virender singh accenture
TRANSCRIPT
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Moving To CMMI Level 4
(SW/SE/IPPD)CMMI User Conference
Denver, Colorado
November 2003
Sarah Bengzon, Associate PartnerCopyright 2003 Accenture All Rights Reserved. Accenture, its logo, and Accenture Innovation Delivered are trademarks of Accenture.
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Agenda1. About Accenture
2. Moving to CMMI Level 4
3. Questions
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1. About Accenture
* Note: Some corporate terminology may be changing soon.
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Accenture (NYSE: ACN) Global management consulting and technology services company
Collaborates with clients to help them realize their visions and create tangible value
With more than 80,000 people in 47 countries, we can quickly mobilize the right people, skills,
alliances, tools and technologies to deliver innovation
Integrates consulting and outsourcing services to help clients:
Identify critical areas with potential for maximum business impact
Innovate and transform the processes in those areas Deliver performance improvements and lower operating costs by assuming responsibility
for certain business functions or areas
We serve 89 of the Fortune Global 100 and more than two-thirds of the Fortune Global 500.
More than 90 percent of our top 100 clients in fiscal year 2002have been clients for the pastfive years, and more than 60 percent have been clients for at least 10 years.
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Market-facing Structure
Comm. &Comm. &
High TechHigh TechFinancialFinancial
ServicesServicesGovernmentGovernment ProductsProducts ResourcesResources
Global Strategic Delivery Approach
Alliances
Business Consulting Capability GroupService Lines and BPO BusinessesBusiness Consulting Capability GroupService Lines and BPO Businesses
Technology & Outsourcing Capability GroupService Lines and BPO BusinessesTechnology & Outsourcing Capability GroupService Lines and BPO Businesses
Affiliated CompaniesAffiliated Companies
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2. Moving to CMMI Level 4 Process Improvement Journey
CMMI Level 4 Approach
CMMI Level 4 Key Activities
Getting Started
Implementation Activities
CMMI Level 4 Transition Experiences
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Process unpredictable, poorly
controlled and reactive1
2Process characterized for projects
and is often reactive
3Process characterized for the
organization
4Process measured and statistically
controlled
5Emphasis on continuous
improvementOptimizing
Initial
Quantitatively Managed
Defined
Managed
May 2000: Achieved CMM Level 2for Federal Client Group
October 2000: Achieved Level 3 forFederal Client Group
May 2002: Achieved CMMI Level 3for USA Government OU(Federal, East, West, AGC)
FY04 Level 4 Appraisal
Moving on to Level 4Process Improvement Journey
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Plan
July 2001 Nov 2003
Project Management
CMMI Level 4 Time Line
Pilot Full Rollout
Maintain
Process Assets
CMMI Level 4 Approach
Level 4
Readiness Review/
Training
Develop Process Assets
CMMI Level 4
SCAMPI B
DEPLOYMENT
DEVELOPMENT
REQUIREMENTS
Communication and Sponsorship
- Level 4 Processes, Tools, Metrics
- Quantitative Project Management Training- Organizational Baselines, Prediction Models
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CMMI Level 4 Key Activities:
1. Getting Started
CMMI Level 4 Process Areas:
1. Organizational Process
Performance (OPP)
2. Quantitative Project Management
(QPM)
Capability Maturity Model Integrated
5 Optimizing Emphasis on continuousimprovement
4 QuantitativelyManaged
Process measured andstatistically controlled
3 Defined Process characterized for theorganization
2 Managed Process characterized for projects and is often reactive
1 Initial Process unpredictable, poorlycontrolled and reactive
Accenture conducted a Readiness Review and Training activities to kickoff
its CMMI level 4 activities.
