Copyright 2005 CMMI and ITIL Alison Adams & Kieran Doyle.
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Transcript of Copyright 2005 CMMI and ITIL Alison Adams & Kieran Doyle.
Copyright 2005
CMMI and ITIL
Alison Adams & Kieran Doyle
Copyright 2005
Agenda
• Why is this an issue?• What is ITIL?• CMMI & ITIL – The Overlap• CMMI & ITIL – Extending the Model
Copyright 2005
Warning!
• Can only provide a flavour of the models here!
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Why CMMI & ITIL?
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Integrating The Business
• CMMI is an Integrated Model– SW, Systems, IPPD, SS
• Best Practice Framework for Engineering• Process Improvement Model• CMMI applies very well to Application Development
• What happens when it gets delivered?• ITIL covers this domain• ITIL provides standard
– Similar ISO 9000 series etc.
• How to Integrate Development & Operations?• How to Improve Operations?
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What Is ITIL?
A Brief Overview of ITIL, ITSM & BS15000
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ITIL + BS 15000
•IT Infrastructure Library has become the worldwide standard for Service Management. It is a framework of best practice guidelines
•OGC does not offer any form of audit, assessment or compliance certification for ITIL
• BS 15000 includes a Specification and Code of Practice for IT Service Management. It provides a basis for the only accredited audit and certification scheme, overseen by itSMF and conducted by independant audit organisations
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ITIL Service Support Processes
Source: ITIL Service Support,
Office of Government Commerce.
Incident Management
Problem MetricsTrend AnalysisProblem ReportsProblem reviewsDiagnostics aidsAudit reports
Change ScheduleCAB MinutesChange metricsChange reviewsAudit reports
Service ReportsIncident metricsAudit reports
Release scheduleRelease metricsRelease reviewsSecure libraryTesting standardsAudit reports
CMDB reportsCMDB metricsPolicy/StandardsAudit reports
Release Management
Configuration Management
Problem Management
Change Management
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IT Service Management Model
Service Delivery ProcessesCapacity Management
Service Continuity & Availability Management
Service Level Management
Service Reporting
Information Security Management
Budgeting & Accounting for IT Services
Release Processes
Release Management
Resolution ProcessesIncident Management
Problem Management
Relationship Processes
Business Relationship Management
Supplier Management
Control ProcessesConfiguration Management
Change Management
Source: BS15000-1:2002
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IT Service Management Model
Service Delivery ProcessesCapacity Management
Service Continuity & Availability Management
Service Level Management
Service Reporting
Information Security Management
Budgeting & Accounting for IT Services
Release Processes
Release Management
Resolution ProcessesIncident Management
Problem Management
Relationship Processes
Business Relationship Management
Supplier Management
Control ProcessesConfiguration Management
Change Management
Source: BS15000-1:2002
Copyright 2005
IT Service Management Model
Service Delivery ProcessesCapacity Management
Service Continuity & Availability Management
Service Level Management
Service Reporting
Information Security Management
Budgeting & Accounting for IT Services
Release Processes
Release Management
Resolution ProcessesIncident Management
Problem Management
Relationship Processes
Business Relationship Management
Supplier Management
Control ProcessesConfiguration Management
Change Management
Source: BS15000-1:2002
Copyright 2005
IT Service Management Model
Service Delivery ProcessesCapacity Management
Service Continuity & Availability Management
Service Level Management
Service Reporting
Information Security Management
Budgeting & Accounting for IT Services
Release Processes
Release Management
Resolution ProcessesIncident Management
Problem Management
Relationship Processes
Business Relationship Management
Supplier Management
Control ProcessesConfiguration Management
Change Management
Source: BS15000-1:2002
Copyright 2005
IT Service Management Model
Service Delivery ProcessesCapacity Management
Service Continuity & Availability Management
Service Level Management
Service Reporting
Information Security Management
Budgeting & Accounting for IT Services
Release Processes
Release Management
Resolution ProcessesIncident Management
Problem Management
Relationship Processes
Business Relationship Management
Supplier Management
Control ProcessesConfiguration Management
Change Management
Source: BS15000-1:2002
Copyright 2005
IT Service Management Model
Service Delivery ProcessesCapacity Management
Service Continuity & Availability Management
Service Level Management
Service Reporting
Information Security Management
Budgeting & Accounting for IT Services
Release Processes
Release Management
Resolution ProcessesIncident Management
Problem Management
Relationship Processes
Business Relationship Management
Supplier Management
Control ProcessesConfiguration Management
Change Management
Source: BS15000-1:2002
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The Overlap With CMMI Currently
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IT Service Management Model & Existing CMMI Process Areas
Service Delivery ProcessesCapacity Management
Service Continuity & Availability Management
Service Level Management
Service Reporting
Information Security Management
Budgeting & Accounting for IT Services
Release Processes
Release Management
Resolution ProcessesIncident Management
Problem Management
Relationship Processes
Business Relationship Management
Supplier Management
Control ProcessesConfiguration Management
Change Management
SAM & ISM
MA & GP2.8
CM
CAR
PI OPF
PP & OPP (Partially)
Source: BS15000-1:2002
PPQA
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Example: Problem Management & Causal Analysis & Resolution (CAR)
• Problem Management is about:– Identifying & managing the underlying causes of service incidents.– Proactive Approach– Preventing Recurrence
