# Presentation: 053545

## Sarah Bengzon, Associate Partner
Global Quality and Client Satisfaction

- Global Quality and Client Satisfaction

**Effectively Deploying CMMI In A Large Organization **

- Copyright © 2003 Accenture  All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

## Briefly describe Accenture organization

Describe our process improvement journey using the CMM/CMMI

Describe our quality program and approach

Share some success factors in CMMI deployment

Answer your questions

- Describe our process improvement journey using the CMM/CMMI
- Describe our quality program and approach
- Share some success factors in CMMI deployment
- Answer your questions

**Learning Objectives**

- Copyright © 2003 Accenture  All Rights Reserved.

## 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. & **
**High Tech**

**Financial **
**Services**

**Government**

**Products**

**Resources**

**Global Strategic Delivery Approach**

**Alliances**

**Business Consulting Capability Group—Service Lines and BPO Businesses**

**Technology & Outsourcing Capability Group—Service Lines and BPO Businesses**

**Affiliated**** ****Companies **

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**Notes:**
Next we’ve got what I call unmatched breadth and depth ...

Depth ... is about how we serve our clients across industries:
18 industries in 5 operating groups gives us incredible industry penetration

Breadth ... is about our capability ... our innovation engines:
Capability Groups house our service lines ... our offerings ... BPO businesses and alliances

Let me go into more detail on the capability side of our business ...

## USA Government Operating Unit	

- Over 3,000 deployed personnel
- Serves federal, state and local clients
- Industry expertise includes Defense, Postal, Education, Health and Human Services, Revenue and Customs, Immigration, Justice, and Security
- Products and services include consulting and outsourcing:
- Custom and packaged solutions (SAP, PeopleSoft, Siebel, Oracle, etc)
- Business process outsourcing (human resources, voter registration, application management, etc)
- Geographically dispersed across USA

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## Process Improvement Journey

**Process unpredictable, poorly controlled and reactive**

**Process characterized for projects and is often reactive**

**Process characterized for the organization**

**Process measured and statistically controlled**

**Emphasis on continuous improvement**

**Optimizing**

**Initial**

**Quantitatively Managed**

**Defined**

**Managed**

**Jan 2000: Achieved CMM Level 2    ****	****   for Federal Client Group**

**October 2000: Achieved Level 3 ****	****for ****	****       Federal Client Group**

**  ****May 2002: Achieved CMMI Level 3 ****	**** for USA Government OU ****	**** (Federal, East, West, AGC)**

**FY’04 Level 4 Appraisal**

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## Quality Program Overview

**Process **
**Improvement**

**Rollout**

**Workforce**
**Performance**

**Quality**
**Policy **

**Improve predictability of performance and support**

**Address client requirements**

**Leverage the management and technical knowledge from past engagements**

**Provide better value in our service to clients**

**Objectives**

**Enablers**

_**KEY**_

**Drivers**
*** ***Changing Client    Expectations
-  Business Value

**Quality Program Overview**

**In order to be sustainable, a Quality Program must be driven by, and should address, business objectives.**

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**Notes:**
Process Improvement – The QPI team develops and maintains the organizational process, tools, templates, and best practices for the USA Govt OU.  The QPI team collects and analyzes feedback to its process assets for continuous process improvement, and coordinates the USA Govt OU’s metrics program.  The QPI Team is also responsible for coordinating assessments and evaluations of the organization’s processes.  
Training and Communications– The QPI team provides process training and communication to the USA Govt OU.  Communications and Sponsorship of the program is also a key component of the program, see QPI Communication and Sponsorship Plan. 
Rollout – The QPI team deploys processes and tools via its PI liaisons.  These team members work directly with projects, providing process related training, coaching, and independent process reviews to projects.  PI liaisons are also responsible for collecting feedback, metrics, and best practices from projects for process improvement.  
Our clients’ expectations are changing and competition is growing in both the Federal and State and Local Government market place. These factors or drivers coupled with our strong desire to prosper and grow in the Government market place prompted the GOU to implement the SEI’s CMMI, which is outlined in AP 1162. 

Objectives of the policy (light blue boxes) are...

