Geschäftsprozesse mit Enterprise SPICE und ISO verbessern und ihre Reife messen

Transcription

1 Geschäftsprozesse mit Enterprise SPICE und ISO verbessern und ihre Reife messen Dr. Ernest Wallmüller QUALITÄT & INFORMATIK Zürich, München, Wien Dr. E. Wallmüller 1 Qualität & Informatik

2 Qualität & Informatik gegründet 1997 Partner-Netzwerk in D-A-CH Systemische Beratung, OCM Unsere Beratungsgrundsätze Konsequente Kundenorientierung Fokus auf Wertschöpfung Zielorientiertes Handeln Der Mensch steht im Mittelpunkt Teamarbeit bringt Performance Lernprozesse in Kernprozessen Evolution statt Revolution Vertrauenskultur statt Misstrauen Hilfe zur Selbsthilfe & Selbstorganisation Chancen erkennen und umsetzen 2

3 Ernest Wallmüller Ausbildung Doktorat der Informatik an der J. Kepler Universität Linz, Habilitation in Wirtschaftsinformatik - Thema Prozess- und Qualitätsmanagement, Lehrbeauftragter, SQS zert. ISO 9001 Auditor; TPI-Lead Assessor, CMMI-, EFQM-Assessor, ISO u. Automotive SPiCE Competent Assessor, Mitgliedschaft in IEEE, ACM, GI, SGO, SwissICT und Software Test Austria. Beruflicher Werdegang Bewußt den Wandel gestalten! Forschungs- und Entwicklungsprojekte in Software Engineering an ETH Zürich, Manager Software Engineering und Qualitätssicherung in SBG, Berater für ATAG Ernst & Young in der Schweiz, Österreich, Deutschland und England, Principal, Prozess-Coach Bid Prozess, Lieferanten und Businesspartner-Prozesse und Manager des Project Quality Office und Qualitätssysteme der Unisys (Schweiz) AG, Geschäftsführer und Managementberater von Qualität & Informatik, Zürich Mitarbeit am intern. Enterprise SPiCE Projekt (Advisory Board, Reviewer) Arbeitsschwerpunkte Prozess- und Quality Engineering, Projekt- u. Risikomanagement, Assessment und Audit-Services 3

4 Aktuelle Bücher von uns... ISBN ISBN-10: ISBN-13: ISBN-10: ISBN-13: Seiten ISBN-10: ISBN-13:

5 Agenda Why Enterprise SPICE? Process Assessment and Improvement with ISO Structure of the Model First Experiences Q & A ACKNOWLEDGMENTS Linda Ibrahim and Alec Dorling 5

6 Hintergrund: Viele Standards und Modelle? Dr. E. Wallmüller 6 Qualität & Informatik

7 A Possible Solution? Integration and Harmonization We propose that various models, standards, approaches be integrated and harmonized into a single enterprise model Called... Enterprise SPICE the proposed solution as being implemented by the Enterprise SPICE project of the international ISO/IEC (SPICE) community. 7

8 The Enterprise SPICE Project First proposed, SPICE 2006 in Luxembourg Formally launched, SPICE 2007 in Seoul, Korea Project Structure Sponsor: SPICE User Group Advisory Board: governs project 15 members voted in every 2 years International Project Leader Volunteer Participants in various roles (board member, author, assessor, reviewer, ) Over 120 project participants from 31 countries 8

9 Project Phases Enterprise SPICE is being carried out in 3 phases: Phase 1: Initial Release: Development of initial Enterprise SPICE Process Assessment Model (completed) 2008: Draft Process Reference Model (PRM) developed and distributed for international stakeholder review; Over 400 comments received and addressed 2009: Draft Process Assessment Model (PAM) developed and distributed; Over 500 comments received and addressed; Some trial assessments conducted 2010: Initial release published and ready for use Phase 2: Deployment and Usage: Communications, Training, Guidance Documents, Structured Feedback Mechanisms, Partnerships, Assessment Oversight, Interest Groups, Tool Support, (in progress) Phase 3: Subsequent Releases: further enhancements and improvements (as we proceed) 9

