecnologia
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[CMMI Portugal 2012] CMMI ML5 Multimodel in a Portuguese company

  1. 1. Portugal CMMI in a Portuguese Multimodel company Advantages and Disavantages Pedro Castro Henriques Senior Consultant Strongstep Silvia Rodrigues Director Ambisig 2012-07-06, Coimbra
  2. 2. Agenda1. Introduction2. Needs3. Benefits4. Challenges5. Conclusions 2 2
  3. 3. ABOUT Case Study - AMBISIGAMBISIG 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 theclients 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 thatencompass:• CMMI DEV 5 – CMMI for Development Level 5 • ISO/IEC 20000 – Information Technology Services• CMMI SVC 2 – CMMI for Services Level 2 • ISO 9001 – Quality• NP 4457 – Research, Development and Innovation • ISO 14001 – Environment • ISO/IEC 27001 – Information Security. 3 3
  4. 4. Portugal• Part I Introduction
  5. 5. Presentation Goals – leaner outcomesWhere and how to combine CMMI for Development and CMMI forServices best practices with an innovation model (NP4457) .The benefits of having CMMI for Services in a organization which hashigh maturity in Development partThe challenges associated with mixing a development culture and ,while keeping transversal innovation mechanisms. 5 5
  6. 6. Multimodel DEV5 + SRV2 + RDIA multi-model process improvement approach can bring large benefits toan organization that produces software products and services andwants to be innovative.This presentation illustrates this idea by bringing together three specificmodels: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. 6 6
  7. 7. CMMI DEV5 Context Process Performance Objectives • Define desired performance based on Business objectives Process Performance Baselines • Measure current performance • Select sub-processes that help to achieve Sub Process the objectives Alternatives Process Perform. • Predict performance and outcomes ModelsSub Process • Control sub-processes critical to Control achieving the objectives Causal Analysis • Investigate anomalies found in analyses 7 7
  8. 8. Services ContextThe 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 companiesSome synergies and challenges will be addressed on the way thedevelopment and services worlds can together create value 8 8
  9. 9. The Innovation ContextModel (NP 4457) - Types of InnovationProduct (and services) • Marketing – Taking to the market new or – Implementation of new marketing significantly improved methodologies involving products or services significant improvements on design, product, packaging, pricing, distribution or promotion. – Includes significant technical changes, components, materials, software or user – Improvements implementation with interfaces the objective of increasing sales, improve market satisfaction or open new markets. – Service innovation may include improvements on how the service is provided, new functionalities or new services 9 9
  10. 10. The Innovation ContextModel (NP 4457) - Types of InnovationOrganization – Process – Implementation of new business methods, work planning or external – Implementation of new or relationships significantly improved – Implementation of new methods to processes. They can be organize routine activities or work construction, logistics or development distribution. – Implementation of new methods to distribute responsibilities and – This activity also includes the decision taking development of new or – Implementation of new concepts of significantly improved activities relating with other organizations, new to support the processes (e.g.IT ways of collaborating or relating systems, accounting systems) with suppliers 10 10
  11. 11. The NP 4457 model and PP and PMC• Both NP 4457 and CMMI deal with innovation projects thathave to be planned and monitored through its lifecycle• Both models require previous analysis to classify a project asan innovation one• Planning should consider the project innovation objectives andreturn expected results (ROI)• Innovation projects should include information about theexpected improvement as well as the verification andvalidation method for the innovation expected• Knowledge should be spread and shared across theorganization 11 11
  12. 12. The NP 4457 model and OPP• NP 4457 is a more broad model in terms of knowledgecovering also with market innovation• The OPP practice in CMMI requires a quantitativeapproach which is not required in NP 4457• Both models have assessment methods based oninterviews and artifacts evaluation (objective evidence)• OPP is internationally adopted through the implementationof CMMI while NP 4457 is a Portuguese model based onthe Oslo Innovation Manual 12 12
  13. 13. Portugal• Part II NEEDS
  14. 14. Quality Service NeedsGap that was missing in process oriented organizations with maturity indevelopment: – for some type of activities that intrinsically are continuous and involve less engineering 14 14
  15. 15. Innovation Needs – Another gap or need was to continuously collect new ideas from people in the organization, filter them and to generate competitive innovations Ideas Innovation idea ? 15 15
  16. 16. AMBISIG Case StudyAbout AMBISIGInformation Systems Company based in PortugalCMMI Development - Level 5 with a strong quality cultureAbout 60 persons with mostly engineering backgroundInternational clientsThey develop solutions mostly for central government,regional and public organizations – Their clients are demanding more and more for levels of service and SLA’sAlways looking for new ways to improve the way they workAlso looking for new ways to find profit and new sourcesof income 16 16
