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Moving To CMMI Level 4 (SW/SE/IPPD) CMMI User Conference Denver, Colorado November 2003 Sarah Bengzon, Associate Partne PowerPoint Presentation
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Moving To CMMI Level 4 (SW/SE/IPPD) CMMI User Conference Denver, Colorado November 2003 Sarah Bengzon, Associate Partner. Copyright © 2003 Accenture All Rights Reserved. Accenture, its logo, and Accenture Innovation Delivered are trademarks of Accenture. Agenda. About Accenture

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Moving To CMMI Level 4 (SW/SE/IPPD)CMMI User Conference Denver, ColoradoNovember 2003Sarah Bengzon, Associate Partner

Copyright © 2003 Accenture All Rights Reserved. Accenture, its logo, and Accenture Innovation Delivered are trademarks of Accenture.

agenda
Agenda
  • About Accenture
  • Moving to CMMI Level 4
  • Questions
1 about accenture
1. About Accenture

* Note: Some corporate terminology may be changing soon.

accenture nyse acn
Accenture (NYSE: ACN)
  • Global management consulting and technology services company
  • Collaborates with clients to help them realize their visions and create tangible value
  • With more than 80,000 people in 47 countries, we can quickly mobilize the right people, skills, alliances, tools and technologies to deliver innovation
  • Integrates consulting and outsourcing services to help clients:
    • Identify critical areas with potential for maximum business impact
    • Innovate and transform the processes in those areas
    • Deliver performance improvements and lower operating costs by assuming responsibility for certain business functions or areas
  • We serve 89 of the Fortune Global 100 and more than two-thirds of the Fortune Global 500.
  • More than 90 percent of our top 100 clients in fiscal year 2002have been clients for the past five years, and more than 60 percent have been clients for at least 10 years.
market facing structure
Market-facing Structure

Comm. &

High Tech

Financial

Services

Government

Products

Resources

Business Consulting Capability Group—Service Lines and BPO Businesses

Technology & Outsourcing Capability Group—Service Lines and BPO Businesses

Affiliated Companies

Global Strategic Delivery Approach

Alliances

2 moving to cmmi level 4
2. Moving to CMMI Level 4
  • Process Improvement Journey
  • CMMI Level 4 Approach
  • CMMI Level 4 Key Activities
    • Getting Started
    • Implementation Activities
  • CMMI Level 4 Transition Experiences
process improvement journey
Process Improvement Journey

Moving on to Level 4

Optimizing

Emphasis on continuous improvement

5

Quantitatively Managed

Process measured and statistically controlled

4

FY’04 Level 4 Appraisal

Defined

Process characterized for the organization

3

May 2002: Achieved CMMI Level 3 for USA Government OU (Federal, East, West, AGC)

October 2000: Achieved Level 3 for Federal Client Group

Managed

Process characterized for projects and is often reactive

2

May 2000: Achieved CMM Level 2 for Federal Client Group

Process unpredictable, poorly controlled and reactive

Initial

1

slide8

CMMI Level 4 Approach

CMMI Level 4 Time Line

July 2001

Nov 2003

Project Management

Level 4

Readiness Review/

Training

REQUIREMENTS

CMMI Level 4 SCAMPI B

DEVELOPMENT

Develop Process Assets

Maintain

Process Assets

- Level 4 Processes, Tools, Metrics

- Quantitative Project Management Training

- Organizational Baselines, Prediction Models

DEPLOYMENT

Plan

Pilot

Full Rollout

Communication and Sponsorship

cmmi level 4 key activities 1 getting started
CMMI Level 4 Key Activities:1. Getting Started

Accenture conducted a Readiness Review and Training activities to kickoff its CMMI level 4 activities.

