Enterprise SPICE& Prozessreifegrade (German & English) by alec dorling

Enterprise SPICE & Prozessreifegrade SBB, 13.12.2010

Dr. Ernest Wallmüller QUALITÄT & INFORMATIK Zürich, München, Wien

www.itq.ch © Dr. E. Wallmüller

Ernest Wallmüller

Education Thesis in computer science (Informatik), J. Kepler University, Linz, Austria; habilitation in business information system, author of several books Researcher and lecturer at the Swiss Federal Institute of Technology, University Zurich and Salzburg ISO 9001:2008, Baldrige-, EFQM-, TPI-, CMMI-Assessor, iNTACS certified Principal Assessor for Automotive SPICE & ISO/IEC 15504 membership in IEEE, ACM, WIF, GI, SI, and Software Test Austria.

Professional Career Research and development in the area of software engineering at J. Kepler University, Linz, Austria and at the Swiss Federal Institute of Technology (ETH) Zurich, Switzerland; Manager at SBG (UBS) Zurich; Senior Consultant at ATAG Ernst & Young in CH, A, D, and UK; Principal, Process Coach and Manager of Project Quality Office and Quality Systems at Unisys (Schweiz) AG; CEO and Senior Consultant of Qualität & Informatik, Zurich since 1997.

Key Activities Quality / Proces Engineering, Project and Risk Management, Audit / Assessment Services and Organizational Development.

Agenda • Warum Enterprise SPICE? • Struktur des Modells • Prozessreifegrade • Erste Erfahrungen • Nutzen •  Diskussion

Standards and Models ?

ÂŠ Dr. E. WallmĂźller

A Possible Solution? •  Integration and Harmonization as a goal We propose that various models, standards, approaches be integrated and harmonized into a single enterprise model Called ...

Enterprise SPICE (www.enterprisespice.com) the proposed solution as being implemented by the Enterprise SPICE project of the international ISO/IEC 15504 community.

What is Enterprise SPICE? Enterprise SPICE is a suite of products used to improve business processes.   A general Process Reference Model   An Assessment Method (based on ISO 15504-2/-5)   Training Courses   Certifications (in future)

Current Enterprise SPICE Architecture 29 Processes in 3 Categories

www.enterprisespice.com ÂŠ Dr. E. WallmĂźller

Input Baseline

Discipline Scope - Baseline Baseline Disciplines: The following disciplines are addressed and included in initial release   Enterprise management (i.e. governance, leadership, strategic processes, enterprise performance excellence, public responsibility)

        

Full lifecycle engineering (for products and services) Acquisition Quality Management Systems Safety and Security General management (i.e., management of project, operations, suppliers,

risk, teams)

  Core supporting disciplines (i.e., configuration management, quality assurance, information management, measurement, training, work environment, decision making, process management, innovation)

Additional disciplines First Release: disciplines additionally in first release:         

Service Management Human Resource Management Knowledge Management Financial/Investment Management Environment Management

Disciplines On Hold: pending further availability of qualified source material   Supply chain management; marketing, sales, business development; collaboration; asset/facilities management;

Example of PRM Process Description 1

Example of PRM Process Description 2

Example of PRM Process Description 3

Structure of ISO/IEC 15504

ISO/IEC 15504 – die Assessment Elemente Kann ein plug-in PRM sein, welches die Forderungen an ein PRM der ISO 15504 erfüllt

Prozess Referenz Modell

Mess Rahmenwerk

- Bereich und Umfang - Prozess Zweck - Prozess Ergebnisse

- Fähigkeitsstufen (CL) - Prozessattribute (PA) - Bewertungsskala (N,P,L,F)

Prozess Assessment Modell - Umfang - Assessment Indikatoren - Mapping

Input zu bewertende Organisationseinheit - Asssessment Zweck, Ziele - Asssessment Umfang - Einschränkungen - zu bewertende Prozesse - Prozessinstanzen - Methode - Kompetenzkriterien für Assessoren - zusätzliche Informationen

Output Assessment Prozess Initiierung Planung Durchführung Reporting

Rollen und Verantwortlichkeiten

- Sponsor - kompetenter Assessor - Assessoren - Teilnehmer der Organisationseinheit 15

- Assessment Input - Identifizierte Nachweise - angewendeter Assessment Prozess - Prozessprofile - Stärken / Schwächen - zusätzliche Informationen

ISO/IEC 15504 konformer Assessment Prozess

The Assessment Framework

Capability Levels and Attributes

ÂŠ Dr. E. WallmĂźller

Ausgangspunkt: Gap-Analyse von Prozessprofilen (Ziel- vs. Assessment-Ergebnisse)