  17. 17. Ambisig continuous evolution History 2008 2009 2010 2011 2012 1S 2S 1S 2S 1S 2S 1S 2S 1S 2SDEV CMMI DEV 3 CMMI DEV 5 .SRV CMMI SRV 2 .RD&I NP 4457 Milestones Planning and project monitoring Change Management 17 17
  18. 18. 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 thecompanyService delivery process - ex: receive a request; check it’s in the catalogof services, solve the requestIdeas Management (NP4457)Innovation Management (NP4457)Apart from traditional – quality control, metrics, configurationmanagement with some adaptationsLessons 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. 18 18
  19. 19. Case Study - Service ManagementService 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 19 19
  20. 20. Case Study – Idea Management 20 20
  21. 21. RD&I how does this fit withCMMI development and CMMIservices? Innovative Ideas Innovation Inovative 21 21
  22. 22. RDI results Levels of evaluationResultsInnovation RDI Evaluate RD&I results process in Project/Services in Process • Finantial results; in Marketing RDI goals • Competitive advantages; in Organizational level • Benefits achieved •Patents, brands, RDI projects copyright Ideas Individual RDI project 22 22
  23. 23. Portugal• Part III Benefits
  24. 24. Advantages for using CMMI servThe implementation of processes that are related to maintenance or “verysmall” projects where a service philosophy applies betterServices must now follow clear work instructions (and not a projectmanagement methodology)-The creation of a culture of service where the solutions that are built areintended for customers with expectations and needs in terms of servicelevelsThis internal awareness provides a better focus on the usability aspectsand nonfunctional requirements 24 24
  25. 25. Advantages for using CMMI serv-The importance of a systematic feedback from the services to thedevelopment teams provide insight about the utilization and errors inplace (incident, problem and service level management, measurement andanalysis)“Customers want more attention, more appreciation and morerecognition when making their purchases with you, not less. Customerservice quality is simply essential. Now we have a more clearcontinuous improvement of our services”,Vasco Ferreira – CEO Ambisig 25 25
  26. 26. Advantages to the client- Services are a continuous source of income (example contract formaintenance)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 moreconstant 26 26
  27. 27. Portugal• Part IV Challenges
  28. 28. Challenges of Multimodel useDEV5 + SRV2 + RDI• Manage the risk level of both model implementations• Integrate the new models with the existing ones in theorganization• 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’squality models 28 28
  29. 29. Success Factors• Organization strong process framework, definition andculture• Detailed planning and very strict follow-up• Strong change management process• Strong sponsorship and organization involvement• Tools integration and development in order to fulfill theexisting models• Starting point of current processes and develop fromthere• External contribution, overall expertise, dedication andapolitical 29 29
  30. 30. Portugal• Parte V Conclusions
  31. 31. Conclusions forof this multimodel combinationUsers of CMMI dev by using CMMI serv:Companies that already have processes in place in line with CMMI forDevelopment have the cost for this new direction greatly reduced -specially for CMMI SRV ML2Adding NP4457 innovation model allows us to go to a new level servicesand products innovation – allowing the company to reinvent it self inorder to survive and compete in turbulent times, always knowing theirRD&I ROI 31 31
  32. 32. Conclusions for of this multimodel combinationBenefits 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/profitBenefits 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 ($) 32 32
  33. 33. Results of Multiprocess• CMMI brought improvements on the cost, schedule andquality areas• NP 4457 introduced a process to search and introduceinnovation – all across the organization• The implementation of multimodel improved knowledgeshare in the organization – and growth in maturity/capacity• The tools have been improved and brought improvementson the productivity of the organization 33 33
  34. 34. General Conclusions• It is highly recommended that your organization moves into multimodelimplementation approach, if you have the needed resources .• The implementation of these models makes innovation better anddeeply treated by using a ideas and innovation management processes -both services and development.• Time and effort spent in multimodel implementation is smaller ifmade gradually on different areas• Ambisig moved deeper in the process improvement road with CMMIlevel 5 for development and CMMI level 2 for services, with a new vision oninnovative process implementation (NP4457).• The effort spent by both Ambisig and Strongstep is now paying offboth internally and externally – new projects, more revenue and helpinginternationalization (Example: European Space Agency) 34 34
  35. 35. Thank you!Strongstep - Innovation in software qualityWeb: www.strongstep.ptPedro Castro Henriques: pedroch@strongstep.ptMargarida Gonçalves: margarida.goncalves@strongstep.ptMobile: + 351 91 952 44 50Telefone: + 351 22 030 15 85AMBISIG, SAWeb: www.ambisig.ptSilvia Rodrigues: srodrigues@ambisig.ptMobile: +351919242067Phone: +351213920950 35 35