In recent years, concern for quality in the ICT sector has increased, so that many companies are looking for models and certifications that allow them to demonstrate  to customers and to the market  their commitment to quality, industry best practices and international standards. The first decision to be taken by a company, that wants to implement an improvement program, is the choice of process model or standard to be used as roadmap on the path of continuous improvement. On some occasions, there may be no choice to be made because, the sector itself, the requirements of a government or of large buyers have already established which is the a reference model. However, in other cases, it is necessary to define what are the business objectives of the company, and then, define the improvement project and the process model that best fits their needs. This presentation gives an overview of the components that are part of a successful improvement program and places special emphasis on the most recognized models in the market (EFQM, ISO 9001, COBIT, People CMM, CMMI, ITMARK, IDEAL), especially the scope and structure of each one. Exercises will be presented to reinforce the theory and allow interaction with participants.

1. Looking for my
fittest process'
model
Enrique Morey
® Capability Maturity Model and CMMI are registered
in the U.S. Patent and Trademark Office by
Carnegie Mellon University
© ESI 2010 1

2. Which one?
ITIL ISO
20000
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3. Basic definition of a Process
• A process is a set of practices performed to achieve
given purpose; it may include tools, methods, materials,
and/or people.
• While process is often described as a leg of the process-
people-technology triad, it may also be considered the
“glue” that unifies the other aspects.
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4. Why should companies
worry about processes?
It is very difficult to deliver
consistently products and
services of quality to our
customers, while obtain
benefits, based on a poorly
defined processes.
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5. Premise of Process
Improvement
PROCESS
Bad Good
“The quality of a
PRODUCT
Unprecedented product is largely
TYPICAL!
system
determined by the
quality of the process
Heroic Mature that is used to develop
effort business and maintain it.”
Good
Based on TQM principles as taught by Shewhart, Juran, Deming and Humphrey.
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6. Improve a process means
increase your...
• Capability: the results can be predicted accurately.
• Effectiveness: You get the expected result.
• Efficiency: consume fewer resources.
• Reliability: behaves properly in extreme cases or not
provided.
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7. Process Improvement
Components
driven by needs senior management requires investment
organisation's commitment of time
business needs
quantitative
reference
team effort continuous activity measurement model
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8. What Is a Process Model?
representation of…
Limit A
Expected value
Limit B
Process capability (ability to
Processes that affect be in the range of expected
the performance of the results)
organization
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9. What are the Benefits of
Model-Based Improvement?
A model provides:
• a place to start
• the benefit of a community’s prior experiences
• a common language and a shared vision
• a framework for prioritizing actions
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10. What are the risks of model-
based improvement?
• Models are simplifications of the real world
• The models do not need to be complete
• The interpretation and adaptation should be based on
business objectives
• You need to implement a reasonable scheme for the
proper use
• Do not forget that:
– A model is not a process
– A model shows what to do but not how to do or who
should do
“All models are wrong, but some are useful.”
- George Box
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11. Coverage Models
ITIL, CMMI-Dev&Svc – SPICE - ITMARK
ISO 27001 & 27002 - Partially
People-CMM Organization CobiT
ESI BITS
& Roles CMMI-Dev&Svc
SPICE - ITMARK
Persons Metrics
Control Processes
CMMI-Dev&Svc
CobiT Tecnology & SPICE - ITMARK
ISO 27001 & 27002 Infrastructure ITIL
CobiT
ISO 27001 & 27002 - partially
ITIL – partially
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CMMI-Svc – partially

