ITIL vs CMMi - 3 cases

CMMI meets ITIL

Dr. Ute Streubel

KUGLER MAAG CIE GmbH

Leibnizstr. 11, 70806 Kornwestheim / Stuttgart, Germany

Phone / Fax +49 (0) 7154 807 – 210 / 229

[email protected] www.kuglermaag.com

Stuttgart June 2008

© Copyright 2008 KUGLER MAAG CIE 24.06.2008 CMMI meets ITIL, Version A, Dr. Ute Streubel

KUGLER MAAG CIE - Basic Facts

The Company

• Founded in 2004, today a team of

more than 60, average age 44,

acknowledged experts in their fields

• Focused on Process Improvement

• Expertise in CMMI®, SPICE / ISO

15504, Functional Safety / IEC 61508,

Project / Quality / Requirements

Management, High Maturity, Change

Management, …

Industries

• Automotive Industry, Financial Services, ICT, Health, Telco, Railways, …

Customers

• Global players, culturally

diverse, operating in

• Europe,

• North America and

• Japan

Partners & Networks

MBtech

Lero


KUGLER MAAG CIE - Services

Improvement Services

• Managing change for the purpose of lasting quality and productivity improvement

• Evaluating performance

improvement potential

Process Application

• “Off-the-shelf” processes tailored

for an accelerated and sustained process performance improvement

• “Project Rescue” services

• Operative process execution

Change Engine Services

• Organizational change control

• Agile process management

• Strategy implementation

Appraisal Services

• Improvement “Readiness Check”

• Improvement “Health Check“

• CMMI® appraisals

• ISO/IEC 15504 SPICE assessments

• Tailored supplier evaluations

Knowledge Services

• Training and qualification of

practitioners, EPGs, quality groups, assessors, management, and

executive management

• Qualifying for customers’ or 3rd party

assessments


KUGLER MAAG CIE - Customers

DAIMLER


Contents

The Challenge

ITIL and CMMI – a Comparison

3 Scenarios

Conclusion and Outlook


The Challenge

Source: ABN AMRO / Bankentechnologie 2008

market restructuring /

M&Aintense cost

pressure

governance & compliance

requirements

new competitors

expansion / new customers

“A Changing Business World”

new products

“Change the Business” is becoming more and more important => requiring support from IT

…


One possible Answer: CMMI-DEV and CMMI-ACQ

CMMI-DEVmanaging

development

processes

CMMI-ACQmanaging

development

processes

Target group:

Development

Target group:

Acquisition

commonprocess areas

Mastering complexity, fast product cycles, repeatable, comparable, maturity levels, reducing risks, common language ...


CMMI-DEVAreas of Application

VOrganisation

DEV

Project

Su

pp

ort

CMMI-DEV


Benefits of CMMI

�offers a network of processes and “best practices” for development processes which have proven their worth in international industrial settings

�offers orientation/guidelines for process improvement activities�offers a structured improvement programs�contains methods and structures to assess development processes�allows an objective evaluation of the current situation�offers the opportunity of a comparison with one’s competitors�offers the opportunity to make use of the application experiences of

others�offers a common “language”�…

CMMI


The other Challenge: to run the Business more efficiently

Effort1) for Change-the-

Business und Run-the-

Business:

Effort1) for Change-the-

Business und Run-the-

Business:

today tomorrow

1) IT Effort/Budget, example

Change-the-Business

Run-the-Business

Change-the-Business

Run-the-Business


Process ManagementProject ManagementRequirements ManagementPPQADevelopment Support and EngineeringChange Management

Process ManagementProject ManagementRequirements ManagementPPQADevelopment Support and EngineeringChange Management

Security ManagementFinancial ManagementChange Management

Security ManagementFinancial ManagementChange Management

One possible Answer: CMMI-SVC and/or ITIL?

