implementation of pmbok along with cmmi - qcg · pdf fileimplementation of pmbok along with...

© Copyright 2005 Wipro Ltd Wipro confidential 1

Implementation of PMBOK alongwith CMMI - QCG Experience

Presentation BySharma Sriram & Bansi Mohan Rath

Quality Consulting GroupWipro Technologies

International SEPG Conference 2007Austin, USA

CONFIDENTIAL© Copyright 2005 Wipro Ltd 2Quality consulting group/ Wipro Technologies

Contents

IntroductionList of acronyms used in the presentationBackground to the Process SolutionComparative analysis between PMBOK and CMMIAdvantage of adopting PMBOKChallenges faced and Aspects considered for Process SolutionProcess Solution ApproachOverall Process ArchitectureProcess ArchitectureResults and BenefitsAcknowledgements


Wipro Technologies - Facts & Figures

Partner to industry leadersand challengers 89 global 500 clients 151 clients among Forbes 2000

Global footprint Listed on NYSE 35 countries ~6000 employees onsite across Geos 10 near shore development centersDiverse talent pool 23 Nationalities 2000 domain consultants 7 major acquisitions since 2003

1999-00 2000-01 2001-02 2002-03 2003-04 2004-05

14 22 2628

34

150 217226

288339

8 10 13 1929

*Ranked leader by IDC, MetaGroup, Forrester –2004Awarded the highest rating in Stakeholder Value Creation & Corporate Governance by ICRA,

an Associate of Moody’s Investor Services

Sustained growth CAGR of 42% in last 5 years Part of NYSE’s TMT (Technology-

Media-Telecom) Index, NSE NiftyIndex and BSE Sensex

234 384 475 625934

Globaldevelopment

centers

Clients

Employees‘000s

Revenues1354

421

40

42

2005-06

2200+

485

50

51


Wipro Quality Consulting GroupA specialist group : Wipro QualityWipro Quality

Consulting Group (QCG)Consulting Group (QCG)

A 150+ member practiceClient base of 60 with over 130+

different assignments being executedtill date

Translates to over million hours ofconsulting experience

Help clients reap the benefits ofdeploying process improvementinitiatives

Quality Consulting - Value add tothe customerFacilitate SPI (Software Process

Improvement) initiatives to align withthe business objectivesImprove client’s project delivery

processBring quick and quantifiable

improvements in all areas of projectperformance

Act as partner in clients SPI initiative

The Wipro quality consultantsFacilitate the building of a shared

visionChart out a detailed road map and set

milestones for achievement of thevision

Deploy the vision along with the clientteam

Add value through their experience,insights and analysis

A consultative and collaborativeapproach –we walk the talk

CMMI / SPICE / Prince II

BS 15000 / 20000

Six Sigma & Lean for continuous improvement and optimization

RUP / Agile / RAD

PMO consulting

IT Governance Software EngineeringProcesses Infrastructure Processes

Rapid-QTool basedGovernance Solutions- Mercury ITG / xRPM

RequirementsEngg.

Verification& Validation

SCRM SQA

BS 7799 / ISO 17799

Process Optimization

Process Consultingfor IT governance

Software Engineering Tools

SOX / CobITCompliance

CIO Metrics &Dashboards

ITIL Process Consulting

BCP / DR ProcessConsulting

IT ServiceSupport

IT ServiceDelivery


List of acronyms used in the presentation

PQMS –Process Quality Management System which is old version ofquality management system for the organization

PMBOK-A guide to Project Management Body of Knowledge, Thirdedition an American National Standard-ANSI/PMI 99-001-2004

CMMI®-Capability Maturity Model® Integration (CMMI) is a processimprovement approach developed by SEI

SCAMPISM-C- Standard CMMI Appraisal Method for ProcessImprovement-Class C Appraisal

SEI-Software Engineering Institute, Carnegie Mellon® University

All trademarks and Service Marks acknowledged


Background to the Process SolutionSenior Management of a major finance organization, CREDIT SUISSE IT PB

Region Switzerland, decided to implement industry best practices for projectmanagement practices and selected PMBOK

