CMMI: How to build innovation on demand factory. Innovation on demand St. Petersburg,

CMMI: How to build innovation on
demand factory.
St. Petersburg,
23rd of October 2013
Alexey Komarov, Quality Director
Innovation on demand
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VUCA = VOLATILE, UNCERTAIN,
COMPLEX AND AMBIGUOUS
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Technologies shape totally new world around us.
THEN…
NOW…
Portable music vs. mp3-player
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Technologies shape totally new world around us.
THEN…
NOW…
Yellow pages vs. Google Maps
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Technologies shape totally new world around us.
THEN…
NOW…
Bookstore vs. ozon.ru online megamarket
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Technologies shape totally new world around us.
THEN…
NOW…
Printed books vs. eBook Reader
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Technologies shape totally new world around us.
THEN…
NOW…
Printed maps vs. Navigator
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Technologies shape totally new world around us.
THEN…
NOW…
IBM PC computer vs. iPad and iPhone
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Technologies shape totally new world around us.
THEN…
NOW…
Cavemen drawings vs. Instagram
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Technologies shape totally new world around us.
THEN…
NOW…
Photo-albums vs. Facebook
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The world is changing…
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Innovative, awesome and… unreliable and unstable.
Windows 98
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iPhone’s “golden route”
Surface
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VUCA - volatile, uncertain, complex and ambiguous world.
“Strategy is dead.”
“Management is dead.”
“The big idea is dead.”
“Marketing is dead.”
Kevin Roberts,
CEO of Saatchi & Saatchi
“We don’t just live in a VUCA world
- a volatile, uncertain, ambiguous
and complex world - we live in a
super VUCA world.”
Speech at the IoD's Annual Convention taking
place at London in 2012
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Welcome to the world of IT
Always creating something new …
even when creating replica.
… but to make a copy costs $0.
Customer never knows what he wants
or needs, but is sure you do know
… until you deliver it.
… and as customer sees it you face
huge amount of changes requests.
Innovation – is when you don’t know
what you are looking for, but you know
for sure when you’ve found it.
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THE METHOD
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What is CMMI?
Capability Maturity Model Integration (CMMI) is a process improvement
approach that provides organizations with the essential elements of
effective processes that ultimately improve their performance.
Developed in the end of 1980’s at SEI Institute, Carnegie Mellon
University.
“All models are wrong, but some are useful.” - George Box, Quality and Statistics
Engineer.
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CMMI cornerstone concept is “process”.
“If you can’t describe what you are doing as a process, you don’t know what you’re
doing.” – W. Edward Deming.
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Typical development processes
Ready for Setup
Elicit
needs/goals
Project
Definition
Identify tailoring
parameters
Staffing
Identify
resources
Project
Organization
Outline
schedule
Contract
Development
Pre-operations
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Setup complete
Pilot complete
Implement
Pilots
Ongoing
Operations
Know-how
Transfer
Evaluate
Service Level
Relationship
Management
Process
Tailoring
Improve
Framework
Change
Management
Process
Improvement
Setup
Piloting
Continuous
Operations
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Three constellations of CMMI
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CMMI Framework
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Process Area Profile (Reksoft data)
ML 5
ML 4
Optimizing
Causal analysis & resolution
Organizational Performance Management
Quantitatively Managed
Quantitative project management
Organizational process performance
Defined
ML 3
Decision analysis & resolution
Risk management
Integrated project management
Organizational training
Organizational process definition
Organizational process focus
Validation
Verification
Product Integration
Technical solution
Requirements Development
Managed
ML 2
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Configuration management
Process & product quality assurance
Measurement & analysis
Supplier agreement management
Project monitoring & control
Project planning
Requirements management
satisfied
not satisfied
not applicable
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Process Area Components
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What are the benefits?
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Understanding process behavior via Monte-Carlo simulation
Is it possible to deliver Story Point with
less than 3 defects with 90% confidence?
What is the attribute which contributes
most?
How to increase CR
stability?
Schedule CR to the next
release?
Better requirements
management
Increase
Customer
Sessions?
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Increase
review
period
with
customer
?
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Quality Management System in Reksoft

ISO 9001:2008 certification since 2000

Development processes are based on ISO 12207 and agile methodologies (SCRUM)

Project Management processes are based on PMI PMBoK

CMMI for Development Maturity Level 5 official appraised in 2013:
•
All departments appraised: Financial,
Telecom, Public Sector and CrossIndustrial Projects.
•
Appraisal performed by IAL Software
Engineering, S.A.
•
Details available at
https://sas.cmmiinstitute.com/pars/pars_d
etail.aspx?a=20167.
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Thank you
Alexey KOMAROV
Quality Director
[email protected]
Saint Petersburg
Phone: +7 812 325 2100
www.reksoft.com
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References/Citation
1. The Drum. "Marketing is dead" says Saatchi & Saatchi CEO
Visited 1.10.2013 http://www.thedrum.com/news/2012/04/25/marketing-dead-sayssaatchi-saatchi-ceo#ooW2tCv1J9A33SdY.99
2. Overview of CMMI Model Components. Module 3. Software Engineering Institute
Carnegie Mellon University, 2011.
3. CMMI Institute. Guidelines for Announcing Your CMMI Appriasal. 2013.
4. Internet Trends D10 Conference 5/30/2012, Mary Meeker. 2012.
5. Reksoft. Quality Management Approach. 2013.
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