Multi-Model Adaption Approach

Multi-Model Adaption Approach

2 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.

Contents

1 Key Issues...

2 Business Challenges

3 Holistic Approach

4 What is Multi-Model Improvement

5 Why Multi-Model Improvement

6 Improvement Adaption Strategy


Contents

1 Key Issues...


Key Issues...

• We are an ISO 9001 company – does it make sense to do CMMI?

• We are a CMMI company – do we need ISO 9001?

• We have CMMI ML5 matured processes – do we need six sigma?

• We have CMMI ML3 matured processes – do we still need ITIL?

• We are ISO 20k certified company – do we need ITIL / CMMI-SVC?

• We are ISO 9001 and 20k certified – do we need CMMI-Dev?

• Our company’s attrition rate is quite low – do we need PCMM?

• We are an ISO 9001 company – What next?


Key Issues...

• We recently achieved CMMI-Dev; ML3 – What should we aim at next?

• Our company has challenges related to product quality – What model we should adapt? • Is there a need for organization to go for individual frameworks?

• Are the available frameworks, models and standards compatible?

• In what combination we should look for adapting multiple models?

• Does all models and standards apply for my organization?

• Finally what “RFP” says?


Contents

1 Key Issues...



Do it right the first time

Do it on-time every time

Do it efficiently within the

budget

Schedule Adherence

Biz challenges with ever increasing client needs


Contents

1 Key Issues...


3 Holistic Approach


Holistic Approach to Process Improvement

Process

Culture

Information

Geographical

Spread

People

Technology & Tools

Suppliers

Clients

Partners

Consider Organization as a whole Every thing is connected and inter-related Understand how and why parts combine to make a whole

Organization is a complex system that cannot be understood by only examining the parts, it is also how the parts

interact and combine to make the whole


Holistic Quadripartite

Organizational Capability

Process

Technology

People

Organizational Culture


Process Address the business needs and the workforce and competencies required to meet these

Technology Address the tools and techniques used to communicate and to make the work efficient

People Bring knowledge, skills and process abilities “competencies”

Organizational Culture

Is the environment in which process, technology and people interact. Places process improvement activities into Context

Holistic Quadripartite


Importance of Context

Context is the interrelated conditions in which something exists or occurs such as the environment setting Process improvement activities needs to be examined and understood in Context to understand how they related to the cultural system of the organization in which they will be implemented Context when viewed as an analytical tool, provides a method for determining possible meaning to activities, artifacts and behaviors


Concept of Culture

Culture represents the way of life of a group of people, it is socially transmitted knowledge and behavioral patterns shared by a group of people, and is a complex system composed of learned behavior, ideas, norms, symbols and values that human beings acquire to become members of a society Culture is learned, shared and is essential to human life and is found universally Culture is the organization’s collective pattern of behaviors, values and “unwritten rules” that develop over time Values are the organization’s expectations and beliefs Culture is “that’s the way we do things around here..” and impacts policies, procedures, operations and day to day actions of employees


Contents

14

1 Key Issues...


3 Holistic Approach



What is Multi-Model improvement?

A structured and systematic approach to using different improvement models to ensure value to the Organization

• Develop process appropriate to the work being performed • Develop workforce appropriate to the work being performed • Align objectives with overall strategy • Implement and evaluate

Using multiple improvement models and standards

• Concurrently implemented • At different hierarchical levels • Across different Organizational functions • Leverage existing resources


Contents

1 Key Issues...


3 Holistic Approach




Why “Multi-Model” improvement?

Alignment of processes and improvement activities with specific business objectives

• Business challenges are complex, often not monolithic and require the right combination of capability targeted to business needs

Multi-Model approach is well suited in varying environments

• Different models can allow Organizations to achieve the outcomes appropriate to the type of work they do. Eg: CMMI constellations

• Support the development and retention of world-class workforce. Eg: PCMM • Support the resilience of the systems to security and other threats. Eg: RMM,

ISO 27001 • Support governance models with effective controls. Eg: COBIT • Support and enhance IT services contexts. Eg: ITIL, CMMI-SVC • Benchmark customer service capability. Eg: COPC • Develop and strengthen environmental contributions. Eg: ISO 14001 • Develop and sustain Quality management system. Eg: ISO 9001


Why “Multi-Model” improvement?

Organization specific “constellation”

• Using the Organization capability profile, identify an integrated set of

process areas from different models / standards that can be used to create a unique model for the enterprise

• As needed, create specific models for each Organization that fit their specific process needs

• Within some of the Organization, if the process diversity is great enough, it may be beneficial to create specific models for sub-units of the Organization

• Identify the set of workforce management practices that can be used to manage the workforce across the enterprise


Contents

1 Key Issues...


3 Holistic Approach



6 Improvement Adaption Strategy


“Multi-Model” improvement Strategy

Enterprise Level… • Define Multi-model improvement • Define overall objectives • Identify success indicators • Determine key selling points from customer perspective • Identify key workforce practices to be integrated • Identify potential benefits

Organizational Unit level… • Identify the model / standards that makes sense for each Organizational units • Ensure alignment of PI objectives within each Organizational units with Overall

enterprise strategic objectives. Leverage other models / standards wherever possible • Identify areas of commonality and build on them • Document the standard process architecture everyone can connect with • Revise and refine process structure to minimize redundancies. Monitor and maximize

value out of investment • Focus on integrating key workforce practices to foster the organizational culture of

change and improvement


“Multi-Model” improvement Strategy

Planning… • Set achievable time-frames • Assign responsibilities and authorities • Plan appropriate training

Deployment and Implementation.. • Monitor progress and compliance

• Measurements are imperative • “Voice of Customer” to evaluate effectiveness • Industry study and benchmarking

• Constant communication to stakeholders

Evaluation… • If required, select and apply evaluation vehicles to study the returns of

multi-model approach


Improvement Continuum Leading to Integrated Framework

Determine Objectives

Establish Multi-model

strategy

Identify Org specific needs

Implement and Evaluate

at the Org level

Enterprise Improvement

Model

Characteristics:-

Move from single model focus to an integrated approach that allows focus

on specific improvement needs

Emphasize the focus at the Org level

What makes sense to do? If I do primarily acquisition, does it makes sense to implement SW development practices?

Leverage work being done in other initiatives

Identify commonalities and best practices

Build the Enterprise improvement model based on what the enterprise does


Integrated Framework

Lean Six Sigma

Lean Six Sigma

C H A A G E M A N A G E M E N T



IT Operation, Service Management, Performance Monitoring and Reporting, Adherence and Compliance

ISO 20000:2011 ITIL V3:2011 ISO 14000 ISO 15504

Business-IT Alignment, IT Strategy and Objectives, Budgeting and Expense Control Disaster Recovery and Service Availability, Workforce practices, Customer alignment

Project Management

CMMI for SVC Agile

Program Management, Process Management and Disciplined engineering practices

CMMI Practices

VoC COBIT PCMM ISO 9001:2008 COPC ISO 27001 MBNQA

PSP / TSP


Lean Six Sigma

Lean Six Sigma





ISO 20000:2011 ITIL V3:2011 ISO 14000 ISO 15504


Project Management

CMMI for SVC Agile


CMMI Practices

VoC COBIT PCMM ISO 9001:2008 COPC ISO 27001 MBNQA

PSP / TSP

Syst

em

Dire

ctio

n Ef

ficie

ncy

Flex

ibili

ty

IT / ITeS Banking Operations Healthcare Consulting /

Training

Construction Education Aviation Hospitality

Integrated Framework – Contextual Perspective


Lean Six Sigma

Lean Six Sigma





ISO 20000:2011 ITIL V3:2011 ISO 14000 ISO 15504


Project Management

CMMI for SVC Agile


CMMI Practices

VoC

COBIT

PCMM

ISO 9001:2008 COP

C ISO

27001 MBNQA

PSP / TSP

Sys

tem

D

irect

ion

Effi

cien

cy

Flex

ibili

ty

IT / ITeS Banking Operations Healthcare Consulting /

Training

construction Education Aviation Hospitality Policies

Procedures

Guidelines

Formats / Templates / Checklists

Training Materials

Reference Materials

Integrated Framework aligned to BMS


Lean Six Sigma

Lean Six Sigma





ISO 20000:2

011

ITIL V3:2011

ISO 14000

ISO 15504


Project Management

CMMI for SVC

Agile


CMMI Practice

s

VoC

COBIT

PCMM

ISO 9001:2

008

COPC

ISO 27001

MBNQA

PSP / TSP

Syst

em

Dire

ctio

n Ef

ficie

ncy

Flex

ibilit

y

IT / ITeS Banking Ops

Healthcare

Consulting / Trg

Construction

Education Aviation Hospitalit

y Policies

Procedures

Guidelines

Formats / Templates / Checklists

Training Materials

Reference Materials

Leading to….

Reduced Defects /

Rejections

Improved Productivity & Value add

On-time delivery

Within the Budget

Customer Experience

Integrated Framework aligned to Biz Outcomes


Change Elements

Established, communicated and supported by Executive Management Vision

Time, money and work environment (tools, space, etc.) Resources

Knowledge, Skills and Process abilities (Competencies) Capable Workforce

To manage and control the complex development, delivery and maintenance process

Capable Process

That is supportive of improvement efforts and is in alignment with business goals and objectives

Organization Culture

Rewards and recognitions to reinforce participation and behaviors Incentives

A plan that is implemented, monitored and checked Action Plan


Change Elements

Vision Resources Capable Workforce

Capable Process

Organization Culture Incentives Action

Plan

Institutionalized Change

Resources Capable Workforce

Capable Process


Plan Confusion

Vision Capable Workforce

Capable Process


Plan Anxiety & Frustration

Vision Resources Capable Process


Plan Slow or Little

progress



Plan Reinventing the

Wheel

Vision Resources Capable Workforce Incentives Action

Plan Barriers for

Change


Capable Process

Organization Culture

Action Plan

Sporadic Change


Capable Process

Organization Culture Incentives False Starts

Capable Process

© 2012 KPMG India Private Limited, an Indian limited liability company and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.

Q&A

© 2012 KPMG India Private Limited, an Indian limited liability company and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.

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Wish You All the Best