In the improvement program I’ve worked, we have done a set of improvements and definition of processes for the different areas of the business we decided to work on.
Every aspect of each process has their details, and they also are linked with the others.
I created this chart to represent how they are going on in terms of evolution, try to discuss and prioritize next steps.
We could not put in place all the improvement actions at the same time as operations and business day to day do not stop, so we planned it in this way: launching each improving at different quarters and introducing others once the previous ones were matured enough.
In some areas we have advanced a lot, in some others we still have to improve, but in general the adoption of these standards have improved the efficiency of the operations and the understanding of “what the others are doing”.
This week I have assisted to a training about ITIL foundations.
The session started as a bored teorical training session about a framework, and taking into account that all the concepts were known by me, the first hours were hard.
I was sitted with a colleague that also know CMMI so we were all the session relating ITIL naming convention with CMMI concepts. It was better…
After that we were reviewing how each one has in our services implemented different practices and the reason to achieve them (the business contrains), so this real cases were so so useful as learned lesson.
Some basic conclusions:
- CMMI is an organizational framework that can cover all aspects of a business. ITIL is focused on IT Processes for Service Delivery Processes.
- As ITIL is not a driven tool as CMMI, there are not stages as in CMMI that allows you to clasify companies by level of achievement of that framework.
- But these tools are really long term frameworks that talk about the maturity of the processes in a company. How to arrive to this maturity stages easily? You need other tools as Six Sigma, Kaizen… that provide you an increase in quality aspects.
Please, let me know if I’m wrong.
In the mid 1980’s software had become an increasingly larger part of weapons systems and many products.
The U.S. DoD was strongly dissatisfied with the outcomes of weapons development projects. This gave rise to the Software Engineering Institute (SEI) and the first Capability Maturity Model (CMM) funded by the DoD.
As consequence of all of this, the first CMM (CMM v1.0) was developed for software and released in August 1990.
Since I’m working with our internal process framework, based in specific practices of the CMMI, I have discovered that making pressure on different Process Areas, reviewing and improving them, we are removing a lot of non necessary work that was supposed to be done.
To improve these areas, we review it each month and create actions to improve those that are not as ‘green’ light.
one of the key points?
The addition in the Specific Process Areas of check list questions that provoke the people think about if they detect any corrective or preventive action.
During this year we are deploying CMMI in our Service Support.
The best benefit of this deployment has been the increase of business visibility that people has learned about the activities they perform.
Before to have it, people worked without understand some essential topics of the business. Now people feel more comfortable with the tasks they are performing due to they know the business effect each task has.
I need to improve this knowledge, but the initial evolution is encouraging.