Organizations. by Paul Boca Hornbill Technologies Andrew Brettle - Lamri V1.1

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Organizations. by Paul Boca Hornbill Technologies Andrew Brettle - Lamri V1.1"

Transcription

1 CMMI: A Guide for Small Organizations CMMI made Practical 2012 by Paul Boca Hornbill Technologies Andrew Brettle - Lamri V1.1

2 Agenda Hornbill Technologies The Hornbill CMMI Journey What Worked? What Didn t Work? Lessons Learned Next Steps Conclusions

3 Hornbill Produces IT Service Management software ITIL v3 compliant Pink Verification achieved for 11 processes Client software Windows 7 certified Company established in 1995 Global customer base 600+ customers Various different verticals Used for Olympic Games

4 Hornbill Technologies Produces the Supportworks ESP platform Regular software releases (maintenance and feature) Technology driven company Employees all techies es Research and Development activities New features New products New technologies

5 Hornbill Technologies And now trust.hornbill.net

6 Hornbill Technologies Organisation 25 Employees (but multiple hats) Hornbill Technologies 1 x Chief Technical Officer 1 x Architect Quality Engineering Platform Infrastructure Application Incubation 1 x Manager 3 x Quality Engineer 1 x Technical Author 1 x Manager 14 x Developer 2 x System Engineer 1 x Application Engineer

7 Why CMMI? Quality Improve quality throughout the product lifecycle Improve quality through process improvement Scalability to Enterprise Class Improvement Process for improving the process Popularity Industry recognised

8 The Hornbill CMMI Journey

9 The Hornbill CMMI Journey Decide where you re going Which organisational units? Continuous or staged? DEV, SVC or ACQ or a combo? When do you want to arrive? Where are you starting from? Some process Some relevant process Some good process Is it being used? The Baseline Appraisal Need accurate co-ordinates to know where to start Right size the improvement effort Prioritise improvement effort Provide focus for improvement effort

10 The Hornbill CMMI Journey Early 2010 Decide on CMMI-DEV Objective set as Maturity Level 2 by December 2010 February 2010 Engage Lamri to undertake SCAMPI C Baseline Appraisal Results are very red 4 practices satisfied with 121 to fix

11 The Hornbill CMMI Journey Initial Approach Two senior managers address the findings Every 3 months updated process would be reviewed by a lead appraiser Became known as the CMMI by a thousand cuts period. Outcome Slow progress Lack of an overall process improvement plan. Lack of an understanding of how to apply the model Difficulty in judging the balance between satisfying the model and a pragmatic solution. Resources lack of bandwidth s CMM M DEV ML2 Clo osed Practice Initial Approach Jan 2010 Jan 2011 Closed Practices 19 Target ML2 Practices

12 The Hornbill CMMI Journey Lamri PEP Approach Engaged Lamri consultant t for 3 months Lamri PEP (Process Establishment Process) implemented Improvement plan implemented with target t gap closure dates Assurance of evidence Weekly disciplined drumbeat reporting against targets Coaching & Mentoring support Outcome Rapid progress Expert and experienced help in understanding the model High focus on gap closure CMMI Wednesdays initiated! Sponsor fully engaged losed Practice es CMM M DEV ML2 Cl Lamri Engaged Jan 2010 Jan 2011 Closed Practices Target ML2 Practices 111

13 The Hornbill CMMI Journey Final Approach The Final Approach 140 Two senior managers continue to address gaps Lamri Process Healthchecks 111 every 3 months 100 Outcome Slow progress on some key practices 40 Slow institutionalisation of the processes 20 4 Achieve CMMI-DEV Maturity Level 2 s CMM M DEV ML2 Clo osed Practice Jan 2010 Jan 2011 Jan 201 Closed Practices Target ML2 Practices 87

14 The Hornbill CMMI Journey Come in Houston. I think we achieved CMMI Maturity Level 2

15 What Worked?

16 Process Development Short focused disciplined improvements (The process establishment process) Process governance was very responsive as few people involved in decision making Process ownership and functional roles well aligned

17 Regular Checks SCAMPI B s Dry run for SCAMPI A. Ready or Not? Quarterly Healthchecks External scrutiny of process assets Checking to see whether we are adhering to our processes Pinpoint problems early and establish a plan to fix them

18 Effort and Cost Tracking effort through a simple timesheet system (excel based) Timesheet data used to produce Resource Plan Project budgets vs actual provided better visibility for Project budgets vs actual provided better visibility for the CFO and deeper engagement

19 Facilitating Change Able to roll out process changes to the entire team very quickly Team size was small, so training was easier to roll out Two approaches taken: Assemble everyone in a room for an hour and train them Send training material by to be reviewed by the team

20 Communication An easy way to collaborate with the entire team Requirements, functional specs, test results all uploaded Review comments added to the talk pages Wikis already institutionalized within Hornbill

21 What didn t work

22 What Didn t Work Some of the processes are quite waterfall-centric Some processes are a little heavyweight Processes are very manual and therefore not scalable (with limited resources) Wiki good for developing a process but not ideal for Wiki good for developing a process but not ideal for running and maintaining processes

23 Cost of CMMI

24 External Consultancy Intensive period of consultancy from Lamri 45 days in total Engagement involved Coaching on CMMI Managing the closure of gaps Help with producing artefacts Two Managers from Hornbill Technologies developed the processes Approximately 1-2 days full time effort during the consultancy

25 SCAMPIs SCAMPI C The initial baseline (3 days) SCAMPI B dry run 1 week (2 Consultants and 2 HTL Managers) SCAMPI A the final appraisal 2 weeks (2 Consultants, 2 HTL Managers) Borrowed Mr NoteTaker for 1 week

