CMMI meets ITIL. Dr. Ute Streubel

Transcription

1 CMMI meets ITIL Dr. Ute Streubel KUGLER MAAG CIE GmbH Leibnizstr. 11, Kornwestheim / Stuttgart, Germany Phone / Fax +49 (0) / 229 ute.streubel@kuglermaag.com Stuttgart June 2008

2 KUGLER MAAG CIE - Basic Facts The Company Founded in 2004, today a team of more than 60, average age 44, acknowledged experts in their fields Focused on Process Improvement Expertise in CMMI, SPICE / ISO 15504, Functional Safety / IEC 61508, Project / Quality / Requirements Management, High Maturity, Change Management, Industries Automotive Industry, Financial Services, ICT, Health, Telco, Railways, Customers Global players, culturally diverse, operating in Europe, North America and Japan Partners & Networks Lero MBtech Page CMMI meets ITIL, Version A, Dr. Ute Streubel

3 KUGLER MAAG CIE - Services Improvement Services Managing change for the purpose of lasting quality and productivity improvement Evaluating performance improvement potential Process Application Off-the-shelf processes tailored for an accelerated and sustained process performance improvement Project Rescue services Operative process execution Change Engine Services Organizational change control Agile process management Strategy implementation Appraisal Services Improvement Readiness Check Improvement Health Check CMMI appraisals ISO/IEC SPICE assessments Tailored supplier evaluations Knowledge Services Training and qualification of practitioners, EPGs, quality groups, assessors, management, and executive management Qualifying for customers or 3rd party assessments Page CMMI meets ITIL, Version A, Dr. Ute Streubel

4 KUGLER MAAG CIE - Customers DAIMLER Page CMMI meets ITIL, Version A, Dr. Ute Streubel

5 Contents The Challenge ITIL and CMMI a Comparison 3 Scenarios Conclusion and Outlook Page CMMI meets ITIL, Version A, Dr. Ute Streubel

6 The Challenge expansion / new customers new products intense cost pressure governance & compliance requirements A Changing Business World new competitors market restructuring / M&A Change the Business is becoming more and more important => requiring support from IT Page CMMI meets ITIL, Version A, Dr. Ute Streubel Source: ABN AMRO / Bankentechnologie 2008

7 One possible Answer: CMMI-DEV and CMMI-ACQ CMMI-DEV managing development processes Target group: Development common process areas CMMI-ACQ managing development processes Target group: Acquisition Mastering complexity, fast product cycles, repeatable, comparable, maturity levels, reducing risks, common language... Page CMMI meets ITIL, Version A, Dr. Ute Streubel

8 CMMI-DEV Areas of Application Organisation CMMI-DEV Support DEV V Project Page CMMI meets ITIL, Version A, Dr. Ute Streubel

9 Benefits of CMMI CMMI offers a network of processes and best practices for development processes which have proven their worth in international industrial settings offers orientation/guidelines for process improvement activities offers a structured improvement programs contains methods and structures to assess development processes allows an objective evaluation of the current situation offers the opportunity of a comparison with one s competitors offers the opportunity to make use of the application experiences of others offers a common language Page CMMI meets ITIL, Version A, Dr. Ute Streubel

10 The other Challenge: to run the Business more efficiently today tomorrow Effort 1) for Change-the- Business und Run-the- Business: Effort 1) for Change-the- Business und Run-the- Business: Changethe-Business Runthe-Business Runthe-Business Changethe-Business Page CMMI meets ITIL, Version A, Dr. Ute Streubel 1) IT Effort/Budget, example

11 One possible Answer: CMMI-SVC and/or ITIL? Security Management Financial Management Change Management ITIL CMMI- SVC Process Management Project Management Requirements Management PPQA Development Support and Engineering Change Management Target group: Operations Service Design or Establishment Service Operation or Delivery Service Transition Configuration Management Capacity and Availability Service Continuity Measurement and Analysis Supplier Agreement Management Target group: Development and Operations Page CMMI meets ITIL, Version A, Dr. Ute Streubel

12 The family of process models around CMMI contains not only development, but also acquisition and services Benefits: Synergy between development, service provision, acquisition CMMI-SVC Managing internal and external services Target group: Service providers v Vv V CMMI-DEV Managing development processes Target group: Development CMMI-ACQ Managing acquisition processes Target group: Acquisition 16 common process areas Page CMMI meets ITIL, Version A, Dr. Ute Streubel Note: CMMI for Services will be available 2008

