CMMI for Services: an initial Exposure

1. CMMI for Services: an initial Exposure March 13, 2009 JFR Consulting jfryskowski@yahoo.com

2. Stretching the Brain JFR Consulting

3. TOC • What is a service? • CMMI-SVC structure and DEV model deltas • Let’s Pretend • Group Participation • Some Numbers • Final Quiz • Controversy? … I hope not • Take a Look JFR Consulting Source: SEI training

4. What are Services? • Services form a distinct category of product • A service is an intangible, non-storable product (e.g., operations, maintenance, logistics, IT) • Services imply ongoing relationships governed by service agreements • Services are delivered through the operation of a service system • Services are simultaneously produced and consumed JFR Consulting Source: SEI training

5. What is a Service? • Many service providers deliver combinations of services and goods. A single service system can deliver both types of products. For example, a training organization may deliver training materials along with its training services. • Services may be delivered through combinations of manual and automated processes. JFR Consulting Source: SEI training

6. The Services Setting Figure 4‑1: Product versus Services Development/Delivery Timeline. In development and delivery of products, most of the effort is spent in the development of the product and relatively little in its delivery. For services, the reverse is true. Most of the time is spent in the delivery of the service and relatively little in its development. [CMMI for Services- Ceva, Pumar, Ryskowski, Ward- April, 2005] JFR Consulting

7. Project for example • In the context of CMMI-SVC, the term project is interpreted to encompass all of the resources required to satisfy a service agreement with a customer. Thus the concept of project management in this context is intended to be similar to the concept of service management in other standards and models, although the correspondence may not be exact. JFR Consulting Source: SEI training

8. Service Provider Examples • Hospital • School • Cell phone provider • Restaurant • Airline • Lead appraiser • SEI • Others? JFR Consulting

9. TOC • What is a service? • CMMI-SVC structure and DEV model deltas • Let’s Pretend • Group Participation • Some Numbers • Final Quiz • Controversy? … I hope not • Take a Look JFR Consulting Source: SEI training

10. CMMI-SVC JFR Consulting

11. the CMF (CMMI Model Foundation) • “To allow the use of multiple models within the CMMI Framework, model components are classified as either common to all CMMI models or applicable to a specific model. The common material is called the “CMMI Model Foundation” or “CMF.” • There are 16 Process Areas that constitute the CMF, these are also known as “Core” Process Areas. JFR Consulting Source: SEI training

12. CMMI-SVC Training 16 Core Process Areas SCAMPI CMMI-DEV CMMI-ACQ The Product Suite A “constellation” is defined as a collection of components that are used to construct models, training materials, and appraisal materials in an area of interest. JFR Consulting Source: SEI training

13. CMMI-SVC new Process Areas PA Addition Service System Development (SSD) Incident Resolution & Prevention (IRP) Service Continuity (SCON) Capacity & Availability Management (CAM) Strategic Service Management (SSM) Service System Transition (SST) Service Delivery (SD) JFR Consulting

14. Quiz #1 • You’re in an elevator with Julia Roberts. She notices you are holding your CMMI-ACQ. She says, “I hear it’s the same as the DEV model only the 6 engineering PAs are swapped out for 6 services PAs”. • What should you do? 1) Agree with her because it’s Julia Roberts 2) Agree with her because she is right This, then this 3) Inform her she correct with some exceptions 4) Wake up and go to work JFR Consulting

15. CMMI-SVC Content • CMMI-SVC consists of 16 core PAs, one shared PA, and 7 service-specific PAs, one of which is an addition • Core PAs in CMMI-SVC include the following • Services-specific informative material • Expanded expected material (3 SPs) • Project Strategy • Integrated teams (previously covered in the IPPD addition of CMMI-DEV) • The ReqM PA in the in the Project Management PA catagory JFR Consulting Source: SEI training

16. Service Delivery SD ML2 Capacity & Availability Management CAM ML3 Incident Resolution & Prevention IRP ML3 PA Addition Service Specific Service System Development SSD ML3 Service System Transition SST ML3 Service Continuity SCON ML3 Strategic Service Mgt STSM ML3 Shared IPM Core PP PMC RM MA PPQA CM OPF OPD OT RskM QPM DAR CAR OPP OID Proj Mgt Support Process Mgt Process Area Soup (or oceans 24) SAM JFR Consulting

