CMMI ML5 Multimodel in a Portuguese company by Pedro Castro Henriques, Margarida Gonçalves and Silvia Rodrigues CMMI Portugal 2012 6 July 2012

1. Portugal
CMMI in a Portuguese
Multimodel company
Advantages and
Disavantages
Pedro Castro Henriques
Senior Consultant
Strongstep
Silvia Rodrigues
Director
Ambisig
2012-07-06, Coimbra

2. Agenda
1. Introduction
2. Needs
3. Benefits
4. Challenges
5. Conclusions
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3. ABOUT Case Study - 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
.
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4. Portugal
• Part I
Introduction

5. 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 ,
while keeping transversal innovation mechanisms.
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6. 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.
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7. CMMI DEV5 Context
Process Performance Objectives • Define desired performance based on
Business objectives
Process Performance Baselines • Measure current performance
• Select sub-processes that help to achieve
Sub Process
the objectives
Alternatives
Process Perform.
• Predict performance and outcomes
Models
Sub Process • Control sub-processes critical to
Control achieving the objectives
Causal Analysis • Investigate anomalies found in analyses
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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
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9. The Innovation Context
Model (NP 4457) - Types of Innovation
Product (and services) • Marketing
– Taking to the market new or – Implementation of new marketing
significantly improved methodologies involving
products or services significant improvements on
design, product, packaging,
pricing, distribution or promotion.
– Includes significant technical
changes, components,
materials, software or user – Improvements implementation with
interfaces the objective of increasing sales,
improve market satisfaction or
open new markets.
– Service innovation may include
improvements on how the
service is provided, new
functionalities or new services
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10. The Innovation Context
Model (NP 4457) - Types of Innovation
Organization – Process
– Implementation of new business
methods, work planning or external – Implementation of new or
relationships significantly improved
– Implementation of new methods to processes. They can be
organize routine activities or work construction, logistics or
development distribution.
– Implementation of new methods to
distribute responsibilities and – This activity also includes the
decision taking development of new or
– Implementation of new concepts of significantly improved activities
relating with other organizations, new to support the processes (e.g.IT
ways of collaborating or relating systems, accounting systems)
with suppliers
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11. 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
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12. The NP 4457 model and OPP
• NP 4457 is a more broad model in terms of knowledge
covering also with 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
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13. Portugal
• Part II
NEEDS

14. 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
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15. 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
?
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16. 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
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17. Ambisig continuous evolution History
2008 2009 2010 2011 2012
1S 2S 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
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18. 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
usually start as an innovation project.
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19. 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
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20. Case Study – Idea Management
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21. RD&I how does this fit with
CMMI development and CMMI
services?
Innovative
Ideas Innovation
Inovative
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22. RDI results
Levels of evaluation
Results
Innovation
RDI Evaluate RD&I results
process
in Project/Services
in Process • Finantial results;
in Marketing RDI goals
• Competitive advantages;
in Organizational level • Benefits achieved
•Patents, brands,
RDI projects copyright
Ideas
Individual RDI project
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23. Portugal
• Part III
Benefits

24. 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
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25. 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
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26. 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
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27. Portugal
• Part IV
Challenges

28. Challenges of Multimodel use
DEV5 + SRV2 + RDI
• Manage the risk level of both 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
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29. 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 develop from
there
• External contribution, overall expertise, dedication and
apolitical
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30. Portugal
• Parte V
Conclusions

31. 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
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32. Conclusions for
of this multimodel combination
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 ($)
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33. Results of Multiprocess
• 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
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34. 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)
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35. Thank you!
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
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