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© Copyright 2005 Wipro Ltd Wipro confidential 1
Implementation of PMBOK alongwith CMMI - QCG Experience
Presentation BySharma Sriram & Bansi Mohan Rath
Quality Consulting GroupWipro Technologies
International SEPG Conference 2007Austin, USA
CONFIDENTIAL© Copyright 2005 Wipro Ltd 2Quality consulting group/ Wipro Technologies
Contents
IntroductionList of acronyms used in the presentationBackground to the Process SolutionComparative analysis between PMBOK and CMMIAdvantage of adopting PMBOKChallenges faced and Aspects considered for Process SolutionProcess Solution ApproachOverall Process ArchitectureProcess ArchitectureResults and BenefitsAcknowledgements
CONFIDENTIAL© Copyright 2005 Wipro Ltd 3Quality consulting group/ Wipro Technologies
Wipro Technologies - Facts & Figures
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CONFIDENTIAL© Copyright 2005 Wipro Ltd 4Quality consulting group/ Wipro Technologies
Wipro Quality Consulting GroupA specialist group : Wipro QualityWipro Quality
Consulting Group (QCG)Consulting Group (QCG)
A 150+ member practiceClient base of 60 with over 130+
different assignments being executedtill date
Translates to over million hours ofconsulting experience
Help clients reap the benefits ofdeploying process improvementinitiatives
Quality Consulting - Value add tothe customerFacilitate SPI (Software Process
Improvement) initiatives to align withthe business objectivesImprove client’s project delivery
processBring quick and quantifiable
improvements in all areas of projectperformance
Act as partner in clients SPI initiative
The Wipro quality consultantsFacilitate the building of a shared
visionChart out a detailed road map and set
milestones for achievement of thevision
Deploy the vision along with the clientteam
Add value through their experience,insights and analysis
A consultative and collaborativeapproach –we walk the talk
CMMI / SPICE / Prince II
BS 15000 / 20000
Six Sigma & Lean for continuous improvement and optimization
RUP / Agile / RAD
PMO consulting
IT Governance Software EngineeringProcesses Infrastructure Processes
Rapid-QTool basedGovernance Solutions- Mercury ITG / xRPM
RequirementsEngg.
Verification& Validation
SCRM SQA
BS 7799 / ISO 17799
Process Optimization
Process Consultingfor IT governance
Software Engineering Tools
SOX / CobITCompliance
CIO Metrics &Dashboards
ITIL Process Consulting
BCP / DR ProcessConsulting
IT ServiceSupport
IT ServiceDelivery
CONFIDENTIAL© Copyright 2005 Wipro Ltd 5Quality consulting group/ Wipro Technologies
List of acronyms used in the presentation
PQMS –Process Quality Management System which is old version ofquality management system for the organization
PMBOK-A guide to Project Management Body of Knowledge, Thirdedition an American National Standard-ANSI/PMI 99-001-2004
CMMI®-Capability Maturity Model® Integration (CMMI) is a processimprovement approach developed by SEI
SCAMPISM-C- Standard CMMI Appraisal Method for ProcessImprovement-Class C Appraisal
SEI-Software Engineering Institute, Carnegie Mellon® University
All trademarks and Service Marks acknowledged
CONFIDENTIAL© Copyright 2005 Wipro Ltd 6Quality consulting group/ Wipro Technologies
Background to the Process SolutionSenior Management of a major finance organization, CREDIT SUISSE IT PB
Region Switzerland, decided to implement industry best practices for projectmanagement practices and selected PMBOK
Before this decision, Project Management Expert Team in the organization hadconceptualized Project Management Process solution based on PMBOK as apart of PQMS and developed a prototype
Reason behind such decision by Senior Management was
PMBOK implementation with CMMI would bring "one of it's kind" ofprocess solutions
PMBOK implementation along with CMMI would get acceptance fromProject Mangers from the organization
Wipro QCG is currently involved in supporting process definition andimplementation for ongoing CMMI initiative
Wipro QCG consultants along with Project Management Expert Team andProject Management Extended Team, jointly developed the process solutionwhich is CMMI compliant and PMBOK compatible
CONFIDENTIAL© Copyright 2005 Wipro Ltd 7Quality consulting group/ Wipro Technologies
Comparative analysisbetween PMBOK and CMMI (High level) 1/2
Overall 44 processes of PMBOK organizedinto 5 project management processgroups and 9 knowledge areas
PMBOK also specifies possible interfacesbetween process groups and theiroverlap across project timeline
Project Management aspects like Initiating,Executing and Closing have been elaboratedalong with Planning, Monitoring and Control
Apart from Planning, Monitoring and Controlother three aspects Initiating, Executing andClosing have not been clearly addressed
PMBOK CMMI
CMMI Project Management process areasorganized into Specific Practices (SPs)catering to Specific Goals and GenericPractices (GPs) catering to Generic Goals
Under a knowledge area process, activitiesare defined with inputs, tools andtechniques, outputs. Processes are organizedacross different process groups. Interfacesbetween processes also have been addressed
In CMMI frame work Specific Practices,Generic Practices have been elaborated.
