cmmi high maturity best practices hmbp 2010: cmmi® for services: insights and beyond by rajesh...
DESCRIPTION
CMMI® FOR SERVICES: INSIGHTS AND BEYOND-Rajesh NaikQAI.presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAITRANSCRIPT
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
CMMI® for Services (SVC)
-Insights & Beyond
HMBP Colloquium
21 May 2010
- 3 -
Agenda
Overview of the CMMI®-SVC
Discussion of New PAs (Over CMMI®-DEV)
Applicability & Opportunities
Typical Challenges in Service Industry
Meeting SLAs & Continuous Process Improvement
Delivering consistent service quality
Managing service continuity
Managing high rate of changes/ time to market
Adequate understanding of Service components & role in delivery
Remain Competitive and maintain low cost
Increase Service Quality
Attaining centralized Model across the Organization for all the services
provided
- 4 -
What is CMMI-SVC
An extension of the CMMI model
CMMI®-SVC is a compendium of best practices which
enables service focused organizations to effectively :
Design the service
Deploy and deliver the service
Manage the service
Has Synergies with other models like CMMI®-DEV, ITIL, ISO
20000, CobiT and ITSCM.
- 5 -
What is a Service as per CMMI®-SVC
Services are useful intangible and non-storable results delivered
through the operation of a service system.
The process used in delivering the service typically has a immediate
impact on the service
Services are typically short cycle and repetitive in nature
- 6 -
Where does CMMI®-SVC apply
- 7 -
Training
Consulting
Hospitality
Health Care
Banking
Telecom
People Outsourcing
BPO
KPOIT Infrastructure
Management
and more…
Retail
Logistics
Travel
Utilities
Government Services
Software (Part Lifecycle)
Insurance
CMMI Constellations
- 8 -
CMMI-SVC Maturity Level
- 9 -
1
4
3
2
5
Processes unpredictable, poorly controlled and reactive
Projects level foundation for an organization to become an
effective service provider
Processes characterized for organization and is often
proactive
Processes measured and controlled
Focus on process improvement
Managed
Initial
Defined
Quantitatively Managed
Optimizing
CMMI®-SVC Process Areas
10
Organizational Training
Organizational Process Definition
Organizational Process Focus
Organizational Process Performance
Project Monitoring and Control
Project Planning
Requirements Management
Supplier Agreement Management
Capacity and Availability Management
Integrated Project Management
Risk Management
Service Continuity
Quantitative Project Management
Service Delivery
Incident Resolution and Prevention
Service System Development
Service System Transition
Strategic Service Management
Organizational Innovation & Deployment
Configuration Management
Process & Product QA
Measurement & Analysis
Decision Analysis & Resolution
Causal Analysis & Resolution
Service Establishment
& DeliveryProject Management Process Management Support
2
3
4
5
2
3
4
5
Understanding Service Specific PAs
11
Source: SEI
16 Core
Process Areas
& 1 Shared PA
(SAM)
Incident
Resolution &
Prevention
Service
Delivery
Service
System
Transition
Strategic
Service
Management
Service
System
Development
PA Addition
Service
Continuity
Capacity &
Availability
Management
Strategic Service Management (STSM)
12
Source: SEI
16 Core
Process
Areas
& 1
Shared
PA
(SAM)
Incident
Resoluti
on &
Preventi
on
Service
Delivery
Service
System
Transiti
on
Strategi
c
Service
Manage
ment
Service
System
Develop
ment
PA Addition
Service
Continui
ty
Capacity
&
Availabil
ity
Manage
ment
deciding what services you should be providing, making them standard, and letting people know about them
Strategic Service Management (STSM)
13
Source: SEI
16 Core
Process
Areas
& 1
Shared
PA
(SAM)
Incident
Resoluti
on &
Preventi
on
Service
Delivery
Service
System
Transiti
on
Strategi
c
Service
Manage
ment
Service
System
Develop
ment
PA Addition
Service
Continui
ty
Capacity
&
Availabil
ity
Manage
mentdeciding what services you should be providing, making them standard, and letting people know about them
What kind of taxi service?
