Moving To CMMI Level 4

(SW/SE/IPPD)
CMMI User Conference
Denver, Colorado
November 2003

Sarah Bengzon, Associate Partner

Copyright © 2003 Accenture All Rights Reserved. Accenture, its logo, and Accenture Innovation Delivered are trademarks of Accenture.
Agenda
1. About Accenture

2. Moving to CMMI Level 4

3. Questions

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1. About Accenture

* Note: Some corporate terminology may be changing soon. 3

Accenture (NYSE: ACN)
• Global management consulting and technology services company

• Collaborates with clients to help them realize their visions and create tangible value

• With more than 80,000 people in 47 countries, we can quickly mobilize the right people, skills,
alliances, tools and technologies to deliver innovation

• Integrates consulting and outsourcing services to help clients:

– Identify critical areas with potential for maximum business impact
– Innovate and transform the processes in those areas
– Deliver performance improvements and lower operating costs by assuming responsibility
for certain business functions or areas

• We serve 89 of the Fortune Global 100 and more than two-thirds of the Fortune Global 500.

• More than 90 percent of our top 100 clients in fiscal year 2002 have been clients for the past
five years, and more than 60 percent have been clients for at least 10 years.

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Market-facing Structure

Comm. & Financial Government Products Resources

High Tech Services

Business Consulting Capability Group—Service Lines and BPO Businesses

Technology & Outsourcing Capability Group—Service Lines and BPO Businesses

Affiliated Companies

Global Strategic Delivery Approach

Alliances
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2. Moving to CMMI Level 4
 Process Improvement Journey

 CMMI Level 4 Approach

 CMMI Level 4 Key Activities

 Getting Started
 Implementation Activities

 CMMI Level 4 Transition Experiences

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 Moving on
Process Improvement
to Level 4 Journey
Emphasis on continuous
5 improvement
Process measured and statistically
4 controlled
Process characterized for the
3 organization
Process characterized for projects
2 and is often reactive
Process unpredictable, poorly
1 controlled and reactive
Optimizing
Quantitatively Managed
FY’04 Level 4 Appraisal
Defined
May 2002: Achieved CMMI Level 3
for USA Government OU
(Federal, East, West, AGC)
October 2000: Achieved Level 3 for
Federal Client Group
Managed
May 2000: Achieved CMM Level 2
for Federal Client Group
Initial
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 CMMI Level 4 Approach
July 2001 CMMI Level 4 Time Line Nov 2003

Project Management

Level 4
Readiness Review/
Training
REQUIREMENTS CMMI Level 4
SCAMPI B

DEVELOPMENT
Develop Process Assets Maintain
Process Assets
- Level 4 Processes, Tools, Metrics
- Quantitative Project Management Training
- Organizational Baselines, Prediction Models

DEPLOYMENT
Plan Pilot Full Rollout

Communication and Sponsorship

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CMMI Level 4 Key Activities:
1. Getting Started
Accenture conducted a Readiness Review and Training activities to kickoff
its CMMI level 4 activities.

Capability Maturity Model Integrated

CMMI Level 4 Process Areas:
5 Optimizing Emphasis on continuous
improvement

4 Quantitatively Process measured and

1. Organizational Process Managed statistically controlled

Performance (OPP) 3 Defined Process characterized for the

organization

2 Managed Process characterized for

projects and is often reactive

2. Quantitative Project Management 1 Initial Process unpredictable, poorly

controlled and reactive

(QPM)

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CMMI Level 4 Key Activities:
2. Develop and communicate the ‘Value Story’

Accenture
Goals

Government

Dr
Operating Group

ive
Goals

s
USA Government Operating Unit (OU)
OU Quality & Process Performance Sales and
Financial Goals
Objectives (On time, On budget, High
quality)

Project Quality & Process Project

Performance Objectives
• Deliver within x Days of Due Date Sales and Financial Goals
• Hours within x% of Budget
• x Critical Defects, x Medium Defects and < x% of
Low Critical Defects