It provides freedom for interpretation anddesign of process solution which needs tomeet CMMI requirements
CONFIDENTIAL© Copyright 2005 Wipro Ltd 8Quality consulting group/ Wipro Technologies
Comparative analysisbetween PMBOK and CMMI ( High level) 2/2
PMBOK focuses only on Project Managementactivities
PMBOK uses terminologies common acrossProject Management community
CMMI does not prescribe any specificterminology to be followed. It is up topractitioners to adopt certain terminologyand satisfy framework expectationsimultaneously
PMBOK CMMI
CMMI frame work focuses on Planning,Resourcing, Monitoring and Control,Senior management reporting for all ProjectManagement, Engineering and Supportprocess areas through Generic Practices
Degree of usage of PMBOK processes anddetails mentioned, depends on organizationneeds
There is no formal appraisal forPMBOK compliance
Organization need to satisfy CMMI MaturityLevel requirements (Described in GPs and SPs)through process solutions, and ensureimplementation of process solution.This needs to be formally appraised bySEI authorized lead appraiser
CONFIDENTIAL© Copyright 2005 Wipro Ltd 9Quality consulting group/ Wipro Technologies
Advantage of adopting PMBOKInitiating ProjectInitiating Project
Project PlanningProject Planning
Executing projectExecuting project
Pro
ject
Man
agem
entA
spec
ts
This aspect is elaborated in PMBOKRecommends development of project charter and preliminary project
scope documents that helps in understanding, developing projectmanagement plan and associated plans
Scope management plan is more elaborate in PMBOKPlanning for continuous improvement for the project is prescribedDetails regarding organization chart, resource loading describedEscalation management is prescribed by PMBOKEmphasizes more on plan for formal verification and acceptance of
deliverablesQuantitative risk analysis, strategies for positive risk or opportunities,
thresh holds for mitigation and contingency action for risks
This aspect is explicitly mentioned with details of acquiring project team,developing project team, performing quality assurance,information distribution, evaluation and selection of service providers
CONFIDENTIAL© Copyright 2005 Wipro Ltd 10Quality consulting group/ Wipro Technologies
Advantage of adopting PMBOKMonitoring andMonitoring andControl of ProjectControl of Project
Closing ProjectClosing Project
Pro
ject
Man
agem
entA
spec
ts
Integrated change control is more elaborate in PMBOK,where CMMI addresses Change Management in RequirementsManagement and Configuration Management processes areas
Emphasizes on scope verification(Monitoring of formal acceptance of deliverables) andscope control which supports integrated Change Management
Quality control aspect of PMBOK emphasizes more of preventive actions.Managing of team and HR related aspects like performance appraisal,conflict management are more elaborate in PMBOK
PMBOK recommends this as a separate process group and emphasizeson administrative closure, contract closure, final work products.