12. IT Reference Models
ITMark- -SPICE
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13. EFQM
• promoted by European Foundation for Quality
Management
• since 1991, used by at least 30,000 organisations in
more than 25 European countries
• framework for organisational management systems
• based on “The Fundamental Concepts of Excellence”
which are the essential foundation of achieving
Sustainable Excellence for any organisation.
• best for medium and large companies, in any sector,
with many improvement’s initiatives implemented
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14. EFQM
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15. ISO 9001:2000
• one of the standards in the ISO 9000 family, maintained
by the International Organization for Standardization
• since 1987, more than 550,000 certifications all around
the world*
• containing requirements for quality management
systems
• originated in manufacturing, they are now employed
across several types of organizations. A "product“ can
mean a physical object, services, or software.
• applicable in any company that offers products and
services, in any sector, as first improvement initiative in
the majority of the cases.
* Up Dec 31th, 2002
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16. ISO 9001:2000
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17. COBIT
• Control Objectives for Information and related
Technology was developed by the Information Systems
Audit and Control Association (ISACA) and the IT
Governance Institute (ITGI)
• Since 1996, COBIT is used globally by those who have
the primary responsibilities for business processes and
technology
• provide an information technology (IT) governance
model that helps in delivering value from IT and
understanding and managing the risks associated with IT
• Best for IT Departments of large companies in any
sector and big IT companies
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18. COBIT
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19. People CMM
• developed by Software Engineering Institute (SEI)
• since 1995, People CMM is a maturity framework that
describes the key elements of managing and developing
the workforce of an organization.
• based on the best current practices in the fields such as
human resources, knowledge management and
organizational development.
• Best for HR departments of medium and large
companies, aligned with other improvement iniciatives
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20. People CMM
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21. CMMI
• developed by Software Engineering Institute (SEI)
• CMMI is the successor of the capability maturity model
(CMM) developed from 1987 until 1997. In 2002, CMMI
Version 1.1 was released. Version 1.2 followed in August
2006 and CMMI 1.3 will be released on November 1st,
2010
• originated in software engineering, it has been highly
generalised over the years to embrace other areas of
interest, such as the development of hardware products,
the delivery of all kinds of services, and the acquisition of
products and services.
• more than 3800 companies have been appraised in
more2010 21 70 countries
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22. CMMI Constellations
CMMI-SVC
CMMI-DEV Provide guidance
Provide guidance for delivering
for managing, services within
measuring, and organizations and
monitoring to external
development customers
process 16 core
Process
Areas
CMMI-ACQ
Provide guidance
to enabled
informed and
decisive acquisition
leadership
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23. CMMI for Development
• Released in August 2006.
• CMMI-DEV model proposes an integrated and
comprehensive solution for development and
maintenance activities applied to products and services.
• It contains practices for project management, process
management, systems engineering, hardware
engineering, software engineering and other support
processes used in the development and maintenance.
• Best for IT companies and IT departments of medium
and large companies of any sector
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24. CMMI-DEV
Staged Process Area Continuous
5
Organizational Innovation and Deployment (OID)
ML5 Causal Analysis and Resolution (CAR)
Capability
4
ML4 Organizational Process Performance (OPP)
3
Quantitative Project Management (QPM)
1 2
ML3
Requirements Development (RD)
Technical Solution (TS)
ML2
0
Product Integration (PI)
Verification (VER) PA PA PA
ML 1 Validation (VAL)
Process
Organization Organizational Process Focus (OPF)
Organizational Process Definition +IPPD (OPD)
Engineering
Engineering
Organizational Training (OT) REQM, RD, TS,
REQM, RD, TS,
Maturity Level 5 OID, CAR
Maturity Level 5 OID, CAR Integrated Project Management +IPPD (IPM) PI, VER, VAL
PI, VER, VAL
Risk Management (RSKM)
Maturity Level 4 OPP, QPM
Maturity Level 4 OPP, QPM Decision Analysis and Resolution (DAR)
Project
Project Support
Support
Maturity Level 3 RD, TS, PI,
Maturity Level 3 RD, TS, PI, Requirements Management (REQM)