26 Maintenance of CMMI ML2 Healthchecks 3 days Lamri Consulting per Quarter Maintenance/Improvements/Simplifications 1 day per week

27 Benefits of CMMI

28 Improved Fewer defects Quality

29 Professionalism On the Supplier Management Process: It made me feel more professional Gerry Sweeney, CTO HTL

30 Selected Comments from the SCAMPI A Improvements in the last 12 Months Finding more problems before they happen Calmness observed towards approaching-deadline Documentation and review has revealed many issues All documents in Wiki, so more transparency Continuous Reporting People have realised the importance of sequence; Requirements, Functional Spec

31 Greater Visibility Resource Plan Budget Monthly Utilisation reported to CFO for tracking CTO i i f h f h d CTO gains accurate picture of the state of the product and project

32 Enterprise Level Software Hornbill now has a presence on Gartner s Magic Quadrant Niche player Great achievement for an SME Hornbill s commitment to CMMI is one of the professional attributes that puts it in the company of giants such as HP, BMC, IBM and CA

33 Lessons Learned

34 Lessons Learned Before CMMI ML2

35 Lessons Learned If you think you understand CMMI, you probably don t

36 Lessons Learned Do not underestimate the effort required to achieve CMMI Maturity Level 2

37 Lessons Learned Maturity Level 2 is more than just documenting your processes

38 Lessons Learned Don t be afraid to ask for expert help

39 Lessons Learned Don t just try to get a tick in the box

40 Lessons Learned Some people will oppose change, failing to see the value of CMMI

41 Lessons Learned Involve your sponsor as much as possible

42 Lessons Learned Don t ask your team to do something you wouldn t be prepared to do yourself

43 Lessons Learned Things always take longer than you expect

44 Lessons Learned Put measures in place to make sure that you do not regress

45 Lessons Learned

46 Lessons Learned Before CMMI ML2 After CMMI ML2

47 Lessons Learned Don t take your eye off Don t take your eye off the ball

48 Lessons Learned Planning is central to everything Planning

49 Lessons Learned Do not gold-plate your processes CMMI

50 Lessons Learned If I Had More Time, I Would Have Written You a Shorter Letter process

51 Lessons Learned Process Healthchecks will keep you on the straight and narrow

52 Lessons Learned Do not underestimate the effort required ed to maintain CMMI ML2

53 Lessons Learned Do not be afraid to change your processes to be more Agile

54 Next Steps

55 From Waterfall to Agile Development processes used for the projects scoped for CMMI is Waterfall We want to move to a more Agile way of working (SCRUM in particular) This requires changing our current processes, simplifying them and adapting them to be Agile-friendly Process Simplification is key Initially we will focus on adapting PP and PMC Then align the other 5 CMMI ML2 processes to a more Agile way of working

56 ISO and ISO in preparation for Cloud Services ISO is the next target Looking at the possibility of achieving i ISO via CMMI for Services One additional process area (Service Delivery) to cover in addition to the 7 already covered by CMMI ML2

57 Beyond CMMI ML2 Perhaps, but it s not on our Process Improvement roadmap at the moment. We have enough challenges to deal with

58 Conclusions

59 Conclusions Hornbill Technologies achieved CMMI ML2 it took a while, but the slog was worth it We now have a foundation on which to build and improve Challenges ahead around transitioning to Agile Would I do things differently if I could start all over again?

60 Conclusions Hornbill Technologies achieved CMMI ML2 it took a while, but the slog was worth it We now have a foundation on which to build and improve Challenges ahead around transitioning to Agile Would I do things differently if I could start all over again?

61 Conclusions Think about the future direction of the project Automate from the outset Keep things simple

62 Q&A

CMMI and Agile our experience revealed

CMMI and Agile our experience revealed CMMI and Agile our experience revealed CMMI made Practical 2012 by Gerry Sweeney V1.1 Overview About Hornbill What we do Hornbill and CMMI CMMI and SCRUM Are they compatible? Final thoughts SEI Proprietary;

More information

The Compelling Case For CMMI-SVC: CMMI-SVC, ITIL & ISO20000 demystified

The Compelling Case For CMMI-SVC: CMMI-SVC, ITIL & ISO20000 demystified The Compelling Case For CMMI-SVC: CMMI-SVC, ITIL & ISO20000 demystified T: 01748 821824 E: marketing@lamri.com Agenda What is CMMI-SVC? How Does CMMI-SVC Relate to Existing Models? CMMI-SVC and ISO 20000

More information

Agenda. CMMI, ITIL & ISO 20000 A Mutually Supportive Relationship

Agenda. CMMI, ITIL & ISO 20000 A Mutually Supportive Relationship CMMI, ITIL & ISO 20000 A Mutually Supportive Relationship Kieran Doyle T: +441748 821824 M: +447971222160 E: kieran.doyle@lamri.com Agenda CMMI-SVC and ISO 20000 CMMI-SVC and ITIL The Mutual Relationship

More information

Capability Maturity Model Integration (CMMI SM ) Fundamentals

Capability Maturity Model Integration (CMMI SM ) Fundamentals Capability Maturity Model Integration (CMMI SM ) Fundamentals Capability Maturity Model Integration and CMMI are are service marks of Carnegie Mellon University 2008, GRafP Technologies inc. 1 What is

More information

Global trends in Process improvement

Global trends in Process improvement Global trends in Process improvement SEPG North America, Oct 2013 Agenda Changing business environment Top 7 trends in Process improvement Case Studies Summary 2 The Business environment around us is changing

