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HIGH MATURITY GUIDED BY
BUSINESS DRIVERS
Hanan Elnouby Ahmed Elsheikh
Director of QA and PI, GET Senior Quality Consultant, SECC
May 2015
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CONTENT
1. ABOUT GET GROUP
2. GET GROUP GOVERNMENT REFERENCES
3. GET GROUP BUSINESS DRIVERS
4. PI AND CHRONIC PAIN AREAS
5. GET GROUP PI OBJECTIVES 2007-2015
6. GET GROUP PI JOURNEY
7. GET GROUP JOURNEY TOWARDS HIGH MATURITY
8. HM EXPECTED IMPACT ON BUSINESS
9. SECC IS OUR PI PARTNER
10. CONCLUSIONS
11. OUR OFFICES
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ABOUT GET GROUP
GET Group was founded in 1987 by late Hassan Jamal. The CEO Maysoon Jamal took over the leadership in 2005.
Today, GET Group’s 300+ employees are covering five continents around the world with offices in the UAE, Qatar, Saudi Arabia, Egypt, Syria, USA, Canada and China
GET is a leading Passport & ID solutions provider, independent software vendor and systems integrator that provides solutions which are all developed in-house for the government sector and large enterprises
GET’s pioneering solutions, technological expertise, help public sector organizations and private enterprises improve their productivity and customer service
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GET GROUP GOVERNMENT REFERENCES
UAE
Saudi Arabia
Egypt
Qatar
Oman
Syria
Middle East
China
South Korea
Malaysia
Mongolia
Asia Americas
USA
Canada
Dominican Republic
Mexico
Africa
Malawi
Tanzania
Mauritius
Lesotho
Zimbabwe
Morocco
Europe
Netherlands
Ukraine
Belarus
Oceania
New Zealand
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GET GROUP BUSINESS DRIVERS
Increase customer satisfaction
Sustain and improve our position in market
Decrease time to market
Minimize cost and increase profit
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PROCESS IMPROVEMENT AND CHRONIC PAIN AREAS
To have a unified
standards, tools,
guidelines and
procedures
Improve communication
among different teams in
different countries with
different cultures and
technical backgrounds
Enhance the reporting
mechanism to senior
management
Enhance the
management of our
technical assets
Improve skills
development
programs
Minimize turn over
impact
Improve estimation
which will lead to more
accurate pricing
Minimize risks impact
on our projects
Manage effectively our
relation with our
strategic suppliers
Minimize defect
leakage
Comply with the
agreed SLAs
(Internal & External)
Measure and act
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GET GROUP PROCESS IMPROVEMENT OBJECTIVES 2007-2015
CMMI-DEV ML3
(2007-2010)
ITIL & ISO 20k
(2011-2013)
CMMI-DEV ML5 &
Six Sigma
(2014-2015)
Our initial goal was having unified processes,
policies and tools following international
standards
Then we found that we need to have a
unified processes, policies and tools for
Service Management following international
standards
Later ,Our goal developed to be able to
Control and Optimize the performance of
these processes based on our business
needs
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GET GROUP PROCESS IMPROVEMENT JOURNEY
2007 Gap Analysis & QMS 1.0
2008QMS 2.0 QMS 3.0 QMS 4.0
2009QMS 5.0
QMS 6.0
2010CMMI ML3 Certification
QMS 7.0
2011QMS 8.0
2012QMS 9.0 & ITIL implementation
2013CMMI ML3 Certification
SMS 1.0 (ISO 20000)
2014Six Sigma as a preparation for
High Maturity
2015QMS 10.0 (HM) & ISO 27001
preparation (USA Branch)
2016Plan to be certified CMMI ML5
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GET GROUP JOURNEY TOWARDS HIGH MATURITY
2014
Use Six Sigma as the tactical
engine for CMMI L5 HM
2013
Seek high maturity
DefectDensity
TestingEffort
Yield
Planned Improvement % 30 30 50
Actual Improvement % 49 43 95
0102030405060708090
100
PER
CEN
TAG
E
PAIN
Six Sigma Pilot Projects Results 2014
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GET GROUP JOURNEY TOWARDS HIGH MATURITY
Map Six Sigma DAMIC Methodology Vs. CMMI
DEFINE
CMMI LEVEL 2 & 3
MEASURE
CMMI LEVEL 2 & 4
ANALYZE
CMMI LEVEL 2,3,4 & 5
IMPROVE
CMMI LEVEL 3 & 5
CONTROL
CMMI LEVEL 2,3 & 4
**Reference : Best Of Everything – ITIL,CMMI & Six Sigma SEPG 2008,Tampa FL
Areas we are recently working on to
Control and Optimize using HM models:
Effort Variance
Schedule Variance
Defect Density
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HIGH MATURITY EXPECTED IMPACT ON BUSINESS
Organizational Process Performance
More Accurate Estimates
Quantitative Project Management
Problem behaviors are recognized faster,
enabling quick resolution
Organizational innovation and
deployment
The project benefits from improvements found & proven on
other projects
Causal Analysis
The Project fixes the source of defect to
prevent future problems
Produce Better Product
Faster & Cheaper
**Reference : Diane G. Miller ,CDP Northrop Grumman 2008
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SECC IS OUR PROCESS IMPROVEMENT PARTNER
CMMI ML3 Training, Consultation & Appraisal
ITIL Training & Consultation
Agile Vs. CMMI Training
Six Sigma Training & Project implementation
CMMI ML5 Statistical Control Consultation
2007 2015
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YOUR “PAIN” CAN BE MODELED
Certain “Pain Areas” need attention
There are barriers that prevent us from
responding to market challenges and needs
Hence, they need attention
Time to market or (Schedule Variance) is a clear example
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IS THE “CASE” SEVERE?