Management
Management CM, PPQA, MA,
CM, PPQA, MA,
VER, VAL, OPF, OPD, OT, IPM, PP, PMC, SAM,
PP, PMC, SAM, CAR, DAR
VER, VAL, OPF, OPD, OT, IPM, Project Planning (PP) IPM, RSKM, QPM CAR, DAR
RSKM, DAR IPM, RSKM, QPM
RSKM, DAR Project Monitoring and Control (PMC)
Maturity Level 2 REQM, Supplier Agreement Management (SAM)
Maturity Level 2 REQM, Process
PP, PMC, MA, PPQA, CM, SAM Measurement and Analysis (MA) Process
PP, PMC, MA, PPQA, CM, SAM Management
Process and Product Quality Assurance (PPQA) Management
OPF, OPD, OT,
OPF, OPD, OT,
Configuration Management (CM) OPP, OID
OPP, OID
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25. CMMI for Acquisitions
• Released in November 2007
• CMMI-ACQ model provides guidance for the contractor
to implement the best practices of CMMI.
• best practices focus on activities to initiate and manage
the acquisition of products and services that meet
customer needs.
• the focus of the model is on the processes of the
contractor.
• Best for IT departments of medium or large companies,
and public administration, that acquire products and
services from third-parties
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26. CMMI-ACQ
Staged Process Areas Continuous
5
Organizational Innovation and Deployment (OID)
ML5
Capability
Causal Analysis and Resolution (CAR)
4
ML4
3
Organizational Process Performance (OPP)
Quantitative Project Management (QPM)
1 2
ML3
Acquisition Technical Management (ATM)
ML2 Acquisition Validation (AVAL)
0
Acquisition Verification (AVER) PA PA PA
ML 1 Organizational Process Focus (OPF) Process
Organization Organizational Process Definition (OPD)
Organizational Training (OT)
Acquisition
Acquisition
Integrated Project Management (IPM) AM, ARD, ATM,
AM, ARD, ATM,
Maturity Level 5 OID, CAR Risk Management (RSKM) AVAL, AVER,
AVAL, AVER,
Maturity Level 5 OID, CAR SSAD
SSAD
Decision Analysis and Resolution (DAR)
Maturity Level 4 OPP, QPM
Maturity Level 4 OPP, QPM
Agreement Management (AM)
Acquisition Requirement Development (ARD) Project
Project
Maturity Level 3 ATM,
Maturity Level 3 ATM, Management
Support
Support
AVAL, AVER, OPF, OPD, OT, Solicitation and Supplier Agreement Development Management CM, PPQA, MA,
CM, PPQA, MA,
AVAL, AVER, OPF, OPD, OT, REQM, PP, PMC,
REQM, PP, PMC, CAR, DAR
IPM, RSKM, DAR
IPM, RSKM, DAR (SSAD) IPM, RSKM, QPM
IPM, RSKM, QPM
CAR, DAR
Requirements Management (REQM)
Maturity Level 2 AM, ARD,
Maturity Level 2 AM, ARD, Project Planning (PP)
SSAD, REQM, PP, PMC, MA,
SSAD, REQM, PP, PMC, MA, Project Monitoring and Control (PMC) Process
Process
PPQA, CM
PPQA, CM Measurement and Analysis (MA) Management
Management
OPF, OPD, OT,
OPF, OPD, OT,
Process and Product Quality Assurance (PPQA) OPP, OID
OPP, OID
Configuration Management (CM)
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27. CMMI for Services
• Released in February 2009
• CMMI-SVC model provides guidance for organizations
that provide services to implement the best practices of
CMMI.
• best practices focuses on activities to deliver a service of
quality to customers and end users.
• Same objective than models and standards focused on
IT services such as ITIL, BS15000, ISO20000.
• Best for IT companies and departments than deliver
services to external and internal customers, with
experience in CMMI
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28. CMMI-SVC
Staged Process Areas Continuous
5
Organizational Innovation and Deployment (OID)
ML5 Causal Analysis and Resolution (CAR)
Capability
4
ML4 Organizational Process Performance (OPP)
3
Quantitative Project Management (QPM)
1 2
ML3 Incident Resolution and Prevention (IRP)
Service System Development (SSD)
ML2 Service System Transition (SST)
0
Strategic Service Management (STSM) PA PA PA
ML 1 Organizational Process Focus (OPF) Process
Organization Organizational Process Definition (OPD)
Organizational Training (OT)
Capacitiy and Availability Management (CAM) Services
Services
IRP, SD, SSD,
IRP, SD, SSD,
Maturity Level 5 OID, CAR Service Continuity (SCON)
Maturity Level 5 OID, CAR SST, STSM
SST, STSM
Integrated Project Management (IPM)
Maturity Level 4 OPP, QPM Risk Management (RSKM)
Maturity Level 4 OPP, QPM
Decision Analysis and Resolution (DAR) Project
Project
Maturity Level 3 CAM, IRP, Management
Management Support
Maturity Level 3 CAM, IRP, Service Delivery (SD) CAM, SCON,
CAM, SCON,
Support
SCON, SSD, SST, STSM, OPF, CM, PPQA, MA,
CM, PPQA, MA,
SCON, SSD, SST, STSM, OPF, Requirements Management (REQM) REQM, PP, PMC,
REQM, PP, PMC, CAR, DAR
OPD, OT, IPM, RSKM, DAR SAM, IPM, RSKM, CAR, DAR
OPD, OT, IPM, RSKM, DAR Project Planning (PP) SAM, IPM, RSKM,
QPM
QPM
Maturity Level 2 SD, SAM,
Maturity Level 2 SD, SAM, Project Monitoring and Control (PMC)
REQM, PP, PMC, MA, PPQA, CM
REQM, PP, PMC, MA, PPQA, CM Supplier Agreement Management (SAM) Process
Process
Measurement and Analysis (MA) Management
Management
Process and Product Quality Assurance (PPQA) OPF, OPD, OT,
OPF, OPD, OT,
OPP, OID
OPP, OID
Configuration Management (CM)
© ESI 2010 28

