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The center of excellence as a model for functional and testing enterprise service deliveryPhil RuthDeloitte Consulting LLP
Shawn Snyder Deloitte Consulting LLP
Michael Van BovenDeloitte Consulting LLP
HP Software Universe 2010
CoE’s as a Model for Functional & Testing Enterprise Service Delivery
Phil Ruth, Shawn Snyder and Michael Van Boven, Deloitte Consulting LLP
June 2010
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Phil is a Director in the Technology practice with over fifteen years of IT
delivery leadership. His experience is focused on large scale systems
implementation including strategic planning, enterprise architecture and
application development services, electronic commerce, and multi-channel
enterprise services and end-to-end testing. Phil has extensive experience
across health care/ life sciences, communications/media, and public sector
industries. Phil leads Deloitte‘s technology testing services
Introductions
Phil Ruth
Director
Global Testing Practice (GTP) Lead
(pruth@deloitte.com)
Photo
Michael is a Senior Manager in Deloitte‘s Technology practice and has over
9 years of experience in managing large, complex system integration
engagements and over 4 years of testing focused experience. Michael‘s
extensive testing experience includes: conducting testing assessments,
designing test strategies, managing end to end complex Test Program
efforts, and establishing comprehensive Testing Centers of Excellence
(COE) for large clients in the Telecommunications/Media and Financial
Services industries. Outside of current client and project delivery
commitments, Michael is currently serving as the Operational lead for
Deloitte‘s Global Testing Practice.
Michael Van Boven
Senior Manager
Global Testing Practice (GTP)
Operations Lead
(mvanboven@deloitte.com)
Shawn is a Senior Manager in Deloitte‘s Technology practice and had over
twelve years of management consulting experience. Shawn specializes in
large-scale program management and enterprise business transformations
for Fortune 500 health care and financial services organizations. Shawn has
significant experience with process design, business requirements and
business case development. In addition to client commitments, Shawn is
currently serving as the Operational lead for Deloitte‘s Functional Testing
Practice.
Shawn Snyder
Senior Manager
Global Functional Practice
Operations Lead
(shawnsnyder@deloitte.com)
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CoE and Enterprise Service Delivery Landscape - Connecting the Dots
Market landscape determines desired Business Capabilities that set the organization’s priorities and drive the
launch of specific programs/projects. Centers of Excellence are ‘competency’ driven and focused on supporting
projects through delivery of specific services to the organization.
…deliver
desired
capabilities…
Desired Business Capabilities
Define the organizational landscape
...drive
priorities
and
planning…
… supports projects by
consistent service
delivery…
Market Landscape : Budgetary Pressures , Quality and Reliability Expectations, Complex Business Solutions, Reduced time to market
Must reduce time to build solutions Must effectively manage diverse
teamsMust innovatively maximize utilization
…determine business capabilities…
Programs & Projects
DesignInitiation Construction Deployment
Enterprise Service Delivery Competencies
Priority Competencies
• Requirements Engineering
• Architecture & Data
• QA/Testing
• Service Integration
• Infrastructure
• Program Management
• IT Security & Controls
Centers of Excellence
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Center of Excellence Marketplace Perspectives, Trends & Drivers
• Most Fortune 500 organizations have some notion
of a Center of Excellence, even those companies
that do not use the term ―CoE‖ – expertise is not
evenly dispersed across any organization
• Healthcare, Utilities, Financial Services and Public
Sector industries are currently leading the way in
terms of adoption CoE Structures
• Forrester Research had over 156 Fortune 500
corporations respond to it‘s 2008 IT Center of
Excellence survey to participate in evaluating and
reviewing the latest Industry CoE Practices and
Trends – indicating a large industry focus on
implementation of CoEs
• Larger organizations (more than 5,000 employees)
are more likely to use CoEs than smaller
organizations, and very large organizations (more
than 20,000 employees) were more likely than
average to have centralized, shared-service CoEs.
• Globalization, cost containment and specialization
are three of the most important drivers for the
need to establish CoE structures within the
marketplace today
Source: Forrester October 24, 2008 ―Current
Practices For IT Centers Of Excellence (CoEs)
Most Common Types of CoEs
Application Areas
New Technologies
Business Process
Technical Infrastructure
Specialized Tools/Systems
Legacy Systems
Other
CoEs are widely being utilized in the marketplace within organizations establishing new, specialized,
and infrastructure technologies
Selected CoE Operational Model
Centralized, Shared Service Group
Best Practice Sharing Group
Virtual Group
Other
Don‘t Know
Source: Forrester October 24, 2008 ―Current
Practices For IT Centers Of Excellence (CoEs)
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Introducing Deloitte’s Center of Excellence (CoE) Framework
Service Provider (Manager) Model – a
centralized organization provides solution
development and implementation as a service
that is delivered to the entire enterprise. All
development staff are managed in a centralized
organization and are deployed across projects
and business units as required. Staff forecasting,
growth, and external augmentation is completed
on an aggregate basis.