•Pick up and drop? Or Time and distance hiring?
•Only within city limits?
•Primarily for the airport?
•Luxury / semi-luxury / economy?
•Shared or single person hiring?
•Radio call? Hail from the street?
•Lots of luggage space? More leg room?
Service System Development (SSD)
14
Source: SEI
16 Core
Process
Areas
& 1
Shared
PA
(SAM)
Incident
Resoluti
on &
Preventi
on
Service
Delivery
Service
System
Transiti
on
Strategi
c
Service
Manage
ment
Service
System
Develop
ment
PA Addition
Service
Continui
ty
Capacity
&
Availabil
ity
Manage
ment
making sure you have everything you need to deliver the service, including people, processes, consumables, and equipment
Service System Development (SSD)
15
Source: SEI
16 Core
Process
Areas
& 1
Shared
PA
(SAM)
Incident
Resoluti
on &
Preventi
on
Service
Delivery
Service
System
Transiti
on
Strategi
c
Service
Manage
ment
Service
System
Develop
ment
PA Addition
Service
Continui
ty
Capacity
&
Availabil
ity
Manage
ment
making sure you have everything you need to deliver the service, including people, processes, consumables, and equipment
Design, Develop and Test the Service
•Process and system
•Taxis
•Meters
•Drivers
•Call numbers
•Call centre
•Service Centers
•Waiting/ parking lots
•Driver contracts
•Pricing
•Billing process
•Fuel refill system
Service System Transition (SST)
16
Source: SEI
16 Core
Process
Areas
& 1
Shared
PA
(SAM)
Incident
Resoluti
on &
Preventi
on
Service
Delivery
Service
System
Transiti
on
Strategi
c
Service
Manage
ment
Service
System
Develop
ment
PA Addition
Service
Continui
ty
Capacity
&
Availabil
ity
Manage
ment
getting new systems in place, changing existing systems, retiring obsolete systems, all while making sure nothing goes terribly wrong with service
Service System Transition (SST)
17
Source: SEI
16 Core
Process
Areas
& 1
Shared
PA
(SAM)
Incident
Resoluti
on &
Preventi
on
Service
Delivery
Service
System
Transiti
on
Strategi
c
Service
Manage
ment
Service
System
Develop
ment
PA Addition
Service
Continui
ty
Capacity
&
Availabil
ity
Manage
ment
getting new systems in place, changing existing systems, retiring obsolete systems, all while making sure nothing goes terribly wrong with service
Install and implement the service
•Put the designed service in action
•Carry out trials
•Smooth out initial glitches
•Make the service fully operational
Service Delivery (SD)
18
Source: SEI
16 Core
Process
Areas
& 1
Shared
PA
(SAM)
Incident
Resoluti
on &
Preventi
on
Service
Delivery
Service
System
Transiti
on
Strategi
c
Service
Manage
ment
Service
System
Develop
ment
PA Addition
Service
Continui
ty
Capacity
&
Availabil
ity
Manage
ment
setting up agreements, taking care of service requests, and operating the service system
Service Delivery (SD)
19
Source: SEI
16 Core
Process
Areas
& 1
Shared
PA
(SAM)
Incident
Resoluti
on &
Preventi
on
Service
Delivery
Service
System
Transiti
on
Strategi
c
Service
Manage
ment
Service
System
Develop
ment
PA Addition
Service
Continui
ty
Capacity
&
Availabil
ity
Manage
ment
setting up agreements, taking care of service requests, and operating the service system
Set up agreements with airport,
traffic police, service centers,
consumer forums, website
Set up mechanisms to communicate
expected service level with users
Take bookings, cancellations, changes,
complaints,
Track the service at detailed and macro level
Capability & Availability Management (CAM)
20
Source: SEI
16 Core
Process
Areas
& 1
Shared
PA
(SAM)
Incident
Resoluti
on &
Preventi
on
Service
Delivery
Service
System
Transiti
on
Strategi
c
Service
Manage
ment
Service
System
Develop
ment
PA Addition
Service
Continui
ty
Capacity
&
Availabil
ity
Manage
ment
making sure you have the resources you need to deliver services and that they are available when needed—at an appropriate cost
Capability & Availability Management (CAM)