10 Scope Sources and References 10

11 ISO/IEC Standard Part 1 Concepts & vocabulary Part 4 Guidance on Using Assessment Results Part 3 Guidance on Performing an Assessment Informative Normative Part 2 Performing an assessment Part 5 An Examplar Process Assessment Model Part 6 (for ISO/IEC An Examplar 12207) Process Assessment Model Part 8 (for ISO/IEC An Examplar 15288) Process Assessment Model (for ISO 20000) Automotive SPICE Enterprise SPICE International requirements for process assessments, process reference models (PRMs), and process assessment models (PAMs) COBIT PAM based on ISO/IEC 12207: Software life cycle processes PAM based on ISO/IEC 15288: System Life Cycle Processes Automotive SPICE a sector-specific PAM used by the automotive industry 11

12 The Assessment Framework 12

13 Capability Levels and Attributes 13

14 Rating 14

15 Current Enterprise SPICE Architecture 29 Processes in 4 Categories Governance/Management processes that set direction and oversee execution of other processes. Life Cycle processes that cover typical life cycle of a product or service. Support processes that contribute to success and quality of all processes. Special Applications provide ways Enterprise SPICE processes might be implemented for a particular application. 15

16 Process Descriptions Each of the 29 Enterprise SPICE processes is described by: Purpose functional objectives of the process Outcomes expected positive results Base Practices activities to be performed to achieve outcomes Relationship Notes* - between and among processes Work Products input and output Mapping* - to the materials used to derive the process description * Note that Relationship Notes and source mapping are additional new constructs in SPICE models 16

17 Sample Process Description Evaluation Process Purpose and Outcomes Process ID: LFC.6 Process Name: Evaluation Process Purpose The purpose of the Evaluation process is to provide confidence that developed and acquired products and services satisfy specified requirements and operational needs. NOTE: The Evaluation process addresses both verification and validation. Process Outcomes As a result of successful implementation of the Evaluation process: 1) The evaluation strategy, requirements, methods, and environment are established to provide an objective basis for determining whether the products and services meet requirements and expected outcomes and can be accepted. 2) Work products of all life cycle phases are evaluated against established needs and requirements. NOTE: This includes work products developed by any process. 3) Evaluations are performed as planned. 4) Analyses are conducted on results of evaluations, and reported to support acceptance or corrective actions and improvement. 17

18 Evaluation Process Description Base Practices (1 of 2) LFC.6.BP1: Develop Evaluation Strategy. Establish and maintain a comprehensive strategy and requirements for evaluating products and services throughout their life cycle. [Outcomes: 1, 2] NOTE 1: The strategy should include product or service acceptance criteria LFC.6.BP2: Develop Evaluation Procedures. Develop the detailed procedures, methods, and processes to be used in evaluating products and services. [Outcome: 1] NOTE 2: There are many methods that can be used for product and service evaluation, such as inspections, analyses, simulations, peer reviews, walkthroughs, testing, prototyping, and operational demonstrations. LFC.6.BP3: Establish and Maintain Evaluation Environment. Establish and maintain the tools, facilities, personnel, documentation, and environment needed to perform planned evaluations. [Outcome: 1] 18

19 Evaluation Process Description Base Practices (2 of 2) LFC.6.BP4: Evaluate Incremental Work Products. Evaluate incremental work products and services. [Outcomes: 2,3] LFC.6.BP5: Verify End-products. Evaluate end-products and services against specified requirements. [Outcomes: 2,3] LFC.6.BP6: Validate End-products. Evaluate the capability of end-products and services to fulfill their intended use in representative operational environments. [Outcomes: 2,3] LFC.6.BP7: Analyze Evaluation Results. Analyze results of evaluations and compare them to the needs and requirements to identify and quantify deficiencies, and recommend corrective and preventive actions. [Outcome: 4] LFC.6.BP8: Report Results. Record and report results of evaluation activities. [Outcome: 4] 19