It also elaborates more on updating organizational process assetsby best practices, experiences from project
CONFIDENTIAL© Copyright 2005 Wipro Ltd 11Quality consulting group/ Wipro Technologies
Challenges faced andAspects considered for Process Solution
To design a process solution for ProjectManagement which satisfies CMMI requirements,current organizational practice and PMBOK bestpractices
Definition of boundaries between Engineeringlifecycle and Project Management lifecycle
Defining interfaces of Engineering lifecycle phases toProject Management lifecycle phases and vice versa
Representation of level of interaction of ProjectManagement lifecycle phases and the way theirrepetitiveness to be addressed
To create an easily navigable process solutionarchitecture where user navigates from Engineeringlifecycle phases to Project Management lifecyclephases then to process, sub process and otherprocess artifacts
Usage of process terminology which is commonacross the Project Management practices
Challenges Aspects considered for Process Solution
Detailed mapping of CMMI with PMBOK andorganization current Project Management practices
All the requirements of CMMI and PMBOK
For designing process architecture PMBOKrepresentations, lifecycle model, phaserelationships have been considered and interpretedsuitably to organization needs
Mapping of the Project Management Processes tothe Project Management Process Groups and theKnowledge Areas have been considered fromPMBOK
CONFIDENTIAL© Copyright 2005 Wipro Ltd 12Quality consulting group/ Wipro Technologies
Currentpractices
Questions toseekInformation
CombinedCMMI andPMBOKrequirements
PMBOKrequirements
CMMIrequirements
CorrespondingPMBOK processes
CMMI ProjectManagementpractices
List of processdeliverables
Conceptual processflow diagrams
Context Diagram
Process Solution Approach
Requirements document
Analysis document
Process solutionConceptualprocess solution
CONFIDENTIAL© Copyright 2005 Wipro Ltd 13Quality consulting group/ Wipro Technologies
Overall Process Architecture
PLANNING
INITIATING
EXECUTING
MONITORING AND CONTROL
CLOSING
Analysis Design Build Testing Deployment
PLANNING
MONITORINGAND CONTROL
EXECUTING
CLOSING
INITIATING
First LayerFirst layer of the Process Architecture containsthe interface between Project Managementprocesses to Engineering Lifecycle Model
Second LayerSecond layer of the Process Architecturecontains the representation of ProjectManagement process groups and interactions
Third LayerThird layer of the Process Architecture containsthe detail flow representation of each process,interfaces with other processes, sub processesinputs, outputs, deliverables and associatedprocess artifacts
Fourth LayerFourth layer of the Process Architecture containsthe detail flow representation of sub processes,support processes and called sub processes
CONFIDENTIAL© Copyright 2005 Wipro Ltd 14Quality consulting group/ Wipro Technologies
Process Architecture –First layer (1/2)
P L A N N IN G
E X E C U T IN G
M O N IT O R IN G A N D C O N T R O L
C L O S IN G
A n a ly s is D e s ig n B u ild T e s tin g D e p lo y m e n t
IN IT IA T IN G
This diagram represents interfaces to idealWaterfall Lifecycle Model
The first layer of processes architecturecontains the interface betweenProject Management processes to SoftwareEngineering Lifecycle phases
Soft ware Engineering Lifecycle model mayhave different variants suitable to projectneeds
This diagram represents the five processgroups of PMBOK attributed to each phaseof Engineering Lifecycle
Initiating, Planning, Executing, Monitoring &Control and Closure
The intensity at which these projectmanagement activities carried out at differentEngineering Lifecycle phases may differ
CONFIDENTIAL© Copyright 2005 Wipro Ltd 15Quality consulting group/ Wipro Technologies
Process Architecture –First layer(2/2)
P L A N N IN G
IN IT IA T IN G
E X E C U T IN G
M O N IT O R IN G A N D C O N T R O L
C L O S IN G
A n a ly s is D e s ig n B u ild T e s tin g D e p lo y m e n t
P L A N N IN G
M O N IT O R IN GA N D C O N T R O L
E X E C U T IN G
C L O S IN G
IN IT IA T IN G
This diagram represents theInteractions between ProcessGroups, and repetitiveness of all ProcessGroups across Engineering Lifecycle phases
This diagram represents theInteraction between Process Groups andtheir applicability in Engineering Lifecyclephases and over all project
CONFIDENTIAL© Copyright 2005 Wipro Ltd 16Quality consulting group/ Wipro Technologies
Process Architecture –Second layer(1/3)
This layer represents individual processunder Five Process Groups of PMBOK
Three process have been given separatestatus and represented outside the Fiveprocess area groups. They are :
Risk ManagementIssue/ Escalation ManagementChange Management
These processes serve more as a supportprocesses for one or more individualprocesses under each process group
Project Planning, Project Monitoring andControl and Risk Management processesareas of CMMI are incorporated in thesolution along with planning, monitoringand status reporting of all engineeringand support process areas
CONFIDENTIAL© Copyright 2005 Wipro Ltd 17Quality consulting group/ Wipro Technologies
Process Architecture –Second layer(2/3)INITIATING PROCESS GROUPProject initiation process(Applicable to start of the project)Phase initiation process(Applicable to start of each phase ofEngineering Lifecycle)
PLANNING PROCESS GROUPDevelop Project Management Plan process(Applicable to start of the project)Phase / Milestone planning process(Applicable to start of each phase ofEngineering Lifecycle and also to revision ofProject Management Plan as and when required)
EXECUTION PROCESS GROUPExecute phase process (Applicable to taskallocation, execution for the phase andproduction of deliverables in each phase ofEngineering Lifecycle)
MONITORING AND CONTROL PROCESS GROUPMonitor and Control process(This is applicable to Phases and Over all project)
CLOSING PROCESS GROUPPhase closure process (Applicable to completion ofdeliverables of each phase of Engineering Lifecycle,logical handing over to next phase)
CONFIDENTIAL© Copyright 2005 Wipro Ltd 18Quality consulting group/ Wipro Technologies
Process Architecture –Second layer(3/3)
Project closure process (Applicable to over allproject closure, contract closure, administrativeclosure etc).
