Leveraging CMMI® - SVC for Service Excellence

1CMMI® - SVC© Rajesh Naik, 2010

Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license

Rajesh NaikFounding Partner

QAI India Limited

®CMMI and CMM are registered trademark of Carnegie Mellon University

CMMI®-SVC for Service ExcellenceMumbai

September 28, 2010

Agenda

• CMMI® -SVC Context

• CMMI® -SVC Framework

• CMMI® -SVC Process Areas

• CMMI® -SVC and ITIL®

• CMMI® -SVC and COPC®

• CMMI® -SVC and CMMI-DEV®

• Questions?

What is CMMI®-SVC

� CMMI®-SVC is a set of best practices that help service organizations

� Design the service

� Deploy and deliver the service

� Manage the service

� Retire and replace the service with a new one

� Has commonalities with other models� Like CMMI®-DEV, ITIL®, eSCM, CobiT etc.

� Usable by any service provider � BPO, IT Infra, Testing, Hotels, Hospitals, Travel, etc.

What is a Service as per CMMI®-SVC

• Services are useful, intangible and typically non-storable

results delivered through the operation of a service system.

• A service is • delivered through a service system

• integrated by combining multiple components

• that satisfies service requirements

• Service system consisting of multiple components � Processes & work products

� Tools & facilities

� Human resources

� Consumable items

Where can CMMI®-SVC be Used?

CMMI® - SVC Structure

5 MaturityLevels

1:Initial

24 ProcessAreas

1:Managed1:ManagedService Delivery

GoalsGoalsSpecific

SpecificPractices

Generic Goals & Practices for

Institutionalization

CMMI®-SVC Maturity Levels

Initial (1)

Managed

Defined (3)

QuantitativelyManaged (4)

Optimizing (5)

Disciplined process

Standard, consistent process

Predictable process

Continual quantitativeprocess improvement

Improvementinstitutionalized

Process is informal, ad hoc and chaotic

Basic Project Management, Support, ServiceEstablishment & Delivery practices areInstitutionalized

Service providers embed tenets ofproject management and Servicesbest practices and institutionalize

Establish quantitative objectives for quality & processes performance management

CMMI®-SVC Process Areas

Organizational Training

Organizational Process Definition

Organizational Process Focus

Organizational Process Performance

Project Monitoring and Control

Project Planning

Requirements Management

Supplier Agreement Management

Capacity and Availability Management

Integrated Project Management

Risk Management

Service Continuity

Quantitative Project Management

Service Delivery

Incident Resolution and Prevention

Service System Development

Service System Transition

Strategic Service Management

Organizational Innovation & Deployment

Configuration Management

Process & Product QA

Measurement & Analysis

Decision Analysis & Resolution

Causal Analysis & Resolution

Service Establishment

& DeliveryProject Management Process Management Support

Process Area Categories

CMMI® - SVC Process Area Categories

Service Establishment & Delivery

Project or Work Management

ProcessManagementSupport

Let us understandthe process areas

and their inter-relationships

To deliver a new (or modified) service,we develop a service delivery system

DEVELOP AND VALIDATE THE SERVICESYSTEM

Collect service system requirements• Identify stakeholders• Collect needs, expectations, constraints• Develop service system requirements

Design and implement service system components• Select solutions• Design the system• Develop the components• Integrate the system

Verify and validate the components and the system• Plan for V & V• Perform verification and validation

Service System Development (SSD)

We systematically transition the new (or modified) service system till it goes “live”

Service System Transition (SST)

DEPLOY THE NEW/ MODIFIED SERVICESYSTEM

Plan and prepare for the transition

Deploy the system to the delivery environment• Systematically deploy as per transition plan• Manage the deployment (fine-tuning)

Once the service system goes “live”, we continue to provide the service

MANAGE SERVICE DELIVERY

Establish service agreement

Ensure preparation for service delivery

Deliver services aligned to agreements

Service Delivery (SD)

RESOLVE AND PREVENT INCIDENTSTHAT IMPACT SERVICE DELIVERY

Records incidents (events that negatively impact service delivery)

Manage immediate corrective actions

Reduce occurrence of selected incident types by addressing causes

Incident Resolution & Prevention (IRP)

In the “live” system we watch out for unwanted problems in delivery,

take immediate and long term actions

Strategic Service Management (STSM)

Periodically, we evaluate strategic needs and plans to establish and maintain

standard services

ALIGN SERVICES WITH STRATEGIC NEEDS &PLANS

Gather and analyze strategic needs

Understand services with respect to strategic needs

Define standard service description, properties and services levels

Strategic Service Management (STSM)