Oversight (Architect) Model – in addition to the
above, a centralized organization manages staff
that executes planning and analysis work for
projects, assuring consistent application of
methods and tools, and hands development off to
LOB IT-based delivery resources
Repository Model – a centralized organization
maintains development standards,
methodologies, and best practice repositories,
but all aspects of delivery, including staff
planning, growth, and augmentation, is owned by
each LOB IT organization
Competencies
Represents the different
skills/ competencies the
CoE is focused on.Organizational Model
Represents the various levels of
responsibility and centralization
of the CoE.
Deg
ree o
f C
en
tralizati
on
Centralized
We have established a flexible Center Excellence (CoE) framework that can be used for major functional disciplines
(e.g. Testing, Requirements, Project Management) and can be modeled to support the degree of centralization
desired.
Federated Based on our experience, many companies have started with one organizational model and then
have moved to a different model as the organization has matured and becomes fully adopted
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Functional & Test CoE Component Overview
Service Delivery
Develops and delivers the
managed requirements and testing
services and tested application
end-product.
Operations & Governance
Manages the business of the CoE
by establishing governance and
overall testing and quality
management capability.
Organization & Change Management
Facilitates the focus on people and
change activities towards a
successful transformation to higher
stages of maturity.
Service
Delivery
Operations &
Governance
Organization &
Change
Management
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2
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2
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CoE
Developing & delivering
Services to the Organization
Managing the CoE Reaching my people & my customers
Fundamentally, the CoE is a service organization that has three critical components, all of which are required to
be successful
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Functional & Test CoE Service Delivery Component
The Competency Center in its most centralized form works across individual business units to develop and
deliver new processes and requirements.
Service Delivery
• Business Process Redesign
• Requirements Engineering Support
• Facilitation
• Analytics
• Traceability
• Functional Design and Prototyping
• Test Planning & Scenario Development
• Test Execution, Defect Tracking and
Reporting Support
• Test Environment planning,
governance and support
• 3rd Party Tool Configuration and
Maintenance (upgrades, license
management, plug-ins)
Operations and Governance
• Competency Center Governance
• Demand/Capacity Management
• Program Coordination
• Methods, Standards and
Accelerators Determination
• Involvement in IT Portfolio Planning
• Metrics and Reporting (including SLAs)
• 3rd Party Tool Vendor Management
• Best Practices and Knowledge
Management
Organization and Change Mgmt
• Executive Sponsorship and
Leadership Alignment
• Organizational Roles and Responsibilities
• Recruitment and Deployment
• Personnel / Career Development
Management and Monitoring
• Best Practices and Knowledge Management
• Knowledge Transfer
• Workforce Transition
• Support Tools Selection,
Development and Use
• Tool Configuration and Maintenance
Requirements Design Construction Testing Deployment
Business Process Design Business ReadinessProject
Delivery
Lifecycle
Service Delivered Across
Service
Delivery
PMO
OperationsOrganization
& Change
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2 3CoECoE
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Functional & Test CoE Operations & Governance Component
Service Delivery
• Business Process Redesign
• Requirements Engineering Support
• Facilitation
• Analytics
• Traceability
• Functional Design and Prototyping
• Test Planning & Scenario Development
• Test Execution, Defect Tracking and
Reporting Support
• Test Environment planning,
governance and support
• 3rd Party Tool Configuration and
Maintenance (upgrades, license
management, plug-ins)
Operations and Governance
• Competency Center Governance
• Demand/Capacity Management
• Program Coordination
• Methods, Standards and
Accelerators Determination
• Involvement in IT Portfolio Planning
• Metrics and Reporting (including SLAs)
• 3rd Party Tool Vendor Management
• Best Practices and Knowledge
Management
Organization and Change Mgmt
• Executive Sponsorship and
Leadership Alignment
• Organizational Roles and Responsibilities
• Recruitment and Deployment
• Personnel / Career Development
Management and Monitoring
• Best Practices and Knowledge Management
• Knowledge Transfer
• Workforce Transition
• Support Tools Selection,
Development and Use
• Tool Configuration and Maintenance
Requirements Design Construction Testing Deployment
Business Process Design Business ReadinessProject
Delivery
Lifecycle
Service Delivered Across
The Competency Center in its most centralized form works across individual business units to develop and
deliver new processes and requirements.
