A Multi-Model Case Study: High Maturity in Development + Services, Together with the Innovation Model (NP4457) by Pedro Castro Henriques, Margarida Gonçalves and Sílvia Rodrigues QUATIC 2012 5 September 2012

1. A Multi-Model Case Study: High Maturity in Development +
Services, Together with the Innovation Model (NP4457)
QUATIC 2012
Pedro Castro Henriques (Strongstep), Margarida Gonçalves (Strongstep);
Silvia Rodrigues (Ambisig)
Innovation in Software Quality

2. Agenda
1. Introduction
2. Needs
3. Case Study
4. Benefits
5. Challenges
6. Conclusions
1

3. About Strongstep
• Strongstep is a company specialized in
software engineering that contributes to the
improvement of software quality in Portugal
and in the world Universities
• We want to induce a positive change in
organizations. This will represent a step with
a strong, sustainable and innovative way - a
strong step Strongstep
• Projects portfolio: Reference
Enterprises
Institutions
• Process improvement with CMMI DEV L2, L3, L5, CMMI
SRV, TSP/PSP, combining agile/CMMI, Six Sigma,
NP4457, Kanban, Scrum, COBIT,ITIL, PMBOK, ISTQB,
RUP
2

4. ABOUT AMBISIG
AMBISIG is a technological company that respects the highest market demands resorting to Innovation.
In its operation areas like the Geographic Information Systems, Engineering
Systems, Quality, Consultancy, Information Technologies, customized software Development and Outsourcing
answers the business needs of the clients and ensures their visibility strategies and sustainability in the market.
We focus on high quality on our processes obtained a set of certifications and uncommon accreditations that
encompass:
• CMMI DEV 5 – CMMI for Development Level 5 • ISO/IEC 20000 – Information Technology Services
• CMMI SVC 2 – CMMI for Services Level 2 • ISO 9001 – Quality
• NP 4457 – Research, Development and Innovation • ISO 14001 – Environment
• ISO/IEC 27001 – Information Security
.
3

5. Part I
INTRODUCTION
4

6. Presentation Goals – leaner outcomes
• Where and how to combine CMMI for Development and CMMI for Services best
practices with an innovation model (NP4457) .
• The benefits of having CMMI for Services in a organization which has high maturity
in Development part
• The challenges associated with mixing a development culture and a services
culture, while keeping transversal innovation mechanisms.
5

7. Multimodel DEV5 + SRV2 + RDI
A multi-model process improvement approach can bring large benefits to an
organization that produces software products and services and wants to be
innovative.
This presentation illustrates this idea by bringing together three specific models:
• The CMMI-DEV constellation (ML5) brings new ways for organizations to
quantitatively manage their processes and quality performance goals,
projects, and innovation.
• CMMI-SVC (ML2) works as a catalyst for a service culture.
• The Innovation Norm (NP 4457) helps establish a RDI (Research
Development and Innovation) management system across the
organization for continuous innovation.
6

8. Services Context
• The CMMI for Services constellation brings
• a new dimension of best practices in service management that complement
the software development life cycle
• works as a catalyzer for a service culture in traditionally development oriented
companies
• Some synergies and challenges will be addressed on the way the development
and services worlds can together create value
7

9. The Innovation Context
Model (NP 4457) - Types of Innovation
• Product (and services) • Marketing
• Taking to the market new or significantly • Implementation of new marketing
improved products or services methodologies involving significant
improvements on design, product,
• Includes significant technical changes, packaging, pricing, distribution or
components, materials, software or user promotion.
interfaces
• Improvements implementation with the
• Service innovation may include objective of increasing sales, improve
improvements on how the service is market satisfaction or open new
provided, new functionalities or new markets.
services
8

10. The Innovation Context
Model (NP 4457) - Types of Innovation
• Organization • Process
• Implementation of new business • Implementation of new or significantly
methods, work planning or external improved processes. They can be
relationships construction, logistics or distribution.
• Implementation of new methods to organize • This activity also includes the development
routine activities or work development of new or significantly improved
activities to support the processes
• Implementation of new methods to (e.g.IT systems, accounting systems)
distribute responsibilities and decision
taking
• Implementation of new concepts of relating
with other organizations, new ways of
collaborating or relating with suppliers
9