29. ITMark
• developed by European Software Institute (ESI)
• since 2005, more than 120 certified companies in more
than 15 countries.
• Offers a simplified, adapted version based on
internationally recognised models & standards as CMMI,
102, ISO 27000
• Affordable, appropriate timeframe, roadmap by stepping
stones and achievable milestones.
• Best for SME companies of IT sector without any
improvement initiative implemented, or in the roadmap of
others certifications as CMMI, ISO 27000, …
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30. ITMark
Business
CMMI DEV
DEV
3. Defined
SVC
2. Managed
1. Initial
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31. IDEAL
• Developed by Software Engineering Institute (SEI) in
1996
• IDEAL is a software process improvement (SPI) program
model, which can be used to guide development of a
long-range, integrated plan for initiating and managing
an SPI program.
• Also provides guidance for developing a process
improvement infrastructure and its roles and
responsibilities.
• Based on Plan-do-Act-Check circle (Shewhart, Deming)
• Best for any organization, with experience or not, in
process improvement.
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32. IDEAL
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33. Exercise
• Prepare the Process Improvement Stretagic Plan for the next
five years, for the two scenarios.
• The companies want to use international models & standards
as reference.
• The certification on these models is not necessary mandatory,
but define milestones during the Process Improvement
Program.
• The Managing Directors of these companies have participated
in “Euromed 2010” and they have been convinced: they will
invest all the necessary in the new Process Improvement
Program.
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34. Exercise
Scenario A:
An IT department in a international bank with a strong
regional presence. They develop, operate and maintain
systems and applications for external and internal clients.
They have 500 persons in all activities and they contract third-
parties for body-shopping and development of part of the
systems.
Scenario B:
An IT SME company with 50 employees with potential clients
in Western Europe and USA as Software Factory. Also, they
have developed its own ERP and they give 24/7 on-line
support to its clients. They want to grow in other countries and
externalize some activities as help-desk.
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35. Benefits of adopting
international standards
• Product development and service delivery more efficient,
predictable and safe
• Provide confidence to customers / consumers about
products and services that they buy, allowing you to
have a professional base and increasing competitivity
among suppliers
• Facilitate trade between countries
• In some governments (growing more), it is mandatory
demonstrate a certain level of quality, such as through
ISO 9001 or CMMI certification
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36. Considerations
• Process improvement should be done to
improve the business and not as an
objective itself
• Improve has different connotations for
each organization
– What are your business goals?
– How do you measure your progress /
achievement?
• The improvement is a long-term strategic “In God we trust, all
others bring data.”
effort
- W. Edwards Deming
– What is the expected impact on the
organization?
– How do you measure the impact?
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37. Common sense…
Defined process
Common sense
Yes No
Yes
Quality Creative chaos
Mindless
No
Total chaos
bureaucracy
...without ever losing sight of our goal
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38. Questions?
© ESI 2010 38

