itil vs cmmi - 3 cases
TRANSCRIPT
CMMI meets ITIL
Dr. Ute Streubel
KUGLER MAAG CIE GmbH
Leibnizstr. 11, 70806 Kornwestheim / Stuttgart, Germany
Phone / Fax +49 (0) 7154 807 – 210 / 229
[email protected] www.kuglermaag.com
Stuttgart June 2008
© Copyright 2008 KUGLER MAAG CIEPage 2 24.06.2008 CMMI meets ITIL, Version A, Dr. Ute Streubel
KUGLER MAAG CIE - Basic Facts
The Company
• Founded in 2004, today a team of
more than 60, average age 44,
acknowledged experts in their fields
• Focused on Process Improvement
• Expertise in CMMI®, SPICE / ISO
15504, Functional Safety / IEC 61508,
Project / Quality / Requirements
Management, High Maturity, Change
Management, …
Industries
• Automotive Industry, Financial Services, ICT, Health, Telco, Railways, …
Customers
• Global players, culturally
diverse, operating in
• Europe,
• North America and
• Japan
Partners & Networks
MBtech
Lero
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KUGLER MAAG CIE - Services
Improvement Services
• Managing change for the purpose of lasting quality and productivity improvement
• Evaluating performance
improvement potential
Process Application
• “Off-the-shelf” processes tailored
for an accelerated and sustained process performance improvement
• “Project Rescue” services
• Operative process execution
Change Engine Services
• Organizational change control
• Agile process management
• Strategy implementation
Appraisal Services
• Improvement “Readiness Check”
• Improvement “Health Check“
• CMMI® appraisals
• ISO/IEC 15504 SPICE assessments
• Tailored supplier evaluations
Knowledge Services
• Training and qualification of
practitioners, EPGs, quality groups, assessors, management, and
executive management
• Qualifying for customers’ or 3rd party
assessments
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KUGLER MAAG CIE - Customers
DAIMLER
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Contents
The Challenge
ITIL and CMMI – a Comparison
3 Scenarios
Conclusion and Outlook
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The Challenge
Source: ABN AMRO / Bankentechnologie 2008
market restructuring /
M&Aintense cost
pressure
governance & compliance
requirements
new competitors
expansion / new customers
“A Changing Business World”
new products
“Change the Business” is becoming more and more important => requiring support from IT
…
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One possible Answer: CMMI-DEV and CMMI-ACQ
CMMI-DEVmanaging
development
processes
CMMI-ACQmanaging
development
processes
Target group:
Development
Target group:
Acquisition
commonprocess areas
Mastering complexity, fast product cycles, repeatable, comparable, maturity levels, reducing risks, common language ...
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CMMI-DEVAreas of Application
VOrganisation
DEV
Project
Su
pp
ort
CMMI-DEV
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Benefits of CMMI
�offers a network of processes and “best practices” for development processes which have proven their worth in international industrial settings
�offers orientation/guidelines for process improvement activities�offers a structured improvement programs�contains methods and structures to assess development processes�allows an objective evaluation of the current situation�offers the opportunity of a comparison with one’s competitors�offers the opportunity to make use of the application experiences of
others�offers a common “language”�…
CMMI
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The other Challenge: to run the Business more efficiently
Effort1) for Change-the-
Business und Run-the-
Business:
Effort1) for Change-the-
Business und Run-the-
Business:
today tomorrow
1) IT Effort/Budget, example
Change-the-Business
Run-the-Business
Change-the-Business
Run-the-Business
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Process ManagementProject ManagementRequirements ManagementPPQADevelopment Support and EngineeringChange Management
Process ManagementProject ManagementRequirements ManagementPPQADevelopment Support and EngineeringChange Management
Security ManagementFinancial ManagementChange Management
Security ManagementFinancial ManagementChange Management
One possible Answer: CMMI-SVC and/or ITIL?
