CMMI for Services: an initial Exposure March 13, 2009 JFR Consulting [email protected].

CMMI for Services: an initial Exposure

March 13, 2009

JFR [email protected]

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Stretching the Brain

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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

Source: SEI training

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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


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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.


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The Services Setting

Product

Service

Development Deliver

Development Deliver

Product

Service

Development Deliver

Development Deliver

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]

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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.


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Service Provider Examples Hospital School Cell phone provider Restaurant Airline Lead appraiser SEI Others?

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CMMI-SVCCMMI® for Services, Version 1.2

CMMI-SVC, V1.2

CMMI Product Team

Improving processes for better services

February 2009

TECHNICAL REPORT CMU/SEI-2009-TR-001 ESC-TR-2009-001

Unlimited distribution subject to the copyright.

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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.


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Training SCAMPI

The Product Suite

CMMI-SVC

CMMI-DEV CMMI-ACQ

16 CoreProcess Areas

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.


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CMMI-SVC new Process Areas

Service Delivery(SD)

Service System Development(SSD)

PA Addition

Incident Resolution &Prevention(IRP)

Service System Transition(SST)

Strategic ServiceManagement(SSM)

ServiceContinuity(SCON)

Capacity &AvailabilityManagement(CAM)

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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

3) Inform her she correct with some exceptions

4) Wake up and go to work

This,

then this

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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


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Process Area Soup (or oceans 24)

SAM

Service Specific

Core

ServiceDeliverySD ML2

ServiceSystemTransitionSST ML3

Capacity &AvailabilityManagementCAM ML3

IncidentResolution &PreventionIRP ML3

ServiceContinuitySCON ML3

StrategicService MgtSTSM ML3

ServiceSystemDevelopmentSSD ML3

PA Addition

OPF OPD OT

OPP OIDProcess Mgt

DAR

MA PPQA CM

CARSupport

IPM

PP

RskM QPM

PMC RM

Proj Mgt

Shared

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CMMI-SVC PA OrganizationML Project

ManagementProcess Management

Service Establishment and Delivery

Support

5 OID CAR4 QPM OPP3 IPM (SPs)

RskM-Capacity Availability Mgt CAM-Service Continuity Mgt SCON

OPD (SPs)OPFOT

-Incident Resolution & Prevention IRP-Service System Transition SST-Strategic Service Mgt STSM-Service System Development SSD

DAR

2 ReqMPP (SPs)PMCSAM (SPs)

Service Delivery SD CMPPQAMA


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CMMI-SVC Specific PA Summary

Process Area Maturity Level

Category SG/SP

Capacity & Availability Mgt (CAM)

3 Proj Mgt 2/6

Incident Resolution & Prevention (IRP)

3 Service est. and delivery

3/11

Service Continuity (SCON) 3 Proj Mgt 3/8

Service Delivery (SD) 2 Service est. and delivery

3/8

Service System Development (SSD)


3/11

Service System Transition (SST) 3 Service est. and delivery

2/5

Strategic Service Management (STSM)


2/4


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Top-Level Diffs: DEV to SVC

CMMI-DEV CMMI-SVC

Covers GPs in both the Generic Goals and Generic Practices section and at the end of each PA

Covers GPs only in the Generic Goals and Generic Practices section

Contains an Engineering PA category

Contains a Service Establishment and Delivery PA category, instead

ReqM is an Engineering PA ReqM is a Project Management PA


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Lifecycles

ReqsDes Imp Int VerVal CustCust

Organization

Service SystemService System

Service Continuity

SCONPlans

Serviceagreement

Service Delivery

Service Requests

Str

ate

gic

Serv

ice M

gt

Capacity Avail MgtIncident Res Prev

Reqs Des Imp Int Ver Val

Service Sys Development

TransitionPlan

Service System rev a

Service Sys Transition

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Project StrategyPlanning 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

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

This may be standard equipment in CMMI v1.3

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Integrated TeamsThe 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 TeamsSG 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

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Integrated TeamsThe 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 ProcessSP 1.1 Establish the Project’s Defined ProcessSP 1.2 Use Organizational Process Assets for Planning Project ActivitiesSP 1.3 Establish the Project’s Work EnvironmentSP 1.4 Integrate PlansSP 1.5 Manage the Project Using Integrated PlansSP 1.6 Establish Integrated TeamsSP 1.7 Contribute to Organizational Process Assets

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Modified SPs in SAMThe 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

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WARNING

The following is a PRETEND scenario

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Scenario 1 … and possibly your last

What SERVICE can you do for

ME?

