An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.

1. 7/7/2011
Webinar:
The CMMI for Services is Here
Why you should care
July 7th, 2011
11:00 AM - 12:30 PM
ITMPI005
Jorge Boria, M Eng. CS
VP International Process Improvement
Liveware Inc.
jorge.boria@liveware.com
Michael Milutis
Director of Marketing
Computer Aid, Inc. (CAI)
Michael_milutis@compaid.com
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2. 7/7/2011
About Presenter’s Firm
Liveware is a leading SEI partner, trusted by small,
medium and large organizations around the world to
increase effectiveness and efficiency through improving
their processes. With its very large collective experience in
software process improvement they help their customers
succeed. They partner with clients by focusing on their
bottom line and short and long term business goals. With
over 70 Introduction to CMMI classes delivered and 40
SCAMPI appraisals performed, you will not find better
consultants for your process improvement needs.
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CAI Achieves IT Operational Excellence
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3. 7/7/2011
PDU CREDITS
FOR THIS WEBINAR
The Project Management Institute
has accredited this webinar with PDUs
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4. 7/7/2011
Acknowledgments
• In this presentation we will use terms such as:
– CMMI® Framework
– SCAMPI(SM)
• Capability Maturity Model is a registered trade
mark of Carnegie Mellon University
• CMM is registered with the U.S. Patent and
Trademark Office
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Reference List
• “CMMI for Services: Guidelines for Superior
Service ”, Eileen Forrester, Brandon Buteau, Sandra
Shrum
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5. 7/7/2011
The Staged Maturity Levels
Optimizing
5 Emphasis on continuous
improvement
Quantitatively
4 Process measured Managed
and statistically controlled
Defined
3 Process characterized
for the organization
Managed
2 Process characterized for
WORK and is often reactive
Initial
1 Process unpredictable,
poorly controlled, and
reactive
Process Areas at Maturity
Level 2
Optimizing
Requirements Management
Work Planning
Quantitatively
Work Monitoring and Control Managed
Supplier Agreement Defined
Management
Measurement and Analysis
Managed
Process and Product Quality
Assurance
Initial
Configuration Management
Service Delivery
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6. 7/7/2011
Process Areas for Maturity
Level 3
Capacity and Availability Management
Service Continuity Optimizing
Incident Resolution and Prevention
Service System Transition Quantitatively
Managed
Strategic Service Management
Service System Development Defined
Organizational Process Focus
Organizational Process Definition Managed
Organizational Training
Integrated Work Management Initial
Risk Management
Decision Analysis and Resolution
Capability by Maturity
Levels
target
probability
5 Processes continually improved —
efficient and effective agile organization
target
probability
Quantitative process control — smaller
4 performance variation, reachable goals
for quality and performance
target
probability
Shared common processes, comparable data
3 — predictable costs, steep increase in
productivity
target
probability
Better plans, more reasonable commitments,
2 corrective actions — deadlines frequently
met — quality on the up and up
target
probability
Not much discipline, poorly established
commitments — successes cannot be
1 reproduced
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7. 7/7/2011
To Mature is To Improve
probability
target target
probability
discipline
Improve of commitment
predictions L1 to L2
probability
probability
target target
discipline of
Improve learning
control L2 to L3
probability
target target
probability
discipline of
Improve quality
performance L3 to L5
Level 5 In Out
Level 4 In Out
Level 3 In Out
Level 2 In Out
Level 1 In Out
Source: Perdue in (Paulk et al., 1995)
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8. 7/7/2011
Managing by the Numbers
• Level 1 — hope, sweat, and fear
• Level 2 — meetings, meetings, meetings, meet
• Level 3 — product library and promotion
• Level 4 — control panels
• Level 5 — quasi-experiments
Cultural Evolution
Through the Levels
Level 1 “clique” culture
Level 2 commitment to the work at hand
Level 3 communities of interest
Level 4 quality and forward thinking
Level 5 continuous improvement
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9. 7/7/2011
A Sports Analogy
Level 1 child’s play, lot of sweat, fun but scarce results
Level 2 boot camp, repetition to firm behavior
Level 3 varsity, professional officials, clearly stated rules
and statistics
Level 4 professional contracts, international level
Level 5 “Dream Team”
5 Most Important Questions
Peter Drucker wants you to ask of your
organization:
• What is our Mission?
