CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND BEYOND by Rajesh Naik( QAI )

8/9/2019 CMMI High Maturity Best Practices HMBP 2010: CMMI FOR SERVICES: INSIGHTS AND BEYOND by Rajesh Naik( QAI )

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CMMI FOR SERVICES: INSIGHTS AND BEYOND

-Rajesh Naik

QAI.


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CMMIfor Services (SVC)-Insights & Beyond

HMBP Colloquium

21 May 2010


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- 3 -

Agenda

Overview of the CMMI

-SVC Discussion of New PAs (Over CMMI-DEV)

Applicability & Opportunities


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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

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What is CMMI-SVC

An extension of the CMMI model

CMMI-SVC is a compendium of best practices whichenables 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 -


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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 immediateimpact on the service

Services are typically short cycle and repetitive in nature

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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


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CMMI Constellations

- 8 -


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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


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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 AvailabilityManagement

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 QAMeasurement & Analysis

Decision Analysis & Resolution

Causal Analysis & Resolution

Service Establishment& Delivery

Project Management Process Management Support

2

3

4

5

2

3

4

5


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Understanding Service Specific PAs

11

Source: SEI

16 CoreProcess Areas& 1 Shared PA

(SAM)

IncidentResolution &Prevention

ServiceDelivery

ServiceSystem

Transition

Strategic

ServiceManagement

ServiceSystem

Development

PA Addition

Service

Continuity

Capacity &

AvailabilityManagement


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Strategic Service Management (STSM)

12

Source: SEI

16 CoreProcessAreas

& 1Shared

PA(SAM)

IncidentResoluti

on &Preventi

on

ServiceDelivery

ServiceSystemTransiti

on

Strategic

ServiceManage

ment

ServiceSystemDevelop

ment

PA Addition

ServiceContinui

ty

Capacity&

Availability

Manage

ment

deciding whatservices you shouldbe providing, makingthem standard, andletting people knowabout them


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Strategic Service Management (STSM)

13

Source: SEI

16 CoreProcessAreas

& 1Shared

PA(SAM)

IncidentResoluti

on &Preventi

on

ServiceDelivery


on

Strategic

ServiceManage

ment


ment

PA Addition

ServiceContinui

ty

Capacity&

Availability

Manage

ment

deciding what services you shouldbe providing, making themstandard, and letting peopleknow 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?


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Service System Development (SSD)

14

Source: SEI

16 CoreProcessAreas

& 1Shared

PA(SAM)

IncidentResoluti

on &Preventi

on

ServiceDelivery


on

Strategic

ServiceManage

ment


ment

PA Addition

ServiceContinui

ty

Capacity&

Availability

Management

making sure you haveeverything you need todeliver the service,

including people, processes,consumables, andequipment


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Service System Development (SSD)

15

Source: SEI

16 CoreProcessAreas

& 1Shared

PA(SAM)

IncidentResoluti

on &Preventi

on

ServiceDelivery


on

Strategic

ServiceManage

ment


ment

PA Addition

ServiceContinui

ty

Capacity&

Availability

Management

making sure you have everything you needto deliver the service, including people,processes, consumables, and equipment

Design, Develop and Test the ServiceProcess and systemTaxisMetersDriversCall numbersCall centreService CentersWaiting/ parking lotsDriver contractsPricingBilling processFuel refill system


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Service System Transition (SST)

16

Source: SEI

16 CoreProcessAreas

& 1Shared

PA(SAM)

IncidentResoluti

on &Preventi

on

ServiceDelivery


on

Strategic

ServiceManage

ment


ment

PA Addition

ServiceContinui

ty

Capacity&

Availability

Management

getting new systems inplace, changing existing

systems, retiring obsoletesystems, all while makingsure nothing goes terriblywrong with service


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Service System Transition (SST)

17

Source: SEI

16 CoreProcessAreas

& 1Shared

PA(SAM)

IncidentResoluti

on &Preventi

on

ServiceDelivery


on

Strategic

ServiceManage

ment


ment

PA Addition

ServiceContinui

ty

Capacity&

Availability

Management

getting new systems in place,changing existing systems,retiring obsolete systems, allwhile making sure nothinggoes terribly wrong withservice

Install and implement the servicePut the designed service in actionCarry out trialsSmooth out initial glitchesMake the service fully operational


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Service Delivery (SD)

18

Source: SEI

16 CoreProcessAreas

& 1Shared

PA(SAM)

IncidentResoluti

on &Preventi

on

ServiceDelivery


on

Strategic

ServiceManage

ment


ment

PA Addition

ServiceContinui

ty

Capacity&

Availability

Management

setting up agreements,

taking care of servicerequests, and operatingthe service system


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Service Delivery (SD)

19

Source: SEI

16 CoreProcessAreas

& 1Shared

PA(SAM)

IncidentResoluti

on &Preventi

on

ServiceDelivery


on

StrategicServiceManage

ment


ment

PA Addition

ServiceContinui

ty

Capacity&

Availability

Management

setting up agreements, takingcare of service requests, andoperating the service system

Set up agreements with airport,traffic police, service centers,consumer forums, websiteSet up mechanisms to communicateexpected service level with usersTake bookings, cancellations, changes,complaints,Track the service at detailed and macro level


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Capability & Availability Management (CAM)

20

Source: SEI

16 CoreProcessAreas

& 1Shared

PA(SAM)

