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Integrating Resources to Drive Business Performance · Causal Analysis and Resolution 5 Optimizing...
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Integrating Resources to Drive Business Performance
Dr. Kanchit MalaivongsFellow, Royal Institute of Thailand
8 February 2005
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Overview• Project Management and CMMI• Human Resource Management• Integration of Resources• Eliminate misalignment• Successful Integration• Critical Success Factors
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CMMI• Capability Maturity Model Integration proposed
by the Software Engineering Institute• A new model for process improvement• A substitution for SW-CMM• A mechanism to appraise and measure the process
capability in systems and software engineering
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Simple Improvement Processes• Determine where you are.• Determine where you want to be.• Make a plan to be at what you want.• Execute the plan and monitor the execution.• Learn lessons and repeat the process.• Another improvement process is Plan Do Check Act.• IDEALSM
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SetContext
BuildSponsorship
CharterInfrastructure
CharacterizeCurrent &Desired States
DevelopRecommendations
SetPriorities Develop
Approach
PlanActions
CreateSolution
Pilot/TestSolution
RefineSolution
ImplementSolution
AnalyzeandValidate
ProposeFutureActions
Stimulus for Change
Initiating
Diagnosing
Establishing
Acting
LearningThe IDEALSM Model
SM IDEAL is a service mark of Carnegie Mellon University.
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CMMI Representations
• CMMI can be used to improve the processes following two tracks or representations• Staged representations – following the proven
steps by improving the given sets of processes.• Continuous representations – select to improve a
set of one own’s interesting processes.
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Organizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
ContinuousProcess Improvement
QuantitativeManagement
ProcessStandardization
BasicProjectManagement
Organizational Process PerformanceQuantitative Project Management
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project Management for IPPDRisk ManagementIntegrated TeamingIntegrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for Integration
Requirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
QualityProductivity
RiskRework
1 Initial
Process AreasLevel Focus
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Staged
ML 1
ML2ML3
ML4
ML5
. . .for a single process areaor a set of process areas
PA PA
Pro
cess
Are
a C
apab
ility
CL 0
C
L 1
CL2
C
L3
CL4
C
L5
PA
Continuous
. . .for a specified set ofprocess areas across an
organization
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Model Components in the Staged Representation
Maturity Levels
Process Area 1 Process Area 2 Process Area n
Commitmentto Perform
GenericPractices
SpecificGoals
GenericGoals
Common Features
Abilityto Perform
VerifyingImplementation
DirectingImplementation
SpecificPractices
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The Maturity Levels
1
2
3
4
5
Process unpredictable, poorly controlled, and reactive
Process characterized for projects and is often reactive
Process characterized for the organization and is proactive
Process measuredand controlled
Focus on processimprovement
Optimizing
QuantitativelyManaged
Defined
Initial
Managed
Optimizing
Defined
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How CMMI is related to HR• CMMI model emphasizes key practices which are
grouped into the following common features:• Commitment to Perform• Ability to Perform• Directing Implementation• Verifying Implementation
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Implications
• Project must be carried out by people who have ability to conduct the given tasks:– Project manager– SA, Programmer, Tester,…– Quality Assurance– Configuration management staff (Librarian)
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Ability to Perform
• Companies must issue policies indicating the intention that they will assign responsibility to only those who have received adequate trainings• Otherwise, the project members must be given
trainings and tools before being assigned
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Responsibility must match the processes
• Project managers must examine the basic experiences and background trainings of all the project staff.• Make sure that they have knowledge and
skills required to conduct the tasks
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Process and Product Quality Assurance• SG1 Objectively Evaluate Processes and Work
Products– SP 1.1 Objectively Evaluate Processes– SP 1.2 Objectively Evaluate Work Products and Services
• SG2 Provide Objective Insight– SP 2.1 Communicate and Ensure Resolution of
Noncompliance Issues– SP 2.2 Establish Records
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Configuration Management• SG1 Establish Baselines– SP 1.1 Identify Configuration Items– SP 1.2 Establish a Configuration Management System– SP 1.3 Create a Release Baselines
• SG2 Track and Control Changes– SP 2.1 Track Change Records– SP 2.2 Control Configuration Items
• SG3 Establish Integrity– SP 3.1 Establish Configuration Management Records– SP 3.2 Perform Configuration Audits
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Integration of Resources• CMMI also emphasizes Integration• Maturity Level 3 provides several mechanism to
handle integration– Integrated Project Management– Integrated Supplier Management– Integrated Teaming– Product Integration
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What does it mean by Integration?• Successful integration of business and technical
elements in projects is dependent on substantive and proactive organizational processes and guidelines.• The organization must be capable of providing
and sustaining people, products, and processes for efficient execution of its projects.
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Organizational Environment for Integration
• People trained to exploit the collaborative environment as an integrated team• A workplace with adequate resources• Standard processes and organizational
process assets• Rewards
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SG1- Provide IPPD Infrastructures
• Establish the Organization’s Shared Vision• Establish an Integrated Work Environment• Identify IPPD-Unique Skill Requirements
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SG2- Manage People for Integration
• Establish Leadership Mechanisms• Establish Incentives for Integration• Establish Mechanisms to Balance Team and
Home Organization Responsibilities
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Eliminate Mis-alignment
• Project Manager must oversee the development of Organizational Environment for Integration• This can be done by following the following
key practices
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Crucial Key Practices
• Establish and maintain an organizational policy for planning and performing OEI• Establish and maintain the plan for
performing the OEI
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Crucial Key Practices 2
• Provide adequate resources, for examples:– Prototyping tools– Work space– Office equipment and supplies– Transportation resources– Support staff and/or services
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Crucial Key Practices 3
• Assign responsibility and authority for performing the process, developing the work products, and providing the services of OEI• Train the people performing or supporting
the OEI
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Crucial Key Practices 4
• Place designated work products of the OEI under appropriate levels of CM• Identify and involve the relevant stakeholders • Monitor and control OEI against plan and
take appropriate corrective action
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Crucial Key Practices 5
• Objectively evaluate adherence of the OEI against its process description, standards, and procedures, and address noncompliance• Review the activities, status, and results of the
OEI with higher level management and resolve issues
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Critical Success Factors
• Integration of resources is considered to be successful if the Organization can produce:– Organization’s Shared Vision– Evaluations of the organization’s shared vision– Guidelines for shared vision building within projects
and integrated teams
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Conclusion
• Preparing resources for Project is important• CMMI provides proven guidelines for Project
Management • Integration is a part of Maturity Level 3• OEI is the process to prepare for integration
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Questions
• The speaker is willing to answer the questions related to this lecture: