Build consultancy revenues by tapping best practice models
-
Upload
david-warley -
Category
Business
-
view
1.981 -
download
3
description
Transcript of Build consultancy revenues by tapping best practice models
Copyright © AdAgilis Partnership 2005
1
Towards Agility
Driving and Demonstrating Business Performance
Improvementfor Bids, Projects and
Programmes
Creating an Assessment framework that makes performance improvement visible.
Copyright © AdAgilis Partnership 2005
2
Agenda:
Introduce an innovative model for consultancy and audit service delivery
• User drivers for the development
• Overall approach
• Business Vision and Model Review how this can help with current issues
• Support adoption of existing processes (like TRAP)
• Increase awareness and visibility at project team level
• Identify priority areas for improvement
• Provide management with visible indicators of progress
Identify Implementation Steps
• Service Introduction
• Business Opportunity
Current Status and next steps
Copyright © AdAgilis Partnership 2005
3
Customer Drivers for Our Approach:For a major corporate change programme we were asked to show how to: Demonstrate continued benefit delivery in an environment that was changing:
• Organisation• Processes• People• Suppliers• Infrastructure• Delivery Approach
The customer needed to track:• Programme KPI achievement and Benefits Delivery• New Process Adoption and Effectiveness• Organisational Alignment, Individual Objectives and Competencies
With our partner (WPM) we delivered:• Focused improvement recommendations• An approach for continuous performance assessment
Copyright © AdAgilis Partnership 2005
4
Our Solution: Common Assessment Framework Take best practice Maturity Models from the public domain Add our partners’ experience in delivery, audit and assessment Create a change oriented assessment tool
• Based on a ‘levelled’ definition of capability and maturity• To identify priorities for improvement• Enable the setting of realistic improvement targets• Track progress over time• Provide a common framework for all the models used
Scope:• Programme, Project and Portfolio Management• IT Service Management• People and Processes• Many more that exist: Risk Management, Bid Management etc…
Support ‘blended’ delivery approach:• Customer self assessment• External independent review by our partners’ consultants
Copyright © AdAgilis Partnership 2005
5
The CAF Value Proposition:
For User Organisations
• Greater ROI from faster adoption of best practice approaches
• Prioritised investments in organisational capability and competencies
• Visible returns and measurable improvements For Consultants and Service Providers
• Service Differentiation
• Repeating revenues from consultancy and audit services
• Reduced service delivery costs and risks CAF features that deliver these benefits:
• Leverages public domain bodies of knowledge and years of research• Aligns multiple models to support ‘end-to-end’ enterprise capability view• Capability Dashboard helps management ‘visualise’ status, prioritise
improvement programmes and measure progress• Assessment support tools reduce delivery costs for consultancies• Consultants can leverage their industry and customer knowledge to
enhance the value and applicability of ‘standard’ models
Copyright © AdAgilis Partnership 2005
6
Capability and Maturity Models:
General CMM™ Model:
CMM™ is a trademark of the Software Engineering Instituteof Carnegie Mellon University
1. Initial
2. Defined
3. Managed
4. Measured
5. Optimising
Standard 5 Level ‘Staged’ Model
Copyright © AdAgilis Partnership 2005
7
CAF Design Objectives :
Apply any CMM™ model
•Programmes / Projects
•IT Service Management
•People & Process
•Data driven design
Change Oriented
•Define Scope
•Set realistic targets
•Measure & Review
•Initiate Change
Best Practice Based
•External Reference
•Research validated
•Standards: MSP / ITIL
Management Tool
•Dashboard Status
•Progress Measurement
•Prioritisation
‘Blended’ Assessment
•Effectiveness Audits
•External Assessment
•Self Assessment Tool
Common Assessment Framework:•P3M3, ITSM-CMM and more…•Aligns models by Common Features•Includes scoping and targeting tool•Dashboard status presentation
CAF Assessment Toolset
Done In Progress
Copyright © AdAgilis Partnership 2005
8
Example from P3M3 model:
© Crown copyright reservedP3M3 is a value added product outside the scope of the Common Usage Agreement
Copyright © AdAgilis Partnership 2005
9
P3M3 Reference Text:
Question Score Target RAG Observation
Assessment Tool entry:
Implementation Within CAF:
Key Practice Scores then ‘roll-up’ to provide RAG status by Key Process Area
Attainment scores and targets have four levels:
•Fully
•Largely
•Partly
•Not at all
Copyright © AdAgilis Partnership 2005
10
Individual Scores ‘rolled up’ Dashboard:
Include custom KPIs for each process area
Use the scope tool to focus on the priority Process Areas.