39. Bibliography
• Introducing the EFQM Excellence Model 2010
(http://www.efqm.org/en/PdfResources/EFQMModel_Presentation.pdf)
• Presentation of ISO 9000 series standards
(http://www.iso.org/iso/livelinkgetfile?llNodeId=21557&llVolId=-2000)
• COBIT Overview (http://www.isaca.org/Knowledge-
Center/cobit/Documents/COBIT-Overview.ppt)
• People CMM (http://www.sei.cmu.edu/cmmi/tools/peoplecmm/)
• CMMI Web Page (http://www.sei.cmu.edu/cmmi/index.cfm)
• CMMI process maturity profiles
(http://www.sei.cmu.edu/cmmi/casestudies/profiles/pdfs/upload/2010SepCM
MI.pdf)
• CMMI 1.2 Overview (http://www.sei.cmu.edu/library/assets/cmmi-
overview071.pdf)
• ITMark Web Page (http://www.esi.es/index.php?hl=&op=15.1.2)
• IDEAL: A Users Guide for Software Process Improvement
(http://www.sei.cmu.edu/reports/96hb001.pdf)
© ESI 2010 39

40. Thank you for your
attendance
Enrique Morey
Services Area
Senior Consultant
SCAMPI Lead Appraiser # 0700813-02
enrique.morey@esi.es
Parque Tecnológico, # 204
E-48170 Zamudio
Bizkaia (Spain)
Tel.: +34 94 420 95 19
Fax: +34 94 420 94 20
www.esi.es
© ESI 2010 40

41. European Software Institute
(ESI)
• Non-profit member-based
Foundation
• Founded in 1993 by the European
Commission and the Basque
Government
• Established in Zamudio, near
Bilbao, Spain ESI Headquarters in
Zamudio, Bizkaia (Spain)
ESI is member of: ESI is accredited by:
ISO 9001:2000
Certif. DNV 2367
© ESI 2010 41

42. Our mission
Contribute to the development of Society
Information and increased
competitiveness of the industry ...
... through knowledge, innovation,
continuous improvement,
... and the promotion and dissemination of
Information Technology.
© ESI 2010 42

43. ESI in the world
© ESI 2010 43

44. ESI Products & Services
Diagnostic y
Training Implementation Certification
Improvement Plan
CMMI for Mgrs Development &
CMMI Diagnostics Management SPI SCAMPI
Intro to CMMI
IT-Mark SCAMPI B & C IT-Mark Appraisal
Workshops AP
Reviews
Docs / Processes
SPICE for Mgrs SPICE SPICE
ISO/IEC 15504 Assessment
Assessment Intermediate
SPICE SPICE Automotive
SPICE Course SPICE Automotive Appraisals
CMMI-SVC Course Six Sigma
Diagnostics Projects SCAMPI
ITIL Foundations
IT Services ISO 20000 ISO 20000
ITIL for Managers
SCAMPIs B y C Consultancy
Workshops AP
Implementation of
Six Sigma Course
Quantitative Discover Software
BITS Course
Management (your CoSQ) Measurement
MA Workshop
Programmes
© ESI 2010 44

45. For more information...
Enrique Morey
Services Area
Senior Consultant
SCAMPI Lead Appraiser # 0700813-02
enrique.morey@esi.es
Parque Tecnológico, # 204
E-48170 Zamudio
Bizkaia (Spain)
Tel.: +34 94 420 95 19
Fax: +34 94 420 94 20
www.esi.es
© ESI 2010 45