11. Part II
NEEDS
10

12. Quality Service Needs
• Gap that was missing in process oriented organizations with maturity in
development:
• for some type of activities that intrinsically are continuous and involve less
engineering
11

13. Innovation Needs
• Another gap or need was to continuously collect new ideas from people in the
organization, filter them and to generate competitive innovations
Ideas Innovation
idea
?
12

14. Part III
CASE STUDY - AMBISIG
13

15. AMBISIG Case Study
• About AMBISIG
• Information Systems Company based in Portugal
• CMMI Development - Level 5 with a strong quality culture
• About 60 persons with mostly engineering background
• International clients
• They develop solutions mostly for central government, regional and
public organizations
• Their clients are demanding more and more for levels of service and
SLA’s
• Always looking for new ways to improve the way they work
• Also looking for new ways to find profit and new sources of income
14

16. Ambisig continuous evolution History
2008 2009 2010 2011 2012
1S 2S 1S 2S 1S 2S 1S 2S
DEV CMMI DEV 3 CMMI DEV 5
….
SRV CMMI SRV 2
….
RD&I NP 4457
Milestones
Planning and project monitoring
Change Management
15

17. CMMI DEV5 Context
Process Performance Objectives • Define desired performance based on
Business objectives
Process Performance Baselines
• Measure current performance
Sub Process • Select sub-processes that help to
Alternatives achieve the objectives
Process • Predict performance and outcomes
Perform. Models
Sub Process
Control • Control sub-processes critical to
achieving the objectives
Causal Analysis
• Investigate anomalies found in analyses
16

18. The NP 4457 model and PP and PMC
• Both NP 4457 and CMMI deal with innovation projects that have to be
planned and monitored through its lifecycle
• Both models require previous analysis to classify a project as an
innovation one
• Planning should consider the project innovation objectives and return
expected results (ROI)
• Innovation projects should include information about the expected
improvement as well as the verification and validation method for the
innovation expected
• Knowledge should be spread and shared across the organization
17

19. The NP 4457 model and OPP, OPM
• NP 4457 is a more broad model in terms of knowledge covering also
the market innovation
• The OPP practice in CMMI requires a quantitative approach which is not
required in NP 4457
• Both models have assessment methods based on interviews and artifacts
evaluation (objective evidence)
• OPP is internationally adopted through the implementation of CMMI
while NP 4457 is a Portuguese model based on the Oslo Innovation Manual
18

20. Case Study – Multimodel (DEV5+SRV2+RDI)
Processes that we defined:
• Work Management process (for services and projects)
• Requirement Management process(for services and projects)
• Service establishment process – in order to setup new services in the company
• Service delivery process - ex: receive a request; check it’s in the catalog of
services, solve the request
• Ideas Management (NP4457)
• Innovation Management (NP4457)
• Apart from … traditional – quality control, metrics, configuration management
with some adaptations
• Lessons learned
• Separate project management and service management processes – its easier
• Innovation processes are independent of the nature of work, but usualy start as
an innovation project.
19

21. Case Study - Service Management
Service Delivery (SD):
setting up agreements, taking care of service requests, and operating the service system
Incident Resolution and Prevention (IRP):
handling what goes wrong—and preventing it from going wrong ahead of time if you can
20

22. Case Study – Idea Management
21

23. RD&I how does this fit with
CMMI development and CMMI services?
Inovative
Ideas Inovation
Inovative
22

24. RDI results
Levels of evaluation
Evaluate RD&I results
Results
RDI • Finantial results;
Innovation process • Competitive advantages;
in Project/Services • Benefits achieved
in Process •Patents, brands, copyright…
in Marketing RDI goals
in Organizational level
RDI projects
Ideas
Individual RDI project
23

25. Part IV
BENEFITS
24

26. Advantages for using CMMI serv
The implementation of processes that are related to maintenance or “very small”
projects where a service philosophy applies better
Services must now follow clear work instructions (and not a project management
methodology)
-The creation of a culture of service where the solutions that are built are intended
for customers with expectations and needs in terms of service levels
This internal awareness provides a better focus on the usability aspects and
nonfunctional requirements
25