Target group:
Development
and Operations
Target group:
Operations
CMMI-
SVC
ITIL
Service Design or EstablishmentService Operation or DeliveryService TransitionConfiguration ManagementCapacity and AvailabilityService Continuity Measurement and AnalysisSupplier Agreement Management
Service Design or EstablishmentService Operation or DeliveryService TransitionConfiguration ManagementCapacity and AvailabilityService Continuity Measurement and AnalysisSupplier Agreement Management
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The family of process models around CMMI contains not only development, but also acquisition and services
CMMI-DEVManaging developmentprocesses
CMMI-SVCManaging internal andexternal services
CMMI-ACQManaging acquisitionprocesses
Target group:Development
Target group:Service providers
Target group:Acquisition
16 commonprocess areas
Benefits:Synergy between development, service provision, acquisition
Note: CMMI for Services
will be available 2008
v
V
Vv
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CMMI-DEV und ITILAreas of Application
ITIL
vVOrganisation
DEV
Project
Su
pp
ort
CMMI-DEV
VOPERATION / SERVICE
Organisation
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CMMI-DEV, ITIL and CMMI-SVCAreas of Application
CMMI-SVC v
ITIL
vVOrganisation
DEV
Project
Su
pp
ort
CMMI-DEV
VOPERATION / SERVICE
Organisation
v
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Contents
The Challenge
ITIL and CMMI – a Comparison
3 Scenarios
Conclusion and Outlook
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“CMMI meets ITIL”- the Scope of the Talk
practical experiences
�<= Level 3
�CMMI-DEV (-ACQ)� ITIL V2� ISO 20.000
�CMMI-SVC (0.5)� ITIL V3
low-levelorganisations
considering
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CMMI-SVCITIL
Mapping ITIL V2 and CMMI-SVC (only service-specific PAs)
• Capacity Management
• Availability Management
• Change Management
• IT Service Continuity Mgmt
• Incident Management
• Service Desk
• Service Level Management
• Problem Management
• Configuration Management
• Release Management
• Financial Management
• Security Management
• Supplier Management
• Organizational Service Management (OSM)
• Capacity and Availability Management (CAM)
• Requirements Management (REQM)SVC
• Service Continuity (SCON)
• Incident and Request Management (IRM)
• Service Delivery (SD)
• Service System Development (SSD)
• Service Transition (ST)
• Problem Management (PRM)
• Configuration Management (CM)
• Supplier Agreement M.
v v
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Open Questions when Mapping CMMI-SVC and ITIL
� Release Management in ITIL refers to Service Transition in
CMMI-SVC?
� Changes in ITIL refer to Changes or Requests in CMMI?
� Financial Management is (partly) addressed in Service Delivery
� and Business Relationship in Stakeholder Management?
� …..
Mapping is a complicated thing
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CMMI (-SVC)ISO 20.000
Mapping ITIL V2 - in accordance with ISO 20.000 -and CMMI-SVC (GPs and organisational PAs)
3.1 Management responsibility
3.2 Documentation requirements
3.3 Competence, awareness and training
4.1 Plan
4.3 Monitor, measuring and reviewing
4.4 Continual improvement
• GP 2.1, GP 2.2, GP 2.4,GP 3.1
• GP 2.6 (in parts), CM
• GP 2.3, GP 2.4, GP 2.5, OT
• GP 2.1, GP 3.1, OPD
• GP 2.8, GP 2.9, MA
• GP 3.2 OPF
v v
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CMMI-SVC
Project Monitoring and Control (PMC) amp
Project Planning (PP) amp
Process and Product Quality Assurance (PPQA) amp
Requirements Management (REQM)SVC
Risk Management (RSKM) amp
Supplier Agreement Management (SAM) amp
Core PAs
Configuration Management (CM) amp
Decision Analysis and Resolution (DAR) DEV
Integrated Project Management (IPM) DEV
Measurement and Analysis (MA) DEV
Organizational Process Definition (OPD) DEV
Organizational Process Focus (OPF) DEV
Organizational Training (OT) DEV
v
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CMMI-SVC Assessing the Suitability of CMMI-SVC in Development and Operations
Pros
� ideal in development (effective)
� addresses all kinds of services, not
only IT
� strength in supplier management
� capability and maturity in different
stages
� comparable
� relates to organisations
� proven improvement approach
� more strategic
� strength in project management to
� deliver in time, quality and budget
� not ideal with regards to efficiency
� security is missing
� finance management weak
� architecture only addressed indirectly
� not so detailed with regards to service
delivery
� draft
� not as common in Europe as ITIL
� no suggestions for KPIs
Cons
v
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ITIL Assessing the Suitability of ITIL in Development and Operations
Pros
� greater focus on efficiency aspects
� strength in operations
� offers suggestions for KPIs
� very common in Europe and therefore
� suited for better communication
� supports IT operations planning
� IT operations services are more
transparent, easier to assess
� more detailed regarding service
delivery
� considers aspects of financial
management
� considers security management
� only suitable for IT-related organisations
� capability and maturity of people
� certification of people not of processes
and organisations
� no maturity levels for processes and
organisations
� more suitable for IT operations,
not for development
Cons
v
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Positioning CMMI-SVC and ITIL in IT Companies
