07 efyca- diferencias cmmi dev-svc v1.0

Diferencias más significativas entre CMMI-DEV y CMMI-SVC

VIII Semana del CMMI y la mejora de procesos

Madrid, 13-Nov-2013

Ricardo Panero

© 2013 Efyca Quality Consulting. All rights reserved. www.efyca.com

Panel 4

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• Efyca’s mission is optimizing the efficiency and quality of our customers through the use of Lean, Six Sigma, Theory of Constraints, PMBoK and CMMI best practices

• Our target is CMMI maturity level 3 organizations that want to achieve CMMI maturity level 5

• We combine remote and on-site services to deliver the best quality with the highest efficiency

Efyca Quality Consulting

© 2013 Efyca Quality Consulting. All rights reserved

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• Goals of the translation– Contribute to improve the competitiveness of organizations in general by enabling Spanish

speaking users to understand CMMI for Services– Improve the readability of the model to both users in Spain and in Latin America– Develop a thorough understanding of CMMI to deliver better services

• Challenges– Complexity of the original text in English– Lack of context for resolving ambiguities (bullet points, lists)– Strong interrelationships among different areas of the model– Lack of professional translators– Resource constraints

Goals and Challenges

• Goal of CMMI for Services– Provide guidance for applying CMMI best practices in

a service provider organization– Focus on activities for quality services to customers

and end users– Integrate bodies of knowledge that are essential for a

service provider


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• Team members– Author: Eileen Forrester, CMMI Institute– Translator: Ricardo Panero, Efyca Quality Consulting– Reviewer: José María Álvarez, Universidad de Málaga– Verifier: Giuseppe Magnani, Business Strategy

• Resources– Lessons learnt from CMMI-DEV translation review– RAE.es, WordReference.com, Linguee.es– CMMI process areas: IPM, QPM, PP, PI, MA, PMC, CM, REQM

Translation Process


Input Process Output CMMI for Services v1.3 Pilot and setup CMMI-SVC specific Proc. Areas CMMI para Desarrollo v1.3 Plan and Control CMMI-SVC specific adaptations CMMI for Development v1.3 Translate CMMI-SVC specific text Changes to the common text

Reuse/adapt the rest of the text Integration cycle 1 (consistency) Validation Integration cycle 2 (readability) Verification Release

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• The scope of CMMI-SVC is much wider than CMMI-DEV– As of 2009, from the total 3,555,830 companies in Spain only 41,342 had IT as

their main activity (CNAE’s 642 & 72)– Almost 13 million people in Spain are employed in service organizations– In spite of the economic crisis, the service sector has grown from 66% of people

employed to 75% (3 out of 4 workers)

Scope of CMMI-SVC

Fuente: INE - Anuario estadístico de España 2013


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CMMI-SVC Process Areas

(X-Y) = (Total number of specific goals-Total number of specific practices)

• Major differences– Service Establishment and Delivery vs. Project and Work Management– Engineering vs. Service System Development


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Project & Work Management

• Major differences– Project vs. Work vs. Work Group vs. Work Activity– Supplier vs. Provider


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• Companies in Spain tend to be very small– Single individual (freelance – autónomo): 55% – Less than 10 people: 40%

• Service organizations appraised are smaller than development ones– The proportion of 25 or fewer in Services appraisals is much higher than the total (31% vs 19%)

• Is CMMI-SVC not suitable for companies in Spain?

… or is there a scalability problem (org. practices) to grow beyond 10 people?

Growing with CMMI

Fuente: INE - Anuario estadístico de España 2013 Source: CMMI Institute – Maturity Profile Report SepT13

Total appraisals

CMMI-SVC


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Process Mgt. & Support

• Organizational vs. Organization’s– E.g. Organizational Process Definition

a) Definición de Procesos de la Organizaciónb) Definición de Procesos en la Organizaciónc) Definición de Procesos Organizativosd) Definición Organizativa de Procesos

• Training: Formación vs. Capacitación

CAR - Causal Analysis and Resolution (2-5) CAR - Causal Analysis and Resolution (2-5)CM - Configuration Management (3-7) CM - Configuration Management (3-7)DAR - Decision Analysis and Resolution (1-6) DAR - Decision Analysis and Resolution (1-6)MA - Measurement and Analysis (2-8) MA - Measurement and Analysis (2-8)PPQA - Process and Product Quality Assurance (2-4) PPQA - Process and Product Quality Assurance (2-4)

OPD - Organizational Process Definition (1-7) OPD - Organizational Process Definition (1-7)OPF - Organizational Process Focus (3-9) OPF - Organizational Process Focus (3-9)OPM - Organizational Performance Management (3-10) OPM - Organizational Performance Management (3-10)OPP - Organizational Process Performance (1-5) OPP - Organizational Process Performance (1-5)OT - Organizational Traning (2-7) OT - Organizational Traning (2-7)

Supp

ort

Proc

ess M

gt.

Proc

ess M

gt.

Supp

ort

CMMI-DEV CMMI-SVC


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The whole picture


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La foto completa


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Conclusions

• CMMI for Services can be used by many more organizations (both IT and not IT) than CMMI for Development

• CMMI for Services introduces 7 process areas: STSM, CAM, SSD, SST, SD, IRP and SCON

• Service System Development overlaps with the Engineering process areas; it contains additional material which is not covered by Engineering process areas

• Work and Work Groups in Services play the same role than Projects in Development

• You will find many differences between the text which is common to both translations

• You shouldn’t try to apply all the CMMI best practices, but the ones that better fit your context to get value


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Thank you!

Contact InformationRicardo [email protected]


07 efyca- diferencias cmmi dev-svc v1.0

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