These form the Process Areas of

SSD SST

CMMI®-SVC Process AreasRequirements and changes to

requirements of the service / project aremanaged

MANAGE REQUIRMENTS OF THE PROJECT/ SERVICE

Understand and commit to the requirements

Manage changes to requirements and Maintain alignment

Maintain traceability

Requirements Management (REQM)

Projects and services are planned andmonitored

PLAN AND MONITOR THE PROJECT /SERVICE

Define delivery strategy, lifecycle, and WBS

Estimate work attributes, effort and cost

Establish budgets and schedules

Plan for skills, resources and stakeholders

Obtain commitment to the plan

Monitor actual performance

Review progress

Manage corrective actions

Project or WorkPlanning

(PP or WP)

Project or WorkMonitoring and Control

(PMC or WMC)

Suppliers to the project/ service are managed

Project or WorkPlanning

(PP or WP)

Project or WorkMonitoring and Control

(PMC or WMC)

MANAGE ACQUISITION OF PRODUCTS AND SERVICES FROM SUPPLIERS

Identify and evaluate suppliers

Establish supplier agreements

Monitor supplier agreements

Perform acceptance and integration

Supplier Agreement Management (SAM)

Risks are identified and managed;Service continuity is ensured

Project or Work Planning(PP or WP)

Project or Work Monitoring and Control(PMC or WMC)

Requirements Management (REQM) Supplier Agreement Management (SAM)

MANAGE SERVICE CONTINUITY AND RISKS

Identify essential services and related resources

Prepare for service continuity

Verify and validate continuity plans

Prepare for risk management

Identify and analyze risks

Mitigate risks and prepare contingency plans

Risk Management(RSKM)

Service Continuity(SCON)

CMMI®-SVC Process AreasResources availability is

matched with demand to meet service requirements

PLAN AND PROVIDE RESOURCES TOEFFECTIVELY MEET SERVICE REQUIRMENTS

Estimate demand

Estimate resources requirements

Manage capacity and availability to meetResource requirements

Capacity & Availability Management(CAM)

We now have set up processes related to

Capacity & Availability Management(CAM)

SSD SST

PP or WP PMC or WMC

RSKM SCON

REQM SAM

Process & Product Quality Assurance(PPQA)

Configuration Management(CM)

Measurement & Analysis(M & A)

PROVIDE BASIC SUPPORT TO SERVICE SETUP,SERVICE DELIVERY AND MANAGEMENTSetup measurement systems to provide MIS• Identify objectives• Define measures, data capture, validation &

storage• Collect, analyze and report measurements

MAINTAIN INTEGRITY OF WORK-PRODUCTS• Setup identification, storage and base-lining• Establish baselines• Manage changes to work-products• Verify integrity of baselines

ENSURE PROCESS & PRODUCT COMPLIANCE• Evaluate product and product compliance to

standards and procedures• Track non-compliances to closure

MIS, configuration management and quality assurance are established

to support service delivery & management

Decision Analysis & Resolution (DAR)TAKE IMPORTANT DECISIONS IN A SYSTEMATICMANNER

Identify alternatives

Identify evaluation criteria

Involve all stakeholders

Evaluate alternatives based on criteria

Document the decision

Teams take important decisions(technical, managerial) in a systematic

manner

We now have set up processes to

service delivery and management

Support

Decision Analysis & Resolution (DAR)

SSD SST

PP or WP PMC or WMC

RSKM SCON

REQM SAM

CMMI®-SVC Process AreasIn parallel, we set-up organizational

standard processes & training, to reduceduplication of effort in each service

project

SET UP ORGANIZATIONAL PROCESS/ TRAININGSTANDARDS

Identify processes to standardize

Define and rollout processes in a plannedmanner

Create repository of best practices, lessonslearnt

Create standards for work environment

Create and roll-out standardized training

Organizational Process Focus&

Organizational Process Definition(OPF & OPD)

Organizational Training(OT)

CMMI®-SVC Process AreasOnce we have the standard processes,all new projects and services try to adhere

standards, and tailor only wherenecessary

INTERGRATE WORK/ PROJECTWITH STANDARDS

At Service Design & Re-design• Use standard processes• Use standard work environment• Use standard training• Use standard templates• Tailor only when necessary

Plan and monitor projects and services in a consistent manner

Use lessons learnt, risks and continuityplans of others

Do capacity planning as per organizational standards (or a explicitly tailored version)