13 CMMI-DEV und ITIL Areas of Application V v CMMI-DEV Support Organisation Organisation VOPERATION DEV / SERVICE Project ITIL Page CMMI meets ITIL, Version A, Dr. Ute Streubel

14 CMMI-DEV, ITIL and CMMI-SVC Areas of Application V v CMMI-DEV Support Organisation vdev Project Organisation VOPERATION / SERVICE ITIL CMMI-SVC v Page CMMI meets ITIL, Version A, Dr. Ute Streubel

15 Contents The Challenge ITIL and CMMI a Comparison 3 Scenarios Conclusion and Outlook Page CMMI meets ITIL, Version A, Dr. Ute Streubel

16 CMMI meets ITIL - the Scope of the Talk practical experiences CMMI-DEV (-ACQ) ITIL V2 ISO considering CMMI-SVC (0.5) ITIL V3 low-level organisations <= Level 3 Page CMMI meets ITIL, Version A, Dr. Ute Streubel

17 Mapping ITIL V2 and CMMI-SVC (only service-specific PAs) ITIL CMMI-SVC Capacity Management Availability Management Change Management IT Service Continuity Mgmt Incident Management Service Desk Service Level Management Problem Management Configuration Management Release Management Financial Management Security Management Supplier Management v Organizational Service Management (OSM) Capacity and Availability Management (CAM) Requirements Management (REQM)SVC Service Continuity (SCON) Incident and Request Management (IRM) Service Delivery (SD) Service System Development (SSD) Service Transition (ST) Problem Management (PRM) Configuration Management (CM) Supplier Agreement M. v Page CMMI meets ITIL, Version A, Dr. Ute Streubel

18 Open Questions when Mapping CMMI-SVC and ITIL Release Management in ITIL refers to Service Transition in CMMI-SVC? Changes in ITIL refer to Changes or Requests in CMMI? Financial Management is (partly) addressed in Service Delivery and Business Relationship in Stakeholder Management?.. Mapping is a complicated thing Page CMMI meets ITIL, Version A, Dr. Ute Streubel

19 Mapping ITIL V2 - in accordance with ISO and CMMI-SVC (GPs and organisational PAs) ISO CMMI (-SVC) 3.1 Management responsibility 3.2 Documentation requirements 3.3 Competence, awareness and training 4.1 Plan 4.3 Monitor, measuring and reviewing 4.4 Continual improvement v GP 2.1, GP 2.2, GP 2.4,GP 3.1 GP 2.6 (in parts), CM GP 2.3, GP 2.4, GP 2.5, OT GP 2.1, GP 3.1, OPD GP 2.8, GP 2.9, MA GP 3.2 OPF v Page CMMI meets ITIL, Version A, Dr. Ute Streubel

20 CMMI-SVC v Core PAs Configuration Management (CM) amp Project Monitoring and Control (PMC) amp Decision Analysis and Resolution (DAR) DEV Project Planning (PP) amp Integrated Project Management (IPM) DEV Process and Product Quality Assurance (PPQA) amp Measurement and Analysis (MA) DEV Requirements Management (REQM) SVC Organizational Process Definition (OPD) DEV Risk Management (RSKM) amp Organizational Process Focus (OPF) DEV Organizational Training (OT) DEV Supplier Agreement Management (SAM) amp Page CMMI meets ITIL, Version A, Dr. Ute Streubel

21 CMMI-SVC Assessing the Suitability of CMMI-SVC in Development and Operations v Cons ideal in development (effective) addresses all kinds of services, not only IT strength in supplier management capability and maturity in different stages comparable relates to organisations proven improvement approach more strategic strength in project management to deliver in time, quality and budget not ideal with regards to efficiency security is missing finance management weak architecture only addressed indirectly not so detailed with regards to service delivery draft not as common in Europe as ITIL no suggestions for KPIs Pros Page CMMI meets ITIL, Version A, Dr. Ute Streubel

22 ITIL Assessing the Suitability of ITIL in Development and Operations v Cons greater focus on efficiency aspects strength in operations offers suggestions for KPIs very common in Europe and therefore suited for better communication supports IT operations planning IT operations services are more transparent, easier to assess more detailed regarding service delivery considers aspects of financial management considers security management only suitable for IT-related organisations capability and maturity of people certification of people not of processes and organisations no maturity levels for processes and organisations more suitable for IT operations, not for development Pros Page CMMI meets ITIL, Version A, Dr. Ute Streubel

23 Positioning CMMI-SVC and ITIL in IT Companies External Orientation Internal Orientation V3 & ISO ITIL CMMI-SVC CMMI Efficiency Effectiveness Page CMMI meets ITIL, Version A, Dr. Ute Streubel Strategic Contribution Source: Johannson, Goeken: Referenzmodelle für IT-Governance

