This presentation will discuss strategies for transitioning to the CMMI for Services constellation. The target audience is organizations that have already seen success with the CMMI for Development model, and are looking for tips on how to reduce the time and cost of adding Services. Because many development contracts have associated services (such as maintenance or operations), it is important for contractors to demonstrate their services capabilities. Successful strategies used by Northrop Grumman in adopting the CMMI-SVC model will be shared.

1. Strategies for Transitioning to CMMI-SVC CMMI Technology Conference and User Group 16-19 November 2009 Rick Hefner, Ph.D. Northrop Grumman Corporation [email_address]

8. Which Improvement Approach: Staged or Continuous? Project Management Process Management Service Establishment and Delivery Support ML5 Organizational Innovation and Deployment (OID) Causal Analysis and Resolution (CAR) ML4 Quantitative Project Management (QPM) Organizational Process Performance (OPP) ML3 Integrated Project Management (IPM) Risk Management (RSKM) Capacity and Availability Management (CAM) Service Continuity (SCON) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Organizational Training (OT) Incident Resolution and Prevention (IRP) Service System Transition (SST) Strategic Service Management (STSM) Service System Development (SSD) Decision Analysis and Resolution (DAR) ML2 Requirements Management (REQM) Project Planning (PP) Project Monitoring and Control (PMC) Supplier Agreement Management (SAM) Service Delivery (SD) Configuration Management (CM) Process and Product Quality Assurance (PPQA) Measurement and Analysis (MA)

9. A Staged Improvement Approach Reflects the Typical Order Needed for Sustained Performance Each ML stage builds on the practices below it Project Management Process Management Service Establishment and Delivery Support ML5 Organizational Innovation and Deployment (OID) Causal Analysis and Resolution (CAR) ML4 Quantitative Project Management (QPM) Organizational Process Performance (OPP) ML3 Integrated Project Management (IPM) Risk Management (RSKM) Capacity and Availability Management (CAM) Service Continuity (SCON) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Organizational Training (OT) Incident Resolution and Prevention (IRP) Service System Transition (SST) Strategic Service Management (STSM) Service System Development (SSD) Decision Analysis and Resolution (DAR) ML2 Requirements Management (REQM) Project Planning (PP) Project Monitoring and Control (PMC) Supplier Agreement Management (SAM) Service Delivery (SD) Configuration Management (CM) Process and Product Quality Assurance (PPQA) Measurement and Analysis (MA)

10. A Project Or Organization Might Explore Potential Value of the Service Process Areas First Process areas unique to this model Project Management Process Management Service Establishment and Delivery Support ML5 Organizational Innovation and Deployment (OID) Causal Analysis and Resolution (CAR) ML4 Quantitative Project Management (QPM) Organizational Process Performance (OPP) ML3 Integrated Project Management (IPM) Risk Management (RSKM) Capacity and Availability Management (CAM) Service Continuity (SCON) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Organizational Training (OT) Incident Resolution and Prevention (IRP) Service System Transition (SST) Strategic Service Management (STSM) Service System Development (SSD) Decision Analysis and Resolution (DAR) ML2 Requirements Management (REQM) Project Planning (PP) Project Monitoring and Control (PMC) Supplier Agreement Management (SAM) Service Delivery (SD) Configuration Management (CM) Process and Product Quality Assurance (PPQA) Measurement and Analysis (MA)

12. Is it Easy to Understand the Practices or the Work Products? Focusing on identifying/creating the necessary work products may help adopters to better understand the model’s expectations

14. A Possible Focus: Key Process Areas for Service Management