[QUATIC 2012] A Multi-Model Case Study: High Maturity in Development + Services, Together with the Innovation Model (NP4457)
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The document presents a multi-model case study focusing on the implementation of high maturity development and services models alongside an innovation framework (np4457) by companies Strongstep and Ambisig. It highlights the integration of CMMI for development and services, detailing the benefits of enhanced service quality, continuous innovation, and improved operational efficiencies. The study underscores the importance of a systematic approach and exploration of challenges while advocating for the adoption of multi-model frameworks to drive organizational innovation and competitiveness.
[QUATIC 2012] A Multi-Model Case Study: High Maturity in Development + Services, Together with the Innovation Model (NP4457)
- 1. A Multi-Model Case Study: High Maturity in Development + Services, Together with the Innovation Model (NP4457) QUATIC 2012 Pedro Castro Henriques (Strongstep), Margarida Gonçalves (Strongstep); Silvia Rodrigues (Ambisig) Innovation in Software Quality
- 2. Agenda 1. Introduction 2. Needs 3. Case Study 4. Benefits 5. Challenges 6. Conclusions 1
- 3. About Strongstep • Strongstep is a company specialized in software engineering that contributes to the improvement of software quality in Portugal and in the world Universities • We want to induce a positive change in organizations. This will represent a step with a strong, sustainable and innovative way - a strong step Strongstep • Projects portfolio: Reference Enterprises Institutions • Process improvement with CMMI DEV L2, L3, L5, CMMI SRV, TSP/PSP, combining agile/CMMI, Six Sigma, NP4457, Kanban, Scrum, COBIT,ITIL, PMBOK, ISTQB, RUP 2
- 4. ABOUT 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 • 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
- 5. Part I INTRODUCTION 4
- 6. 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 a services culture, while keeping transversal innovation mechanisms. 5
- 7. 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. 6
- 8. 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 7
- 9. The Innovation Context Model (NP 4457) - Types of Innovation • Product (and services) • Marketing • Taking to the market new or significantly • Implementation of new marketing improved products or services methodologies involving significant improvements on design, product, • Includes significant technical changes, packaging, pricing, distribution or components, materials, software or user promotion. interfaces • Improvements implementation with the • Service innovation may include objective of increasing sales, improve improvements on how the service is market satisfaction or open new provided, new functionalities or new markets. services 8
- 10. The Innovation Context Model (NP 4457) - Types of Innovation • Organization • Process • Implementation of new business • Implementation of new or significantly methods, work planning or external improved processes. They can be relationships construction, logistics or distribution. • Implementation of new methods to organize • This activity also includes the development routine activities or work development of new or significantly improved activities to support the processes • Implementation of new methods to (e.g.IT systems, accounting systems) distribute responsibilities and decision taking • Implementation of new concepts of relating with other organizations, new ways of collaborating or relating with suppliers 9
- 11. Part II NEEDS 10
- 12. 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 11
- 13. 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 ? 12
- 14. Part III CASE STUDY - AMBISIG 13
- 15. AMBISIG Case Study • About AMBISIG • Information Systems Company based in Portugal • CMMI Development - Level 5 with a strong quality culture • About 60 persons with mostly engineering background • International 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 work • Also looking for new ways to find profit and new sources of income 14
- 16. Ambisig continuous evolution History 2008 2009 2010 2011 2012 1S 2S 1S 2S 1S 2S 1S 2S DEV CMMI DEV 3 CMMI DEV 5 …. SRV CMMI SRV 2 …. RD&I NP 4457 Milestones Planning and project monitoring Change Management 15
- 17. CMMI DEV5 Context Process Performance Objectives • Define desired performance based on Business objectives Process Performance Baselines • Measure current performance Sub Process • Select sub-processes that help to Alternatives achieve the objectives Process • Predict performance and outcomes Perform. Models Sub Process Control • Control sub-processes critical to achieving the objectives Causal Analysis • Investigate anomalies found in analyses 16
- 18. 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 17
- 19. The NP 4457 model and OPP, OPM • NP 4457 is a more broad model in terms of knowledge covering also the 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 18
- 20. 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 company • Service delivery process - ex: receive a request; check it’s in the catalog of services, solve the request • Ideas 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 usualy start as an innovation project. 19
- 21. Case Study - Service Management Service Delivery (SD): setting up agreements, taking care of service requests, and operating the service system Incident Resolution and Prevention (IRP): handling what goes wrong—and preventing it from going wrong ahead of time if you can 20
- 22. Case Study – Idea Management 21
- 23. RD&I how does this fit with CMMI development and CMMI services? Inovative Ideas Inovation Inovative 22