Service
Delivery
PMO
OperationsOrganization
& Change
1
22 3CoECoE
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Functional & Test CoE Organization & Change Management Component
The Competency Center in its most centralized form works across individual business units to develop and
deliver new processes and requirements.
Service Delivery
• Business Process Redesign
• Requirements Engineering Support
• Facilitation
• Analytics
• Traceability
• Functional Design and Prototyping
• Test Planning & Scenario Development
• Test Execution, Defect Tracking and
Reporting Support
• Test Environment planning,
governance and support
• 3rd Party Tool Configuration and
Maintenance (upgrades, license
management, plug-ins)
Operations and Governance
• Competency Center Governance
• Demand/Capacity Management
• Program Coordination
• Methods, Standards and
Accelerators Determination
• Involvement in IT Portfolio Planning
• Metrics and Reporting (including SLAs)
• 3rd Party Tool Vendor Management
• Best Practices and Knowledge
Management
Organization and Change Mgmt
• Executive Sponsorship and
Leadership Alignment
• Organizational Roles and Responsibilities
• Recruitment and Deployment
• Personnel / Career Development
Management and Monitoring
• Best Practices and Knowledge Management
• Knowledge Transfer
• Workforce Transition
• Support Tools Selection,
Development and Use
• Tool Configuration and Maintenance
Requirements Design Construction Testing Deployment
Business Process Design Business ReadinessProject
Delivery
Lifecycle
Service Delivered Across
Service
Delivery
PMO
OperationsOrganization
& Change
11
22 33CoECoECoE
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Functional & Test CoE Implementation Lessons Learned
Focus Area Representative Challenges Key Mitigation Steps
Scope & Scale
Swiftly and cost effectively ramping up/down CoE
resources
‗Right-sizing‘ the CoE
Find a trusted supplier of experienced testing resources
Start small and expand out over time
Build with future growth in mind
Organizational
& Operational
Model
Difficult to find the ‗right‘ CoE Organizational Model
Establishing Clear ‗rules of engagement
Clearly define CoE operational and governance model
Make sure that Customers perceive value provided
Establish Metrics and Measures
People
Insufficient executive sponsorship
Staffing CoE with right skills and experience
Lack of clear career paths
Ensure active and visible support from executive sponsors
Create a career path and build rotational assignments for
personnel
Awareness &
Adoption
Parts of organization are unaware of the COE
Business units refuse to adopt CoE standards
Establish a strong organization change and communication plan
Establish individual incentives tied to success and adoption of
CoE
Funding
No one wants to pay for the common good
Capital costs and payback period associated with
building the Center of Excellence
Build a fixed cost allocation for the Center of Excellence
Base project specific costs based on usage of COE
Technology
Test Data and test scripts not viewed as a corporate
asset
Slow move to Test Automation and performance
testing capabilities
Lack of dedicated testing environments
Sooner you move to an automated test capability, the sooner you
get positive returns and focus on more critical initiatives
Invest in your testing capabilities as part of your overall Enterprise
IT capabilities
Timing Time Required to Implement the CoE Assess and address prioritize areas of need first
Pilot project quickly to show tangible benefits to organization
When it comes to implementing successful CoEs, we collected a number of key learning that that can be
leveraged to help guide CoE implementation initiatives
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Functional & Test CoE Maturity Stages
Full Service Adoption
Service Deployment
Process Deployment
Stage 5: Optimize
Stage 4: Deploy
Stage 3: Build
Centralized
Infrastructure and
Processes
Developed
Centralized
Services Built Out
Enterprise-wide
Centralized
Services
Project by Project
Manual
Stage 2: Analyze
Stage 1: Current State
80% of IT
Organizations
Project by Project
Automation and
Processes
Mature CoE
Dedicated environments
Mature asset library
Extensive test automation
Limited planning
Fragmented
environments
No formal asset library
Manual test scripts
Project based planning
Shared environments
Some asset retention
Basic test automation
Stage 3: Build
Established CoE
Mature Processes
Maturing Test
Automation
Formal Assets Library
The establishment and on-going operations of a Functional and Test CoE is a journey with a movement across
different stages of maturity
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Functional & Test CoE Implementation Approach
• Develop requirements, testing, and
support services capabilities
• Implement standard tools
• Develop service delivery modelsService
Delivery
Service
Delivery
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Operations
/ Governance
Organization
& Change
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Organization &
Change Mgmt
• Develop CoE operating processes
Quality & risk mgt
Demand mgt & flexible sourcing
Adoption and outcomes tracking
Financial mgt
• Select Pilot project(s)
• Develop and implement CoE organization
• Develop CoE communication & branding
approach
• Develop talent mgt approach
• Develop learning plan
• Refine organizational model based on pilot
results
• Execute brand and marketing activities – focus
on pilot successes
• Source and acquire personnel for pilot projects