More information

The ITSM Journey. Value. Chaos. Patrick Bolger. Chief Evangelist Hornbill Service Management

The ITSM Journey. Value. Chaos. Patrick Bolger. Chief Evangelist Hornbill Service Management The ITSM Journey Chaos Value Patrick Bolger Chief Evangelist Hornbill Service Management Agenda ITIL the realities of adoption Greatest barriers to improving ITSM The ITSM journey Reactive to proactive

More information

Business Excellence and ROI based process maturity

Business Excellence and ROI based process maturity Business Excellence and ROI based process maturity SPEG North America 2014 KK Raman, KPMG 6th of May 2014 2014 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms

More information

Using the Agile Methodology to Mitigate the Risks of Highly Adaptive Projects

Using the Agile Methodology to Mitigate the Risks of Highly Adaptive Projects Transdyne Corporation CMMI Implementations in Small & Medium Organizations Using the Agile Methodology to Mitigate the Risks of Highly Adaptive Projects Dana Roberson Quality Software Engineer NNSA Service

More information

CMMI for Development Introduction & Implementation Roadmap

CMMI for Development Introduction & Implementation Roadmap www.businessbeam.com CMMI for Development Introduction & Implementation Roadmap Business Beam (Pvt.) Limited Today 1 About CMMI for Development 2 Implementation Roadmap 3 CMMI & Business Beam 2 About CMMI

More information

WHITE PAPER IT SERVICE MANAGEMENT IT SERVICE DESIGN 101

WHITE PAPER IT SERVICE MANAGEMENT IT SERVICE DESIGN 101 WHITE PAPER IT SERVICE MANAGEMENT IT SERVICE DESIGN 101 Prepared by: Phillip Bailey, Service Management Consultant Steve Ingall, Head of Service Management Consultancy 60 Lombard Street London EC3V 9EA

More information

AGILE BUSINESS SERVICES. Guiding and supporting your business. at any stage of your agile journey

AGILE BUSINESS SERVICES. Guiding and supporting your business. at any stage of your agile journey AGILE BUSINESS SERVICES Guiding and supporting your business at any stage of your agile journey SOGETI AGILE SERVICES Overcoming barriers to agile success Agile methods are being adopted by a wide range

More information

Scrum and CMMI Level 5: The Magic Potion for Code Warriors

Scrum and CMMI Level 5: The Magic Potion for Code Warriors Scrum and CMMI Level 5: The Magic Potion for Code Warriors Jeff Sutherland, Ph.D. Patientkeeper Inc. jeff.sutherland@computer.org Carsten Ruseng Jakobsen Systematic Software Engineering crj@systematic.dk

More information

Future of CMM and Quality Improvement. Roy Ko Hong Kong Productivity Council

Future of CMM and Quality Improvement. Roy Ko Hong Kong Productivity Council Future of CMM and Quality Improvement Roy Ko Hong Kong Productivity Council 1 Agenda Future Development of CMMI CMMI and Small Organizations CMMI and Agile Development Good Enough Quality CMMI and Other

More information

Application Outsourcing: The management challenge

Application Outsourcing: The management challenge White Paper Application Outsourcing: The management challenge Embedding software quality management for mutual benefit Many large organizations that rely on mainframe applications outsource the management

More information

An introduction to the benefits of Application Lifecycle Management

An introduction to the benefits of Application Lifecycle Management An introduction to the benefits of Application Lifecycle Management IKAN ALM increases team productivity, improves application quality, lowers the costs and speeds up the time-to-market of the entire application

More information

Opening Event Devops and Engineering Best Practices. 25th November UPTEC

Opening Event Devops and Engineering Best Practices. 25th November UPTEC Opening Event Devops and Engineering Best Practices 25th November UPTEC Opening Event Devops and Engineering Best Practices Development of Industrial Computer Vision Systems in the context of CMMI Maturity

More information

San Francisco Chapter. Cassius Downs Network Edge LLC

San Francisco Chapter. Cassius Downs Network Edge LLC Cassius Downs Network Edge LLC ITIL History ITIL Books V3 Objectives Business Benefits of V3 V3 Changes Training & Certification V2 or V3? Summary 2 The 12 Rules 1. EXERCISE Rule #1: Exercise boosts brain

More information

Creating a project management office (PMO)

Creating a project management office (PMO) Executive summary The project management was initially developed to define and maintain standards for project management in the organisation. In many organisations, the PMO has developed a strategic role

More information

Water-Scrum-Fall Agile Reality for Large Organisations. By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com

Water-Scrum-Fall Agile Reality for Large Organisations. By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com Water-Scrum-Fall Agile Reality for Large Organisations By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com Interests and Experience Leading Change and Transformation in Large, Complex organisations

More information

Applying Agile Techniques to Process Development: Lessons Learned

Applying Agile Techniques to Process Development: Lessons Learned Your Catalyst to Enhanced Awareness Process Technology Results Applying Agile Techniques to Process Development: Lessons Learned Nelson Perez March 25 & April 22, 2008 Topics (Agile Development) Defined

More information

Distributed and Outsourced Software Engineering. The CMMI Model. Peter Kolb. Software Engineering

Distributed and Outsourced Software Engineering. The CMMI Model. Peter Kolb. Software Engineering Distributed and Outsourced Software Engineering The CMMI Model Peter Kolb Software Engineering SEI Trademarks and Service Marks SM CMM Integration SCAMPI are service marks of Carnegie Mellon University

