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Ann Rosenberg 16 th April 2012

Session 17: Business Process Management - CMMI Part 6: Enterprise/ Process Maturity Frameworks (Michael Hammer, CMMI....) and BPM case studies. Ann Rosenberg 16 th April 2012. Agenda (10:00 – 13:50) Part 6: Focus BPM Enterprise/ Process Maturity Frameworks . Introduction to today session

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Ann Rosenberg 16 th April 2012

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  1. Session 17: Business Process Management - CMMIPart 6: Enterprise/ Process Maturity Frameworks (Michael Hammer, CMMI....) and BPM case studies Ann Rosenberg 16th April 2012

  2. Agenda (10:00 – 13:50)Part 6: Focus BPM Enterprise/ Process Maturity Frameworks • Introduction to today session • Small Recap - BPM Enterprise/ Process Maturity Frameworks overview • Enterprise/ Process Maturity Framework in details – Michael Hammer • Exercise • CMMI in Details including a Case Study • BPM framework and Case studies • CASE STUDY: ARLA • CASE STUDY: Grundfos • CASE STUDY: Wyeth Pharmaceuticals • Exercise

  3. Overview of all sessions

  4. Small Recap - BPM Enterprise/ Process Maturity Frameworks overview

  5. More than 140 models are offered for maturity evaluation

  6. The process maturity journey… Level 5 Processes are continuously improved Level 4 Processes are managed Level 3 Most Processes Organized Level 2 Process Maturity Some organized processes Level 1 No organized processes Transformation Need Processes are improved at the work group or department level Processes are organized and redesigned at the enterprise level Processes are measured and managed systematically Process Teams continuously improve processes A culture of heroes • New Functionality • IT cost reduction and control • Reduce time-to-market • Documented processes • Business responsiveness • Change business process quickly and effectively • Transformation from reactive to real-time • Increase Transparency • Business optimization • Increase decision quality • Optimization across boarders of Bus.& IT Based Michael Hammer

  7. The process maturity assessment gives a first insight into the companies' status quo In order to ensure high performance business processes, two kinds of characteristics have to be developed Process Enablers • Design: The comprehensiveness of the specification of how the process is to be executed. • Performers: The people who execute the process, particularly in terms of their skills and knowledge. • Owner: A senior executive who is responsible for the process and its results. • Infrastructure: Information and management systems that support the process. • Metrics: The measures which the company uses to track the process performance. EnterpriseCapabilities • Leadership: Senior executives who support the creation of processes. • Culture: The values of customer focus, teamwork, personal accountability, and a willingness to change. • Expertise: Skills in, and methodology for, process redesign. • Governance: Mechanisms for managing complex projects and change initiatives.

  8. Enterprise Maturity Framework in details – Michael Hammer

  9. Enterprise Maturity Framework in details Michael Hammer

  10. Process Maturity Framework in details – Michael Hammer

  11. Process Maturity Framework in detailsMichael Hammer

  12. Process Maturity - Breakout Sessions • Execute a process Maturity assessment for your host company Based on the assessment result provide improvement suggestions to the 5 below Process Enablers: • Design: The comprehensiveness of the specification of how the process is to be executed. • Performers: The people who execute the process, particularly in terms of their skills and knowledge. • Owner: A senior executive who is responsible for the process and its results. • Infrastructure: Information and management systems that support the process. • Metrics: The measures which the company uses to track the process performance. Present the result to the class

  13. CMMI

  14. CMMI (Capability Maturity Model Integration) CMMI (Capability Maturity Model Integration) is a process improvement approach that provides organizations with the essential elements of effective processes, which will improve their performance. CMMI-based process improvement includes identifying your organization’s process strengths and weaknesses and making process changes to turn weaknesses into strengths. For more info on CMMI Process Maturity model, please refer to the SEI web-site http://www.sei.cmu.edu/cmmi/. Source: http://www.sei.cmu.edu/cmmi/