Client

A neighborhoodItalian restaurant

Owner

A fellownamedVito

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Owner Request

Owner

Your response is…

-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?

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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.

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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

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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 checkSeated in 10 mins

Established restaurantTrained StaffOperational KitchenMenu/Check

Doc requests, deliverthe foodMaintain the Restaurant, staff,kitchen

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Owner Request

Owner

Your response is…

-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?

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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.

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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.

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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

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Owner Request

Owner

Your response is…

-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.

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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.

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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

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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.

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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, storesDetermine metrics for real time use thatindicate properservice delivery

Mgt monitors metrics in real time while therestaurant is running

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Owner Request

Owner

Your response is…

-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.

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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

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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

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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 gasFood delivery

Maintain frozen storesLimited low $ menuBackup procurement

Hold non-patron drillsHold post-mortems

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Owner Request

Owner

Your response is…

-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?

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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.

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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

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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

Transition to a newmenu

Staff, menus, fooddeliveries, recipes

Pick a low risk nightto deploy, lessons

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Owner Request

Owner

Your response is…

-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.

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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

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…improve alignment between the set of services offered by a service provider organization and its strategic business objectives.

Active analysis of customer and competitor data, market trends and opportunities …

The objective of this process area is to make effective strategic decisions about the set of standard services the organization maintains.

Standard service levels are a key component of standard services.

Standard services are typically described in a service catalog.Sort of sounds like this PA should start with an “O”

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STSM @ Mama D’s SG 1 Establish Strategic Needs

and Plans for Standard Services SP 1.1 Gather and Analyze

Relevant Data SP 1.2 Establish Plans for Standard

Services SG 2 Establish Standard

Services SP 2.1 Establish Properties of

Standard Services and Service Levels

SP 2.2 Establish Descriptions of Standard Services

Gather data on otherrestaurant's prices and menu itemsCheck on consolidatingsuppliers across yourchain

Renegotiate withtargeted suppliers and seek out new new onesUpdate menu andpricing

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Owner Request

Owner

Your response is…

-I may wish to start a new kind of business, maybe a wine bar.-I am not sure how to do this, what would you recommend?

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The purpose of Service System Development (SSD) is to analyze, design, develop, integrate, verify, and validate service systems, including service system components, to satisfy existing or anticipated service agreements.

The Service System Development process area is applicable to all aspects of a service system. It applies to new service systems as well as changes to existing service systems.

Organizations that wish to improve and appraise their product development processes should rely on the complete CMMI-DEV model, which specifically focuses on development as an area of interest.

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Using SSD may be preferred by service provider organizations that are new to CMMI, especially those that are developing simple services with relatively few components and interfaces.

The service system development process is driven by service and service system requirements that are collected from various sources such as service agreements and defects and problems identified during both service delivery and incident resolution and prevention processes.

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SSD @ Mama D’s SG 1 Develop and Analyze Stakeholder

Requirements SP 1.1 Develop Stakeholder Requirements SP 1.2 Develop Service System Requirements SP 1.3 Analyze and Validate Requirements

SG 2 Develop Service Systems SP 2.1 Select Service System Solutions SP 2.2 Develop the Design SP 2.3 Ensure Interface Compatibility SP 2.4 Implement the Service System Design SP 2.5 Integrate Service System Components

SG 3 Verify and Validate Service Systems SP 3.1 Prepare for Verification and Validation SP 3.2 Perform Peer Reviews SP 3.3 Verify Selected Service System

Components SP 3.4 Validate the Service System

Perhaps a new chain

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… and your point is what?

