multi-model adaption approach
TRANSCRIPT
Multi-Model Adaption Approach
2 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Contents
1 Key Issues...
2 Business Challenges
3 Holistic Approach
4 What is Multi-Model Improvement
5 Why Multi-Model Improvement
6 Improvement Adaption Strategy
3 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Contents
1 Key Issues...
4 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Key Issues...
• We are an ISO 9001 company – does it make sense to do CMMI?
• We are a CMMI company – do we need ISO 9001?
• We have CMMI ML5 matured processes – do we need six sigma?
• We have CMMI ML3 matured processes – do we still need ITIL?
• We are ISO 20k certified company – do we need ITIL / CMMI-SVC?
• We are ISO 9001 and 20k certified – do we need CMMI-Dev?
• Our company’s attrition rate is quite low – do we need PCMM?
• We are an ISO 9001 company – What next?
5 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Key Issues...
• We recently achieved CMMI-Dev; ML3 – What should we aim at next?
• Our company has challenges related to product quality – What model we should adapt? • Is there a need for organization to go for individual frameworks?
• Are the available frameworks, models and standards compatible?
• In what combination we should look for adapting multiple models?
• Does all models and standards apply for my organization?
• Finally what “RFP” says?
6 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Contents
1 Key Issues...
2 Business Challenges
7 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Do it right the first time
Do it on-time every time
Do it efficiently within the
budget
Schedule Adherence
Biz challenges with ever increasing client needs
8 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Contents
1 Key Issues...
2 Business Challenges
3 Holistic Approach
9 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Holistic Approach to Process Improvement
Process
Culture
Information
Geographical
Spread
People
Technology & Tools
Suppliers
Clients
Partners
Consider Organization as a whole Every thing is connected and inter-related Understand how and why parts combine to make a whole
Organization is a complex system that cannot be understood by only examining the parts, it is also how the parts
interact and combine to make the whole
10 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Holistic Quadripartite
Organizational Capability
Process
Technology
People
Organizational Culture
11 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Process Address the business needs and the workforce and competencies required to meet these
Technology Address the tools and techniques used to communicate and to make the work efficient
People Bring knowledge, skills and process abilities “competencies”
Organizational Culture
Is the environment in which process, technology and people interact. Places process improvement activities into Context
Holistic Quadripartite
12 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Importance of Context
Context is the interrelated conditions in which something exists or occurs such as the environment setting Process improvement activities needs to be examined and understood in Context to understand how they related to the cultural system of the organization in which they will be implemented Context when viewed as an analytical tool, provides a method for determining possible meaning to activities, artifacts and behaviors
13 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Concept of Culture
Culture represents the way of life of a group of people, it is socially transmitted knowledge and behavioral patterns shared by a group of people, and is a complex system composed of learned behavior, ideas, norms, symbols and values that human beings acquire to become members of a society Culture is learned, shared and is essential to human life and is found universally Culture is the organization’s collective pattern of behaviors, values and “unwritten rules” that develop over time Values are the organization’s expectations and beliefs Culture is “that’s the way we do things around here..” and impacts policies, procedures, operations and day to day actions of employees
14 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Contents
14
1 Key Issues...
2 Business Challenges
3 Holistic Approach
4 What is Multi-Model Improvement
15 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
What is Multi-Model improvement?
A structured and systematic approach to using different improvement models to ensure value to the Organization
• Develop process appropriate to the work being performed • Develop workforce appropriate to the work being performed • Align objectives with overall strategy • Implement and evaluate
Using multiple improvement models and standards
• Concurrently implemented • At different hierarchical levels • Across different Organizational functions • Leverage existing resources
16 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Contents
1 Key Issues...
2 Business Challenges
3 Holistic Approach
4 What is Multi-Model Improvement
5 Why Multi-Model Improvement
17 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Why “Multi-Model” improvement?