• Who is our Customer?
• What does the Customer Value?
• What are our Results?
• What is our Plan?
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10. 7/7/2011
IT Mission
• IT’s mission is to organize the company’s
information and make it universally
accessible and useful, under accepted
security restrictions.
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IT’s Customer
• Our customer is every member of the
organization who can benefit in making
better decisions every moment through
the access of current, timely information.
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11. 7/7/2011
IT Customers Value…
Hey! One out of
• SERVICE! five ain’t so bad!
reliability
availability
timeliness
capacity
functionality
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The New CMMI for SVC
Makes you focus on process to do better with time, money, and
quality in ways that matter to your customers and to you.
An organization with a culture of process excellence relies on
process management to achieve superior service results.
Why focus on process? To help your business!
• improve your competitiveness
• support your customers
• do more with less
• expand your market
Assumptions
• capable process means lower cost
• service quality is a function of process performance
• process quality reduces causes of poor performance
Source: Introduction to the CMMI for SVC 22
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12. 7/7/2011
Services and Me
• Appraised a services organization to ML3 of the CMMI
v1.1 in 2005 and saw the inadequacies of the
Engineering Process Areas
• Started work with an IT resources provider in San
Antonio, suggested use of the SVC Constellation in
2008, took them to ML2 in 12 months
• Attended the first offering of the supplement in
October 2008
• Am presently certified to teach the Intro 4 SVC 3-day
class and the one day supplement.
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Webster Sayeth
• Service:
– useful labor that does not produce a
tangible commodity —usually used in plural
<charge for professional services>
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13. 7/7/2011
Reality Sets In
• Tangible commodities do play a role in
many services, only they do not (usually)
make the whole part of the service.
– Selling soup is considered a service, but if you
remember Seinfeld… there was no service,
only great soup.
– In most cases, goodness of product does not
compensate for lack of services
• My IT shop has no capacity, availability nor
timeliness… But what great graphics!
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Development vs. Services Projects
• Development projects • Service work*
– have a defined beginning – have a defined beginning
– have a defined end – have an implicit end
– have planned resources – have assigned resources
– have milestones and steps – no milestones but have steps
– have appropriate risks – have common risks
– deliver a product that is – deliver a product that is
supposed to last for some supposed to be consumed in
time a short period of time
– have criteria for successful – have criteria for customer
completion satisfaction
– are of significant duration – are of very short duration
(days to years) (seconds to days)
* Yes Veronica, ‘work’ in SVC replaces ‘project’ elsewhere… 26
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14. 7/7/2011
Development Poor Fits
• Maintenance projects • TS SG 1
• Software factories • RD All Goals
• Very small projects • All Engineering, docs
• Short iterative releases • All Engineering, docs
CMMI-SVC Content
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15. 7/7/2011
SVC PAs
Level: Project Process Service Support
Management Management Establishment
and Delivery
Continuously OPM CAR
Improving
Quantitatively
QWM OPP
Managed
Defined IWM RSKM CAM SCON OPD OPF OT IRP SST STSM SSD DAR
Managed REQM WMC WP SAM SD MA PPQA CM
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CMMI Constellations
•Aconstellation is the subset of the CMMI Product Suite relevant to
improvement in a particular area of interest. Currently, there are three
constellations:
•Development (CMMI-DEV):
• build stuff
• tangible, storable products, made to specification in a lifecycle
•Acquisition (CMMI-ACQ):
• buy stuff
• specify, solicit, select, contract, procure, accept, transition to consumer
•Services (CMMI-SVC):
• do stuff
• intangible, non-storable products delivered via a service system based on explicit or
implicit service requests
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16. 7/7/2011
Relationships Among
Constellations
Services-specific PAs
*CMMI-SVC addition
CMMI-SVC
Shared PA (SAM)
Core PAs
CMMI-DEV
Include service-specific
informative material
CMMI-ACQ 31
What Services are
Covered?