KPAs out of scope are greyed out
Copyright © AdAgilis Partnership 2005
11
Show progress over time:Legend: KPA RAG & RAG Red Amber Green
excl. Scope Key Process excluded from Scope of Assessment
Star Data1 Data2 Data3 Data4 Data5 "Star" on "Green" RAG status shows a "Best Practice" example
1 Initial
1.01 Project definition
2.14 Organisation Portfolio Establishment 2.13 Centre of Excellence Role deployment
2.12 Management of Suppliers & Parties External to IT
2.11 Capacity and Resource Management
2.08 Risk Management 2.10 Programme Planning & Control
2.07 Requirements Management2.09 Change, Configuration & Asset
Management
2.06 Stakeholder Management & communications
2.05 Project Planning, Monitoring & Control
2.03 Programme Definition 2.04 Project Establishment
2 Repeated
2.01 Business Case Development 2.02 Programme Organisation
3.10 Quality Assurance
3.09 Inter-group Co-ordination & Networking
3.08 Lifecycle
3.07 Integrated Management & Reporting 3.04 Organisational Process Focus
3.06 Skills & Competency Development & Training Programme
3.05 Organisation/Process Definition 3 Defined
3.03 Information Management 3.02 Transition Management 3.01 Benefits Management
4.01 Quantitative Process Management and Metrics
4 Managed
4.03 Organisational Cultural Growth 4.02 Quality Management
5.02 Technology Change Management
5 Optimised
5.03 Management of Continuous Process Change Improvement 5.01 Proactive Problem Prevention
CMM levelsPortfolio, Programme Management etc.
Support and Standardisation Actual Benefits Delivery
Dashboard for the P3M3 Framework
3.03 Information Management
Processes Management Enabling Delivery
Initial Assessment
Legend: KPA RAG & RAG Red Amber Green
excl. Scope Key Process excluded from Scope of Assessment
Star Data1 Data2 Data3 Data4 Data5 "Star" on "Green" RAG status shows a "Best Practice" example
1 Initial
1.01 Project definition
2.14 Organisation Portfolio Establishment 2.13 Centre of Excellence Role deployment
2.12 Management of Suppliers & Parties External to IT
2.11 Capacity and Resource Management
2.08 Risk Management 2.10 Programme Planning & Control
2.07 Requirements Management2.09 Change, Configuration & Asset
Management
2.06 Stakeholder Management & communications
2.05 Project Planning, Monitoring & Control
2.03 Programme Definition 2.04 Project Establishment
2 Repeated
2.01 Business Case Development 2.02 Programme Organisation
3.10 Quality Assurance
3.09 Inter-group Co-ordination & Networking
3.08 Lifecycle
3.07 Integrated Management & Reporting 3.04 Organisational Process Focus
3.06 Skills & Competency Development & Training Programme
3.05 Organisation/Process Definition 3 Defined
3.03 Information Management 3.02 Transition Management 3.01 Benefits Management
4.01 Quantitative Process Management and Metrics4 Managed
4.03 Organisational Cultural Growth 4.02 Quality Management
5.02 Technology Change Management5 Optimised
5.03 Management of Continuous Process Change Improvement 5.01 Proactive Problem Prevention
CMM levelsPortfolio, Programme Management etc.
Support and Standardisation Actual Benefits Delivery
Dashboard for the P3M3 Framework
3.03 Information Management
Processes Management Enabling Delivery
After fixing some ‘basic’ issues
Legend: KPA RAG & RAG Red Amber Green
excl. Scope Key Process excluded from Scope of Assessment
Star Data1 Data2 Data3 Data4 Data5 "Star" on "Green" RAG status shows a "Best Practice" example
1 Initial
1.01 Project definition
2.14 Organisation Portfolio Establishment 2.13 Centre of Excellence Role deployment
2.12 Management of Suppliers & Parties External to IT
2.11 Capacity and Resource Management
2.08 Risk Management 2.10 Programme Planning & Control
2.07 Requirements Management2.09 Change, Configuration & Asset
Management
2.06 Stakeholder Management & communications
2.05 Project Planning, Monitoring & Control
2.03 Programme Definition 2.04 Project Establishment
2 Repeated
2.01 Business Case Development 2.02 Programme Organisation
3.10 Quality Assurance
3.09 Inter-group Co-ordination & Networking
3.08 Lifecycle
3.07 Integrated Management & Reporting 3.04 Organisational Process Focus
3.06 Skills & Competency Development & Training Programme
3.05 Organisation/Process Definition 3 Defined
3.03 Information Management 3.02 Transition Management 3.01 Benefits Management
4.01 Quantitative Process Management and Metrics4 Managed
4.03 Organisational Cultural Growth 4.02 Quality Management
5.02 Technology Change Management5 Optimised
5.03 Management of Continuous Process Change Improvement 5.01 Proactive Problem Prevention
CMM levelsPortfolio, Programme Management etc.