Target group:

Development

and Operations

Target group:

Operations

CMMI-

SVC

ITIL

Service Design or EstablishmentService Operation or DeliveryService TransitionConfiguration ManagementCapacity and AvailabilityService Continuity Measurement and AnalysisSupplier Agreement Management

Service Design or EstablishmentService Operation or DeliveryService TransitionConfiguration ManagementCapacity and AvailabilityService Continuity Measurement and AnalysisSupplier Agreement Management


The family of process models around CMMI contains not only development, but also acquisition and services

CMMI-DEVManaging developmentprocesses

CMMI-SVCManaging internal andexternal services

CMMI-ACQManaging acquisitionprocesses

Target group:Development

Target group:Service providers

Target group:Acquisition

16 commonprocess areas

Benefits:Synergy between development, service provision, acquisition

Note: CMMI for Services

will be available 2008

v

V

Vv


CMMI-DEV und ITILAreas of Application

ITIL

vVOrganisation

DEV

Project

Su

pp

ort

CMMI-DEV

VOPERATION / SERVICE

Organisation


CMMI-DEV, ITIL and CMMI-SVCAreas of Application

CMMI-SVC v

ITIL

vVOrganisation

DEV

Project

Su

pp

ort

CMMI-DEV

VOPERATION / SERVICE

Organisation

v


Contents

The Challenge


3 Scenarios



“CMMI meets ITIL”- the Scope of the Talk

practical experiences

�<= Level 3

�CMMI-DEV (-ACQ)� ITIL V2� ISO 20.000

�CMMI-SVC (0.5)� ITIL V3

low-levelorganisations

considering


CMMI-SVCITIL

Mapping ITIL V2 and CMMI-SVC (only service-specific PAs)

• Capacity Management

• Availability Management

• Change Management

• IT Service Continuity Mgmt

• Incident Management

• Service Desk

• Service Level Management

• Problem Management

• Configuration Management

• Release Management

• Financial Management

• Security Management

• Supplier Management

• Organizational Service Management (OSM)

• Capacity and Availability Management (CAM)

• Requirements Management (REQM)SVC

• Service Continuity (SCON)

• Incident and Request Management (IRM)

• Service Delivery (SD)

• Service System Development (SSD)

• Service Transition (ST)

• Problem Management (PRM)

• Configuration Management (CM)

• Supplier Agreement M.

v v


Open Questions when Mapping CMMI-SVC and ITIL

� Release Management in ITIL refers to Service Transition in

CMMI-SVC?

� Changes in ITIL refer to Changes or Requests in CMMI?

� Financial Management is (partly) addressed in Service Delivery

� and Business Relationship in Stakeholder Management?

� …..

Mapping is a complicated thing


CMMI (-SVC)ISO 20.000

Mapping ITIL V2 - in accordance with ISO 20.000 -and CMMI-SVC (GPs and organisational PAs)

3.1 Management responsibility

3.2 Documentation requirements

3.3 Competence, awareness and training

4.1 Plan

4.3 Monitor, measuring and reviewing

4.4 Continual improvement

• GP 2.1, GP 2.2, GP 2.4,GP 3.1

• GP 2.6 (in parts), CM

• GP 2.3, GP 2.4, GP 2.5, OT

• GP 2.1, GP 3.1, OPD

• GP 2.8, GP 2.9, MA

• GP 3.2 OPF

v v


CMMI-SVC

Project Monitoring and Control (PMC) amp

Project Planning (PP) amp

Process and Product Quality Assurance (PPQA) amp

Requirements Management (REQM)SVC

Risk Management (RSKM) amp

Supplier Agreement Management (SAM) amp

Core PAs

Configuration Management (CM) amp

Decision Analysis and Resolution (DAR) DEV

Integrated Project Management (IPM) DEV

Measurement and Analysis (MA) DEV

Organizational Process Definition (OPD) DEV

Organizational Process Focus (OPF) DEV

Organizational Training (OT) DEV

v


CMMI-SVC Assessing the Suitability of CMMI-SVC in Development and Operations

Pros

� ideal in development (effective)

� addresses all kinds of services, not

only IT

� strength in supplier management

� capability and maturity in different

stages

� comparable

� relates to organisations

� proven improvement approach

� more strategic

� strength in project management to

� deliver in time, quality and budget

� not ideal with regards to efficiency

� security is missing

� finance management weak

� architecture only addressed indirectly

� not so detailed with regards to service

delivery

� draft

� not as common in Europe as ITIL

� no suggestions for KPIs

Cons

v


ITIL Assessing the Suitability of ITIL in Development and Operations

Pros

� greater focus on efficiency aspects

� strength in operations

� offers suggestions for KPIs

� very common in Europe and therefore

� suited for better communication

� supports IT operations planning

� IT operations services are more

transparent, easier to assess

� more detailed regarding service

delivery

� considers aspects of financial

management

� considers security management

� only suitable for IT-related organisations

� capability and maturity of people

� certification of people not of processes

and organisations

� no maturity levels for processes and

organisations

� more suitable for IT operations,

not for development

Cons

v


Positioning CMMI-SVC and ITIL in IT Companies

External Orientation

CMMIITIL

Source: Johannson, Goeken:

Referenzmodelle für IT-Governance

Internal

Orientation

Strategic

ContributionEffectivenessEfficiency

V3 & ISO 20.000

CMMI-SVC


Contents

The Challenge


3 Scenarios



3 Scenarios:How to use and combine the models to achieve added value

Company 1 Company 3Company 2

� IT development

department and

� internal data center and

� internal service desk

� practicing CMMI

� practicing ITIL

� value proposition:

customer intimacy

� IT development

department and

� external data center and

� external service desk

� practicing CMMI


customer intimacy

� Consulting company

� ISO 9001 certified

� customer intimacy and

product leadership


Company 1: IT Development + IT OperationsProposal for the best Use of the Models

VOrganisation

ITILDEV OPERATION / SERVICE

Project

CMMI-DEV

Su

pp

ort

Organisation

CMMI-SVC


Company 1: IT Development + IT Operations Proposal for the best Use of the Models

Overall Organisation

� Generic goals and specific practices for all processes

� CMMI-DEV (engineering) instead of SSD� CMMI-SVC amplified� Maintenance in accordance with

CMMI-DEV� Goal: level 3 staged (CMMI)

� QM is ISO 9001 certified� EPG for all processes with process owners and process managers (CMMI)� PPQA for all processes (CMMI)� ITIL security process for all departments (ITIL)� Change management (ITIL) leading process� Architectural management� Skills and resources management

� All ITIL processes in service desk and data center

� Release management combined with project management (ITIL within CMMI)

� CMDB (ITIL with asset management)� KPI and Scorecards from ITIL� ISO 20.000 certification

Development Operations

vVv


Problems of Company 1combining a CMMI constellation with ITIL

CMMI - all

EPG

IT-Development Department:

�Problems with IM, PM, Change

Management

�Competence problems between project leader and product services manager

�KPI is / KPIs are merciless

�...

IT-Operations Department:

�Unfamiliar roles and responsibilities of process owner and process manager

�GG, GP, SG, SP are new

�Problems with PPQA

ITIL

Professional(IT)

Organisation

Challenges: Challenges:

vVv


Special Handling of some Topicsrequired when combining CMMI and ITIL

MaintenanceIT

Architecture

Configuration Management

Release Management

Change Management

Developmentand Operation

vVv




� IT development

department and



� practicing CMMI

� practicing ITIL


customer intimacy

� IT development

department and



� practicing CMMI


customer intimacy




product leadership


Company 2: IT-Development Proposal for the best Use of the Models

VOrganisation

DEV OPERATION / SERVICE

Project

CMMI-DEV

Su

pp

ort

Organisation

CMMI-SVC


Company 2: IT-Development Proposal for the best Use of the Model

� Financial management

� KPI

� CMMI-ACQ or SAM for supplier management

� ITIL security management

� CMMI-DEV (engineering) instead of Service System Development

� CMMI-SVC amplified

� Maintenance in accordance with CMMI-DEV� CMMI-SVC with Problem Management, Capacity Availability Management,

Incident and Request Management, Service Continuity Management for own

services (tool infrastructure)

� Goal: level 3 staged (CMMI)

� Architectural management

� Skills and resources management

Development

Vv


Company 1 and 2 could use CMMI-SVC only without ITIL history of their own and of the supplier

Recommendation

� CMMI-SVC and CMMI-DEV are suitable for service

development

� It is practicable to use CMMI-SVC for service desk

and service delivery

� Each development section needs access to shared

services (in accordance with CMMI-SVC or ITIL)

CMMI-SVC without ITIL?

v




� IT development

department and



� practicing CMMI

� practicing ITIL


customer intimacy

� IT development

department and



� practicing CMMI


customer intimacy




product leadership


Company 3: Consulting CompanyProposal for the best Use of the Models

Organisation

DEV OPERATION / SERVICE

Project

Su

pp

ort

Organisation

v

v

CMMI-SVC


Company 3: Consulting CompanyProposal for the best Use of the Models

Organisation

?