• The SEI has not set a limit
• information technology
• call centers
• financial services
• health management organizations
• education
• lawn care
• taxi cabs
• transportation (buses, trains, planes)
• human resources (as in supplying belly buttons)
• supermarkets
• food courts
• restaurants
• ewe nay mitt
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17. 7/7/2011
Relevant Terminology 1
• Work
• all the resources used to satisfy a service agreement with
a customer
• Service Agreement
• a binding written record of a promised exchange of value
between a service provider and a customer
• Service Request
• a communication from a customer that one or more
specific instances of a service are desired
• Service Requirement
• the complete set of requirements that affect service
delivery and service system development
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Relevant Terminology 2
• Service Delivery
• the delivery of services in accordance with service
agreements
• Delivery Environment
• the complete set of circumstances and conditions under
which services are delivered in accordance with service
agreements
• Service System
• an integrated and interdependent combination of component
resources that when enacted provides the desired services
• Service System Component
• a resource required for a service system to successfully
deliver services
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18. 7/7/2011
Relevant Terminology 3
• Service Incident
• an indication of an actual or potential interference
with a service
– note that an incident is not a risk, it is already an issue
• Availability
• the degree to which something is accessible and
usable
• Capacity
• the degree to which one thing may support, hold,
process or produce another thing
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Service Delivery (SD)
• Purpose: to deliver the services in accordance to service
agreements
• Goals and Practices
– SG 1: Establish Service Agreements
• Analyze existing agreements and service data
• Establish the service agreement
– SG 2: Prepare for Service Delivery
• Establish the service delivery approach
• Prepare for service system operation
• Establish a request management system
– SG3: Deliver Services
• Receive and process service requests
• Operate the service system
• Maintain the service system
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19. 7/7/2011
Service System Transition
(SST)
• Purpose: to deploy new or significantly changed
service system components while managing
their effect on ongoing service delivery
• Goals and Practices
– SG 1: Prepare for service system transition
• Analyze service system transition needs
• Develop service system transition plans
• Prepare stakeholders for change
– SG 2: Deploy the service system
• Deploy service system components
• Assess and control the impacts of the transition
Incident Resolution and
Prevention (IRP)
• Purpose: to ensure timely and effective resolution of service incidents
and prevention of service incidents as appropriate
• Goals and Practices
– SG 1: Prepare for incident resolution and prevention
• Establish an approach to IRP
• Establish an incident management system
– SG 2: Identify, control, and address incidents
• Identify and record incidents
• Analyze individual incident data
• Resolve incidents
• Monitor the status of incidents to closure
• Communicate the status of incidents
– SG 3: Analyze and Address Causes and Impacts of Selected Incidents
• Analyze Selected Incidents
• Establish Solutions to Respond to Future Incidents
• Establish and Apply Solutions to Reduce Incident Occurrence
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20. 7/7/2011
Capacity and Availability
Management (CAM)
• Purpose: to ensure effective service system performance
and ensure that resources are provided and used
effectively to support service requirements
• Goals and Practices
– SG 1: Prepare for capacity and availability management
• Establish a capacity and availability strategy
• Select measures and analytic techniques
• Establish service system representations
– SG 2: Monitor and analyze capacity and availability
• Monitor and analyze capacity
• Monitor and analyze availability
• Report capacity and availability management data
Service Continuity (SCON)
• Purpose: to establish and maintain contingency plans for continuity of
services during and following any significant disruption of services
• Goals and Practices
– SG 1: Identify essential services dependencies`
• Identify and prioritize essential functions
• Identify and prioritize essential resources
– SG 2: Prepare for service continuity
• Establish a service continuity plan
• Establish service continuity training
• Provide and evaluate service continuity training
– SG 3: Verify and validate the service continuity plan
• Prepare for the verification and validation of the SCON Plan
• Verify and validate the SCON Plan
• Analyze results of verification and validation of the SCON