Support and Standardisation Actual Benefits Delivery
Dashboard for the P3M3 Framework
3.03 Information Management
Processes Management Enabling Delivery
Bring higher level process areas in scope
Copyright © AdAgilis Partnership 2005
12
Include custom views:Capability profile with targets (radar)
0 .0 0
0 .2 5
0 .5 0
0 .7 5
2.01 Business case development
2.02 Programme organisation
2.03 Programme definition
2.04 Project establishment
2.05 Project planning, monitoring and control
2.06 Stakeholder management and communications
2.07 Requirements management
2.08 Risk management
2.09 Configuration management
2.10 Programme planning and control
2.11 Capacity management
2.12 Management of suppliers and external parties
2.13 Centre of Excellence (COE) role deployment
2.14 Organisation portfolio establishment
3.01 Benefits management 3.02 Transition management
3.03 Information management
3.04 Organisational focus
3.05 Process definition
3.06 Training, skills and competency development
3.07 Integrated management and reporting
3.08 Lifecycle control
3.09 Inter-group co-ordination and networking
3.10 Quality Assurance
4.01 Management metrics
4.02 Quality management
4.03 Organisational cultural growth
5.01 Proactive problem management
5.02 Technology management
5.03 Continuous process improvement
Capability
Target
Embedding Key Practices
0.00
0.25
0.50
0.75
5.03 Continuous processimprovement
3.03 Information management
3.10 Quality Assurance
3.08 Lifecycle control
3.09 Inter-group co-ordination andnetworking
2.12 Management of suppliers andexternal parties
2.06 Stakeholder management andcommunications
2.07 Requirements management
2.05 Project planning, monitoringand control
2.10 Programme planning andcontrol
2.08 Risk management
3.01 Benefits management
2.01 Business case development
3.05 Process definition
Capability
Target
Improving Capability & Skills
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
4.03 Organisationalcultural growth
3.06 Training, skills andcompetency development
Capability
Target
Copyright © AdAgilis Partnership 2005
13
Recruit
Manage
Promote Best Practice
AdAgilis Business VisionAdAgilis
Partners
Customers
Body of Knowledge Owners Consultants / Practitioners
ServicesBest Practice
Support
Assessment Sets
Attainment Scores
Mo
de
l C
on
ten
t
Bench
mar
k Dat
a
Change Controlled Reference Models
Cu
sto
m C
on
ten
tC
lie
nt
Ma
na
ge
me
nt
Sc
ore
Mo
de
rati
on
Copyright © AdAgilis Partnership 2005
14
Applications and Benefits
Applications: Improvement Planning and Monitoring
• Portfolio, Programme and Project management
• Bid Management• People and Competencies
Management• IT Service Management
Compliance Auditing and Assessment• PRINCE2• P3M3• MSP• SoX, BASEL II, CRAMM
Process and Project Assurance• Focused Audits• Planned assurance• Reporting and Monitoring
Benefits: To End Users
• Investment focused on priority areas=> ROI up
• Best Practice => Risk down• Blended delivery => Costs down• Dashboard visibility => greater
control, improved effectiveness• Audit trail => costs and risk down
To Consultancies / Partners• CAF Framework => Value UP• Automated Support => Quality
UP, Costs Down, Risk Down• Service Orientation => repeat
revenues UP• Customisable Content =>
Differentiation and Value UP
Copyright © AdAgilis Partnership 2005
15
Service Deployment Steps:
Select Model
Agree / validate model content
Populate CAF tool
AdaptService Guides
Train Auditors:Internal &External Deliver
ServicesExisting Audit Models & Service Guides
So long as there’s a model, CAF can help you turn it into a service
Copyright © AdAgilis Partnership 2005
16
Current Deployment Status: Standalone CAF Assessment tool:
• Designed for consultant use• Supports face-to-face external assessments• Includes scoping tool, dashboard and custom summaries• Data driven custom content support
Reference models currently available in CAF format:• Full P3M3• IT Service Management• Business Development (Bid Management) CMM• Improvement Planning Assessment Plus (IPA+)
• Additional KPAs included to align fully with P3M3• Dashboard and Scoping tool provided by CAF
Currently field trialling and timing with lead customers Initial Service Packages defined Refining deployment approach and engagement methodology e.g.
• Individual Assessment and/or Workshop Assessments• Target Setting (separate initiation phase vs expert advice)
Copyright © AdAgilis Partnership 2005
17
Current Developments:
Create Methodology Guides, training and mentoring
Web Deployment to support customer self assessment/data collection
Add ‘evidence based’ questions and link to ‘how to’ advice• Role of channel partners to add their own IP and custom content
History database (trend analysis)
Training / Assessor Certification
Include other models: e.g. Supply Chain Management, Risk
Management, Security, SW Dev CMM etc…
Copyright © AdAgilis Partnership 2005
19
What CAF Delivers:
Leverages public domain bodies of knowledge and years of research
Moves from best practice ‘theory’ to action centred change planning
Enables management easily to ‘visualise’ progress and ROI
Reduces delivery costs for consultancy and audits
The AdAgilis Value Proposition:
For Users• ROI from faster adoption of best practice approaches• Visible demonstration of process area capability and compliance• Visible returns and measurable improvements
For Consultants• Reduced service delivery costs and risks• Service Differentiation• Repeating revenues from consultancy and audit services
Copyright © AdAgilis Partnership 2005
20
Moving Forward:
Questions?
Fit with your aims and objectives
• Approach to partnering
• Key objectives
Areas for collaboration