17. CMMI-SVC PA Organization JFR Consulting Source: SEI training

18. CMMI-SVC Specific PA Summary JFR Consulting Source: SEI training

19. Top-Level Diffs: DEV to SVC JFR Consulting Source: SEI training

20. Imp Int Ver Val Reqs Des Imp Int Ver Val Des Reqs Cust Cust Service Sys Transition Organization Service System rev a Transition Plan Service Delivery Service agreement Service Requests SCON Plans Service Continuity Service Sys Development Lifecycles Service System Capacity Avail Mgt Incident Res Prev Strategic Service Mgt JFR Consulting

21. Project Strategy Planning begins with a project strategy that provides a framework for the project and its plans • Project Planning • SP1.1 – Establish Project Strategy • Establish and maintain the project strategy This may be standard equipment in CMMI v1.3 • SG 1 Establish Estimates • SP 1.1 Establish the Project Strategy • SP 1.2 Estimate the Scope of the Project • SP 1.3 Establish Estimates of Work Product and Task attributes • SP 1.4 Define Project Lifecycle Phases • SP 1.5 Estimate Effort and Cost JFR Consulting

22. Integrated Teams The project is managed using integrated teams (IPM SP1.6) that reflect the organizational rules and guidelines (OPD SP1.7) for team structuring and forming • Organizational Process Definition • SP1.7- Establish Rules and Guidelines for Integrated Teams • Establish and maintain organizational rules and guidelines for the structure, formation, and operation of Integrated Teams • SG 1 Establish Organizational Process Assets • SP 1.1 Establish Standard Processes • SP 1.2 Establish Lifecycle Model Descriptions • SP 1.3 Establish Tailoring Criteria and Guidelines • SP 1.4 Establish the Organization’s Measurement Repository • SP 1.5 Establish the Organization’s Process Asset Library • SP 1.6 Establish Work Environment Standards • SP 1.7 Establish Rules and Guidelines for Integrated Teams JFR Consulting

23. Integrated Teams The project is managed using integrated teams (IPM SP1.6) that reflect the organizational rules and guidelines (OPD SP1.7) for team structuring and forming • Integrated Project Management • SP1.6- Establish Integrated Teams • Establish and maintain Integrated Teams • SG 1 Use the Project’s Defined Process • SP 1.1 Establish the Project’s Defined Process • SP 1.2 Use Organizational Process Assets for Planning Project Activities • SP 1.3 Establish the Project’s Work Environment • SP 1.4 Integrate Plans • SP 1.5 Manage the Project Using Integrated Plans • SP 1.6 Establish Integrated Teams • SP 1.7 Contribute to Organizational Process Assets JFR Consulting

24. Modified SPs in SAM The following specific practices in SAM were reworded • Supplier Agreement Management • SP1.3- Establish Supplier Agreements • Establish and maintain [formal agreements with the] supplier agreements • SP2.2- Monitor selected supplier Processes • Select, monitor, and analyze processes used by the supplier as appropriate • SP2.3- Evaluate selected supplier work products • Select and evaluate work products from the supplier [of custom-made products]as appropriate • SP2.5- Transition Products • Transition acquired products from the supplier to the project as appropriate JFR Consulting

25. TOC • What is a service? • CMMI-SVC structure and DEV model deltas • Let’s Pretend • Group Participation • Some Numbers • Final Quiz • Controversy? … I hope not • Take a Look JFR Consulting Source: SEI training

26. WARNING The following is a PRETEND scenario JFR Consulting

27. A neighborhood Italian restaurant A fellow named Vito Client Owner Scenario 1 … and possibly your last What SERVICE can you do for ME? JFR Consulting

28. Owner Request • I don’t feel I am prepared enough when it comes time for me to deliver a service. • I need to deliver my services in a more consistent and dependable way based on service agreements. • I feel my service deliveries are less than coordinated, my people don’t always have the resources they need, capisca? • I need to be ready of things go wrong, you know? • I find for some people it is hard for them to ask me for a service, can I make this easier? Owner Your response is… JFR Consulting

29. Service Delivery (SD) • The purpose of Service Delivery (SD) is to deliver services in accordance with service agreements. • Service delivery covers establishing and maintaining a written agreement with customers. A “service agreement” describes the service to be delivered to the customer, service level targets, and responsibilities of the service provider, customer, and end user, as appropriate. JFR Consulting

30. Service Delivery (SD) • Establishing and maintaining service agreements • Preparing and maintaining a service delivery approach • Preparing for service delivery • Delivering services • Receiving and processing service requests • Maintaining service systems JFR Consulting