� QM ISO 9001 certified� EPG for all processes (CMMI)� Process owners and process managers� PPQA for all processes (CMMI)� BSI catalogue (Bundesamt Sicherheit Informationstechnik)

� Services for the customer are e.g. knowledge services, appraisal services, improvement services,

� IRM, PM� OSM, SSD, ST, SD� CM� CAM, SCON for own processes like Sales (CRM), mailing, accounting, resourcing

� Internal goal: level 3 staged

ITIL

Service:

Development

TransitionDelivery

v

CMMI-SVC


Contents

The Challenge


3 Scenarios



CMMI needs CMMI-SVC, and ITIL needs CMMI

CMMI provides ITIL:

� Easily manageable break-down of processes in

�process areas,

�goals and �practices

� Evaluation in stages of

�process capability and/or

�organisational capability� Proven approach

�to set up the infrastructure

�for assessments/appraisals�for improvements

CMMI provides ITIL / ISO 20.000 conformity

vv


CMMI needs CMMI-SVC

CMMI-SVC:

� Describes and models the change-over to production

� Extensive consideration is given to the operability of services

in the engineering and support processes

� Operations are supported by further PAs

� Combines the benefits of CMMI for operations as well

CMMI-SVC refers the complete life cycle of a serviceand is also applicable outside IT

v


OutlookWhat’s next

Enterprises also need:

� People skills and resources management� Support for strategy

� Architecture management

� Portfolio management

� Risk management for the entire business

� Future architecture� Security management� ……

REF: Resilience Engineering Framework


Back-up…


The family of process models around CMMI contains not only development, but also acquisition and services

CMMI-DEVManaging developmentprocesses

CMMI-SVCManaging internal andexternal services

CMMI-ACQManaging acquisitionprocesses

Target group:Development

Target group:Service providers

Target group:Acquisition

16 commonprocess areas

Benefits:Synergy between development, service provision, acquisition

Note: CMMI for Services

will be available 2008

v

V

Vv


Process Area (PA) Category

Maturity

Level SGs SPs

Capacity and Availability Management (CAM) Project Management 3 2 6

Causal Analysis and Resolution (CAR) DEV Support 5 2 5Configuration Management (CM) amp Support 2 3 7Decision Analysis and Resolution (DAR) DEV Support 3 1 6

Integrated Project Management (IPM) DEV Project Management 3 2 9Incident and Request Management (IRM) Service Establishment and Delivery 2 2 6Measurement and Analysis (MA) DEV Support 2 2 8Organizational Innovation and Deployment (OID) DEV Process Management 5 2 7Organizational Process Definition (OPD) DEV Process Management 3 1 6Organizational Process Focus (OPF) DEV Process Management 3 3 9Organizational Process Performance (OPP) DEV Process Management 4 1 5Organizational Service Management (OSM) Process Management 3 2 7Organizational Training (OT) DEV Process Management 3 2 7Project Monitoring and Control (PMC) amp Project Management 2 2 10Project Planning (PP) amp Project Management 2 3 14Process and Product Quality Assurance (PPQA) amp Support 2 2 4Problem Management (PRM) Support 3 2 6Quantitative Project Management (QPM) DEV Project Management 4 2 8Requirements Management (REQM)SVC Project Management 2 2 7Risk Management (RSKM) amp Project Management 3 3 7Supplier Agreement Management (SAM) amp Project Management 2 2 8Service Continuity (SCON) Project Management 3 3 9Service Delivery (SD) Service Establishment and Delivery 3 2 7Service System Development (SSD) Service Establishment and Delivery 3 2 12Service Transition (ST) Service Establishment and Delivery 3 2 11

SVC = as DEV, but with additional goal & practices

DEV = as in CMMI for Development V1.2

AMP = as DEV, but amplified


CERT

“Enterprise Resilience” stands for the competence and capacity of an organisation to continuously adapt to a changing risk environment

CERT® is currently developing a model in this context

(REF = Resilience Engineering Framework)

CERT® is located at the SEI

(Software Engineering Institute of Carnegie Mellon University)

An important partner cooperating with CERT® is the FSTC

(Financial Services Technology Consortium) - cf. http://www.fstc.org

Source: http://www.cert.org Cert® is a registered trademark and service mark of Carnegie Mellon University

ITIL vs CMMi - 3 cases

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