24 Contents The Challenge ITIL and CMMI a Comparison 3 Scenarios Conclusion and Outlook Page CMMI meets ITIL, Version A, Dr. Ute Streubel

25 3 Scenarios: How to use and combine the models to achieve added value Company 1 Company 2 Company 3 IT development department and internal data center and internal service desk practicing CMMI practicing ITIL value proposition: customer intimacy IT development department and external data center and external service desk practicing CMMI value proposition: customer intimacy Consulting company ISO 9001 certified customer intimacy and product leadership Page CMMI meets ITIL, Version A, Dr. Ute Streubel

26 Company 1: IT Development + IT Operations Proposal for the best Use of the Models CMMI-DEV Support Organisation DEV V Project Organisation OPERATION / SERVICE ITIL CMMI-SVC Page CMMI meets ITIL, Version A, Dr. Ute Streubel

27 Company 1: IT Development + IT Operations Proposal for the best Use of the Models V v Overall Organisation QM is ISO 9001 certified EPG for all processes with process owners and process managers (CMMI) PPQA for all processes (CMMI) ITIL security process for all departments (ITIL) Change management (ITIL) leading process Architectural management Skills and resources management Development Generic goals and specific practices for all processes CMMI-DEV (engineering) instead of SSD CMMI-SVC amplified Maintenance in accordance with CMMI-DEV Goal: level 3 staged (CMMI) Operations All ITIL processes in service desk and data center Release management combined with project management (ITIL within CMMI) CMDB (ITIL with asset management) KPI and Scorecards from ITIL ISO certification Page CMMI meets ITIL, Version A, Dr. Ute Streubel

28 Problems of Company 1 combining a CMMI constellation with ITIL V v EPG CMMI - all ITIL IT-Development Department: Problems with IM, PM, Change Management Competence problems between project leader and product services manager KPI is / KPIs are merciless... Challenges: Professional (IT) Organisation Challenges: IT-Operations Department: Unfamiliar roles and responsibilities of process owner and process manager GG, GP, SG, SP are new Problems with PPQA Page CMMI meets ITIL, Version A, Dr. Ute Streubel

29 Special Handling of some Topics required when combining CMMI and ITIL V v Change Management Release Management Development and Operation Configuration Management IT Architecture Maintenance Page CMMI meets ITIL, Version A, Dr. Ute Streubel

30 3 Scenarios: How to use and combine the models to achieve added value Company 1 Company 2 Company 3 IT development department and internal data center and internal service desk practicing CMMI practicing ITIL value proposition: customer intimacy IT development department and external data center and external service desk practicing CMMI value proposition: customer intimacy Consulting company ISO 9001 certified customer intimacy and product leadership Page CMMI meets ITIL, Version A, Dr. Ute Streubel

31 Company 2: IT-Development Proposal for the best Use of the Models CMMI-DEV Support Organisation DEV V Project Organisation OPERATION / SERVICE CMMI-SVC Page CMMI meets ITIL, Version A, Dr. Ute Streubel

32 Company 2: IT-Development Proposal for the best Use of the Model V v CMMI-ACQ or SAM for supplier management ITIL security management CMMI-DEV (engineering) instead of Service System Development CMMI-SVC amplified Maintenance in accordance with CMMI-DEV CMMI-SVC with Problem Management, Capacity Availability Management, Incident and Request Management, Service Continuity Management for own services (tool infrastructure) Goal: level 3 staged (CMMI) Architectural management Skills and resources management Financial management KPI Development Page CMMI meets ITIL, Version A, Dr. Ute Streubel

33 Company 1 and 2 could use CMMI-SVC only without ITIL history of their own and of the supplier Recommendation v CMMI-SVC and CMMI-DEV are suitable for service development It is practicable to use CMMI-SVC for service desk and service delivery Each development section needs access to shared services (in accordance with CMMI-SVC or ITIL) CMMI-SVC without ITIL? Page CMMI meets ITIL, Version A, Dr. Ute Streubel

34 3 Scenarios: How to use and combine the models to achieve added value Company 1 Company 2 Company 3 IT development department and internal data center and internal service desk practicing CMMI practicing ITIL value proposition: customer intimacy IT development department and external data center and external service desk practicing CMMI value proposition: customer intimacy Consulting company ISO 9001 certified customer intimacy and product leadership Page CMMI meets ITIL, Version A, Dr. Ute Streubel