More information

FUJITSU Transformational Application Managed Services

FUJITSU Transformational Application Managed Services FUJITSU Application Managed Services Going digital What does it mean for Applications Management? Most public and private sector enterprises recognize that going digital will drive business agility and

More information

Collaborating for Quality in Agile Application Development From Beginning to End

Collaborating for Quality in Agile Application Development From Beginning to End Collaborating for Quality in Agile Application Development From Beginning to End + 1 Agenda Application Development Challenges Meeting the Challenge in the Enterprise End-to-End HP/CollabNet Solution Agile

More information

RTI Software Development Methodology and CMMI

RTI Software Development Methodology and CMMI RTI Software Development Methodology and CMMI Presented at International Field Directors & Technologies Conference Karen M. Davis Vice President, Research Computing Division May 20, 2008 3040 Cornwallis

More information

White Paper Software Quality Management

White Paper Software Quality Management White Paper What is it and how can it be achieved? Successfully driving business value from software quality management is imperative for many large organizations today. Historically, many Quality Assurance

More information

Best of Everything ITIL, CMMI & Lean Six Sigma

Best of Everything ITIL, CMMI & Lean Six Sigma Best of Everything ITIL, CMMI & Lean Six Sigma SEPG 2008, Tampa FL March 2008 What will be covered? Key Issues / Problem Statement Understanding individual frameworks / methodologies Comparison of approaches

More information

Software Development Life Cycle Models - Process Models. Week 2, Session 1

Software Development Life Cycle Models - Process Models. Week 2, Session 1 Software Development Life Cycle Models - Process Models Week 2, Session 1 PROCESS MODELS Many life cycle models have been proposed } Traditional Models (plan-driven) } Classical waterfall model } Iterative

More information

Blue Fire Thames Court 1 Victoria Street Windsor SL4 1YB enquiries@bluefire-uk.com www.bluefire-uk.com

Blue Fire Thames Court 1 Victoria Street Windsor SL4 1YB enquiries@bluefire-uk.com www.bluefire-uk.com Blue Fire Thames Court 1 Victoria Street Windsor SL4 1YB enquiries@bluefire-uk.com www.bluefire-uk.com 1 1. Service Description Blue Fire is a Digital and IT Practice focused on supplying individuals and

More information

white paper Measure. Manage. Improve: Unlocking the Business Value of Software Development Optimization

white paper Measure. Manage. Improve: Unlocking the Business Value of Software Development Optimization white paper Measure. Manage. Improve: Unlocking the Business Value of Software Development Optimization EXECUTIVE SUMMARY In 2011 the Standish Group s CHAOS Manifesto showed that 37% of software projects

More information

LUXOFT ADVANTAGES. International Quality Standards

LUXOFT ADVANTAGES. International Quality Standards CMMI LUXOFT ADVANTAGES International Quality Standards CMMI CIS s first SEI CMM/CMMI level 5 assessment in 2003, Europe s first SEI CMMI v1.2 Level 5 assessment in 2007 ISO annual confirmation of ISO 9001:2008

More information

Organizations that are standardizing today are enjoying lower management costs, better uptime. INTRODUCTION

Organizations that are standardizing today are enjoying lower management costs, better uptime. INTRODUCTION WHITEPAPER STANDARDIZED OPERATING ENVIRONMENTS FOR I.T. EFFICIENCY Boost productivity, increase uptime, and enhance business agility by standardizing your IT environment INTRODUCTION Organizations that

More information

Optimizing Organizational Measurement and Analysis ROI for Small Diverse Projects. Susanna Schwab July 2007

Optimizing Organizational Measurement and Analysis ROI for Small Diverse Projects. Susanna Schwab July 2007 Optimizing Organizational Measurement and Analysis ROI for Small Diverse Projects Susanna Schwab July 2007 Introduction EITS Measurement Program Objective: Define and deploy an integrated cost effective

More information

g-cloud Service Description

g-cloud Service Description g-cloud Service Description System Design 4230 Triad Group Plc Huxley House, Weyside Park Catteshall Lane, Godalming, GU7 1XE t: +44 (0)1908 278450 w: www.triad.co.uk e: damien.heffernan@triad.co.uk Triad

More information

CMMI 100 Success Secrets

CMMI 100 Success Secrets CMMI 100 Success Secrets Capability Maturity Model Integration 100 Success Secrets - 100 Most Asked Questions: The Missing CMMI-DEV, CMMI-ACQ Project Management and Process Guide Lance Batten CMMI 100

More information

What is Application Lifecycle Management? At lower costs Get a 30% return on investment guaranteed and save 15% on development costs

What is Application Lifecycle Management? At lower costs Get a 30% return on investment guaranteed and save 15% on development costs What is Application Lifecycle Management? Increase productivity Stop wasting your time doing things manually by automating every step in your project s Life Cycle At lower costs Get a 30% return on investment

More information

Family Evaluation Framework overview & introduction

Family Evaluation Framework overview & introduction A Family Evaluation Framework overview & introduction P B Frank van der Linden O Partner: Philips Medical Systems Veenpluis 4-6 5684 PC Best, the Netherlands Date: 29 August, 2005 Number: PH-0503-01 Version:

More information

Digital Marketplace Service Description Microsoft Business Intelligence / Data Analytics, design and implementation

Digital Marketplace Service Description Microsoft Business Intelligence / Data Analytics, design and implementation Digital Marketplace Service Description Microsoft Business Intelligence / Data Analytics, design and implementation 8 th October 2015 Triad Group Plc Huxley House, Weyside Park Catteshall Lane, Godalming,

More information

Balancing the Hybrid Development Process. The role of the Business Analyst

Balancing the Hybrid Development Process. The role of the Business Analyst The role of the Business Analyst This document is intended as a guide only. Readers are advised that before acting on any matter arising from this document, they should consult FINNZ. 2013 FINNZ Limited.