- 24. RDI results Levels of evaluation Evaluate RD&I results Results RDI • Finantial results; Innovation process • Competitive advantages; in Project/Services • Benefits achieved in Process •Patents, brands, copyright… in Marketing RDI goals in Organizational level RDI projects Ideas Individual RDI project 23
- 25. Part IV BENEFITS 24
- 26. 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 levels This internal awareness provides a better focus on the usability aspects and nonfunctional requirements 25
- 27. 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 26
- 28. 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 27
- 29. Part V CHALLENGES 28
- 30. Challenges of Multimodel use DEV5 + SRV2 + RDI • Manage the risk level of several 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 29
- 31. 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 development from there • External contribution, overall expertise, dedication and apolitical 30
- 32. Parte VI CONCLUSIONS 31
- 33. Conclusions for of this multimodel combination Users 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 32
- 34. Conclusions • 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 ($) 33
- 35. Results • 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 34
- 36. Results of Multimodel • 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 35
- 37. 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) 36
- 38. Some of Strongstep references from Portugal, USA, India, Angola and Mozambique 37
- 39. Contact Strongstep - Innovation in software quality Web: www.strongstep.pt Pedro Castro Henriques: pedroch@strongstep.pt Margarida Gonçalves: margarida.goncalves@strongstep.pt Mobile: + 351 91 952 44 50 Telefone: + 351 22 030 15 85 AMBISIG, SA Web: www.ambisig.pt Silvia Rodrigues: srodrigues@ambisig.pt Mobile: +351919242067 Phone: +351213920950 38
Editor's Notes
- #2: Abstract: 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: Innovation, CMMI-DEV, and CMMI-SVC. The CMMI-DEV constellation (ML5) brings new ways for organizations to quantitatively manage their processes and quality performance goals, projects, and innovation. CMMI-SVC works as a catalyst for a service culture. The Innovation Norm (NP 4457) helps establish a Research Development and Innovation (RDI) management system across the organization. The presentation will address the synergies and challenges that development and services bring to an innovation model.
- #3: in process oriented organizations
- #6: Por o diagrama de cmmi for services nosso com os niveisMaturity Level 2: ManagedAt maturity level 2, projects establish the foundation for an organizationto become an effective service provider by institutionalizing basicProject Management, Support, and Service Establishment and Deliverypractices. Projects define a project strategy, create project plans, andmonitor and control the project to ensure the service is delivered asplanned. The service provider establishes agreements with customersas well as develops and manages customer and contractualrequirements. Configuration management and process and productquality assurance are institutionalized, and the service provider alsodevelops the capability to measure and analyze process performance.At maturity level 2, projects, processes, work products, and services aremanaged. The service provider ensures that processes are planned inaccordance with policy. In order to execute the process, the serviceprovider: provides adequate resources, assigns responsibility forperforming the process, trains people on the process, and ensures thedesignated work products of the process are under appropriate levels ofconfiguration management. The service provider identifies and involvesappropriate stakeholders and periodically monitors and controls theprocess. Process adherence is periodically evaluated and process performance is shared with senior management. The process disciplinereflected by maturity level 2 helps to ensure that existing practices are retained during times of stress.
- #8: Contexto complexidade crescente querer inovar transversalmente por toda a empresa querer ter alta maturidade no desenvolvimento software querer melhorar os serviços e suporte de organização continuamenteQual a solução?Multimodelo Gradualmente ir melhorar nas áreas mais criticas e prioritárias para o negócio
- #12: On top of that the fact that a model was needed that didn’t constrain itself for IT related business but to services in any line of businessesCMMI for Services was a breakthrough in the best practices spectrum. With the process capability aspects provided by the CMMI framework, these new service management best practices filled the gap that was missing in process oriented organizations for some type of activities that are continuous and involve less engineeringContexto complexidade crescente querer inovar transversalmente por toda a empresa querer ter alta maturidade no desenvolvimento software querer melhorar os serviços e suporte de organização continuamenteContar evolução históricaDevelopmentCMMI 3 -> CMMI 5 …Innovation -> RDI …Services-> CMMI 2 …
- #13: Contexto complexidade crescente querer inovar transversalmente por toda a empresa querer ter alta maturidade no desenvolvimento software querer melhorar os serviços e suporte de organização continuamenteContar evolução históricaDevelopmentCMMI 3 -> CMMI 5 …Innovation -> RDI …Services-> CMMI 2 …
- #15: Three (3) Services Unit will be appraised1 - Unidade de Gestão Aplicacional - Operational Management Services2 - Unidade Tecnológica – Hosting services and Housing Services3 - Unidade de Formação – Training ServicesLinhas de serviço na AmbisigA gestão dos serviços é efectuada por tipo de serviço e não a nível individual de entrega. Isto deve-se ao facto de existir uma uniformização na forma como os serviços são executados internamente e disponibilizados ao cliente.A descrição dos serviços prestados pela Ambisig ficará descrita no catálogo de serviços disponível na Intranet.