31. SD @ Mama D’s • SG 1 Establish Service Agreements • SP 1.1 Analyze Existing Agreements and Service Data • SP 1.2 Establish the Service Agreement • SG 2 Prepare for Service Delivery • SP 2.1 Establish the Service Delivery Approach • SP 2.2 Prepare for Service System Operations • SP 2.3 Establish a Request Management System • SG 3 Deliver Services • SP 3.1 Receive and Process Service Requests • SP 3.2 Operate the Service System • SP 3.3 Maintain the Service System Original check Seated in 10 mins Established restaurant Trained Staff Operational Kitchen Menu/Check Doc requests, deliver the food Maintain the Restaurant, staff, kitchen JFR Consulting

32. Owner Request • Sometimes things don’t go exactly as I would like, you know what I mean? • Every so often we have, will you know, an incident. • I need a way to see these incidents for what they are, figure out a way to control them, and perhaps find a way to avoid them. • I am used to controlling things I wish to control • You understand? Owner Your response is… JFR Consulting

33. Incident Resolution and Prevention (IRP) • The purpose of Incident Resolution and Prevention (IRP) is to ensure timely and effective resolution of service incidents and prevention of service incidents as appropriate. • Incidents are events that, if not addressed, eventually may cause the service provider organization to break its service commitments. • Customer complaints (even if they are only perceived incidents) should be handled as incidents and are within the scope of the Incident Resolution and Prevention process area. JFR Consulting

34. Incident Resolution and Prevention (IRP) • Sometimes, we are unable to address a root cause for practical or budgetary reasons • Under some circumstances, addressing incidents with workarounds or simply resolving incidents on a case-by-case basis may be more effective. • Processing all incidents and analyzing selected incidents and their underlying causes to define approaches to addressing those incidents are two reinforcing activities that may be performed in parallel or in sequence. JFR Consulting

35. IRP @ Mama D’s • SG 1 Prepare for Incident Resolution and Prevention • SP 1.1 Establish an Approach to Incident Resolution and Prevention • SP 1.2 Establish an Incident Management System • SG 2 Identify, Control, and Address Incidents • SP 2.1 Identify and Record Incidents • SP 2.2 Analyze Incident Data • SP 2.3 Apply Workarounds to Selected Incidents • SP 2.4 Address Underlying Causes of Selected Incidents • SP 2.5 Monitor the Status of Incidents to Closure • SP 2.6 Communicate the Status of Incidents • SG 3 Define Approaches to Address Selected Incidents • SP 3.1 Analyze Selected Incident Data • SP 3.2 Plan Actions to Address Underlying Causes of Selected Incidents • SP 3.3 Establish Workarounds for Selected Incidents Staff documents Incidents each night Staff reviews incidents with mgt before departing, identifies root causes, lessons Mgt analyzes incidents monthly to determine trends and needed process changes JFR Consulting

36. Owner Request • Sometimes I am not sure what it really takes to perform a particular service. Too many resources, too little. How can I balance this out? • I need a bigger picture of all I must do and exactly what it takes. • If I can do this well, I could expand, that wasn’t meant to be funny. Owner Your response is… JFR Consulting

37. Capacity and Availability Management (CAM) • The purpose of Capacity and Availability Management (CAM) is to ensure effective service system performance and ensure that resources are provided and used effectively to support service requirements. • The Capacity and Availability Management process area involves establishing and maintaining capacity and availability at a justifiable cost and with an efficient use of resources. JFR Consulting

38. Capacity and Availability Management (CAM) • Capacity is the degree to which one thing may support, hold, process, or produce another thing. • If the service agreement has no explicit capacity requirements, it may still imply derived capacity requirements for the service or service system. • Number of loan application forms that can be processed within an 8-hour period or the size or volume of a disk drive • Availability is the degree to which something is accessible and usable when needed • Transportation (e.g., cabs, buses, drivers) or call center staff • Availability is one of the most visible indicators of service quality in the eyes of the end user and customer. • If the capacity and availability to provide the service is not present when demand occurs, the customer must wait JFR Consulting

39. Capacity and Availability Management (CAM) • Service system representations, such as models, simulations, diagrams, maps, and prototypes, provide insight into how a service system will behave given specific work volumes and varieties. JFR Consulting