More information

Are waterfall and agile project management techniques mutually exclusive? by Eve Mitchell, PwC. 22 MARCH 2012 www.pmtoday.co.uk

Are waterfall and agile project management techniques mutually exclusive? by Eve Mitchell, PwC. 22 MARCH 2012 www.pmtoday.co.uk Are waterfall and agile project management techniques mutually exclusive? by Eve Mitchell, PwC 22 MARCH 2012 www.pmtoday.co.uk Projects need to be managed to be successful Change is a ubiquitous feature

More information

Integrating Scrum with the Process Framework at Yahoo! Europe

Integrating Scrum with the Process Framework at Yahoo! Europe Integrating Scrum with the Process Framework at Yahoo! Europe Karl Scotland Yahoo! Europe kjscotland@yahoo.co.uk Alexandre Boutin Yahoo! International alexandre.boutin@yahoo-inc.com Abstract Large enterprise

More information

Software Development Lifecycle. Steve Macbeth Group Program Manager Search Technology Center Microsoft Research Asia

Software Development Lifecycle. Steve Macbeth Group Program Manager Search Technology Center Microsoft Research Asia Software Development Lifecycle Steve Macbeth Group Program Manager Search Technology Center Microsoft Research Asia About Me Currently manage a team of 10 Program Managers at Microsoft Research Asia Over

More information

Agile-Enabled High Maturity

Agile-Enabled High Maturity Agile-Enabled High Maturity SEPG NORTH AMERICA 2013 Richard Swensen Process Improvement Director Sean Cohan Technical Director CMMI Level 5 ISO 9001 ISO/IEC 20000-1 ISO/IEC 27001 Serving Our Customers

More information

Selecting a project management methodology

Selecting a project management methodology VICTORIAN GOVERNMENT CIO COUNCIL Project Management Selecting a project management methodology Guideline This guideline provides advice for selecting and tailoring a project management methodology. Keywords:

More information

Comparing Scrum And CMMI

Comparing Scrum And CMMI Comparing Scrum And CMMI How Can They Work Together Neil Potter The Process Group help@processgroup.com 1 Agenda Definition of Scrum Agile Principles Definition of CMMI Similarities and Differences CMMI

More information

Identity Governance and Administration Catalyst for compliance, efficiency and strategy. Lessons learned from Danish IGA Study 2015

Identity Governance and Administration Catalyst for compliance, efficiency and strategy. Lessons learned from Danish IGA Study 2015 Identity Governance and Administration Catalyst for compliance, efficiency and strategy Lessons learned from Danish IGA Study 2015 Identity and Access Management the analysis Increased Security Increased

More information

Integrating CMMI & ITIL: An Outsourcing Success Story. Joanne Kopcho Capgemini, Outsourcing Services

Integrating CMMI & ITIL: An Outsourcing Success Story. Joanne Kopcho Capgemini, Outsourcing Services Integrating CMMI & ITIL: An Outsourcing Success Story Joanne Kopcho Capgemini, Outsourcing Services Overview This presentation describes our success story implementing both CMMI and ITIL at an IT outsourcing

More information

Measuring the benefits of verification. Jan Jaap Cannegieter. SYSQA B.V. Almere

Measuring the benefits of verification. Jan Jaap Cannegieter. SYSQA B.V. Almere Measuring the benefits of verification Jan Jaap Cannegieter SYSQA B.V. Almere Almere Quality Assurance in ICT / 1 Agenda Measuring the benefits of SPI Reasons for implementing reviews / inspections Measuring

More information

Interpretation and lesson learned from High Maturity Implementation of CMMI-SVC

Interpretation and lesson learned from High Maturity Implementation of CMMI-SVC Interpretation and lesson learned from High Maturity Implementation of CMMI-SVC Agenda and Topics Opening Recap High Maturity Process Areas Main Questions for High Maturity Process Improvement Pilot Lessoned

More information

POSITION SPECIFICATION ENTERPRISE ARCHITECT UK&I

POSITION SPECIFICATION ENTERPRISE ARCHITECT UK&I POSITION SPECIFICATION ENTERPRISE ARCHITECT UK&I THE POSITION The Enterprise Architect will be supporting the Experian Consumer Services UK&I Architecture functions and processes. The Enterprise Architect

More information

Leveraging Agile and CMMI for better Business Benefits Presented at HYDSPIN Mid-year Conference 2014 28-Jun-2014

Leveraging Agile and CMMI for better Business Benefits Presented at HYDSPIN Mid-year Conference 2014 28-Jun-2014 Leveraging Agile and CMMI for better Business Benefits Presented at HYDSPIN Mid-year Conference 2014 28-Jun-2014 Outline 2 Context Key Business Imperatives Agile Adoption and CMMI Roadmap CMMI+Agile Best

More information

Testing in an Agile Environment

Testing in an Agile Environment Testing in an Agile Environment Marie Walsh mariewalsh@anztb.org http://www.linkedin.com/in/mariewalsh In this presentation, Marie will share her experiences working in agile teams across multiple projects

More information

SITA Service Management Strategy Implementation. Presented by: SITA Service Management Centre

SITA Service Management Strategy Implementation. Presented by: SITA Service Management Centre SITA Service Management Strategy Implementation Presented by: SITA Service Management Centre Contents What is a Service? What is Service Management? SITA Service Management Strategy Methodology Service