21
Source: SEI
16 Core
Process
Areas
& 1
Shared
PA
(SAM)
Incident
Resoluti
on &
Preventi
on
Service
Delivery
Service
System
Transiti
on
Strategi
c
Service
Manage
ment
Service
System
Develop
ment
PA Addition
Service
Continui
ty
Capacity
&
Availabil
ity
Manage
ment
making sure you have the resources you need to deliver services and that they are available when needed—at an appropriate cost
Do demand- supply management of drivers, taxis, call
center resources – at multiple planning horizons:
•Long term – six months/ one year
•Medium term – month/ week
•Short term – daily/ every hour
Incident Resolution & Prevention (IRP)
22
Source: SEI
16 Core
Process
Areas
& 1 Shared
PA (SAM)
Incident
Resolution
&
Prevention
Service
Delivery
Service
System
Transition
Strategic
Service
Manageme
nt
Service
System
Developme
nt
PA Addition
Service
Continuity
Capacity &
Availability
Manageme
nt
handling what goes wrong—and preventing it from going wrong in the first place if you can
Incident Resolution & Prevention (IRP)
23
Source: SEI
16 Core
Process
Areas
& 1 Shared
PA (SAM)
Incident
Resolution
&
Prevention
Service
Delivery
Service
System
Transition
Strategic
Service
Manageme
nt
Service
System
Developme
nt
PA Addition
Service
Continuity
Capacity &
Availability
Manageme
nt
handling what goes wrong—and preventing it from going wrong in the first place if you can
Handle complaints from customers, drivers
Handle incidents of accidents, breakdowns, fuel
outage, driver illnesses, traffic violations, incidents at
the airports, non-payments, theft, etc
Do RCA and put preventive action in place
Service Continuity Management (SCON)
24
Source: SEI
16 Core
Process
Areas
& 1
Shared
PA (SAM)
Incident
Resolutio
n &
Preventio
n
Service
Delivery
Service
System
Transition
Strategic
Service
Managem
ent
Service
System
Developm
ent
PA Addition
Service
Continuity
Capacity
&
Availabilit
y
Managem
ent
being ready to recover from a disaster and get back to delivering your service
Service Continuity Management (SCON)
25
Source: SEI
16 Core
Process
Areas
& 1
Shared
PA (SAM)
Incident
Resolutio
n &
Preventio
n
Service
Delivery
Service
System
Transition
Strategic
Service
Managem
ent
Service
System
Developm
ent
PA Addition
Service
Continuity
Capacity
&
Availabilit
y
Managem
ent
being ready to recover from a disaster and get back to delivering your service
This could be at multiple levels. Short-term, medium
term and long term:
Driver does not report, car failure, accident while
transportation
Riots, floods, strikes, fuel availability
Govt. regulation change
Process Performance Models in SVC
• Typically to support
– CAM – Capability & Availability Management
– SD – Service Delivery
• CAM
– Using forecasted demand, concepts of queuing, baseline performance
of various sub-processes, identifying the capacity required, that will
meet the demand and multiple goals of cycle times, pending queues,
delayed requests, requests not serviced, quality, cost and idle time
• SD
– On arrival of a new demand, re-plan the allocation and sequencing of
resources to be able optimally meet multiple goals of cycle times,
pending queues, delayed requests, requests not serviced, quality, cost
and idle time
- 26 -
Production Support Example
- 27 -
Accept/
RejectQueueQueue
New ticket
Analyze Fix Review
TestRegressionDeliveryMonitorClose
Queue Queue
QueueQueueQueue
Analyze Fix Review Test ……
Suzy Expert Expert Expert Expert
Rohit Proficient Proficient Proficient Expert
Rita Novice Proficient Proficient Expert
Ankit Cant Do Novice Novice Proficient
Optimize: SLA Compliance, Bad Fixes, Idle, Cost, Pending Queues
Input Data: Expected arrival rate, current sub-process performance baselines (by skill level)
Models: Simulations, based on queuing theory
What-if: We change the rules of task assignment? More tickets are expected?