Manage suppliers consistently

Manage requirements/ changes consistently

Contribute back to the repository for use byothers

Integrated Project or WorkManagement(IPM or IWM)

CMMI®-SVC Process AreasWe have now set up

For use in projects/ services

Integrated Project or WorkManagement(IPM or IWM)

Process Management

IPM or WPM

SSD SST

PP or WP PMC or WMC

RSKM SCON

REQM SAM

• At this stage,• We have standard processes and common training programs

• Service delivery and projects use the standard processes (or explicitly tailored versions)

• Measures are used to monitor service delivery and projects

• Process compliance is ensured

• Large scale, obvious process improvements are carried out

• The processes are now reasonably stable, and there are

measures available to refine and improve these processes

in a controlled manner

Organizational ProcessPerformance

OBTAIN A STATISTICAL/ QUANTITATIVEUNDERSTANDING OF THE ORGANIZATIONALPROCESSES

What can one expect from each of theorganizational processes?(Process Performance Baselines)

• What is the expected performance• What is the variability in the performance?

What happens when these processes combine?(Process Performance Models)

• What are the results that can be expectedwhen the processes are combined?

• Can I predict the performance of a service/ engagement based statistical models

We are now ready for doingstatistical and quantitative management of processes

And we also applystatistical and quantitative

management to service delivery

and projects

Quantitative Project or WorkManagement

(QPM or QWM)

STATISTICALLY / QUANTITATIVELYMANAGE THE PROJECT/ WORK

Set out quantitative objectives

Assemble the components of projects or workthat provide confidence in achieving the objectives, using the

• Process Performance Baselines &• Process Performance Models

Identify and select critical processes/ sub-processes for intense control

Control the processes/ sub-processes usingstatistical/ quantitative techniques

Continuously control, predict and re-assemble tomaximize probability of success

Bug Fix – ML4/ ML5 Example

Accept/

RejectQueueQueue

New ticket

Analyze Fix Review

TestRegressionDeliveryClose

Queue Queue

QueueQueueQueue

ProficientNoviceNoviceCant DoAnkit

ExpertProficientProficientNoviceRita

ExpertProficientProficientProficientRohit

ExpertExpertExpertExpertSuzy

……TestReviewFixAnalyze

Optimize: SLA Compliance, Bad Fixes, Idle time, Cost, Pending Queues

Input Data: Expected arrival rate, current sub-process performance baselines

Models: Simulations, based on queuing theory

What-if: We change the rules of task assignment? More tickets are expected?

We get one more person in the team? Suzy takes leave for 2 weeks?

We reduce avg. cycle-time of “regressions” sub-process by 10%?

We approach organizationalprocess improvement withdeep statistical knowledge

of our processes

BASED ON THE UNDERSTANDING OF PROCESS PERFOMANCE

Identify areas/ processes that can impact business goals

Collect, analyze and select incremental and breakthrough proposals

Plan and pilot improvements

Perform organization-wide deployment In a planned manner

Evaluate the actual impact of the actions

Organizational Innovation & Deployment(OID)

We also improveprocesses by doing root-cause

analysis based on defectsand other problems

BASED ON THE UNDERSTANDING OF PROCESS PERFOMANCE

Quantitatively/ statistically understand the impact of various problems

Identify potential problems to be solved

Analyze causes

Propose actions

Evaluate the potential impact of the proposed actions

Implement actions

Evaluate the actual impact of the actions

Causal Analysis & Resolution(CAR)

We have now set up

processes

High-Maturity

Causal Analysis & Resolution(CAR)

Quantitative Project or WorkManagement

(QPM or QWM)

IPM or WPM

CMMI® - SVC Framework

SSD SST

PP or WP PMC or WMC

RSKM SCON

REQM SAM

QPM or QWM

High Maturity

CMMI® - SVC Institutionalization

IPM or WPM

SSD SST

PP or WP PMC or WMC

RSKM SCON

REQM SAM

QPM or QWM

ProcessManagement

Support

INSTITUTIONALIZATION

Policies

Improvement Data

Responsibilities

Higher Management Review

Standard Process

Resources

Training

Control of work-products

Stakeholder Management

Process Monitoring

Compliance Checks

ITIL® and CMMI®-SVC

• If you have already implemented CMMI® -SVC, ITIL®

provides:• Stronger service strategy related practices

• Robust processes for financial management

• Better customer focus

• If you have already implemented ITIL®, CMMI®- SVC

provides:• Stronger / more explicit project management practices

• Guidance on supporting practices related to measurement, QA, formal decision making, organizational training and organizational process management

• High maturity practices for vigorous quantitative and statistical management

• Practices that ensure institutionalization

• CMMI®- SVC Appraisal

ISO 20K certification?

