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Improving Organizational Performance
The Quandary of Multiple Reference ModelsAtlanta SPIN, February 2006
2 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Agenda
1) The Performance Challenge
2) Which Model to Use?
3) The Architecture of Performance Improvement
4) Implementation – Critical Success Factors
5) Questions and References® CMMI is a registered with the US Patent and Trademark Office® COBIT is a registered trademark of ISACA® ITIL is a registered trademark of the UK Office of Government Commerce"PMI", the PMI logo, "OPM3" and "PMBOK" are marks of Project Management Institute, Inc.
3 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
• Focus on cost and efficiency
• Long-lived technology• Architect for maintainability• Centralized decision-making• Mature standards, processes, measures• Long-lived strategies (e.g., reuse)
• Minimize the cost
Don’t ask the cost, ask the value
• Focus on innovation, learning, time to market • Throwaway/tactical technology
• Architect for flexibility• Devolved decision making
• RAD methods• Lightweight processes
• Tactics, not strategy
Business VolatilityBusiness Volatility
TechnicalTechnicalVolatilityVolatility
LowLow
HighHigh
LowLow
HighHigh
What Does Performance Mean?
4 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Externally Imposed ConcernsExternally Imposed ConcernsCost needs to be minimized, value maximizedCost needs to be minimized, value maximizedDelivery needs to be fastDelivery needs to be fastCustomers demand high qualityCustomers demand high qualityOutsourcing must be addressedOutsourcing must be addressed
Internal PressuresInternal PressuresComplexity of SolutionsComplexity of SolutionsSkills shortagesSkills shortagesBalancing Development and Balancing Development and Maintenance EffortMaintenance EffortCoping with Changing TechnologyCoping with Changing Technology
Concerns and Pressures on Software Organizations
5 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Strategic Planning Assumptions from Gartner Research
Organizations with loose processes will fail at 80 percent of development projects (0.8 probability)
Through 2004, without significant changes to its project management processes, an AD organization of 100 developers can expect to spend more than $10 million on canceled software projects (0.8 probability)
.AD process improvement efforts that lack supporting metrics and incentives will fail within three years (0.7 probability).
6 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Project Resolution History
0% 50% 100%
1994
1996
1998 SucceededChallengedFailed
Based on 23,000 application software development projects in large, medium, and small cross-industry companies since 1994
Source: Johnson, Software Development, 12/99
26% 46% 28%
7 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
The Answer?
“We need to become
8 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
So, What Does World Class Mean?
Working definition – an organization is World Class if:
It designs, implements and automates its processes, procedures, work products and measures in accordance with applicable, generally recognized, industry and/or international standardsExecutes its processes and procedures at or near best in class levels, as demonstrated by externally observable and reproducible assessments (e.g. ISO 9000 registration, CMMI® appraisal, etc.)
9 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
The Implications…
Process models characterized by:
Implementable processes, which are easily supported by
process automation and workflow, with
model support forstandard, universally recognized appraisals, andprocess performance measures
10 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Agenda
1) The Performance Challenge
2) Which Model to Use?
3) The Architecture of Performance Improvement
4) Implementation – Critical Success Factors
5) Questions and References
11 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
CMM/CMMIEstablished marketUnderstood principlesProven successes
Business Sector BP MM
ISOMBNQA
Business Process MMBuilt on CMM foundationSolves improvement problemsAids business-IT fusion
IT MMIT needs service-based modelITIL/COBIT gaining
IT Organization IT MM
ITILCOBIT
ApplicationDevelopment
SW-CMMCMMI
Process Maturity Framework
Evolution of the Process Maturity Framework
12 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
ISO
Standards
IEEE
Standards
CMMI
PracticalSoftware and
SystemMeasurement
Project Management
Institute
PMBOK
OPM3 P-CMM
Reference
Reference12207
Compliance15939
Compliance15504
Basis for15939
Guided by9000-3
Adaptation of 12207
Basis for1490-2003
Reference
Frequently Used Models and Standards
KEY:ISO = International
Organization for Standardization
IEEE = Institute of Electrical and Electronics Engineers
CMMI = Capability Maturity Model Integration
P-CMM = People Capability Maturity Model
PMBOK = Project Management Body of Knowledge
OPM3 = Organizational Project Management Maturity ModelIndustry
SpecificModels
13 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
The COBIT Cube
“IT resources are managed by
IT processes to achieve IT
goals that respond to the
business requirements.”