IncidentResoluti

on &Preventi

on

ServiceDelivery


on


ment


ment

PA Addition

ServiceContinui

ty

Capacity&

Availability

Management

making sure you have theresources you need to deliver

services and that they areavailable when neededat anappropriate cost


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Capability & Availability Management (CAM)

21

Source: SEI

16 CoreProcessAreas

& 1Shared

PA(SAM)

IncidentResoluti

on &Preventi

on

ServiceDelivery


on


ment


ment

PA Addition

ServiceContinui

ty

Capacity&

Availability

Management

making sure you have theresources you need to deliverservices and that they areavailable when neededat anappropriate cost

Do demand- supply management of drivers, taxis, callcenter resources at multiple planning horizons:Long term six months/ one yearMedium term month/ weekShort term daily/ every hour


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Incident Resolution & Prevention (IRP)

22

Source: SEI

16 CoreProcess

Areas& 1 SharedPA (SAM)

IncidentResolution

&Prevention

ServiceDelivery

ServiceSystem

Transition

StrategicService

Management

ServiceSystem

Developme

nt

PA Addition

ServiceContinuity

Capacity &AvailabilityManageme

nt

handling what goes wrong

and preventing it from goingwrong in the first place if youcan


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Incident Resolution & Prevention (IRP)

23

Source: SEI

16 CoreProcess

Areas& 1 SharedPA (SAM)

IncidentResolution

&Prevention

ServiceDelivery

ServiceSystem

Transition

StrategicService

Management

ServiceSystem

Developme

nt

PA Addition

ServiceContinuity

Capacity &AvailabilityManageme

nt

handling what goes wrongand preventingit from going wrong in the first place ifyou can

Handle complaints from customers, driversHandle incidents of accidents, breakdowns, fueloutage, driver illnesses, traffic violations, incidents atthe airports, non-payments, theft, etcDo RCA and put preventive action in place


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Service Continuity Management (SCON)

24

Source: SEI

16 CoreProcess

Areas& 1

SharedPA (SAM)

IncidentResolutio

n &Preventio

n

ServiceDelivery

ServiceSystem

Transition

StrategicService

Management

ServiceSystem

Development

PA Addition

ServiceContinuity

Capacity&

Availability

Management

being ready to recover from adisaster and get back to deliveringyour service


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Service Continuity Management (SCON)

25

Source: SEI

16 CoreProcess

Areas& 1

SharedPA (SAM)

IncidentResolutio

n &Preventio

n

ServiceDelivery

ServiceSystem

Transition

StrategicService

Management

ServiceSystem

Development

PA Addition

ServiceContinuity

Capacity&

Availability

Management

being ready to recover from adisaster and get back to

delivering your service

This could be at multiple levels. Short-term, mediumterm and long term:Driver does not report, car failure, accident whiletransportationRiots, floods, strikes, fuel availabilityGovt. regulation change


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Process Performance Models in SVC

Typically to support

CAM Capability & Availability Management

SD Service Delivery

CAM

Using forecasted demand, concepts of queuing, baseline performanceof various sub-processes, identifying the capacity required, that willmeet 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 ofresources to be able optimally meet multiple goals of cycle times,pending queues, delayed requests, requests not serviced, quality, cost

and idle time

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Production Support Example

- 2 7 -

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 QueuesInput 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%?


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Taxi Services Example

- 2 8 -

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

Request

Queue

Booking

Request

AssignReport

for

Pickup

Pickup &

Drop

Waiting

TaxisQueue

Report

For

Duty Register

Report

Completion

Unavailable

Taxis

Log Off


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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

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CMMI- SVC and SCAMPI-A

Separate appraisals for CMMI- SVC currently cannot be combinedwith 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 suchprojects)

Current Appraisal Results data on PARS shows 8 appraisals (7 on

Continuous!); Mostly ML2/3 PAs; Services include IT and non-IT (orderfulfilment, recruitment, packaging, account management, projectmanagement, business development, etc.)

- 3 0 -

CMMI-SVC vs ISO 20000 vs V3


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- 3 1 -- 3 1 -

Note: PAs marked as green may still require effort for transition to SVC Framework


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Opportunities for IT Companies

- 3 2 -

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!

O i i f IT C i


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Opportunities for IT Companies

1. Use CMMI - SVC for non-DEV parts of the softwareorganizationProduction 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 solutionsthat are aligned with CMMI-SVC

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S i I d t R i H A t ti


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Service Industry Requires Heavy Automation

- 3 4 -

SERVICE DELIVERYAND MANAGEMENT

PROCESS

AUTOMATION

Wh d CMMI SVC l


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Where does CMMI-SVC apply

- 3 5 -

Training

Consulting

Hospitality

Health Care

Banking

Telecom

People Outsourcing

BPO

KPO IT InfrastructureManagement

and more

Retail

LogisticsTravel

Utilities

Government Services

Software (Part Lifecycle)

Insurance

Thank You!


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- 3 6 -

Rajesh NaikConsulting Partner

QAI India Limited (www.qaiglobal.com)

[email protected]

[email protected]+91 9845488767

Personal websitewww.rajeshnaik.com

Blognaikrajesh.blogspot.com

Thank You!
mailto:[email protected]:[email protected]://www.rajeshnaik.com/http://www.naikrajesh.blogspot.com/http://www.naikrajesh.blogspot.com/http://www.rajeshnaik.com/mailto:[email protected]:[email protected]:[email protected]


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CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND BEYOND by Rajesh Naik( QAI )

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