External Orientation
CMMIITIL
Source: Johannson, Goeken:
Referenzmodelle für IT-Governance
Internal
Orientation
Strategic
ContributionEffectivenessEfficiency
V3 & ISO 20.000
CMMI-SVC
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Contents
The Challenge
ITIL and CMMI – a Comparison
3 Scenarios
Conclusion and Outlook
© Copyright 2008 KUGLER MAAG CIEPage 25 24.06.2008 CMMI meets ITIL, Version A, Dr. Ute Streubel
3 Scenarios:How to use and combine the models to achieve added value
Company 1 Company 3Company 2
� IT development
department and
� internal data center and
� internal service desk
� practicing CMMI
� practicing ITIL
� value proposition:
customer intimacy
� IT development
department and
� external data center and
� external service desk
� practicing CMMI
� value proposition:
customer intimacy
� Consulting company
� ISO 9001 certified
� customer intimacy and
product leadership
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Company 1: IT Development + IT OperationsProposal for the best Use of the Models
VOrganisation
ITILDEV OPERATION / SERVICE
Project
CMMI-DEV
Su
pp
ort
Organisation
CMMI-SVC
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Company 1: IT Development + IT Operations Proposal for the best Use of the Models
Overall Organisation
� Generic goals and specific practices for all processes
� CMMI-DEV (engineering) instead of SSD� CMMI-SVC amplified� Maintenance in accordance with
CMMI-DEV� Goal: level 3 staged (CMMI)
� QM is ISO 9001 certified� EPG for all processes with process owners and process managers (CMMI)� PPQA for all processes (CMMI)� ITIL security process for all departments (ITIL)� Change management (ITIL) leading process� Architectural management� Skills and resources management
� All ITIL processes in service desk and data center
� Release management combined with project management (ITIL within CMMI)
� CMDB (ITIL with asset management)� KPI and Scorecards from ITIL� ISO 20.000 certification
Development Operations
vVv
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Problems of Company 1combining a CMMI constellation with ITIL
CMMI - all
EPG
IT-Development Department:
�Problems with IM, PM, Change
Management
�Competence problems between project leader and product services manager
�KPI is / KPIs are merciless
�...
IT-Operations Department:
�Unfamiliar roles and responsibilities of process owner and process manager
�GG, GP, SG, SP are new
�Problems with PPQA
ITIL
Professional(IT)
Organisation
Challenges: Challenges:
vVv
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Special Handling of some Topicsrequired when combining CMMI and ITIL
MaintenanceIT
Architecture
Configuration Management
Release Management
Change Management
Developmentand Operation
vVv
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3 Scenarios:How to use and combine the models to achieve added value
Company 1 Company 3Company 2
� IT development
department and
� internal data center and
� internal service desk
� practicing CMMI
� practicing ITIL
� value proposition:
customer intimacy
� IT development
department and
� external data center and
� external service desk
� practicing CMMI
� value proposition:
customer intimacy
� Consulting company
� ISO 9001 certified
� customer intimacy and
product leadership
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Company 2: IT-Development Proposal for the best Use of the Models
VOrganisation
DEV OPERATION / SERVICE
Project
CMMI-DEV
Su
pp
ort
Organisation
CMMI-SVC
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Company 2: IT-Development Proposal for the best Use of the Model
� Financial management
� KPI
� CMMI-ACQ or SAM for supplier management
� ITIL security management
� CMMI-DEV (engineering) instead of Service System Development
� CMMI-SVC amplified
� Maintenance in accordance with CMMI-DEV� CMMI-SVC with Problem Management, Capacity Availability Management,
Incident and Request Management, Service Continuity Management for own
services (tool infrastructure)
� Goal: level 3 staged (CMMI)
� Architectural management
� Skills and resources management
Development
Vv
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Company 1 and 2 could use CMMI-SVC only without ITIL history of their own and of the supplier
Recommendation
� CMMI-SVC and CMMI-DEV are suitable for service
development
� It is practicable to use CMMI-SVC for service desk
and service delivery
� Each development section needs access to shared
services (in accordance with CMMI-SVC or ITIL)
CMMI-SVC without ITIL?
v
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3 Scenarios:How to use and combine the models to achieve added value
Company 1 Company 3Company 2
� IT development
department and
� internal data center and
� internal service desk
� practicing CMMI
� practicing ITIL
� value proposition:
customer intimacy
� IT development
department and
� external data center and
� external service desk
� practicing CMMI
� value proposition:
customer intimacy
� Consulting company
� ISO 9001 certified
� customer intimacy and
product leadership
© Copyright 2008 KUGLER MAAG CIEPage 35 24.06.2008 CMMI meets ITIL, Version A, Dr. Ute Streubel
Company 3: Consulting CompanyProposal for the best Use of the Models
Organisation
DEV OPERATION / SERVICE
Project
Su
pp
ort
Organisation
v
v
CMMI-SVC
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Company 3: Consulting CompanyProposal for the best Use of the Models
Organisation
?