Note: PA’s marked as green may still require effort for “transition” to SVC Framework

ITIL®, ISO 20K, CMMI®-SVC

COPC-2000® CSP Standard Framework Release 4.1

4.1 Client Satisfaction and Dis-

satisfaction

4.2 End-User Satisfaction and

Dis-satisfaction

4.3 Service and Revenue

Performance

4.4 Quality Performance

4.5 Process-Level Efficiency

4.6 Staff Attrition and

Absenteeism

4.7 Achieving Results

4.G.A Asset Efficiency

4.G.B Cost of Poor Quality

(COPQ)

1.1 Statement of Direction

1.2 Management System

Review

1.G.A Planning and

Reviewing Business

Performance

2.1 Implementing New Products, Services, Programs, Clients and Requirements

2.2 Process Control2.3 Problem Solving Process2.4 Transaction Monitoring2.5 Forecasting, Staffing and

Scheduling2.6 CUIKA2.7 End User Privacy2.G.A Managing Transactions at the

Interval Level2.G.B Managing Key Suppliers2.G.C Process Audits2.G.D Data Security2.G.E Contingency Planning2.G.F Data and Information

Availability and Update

3.1 Defining Jobs,Recruiting andHiring

3.2 Training and Development3.3 Verifying Skills and

Knowledge3.4 Staff Performance

Management3.5 Managing Staff Feedback

1.0 Leadership and Planning

2.0 Processes

3.0 People

4.0 PerformanceDriverDriver

EnablersEnablers

GoalGoal

COPC® and CMMI®-SVC

• If you have already implemented CMMI® -SVC, COPC

provides:• Stronger service strategy related practices

• Better guidance for performance management

• More alignment to the BPO industry and CSPs

• Performance benchmark based certification

CMMI Constellations

CMMI® - SVC / DEV

IPM or WPM

SSD SST

OID/OPM

PP or WP PMC or WMC

RSKM SCON

REQM SAM

QPM or QWM

ProcessManagement

Support

SVC Process Areas Added

RD Removed

TS Removed

PI Removed

VER Removed

VAL Removed

CMMI® - DEV/ SVC Impacts

� You may not be able to include “projects” that do not implement

RD, PI or VAL in DEV appraisals in future

� 60-70% of your “projects” may fit better with the SVC model

� May end up with more SVC appraisals than DEV appraisals

Full Life cycle

Only Testing

Only Coding & Testing

Bug Fixes & Minor Enhancements

Production Support

DocumentationBeta Site Management

DEV SVC

Major Enhancements

Related Issues

� Version 1.3 will be formally released in November 2010 for all three

models (DEV, SVC and ACQ). Appraisals on v1.3 of the models can

start thereafter

� You can continue with appraisals on v1.2 for one year after the

release of v1.3 (i.e, up to October 2011)

� A new version of the appraisal method (SCAMPI v 1.3) will also be

released soon � For some time you can either use SCAMPI v1.2 or SCAMPI v1.3 for

appraisals

� SCAMPI v1.3 expected changes� Removal of the concept of “focus” and “non-focus” projects

� Stricter sampling guidelines for selection of projects for appraisals

� Elimination of distinction between “direct” and “indirect” artifacts

Questions

Rajesh NaikConsulting PartnerQAI India Limited

rajesh.naik@qaiglobal.comor

naik.rajeshnaik@gmail.com

Mobile

+91 9845488767

Website

www.rajeshnaik.com

Also, have a look at the latest “business novel”:

Aligning Ferret: How an Organization MeetsExtraordinary Challenges

By Swapna Kishore & Rajesh Naik

Website: http://www.postscript-impressions.com

Thank You!

More resources on the subject are available from the creator of this presentation at:

http://www.rajeshnaik.com

This work is released under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license. This means you can use it for non-commercial purposes so long as you include the copyright line “© Rajesh Naik, 2010". If you create derivative works using this work, they should also be made available under a similar license. For further information go tohttp://creativecommons.org/licenses/by-nc-sa/3.0/ For uses outside the scope of the license, contact Rajesh Naik at naik.rajeshnaik@gmail.com

Author: Rajesh NaikConsulting Partner

QAI India Limited

rajesh.naik@qaiglobal.com

naik.rajeshnaik@gmail.com

+91 9845488767

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