20 Evaluation Process Description Relationship Notes Relationship Notes NOTE 1: The Evaluation process receives inputs of products and services to be evaluated from all processes. NOTE 2: Validation evaluations are based on needs determined in the Needs process. NOTE 3: Verification evaluations are based on requirements determined in the Requirements process, or the Supplier Agreement Management process. NOTE 4: Corrective and preventive actions resulting from evaluations are taken and monitored by means of the Project Management and Supplier Agreement Management processes. NOTE 5: The practices of Quality Assurance and Management should be coordinated with Evaluation practices to ensure they are complementary. NOTE 6: The Alternatives Analysis process may be useful in determining the evaluation strategy, methods, and tools. NOTE 7: The Measurement and Analysis process may be helpful in analyzing evaluation results. 20

21 Evaluation Process Description Work Products Inputs Established product and service needs [Outcomes: 1, 2] Established product and service requirements [Outcomes: 1, 2] Products and services to be evaluated [Outcomes: 1, 2, 3] Outputs Evaluation strategy [Outcome: 1] Evaluation requirements [Outcome: 1] Evaluation methods [Outcome: 1] Evaluation environment [Outcome: 1] Evaluation criteria [Outcome: 1] Evaluation procedures [Outcome: 1] Evaluation results [Outcomes: 2, 3, 4] Evaluation records [Outcomes: 2, 3] Evaluation analysis results [Outcome: 4] Evaluation reports [Outcomes: 2, 3, 4] Evaluation communication [Outcome: 4] Evaluation recommendations [Outcome: 4] 21

22 Use of Enterprise SPICE and ISO Process in Use Identifies changes to Is subjected to Process Assessment Identifies suitability of Process Design & Improvement leads to may lead to leads to Capability Determination plus Maturity Determination of an Organization (ISO/IEC DTR ) 22

23 How Do you use Assessment results? Usage of Enterprise SPICE for: Internal process improvement: internal assessments to understand process capability for improvement purposes Independent capability determination: external assessments/evaluations of process capability for partner or supplier qualification or general benchmarking Process definition / Modelling: using process information as guidance for defining processes 23

24 First Experiences in Zurich 24

25 Enterprise SPICE wird bei SVOX eingesetzt... In internen Verbesserungsprojekten Unterstützt vom QM-Verantwortlichen bei interneren Audits/Assessments zur Bewertung und Verbesserung der Geschäftsprozesse und des Projektgeschäfts um das Prozesssystem effizienter zu gestalten Page 25 Dr. E. Wallmüller 25 Qualität & Informatik

26 First Experiences with Enterprise SPICE First experiences show that Enterprise SPICE offers a great variety of improvement possibilities It is easy to use in internal audits/assessments via practice checklists Interest of management and process users considerable and large Great potential for improvements of QMS based on ISO

27 Benefits of Enterprise SPICE Single Unified Model: no need to use many separate standards/models Pick and Choose: select areas relevant to the business Authoritative and Robust: from widely recognized standards and sources, with mapping to sources Comprehensive: broad, expanding, range of disciplines Synergized: Reduced Costs: Enhanced Effectiveness: Certification: each source contributes important perspectives for training, improvement, assessment, simultaneous ratings/certification vs. one model via integrated guidance,across the enterprise certification services from accredited bodies 27

28 Useful SPICE Links Ø for downloading the model (free)

29 Courses 1. Enterprise SPICE for Executives/Managers ~ ½ day Overview focused on benefits, costs, and the role of executives and managers in process improvement using Enterprise SPICE 2. Enterprise SPICE Practitioner Training, Understanding & Using ~ 2 days Covers all aspects of understanding and using the model 3. Process Improvement with Enterprise SPICE ~ 2 days Focuses on the process improvement process and the process improvement processes in Enterprise SPICE (e.g., Process Improvement, Enterprise Governance, Project Management, Quality assurance and Management, Measurement and Analysis, and Process Definition) and on using Enterprise SPICE for process improvement addressing especially the information from topic 4 below 4. Internal Assessor for Enterprise SPICE ~ 2 days Describes selected informal assessment methods that can be used with Enterprise SPICE 5. External Assessor course (based on ISO conformant method) ~ 4 ½ days This should include methods for multiple certification vs various Enterprise SPICE source models from a single Enterprise SPICE assessment 29

30 Ernest Wallmüller Mobile Qualität & Informatik Zürich, München & Many Thanks for Your Attention! Wien

31 Q&A 31