Achieves
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CMMI Level 4 Key Activities:
3. Select processes that support goals
Use Data Analysis
to Improve the…
Estimating Process
Drives Data & Over Estimating Cost leads
Baselines to lost Sales
Under Estimating Cost leads
Delivery Process to lost Profit Quality Process
GOALS Sales
Deliver
QPM Deliver QPM
• Document Detailed Work • High Quality • Document Peer Reviews
Plans with Planned
• On Time • 0 Critical Defects • Analyze Peer Review Data at
Schedules and Effort • On Budget Profit • Required Solution the Team Level
• Track Cost and Schedule at Margin • Complete Analysis “Real Time”
the Team Task Level (at the completion of each
• Complete Analysis “Real review and at the team level
Time” (at least twice monthly) twice monthly)
Reduce
• Compare against Deliver • • Compare against
Defects/Faults
Organizational Baselines (our • X% Ahead of Margin • Testing Rework X% Organizational Baselines (our
average and normal Schedule • X% Increase • Warranty Cost X% average and normal statistical
statistical variance) • X% Under Budget • Maintenance Cost X% variance)
• Determine Causes • Determine Causes
• Take Corrective Actions Early • Take Corrective Actions Early
• Predict Delivery Date and Improve Client Satisfaction • Predict Test and Quality
Cost (EVP Model) Results (Defect Detection
• Share Planned vs. Actual and Model)
Estimates • Improve the Quality Process

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CMMI Level 4 Key Activities:
4. Develop Level 4 Infrastructure –
Organizational Baselines
Out of Control Points

Upper Control Limit (UCL)

Control Center line (CL)

Limits

Lower Control Limit (LCL)

Out of Control Point

X axis: Event, Time or Sequence

Control Limits: Derived quantitatively based on historical measurement data

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 CMMI Level 4 Key Activities:
5. Develop Level 4 Infrastructure –
Prediction Models
Earned Value Prediction Model Key
Color Coding Key to
25,000 Organizational Baseline for PROJ
assist in determining
Schedule and Cost possible causes and
corrective actions
20,000
Calculated
Finish EAC
Project Threshold for
Schedule and Cost 1/4/2003 22,590

15,000 Budget Calculated

Budget

BCWP (Predicted) Delivery

EAC Date and Cost
GOU Guide Based on Project’s
10,000 Proj Thresh
Budget by Current
Hours Performance (CPI
and SEI)
5,000

Budgeted Cost Work

0 Performed Hours Planned
Jan-03 Mar-03 May-03 Jun-03 Aug-03 Oct-03 Nov-03 Jan-04 Mar-04 delivery date
and cost at
Date completion

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CMMI Level 4 Key Activities:
6. Develop Level 4 Infrastructure –
QPM Training and Skill Development
 Managing using Data
 Predicting Future Behavior based on History (Results) – Taking Corrective
Actions to Mitigate Risks/Prevent Issues
Goal Analyze Results Predict
•On Time
•On Budget

Measure

Take Corrective Action

•Change Process – e.g.: more peer reviews
•Update Project Standards
•Modify Resources/Resource Mix
•Increase Mentoring and Training

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CMMI Level 4 Key Activities:
7. Actively deploy to projects
• Relentless Communication
– Leadership communications
– Monthly newsletter features
– Executive presentations
– Town hall Q&A meetings

• On-site QPM Training Delivery

– Data analysis
– Use of enabling tools

• ‘Wave’ approach

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 Transition to CMMI Level 4
Experiences
 Get your ‘Value Story’ straight

 Get CMMI level 2 and 3 right

 Get expert assistance

 QPM stands for Quantitative PROJECT MANAGEMENT

(ie. QPM is a project responsibility)

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Sarah Bengzon
Accenture Washington DC Metro
Tel: 703.947.1020
sarah.bengzon@accenture.com