More information

by Heather Oppenheimer and Steve Baldassano

by Heather Oppenheimer and Steve Baldassano Switching Tracks: Finding the Right Way to Get to Maturity Level 2 by Heather Oppenheimer and Steve Baldassano When your customer contract requires that your software development process must be CMMI Level

More information

Sustainable Software Development in Agile and CMMI: Apply Lessons Learned today

Sustainable Software Development in Agile and CMMI: Apply Lessons Learned today Sustainable Software Development in Agile and CMMI: Apply Lessons Learned today 2009 What is the CMMI Level 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Initial Focus Continuous Process

More information

CMMI KEY PROCESS AREAS

CMMI KEY PROCESS AREAS CMMI KEY PROCESS AREAS http://www.tutorialspoint.com/cmmi/cmmi-process-areas.htm Copyright tutorialspoint.com A Process Area is a cluster of related practices in an area that, when implemented collectively,

More information

Scrum and CMMI Level 5: The Magic Potion for Code Warriors

Scrum and CMMI Level 5: The Magic Potion for Code Warriors Scrum and CMMI Level 5: The Magic Potion for Code Warriors Jeff Sutherland, Ph.D. Patientkeeper Inc. jeff.sutherland@computer.org Carsten Ruseng Jakobsen Systematic Software Engineering crj@systematic.dk

More information

Master Data Management Architecture

Master Data Management Architecture Master Data Management Architecture Version Draft 1.0 TRIM file number - Short description Relevant to Authority Responsible officer Responsible office Date introduced April 2012 Date(s) modified Describes

More information

Rapidly Defining a Lean CMMI Maturity Level 3 Process

Rapidly Defining a Lean CMMI Maturity Level 3 Process Rapidly Defining a Lean CMMI Maturity Level 3 Process Zia Tufail, zia@hp.com, 301.233.4228 Julie Kellum, Julie.Kellum@hp.com, 404.731. 52.63 Tim Olson-QIC, Tim.Olson@qic-inc.com, 760.804.1405 2004 Hewlett-Packard

More information

How to measure the ROI of SPI as early as possible

How to measure the ROI of SPI as early as possible How to measure the ROI of SPI as early as possible Jan Jaap Cannegieter Vice President SYSQA B.V. Almere Quality Assurance in ICT / 1 Agenda Measuring the benefits of SPI Reasons for implementing reviews

More information

G-Cloud Service Definition. Atos Data Quality Audit SCS

G-Cloud Service Definition. Atos Data Quality Audit SCS G-Cloud Service Definition Atos Data Quality Audit SCS Atos Data Quality Audit SCS As organisations increasingly utilise a hybrid of Legacy and Cloud based technology platforms, it becomes increasingly

More information

SESSION 709 Wednesday, November 4, 9:00am - 10:00am Track: Strategic View

SESSION 709 Wednesday, November 4, 9:00am - 10:00am Track: Strategic View SESSION 709 Wednesday, November 4, 9:00am - 10:00am Track: Strategic View The Business of IT Provisioning Bill Irvine Transformation Strategist, Accelerate Innovation, VMware billirvine@comcast.net Session

More information

Your Software Quality is Our Business. INDEPENDENT VERIFICATION AND VALIDATION (IV&V) WHITE PAPER Prepared by Adnet, Inc.

Your Software Quality is Our Business. INDEPENDENT VERIFICATION AND VALIDATION (IV&V) WHITE PAPER Prepared by Adnet, Inc. INDEPENDENT VERIFICATION AND VALIDATION (IV&V) WHITE PAPER Prepared by Adnet, Inc. February 2013 1 Executive Summary Adnet is pleased to provide this white paper, describing our approach to performing

More information

Microsoft IT Data Management Maturity

Microsoft IT Data Management Maturity Microsoft IT Data Management Maturity Data to match the business velocity and accelerate the organization s evolution towards Real-Time Enterprise! Luisa Recalcati Enterprise Architect 9/4/2013 Agenda

More information

Between Trapezes: Maintaining Fidelity While Switching Midstream from a CMMI-Driven Waterfall to an Enterprise Lean/Agile Transformation

Between Trapezes: Maintaining Fidelity While Switching Midstream from a CMMI-Driven Waterfall to an Enterprise Lean/Agile Transformation Between Trapezes: Maintaining Fidelity While Switching Midstream from a CMMI-Driven Waterfall to an Enterprise Lean/Agile Transformation SEPG 2013 Chad Haggerty, John Maher, Alok Kumar, Girish Dandekar

More information

Location including building: University wide (Lansdowne Campus/Talbot Campus)

Location including building: University wide (Lansdowne Campus/Talbot Campus) Job Description Post/Job Title: Principal Test Analyst Post holder: Ref: School/Support Service: Group/Section: ITS62 IT Services IT Test Team - Governance Location including building: University wide

More information

Coming up soon: TMMI. What to expect. Jan Jaap Cannegieter Vice President SYSQA

Coming up soon: TMMI. What to expect. Jan Jaap Cannegieter Vice President SYSQA Coming up soon: TMMI What to expect Jan Jaap Cannegieter Vice President SYSQA Almere Quality Assurance in ICT / 1 Agenda The history: TMM Why TMMI What we know in advance TMMI compared to other models

More information

, Head of IT Strategy and Architecture. Application and Integration Strategy

, Head of IT Strategy and Architecture. Application and Integration Strategy IT Strategy and Architecture Application DOCUMENT CONTROL Document Owner Document Author, Head of IT Strategy and Architecture, Enterprise Architect Current Version 1.2 Issue Date 01/03/2013 VERSION CONTROL