Before this decision, Project Management Expert Team in the organization hadconceptualized Project Management Process solution based on PMBOK as apart of PQMS and developed a prototype

Reason behind such decision by Senior Management was

PMBOK implementation with CMMI would bring "one of it's kind" ofprocess solutions

PMBOK implementation along with CMMI would get acceptance fromProject Mangers from the organization

Wipro QCG is currently involved in supporting process definition andimplementation for ongoing CMMI initiative

Wipro QCG consultants along with Project Management Expert Team andProject Management Extended Team, jointly developed the process solutionwhich is CMMI compliant and PMBOK compatible


Comparative analysisbetween PMBOK and CMMI (High level) 1/2

Overall 44 processes of PMBOK organizedinto 5 project management processgroups and 9 knowledge areas

PMBOK also specifies possible interfacesbetween process groups and theiroverlap across project timeline

Project Management aspects like Initiating,Executing and Closing have been elaboratedalong with Planning, Monitoring and Control

Apart from Planning, Monitoring and Controlother three aspects Initiating, Executing andClosing have not been clearly addressed

PMBOK CMMI

CMMI Project Management process areasorganized into Specific Practices (SPs)catering to Specific Goals and GenericPractices (GPs) catering to Generic Goals

Under a knowledge area process, activitiesare defined with inputs, tools andtechniques, outputs. Processes are organizedacross different process groups. Interfacesbetween processes also have been addressed

In CMMI frame work Specific Practices,Generic Practices have been elaborated.

It provides freedom for interpretation anddesign of process solution which needs tomeet CMMI requirements


Comparative analysisbetween PMBOK and CMMI ( High level) 2/2

PMBOK focuses only on Project Managementactivities

PMBOK uses terminologies common acrossProject Management community

CMMI does not prescribe any specificterminology to be followed. It is up topractitioners to adopt certain terminologyand satisfy framework expectationsimultaneously

PMBOK CMMI

CMMI frame work focuses on Planning,Resourcing, Monitoring and Control,Senior management reporting for all ProjectManagement, Engineering and Supportprocess areas through Generic Practices

Degree of usage of PMBOK processes anddetails mentioned, depends on organizationneeds

There is no formal appraisal forPMBOK compliance

Organization need to satisfy CMMI MaturityLevel requirements (Described in GPs and SPs)through process solutions, and ensureimplementation of process solution.This needs to be formally appraised bySEI authorized lead appraiser


Advantage of adopting PMBOKInitiating ProjectInitiating Project

Project PlanningProject Planning

Executing projectExecuting project

Pro

ject

Man

agem

entA

spec

ts

This aspect is elaborated in PMBOKRecommends development of project charter and preliminary project

scope documents that helps in understanding, developing projectmanagement plan and associated plans

Scope management plan is more elaborate in PMBOKPlanning for continuous improvement for the project is prescribedDetails regarding organization chart, resource loading describedEscalation management is prescribed by PMBOKEmphasizes more on plan for formal verification and acceptance of

deliverablesQuantitative risk analysis, strategies for positive risk or opportunities,

thresh holds for mitigation and contingency action for risks

This aspect is explicitly mentioned with details of acquiring project team,developing project team, performing quality assurance,information distribution, evaluation and selection of service providers


Advantage of adopting PMBOKMonitoring andMonitoring andControl of ProjectControl of Project

Closing ProjectClosing Project

Pro

ject

Man

agem

entA

spec

ts

Integrated change control is more elaborate in PMBOK,where CMMI addresses Change Management in RequirementsManagement and Configuration Management processes areas

Emphasizes on scope verification(Monitoring of formal acceptance of deliverables) andscope control which supports integrated Change Management

Quality control aspect of PMBOK emphasizes more of preventive actions.Managing of team and HR related aspects like performance appraisal,conflict management are more elaborate in PMBOK

PMBOK recommends this as a separate process group and emphasizeson administrative closure, contract closure, final work products.