CMMI Level 4 Process Areas:

  • Organizational Process Performance (OPP)
  • Quantitative Project Management (QPM)
slide10

CMMI Level 4 Key Activities:2. Develop and communicate the ‘Value Story’

Accenture

Goals

Government Operating Group

Goals

Drives

USA Government Operating Unit (OU)

OU Quality & ProcessPerformance Objectives (On time, On budget, High quality)

Sales and

Financial Goals

Project

  • Project Quality & Process
  • Performance Objectives
  • Deliver within x Days of Due Date
  • Hours within x% of Budget
  • x Critical Defects, x Medium Defects and < x% of Low Critical Defects

Sales and Financial Goals

Achieves

slide11

Sales

Profit

Margin

CMMI Level 4 Key Activities:3. Select processes that support goals

Use Data Analysis to Improve the…

Estimating Process

Drives Data & Baselines

Over Estimating Cost leads to lost Sales

Under Estimating Cost leads to lost Profit

Delivery Process

Quality Process

GOALS

  • QPM
  • Document Detailed Work Plans with Planned Schedules and Effort
  • Track Cost and Schedule at the Team Task Level
  • Complete Analysis “Real Time” (at least twice monthly)
  • Compare against Organizational Baselines (our average and normal statistical variance)
  • Determine Causes
  • Take Corrective Actions Early
  • Predict Delivery Date and Cost (EVP Model)
  • Share Planned vs. Actual and Estimates
  • QPM
  • Document Peer Reviews
  • Analyze Peer Review Data at the Team Level
  • Complete Analysis “Real Time” (at the completion of each review and at the team level twice monthly)
  • Compare against Organizational Baselines (our average and normal statistical variance)
  • Determine Causes
  • Take Corrective Actions Early
  • Predict Test and Quality Results (Defect Detection Model)
  • Improve the Quality Process
  • Deliver
  • High Quality
  • 0 Critical Defects
  • Required Solution
  • Deliver
  • On Time
  • On Budget
  • Reduce
  • Defects/Faults
  • Testing Rework X%
  • Warranty Cost X%
  • Maintenance Cost X%
  • Deliver
  • X% Ahead of Schedule
  • X% Under Budget
  • Margin
  • X% Increase

Improve Client Satisfaction

cmmi level 4 key activities 4 develop level 4 infrastructure organizational baselines
CMMI Level 4 Key Activities:4. Develop Level 4 Infrastructure – Organizational Baselines

Out of Control Points

Upper Control Limit (UCL)

Control

Limits

Center line (CL)

Lower Control Limit (LCL)

Out of Control Point

X axis: Event, Time or Sequence

Control Limits: Derived quantitatively based on historical measurement data

cmmi level 4 key activities 5 develop level 4 infrastructure prediction models

Key

PROJ

CMMI Level 4 Key Activities:5. Develop Level 4 Infrastructure – Prediction Models

Color Coding Key to assist in determining possible causes and corrective actions

Organizational Baseline for Schedule and Cost

Calculated

Finish

EAC

Project Threshold for Schedule and Cost

22,590

1/4/2003

Calculated (Predicted) Delivery Date and Cost Based on Project’s Current Performance (CPI and SEI)

Budget by Hours

Budgeted Cost Work Performed Hours

Planned delivery date and cost at completion

cmmi level 4 key activities 6 develop level 4 infrastructure qpm training and skill development
CMMI Level 4 Key Activities:6. Develop Level 4 Infrastructure – QPM Training and Skill Development
  • Managing using Data
  • Predicting Future Behavior based on History (Results) – Taking Corrective Actions to Mitigate Risks/Prevent Issues
  • Goal
  • On Time
  • On Budget

Analyze Results

Predict

Measure

  • Take Corrective Action
  • Change Process – e.g.: more peer reviews
  • Update Project Standards
  • Modify Resources/Resource Mix
  • Increase Mentoring and Training
cmmi level 4 key activities 7 actively deploy to projects
CMMI Level 4 Key Activities:7. Actively deploy to projects
  • Relentless Communication
    • Leadership communications
    • Monthly newsletter features
    • Executive presentations
    • Town hall Q&A meetings
  • On-site QPM Training Delivery
    • Data analysis
    • Use of enabling tools
  • ‘Wave’ approach
transition to cmmi level 4 experiences
Transition to CMMI Level 4 Experiences
  • Get your ‘Value Story’ straight
  • Get CMMI level 2 and 3 right
  • Get expert assistance
  • QPM stands for Quantitative PROJECT MANAGEMENT (ie. QPM is a project responsibility)
sarah bengzon accenture washington dc metro tel 703 947 1020 sarah bengzon@accenture com
Sarah Bengzon

Accenture Washington DC Metro

Tel: 703.947.1020

sarah.bengzon@accenture.com