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Accenture
Goals
GovernmentOperating Group
Goals
OU Quality & ProcessPerformanceObjectives (On time, On budget, High
quality)
Sales and
Financial Goals
Project Quality & Process
Performance ObjectivesDeliver within x Days of Due DateHours within x% of Budgetx Critical Defects, x Medium Defects and < x% of
Low Critical Defects
USA Government Operating Unit (OU)
Project
Sales and Financial Goals
Drive
s
Achieves
MMI Level 4 Key Activities:
. Develop and communicate the Value Story
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GOALS
Delivery Process
Deliver
On Time
On Budget
Estimating Process
QPM
Document Detailed Work
Plans with Planned
Schedules and Effort
Track Cost and Schedule at
the Team Task Level
Complete Analysis Real
Time (at least twice monthly)
Compare againstOrganizational Baselines (our
average and normal
statistical variance)
Determine Causes
Take Corrective Actions Early
Predict Delivery Date and
Cost (EVP Model)
Share Planned vs. Actual and
Estimates
Use Data Analysis
to Improve the
Drives Data &
Baselines
Quality Process
Deliver High Quality 0 Critical Defects Required Solution
Over Estimating Cost leads
to lost Sales
Under Estimating Cost leads
to lost Profit
Improve Client Satisfaction
QPM
Document Peer Reviews
Analyze Peer Review Data at
the Team Level
Complete Analysis Real Time
(at the completion of each
review and at the team level
twice monthly)
Compare againstOrganizational Baselines (our
average and normal statistical
variance)
Determine Causes
Take Corrective Actions Early
Predict Test and Quality
Results (Defect Detection
Model)
Improve the Quality Process
Sales
Profit
Margin
Deliver X% Ahead of
Schedule
X% Under Budget
Reduce
Defects/Faults Testing Rework X% Warranty Cost X% Maintenance Cost X%
Margin
X% Increase
CMMI Level 4 Key Activities:
3. Select processes that support goals
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CMMI Level 4 Key Activities:
4. Develop Level 4 Infrastructure
Organizational Baselines
Lower Control Limit (LCL)
Upper Control Limit (UCL)
Control Limits: Derived quantitatively based on historical measurement data
X axis: Event, Time or Sequence
Center line (CL)
Out of Control Points
Out of Control Point
Control
Limits
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Earned Value Prediction Model
0
5,000
10,000
15,000
20,000
25,000
Jan-03 Mar-03 May-03 Jun-03 Aug-03 Oct-03 Nov-03 Jan-04 Mar-04
Date
Budget Budget
BCWP
EAC
GOU Guide
Proj Thresh
1/4/2003
Calculated
Finish EAC
22,590
Key
PROJ
Budget by
Hours
Budgeted Cost Work
Performed Hours
Organizational Baseline for
Schedule and Cost
Project Threshold forSchedule and Cost
Calculated
(Predicted) Delivery
Date and Cost
Based on Projects
Current
Performance (CPI
and SEI)
Color Coding Key to
assist in determining
possible causes and
corrective actions
Planned
delivery date
and cost at
completion
CMMI Level 4 Key Activities:
5. Develop Level 4 Infrastructure
Prediction Models
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CMMI Level 4 Key Activities:
6. Develop Level 4 Infrastructure
QPM Training and Skill Development
GoalOn TimeOn Budget
Measure
Analyze Results
Take Corrective ActionChange Process e.g.: more peer reviewsUpdate Project StandardsModify Resources/Resource MixIncrease Mentoring and Training
Predict
Managing using Data
Predicting Future Behavior based on History (Results) Taking CorrectiveActions to Mitigate Risks/Prevent Issues
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CMMI Level 4 Key Activities:
7. Actively deploy to projects Relentless Communication
Leadership communications Monthly newsletter features
Executive presentations Town hall Q&A meetings
On-site QPM Training Delivery Data analysis
Use of enabling tools
Wave approach
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Transition to CMMI Level 4
ExperiencesGet your Value Story straight
Get CMMI level 2 and 3 right
Get expert assistance
QPM stands for Quantitative PROJECT MANAGEMENT(ie. QPM is a project responsibility)
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Sarah BengzonAccenture Washington DC Metro
Tel: 703.947.1020