27. Advantages for using CMMI serv
-The importance of a systematic feedback from the services to the development
teams provide insight about the utilization and errors in place (incident, problem and
service level management, measurement and analysis)
―Customers want more attention, more appreciation and more recognition when
making their purchases with you, not less. Customer service quality is simply essential.
Now we have a more clear continuous improvement of our services‖,
Vasco Ferreira – CEO Ambisig
26

28. Advantages to the client
- Services are a continuous source of income (example contract for maintenance)
• a Project has a finishing date and a total cost
• services have ―no end date‖
-To keep clients fidelity the service has to be well structured
• the more efficient the bigger profit you have
=
With Services area more structured -> revenue is higher and more
constant
27

29. Part V
CHALLENGES
28

30. Challenges of Multimodel use
DEV5 + SRV2 + RDI
• Manage the risk level of several model implementations
• Integrate the new models with the existing ones in the organization
• Manage models that cover different areas of the organization
• Distinguish between small improvement and innovation
• Integrate the NP 4457 and CMMI with the existing Ambisig’s quality models
29

31. Success Factors
• Organization strong process framework, definition and culture
• Detailed planning and very strict follow-up
• Strong change management process
• Strong sponsorship and organization involvement
• Tools integration and development in order to fulfill the existing models
• Starting point of current processes and development from there
• External contribution, overall expertise, dedication and apolitical
30

32. Parte VI
CONCLUSIONS
31

33. Conclusions for
of this multimodel combination
Users of CMMI dev … by using CMMI serv:
Companies that already have processes in place in line with CMMI for Development
have the cost for this new direction greatly reduced - specially for CMMI SRV
ML2
Adding NP4457 innovation model allows us to go to a new level services and
products innovation – allowing the company to reinvent it self in order to survive and
compete in turbulent times, always knowing their RD&I ROI 32

34. Conclusions
• Benefits adding Services :
• Services became more clear and accountable
• More sources of income (new services arise)
• Customer recognizes easier the added value of services
• The company started to value more services itself, structuring then to help
keeping client “fidelity”
• The more efficient services, the higher is the profit
• Service culture can improve: company, the service department, the relation with
clients … as well as the income/profit
• Benefits from adding Innovation models:
• Continuous Innovation is the final throttle to speed up innovation
– Guaranty continuous innovation Independently of where you are in the
organization …
– … one of the most important thing is to build a cultural of organization
wide focused on innovation ($)
33

35. Results
• CMMI brought improvements on the cost, schedule and quality areas
• NP 4457 introduced a process to search and introduce innovation – all
across the organization
• The implementation of multimodel improved knowledge share in the
organization – and growth in maturity/capacity
• The tools have been improved and brought improvements on the
productivity of the organization
34

36. Results of Multimodel
• CMMI brought improvements on the cost, schedule and quality areas
• NP 4457 introduced a process to search and introduce innovation – all
across the organization
• The implementation of multimodel improved knowledge share in the
organization – and growth in maturity/capacity
• The tools have been improved and brought improvements on the
productivity of the organization
35

37. General Conclusions
• It is highly recommended that your organization moves into multimodel
implementation approach, if you have the needed resources .
• The implementation of these models makes innovation better and deeply treated
by using a ideas and innovation management processes - both services and
development.
• Time and effort spent in multimodel implementation is smaller if made
gradually on different areas
• Ambisig moved deeper in the process improvement road with CMMI level 5
for development and CMMI level 2 for services, with a new vision on innovative
process implementation (NP4457).
• The effort spent by both Ambisig and Strongstep is now paying off both
internally and externally – new projects, more revenue and helping
internationalization (Example: European Space Agency)
36

38. Some of Strongstep references
from Portugal, USA, India, Angola and Mozambique
37

39. Contact
Strongstep - Innovation in software quality
Web: www.strongstep.pt
Pedro Castro Henriques: pedroch@strongstep.pt
Margarida Gonçalves: margarida.goncalves@strongstep.pt
Mobile: + 351 91 952 44 50
Telefone: + 351 22 030 15 85
AMBISIG, SA
Web: www.ambisig.pt
Silvia Rodrigues: srodrigues@ambisig.pt
Mobile: +351919242067
Phone: +351213920950
38