- #19: OPP – OrganizationProcess Performance – establishbaselinesandmodelscharacterizeprocess performance (oforganization processes)QPM – Quantitative Project Management – preparare for andconductquantitativeproject management--CAR – Causal AnalysisandResolution – root causesofselectedoutcomes are systematiclydeterminedandaddressedOPM – Organization Performance Management – organization business performance ismanagedusingstatisticalandotherquantitativetechiquesimprovments are proactivelyidentified, evaluatedusingstatisticalandotherquantitativetechiques -> andseleceted for deploymentbasedontheircontribution for meeting qualityandprocessperfobjectivesmeasureableimprovments to theorganization processes andtechnologies are deployedandevaluatedusingstatisticalandotherquantitativetechiques
- #20: ServiceDelivery (SD):settingupagreements, takingcareofservicerequests, andoperatingtheservicesystemService delivery – example if someone calls and ask for real-time support (is that a service we do? Is it time registered and billed?) -> if not, then maybe we should create that serviceTalk about process mapping Alternatives:-To have a work management process that combines Services and Project Management (our first choice) -> too much exceptions need to be written in a single process – it can get confusing-To have separated Services and Project Management process and then join in a work management process (our choice now)
- #21: Service delivery – example if someone calls and ask for real-time support (is that a service we do? Is it time registered and billed?) -> if not, then maybe we should create that serviceIRP Incident Resolution and Prevention (process area)
- #22: Service delivery – example if someone calls and ask for real-time support (is that a service we do? Is it time registered and billed?) -> if not, then maybe we should create that serviceIRP Incident Resolution and Prevention (process area)
- #23: Project typicalytranslatesonproduct/productline – withorganizationsbettingon reuse
- #25: For organizations that already have processes derived from CMMI for development practices there’s are clear advantages to consider that resolve long lasting questions, namely:
- #26: Customers want to continuously manage services and customer expectation … For example response time:Time to correct a bug or malfunctionTime to implement a new requirementIn the case of Ambisig show case– it led to a breakthrough: a new area of training services was created a new mechanism to make it easier to create new servicesA Monthly Services meeting was created:For continuous services improvementTo articulate with client to have more feedbackFor example maintenance was not properly organized “it was a poor cousin inside the company” started to get more visibilityCustomers want to be sure they get maximum value for the money they spend. Customerswant that you continuously manage services and customer expectation … In example response time – to correct a bug/or malfunction - to implement a new requirementIn the case of Ambisig – it lead to a breakthrough a new are a of training services was created a new mechanism to make it easier to create new services
- #27: -A better transition from the project phase to the service phase (example: maintenance service) where’s it’s important to have in mind the necessary steps for a smooth service setup (change, configuration and release management)http://www.upyourservice.com/learning-library/customer-service-vision/in-challenging-times-service-matters-mostCustomers want firmer guarantees that their purchase was the right thing to do. In good times, a single bad purchase can be quickly overlooked or forgotten, but in tough times, every expenditure is scrutinized. Provide the assurance your customers seek with generous service guarantees, regular follow-up and speedy follow-through on all queries and complaints. Customer service quality matters more than you think.
- #28: More income – raise on billingEx: new “chargeable” services areas: training and coachingCompany realized it was “giving away free” some servicesService reports are now sent to the customerCustomer started to appreciate more and recognize the value added of the provided servicesIfyouhave 100 clients in servicesyoujustdontloosethemall …. Its more constant
- #29: Some challenges arise implementing of service management practices in traditionally development companies:
- #34: Service contrast with project – possibility of a steady and continuous incomeTalk about process mapping Alternatives:-To have a work management process that combines Services and Project Management (our first choice) -> too much exceptions need to be written in a single process – it can get confusing-To have separated Services and Project Management process and then join in a work management process (our choice now)Service delivery – example if someone calls and ask for real-time support (is that a service we do? Is it time registered and billed?) -> if not, then maybe we should create that service
- #37: . It integrates well with CMMI expanding the OPP process area.