Enablers of the policy (orange triangles) are.....  Note:  Elaborate on each enabler a bit... Executive Sponsors (Rohleder, Mascolo, etc.), Client Engagement Teams (YOU), QPI Program (QPI Team, CMMI/SCE, etc.)

## CMMI (SW/ SE/ IPPD) as Framework for Process Improvement

| Maturity Level |  | Process Areas |
| --- | --- | --- |
| 5 | Optimizing |  Organizational Innovation and Deployment
 Causal Analysis and Resolution |
| 4 | Quantitatively Managed |  Organizational Process Performance
 Quantitative Project Management |
| 3 | 
Defined |  Requirements Development
 Technical Solution
 Verification
 Validation |
| 2 | Managed |  |
| 1 | Initial | No Process Areas |

-  Organizational Process Focus
-  Organizational Process Definition
-  Organizational Training
-  Integrated Project Management
-  Risk Management

-  Decision Analysis &             Resolution
-  Organizational    Environment for Integration
-  Integrated Teams (IPPD)

-  Requirements Management
-  Project Planning
-  Project Monitoring & Control
-  Supplier Agreement Management

-  Measurement & Analysis
-  Process and Product Quality Assurance
-  Configuration Management

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## CMMI Implementation Approach

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**Notes:**
Update four key business processes to meet Level 4 specifications:
Estimating (Metrics: size and stability)
Peer reviews and error detection (Metric: Product quality)
Tracking  (Metrics: Cost and schedule)
Measurement and analysis
Select six project teams to pilot the new processes
Rollout Level 4 training and processes in January, 2003
Fine tune processes and training based on pilot feedback
Release Level 4 processes to all projects beginning in April, 2003
Conduct mini-appraisal in July,2003 to gauge progress and determine realistic timeframe for moving to Level 4

## Applying CMMI -  Process Management at Accenture

**People Enablement** equips Accenture's people with high impact learning and knowledge assets, solution delivery tools, and capability development services to help them succeed in delivering value, while continuously growing their own professional capabilities***.***

**Methods**

**Knowledge**

**Learning**

**Tools**

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## Applying CMMI - Project Management at Accenture

- Plan Project
- Execution

- Complete
- Project

- Control
- Project

- Organize
- Project
- Resources

- Tailoring Processes (Guidelines and Process Improvement Liaisons)
- Develop Project Plans (Metrics, DAR, Mission, Vision, Lifecycle)
- Develop Subordinate Plan (CM, Risk, SubContractor, Communication, Sponsorship)
- Developing Estimates and Assumptions

- Establish Standards and Procedures
- Establish Teaming Structure
- Train Project Team Members
- Obtain Other Resources (Hardware, Software, Facilities, Subcontractors)

- Measure and Manage Performance (Metrics, Corrective Action, Decision Making)
- Communicate Project Status (CM Audits, Status Reports)
- Update Plans
- Obtain Deliverable Acceptance

- Obtain Formal Acceptance of Deliverables
- Finalize Documentation
- Evaluate Project (Profiling Data, Metrics, KX Submissions)

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**Notes:**
Generic Goals indicate whether the implementation and institutionalization of a process areas is effective, repeatable and lasting

## Applying CMMI -Support - Quality Management at Accenture

- CQMA

- Peer
- Review

- PPQA

- CQMA (Client Quality Management Assessment)
- Independent Partner Reviews
- Client Satisfaction Surveys

- Testing

- Supervisor
- Review

- Independent Reviews

- Project
- Reviews

- Super
- PPQA

- Appraisals

- Process – Best Practice Reviews
- Work Product – Independent Reviews

- Independent review of the QPI program
- Independent review of the AGC Quality program

- SCE
- SCAMPI

- Mini appraisals
- Document reviews

- Management
- Review

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## Applying CMMI - Engineering at Accenture

- Analysis

- Deployment

- Build & Test

- Design

- Define Business Case
- Requirements Gathering & Analysis (Identify Risks, Define User/Business Requirements, Conduct Conference Room Pilot)
- Assess Deployment Environment
- Identify and Analyze Application/Interface Requirements (RTM)

- Design Technology Infrastructure (Review Technical Requirements, Select and Design Architectures)
- Design Application (Architecture, Databases, Plan Testing Approach, Design Performance Support Approach. Fit Analysis)

