180402302.

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COE - PROCESS IMPROVEMENT

Configuration Management File ID: Version: 180402302.doc V0.3 Issue Date: Status: 2013-10-15 Draft

180402302.doc

Table of Contents
Table of Contents
Table of Contents...........................................................................................................................................................................................2 1 Background..................................................................................................................................................................................................3 2 Introduction..................................................................................................................................................................................................3 3 Document Map.............................................................................................................................................................................................3 4 Process Map................................................................................................................................................................................................3 5 Maturity Measurements...............................................................................................................................................................................3 6 Focus Areas to Improve...............................................................................................................................................................................6 7 Document Approval......................................................................................................................................................................................7 8 Appendix A:..................................................................................................................................................................................................8

Doc ID: 180402302.doc

Page 2 of 8 - Company Confidential -

BACKGROUND

The current practice in Companyname was to focus on getting the work done with clients rather than focusing on the repetitiveness/re-usability of process. The focus change to optimise the business and implement best practices. This document focus on the current maturity of the process within Companyname focused on delivering internal and external services.

INTRODUCTION

This document will cover the process on how to measure and improve processes in Companyname to improve the level and efficiency on how projects and services is delivered to our Customers.

DOCUMENT MAP

The document is divided into the following sections: Section I Process Map Section II Maturity Measurements Sections II Current Maturity Sections III Focus Areas to Improve

PROCESS MAP

Below is the process defined for process improvement.

Figure 1 - Process Improvement Process

MATURITY MEASUREMENTS

The Implementation Maturity Model (IMM) is an instrument to help an organisation in assessing and determining the degree of maturity of its implementation processes. This model consists of two important components, namely the: Five maturity levels, adopted from Capability Maturity Model (CMM) of the Software Engineering Institute (SEI). By assessing the maturity of different aspects of implementation processes, it becomes clear what their strengths and weaknesses are, and also where improvements are needed. Implementation Maturity Matrix, which is an adjusted version of the Test Maturity Matrix. The IMM matrix allows an organization to gain insight into the current situation of its implementation processes, and how it should pursue the desirable situation (i.e. a higher maturity level).

5.1.1

Implementation Maturity Model

There are five levels defined along the continuum of the CMM and, according to the SEI: "Predictability, effectiveness, and control of an organization's software processes are believed to improve as the organization moves up these five levels. While not rigorous, the empirical evidence to date supports this belief." 1. Initial (chaotic, ad hoc, individual heroics) - the starting point for use of a new process. 2. Managed - the process is managed in accordance with agreed metrics. 3. Defined - the process is defined/confirmed as a standard business process, and decomposed to levels 0, 1 and 2 (the latter being Work Instructions). 4. Quantitatively managed 5. Optimizing - process management includes deliberate process optimization/improvement. Within each of these maturity levels are Key Process Areas (KPAs) which characterise that level, and for each KPA there are five definitions identified: 1. Goals 2. Commitment 3. Ability 4. Measurement 5. Verification The five maturity levels that can be differentiated in the implementation process are:

Level 0 - Initial
At this level, the organization lacks a stable environment for the implementation. Values are given to implementation aspects and implementation factors in an ad hoc fashion and there is no interconnection between them. Organizational processes and goals are not considered centrally during implementation projects and communication hardly takes place. The overall implementation lacks structure and control and its efficiency depends on individual skills, knowledge and motivation.

Level A - Repeatable
Activities are based on the results of previous projects and the demands of the current one. Implementation aspects are considered during implementation projects. Project standards are documented per aspect and the organization prevents any deviant behavior or actions. Previous successes can be repeated due to stabilized planning and control.

Level B - Defined
The process of implementing is documented throughout the organization rather than per aspect. Projects are carried out under guidance of project operation standards and an implementation strategy. Each project will be preceded by preparations to assure conformity with the processes and goals within the organization.

Level C - Managed
Projects are started and supervised by change management and/or process management. Implementing becomes predictable and the organization is able to develop rules and conditions regarding the quality of the products and processes (performance management). Deviating behavior will immediately be detected and corrected. The implemented IT-solutions are predictable and of high quality and the organization is willing and able to work with it. At this level, implementing has become a way of life.

Level D - Optimizing
The whole organization is focusing on the continuous improvement of the implementation processes. The organization possesses the means to detect weaknesses and to strengthen the implementation process proactively. Analyses are carried out to find the causes of error and mistakes. Each project will be evaluated after closure to prevent recurrence of known mistakes.

5.1.2

What does this mean for Companyname

Companyname would need to use common the Initial level (0) the Repeatable level (A) the Defined level (B) the Managed level (C) the Optimizing level (D)

5.1.3
Support

Current Maturity
Processes
Incidents Problems Change Management Service Level Management Knowledge Management Release Management Capacity Management Availability Management Configuration Management

Environment

July 2011
0 0 0 0 0 0 0 0 0 0 0 0 0 0

January 2012

July 2012

January 2013

Delivery

Project Management Design Process Implementation Process POC Process

Sales

Consultation

FOCUS AREAS TO IMPROVE

To be defined after the first assessment is completed.

DOCUMENT APPROVAL

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8.1

APPENDIX A:
Acronyms and Abbreviations
Below is a list of Abbreviations, Acronyms & Definitions used in the document:

CoE SLR PIR KPI PFS ITIL

- Centre of Excellence - Service Level Requirements - Post Implementation Review - Key Performance Indicator - Prerequisite for Success - Information Technology Infrastructure