ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

HIGH MATURITY GUIDED BY

BUSINESS DRIVERS

Hanan Elnouby Ahmed Elsheikh

Director of QA and PI, GET Senior Quality Consultant, SECC

May 2015

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

CONTENT

1. ABOUT GET GROUP

2. GET GROUP GOVERNMENT REFERENCES

3. GET GROUP BUSINESS DRIVERS

4. PI AND CHRONIC PAIN AREAS

5. GET GROUP PI OBJECTIVES 2007-2015

6. GET GROUP PI JOURNEY

7. GET GROUP JOURNEY TOWARDS HIGH MATURITY

8. HM EXPECTED IMPACT ON BUSINESS

9. SECC IS OUR PI PARTNER

10. CONCLUSIONS

11. OUR OFFICES

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

ABOUT GET GROUP

GET Group was founded in 1987 by late Hassan Jamal. The CEO Maysoon Jamal took over the leadership in 2005.

Today, GET Group’s 300+ employees are covering five continents around the world with offices in the UAE, Qatar, Saudi Arabia, Egypt, Syria, USA, Canada and China

GET is a leading Passport & ID solutions provider, independent software vendor and systems integrator that provides solutions which are all developed in-house for the government sector and large enterprises

GET’s pioneering solutions, technological expertise, help public sector organizations and private enterprises improve their productivity and customer service

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

GET GROUP GOVERNMENT REFERENCES

UAE

Saudi Arabia

Egypt

Qatar

Oman

Syria

Middle East

China

South Korea

Malaysia

Mongolia

Asia Americas

USA

Canada

Dominican Republic

Mexico

Africa

Malawi

Tanzania

Mauritius

Lesotho

Zimbabwe

Morocco

Europe

Netherlands

Ukraine

Belarus

Oceania

New Zealand

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

GET GROUP BUSINESS DRIVERS

Increase customer satisfaction

Sustain and improve our position in market

Decrease time to market

Minimize cost and increase profit

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

PROCESS IMPROVEMENT AND CHRONIC PAIN AREAS

To have a unified

standards, tools,

guidelines and

procedures

Improve communication

among different teams in

different countries with

different cultures and

technical backgrounds

Enhance the reporting

mechanism to senior

management

Enhance the

management of our

technical assets

Improve skills

development

programs

Minimize turn over

impact

Improve estimation

which will lead to more

accurate pricing

Minimize risks impact

on our projects

Manage effectively our

relation with our

strategic suppliers

Minimize defect

leakage

Comply with the

agreed SLAs

(Internal & External)

Measure and act

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

GET GROUP PROCESS IMPROVEMENT OBJECTIVES 2007-2015

CMMI-DEV ML3

(2007-2010)

ITIL & ISO 20k

(2011-2013)

CMMI-DEV ML5 &

Six Sigma

(2014-2015)

Our initial goal was having unified processes,

policies and tools following international

standards

Then we found that we need to have a

unified processes, policies and tools for

Service Management following international

standards

Later ,Our goal developed to be able to

Control and Optimize the performance of

these processes based on our business

needs

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

GET GROUP PROCESS IMPROVEMENT JOURNEY

2007 Gap Analysis & QMS 1.0

2008QMS 2.0 QMS 3.0 QMS 4.0

2009QMS 5.0

QMS 6.0

2010CMMI ML3 Certification

QMS 7.0

2011QMS 8.0

2012QMS 9.0 & ITIL implementation

2013CMMI ML3 Certification

SMS 1.0 (ISO 20000)

2014Six Sigma as a preparation for

High Maturity

2015QMS 10.0 (HM) & ISO 27001

preparation (USA Branch)

2016Plan to be certified CMMI ML5

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

GET GROUP JOURNEY TOWARDS HIGH MATURITY

2014

Use Six Sigma as the tactical

engine for CMMI L5 HM

2013

Seek high maturity

DefectDensity

TestingEffort

Yield

Planned Improvement % 30 30 50

Actual Improvement % 49 43 95

0102030405060708090

100

PER

CEN

TAG

E

PAIN

Six Sigma Pilot Projects Results 2014

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

GET GROUP JOURNEY TOWARDS HIGH MATURITY

Map Six Sigma DAMIC Methodology Vs. CMMI

DEFINE

CMMI LEVEL 2 & 3

MEASURE

CMMI LEVEL 2 & 4

ANALYZE

CMMI LEVEL 2,3,4 & 5

IMPROVE

CMMI LEVEL 3 & 5

CONTROL

CMMI LEVEL 2,3 & 4

**Reference : Best Of Everything – ITIL,CMMI & Six Sigma SEPG 2008,Tampa FL

Areas we are recently working on to

Control and Optimize using HM models:

Effort Variance

Schedule Variance

Defect Density

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

HIGH MATURITY EXPECTED IMPACT ON BUSINESS

Organizational Process Performance

More Accurate Estimates

Quantitative Project Management

Problem behaviors are recognized faster,

enabling quick resolution

Organizational innovation and

deployment

The project benefits from improvements found & proven on

other projects

Causal Analysis

The Project fixes the source of defect to

prevent future problems

Produce Better Product

Faster & Cheaper

**Reference : Diane G. Miller ,CDP Northrop Grumman 2008

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

SECC IS OUR PROCESS IMPROVEMENT PARTNER

CMMI ML3 Training, Consultation & Appraisal

ITIL Training & Consultation

Agile Vs. CMMI Training

Six Sigma Training & Project implementation

CMMI ML5 Statistical Control Consultation

2007 2015

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

YOUR “PAIN” CAN BE MODELED

Certain “Pain Areas” need attention

There are barriers that prevent us from

responding to market challenges and needs

Hence, they need attention

Time to market or (Schedule Variance) is a clear example

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

IS THE “CASE” SEVERE?

You need to understand the magnitude of the

“Symptoms”

What are the typical values

(The yesterday’s weather scenario)

What are the maximum limits (may be the worst case scenario)

What are the minimum limits (may be the best case scenario)

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

ARE YOU GOING TO “PLAY & WIN” UNDER THIS SYMPTOMES?

Face reality and understand Your:

“Reality” & “Abilities”

And more importantly, the “Gaps”

And finally, how to “Close” these gaps to succeed

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

DO NOT WORRY? INTENSIVE CARE IS OPEN…

SECC is ready to “Help” in:

Identifying the pain areas

Determining priorities

And, modeling the pain with techniques

such as “Six Sigma” and “Statistical Process Control” to achieve “CMMI Higher Maturity” levels

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

CONCLUSIONS

MULTI-MODELS ADD VALUE

Our experience shows that integration of multiple framework & techniques provides great value

CMMI Dev. (SW Dev. Framework)

ISO 20000 (ITSM Standards)

ISO 27001 (Information Security

Standards)

ITIL

(ITSM Framework)

Six Sigma (Problem Solving

approach)

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

CONCLUSIONS

AUTOMATION & TOOLS COUNT

Our experience shows that automation provides sustainability & control

LYNCcommunication

Minitab

statistical

tool

Enterprise

project

management

SharePoint

Team

Foundation

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

CONCLUSIONS

TRAIN CHAMPIONS COUNTS

CMMI Introduction

Six Sigma Green Belt

ITIL

Risk Management

Project Management

Program Management

Testing Automation

QMS Training for all

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

CONCLUSIONS

PROCESS IMPROVEMENT COUNTS

Our Experience shows that Process Improvement is a strategic challenge

Continuous improvement requires an organization to have a high level of confidence in

itself, and the willingness to inspire individuals to be fearless and less conservative

You should know that not every attempt will be a winner, the large number of attempts

will result in plenty of successes

If you are not going ahead, then you are falling back

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

GET Egypt

El Boustan Street, Area No.12

Sheraton22 - Heliopolis, Cairo, Egypt

T: +20 2691074

Global Enterprise Technologies

Office No.3, West Bay

Salam Tower

P.O. Box: 3629, Doha, Qatar

T: +974 4 4440174

T: +974 4 4440175

G.E.T. KSA Inc.

GET Saudi Trading (L.L.C)

Al Houshel Center

Olaya Area, Riyadh, KSA

G.E.T. Canada Inc.

2425 Matheson Blvd E

(7th floor)

Mississauga, ON L4W 5K4

T: +1 (781) 890-6700

Global Enterprise Technologies Corp.

2200 Pennsylvania Ave NW

Washington DC, 20037, USA

T: +1 (202) 507 5858

Global Enterprise Technologies Corp.

230 Third Avenue

Waltham, MA 02451, USA

T: +1 (781) 890-6700

Headquarters

GET Group Holdings Ltd.

EFT Building (South Tower)

Dubai International Financial Centre

Dubai, UAE, P.O. Box: 95703

T: +971 4 3888778

IT Solutions Business Unit

GET Group

EFT Building (South Tower)

Dubai International Financial Centre

Dubai, UAE, P.O. Box: 95703

T: +971 4 3888778

Passport & ID Business Unit

GET International FZCO

Warehouse K19,20

Dubai Airport Free Zone (DAFZA)

Dubai, UAE, P.O. Box: 95703

T: +971 4 2990686

GET International FZCO Beijing

Representative Office

Room 2329/2332, 23/F

Taikang Financial Tower, 38,

East Third Ring Road, Chaoyang

District

Beijing 100026, China

T: +86 10 5682 6726

F: +86 10 5682 6727

OUR OFFICES

ww

w.g

etg

roup.c

om

© C

opyrig

ht

by G

ET

Gro

up 2

015

THANK YOU