It also elaborates more on updating organizational process assetsby best practices, experiences from project


Challenges faced andAspects considered for Process Solution

To design a process solution for ProjectManagement which satisfies CMMI requirements,current organizational practice and PMBOK bestpractices

Definition of boundaries between Engineeringlifecycle and Project Management lifecycle

Defining interfaces of Engineering lifecycle phases toProject Management lifecycle phases and vice versa

Representation of level of interaction of ProjectManagement lifecycle phases and the way theirrepetitiveness to be addressed

To create an easily navigable process solutionarchitecture where user navigates from Engineeringlifecycle phases to Project Management lifecyclephases then to process, sub process and otherprocess artifacts

Usage of process terminology which is commonacross the Project Management practices

Challenges Aspects considered for Process Solution

Detailed mapping of CMMI with PMBOK andorganization current Project Management practices

All the requirements of CMMI and PMBOK

For designing process architecture PMBOKrepresentations, lifecycle model, phaserelationships have been considered and interpretedsuitably to organization needs

Mapping of the Project Management Processes tothe Project Management Process Groups and theKnowledge Areas have been considered fromPMBOK


Currentpractices

Questions toseekInformation

CombinedCMMI andPMBOKrequirements

PMBOKrequirements

CMMIrequirements

CorrespondingPMBOK processes

CMMI ProjectManagementpractices

List of processdeliverables

Conceptual processflow diagrams

Context Diagram

Process Solution Approach

Requirements document

Analysis document

Process solutionConceptualprocess solution


Overall Process Architecture

PLANNING

INITIATING

EXECUTING

MONITORING AND CONTROL

CLOSING

Analysis Design Build Testing Deployment

PLANNING

MONITORINGAND CONTROL

EXECUTING

CLOSING

INITIATING

First LayerFirst layer of the Process Architecture containsthe interface between Project Managementprocesses to Engineering Lifecycle Model

Second LayerSecond layer of the Process Architecturecontains the representation of ProjectManagement process groups and interactions

Third LayerThird layer of the Process Architecture containsthe detail flow representation of each process,interfaces with other processes, sub processesinputs, outputs, deliverables and associatedprocess artifacts

Fourth LayerFourth layer of the Process Architecture containsthe detail flow representation of sub processes,support processes and called sub processes


Process Architecture –First layer (1/2)

P L A N N IN G

E X E C U T IN G

M O N IT O R IN G A N D C O N T R O L

C L O S IN G

A n a ly s is D e s ig n B u ild T e s tin g D e p lo y m e n t

IN IT IA T IN G

This diagram represents interfaces to idealWaterfall Lifecycle Model

The first layer of processes architecturecontains the interface betweenProject Management processes to SoftwareEngineering Lifecycle phases

Soft ware Engineering Lifecycle model mayhave different variants suitable to projectneeds

This diagram represents the five processgroups of PMBOK attributed to each phaseof Engineering Lifecycle

Initiating, Planning, Executing, Monitoring &Control and Closure

The intensity at which these projectmanagement activities carried out at differentEngineering Lifecycle phases may differ


Process Architecture –First layer(2/2)

P L A N N IN G

IN IT IA T IN G

E X E C U T IN G

M O N IT O R IN G A N D C O N T R O L

C L O S IN G

A n a ly s is D e s ig n B u ild T e s tin g D e p lo y m e n t

P L A N N IN G

M O N IT O R IN GA N D C O N T R O L

E X E C U T IN G

C L O S IN G

IN IT IA T IN G

This diagram represents theInteractions between ProcessGroups, and repetitiveness of all ProcessGroups across Engineering Lifecycle phases

This diagram represents theInteraction between Process Groups andtheir applicability in Engineering Lifecyclephases and over all project


Process Architecture –Second layer(1/3)

This layer represents individual processunder Five Process Groups of PMBOK

Three process have been given separatestatus and represented outside the Fiveprocess area groups. They are :

Risk ManagementIssue/ Escalation ManagementChange Management

These processes serve more as a supportprocesses for one or more individualprocesses under each process group

Project Planning, Project Monitoring andControl and Risk Management processesareas of CMMI are incorporated in thesolution along with planning, monitoringand status reporting of all engineeringand support process areas