• Develop long-range talent plan
• Implement and refine learning approach
• Deliver pilot project(s) using standard
processes
• Tailor tools and processes based on pilot
results
• Refine service delivery models
• Prepare to scale capabilities for roll out
• Manage CoE operations – test and refine all
key management processes
• Begin reporting adoption metrics to sponsors
• Begin demand and source management by
selecting and planning roll-out projects
• Manage financials
• Refine and scale service
delivery capabilities
• Conduct Lessons Learned
• Refine and scale operating
processes
• Refine and adapt
organization and change
processes
PMO
Operations
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Stage 1: Analyze & Build
• Develop Charter
• Inventory existing Assets
• Conduct Gap Analysis
• Develop Charter
• Inventory existing Assets
• Conduct Gap Analysis
• Develop Charter
• Inventory existing Assets
• Conduct Gap Analysis
Service Delivery
Operations /Governance
Organization & Change
CoE Component
Analyze Define Implement
Functional & Testing CoE Build Out
Analyze Build Deploy
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Optimize
Stage 2: Deploy Stage 3: Optimize
The initial set-up and implementation of a CoE focuses on a 3 stage process with key activities being performed
across each of the 3 major CoE components within a give stage
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Leveraging HP’s Full Suite of Tools to Deliver Functional & Test Enterprise CoEs
Product Name Summary of Value to Organizations
Center Management
for Quality Center
HP Quality Center manages and governs quality processes and automates software testing across application
environment. It arms organizations with the capabilities it needs to manage the release process and make more
informed release decisions.
Business Process
Testing
HP Business Process Testing software is an automated and manual functional testing solution for test design,
test creation, test maintenance, test execution and test data management.
Quick Test
Professional
HP QuickTest Professional software is advanced, automated testing software for building functional and
regression test suites.
It captures, verifies and replays user interactions automatically and helps testers quickly identify and report on
application effects, while providing advanced functionality for tester collaboration.
HP Quality Center HP Quality Center streamlines the quality process—from requirements management through planning,
scheduling and running tests to defect tracking—in one, browser-based software product.
Load Runner HP LoadRunner software is cost-effective software for performance validation.
Used to generate load, diagnose problems and deploy with high quality.
Performance Center
Management
HP Center Management for Performance Center is out-of-the-box software that can helps run a performance
testing Center of Excellence.
Deloitte is currently using a number of HP’s leading tools to help support our Functional and Test CoEs
CA_SCIF ST-125a
CA_SCIF ST-143a
CA_SCIF ST-134a
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HP’s Center Management for Quality Center – a Closer Look
Project, resources and task management
Project & initiative visibility
Process consistency & workflow
enforcement
CoE
Quality
Center
Project management
Executive management
Quality team
Development team
Source: HP‘s CM4QC Customer Facing Deck
―Out of the Box‖ quality management as a shared Center of Excellence to provide best practices for project and resource
management
Integrate and automate the service requests and administration
tasks for the Shared Center of Excellence
Leverage Project and Portfolio Management Center 7.5 foundation
Tightly integrated with Quality Center 9.0 and 9.2
Initiate and track application and testing
projects, leveraging customizable workflow
to enforce Quality process and gates
Deloitte is currently piloting the use of HP’s Center Management for Quality Center to help manage our
Functional and Test CoE operations within our Near and Offshore Delivery Centers
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Summary of CoE Outcomes & Value Proposition
There are a number of qualitative and quantitative benefits that can be realized through the establishment of
the CoE capability
Reduce Enterprise and Delivery Costs & Increase Speed of
Delivery
• Decreased time to implement new applications or functionalities
• Cost savings in the discrete application development life cycle and for a longer
term, using better software quality overall
• Lower ongoing costs for maintaining applications
Time & Cost
Reduced Delivery and Execution Risk
• Better and more-consistent quality control processes and the resulting
confidence of the business user with IT
• Increased rigor and productivity by resources throughout the development
process, and in reporting development quality metrics and business unit
satisfaction
Risk
Increased Predictability and Effectiveness
• Repeatable and structured SDLC practices that focus on creating reusable
assets and an emphasis on reuse and collaboration
• Flexible resource sourcing based on demand
Innovation &
Simplification
Increase in Organizational Visibility
• COE participation in portfolio planning and alignment
• Focus on supporting projects in a strategic manner; not as ‗one-off solutions‘
Visibility
Q&A
18 ©2010 Hewlett-Packard Development Company, L.P.
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www.hp.com/go/swcommunity
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