implementing cmmi for development model maturity level 2 ... · system development cm ma analysis...

2017

ImplementIng CmmI for Development moDelmaturIty level 2 (StageD)

CIB SuCCeSS Story

Quality is “Priority”!

To uphold CIB’s distinct reputation as a leading and trusted financial institution in Egypt.

To create outstanding stakeholder value by providing best in class financial solutions to

individuals and enterprises that drive Egypt's economy.

To grow and help others grow.

2017 awards

• Best Trade Finance Provider in Egypt - by Global Finance• Best Treasury & Cash Management Providers in Egypt - by Global Finance • Best Foreign Exchange Provider in Egypt - by Global Finance • Best Bank in Egypt 2017 - by Global Finance • Best Bank in Egypt - by Euromoney • Best Bank in the Middle East 2017 - by Euromoney • Best Securities Services Providers in Egypt - by Global Finance • Best Cash Management Services in North Africa - by EMEA Finance• Best FX Services in North Africa - by EMEA Finance

World'S BeSt Bank

In the emergIng marketS

by EuromonEy

Client FoCus

our success is dependent upon our capability to provide the best products and services to our clients; we are committed to helping our clients achieve their goals and be the best at what they do.

our clients are at the center of our activities and their satisfaction is our ultimate objective.

Client FoCus – industry oriented


More effective and efficient project management and System development Processes.

projeCt management\

SyStemDevelopment



optimized project delivery in terms of time, cost and deliverable quality.

projeCt management\

SyStemDevelopment

It




• Enhanced Time-to-Market• Enhanced business

alignment

projeCt management\

SyStemDevelopment

It

CIB





alignment

CIB customers would enjoy better banking services, better experience, resulting in higher customer satisfaction and stronger customer loyalty.

projeCt management\

SyStemDevelopment

It

CIB

external CuStomer





alignment

CIB customers would enjoy better banking services, better experience, resulting in higher customer satisfaction and stronger customer loyalty.

projeCt management\

SyStemDevelopment

It

CIB

external CuStomer

BankIng InDuStry

• Higher competitive advantage

• Enhanced image and reputation

why ProCess-based Model


To be able to deal with an ever-changing world


Technology is changing at an incredible speed


People also change frequently


Technology is changing at an incredible speed


People also change frequently

Everyone realizes the importance of having a motivated, quality work force and the latest technology, but even the

finest people can’t perform at their best when the process is not understood or operating at its best.

transForMing For suCCess strategy


CIB BuSIneSS exCellenCe• Maximizing the performance of our existing businesses


It exCellenCe


It performanCe exCellenCe


It exCellenCe

tIm

e

Co

St

Qu

alIt

y

Ch

ang

e m

anag

emen

t

team

pr

oD

uC

tIvI

ty



SynergIzIng the performanCe anD overall proDuCtIvIty of the It Department In the form of• decreased project delivery delays.• Decreased cost• decreased defects in the final project deliverables• Enhanced project stability through effective change management • Enhanced team productivity.


It exCellenCe

tIm

e

Co

St

Qu

alIt

y

Ch

ang

e m

anag

emen

t

team

pr

oD

uC

tIvI

ty

theSe oBjeCtIveS are BuIlt on a SolID founDatIon of• Continuous improvement• Effective risk management • Applying latest technologies



SynergIzIng the performanCe anD overall proDuCtIvIty of the It Department In the form of• decreased project delivery delays• Decreased cost• decreased defects in the final project deliverables• Enhanced project stability through effective change management • Enhanced team productivity