Source: COBIT 4.0 Documentation
14 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
COBIT Key Points
COBIT:Control OBjectives for Information and related Technology4th edition—December 2005
Sponsorship:Open standard of IT Governance InstitutePublished by ISACA – The Information Systems Audit and Control Association & FoundationCertified Information Systems Auditor certification – 23,000+ auditors
Focus:IT Governance - How does executive management fulfill its responsibilities with respect to IT?Integrative mechanism for other models
Source: COBIT Management Guidelines (2000), updated 12/2005
15 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
ITIL Overview
Overlap requires coherent process setto enable good coordination between groups
Publications exists for each of these top 5 elements.
Source: ITIL: Service Support (2001, p.4)
16 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
ITIL Key Points
Best Practice framework for IT Service ManagementIntegrated set of process-based best practices that span the application lifecycle, service delivery, service support, IT environment, and business concerns.Process-based approach seeks to provide managed control and efficient results.Domain independentHas spawned training, certifications, consulting, software toolsbusinesses, and itSMF trade association.
Key ObjectivesAlign IT services with the current and future business needsImprove the quality of IT servicesReduce the long-term cost of service
17 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Agenda
1) The Performance Challenge
2) Which Model to Use?
3) The Architecture of Performance Improvement
4) Implementation – Critical Success Factors
5) Questions and References
18 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Performance Improvement Model Framework
Internal Departments
orCustomer(BPMM)
Information Needs
Measures
B
S
CSLA or
Contract
Governance(SarbOx/COBIT)
KEY:SLA – Service Level Agreement BSC – Balanced ScorecardLOE – Level of Effort Support BPMM – Business Process Maturity ModelCMMI® – Capability Maturity Model Integration ITIL – IT Infrastructure LibraryPMBOK® – Project Management Body of Knowledge OPM3 – Organizational Project Management Maturity ModelCOBIT – Common Business Objectives for ISO – International Standards Organization
Information Technology SarbOx – Sarbanes-OxleyP-CMM – People CMM
IT/ProductDevelopment
Projects/Project Management
(PMBOK®/OPM3)
Infra-structure(ITIL orISO))
ApplicationsDevelopment
(CMMI)
LOE
P-CMM
19 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Process Architecture Framework
CapabilityAppraisals
Organization’s DefinedProcess
CustomizedOperations Plan
OrganizationSet of Standard
Processes
Adapted from “IEEE/EIA 12207 as the Foundation for Enterprise Software Processes”, James W. Moore, Software Quality, Spring 1999
ContextualStandards (ITIL, COBIT,
BPMM, OPM3)
IEEE Standards
Other Software & SystemsEngineering Standards
Life Cycle Models
Industry SpecificStandards
20 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Process/Workflow Architectural Relationships
ProcessArea
SpecificPractice Activity
Process
WBS
LifecycleWorkflow
WorkflowStep
Work Item
OSSP
WorkflowManagement
LifecycleModel
Procedure
21 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Simplified IS Process Automation Architecture
Project
Plan
Ana
lyze
Test
Inst
allDesign
Build
TrackDeliv
erablesProject/Workflow
Management
Project/Workflow
Management
CMSystemCM
System
DevelopmentSystem
RequirementsManagement
System
RequirementsManagement
System
Specification oforganization's set of standard processes
Process Architecture
Specifications ofProcess Elements
Guidelinesfor tailoring
standardprocesses
Library ofprocessassets
Processdatabase
Project 1Size$$$
DefectsResultsLessons
Approveddevelopment
life cycles
SoftwareRequirements
SystemRequirements
PreliminaryDesign
Analysis
ProgramDesign
Coding
Operations
Testing
22 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
The Performance Triangle
Process
A
B
C
D
Management
Processes
People
Technology
EnableEnables
Leverage
EnhancesLeverage
Mature
23 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Goal and Measurement Alignment
Performance ImprovementGoals and Measures
Stra
tegi
c G
oal
supporting goal
supporting goal
supporting goal
supporting goal
supporting goal measure
measure
measure
measure
measure
Organizational BusinessGoals and Measures
Aligned goal
Aligned goal measure
measuremeasure
measure
24 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Model “Engines” and Organizational Use
Isolate the working organization from process standards Put everything into the organization’s terms
Performance ActionTeam
PMBoK, etc.
ITIL
CMMI FastLean
Global
Business Drivers and Objectives
Process Reqts
Practices, Procedures, and Supporting Documentation
Local Policy
Mentoring Training Support
Operations
25 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Organizational Change Framework
5 Develop Enduring Sponsorship
DesiredState
TransitionState
ChangeStrategy
ManagingChange
PresentState
8 Measure Business Value ofthe Improvement
7 Implement theCapability Improvement
4 Define DesiredState and
Determine Strategy
1 AssessOrganizational
Readiness
3 Assess Present
Capability and Culture
6 Equip Team and Plan theImprovement
2 Establish Sponsorship
26 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Accelerate Implementation Framework
Validate Results
Develop and Deploy the Solution
Architect ApproachDefine Goals
Develop and Pilot SolutionDevelop Skills Deploy Solution
Benchmark progressValidate measuresIdentify next steps
Align Executive Team Clarify ObjectivesBaselineCurrent State Prioritize Gaps
Define Success MeasuresDevelop Program Leaders Plan Program Approach
PHASES
HIGHLEVEL
ACTIVITIES
27 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Agenda
1) The Performance Challenge
2) Which Model to Use?
3) The Architecture of Performance Improvement
4) Implementation – Critical Success Factors
5) Questions and References
28 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Critical Success Factors – 1
Goal Alignment – Performance Improvement goals map to business goals Process Architecture – integrated processes, invisible model “engines”Measurement Program – underpins everything else (baselines and incremental improvements)Integrated Initiative – run as a cross-organizational program
29 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Critical Success Factors – 2
Enduring Sponsorship – “Long haul” mindset Small, Incremental Releases – “baby steps”Coaching/mentoring – do not let people failMaximum Participation – at the end of the day, it’s all about the people; early and continuing commitmentIntelligent Automation – process needs drive automation requirements
30 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Agenda
1) The Performance Challenge
2) Which Model to Use?
3) The Architecture of Performance Improvement
4) Implementation – Critical Success Factors
5) Questions and References
31 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Questions?
George N. BrotbeckPrincipal ConsultantConsulting ServicesBorland Software Corporation(904) 327-6740 (mobile)(904) 287-4369 (Jacksonville Office)[email protected]
32 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
References
1. BPMM – Borland Account Executive2. CMMI – www.sei.cmu.edu (also for ISO 9000 mapping)3. COBIT – www.isaca.org4. ISO – www.iso.org5. ITIL – www.itil.co.uk; also www.isaca.org6. OPM3 – http://opm3online.pmi.org7. People CMM – www.sei.cmu.edu8. PSM – www.psmsc.com
33 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Backup Slides
34 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
OPM3 Overview
Organizational project management is the systematic management of projects, programs, and portfolios to achieve an organization's strategic goals.