35 Company 3: Consulting Company Proposal for the best Use of the Models v Support Organisation vdev Organisation OPERATION / SERVICE Project CMMI-SVC Page CMMI meets ITIL, Version A, Dr. Ute Streubel

36 Company 3: Consulting Company Proposal for the best Use of the Models v Organisation QM ISO 9001 certified EPG for all processes (CMMI) Process owners and process managers PPQA for all processes (CMMI) BSI catalogue (Bundesamt Sicherheit Informationstechnik) Service: Development Transition Delivery Services for the customer are e.g. knowledge services, appraisal services, improvement services, IRM, PM OSM, SSD, ST, SD CM CAM, SCON for own processes like Sales (CRM), mailing, accounting, resourcing Internal goal: level 3 staged ITIL? CMMI-SVC Page CMMI meets ITIL, Version A, Dr. Ute Streubel

37 Contents The Challenge ITIL and CMMI a Comparison 3 Scenarios Conclusion and Outlook Page CMMI meets ITIL, Version A, Dr. Ute Streubel

38 CMMI needs CMMI-SVC, and ITIL needs CMMI v CMMI provides ITIL: Easily manageable break-down of processes in process areas, goals and practices Evaluation in stages of process capability and/or organisational capability Proven approach to set up the infrastructure for assessments/appraisals for improvements CMMI provides ITIL / ISO conformity Page CMMI meets ITIL, Version A, Dr. Ute Streubel

39 CMMI needs CMMI-SVC v CMMI-SVC: Describes and models the change-over to production Extensive consideration is given to the operability of services in the engineering and support processes Operations are supported by further PAs Combines the benefits of CMMI for operations as well CMMI-SVC refers the complete life cycle of a service and is also applicable outside IT Page CMMI meets ITIL, Version A, Dr. Ute Streubel

40 Outlook What s next Enterprises also need: People skills and resources management Support for strategy Architecture management Portfolio management Risk management for the entire business Future architecture Security management REF: Resilience Engineering Framework Page CMMI meets ITIL, Version A, Dr. Ute Streubel

41 Back-up Page CMMI meets ITIL, Version A, Dr. Ute Streubel

42 The family of process models around CMMI contains not only development, but also acquisition and services Benefits: Synergy between development, service provision, acquisition CMMI-SVC Managing internal and external services Target group: Service providers v Vv V CMMI-DEV Managing development processes Target group: Development CMMI-ACQ Managing acquisition processes Target group: Acquisition 16 common process areas Page CMMI meets ITIL, Version A, Dr. Ute Streubel Note: CMMI for Services will be available 2008

43 Process Area (PA) Category Maturity Level SGs SPs Capacity and Availability Management (CAM) Project Management Causal Analysis and Resolution (CAR) DEV Support Configuration Management (CM) amp Support Decision Analysis and Resolution (DAR) DEV Support Integrated Project Management (IPM) DEV Project Management Incident and Request Management (IRM) Service Establishment and Delivery Measurement and Analysis (MA) DEV Support Organizational Innovation and Deployment (OID) DEV Process Management Organizational Process Definition (OPD) DEV Process Management Organizational Process Focus (OPF) DEV Process Management Organizational Process Performance (OPP) DEV Process Management Organizational Service Management (OSM) Process Management Organizational Training (OT) DEV Process Management Project Monitoring and Control (PMC) amp Project Management Project Planning (PP) amp Project Management Process and Product Quality Assurance (PPQA) amp Support Problem Management (PRM) Support Quantitative Project Management (QPM) DEV Project Management Requirements Management (REQM) SVC Project Management Risk Management (RSKM) amp Project Management Supplier Agreement Management (SAM) amp Project Management Service Continuity (SCON) Project Management Service Delivery (SD) Service Establishment and Delivery Service System Development (SSD) Service Establishment and Delivery Service Transition (ST) Service Establishment and Delivery SVC = as DEV, but with additional goal & practices DEV = as in CMMI for Development V1.2 AMP = as DEV, but amplified Page CMMI meets ITIL, Version A, Dr. Ute Streubel

44 CERT Enterprise Resilience stands for the competence and capacity of an organisation to continuously adapt to a changing risk environment CERT is currently developing a model in this context (REF = Resilience Engineering Framework) CERT is located at the SEI (Software Engineering Institute of Carnegie Mellon University) An important partner cooperating with CERT is the FSTC (Financial Services Technology Consortium) - cf. Source: Cert is a registered trademark and service mark of Carnegie Mellon University Page CMMI meets ITIL, Version A, Dr. Ute Streubel