ContInuouS proCeSS Improvement

teChnologyexCellenCe

rISk management

Cib suCCess story

Cib suCCess story

CmmI-Dev ml2 CertIfICate

CMMi-deV Ml2 iMPleMentation aPProaCh

approaChImplementatIon


CoaChIng anD traInIng

• introduction to CMMi OfficialTraining

• Coachingtheteamthroughouttheproject






• Performagapanalysis• ImplementCMMI-DEV

ML2processareas

ConSultIng






• Performagapanalysis• ImplementCMMI-DEV

ML2processareas

ConSultIng• IntroductiontoCMMIOfficial

Training• Coachingtheteam

throughouttheproject

aSSeSSment


teaM CollaborationTeam Collaboration

Management Support and Commitment

Project Management

PMOBRM

Project Management Head

PP PMC

CM MA

Project Management

Peer Review

REQ

M

PP PMC

REQ

M

PP PMC

System Development

CM MA

AnalysisGovernance and Control

Design

Peer Review

System Development Head

PPQA

Quality AssuranceCertification Office

- Gap Analysis- Process Definition- Process Implementation

- Introduction to CMMI-DEV

- Spot Check- ATM Training- Readiness Assessment- SCAMPI A

Auditing

QA Policy

AuditChecklist

Audit Log

FindingsReport

CommonFindings Report

EscalationLog

Reporting

REQ

M

SAM

PP

Team Coaching

Gap AnalysisReport

Project Plan

VisitReports

Contract

SECC

Consultation

Training

Assessment

Analysis and Trending

QA Audit Plan

QA Audit Plan

Coordination

Coordination

PPQA

Feedback for Continual Improvement

Plan

Do Check

Act

Continual ImprovementTr

igge

rs

CMMi For Cib it –iMPleMentation sCoPe

iMPleMentation sCoPe is deliMited by the Following boundaries



Commercial International Bank – Egypt

organIzatIon




IT Department

SyStem DevelopmentDeveloping internal

enhancements

projeCt management Managing outsourced

projects

organIzatIon organIzatIonal unItS




IT Department

ImplementatIon type


enhancements


projects


Staged




IT Department

ImplementatIon type


enhancements


projects

SCope of proCeSS areaS

All process areas are applied except the “SAM”

process area for the system development function


Staged

CMMi For Cib it –high leVel sChedule

CMMI for CIB IT – High Level ScheduleContractingMay 2015

Gap AnalysisJune 2015

ConsultationProcess Definition

August 2015

ConsultationImplementation

January 2016

Spot check

October 2016

Reediness Assessment

February 2017

Formal Appraisal

March 2017

5-2015 6-2015 7-2015 8-2015 9-2015 10-2015 11-2015 12-2015 1-2016 2-2016 3-2016 4-2016 5-2016 6-2016 7-2016 8-2016 9-2016 10-2016 11-2016 12-2016 1-2017 2-2017 3-2017

• The project had taken more time than planned as CIB was synchronously running two vitalstrategic projects that consumed all key resources.

• Thankfully, SECC appreciated and tolerated this prioritization with minimum effect on the CMMIimplementation project.

• The project time line had been extended as CIB was synchronously running two vital strategic projects that consumed all key resources

• Thankfully, SECC appreciated and tolerated this prioritization with minimum effect on the CMMI implementation project

QualitatiVe beneFits

QualitatiVe beneFits

• opportunities for error • Scope creep• rework and re-planning• redundancy and time waste• Cost - risk

teChnICal BenefItS

QualitatiVe beneFitsQualitatiVe beneFits



teChnICal BenefItSteChnICal BenefItS

BuSIneSS BenefItSBuSIneSS BenefItS

• Product\Service Quality• Time to Market• Program insight, control and tracking• Customer Satisfaction and

confidence• Management visibility to project

performance



performance

QualitatiVe beneFitsQualitatiVe beneFits



teChnICal BenefItSteChnICal BenefItS

BuSIneSS BenefItSBuSIneSS BenefItS



performance



performance

CapaBIlItIeS

introduCing Quality assuranCeQuality Assurance audit mechanism was built and became a vital process within both project management and system development methodologies.

Introducing Quality Assurance – Quality Assurance audit mechanism was built and became a vital process within both project management and

system development methodologies.

Sample of QA audit checklist

Sample of QA audit result “ Conformance % per process area”

Sample of QA audit result “Conformance % -project level”

Sample of QA audit result “Escalation % -project level”

Challenges

Challenges

• required a major shift in organizational culture and attitude• Misconception that processes equals bureaucracy and regimentation• Streamline the established process areas with the existing working model• The model added minor overhead in terms of documentation• required a considerable amount of time and effort for implementation with limited resources• Team ability to execute various management and engineering practices as documented, and be able

to prove it by the existence of project artifacts• Team ability to complete the CMMI-related assignments side-by-side with the functional

responsibilities

Key suCCess FaCtors

Key suCCess FaCtors

• Quality initiatives should be linked to the organization strategy• Senior management support and involvement• Alignment with other frameworks and standards (ITIl, CoBIT, SSdlC, PCI-dSS)• Change organizational culture and enhanced learning ability• Started with orientation, continue with coaching and awareness sessions• Focused, stepwise implementation• Effective communication across all key stakeholders

Key suCCess FaCtors

FroM to

We could strengthen our culture by shifting the focus

ProjeCt ManageMent \ systeM deVeloPMent ProCess ManageMent

Key suCCess FaCtors

FroM to



ProduCts solutions

Key suCCess FaCtors

FroM to



ProduCts solutions

ProbleM selling ProbleM solVing

Key suCCess FaCtors

FroM to



ProduCts solutions


transaCtion driVen strategy driVen

Key suCCess FaCtors

FroM to



ProduCts solutions



intuitiVe deCisions transParent, MetriCs-based deCisions

Key suCCess FaCtors

FroM to



business exCellenCe

ProduCts solutions



intuitiVe deCisions transParent, MetriCs-based deCisions

oPerational exCellenCe

taKing Cib it CaPabilities to the next leVelTaking CIB IT Capabilities to the Next Level

Project\EnhancementProject Management\System Development --- Operation ---

CMMI-DEV ML3 Certificate CMMI-SVC ML3 Certificate

End-to-end Governance and Control Model

any Questions?

implementing cmmi for development model maturity level 2 ... · system development cm ma analysis...

Documents