  15. History of CMMs Source: http://www.sei.cmu.edu/cmmi/

  16. History of CMMs • Initially, CMMI was one model that combined three source models: the Capability Maturity Model for Software (SW-CMM) v2.0 draft C, the Systems Engineering Capability Model (SECM) [EIA 2002], and the Integrated Product Development Capability Maturity Model (IPD-CMM) v0.98. • These three source models were selected because of their successful adoption or promising approach to improving processes in an organization. • The first CMMI model (V1.02) was designed for use by development organizations in their pursuit of enterprise-wide process improvement. It was released in 2000. Two years later version 1.1 was released and four years after that, version 1.2 was released. • By the time that version 1.2 was released, two other CMMI models were being planned. Because of this planned expansion, the name of the first CMMI model had to change to become CMMI for Development and the concept of constellations was created. • The CMMI for Acquisition model was released in 2007 [SEI 2007a]. Since it built on the CMMI for Development Version 1.2 model, it also was named Source: http://www.sei.cmu.edu/cmmi/

  17. History of CMMs • Version 1.2. Two years later the CMMI for Services model was released. It built on the other two models and also was named Version 1.2. • In 2008 plans were drawn to begin developing Version 1.3, which would ensure consistency among all three models and improve high maturity material. Version 1.3 of CMMI for Acquisition [Gallagher 2011], CMMI for Development [Chrissis 2011, SEI 2010a], and CMMI for Services [Forrester 2011, SEI 2010b] were released in November 2010. Source: http://www.sei.cmu.edu/cmmi/

  18. Why CMMI Why should you select CMMI for improving your business? There are multiple reasons: It leads to business success. Many CMMI using businesses have beneficial results to their bottom line. Some of these businesses have shared their success stories. There are many common benefits that businesses have experienced, including improvements in schedule and cost performance, product and service quality, forecasting accuracy, productivity, customer satisfaction, return on investment, and other measures of performance. It is cost effective. All of these benefits are achieved with significant return on investment. It works well with other technologies. Businesses have learned through experience that CMMI Compatibility exists with other technologies such as Agile, Scrum, Six Sigma, ITIL, ISO standards, Team Software Process, and Architecture-Centric Engineering. Source: http://www.sei.cmu.edu/cmmi/

  19. Why CMMI It has many users who share their experiences using CMMI. CMMI is used by small and large companies alike in a variety of industries including electronics, health services, finance, insurance, and transportation. User companies include Boeing, General Motors, JP Morgan, Bosch, and many others. Achievements of user organizations are available in company profiles, which include a summary of recent user activity (CMMI for SCAMPI Class A Appraisal Results - maturity profile) and the Published CMMI Appraisal Results (PARS) database of appraisal results. Many users share information in Community Discussions you can join. It has an excellent track record. The CMMI Timeline shows that these products have a large following of users that have stayed with CMMI-based improvement since its inception in 1995. It is always improving. CMMI continues to evolve to meet the needs of businesses around the world. Significant consideration is given to insights and feedback received from the user community. Research and development for future versions is ongoing. Source: http://www.sei.cmu.edu/cmmi/

  20. Why CMMI It has a solid reputation. CMMI work is centered at the Software Engineering Institute at Carnegie Mellon University. From its inception, CMMI has been committed to providing a product suite that is useful and usable, and that improves with time. The SEI works with process improvement experts from government and industry who are also CMMI users and support the maintenance of CMMI. Our people are an important strength built into CMMI products. Source: http://www.sei.cmu.edu/cmmi/

  21. CMMI Solutions The CMMI for Acquisition (CMMI-ACQ) model provides guidance to organizations that manage the supply chain to acquire and integrate products and services to meet the needs of the customer. The CMMI for Development, (CMMI-DEV) model is used for process improvement in organizations that develop products and services. CMMI-DEV provides guidance to improve the effectiveness, efficiency, and quality of their product and service development work. The CMMI for Services (CMMI-SVC) model provides guidance to organizations that establish, manage, and deliver services that meet the needs of customers and end users. There is also a model called the People CMM that provides guidance to organizations for managing and developing their workforce. Many organizations have made improvements in their software and systems processes and practices using CMMI have discovered that their continued improvement requires significant changes in the way they manage people. Source: http://www.sei.cmu.edu/cmmi/

