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Moving To CMMI Level 4

(SW/SE/IPPD)CMMI User Conference

Denver, Colorado

November 2003

Sarah Bengzon, Associate PartnerCopyright 2003 Accenture All Rights Reserved. Accenture, its logo, and Accenture Innovation Delivered are trademarks of Accenture.


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Agenda1. About Accenture

2. Moving to CMMI Level 4

3. Questions


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1. About Accenture

* Note: Some corporate terminology may be changing soon.


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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 pastfive years, and more than 60 percent have been clients for at least 10 years.


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Market-facing Structure

Comm. &Comm. &

High TechHigh TechFinancialFinancial

ServicesServicesGovernmentGovernment ProductsProducts ResourcesResources

Global Strategic Delivery Approach

Alliances

Business Consulting Capability GroupService Lines and BPO BusinessesBusiness Consulting Capability GroupService Lines and BPO Businesses

Technology & Outsourcing Capability GroupService Lines and BPO BusinessesTechnology & Outsourcing Capability GroupService Lines and BPO Businesses

Affiliated CompaniesAffiliated Companies


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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


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Process unpredictable, poorly

controlled and reactive1

2Process characterized for projects

and is often reactive

3Process characterized for the

organization

4Process measured and statistically

controlled

5Emphasis on continuous

improvementOptimizing

Initial

Quantitatively Managed

Defined

Managed

May 2000: Achieved CMM Level 2for Federal Client Group

October 2000: Achieved Level 3 forFederal Client Group

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

FY04 Level 4 Appraisal

Moving on to Level 4Process Improvement Journey


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Plan

July 2001 Nov 2003

Project Management

CMMI Level 4 Time Line

Pilot Full Rollout

Maintain

Process Assets

CMMI Level 4 Approach

Level 4

Readiness Review/

Training

Develop Process Assets

CMMI Level 4

SCAMPI B

DEPLOYMENT

DEVELOPMENT

REQUIREMENTS

Communication and Sponsorship

- Level 4 Processes, Tools, Metrics

- Quantitative Project Management Training- Organizational Baselines, Prediction Models


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CMMI Level 4 Key Activities:

1. Getting Started

CMMI Level 4 Process Areas:

1. Organizational Process

Performance (OPP)

2. Quantitative Project Management

(QPM)

Capability Maturity Model Integrated

5 Optimizing Emphasis on continuousimprovement

4 QuantitativelyManaged

Process measured andstatistically controlled

3 Defined Process characterized for theorganization

2 Managed Process characterized for projects and is often reactive

1 Initial Process unpredictable, poorlycontrolled and reactive

Accenture conducted a Readiness Review and Training activities to kickoff

its CMMI level 4 activities.


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Accenture

Goals

GovernmentOperating Group

Goals

OU Quality & ProcessPerformanceObjectives (On time, On budget, High

quality)

Sales and

Financial Goals

Project Quality & Process

Performance ObjectivesDeliver within x Days of Due DateHours within x% of Budgetx Critical Defects, x Medium Defects and < x% of

Low Critical Defects

USA Government Operating Unit (OU)

Project

Sales and Financial Goals

Drive

s

Achieves

MMI Level 4 Key Activities:

. Develop and communicate the Value Story


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GOALS

Delivery Process

Deliver

On Time

On Budget

Estimating Process

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 againstOrganizational 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

Use Data Analysis

to Improve the

Drives Data &

Baselines

Quality Process

Deliver High Quality 0 Critical Defects Required Solution

Over Estimating Cost leads

to lost Sales

Under Estimating Cost leads

to lost Profit

Improve Client Satisfaction

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 againstOrganizational 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

Sales

Profit

Margin

Deliver X% Ahead of

Schedule

X% Under Budget

Reduce

Defects/Faults Testing Rework X% Warranty Cost X% Maintenance Cost X%

Margin

X% Increase


3. Select processes that support goals


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4. Develop Level 4 Infrastructure

Organizational Baselines

Lower Control Limit (LCL)

Upper Control Limit (UCL)

Control Limits: Derived quantitatively based on historical measurement data

X axis: Event, Time or Sequence

Center line (CL)

Out of Control Points

Out of Control Point

Control

Limits


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Earned Value Prediction Model

0

5,000

10,000

15,000

20,000

25,000

Jan-03 Mar-03 May-03 Jun-03 Aug-03 Oct-03 Nov-03 Jan-04 Mar-04

Date

Budget Budget

BCWP

EAC

GOU Guide

Proj Thresh

1/4/2003

Calculated

Finish EAC

22,590

Key

PROJ

Budget by

Hours

Budgeted Cost Work

Performed Hours

Organizational Baseline for

Schedule and Cost

Project Threshold forSchedule and Cost

Calculated

(Predicted) Delivery

Date and Cost

Based on Projects

Current

Performance (CPI

and SEI)

Color Coding Key to

assist in determining

possible causes and

corrective actions

Planned

delivery date

and cost at

completion



Prediction Models


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QPM Training and Skill Development

GoalOn TimeOn Budget

Measure

Analyze Results

Take Corrective ActionChange Process e.g.: more peer reviewsUpdate Project StandardsModify Resources/Resource MixIncrease Mentoring and Training

Predict

Managing using Data

Predicting Future Behavior based on History (Results) Taking CorrectiveActions to Mitigate Risks/Prevent Issues


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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


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Transition to CMMI Level 4

ExperiencesGet 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)


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Sarah BengzonAccenture Washington DC Metro

Tel: 703.947.1020

[email protected]

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