ÂŠ Dr. E. WallmĂźller

Beispiele von Prozessreifegrad-Indizes  IBM‘s PVI Process Vitality Index Process Management Achievments

Points

Total (%)

1 Process Definition Process identification with name Process owner Process team Output Customer requirements Activity model, CSF Process Map with metrics/measures

10 8 15

Process documentation with checklists and working instructions

Process conformity

50 %

2 Process Analysis Process execution with data collection and first deviation analysis Priority Analysis (Customer analysis) Priorities-Performance-Check Route Cause Analysis

4 4 4

62 %

3 Process Improvements Improvement actions derived from Route Cause Analysis Trend analysis and monitoring Goal setting, performance evaluation and trend monitoring Benchmarking identified and performed best-in-class

8 10

80 %

10 10

90 % 100 %

Beispiele von Prozessreifegrad-Indizes  SAP‘s Reifeindex

ISO/IEC 15504 – Verbesserungsmodell Verbesserungen in den Prozessen der Organisation

Prozessverbesse rungsinitiierung

Gegenwärtige Durchführung

8. Durchführung überwachen

7. Verbesserungen aufrechterhalten

Bestätigte Verbesserungen

Institutionalisierte Verbesserungen

Bedürfnisse der Organisation

1. Die Bedürfnisse und Geschäftsziele der Organisation bestimmen

6. Verbesserungen bestätigen

Ziele der Prozessverbesserung

Anforderungen für ein Delta-Assessment

Analysierte Ergbebnisse des Delta-Assessments

2. Prozessverbesserung initiieren

Implementierte Verbesserungen

5. Verbesserungen implementieren

Gegenwärtige Prozessfähigkeit

Plan zur Prozessverbesserung

3. Gegenwärtige Prozessfähigkeiten bewerten

Assessment input

Assessment output

4. Aktionsplan erstellen

Benchmarks vom Markt

Freigegebener Aktionsplan

Example

A Combined ISO 9001 & Enterprise SPiCE Approach

  Internal and external audits / assessments are planned in an central overall audit / assessment plan:   Plan and organize the internal audits (for each business process at least one)   Check, whether Enterprise SPiCE offers processes that can be used for assessing base practices (CL1)   Use these processes and practices as a base line via a checklist   Before performing the audits send the interviewees the checklists for preparation reasons   Perform the audits on the base of the ISO 9001 requirements and the practices of Enterprise SPiCE   Check for each business process planning and monitoring of work products and process performance (CL 2)   Derive improvement action based on the practices   Establish audit reports with improvement action based on practice level

Means to support the internal Audits / Improvements

ÂŠ Dr. E. WallmĂźller

Example of an Audit Checklist for the HR Process

First Experiences with Enterprise SPICE   Enterprise SPiCE is excellent and offers useful practices in   Integrated Enterprise Management, HR (very helpful)   Project Management, Risk Management, Life Cycle (Project) Processes   Supporting Processes such as Measurement & Analysis, Process Definition and Improvement, Information Management, Knowledge Management

  Enterprise Spice can be combined well with local models   Sales & Marketing   Finance Management and Accounting (FASB, AICPA, SEC, EITF, IASB, PCAOB, IIA, COSO, GASB, GAO, and OMB )   Product Management (SPM)   Portfolio and Program Management (OPM3) © Dr. E. Wallmüller

Summary   First experiences show that Enterprise SPICE offers a great variety of improvement possibilities   It is easy to use in internal audits/assessments via practice checklists   Interest of management and process users considerable and large   Enterprise SPICE can can be combined well with local models and branche models

Vorteile von Enterprise SPICE •  Single Unified Model:

no need to use many separate standards/models

•  Pick and Choose:

select areas relevant to the business

•  Synergized:

from widely recognized standards and sources, with mapping to sources

•  Comprehensive:

broad, expanding, range of disciplines

•  Reduced Costs:

for training, improvement, assessment, simultaneous ratings/certification vs. one model

•  Enhanced Effectiveness:

via integrated guidance,across the enterprise

•  Certification:

certification services from accredited bodies

Nutzen von Best Practice Modellen  mit CMMI und ISO 15504 (Quelle SEI)

Schlussfolgerung: • Verbesserte Prozessreife u. -qualität führt zu besser Voraussagbarkeit der Geschäftsergebnisse, Einhaltung von Termin- und Kostenvorgaben und zu mehr Kundenzufriedenheit!

Ernest Wallm端ller

www.enterprisespice.com

Mobile 0041 79 402 44 11 wallmueller@itq.ch www.itq.ch Qualit辰t & Informatik Z端rich, M端nchen &

Many Thanks for Your Attention!

Wien

Q&A