We get one more person in the team? Suzy takes leave for 2 weeks?
We reduce avg. cycle-time of “regression” sub-process by 10%?
Taxi Services Example
- 28 -
Optimize:Idle driving, Timely pickup / drop, Customer complaints, customer follow-ups,
Waiting/ idle time; traffic violations; Repair costs; Refusals; Cancellations; Overtime
Input Data: Expected booking rate, current values on speed, waiting time, etc
Models: Simulations, based on queuing theory
What-if: We change the rules of assignment? Bookings are expected to be different?
A route is disabled? Add credit card swipe ?
Implement speed governors in the taxis? If we add another service station in the city?
Tie-up with some more fuel stations in the city?
Add another 500 taxis?
Book
RequestQueue
Booking
Request
AssignReport
for
Pickup
Pickup &
Drop
Waiting
Taxis
Queue
Report
For
Duty Register
Report
Completion
Unavailable
Taxis
Log Off
Value of CMMI-SVC
Rigorous yet flexible framework
Improved SLA compliance & delivery efficiency
Improved customer satisfaction
Optimized capacity utilization
Effective change management
Roadmap to service maturity
Gain a marketing/competitive edge
- 29 -
CMMI®- SVC and SCAMPI-A
• Separate appraisals for CMMI®- SVC – currently cannot be combined
with DEV
• LAs need SVC specific authorization
• Scoping of the DEV appraisals may be impacted (after the arrival of SVC).
Projects that may need to be “out of scope” of DEV in future could
include:
– Production support
– Short cycle maintenance projects
– Pure testing project; only coding and unit testing projects(It was anyway difficult to demonstrate RD, PI and VAL in many such
projects)
• Current Appraisal Results data on PARS shows 8 appraisals (7 on
Continuous!); Mostly ML2/3 PAs; Services include IT and non-IT (order
fulfilment, recruitment, packaging, account management, project
management, business development, etc.)
- 30 -
CMMI-SVC vs ISO 20000 vs V3
- 31 -- 31 -
Note: PA’s marked as green may still require effort for “transition” to SVC Framework
Opportunities for IT Companies
- 32 -
Our
IT Organization
IT
Projects
DEV Type
ProjectsDEV Type
Projects
SVC Type Projects
(Maintenance, Testing,
Production Support,
Partial Life Cycle)
More Services Under SVC
(Staff augmentation, BPO, training, facilities,
IT support, transport, security, etc.)
Customers
(in the service industries)
IT Solutions
Process (SVC based)
Consulting
SVC Compliant
IT Solutions
Process Groups can be a part of the software projects!
Opportunities for IT Companies
1. Use CMMI® - SVC for non-DEV parts of the software
organization –Production support, maintenance, testing, only
coding
2. Implement in other services – IT Infrastructure management,
BPO/ KPO, internal services (training, facilities, etc.)
3. Provide process consulting for your IT customers in the
services business (banking, insurance, finance, transport,
logistics, retail, training, education, government, health care,
hospitality, etc.)
4. For your customers, provide integrated IT-based solutions
that are aligned with CMMI®-SVC
- 33 -
Service Industry Requires Heavy Automation
- 34 -
SERVICE DELIVERY
AND MANAGEMENT
PROCESS
AUTOMATION
Where does CMMI®-SVC apply
- 35 -
Training
Consulting
Hospitality
Health Care
Banking
Telecom
People Outsourcing
BPO
KPOIT Infrastructure
Management
and more…
Retail
Logistics
Travel
Utilities
Government Services
Software (Part Lifecycle)
Insurance
- 36 -
Rajesh NaikConsulting Partner
QAI India Limited (www.qaiglobal.com)
[email protected]+91 9845488767
Personal websitewww.rajeshnaik.com
Blognaikrajesh.blogspot.com
Thank You!
Click here for:
High Maturity best practices
HMBP 2010 Presentations
organized by QAI
Click here