Process Architecture –Second layer(2/3)INITIATING PROCESS GROUPProject initiation process(Applicable to start of the project)Phase initiation process(Applicable to start of each phase ofEngineering Lifecycle)

PLANNING PROCESS GROUPDevelop Project Management Plan process(Applicable to start of the project)Phase / Milestone planning process(Applicable to start of each phase ofEngineering Lifecycle and also to revision ofProject Management Plan as and when required)

EXECUTION PROCESS GROUPExecute phase process (Applicable to taskallocation, execution for the phase andproduction of deliverables in each phase ofEngineering Lifecycle)

MONITORING AND CONTROL PROCESS GROUPMonitor and Control process(This is applicable to Phases and Over all project)

CLOSING PROCESS GROUPPhase closure process (Applicable to completion ofdeliverables of each phase of Engineering Lifecycle,logical handing over to next phase)


Process Architecture –Second layer(3/3)

Project closure process (Applicable to over allproject closure, contract closure, administrativeclosure etc).

Each Process group is supported by one or moreKnowledge area processes

There are interdependencies between one knowledgearea element to other knowledge area element tosatisfy the objective of Process group

There are also interdependencies between differentelements of single Knowledge area under differentprocess area groups

All these have been depicted through differentprocesses and process interfaces


Process Architecture -Third Layer-Processes

Example:

Develop Project Management Plan process

Overview

All planning aspects of PMBOK andCMMI Built into the process

The flow is depicted as per PMBOK

Usage of PMBOK terminology

CMMI terminology has been used for theaspects which PMBOK does not cater

Major deliverables

Project Management Plan with allassociated sub plans


Process ArchitectureFourth Layer-Support processes

Example

Action item/ Issue/ Escalation process

Overview

Escalation aspect is not mentioned in CMMI

In PMBOK escalation and issue mentioned butit is not mentioned as process in PMBOK

It caters to most of the processes in projectmanagement and called inside the processesas per requirement


Results and BenefitsRESULTS As a part of process solution 7 processes,

7 sub processes, 9 guidelines, 12templates and 3 checklists have beenproduced

Process Solution has successfullyundergone SCAMPI-C appraisal by SEIauthorized Lead Appraiser

BENEFITS Acceptance of process solution among the

practitioners

Leads to improvement of cost and scheduleperformance in the projects

Project Management practices acrossorganization standardized through commonterminology, consistency in practices

Improved process compliance in projects

Scalable process model which accommodateslocation and business specific tailoring andcustomization

Alignment of Project Management processesto Engineering and Support processes bringsseamless process integration


AcknowledgementsSponsor of process improvement programCIO of Credit Suisse IT PB Region Switzerland

Responsible for the program development and execution

Head of IT Methodology & Quality Management GlobalInstrumental in decision to go for such process solution and provided overall guidance duringdevelopment of the solution

Head of CMMI Program for CS IT Region SwitzerlandInstrumental in developing project management process solution prototype based on PMBOK.Provided expert guidance and involved as a subject matter expert for review of the processsolution and related process assets. Also helped in coordinating, providing resources and overall support for design and implementation of process solution

Process Area Manager for Project Management processesKey stakeholder, involved in design, review and finalization of the process solution

Wipro QCG ConsultantsFor contribution in design, development and review of Process Solution

23

Thank you

Sharma [email protected] Mohan [email protected]

http://qualityconsulting.wipro.com/index.phpwww.wipro.com


Appendix1 Process architecture- Notations used

Process Group

AND Connector

OR Connector

XOR ConnectorConnector Input/ Output connector

Flow


Appendix 2-Details of activity under process

R: A: C: I:RACI

Tailoring Guidelines

Examples+ LinksYes NoTailorable

Checklists+ LinksGuidance (optional)

Templates+ LinksExit Criteria

Guidelines+ LinksEntry Criteria

Applications+LinksVerification Type*

COBIT/COSO ReferencesOutput WP / Event

CMMI ReferenceInput WP / Event

PMBOK referenceActivity Description

Following details has been provided for each activity under a processor sub-process

implementation of pmbok along with cmmi - qcg · pdf fileimplementation of pmbok along with...

Documents