Each Process group is supported by one or moreKnowledge area processes
There are interdependencies between one knowledgearea element to other knowledge area element tosatisfy the objective of Process group
There are also interdependencies between differentelements of single Knowledge area under differentprocess area groups
All these have been depicted through differentprocesses and process interfaces
CONFIDENTIAL© Copyright 2005 Wipro Ltd 19Quality consulting group/ Wipro Technologies
Process Architecture -Third Layer-Processes
Example:
Develop Project Management Plan process
Overview
All planning aspects of PMBOK andCMMI Built into the process
The flow is depicted as per PMBOK
Usage of PMBOK terminology
CMMI terminology has been used for theaspects which PMBOK does not cater
Major deliverables
Project Management Plan with allassociated sub plans
CONFIDENTIAL© Copyright 2005 Wipro Ltd 20Quality consulting group/ Wipro Technologies
Process ArchitectureFourth Layer-Support processes
Example
Action item/ Issue/ Escalation process
Overview
Escalation aspect is not mentioned in CMMI
In PMBOK escalation and issue mentioned butit is not mentioned as process in PMBOK
It caters to most of the processes in projectmanagement and called inside the processesas per requirement
CONFIDENTIAL© Copyright 2005 Wipro Ltd 21Quality consulting group/ Wipro Technologies
Results and BenefitsRESULTS As a part of process solution 7 processes,
7 sub processes, 9 guidelines, 12templates and 3 checklists have beenproduced
Process Solution has successfullyundergone SCAMPI-C appraisal by SEIauthorized Lead Appraiser
BENEFITS Acceptance of process solution among the
practitioners
Leads to improvement of cost and scheduleperformance in the projects
Project Management practices acrossorganization standardized through commonterminology, consistency in practices
Improved process compliance in projects
Scalable process model which accommodateslocation and business specific tailoring andcustomization
Alignment of Project Management processesto Engineering and Support processes bringsseamless process integration
CONFIDENTIAL© Copyright 2005 Wipro Ltd 22Quality consulting group/ Wipro Technologies
AcknowledgementsSponsor of process improvement programCIO of Credit Suisse IT PB Region Switzerland
Responsible for the program development and execution
Head of IT Methodology & Quality Management GlobalInstrumental in decision to go for such process solution and provided overall guidance duringdevelopment of the solution
Head of CMMI Program for CS IT Region SwitzerlandInstrumental in developing project management process solution prototype based on PMBOK.Provided expert guidance and involved as a subject matter expert for review of the processsolution and related process assets. Also helped in coordinating, providing resources and overall support for design and implementation of process solution
Process Area Manager for Project Management processesKey stakeholder, involved in design, review and finalization of the process solution
Wipro QCG ConsultantsFor contribution in design, development and review of Process Solution
23
Thank you
Sharma Sriramsharma.sriram@wipro.comBansi Mohan Rathbansi.rath@wipro.com
http://qualityconsulting.wipro.com/index.phpwww.wipro.com
CONFIDENTIAL© Copyright 2005 Wipro Ltd 24Quality consulting group/ Wipro Technologies
Appendix1 Process architecture- Notations used
Process Group
AND Connector
OR Connector
XOR ConnectorConnector Input/ Output connector
Flow
CONFIDENTIAL© Copyright 2005 Wipro Ltd 25Quality consulting group/ Wipro Technologies
Appendix 2-Details of activity under process
R: A: C: I:RACI
Tailoring Guidelines
Examples+ LinksYes NoTailorable
Checklists+ LinksGuidance (optional)
Templates+ LinksExit Criteria
Guidelines+ LinksEntry Criteria
Applications+LinksVerification Type*
COBIT/COSO ReferencesOutput WP / Event
CMMI ReferenceInput WP / Event
PMBOK referenceActivity Description
Following details has been provided for each activity under a processor sub-process
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