Alignment of processes and improvement activities with specific business objectives
• Business challenges are complex, often not monolithic and require the right combination of capability targeted to business needs
Multi-Model approach is well suited in varying environments
• Different models can allow Organizations to achieve the outcomes appropriate to the type of work they do. Eg: CMMI constellations
• Support the development and retention of world-class workforce. Eg: PCMM • Support the resilience of the systems to security and other threats. Eg: RMM,
ISO 27001 • Support governance models with effective controls. Eg: COBIT • Support and enhance IT services contexts. Eg: ITIL, CMMI-SVC • Benchmark customer service capability. Eg: COPC • Develop and strengthen environmental contributions. Eg: ISO 14001 • Develop and sustain Quality management system. Eg: ISO 9001
18 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Why “Multi-Model” improvement?
Organization specific “constellation”
• Using the Organization capability profile, identify an integrated set of
process areas from different models / standards that can be used to create a unique model for the enterprise
• As needed, create specific models for each Organization that fit their specific process needs
• Within some of the Organization, if the process diversity is great enough, it may be beneficial to create specific models for sub-units of the Organization
• Identify the set of workforce management practices that can be used to manage the workforce across the enterprise
19 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Contents
1 Key Issues...
2 Business Challenges
3 Holistic Approach
4 What is Multi-Model Improvement
5 Why Multi-Model Improvement
6 Improvement Adaption Strategy
20 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
“Multi-Model” improvement Strategy
Enterprise Level… • Define Multi-model improvement • Define overall objectives • Identify success indicators • Determine key selling points from customer perspective • Identify key workforce practices to be integrated • Identify potential benefits
Organizational Unit level… • Identify the model / standards that makes sense for each Organizational units • Ensure alignment of PI objectives within each Organizational units with Overall
enterprise strategic objectives. Leverage other models / standards wherever possible • Identify areas of commonality and build on them • Document the standard process architecture everyone can connect with • Revise and refine process structure to minimize redundancies. Monitor and maximize
value out of investment • Focus on integrating key workforce practices to foster the organizational culture of
change and improvement
21 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
“Multi-Model” improvement Strategy
Planning… • Set achievable time-frames • Assign responsibilities and authorities • Plan appropriate training
Deployment and Implementation.. • Monitor progress and compliance
• Measurements are imperative • “Voice of Customer” to evaluate effectiveness • Industry study and benchmarking
• Constant communication to stakeholders
Evaluation… • If required, select and apply evaluation vehicles to study the returns of
multi-model approach
22 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Improvement Continuum Leading to Integrated Framework
Determine Objectives
Establish Multi-model
strategy
Identify Org specific needs
Implement and Evaluate
at the Org level
Enterprise Improvement
Model
Characteristics:-
Move from single model focus to an integrated approach that allows focus
on specific improvement needs
Emphasize the focus at the Org level
What makes sense to do? If I do primarily acquisition, does it makes sense to implement SW development practices?
Leverage work being done in other initiatives
Identify commonalities and best practices
Build the Enterprise improvement model based on what the enterprise does
23 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Integrated Framework
Lean Six Sigma
Lean Six Sigma
C H A A G E M A N A G E M E N T
C H A A G E M A N A G E M E N T
Integrated Framework
IT Operation, Service Management, Performance Monitoring and Reporting, Adherence and Compliance
ISO 20000:2011 ITIL V3:2011 ISO 14000 ISO 15504
Business-IT Alignment, IT Strategy and Objectives, Budgeting and Expense Control Disaster Recovery and Service Availability, Workforce practices, Customer alignment
Project Management
CMMI for SVC Agile
Program Management, Process Management and Disciplined engineering practices
CMMI Practices
VoC COBIT PCMM ISO 9001:2008 COPC ISO 27001 MBNQA
PSP / TSP
24 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Lean Six Sigma