Plan
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21. 7/7/2011
Strategic Service Management
(STSM)
• Purpose: to establish and maintain standard
services in concert with strategic needs and plans
• Goals and Practices
– SG 1: Establish strategic needs and plans for standard
services
• Gather and analyze relevant data
• Establish plans for standard services
– SG 2: Establish standard services
• Establish properties of standard services and service levels
• Establish descriptions of standard services
Service System Development
(SSD) [Optional]
• Purpose: to analyze, design, develop, integrate,
verify, and validate service systems, including
service system components, to satisfy existing
or anticipated service agreements
• Goals and Practices
– SG 1: Develop and analyze stakeholders
requirements
• Develop stakeholders requirements
• Develop service system requirements
• Analyze and validate requirements
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22. 7/7/2011
Service System Development
(SSD)
• Goals and Practices (continued)
– SG 2: Develop service systems
• Select service system solutions
• Develop the design
• Ensure interface compatibility
• Implement the service system design
• Integrate service system components
– SG 3: Verify and validate service systems
• Prepare for verification and validation
• Perform peer reviews
• Verify selected service system components
• Validate the service system
Service Establishment
CUSTOMER / END USER
Contract/Service
Agreement
SD
Work
Plan Corrective
Action
Work Management and
Support Process Areas
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23. 7/7/2011
Service Delivery
Status
Request CUSTOMER / END USER
Service Service
Incidents Contract/Service
IRP Agreement
Requests
Service
Value
Workarounds
SD
Work
Plan Corrective
Action
Work Management and
Support Process Areas
Service Maintenance
Status
Request CUSTOMER / END USER
Service Service
IRP Incidents Contract/Service Requests
Agreement
Service
Value
Workarounds
SD
Deployed Service
System
Work
SST Plan
Transition
Corrective
Action
Plans
Changes to Service
Work Management and
Requirements
Support Process Areas
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24. 7/7/2011
Service Enhancement
Status Strategic
Request CUSTOMER / END USER Services
Needs
Service Service
Incidents Contract/Service
IRP Agreement
Requests STSM
Service
Value Service
Workarounds Catalog
SD
Deployed Service
System
Work
SST Plan
Transition
Corrective
Action
Plans
Changes to Service Work Management and
Requirements
Support Process Areas
Service System Design
Strategic
CUSTOMER / USER Services
Needs
Service
Contract/Service
SSD Agreement
Requests STSM
Service
Value Service
Validated Service System Catalog
Deployed Service
SD New Service
Requirement
System
Project
SST Plan
Transition
Corrective
Action
Plans
Changes to Service
Requirements Project Management and
Support Process Areas
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25. 7/7/2011
The Taco Sabroso Example 1
• Work Plan provides:
– Strategic ideas about taco stands
• Who will the customers be
• Where to put them
– Practical service delivery decisions
• When will they be open for service
• Who will operate them
• What type tacos
• How much to charge
– Contract with customer:
• Printed (or painted on side of the stand) menu with prices
– Service requests
• Expressed desire for a taco
The Taco Sabroso Example 2
– Service value
• The taco, claro!
– Operations and services delivery data
• Cost benefit analysis
• Capacity planning data
• Service delivery data (time to prepare the taco)
– Service Incidents
• Customers unhappy with time spent waiting for taco
– Workaround
• Have precooked tacos and reheat them
– Service Incidents
• Customers unhappy with quality of taco
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26. 7/7/2011
The Taco Sabroso Example 3
– Corrective action
• Need to accelerate production at peak rates
– if it is just a change of equipment, maybe SST applies
» just change the frying pan for a deep fryer
– if it requires larger stands to accommodate two
windows, we might need to use SSD
– Transition plan for SST, no SSD
• Go to Wal-Mart's
• Buy deep frying pan and thongs and fire
extinguisher
• Discard old frying pan
The Taco Sabroso Example 4
– Strategic Service Needs
• Customers ask for dessert (mostly flan and tres
leches)
• Customers want beer with their tacos
• Customer want to sit down and eat on a table
– Derived new requirements
• Include dessert
• Request a beer license for the stand (good luck
with that one)
• Add tables in the environment
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27. 7/7/2011
Questions?
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28. 7/7/2011
Jorge Boria, M Eng CS
VP International Process Improvement
Liveware Inc.
jorge.boria@liveware.com
Michael Milutis
Director of Marketing
Computer Aid, Inc. (CAI)
Michael_milutis@compaid.com
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