Source: “An Executive’s Guide to OPM3” (2004)
35 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
OPM3 Key Points
OPM3 is an online application and book combinationProvides self-assessment capabilityAn organization may decide to pursue a course for improvement and, consequently, determine the Best Practices it wants to improve, with the Capabilities necessary for achievementPermits benchmarking of OPM3 Self-Assessment data. This allows users to gain insight into peer organizations' maturity continuum scores and Best Practices, achieved with average, mean and median reports (available to those organizations that participate in the collection and sharing of the data)
36 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
ISO 9001 Quality Management System
Customers
Customers
Require-ments
Satis-faction
Continual improvement ofthe quality management system
Managementresponsibility
Measurement,analysis andimprovement
Productrealization
Resourcemanagement
Product
KeyValue-adding activities
Information flow Model of a Process-Based Quality Management System
37 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
COBIT-ITIL-CMMI Mapping - QualitativeCOBIT ITIL CMMI L2 CMMI L3
38 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
COBIT-ITIL-CMMI MappingCOBIT V3 ITIL CMMI L3Planning and Organization
PO1 Define a strategic IT planPO2 Define the information architecturePO3 Determine the technological direction IT Service Continuity
ManagementPO4 Define the IT organization and relationships PPQAPO5 Manage the IT investment
PO6 Communicate management aims and infrastructure PPQAPO7 Manage human resources Organizational TrainingPO8 Ensure compliance with external requirementsPO9 Assess the risks Risk ManagementPO10 Manage Projects PP, PM&C, PPQA, V&V, SAM,
Integrated Project Management, Integrated Supplier Management
PO11 Manage quality PPQA, M&A, V&V, SAM
Acquisition and ImplementationAI1 Identify automated solutions SAM, ISM, Requirements
Development, Technical SolutionAI2 Acquire and maintain application software Requirements Development,
Technical SolutionAI3 Acquire and maintain technology infrastructure SAM, ISMAI4 Develop and maintain IT procedures CM, Technical SolutionAI5 Install and accredit systems V&VAI6 Manage changes Change Management CM
39 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
CMMI-COBIT Summary
CMMI and COBIT have different objectives:COBIT focuses on governance of all IT functionsCMMI focuses on improving application development processes
CMMI and COBIT are complimentary:Use COBIT to appraise overall management of ITUse CMMI to appraise the maturity of application development
Use CMMI to guide the implementation of control processes for:acquisition and implementation processesproject management processessome delivery and support processes
40 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Using ITIL and CMMI
ITIL and CMMI best apply to different parts of the IT organization:
Use CMMI in application developmentUse CMMI in Infrastructure projectsUse ITIL in IT operations and services
The problem – Level of Effort (LOE) activities:Option 1—treat each modification/enhancement as a project—CMMI (may require translation)Option 2—treat the service level agreement as a project—CMMI (requires translation)Option 3—treat the service level agreement as a service—ITIL
41 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Summary – CoBIT, ITIL, CMMI
CMMI, COBIT, and ITIL (BS 15000) provide complementary models for different IT functions:
Use CMMI and ITIL to implement practices that support COBIT control objectivesApply CMMI or ITIL to appropriate parts of the IT organizationSelect appraisal/certification methods based on appropriateness of fit to the IT processes to be assessed
Draw from all standards when designing and implementing processes to ensure a more complete and robust implementation
42 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Process Architecture Elements
OrganizationalBusiness
Processes
OrganizationSet of
StandardProcess
Activity
Task
Process WorkProduct
Procedures,Practices,Methods,
Tools Roles
MeasurementData
Entry andExit
Criteria
Interfaces
Inputs andOutputs
Note: May also connect at Activity Level
ApprovedLife Cycle
Models
Phase
Activity
Life Cycle Model
Usage Help
Tailoring Guidelines
43 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Process Element Relationships
constrains and enablesconstrains and
enables
Project Assets
Project Plan- Lifecycle- Project- Process - Project WBS or Task
List- Project Role
Assignment
Project Deliverable/Work Product
Project Measure
OrganizationalConstraints
Organizational Business Process
Organizational Policy/Governance
Organizational Improvement
- Process Group’s Goal (Measure)
- Organization’s Goal (Measure)
Organization- Group- Position (Job
Description/Class)- Person- Strategy
used in
refers to
Core Process Assets
Process- Sub-Process (optional)- Task- Task’s Role Participation- Task’s Input/Output
provides usability aids for
Process Support Assets
Standard Lifecycle
Guideline/ Procedure/ Standard
Process Tool- Role- Template, Form,
Checklist- Artifact (Dliverable/
Work Product)- Example Deliverable/
Work Product
Measure- Process- Performance
44 1/27/2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |
Overall Process Architecture