za ·GAT’1. The ultimate source on where

to Eat, Drink, Stay & Play worldwide

2. Keeps you in the know & on the go – available in pocket-sized guides, online and on your mobile device

3. Democratic ratings and reviews that are honest and accurate

4. Aka "The Food and Travel Bible"

5. Rhymes with "the cat"

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come on… no really, come on

CMM · I’ and PARS1. The ultimate source on where to

Eat, Drink, Stay & Play worldwide

2. Keeps you in the know & on the go – available in pocket-sized guides, online and on your mobile device

3. Model based ratings and reviews that are honest and accurate

4. Aka "The Food and Travel Bible"

5. Rhymes with “see em em eye”

CMMI RATED

C

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Group Participation or terms we (will) know and love

Union strike

RN registry failure

Underwriter failure

Risk Sources

Measurement Objectives

Decrease capacity 10%

Increase Availability 10%

Increase supplier reliabilityImprove advertising ROI

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Specify Measures

Avg # of cabs in repair depot per week

# of empty bedstime to triage

# tax returns processed

pounds of pasta consumed by type (weekly trends)

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Life cycle model descriptions

Services development model

Services delivery model

Configuration items

Transition planContinuity plan

Delivery plan

Service estimation model

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Some Numbers Total Pages

Dev = 573 SVC = 545

DEV SVCML # PAs # SPs # GPs Total # PAs # SPs # GPs Total

2 7 56 70 126 8 60 80 1403 18 140 216 356 19 140 228 3684 20 153 240 393 21 153 252 4055 22 165 264 429 23 165 276 441

Opt IPPD 8 0 SSD 12 12

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Final Quiz

Q- The CMM Model Foundation

Q- SAM is a ??? PA

Q- Total # of PAs in CMMI-SVC

Q- Total # of Service PAs

Q- Are all required

Q- What PAs were affected

Q- Any other PAs altered

Q- ReqM is in what category

Q- Changes to ML45 practices

Q- Added concepts to core PAs

A- 16 core PAs

A- Shared

A- 24

A- 7

A- No, SSD is not

A- PP, IPM, OPD

A- Yes

A- Project Management

A- None

A- Proj Strategy, Integrated Teams

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Final Quiz

Q- How many are service PAs

Q- How many PAs in ML3

Q- Which one

Q- Who was in the elevator

Q- How many PAs in ML2

Q- GP 2.3 appears how often

Q- In the elevator, what were you holding

Q- How many are service PAs

Q- Can you be ML5 w/o PRs

Q- Other changes to core PAs

A- 1, Service Delivery (SD)

A- 12

A- SAM

A- Julia Roberts

A- 8

A- Once

A- CMMI-SVC

A- 6

A- Yes

A- in the Informative material

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Final Quiz

Smooth changes

Get it up and running

Manage stores and consumption

Keep it running

Trouble tickets

Future growth

Designing a solutionService Delivery(SD)

Service System Development(SSD)

Incident Resolution & Prevention(IRP)

Service System Transition(SST)

Strategic Service Management(SSM)

Service Continuity(SCON)

Capacity & Availability Management(CAM)

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Oh … OK

CMMI-SVC Autonomy

Yes User community

Infinite Notes

Full service delivery and management

CMMI for Services Autonomy

None User community

Very Limited Notes

Staff augmentation only

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News from Eileen Forrester

Here are some numbers for you. Downloads of the draft versions of the model: 18,237 Change requests the model team disposed: 1,444 Students trained in "pre-release" offerings: 349 Number of people who have taken the CMMI-SVC exam: 125 Individuals already working their way through authorization as

instructors and appraisers: 200 Distinct service types reported so far in early use: 14 Service types represented on the model development team:

74 SEI partners already in process to add CMMI-SVC to their

agreement: 46 SEI partners who will have their agreement in place on the day

of release: 21 Sold-out offerings of the first official training on CMMI-SVC at

SEPG NA: 2 (64 students)

As of 2/25/09

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Where to go

Websites

http://www.sei.cmu.edu/publications/documents/09.reports/09tr001.html

http://www.sei.cmu.edu/cmmi/models/CMMI-Services-status.html

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Thank You

CMMI for Services: an initial Exposure March 13, 2009 JFR Consulting [email protected].

Documents

Transcript of CMMI for Services: an initial Exposure March 13, 2009 JFR Consulting [email protected].