- Build and Test Technology Infrastructure (Acquire Assets and Services, Build and Test Architectures)
- Build and Test Application (Deployment Planning, Detail Design, Execute Test, Develop Policies& Procedures, Develop Learning Products)
- Plan & Execute Product Test and User Acceptance Test

- Transition Users and Deploy Policies and Procedures
- Deploy Physical Environment
- Deploy Application
- Deploy Technology Infrastructure

- Maintenance

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**Notes:**
Generic Goals indicate whether the implementation and institutionalization of a process areas is effective, repeatable and lasting

## Success Factors – Communication and Sponsorship

**Acceptance**

- Way of
- Life

- Commit-
- ment

- Accep-
- tance

- Under-
- standing

- Aware-
- ness

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## Common Challenges in Sustaining Change

**CAUSES**

**Can’t (Ability)**

**Won’t (Motivation)**

**Lack **
**Knowledge**

**Lack **
**Skill**

**Lack **
**Aptitude**

**Lack of**
**Motive**

**Attitude and**
**Values**

**Causes**

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## Communications Guiding Principles

**Communications Guiding Principles**

- Communicate the right information to the right audience at the right time.
- Anticipate questions when developing communications.
- Avoid information overload; “less is more”.
- Manage expectations; “under promise, over deliver”.
- Be consistent with organization’s core values.** **

- A well-planned and executed communication process should result in stakeholder acceptance, involvement and readiness.** **

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## Success Factors – Leadership Commitment

- To initiate and sustain change five roles are critical:

**Initiating Sponsor**

**Target**

**Change Agent**

**Sustaining Sponsor**

*legitimize *change

- want change but *do *
*not have the power *
- to legitimize it

*implement *change

- actually *change*

*initiate *change

**Advocate**

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## Common Challenges in Obtaining Commitment

- Cost (initial investment)
- Length of payback
- Hardware culture
- Software culture
- Time to market is king
- Source:  The ROI for Software Quality, El Amam 2003

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## A high performing team that coordinates process improvement efforts across the organization using proven best practices, tools, and processes based on the CMMISM 

| Rollout | Process Improvement | Workforce Performance |
| --- | --- | --- |
| Serve as CMMI Subject Matter Experts by providing coaching and interpretation to projects
Conduct CMMI Compliance (Best Practice) reviews of projects’ processes
Conduct Independent review of projects’ work products
Harvest best practices from projects to share with others | Establish CMMI-related best practices, processes and tools
Develop and Maintain standard methodology
Support Mini-Appraisals and Organizational Assessments
Develop, collect, analyze and administer metrics program | Develop, maintain and administer process training for the organization
Implement Quality communication plan to the organization
Develop Quality job aides and reference materials |

**Success Factors – ****The Right Change Agents**

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**Notes:**
QPI Rollout – The QPI team deploys processes and tools via its PI liaisons.  These team members work directly with projects, providing process related training, coaching, and independent process reviews to projects.  PI liaisons are also responsible for collecting feedback, metrics, and best practices from projects for process improvement.
Process Improvement – The QPI team develops and maintains the organizational process, tools, templates, and best practices for the USA Govt OU.  The QPI team collects and analyzes feedback to its process assets for continuous process improvement, and coordinates the USA Govt OU’s metrics program.  The QPI Team is also responsible for coordinating assessments and evaluations of the organization’s processes.  
Training and Communications– The QPI team provides process training and communication to the USA Govt OU.  Communications and Sponsorship of the program is also a key component of the program.  

## Deployment Approach

**Deployment Approach**

-  **Knowledge transfer**
** ****Functional support**

**Identify Project  & Conduct  Kickoff**

**Conduct Training**

**Conduct Best Practice Reviews**

** ****Review Project Documentation**
** ****Mentor& Partner with Project Team**

**Close-out Project **

**Communication channel between project and site personnel**
**Consistency across sites**

**Policy**

**Benefits**

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## Sarah BengzonAccenture, Washington DCTel.  703.947.1030email:  sarah.bengzon@accenture.com

- Copyright © 2003 Accenture  All Rights Reserved.