Lean Six Sigma
C H A A G E M A N A G E M E N T
C H A A G E M A N A G E M E N T
Integrated Framework
IT Operation, Service Management, Performance Monitoring and Reporting, Adherence and Compliance
ISO 20000:2011 ITIL V3:2011 ISO 14000 ISO 15504
Business-IT Alignment, IT Strategy and Objectives, Budgeting and Expense Control Disaster Recovery and Service Availability, Workforce practices, Customer alignment
Project Management
CMMI for SVC Agile
Program Management, Process Management and Disciplined engineering practices
CMMI Practices
VoC COBIT PCMM ISO 9001:2008 COPC ISO 27001 MBNQA
PSP / TSP
Syst
em
Dire
ctio
n Ef
ficie
ncy
Flex
ibili
ty
IT / ITeS Banking Operations Healthcare Consulting /
Training
Construction Education Aviation Hospitality
Integrated Framework – Contextual Perspective
25 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Lean Six Sigma
Lean Six Sigma
C H A A G E M A N A G E M E N T
C H A A G E M A N A G E M E N T
Integrated Framework
IT Operation, Service Management, Performance Monitoring and Reporting, Adherence and Compliance
ISO 20000:2011 ITIL V3:2011 ISO 14000 ISO 15504
Business-IT Alignment, IT Strategy and Objectives, Budgeting and Expense Control Disaster Recovery and Service Availability, Workforce practices, Customer alignment
Project Management
CMMI for SVC Agile
Program Management, Process Management and Disciplined engineering practices
CMMI Practices
VoC
COBIT
PCMM
ISO 9001:2008 COP
C ISO
27001 MBNQA
PSP / TSP
Sys
tem
D
irect
ion
Effi
cien
cy
Flex
ibili
ty
IT / ITeS Banking Operations Healthcare Consulting /
Training
construction Education Aviation Hospitality Policies
Procedures
Guidelines
Formats / Templates / Checklists
Training Materials
Reference Materials
Integrated Framework aligned to BMS
26 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Lean Six Sigma
Lean Six Sigma
C H A A G E M A N A G E M E N T
C H A A G E M A N A G E M E N T
Integrated Framework
IT Operation, Service Management, Performance Monitoring and Reporting, Adherence and Compliance
ISO 20000:2
011
ITIL V3:2011
ISO 14000
ISO 15504
Business-IT Alignment, IT Strategy and Objectives, Budgeting and Expense Control Disaster Recovery and Service Availability, Workforce practices, Customer alignment
Project Management
CMMI for SVC
Agile
Program Management, Process Management and Disciplined engineering practices
CMMI Practice
s
VoC
COBIT
PCMM
ISO 9001:2
008
COPC
ISO 27001
MBNQA
PSP / TSP
Syst
em
Dire
ctio
n Ef
ficie
ncy
Flex
ibilit
y
IT / ITeS Banking Ops
Healthcare
Consulting / Trg
Construction
Education Aviation Hospitalit
y Policies
Procedures
Guidelines
Formats / Templates / Checklists
Training Materials
Reference Materials
Leading to….
Reduced Defects /
Rejections
Improved Productivity & Value add
On-time delivery
Within the Budget
Customer Experience
Integrated Framework aligned to Biz Outcomes
27 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Change Elements
Established, communicated and supported by Executive Management Vision
Time, money and work environment (tools, space, etc.) Resources
Knowledge, Skills and Process abilities (Competencies) Capable Workforce
To manage and control the complex development, delivery and maintenance process
Capable Process
That is supportive of improvement efforts and is in alignment with business goals and objectives
Organization Culture
Rewards and recognitions to reinforce participation and behaviors Incentives
A plan that is implemented, monitored and checked Action Plan
28 © 2012 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Change Elements
Vision Resources Capable Workforce
Capable Process
Organization Culture Incentives Action
Plan
Institutionalized Change
Resources Capable Workforce
Capable Process
Organization Culture Incentives Action
Plan Confusion
Vision Capable Workforce
Capable Process
Organization Culture Incentives Action
Plan Anxiety & Frustration
Vision Resources Capable Process
Organization Culture Incentives Action
Plan Slow or Little
progress
Vision Resources Capable Workforce
Organization Culture Incentives Action
Plan Reinventing the
Wheel
Vision Resources Capable Workforce Incentives Action
Plan Barriers for
Change
Vision Resources Capable Workforce
Capable Process
Organization Culture
Action Plan
Sporadic Change
Vision Resources Capable Workforce
Capable Process
Organization Culture Incentives False Starts
Capable Process
© 2012 KPMG India Private Limited, an Indian limited liability company and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Q&A
© 2012 KPMG India Private Limited, an Indian limited liability company and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Thank You &
Wish You All the Best