  22. CMMI for Sevices Improving processes for providing superior service Do you ask yourself these questions? Can I define the services I offer my customers? Do I really know whether I have everything I need to provide superior service, including people, processes, consumables, and equipment? Does it have to be so hard to bring out improvements while continuing to provide services? Is there a better way to deal with incidents? If disaster strikes, how can I keep providing services? Source: http://www.sei.cmu.edu/cmmi/

  23. Target Profiles and Equivalent Staging Source: http://www.sei.cmu.edu/cmmi/

  24. Key Process Area Relationships for Establishing and Delivery Services Source: http://www.sei.cmu.edu/cmmi/

  25. CMMI supports two improvement paths (Capability Levels and Maturity Levels) CMMI supports two improvement paths using levels. One path enables organizations to incrementally improve processes corresponding to an individual process area (or group of process areas) selected by the organization. The other path enables organizations to improve a set of related processes by incrementally addressing successive sets of process areas. Source: http://www.sei.cmu.edu/cmmi/

  26. Understanding Capability Levels • Capability Level 0: Incomplete • An incomplete process is a process that either is not performed or is partially performed. One or more of the specific goals of the process area are not satisfied and no generic goals exist for this level since there is no reason to institutionalize a partially performed process. Source: http://www.sei.cmu.edu/cmmi/

  27. Understanding Capability Levels • Capability Level 1: Performed • A capability level 1 process is characterized as a performed process. A performed process is a process that accomplishes the needed work to produce work products; the specific goals of the process area are satisfied. Source: http://www.sei.cmu.edu/cmmi/

  28. Understanding Capability Levels • Capability Level 2: Managed • A capability level 2 process is characterized as a managed process. A managed process is a performed process that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description. • The process discipline reflected by capability level 2 helps to ensure that existing practices are retained during times of stress. Source: http://www.sei.cmu.edu/cmmi/

  29. Understanding Capability Levels • Capability Level 3: Defined • A capability level 3 process is characterized as a defined process. A defined process is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines; has a maintained process description; and contributes process related assets to the organizational process assets. Source: http://www.sei.cmu.edu/cmmi/

  30. Understanding Maturity Levels • To support those who use the staged representation, all CMMI models reflect maturity levels in their design and content. A maturity level consists of related specific and generic practices for a predefined set of process areas that improve the organization’s overall performance. • The maturity level of an organization provides a way to characterize its performance. Experience has shown that organizations do their best when they focus their process improvement efforts on a manageable number of process areas at a time and that those areas require increasing sophistication as the organization improves. • A maturity level is a defined evolutionary plateau for organizational process improvement. Each maturity level matures an important subset of the organization’s processes, preparing it to move to the next maturity level. The maturity levels are measured by the achievement of the specific and generic goals associated with each predefined set of process areas. Source: http://www.sei.cmu.edu/cmmi/

  31. Understanding Maturity Levels • The five maturity levels, each a layer in the foundation for ongoing process improvement, are designated by the numbers 1 through 5: • 1. Initial • 2. Managed • 3. Defined • 4. Quantitatively Managed • 5. Optimizing Source: http://www.sei.cmu.edu/cmmi/

  32. Maturity Level 1: Initial • Maturity Level 1: Initial • At maturity level 1, processes are usually ad hoc and chaotic. The organization usually does not provide a stable environment to support processes. Success in these organizations depends on the competence and heroics of the people in the organization and not on the use of proven processes. In spite of this chaos, maturity level 1 organizations often produce products and services that work, but they frequently exceed the budget and schedule documented in their plans. • Maturity level 1 organizations are characterized by a tendency to overcommit, abandon their processes in a time of crisis, and be unable to repeat their successes. Source: http://www.sei.cmu.edu/cmmi/

  33. Maturity Level 2: Managed • Maturity Level 2: Managed • At maturity level 2, the projects have ensured that processes are planned and executed in accordance with policy; the projects employ skilled people who have adequate resources to produce controlled outputs; involve relevant stakeholders; are monitored, controlled, and reviewed; and are evaluated for adherence to their process descriptions. The process discipline reflected by maturity level 2 helps to ensure that existing practices are retained during times of stress. When these practices are in place, projects are performed and managed according to their documented plans. • Also at maturity level 2, the status of the work products are visible to management at defined points (e.g., at major milestones, at the completion of major tasks). Commitments are established among relevant stakeholders and are revised as needed. Work products are appropriately controlled. The work products and services satisfy their specified process descriptions, standards, and procedures. Source: http://www.sei.cmu.edu/cmmi/