40. CAM @ Mama D’s • SG 1 Prepare for Capacity and Availability Management • SP 1.1 Establish a Capacity and Availability Management Strategy • SP 1.2 Select Measures and Analytic Techniques • SP 1.3 Establish Service System Representations • SG 2 Monitor and Analyze Capacity and Availability • SP 2.1 Monitor and Analyze Capacity • SP 2.2 Monitor and Analyze Availability • SP 2.3 Report Capacity and Availability Management Data Model capacity and availability for the servers, cooks, bus staff, stores Determine metrics for real time use that indicate proper service delivery Mgt monitors metrics in real time while the restaurant is running JFR Consulting

41. Owner Request • This is between you and me. Sometimes I worry, what if something goes really wrong? • First of all, what could go really wrong? • Then, how to be ready, who needs to be ready? • This makes my blood pressure go up, Michael, come in here and talk to this person, I will now rest. Owner Your response is… JFR Consulting

42. Service Continuity (SCON) • The purpose of Service Continuity (SCON) is to establish and maintain plans to ensure continuity of services during and following any significant disruption of normal operations. • Service continuity is the process of preparing mitigation for significant disruptions to service delivery so that delivery can continue or resume, although perhaps in a degraded fashion. • Who might be SCON’s closest PA friend? Risk Management JFR Consulting

43. Service Continuity (SCON) • Typically, service disruption is a situation that involves an event (or sequence of events) that make it virtually impossible for a service provider to conduct business as usual. • The essential functions that support the services the organization has agreed to deliver • The resources that are required to deliver services • The potential hazards or threats to these resources • The susceptibility of the service provider to the effects of each hazard or threat • The potential impact of each threat on service continuity JFR Consulting

44. SCON @ Mama D’s • SG 1 Identify Essential Service Dependencies • SP 1.1 Identify and Prioritize Essential Functions • SP 1.2 Identify and Prioritize Essential Resources • SG 2 Prepare for Service Continuity • SP 2.1 Establish Service Continuity Plans • SP 2.2 Establish Service Continuity Training • SP 2.3 Provide and Evaluate Service Continuity Training • SG 3 Verify and Validate the Service Continuity Plan • SP 3.1 Prepare for the Verification and Validation of the Service Continuity Plan • SP 3.2 Verify and Validate the Service Continuity Plan • SP 3.3 Analyze Results of Verification and Validation Natural gas Food delivery Maintain frozen stores Limited low $ menu Backup procurement Hold non-patron drills Hold post-mortems JFR Consulting

45. Owner Request • Sometimes it is necessary to change the way I do business and I would like this to happen without any mistakes. • Mistakes are a sign of weakness and in my business it is bad to show any weakness or sign of failure, capisca? • How must I handle this? Owner Your response is… JFR Consulting

46. Service System Transition (SST) • The purpose of Service System Transition (SST) is to deploy new or significantly changed service system components while managing their effect on ongoing service delivery. • The Service System Transition process area addresses all aspects of planning, communicating, managing, deploying, and confirming that service system components effectively make the transition to the delivery environment. JFR Consulting

47. Service System Transition (SST) • In this process area, the term “transition” refers to the comprehensive process of preparing for, executing, and confirming a deployment of service system components to a fully operational state while maintaining service delivery. • Deployments generally fall into one of three categories: 1)New installation, 2) Replacement, 3) Retirement JFR Consulting

48. Transition to a new menu Staff, menus, food deliveries, recipes SST @ Mama D’s • SG 1 Prepare for Service System Transition • SP 1.1 Analyze Service System Transition Needs • SP 1.2 Develop Service System Transition Plans • SP 1.3 Prepare Stakeholders for Changes • SG 2 Deploy the Service System • SP 2.1 Deploy Service System Components • SP 2.2 Assess and Control the Impacts of the Transition Pick a low risk night to deploy, lessons JFR Consulting

49. Owner Request • I want to ensure my services pass the test of time. • I want to ensure I stay ahead of my competitors while knowing what they are up to. • I want to be sure my vision of the future becomes reality. Owner Your response is… JFR Consulting

50. Strategic Service Management (STSM) • The purpose of Strategic Service Management (STSM) is to establish and maintain standard services in concert with strategic needs and plans. • The Strategic Service Management process area involves the following activities: • Analyzing capabilities and needs for services that span multiple customers and agreements • Establishing and maintaining standard services, service levels, and descriptions that reflect these capabilities and needs JFR Consulting