More information

The Basics of Scrum An introduction to the framework

The Basics of Scrum An introduction to the framework The Basics of Scrum An introduction to the framework Introduction Scrum, the most widely practiced Agile process, has been successfully used in software development for the last 20 years. While Scrum has

More information

There s More to Software Process Improvement Than CMMI

There s More to Software Process Improvement Than CMMI There s More to Software Process Improvement Than CMMI Ally Gill ALLYGILL.CO.UK ally.gill@btinternet.com Interna'onal Conference on So/ware Quality ICSQ 07 Introduc'on CMMI Limita'ons Process Management

More information

It s All About Process

It s All About Process It s All About Process A White Paper By Gary Guttridge Principal Change Manage IT Ltd. It s All About Process Page 1 of 10 1. INTRODUCTION As long ago as 1931, the distinguished American economist, William

More information

Case Study of CMMI implementation at Bank of Montreal (BMO) Financial Group

Case Study of CMMI implementation at Bank of Montreal (BMO) Financial Group Case Study of CMMI implementation at Bank of Montreal (BMO) Financial Group Background Started in 1817, Bank of Montreal - BMO Financial Group (NYSE, TSX: BMO) is a highly diversified financial services

More information

Axe in the Agile World

Axe in the Agile World Axe in the Agile World WHITE PAPER Executive Summary This paper explains the way in which Axe (Odin s Enterprise Test Automation Platform) allows the automated testing to take place in a range of project

More information

WHITE PAPER: Selecting the right consultancy to support your ITIL initiative. Michael Maley Operations Engineering Practice Director Covestic, Inc.

WHITE PAPER: Selecting the right consultancy to support your ITIL initiative. Michael Maley Operations Engineering Practice Director Covestic, Inc. WHITE PAPER: Selecting the right consultancy to support your ITIL initiative. By: Michael Maley Operations Engineering Practice Director Covestic, Inc. Introduction Many Consultancies claim they have the

More information

Human Resources and Organisational Development. Job No. (Office Use)

Human Resources and Organisational Development. Job No. (Office Use) ROLE PROFILE Human Resources and Organisational Development Role Profile Job Title Head of Business and Technical Architecture Job No. (Office Use) F27 Grade (Office Use) Directorate Transformation and

More information

RUP for Software Development Projects

RUP for Software Development Projects RUP for Software Development Projects George Merguerian www.bmc-online.com 1 Specialists in Global Project Management Brussels Frankfurt Houston Istanbul Milan Ottawa Shanghai Singapore Warsaw Washington

More information

BMC Software s ITSM Solutions: Remedy ITSM & Service Desk Express SOLUTION WHITE PAPER

BMC Software s ITSM Solutions: Remedy ITSM & Service Desk Express SOLUTION WHITE PAPER BMC Software s ITSM Solutions: Remedy ITSM & Service Desk Express SOLUTION WHITE PAPER Table of Contents Introduction................................................... 1»» BMC Remedy Service Desk Overview

More information

Using Rational Software Solutions to Achieve CMMI Level 2

Using Rational Software Solutions to Achieve CMMI Level 2 Copyright Rational Software 2003 http://www.therationaledge.com/content/jan_03/f_cmmi_rr.jsp Using Rational Software Solutions to Achieve CMMI Level 2 by Rolf W. Reitzig Founder, Cognence, Inc. Over the

More information

Hosting services. Managed hosting delivering your applications anywhere, 24x7 Ensuring the right experience, security and availability.

Hosting services. Managed hosting delivering your applications anywhere, 24x7 Ensuring the right experience, security and availability. Claranet services services Managed hosting delivering your applications anywhere, 24x7 Ensuring the right experience, security and availability For more information : claranet.co.uk - twitter.com/claranet

More information

101-301 Guide to Mobile Testing

101-301 Guide to Mobile Testing 101-301 Guide to Mobile Testing Perfecto Mobile & Toronto Association of System and Software Eran Kinsbruner & Joe Larizza 2014 What To Do? Great News Your first Mobile Project has arrived! You have been

More information

Medical Device Agile Systems Development Workshop

Medical Device Agile Systems Development Workshop Medical Device Agile Systems Development Workshop Workshop Summary and Key Outcomes Chris Unger, Ph.D., ESEP GE Healthcare Kelly Weyrauch Agile Quality Systems LLC INCOSE HWG Webinar 24 Mar 2016 Medical

More information

Axios Systems. ITSM Conference 27 May 2008, Moscow. IT Service Management Solutions. www.axiossystems.com

Axios Systems. ITSM Conference 27 May 2008, Moscow. IT Service Management Solutions. www.axiossystems.com Axios Systems TM ITSM Conference 27 May 2008, Moscow Heerco Groenewegen VP International Business Development Russian Federation & CIS www.axiossystems.com Agenda Introduction Axios Update Axios in Russian

More information

Application Lifecycle Management

Application Lifecycle Management Application Lifecycle Management Application Lifecycle Management It is important to ensure that the way applications are delivered meets the needs of the customer as defined in any SLAs. Much of the thrust

More information

Websphere Portal and Lotus Web Content Management adoption and Project best practices at the Royal Bank of Scotland Group

Websphere Portal and Lotus Web Content Management adoption and Project best practices at the Royal Bank of Scotland Group Websphere Portal and Lotus Web Content Management adoption and Project best practices at the Royal Bank of Scotland Group Websphere User Group, 28 th September 2010 Author: Date: Version: Purpose: Simon