  34. Maturity Level 3: Defined • Maturity Level 3: Defined • At maturity level 3, processes are well characterized and understood, and are described in standards, procedures, tools, and methods. The organization’s set of standard processes, which is the basis for maturity level 3, is established and improved over time. These standard processes are used to establish consistency across the organization. Projects establish their defined processes by tailoring the organization’s set of standard processes according to tailoring guidelines. Source: http://www.sei.cmu.edu/cmmi/

  35. Maturity Level 4: Quantitatively Managed • Maturity Level 4: Quantitatively Managed • At maturity level 4, the organization and projects establish quantitative objectives for quality and process performance and use them as criteria in managing projects. Quantitative objectives are based on the needs of the customer, end users, organization, and process implementers. Quality and process performance is understood in statistical terms and is managed throughout the life of projects. Source: http://www.sei.cmu.edu/cmmi/

  36. Maturity Level 5: Optimizing • Maturity Level 5: Optimizing • At maturity level 5, an organization continually improves its processes based on a quantitative understanding of its business objectives and performance needs. The organization uses a quantitative approach to understand the variation inherent in the process and the causes of process outcomes Source: http://www.sei.cmu.edu/cmmi/

  37. Advancing Through Maturity Levels • Advancing Through Maturity Levels • Organizations can achieve progressive improvements in their maturity by achieving control first at the project level and continuing to the most advanced level—organization-wide performance management and continuous process improvement—using both qualitative and quantitative data to make decisions.

  38. Process Maturity at Maturity Levels 1, 2 and 3

  39. Process Maturity at Maturity Levels 4 and 5

  40. CMMI Case Study at SAP GD • The Delivery process Continuous Improvement program that we have embarked upon in SAP Global Delivery. • This process improvement journey gives us enhanced manageability and predictability of GD project delivery. • An overview of CMMI Level 5 program at GD and the changes and capabilities that it would bring about in our Delivery. • Recent CMMI Maturity Level 5 Achievement at SAP Global Delivery.

  41. CMMI Compatibility CMMI Compatibility CMMI can make working with other approaches, standards, and tools even better. CMMI is compatible with Agile, Scrum, ITIL, Six Sigma, COBIT, ISO 9000, RUP, and Lean. In fact, CMMI’s relationships with these standards, methods, and technologies goes beyond compatibility. They complement each other in ways that enhance each other, resulting in even greater improvements than experienced using them separately. The SEI offers additional improvement technologies that provide greater value when used with CMMI. These combinations include CMMI and TSP, CMMI and the People CMM, the combined use of multiple CMMI models, and the Accelerated Improvement Method (AIM), which is product that combines the use of CMMI, TSP, and Six Sigma. All of these technologies help organizations focus on improved performance, cost savings, reduced cycle time, and increased quality. Below are links to more information about the synergies that exist between CMMI and other approaches, standards, and tools: CMMI and Agile CMMI and ITIL CMMI and ISO Standards CMMI and Scrum CMMI and Six Sigma CMMI and Others Source: http://www.sei.cmu.edu/cmmi/

  42. CASE STUDY: ARLA page: 270 to 282 CASE STUDY: Grundfos page: 84 to 87 CASE STUDY: Wyeth Pharmaceuticals page: 319 to 339

  43. CASE STUDY: ARLA page: 270 to 282

  44. ARLA Source: Business Process Management ”The SAP Roadmap”

  45. ARLA Source: Business Process Management ”The SAP Roadmap”

  46. ARLA Source: Business Process Management ”The SAP Roadmap”

  47. ARLA

  48. CASE STUDY: Grundfos page: 84 to 87

  49. Grundfos Source: Business Process Management ”The SAP Roadmap”

  50. Grundfos Source: Business Process Management ”The SAP Roadmap”

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