You need to understand the magnitude of the
“Symptoms”
What are the typical values
(The yesterday’s weather scenario)
What are the maximum limits (may be the worst case scenario)
What are the minimum limits (may be the best case scenario)
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ARE YOU GOING TO “PLAY & WIN” UNDER THIS SYMPTOMES?
Face reality and understand Your:
“Reality” & “Abilities”
And more importantly, the “Gaps”
And finally, how to “Close” these gaps to succeed
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DO NOT WORRY? INTENSIVE CARE IS OPEN…
SECC is ready to “Help” in:
Identifying the pain areas
Determining priorities
And, modeling the pain with techniques
such as “Six Sigma” and “Statistical Process Control” to achieve “CMMI Higher Maturity” levels
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CONCLUSIONS
MULTI-MODELS ADD VALUE
Our experience shows that integration of multiple framework & techniques provides great value
CMMI Dev. (SW Dev. Framework)
ISO 20000 (ITSM Standards)
ISO 27001 (Information Security
Standards)
ITIL
(ITSM Framework)
Six Sigma (Problem Solving
approach)
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CONCLUSIONS
AUTOMATION & TOOLS COUNT
Our experience shows that automation provides sustainability & control
LYNCcommunication
Minitab
statistical
tool
Enterprise
project
management
SharePoint
Team
Foundation
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CONCLUSIONS
TRAIN CHAMPIONS COUNTS
CMMI Introduction
Six Sigma Green Belt
ITIL
Risk Management
Project Management
Program Management
Testing Automation
QMS Training for all
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CONCLUSIONS
PROCESS IMPROVEMENT COUNTS
Our Experience shows that Process Improvement is a strategic challenge
Continuous improvement requires an organization to have a high level of confidence in
itself, and the willingness to inspire individuals to be fearless and less conservative
You should know that not every attempt will be a winner, the large number of attempts
will result in plenty of successes
If you are not going ahead, then you are falling back
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GET Egypt
El Boustan Street, Area No.12
Sheraton22 - Heliopolis, Cairo, Egypt
T: +20 2691074
Global Enterprise Technologies
Office No.3, West Bay
Salam Tower
P.O. Box: 3629, Doha, Qatar
T: +974 4 4440174
T: +974 4 4440175
G.E.T. KSA Inc.
GET Saudi Trading (L.L.C)
Al Houshel Center
Olaya Area, Riyadh, KSA
G.E.T. Canada Inc.
2425 Matheson Blvd E
(7th floor)
Mississauga, ON L4W 5K4
T: +1 (781) 890-6700
Global Enterprise Technologies Corp.
2200 Pennsylvania Ave NW
Washington DC, 20037, USA
T: +1 (202) 507 5858
Global Enterprise Technologies Corp.
230 Third Avenue
Waltham, MA 02451, USA
T: +1 (781) 890-6700
Headquarters
GET Group Holdings Ltd.
EFT Building (South Tower)
Dubai International Financial Centre
Dubai, UAE, P.O. Box: 95703
T: +971 4 3888778
IT Solutions Business Unit
GET Group
EFT Building (South Tower)
Dubai International Financial Centre
Dubai, UAE, P.O. Box: 95703
T: +971 4 3888778
Passport & ID Business Unit
GET International FZCO
Warehouse K19,20
Dubai Airport Free Zone (DAFZA)
Dubai, UAE, P.O. Box: 95703
T: +971 4 2990686
GET International FZCO Beijing
Representative Office
Room 2329/2332, 23/F
Taikang Financial Tower, 38,
East Third Ring Road, Chaoyang
District
Beijing 100026, China
T: +86 10 5682 6726
F: +86 10 5682 6727
OUR OFFICES
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THANK YOU
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