� QM ISO 9001 certified� EPG for all processes (CMMI)� Process owners and process managers� PPQA for all processes (CMMI)� BSI catalogue (Bundesamt Sicherheit Informationstechnik)
� Services for the customer are e.g. knowledge services, appraisal services, improvement services,
� IRM, PM� OSM, SSD, ST, SD� CM� CAM, SCON for own processes like Sales (CRM), mailing, accounting, resourcing
� Internal goal: level 3 staged
ITIL
Service:
Development
TransitionDelivery
v
CMMI-SVC
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Contents
The Challenge
ITIL and CMMI – a Comparison
3 Scenarios
Conclusion and Outlook
© Copyright 2008 KUGLER MAAG CIEPage 38 24.06.2008 CMMI meets ITIL, Version A, Dr. Ute Streubel
CMMI needs CMMI-SVC, and ITIL needs CMMI
CMMI provides ITIL:
� Easily manageable break-down of processes in
�process areas,
�goals and �practices
� Evaluation in stages of
�process capability and/or
�organisational capability� Proven approach
�to set up the infrastructure
�for assessments/appraisals�for improvements
CMMI provides ITIL / ISO 20.000 conformity
vv
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CMMI needs CMMI-SVC
CMMI-SVC:
� Describes and models the change-over to production
� Extensive consideration is given to the operability of services
in the engineering and support processes
� Operations are supported by further PAs
� Combines the benefits of CMMI for operations as well
CMMI-SVC refers the complete life cycle of a serviceand is also applicable outside IT
v
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OutlookWhat’s next
Enterprises also need:
� People skills and resources management� Support for strategy
� Architecture management
� Portfolio management
� Risk management for the entire business
� Future architecture� Security management� ……
REF: Resilience Engineering Framework
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Back-up…
© Copyright 2008 KUGLER MAAG CIEPage 42 24.06.2008 CMMI meets ITIL, Version A, Dr. Ute Streubel
The family of process models around CMMI contains not only development, but also acquisition and services
CMMI-DEVManaging developmentprocesses
CMMI-SVCManaging internal andexternal services
CMMI-ACQManaging acquisitionprocesses
Target group:Development
Target group:Service providers
Target group:Acquisition
16 commonprocess areas
Benefits:Synergy between development, service provision, acquisition
Note: CMMI for Services
will be available 2008
v
V
Vv
© Copyright 2008 KUGLER MAAG CIEPage 43 24.06.2008 CMMI meets ITIL, Version A, Dr. Ute Streubel
Process Area (PA) Category
Maturity
Level SGs SPs
Capacity and Availability Management (CAM) Project Management 3 2 6
Causal Analysis and Resolution (CAR) DEV Support 5 2 5Configuration Management (CM) amp Support 2 3 7Decision Analysis and Resolution (DAR) DEV Support 3 1 6
Integrated Project Management (IPM) DEV Project Management 3 2 9Incident and Request Management (IRM) Service Establishment and Delivery 2 2 6Measurement and Analysis (MA) DEV Support 2 2 8Organizational Innovation and Deployment (OID) DEV Process Management 5 2 7Organizational Process Definition (OPD) DEV Process Management 3 1 6Organizational Process Focus (OPF) DEV Process Management 3 3 9Organizational Process Performance (OPP) DEV Process Management 4 1 5Organizational Service Management (OSM) Process Management 3 2 7Organizational Training (OT) DEV Process Management 3 2 7Project Monitoring and Control (PMC) amp Project Management 2 2 10Project Planning (PP) amp Project Management 2 3 14Process and Product Quality Assurance (PPQA) amp Support 2 2 4Problem Management (PRM) Support 3 2 6Quantitative Project Management (QPM) DEV Project Management 4 2 8Requirements Management (REQM)SVC Project Management 2 2 7Risk Management (RSKM) amp Project Management 3 3 7Supplier Agreement Management (SAM) amp Project Management 2 2 8Service Continuity (SCON) Project Management 3 3 9Service Delivery (SD) Service Establishment and Delivery 3 2 7Service System Development (SSD) Service Establishment and Delivery 3 2 12Service Transition (ST) Service Establishment and Delivery 3 2 11
SVC = as DEV, but with additional goal & practices
DEV = as in CMMI for Development V1.2
AMP = as DEV, but amplified
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CERT
“Enterprise Resilience” stands for the competence and capacity of an organisation to continuously adapt to a changing risk environment
CERT® is currently developing a model in this context
(REF = Resilience Engineering Framework)
CERT® is located at the SEI
(Software Engineering Institute of Carnegie Mellon University)
An important partner cooperating with CERT® is the FSTC
(Financial Services Technology Consortium) - cf. http://www.fstc.org
Source: http://www.cert.org Cert® is a registered trademark and service mark of Carnegie Mellon University