• Causal Analysis & Resolution (CAR) is about:– Identifying causes of defects and taking action to prevent them occurring in
the future.– CAR in CMMI tends to be quantitative in nature– Builds upon OPP &QPM– CAR gives ability to predict the effect of implementing a change (SP2.2-1
Evaluate the Effect of Changes)
• Although potentially a High Level Maturity Process Area; CAR can be applied anywhere, at any level
• Lesson for Application Development– Can Look at apparently High Maturity Practices from the beginning
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IT Service Management Model & CMMI – The Gaps
Service Delivery ProcessesCapacity Management
Service Continuity & Availability Management
Service Level Management
Service Reporting
Information Security Management
Budgeting & Accounting for IT Services
Release Processes
Release Management
Resolution ProcessesIncident Management
Problem Management
Relationship Processes
Business Relationship Management
Supplier Management
Control ProcessesConfiguration Management
Change Management
SAM & ISM
MA & GP2.8
CM
CAR
PI OPF
PP & OPP (Partially)
Source: BS15000-1:2002
PPQA
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An Approach to Integration
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Extending the CMMI
• The CMMI was intended as an extendable model
• New Process Areas Developed
• New Discipline: Operability Management
• Existing Generic Practices apply still apply
• Continuous Representation principally featured
• Further Development required for Staged Representation
• Intended to be used with SCAMPI A,B,C equivalent appraisals
Copyright 2005
Reminder: ITSM Model & CMMI – The Gaps
Service Delivery Processes
Service Continuity & Availability Management
Service Level Management
Service Reporting
Information Security Management
Budgeting & Accounting for IT Services
Release Processes
Release Management
Resolution Processes
Problem Management
Relationship Processes
Supplier Management
Control ProcessesConfiguration Management
Change Management
SAM & ISM
MA & GP2.8
CM
CAR
PI
PP & OPP (Partially)
OPF
Source: BS15000-1:2002
PPQA
Capacity Management
Incident Management Business Relationship Management
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ITSM Model & CMMI – The New Process Areas
Service Delivery Processes
Service Continuity & Availability Management
Service Level Management
Service Reporting
Information Security Management
Budgeting & Accounting for IT Services
Release Processes
Release Management
Resolution Processes
Problem Management
Relationship Processes
Supplier Management
Control ProcessesConfiguration Management
Change Management
SAM & ISM
MA & GP2.8
CM
CAR
PI
PP & OPP (Partially)
OPF
Source: BS15000-1:2002
PPQA
Capacity Management
Incident Management Business Relationship Management
BA – Budgeting & Accounting
BA – Budgeting & Accounting
CMMI for Safety &
SecuritySLM – Service Level Management
SRM - Strategic Relationship Management
IH – Incident Handling
SCA – Service Continuity & Availability
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Continuous Representation
RequirementsManagement
Measurement&
Analysis
Process & ProductQuality
Assurance
ConfigurationManagement
TechnicalSolution
RequirementsDevelopment
ProductIntegration
Validation Verification
OrganisationalProcessFocus
OrganisationProcess
Definition
OrganisationalTraining
OrganisationalEnvironment
forIntegration
DecisionAnalysis &Resolution
IntegratedSupplier
Management
OrganisationalProcess
Performance
OrganisationalInnovation &Deployment
CasualAnalysis &Resolution
PROJECT MANAGEMENT
PROCESSMANAGEMENT
CATEGORYPROCESS
AREAS
ENGINEERING
SUPPORT
ProjectPlanning
Project Monitoring &
Control
SupplierAgreement
Management
RiskManagement
IntegratedProject
Management
IntegratedTeaming
QuantitativeProject
Management
OPERABILITYMANAGEMENT
StrategicRelationshipManagement
Budgeting& Accounting
Service Level Management
Service Continuity
& Availability
IncidentHandling
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Example PA : Strategic Relationship Management (SRM)
• Purpose– To develop and manage the relationship with business customers
in order to understand, support and achieve business objectives.
• Specific Goals– SG1 Maintain Customer Relationships
• SG1 Maintain Customer Relationships– SP 1.1-1 Plan Stakeholder Involvement
– SP 1.2-1 Identify Service Review Parameters
– SP 1.3-1 Conduct Service Reviews
– SP 1.4-1 Communicate Review Results
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GG2: Institutionalize a Managed Process
Generic PracticesGeneric GoalsGP 1.1: Perform Base PracticesGG1: Achieve Specific
Goals
GG3: Institutionalize a Defined Process
GP 3.1: Establish a Defined ProcessGP 3.2: Collect Improvement Information
GG4: Institutionalize a Quantitatively Managed Process
GP 4.1: Establish Quantitative Objectives for the ProcessGP 4.2: Stabilize Subprocess Performance
GG5: Institutionalize an Optimizing Process
GP 5.1: Ensure Continuous Process ImprovementGP 5.2: Correct Root Causes of Problems
GP 2.1: Establish an Organisational PolicyGP 2.2: Plan the ProcessGP 2.3: Provide ResourcesGP 2.4: Assign ResponsibilityGP 2.5: Train PeopleGP 2.6: Manage ConfigurationsGP 2.7: Identify and Involve Relevant StakeholdersGP 2.8: Monitor and Control the ProcessGP 2.9: Objectively Evaluate AdherenceGP 2.10: Review Status with Higher Level Management
Note: CMMI Guide Chapter 3 gives a good overview of institutionalisation, including expansions on each of the Generic Practices
Copyright 2005
Questions ?
Copyright 2005
Acknowledgements
ITIL ® is a Registered Trade Mark and a Registered Community Trade Mark
of the Office of Government Commerce, and is Registered in the US Patent
and Trademark Office.
Permission to reproduce extracts of BS 15000-1: 2002 and BS 15000-2:
2003 is granted by BSI. British Standards can be obtained from BSI
Customer Services, 389 Chiswick High Road, London W4 4AL.
Tel: +44(0)20 8996 9001. email: [email protected]
CMMI® is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
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