More information

ENABLING BUSINESS TRANSFORMATION CSC TESTING AS A SERVICE POWERED BY CA SERVICE VIRTUALIZATION

ENABLING BUSINESS TRANSFORMATION CSC TESTING AS A SERVICE POWERED BY CA SERVICE VIRTUALIZATION ENABLING BUSINESS TRANSFORMATION CSC TESTING AS A SERVICE POWERED BY CA SERVICE VIRTUALIZATION Is It Worth The Risk? August 2012: Knight Capital software bug causes a trading algorithm to lose $10 million

More information

The Transformation of the Payments Industry

The Transformation of the Payments Industry The Transformation of the Payments Industry The payments industry has undergone a radical transformation in a relatively short amount of time. Two decades ago, consumers primarily paid cash for goods and

More information

Maximize the synergies between ITIL and DevOps

Maximize the synergies between ITIL and DevOps BEST PRACTICES WHITE PAPER Maximize the synergies between ITIL and DevOps By Anthony Orr, Director of Service Management, Office of the CTO, BMC Software TABLE OF CONTENTS EXECUTIVE SUMMARY...............................................

More information

Integrating an ITILv3 Service Management Architecture into Business Architectures

Integrating an ITILv3 Service Management Architecture into Business Architectures Integrating an ITILv3 Service Management Architecture into Business Architectures Key Challenges experienced and Lessons Learned Trevor Lea-Cox, 2011 1 Introducing Service Management 2, 2012, 2012 1 ITIL

More information

wibas Team CMMI-ITIL IT Maturity S e r v i c e s

wibas Team CMMI-ITIL IT Maturity S e r v i c e s wibas Team CMMI-ITIL ITIL integrated into CMMI IT Maturity S e r v i c e s 1 CMMI-ITIL Management Summary -2- Copyright 2007 wibas IT Maturity Services GmbH CMMI-ITIL ITIL is a reference model to improve

More information

ENTREPRENEURS TOOLKIT

ENTREPRENEURS TOOLKIT Blueprint for success for entrepreneurial businesses ENTREPRENEURS TOOLKIT SOFTOOLS ENTREPRENEURS TOOLKIT PROVIDES A SUITE OF 8 INTEGRATED APPLICATIONS THAT WILL DRAMATICALLY ACCELERATE THE GROWTH OF ENTREPRENEURIAL

More information

Improving innovation processes. Philips Industry Consulting

Improving innovation processes. Philips Industry Consulting Improving innovation processes Philips Industry Consulting Making innovation 2 Philips Industry Consulting faster, leaner and more effective Bring new products to market faster, at lower cost and with

More information

PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3)

PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3) PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3) 1st February 2006 Version 1.0 1 P3M3 Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value

More information

AN INNOVATIVE SQA SERVICE MATURITY MODEL USING CMMI AND ITIL

AN INNOVATIVE SQA SERVICE MATURITY MODEL USING CMMI AND ITIL AN INNOVATIVE SQA SERVICE MATURITY MODEL USING CMMI AND ITIL Shankar Gurumoorthy Senior Quality Leader, Bangalore, India shankar.gtech@gmail.com ABSTRACT This paper details a maturity model for SQA services

More information

Using Complementary Methodologies for your ITSM Flight February 2013

Using Complementary Methodologies for your ITSM Flight February 2013 Using Complementary Methodologies for your ITSM Flight February 2013 Agenda - Jazz s ITIL Journey A bit about Jazz ITIL at Jazz We started with Six Sigma and Lean Why? How to know which tool to use Examples

More information

Optimising the Business Value of IT

Optimising the Business Value of IT IBM Global Business Services June 2011 Thought Leadership White Paper Optimising the Business Value of IT Businesses can increase embedded value through recognition of cyclical behaviours in IT and making

More information

Nationwide Application Development Center

Nationwide Application Development Center Nationwide Application Development Center Lean Framework, Agile Principles, and CMMI The Path to Agility May 26 th, 2011 About Us Tom Paider Director, IT Applications, Application Development Leader Masters

More information

Quality assurance in an Agile delivery method

Quality assurance in an Agile delivery method Quality assurance in an Agile delivery method Guy Nelson (Quality Manager, Fidelity International) Barbara Roberts (Accredited DSDM Consultant) April 2006 Agenda The Challenges to Quality Assurance CMMi

More information

The National Commission of Audit

The National Commission of Audit CA Technologies submission to The National Commission of Audit November, 2013 Kristen Bresch CA Technologies Executive Summary CA Technologies is pleased to present the National Commission of Audit the

More information

Cloud Computing and Data Center Consolidation

Cloud Computing and Data Center Consolidation Cloud Computing and Data Center Consolidation Charles Onstott, PMP Chief Technology Officer, Enterprise IT Services SAIC Steven Halliwell General Manager for State and Local and Education Sales Amazon

More information

Software Testing Capabilities in BMC BSM Copyright 2011 Vyom Labs Pvt. Ltd.

Software Testing Capabilities in BMC BSM Copyright 2011 Vyom Labs Pvt. Ltd. Software Testing Capabilities in BMC BSM Agenda VyomLabs Testing Practice VyomLabs BMC Testing Assignments/Capabilities BMC Remedy Testing Life Cycle VyomLabs Testing Practice At A Glance People and Skills

More information

Striving for Quality in One IT Landscape

Striving for Quality in One IT Landscape Striving for Quality in One IT Landscape Contribution to EuroSTAR 2011 Wednesday 23 rd November, session W18 By Fabian Scarano 1 Agenda Nets: Merge of 3 companies & subsidiaries Corporate strategy & IT

More information