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CASE STUDY ORACLE NAIO Excellence combined with Quality A CMMI ® Case study softwaredi xide www.qaiasia.com com The Process Excellence Drive was initiated in Aug 2004: Focus for Improvement Elevate overall Oracle Project Management ‘Best Practices’ of Project Management for delivery organizations PM Certification and Training initiative Communication channels for early escalation An independent Escalation Channel for NAIO SDM’S and NAC Pm’s Project Management Milestones The Roadmap Achieve through Consistent Quality processes & standard practices across NAC Elevate the overall Quality Quality Assurance services for delivery Organizations Monitor Quality Control functions in the standard Practice Operations of the Service Lines - Target for ‘first-time-right’ - CMMI -5 ® - Establish SEPG to drive CMMI ® based Process Improvement - CMMI ® Level 3 in May 2005 - CMMI ® Level 5 targeted appraisal in May 2006 Management Quality TEAM The CMMI ® looks for the people in management, engineering, and infrastructure to adopt new behaviors and beliefs. In this environment, the core culture is a principal factor in achieving success, and change leadership is as important as change management. SEPG team started with forming and training distributed Task Forces to begin the task of adopting the process areas within the CMMI ®. The idea was that a distributed development of the standard operating procedures (SOP) and shared views would make the buy-in much easier. Task Force Team was made up of personnel from PMO (quality management team, knowledge management team & SEPG) and from different practices (SME's and CMMI ® Champs). It was supported by the Files-online (oracle's internal common share place) that provided workspaces for each Task Force member, information and references concerning the overall effort, and a viable means of communicating among the Task Force members. Apart from the internal team, QAI team facilitated periodic process implementation reviews and checks, primarily to avoid future surprises in successfully adopting and institutionalizing the CMMI ® Process Areas and Practices. The pen-ultimate phase was the Pre-Appraisal & Readiness Check conducted by the QAI’s SEI Authorized Lead Appraiser to ensure that all parameters for attaining the desired maturity level was feasible and fully prepared. This actually helped NAIO set for the Final SCAMPI-A Appraisal. PLANNED VS. ACTUAL Two dimensions to Process improvement Process Area level Improve Capability Process Discipline Process Definition Process Control Continuous process improvement CMMI® Level 1 Initial Level 2 Repeatable Level3 Defined Level 4 Management Level 5 Optimizing Process Management Engineering Management Quantitative Management Change Management Organization level Improve maturity APPROACH With the core team of SME's and the CMMI ® Champs (internal to organization), the initiative began with the task of process definition in earnest. SEPG and the QAI team translated the CMMI ®-SW process areas into core processes that were meaningful to OracleNAIO’s business operations. The CMMI ® champs along with the SEPG team, came up with a robust milestone based review process, which helped execute the rest of the activities, such as: ! Definition of Guidelines for baseline Document development ! CMMI ® Overview Training, GAP Analysis and Action Planing ! Identifying Projects ! Publishing Plan and defining dates and expectations Due to the nature of the organization's business environment, adopting the Systems Engineering practices offered a major advantage because the organization now had the potential to develop a true single process for engineering. Also the CMMI ® implementation Task Force & QAI's consultant provided frequent feedback on areas and opportunities for improvement. Our next Milestone - by MAY ‘06 We are here today CMM® Level 3 Milestones 2004 Sep Oct Nov Dec 2005 Jan Feb Mar Apr May Sep 1- Oct 12 SOP Development & Rollout Delivery SOP Development Training & Metric Definition Nov 8 - Jan 3 Compliance Checks Gap Analysis & Implementation Reviews Sep 1- Oct 29 Oct 11- Nov 5 Jan 15- Mar 30 Apr 1- May 31 Pre & Final SCAMPI-A Appraisal for Level 3 'Capability level of an organization provides a way to predict the future performance of an organization', this statement proved right for NAIO when it met the first milestone of Maturity Level 3. At CMMI ® Maturity Level-3, NAIO had consciously adopted a staggered approach for the CMMI ® implementation which inturn has resulted in the following benefits Improved schedule and budget predictability Improved cycle time Increased productivity Improved quality (as measured by defects) Increased customer satisfaction Improved employee morale Increased return on investment Decreased cost of quality The SCAMPI-A appraisal was led by QAI India Ltd., a transition partner of the Software Engineering Institute and one of the world's leading Software Process Improvement consultancies. Oracle plans to continue this journey for excellence and is currently focussing on the next milestone of CMMI ® Maturity Level 5 and subsequently it also plans to take it to the other Oracle Services in a phased manner under the CMMI ® initiative scope in the coming years. CHALLENGES The challenges to the CMMI ® based Process Improvement Initiative proved to be manyfold, ranging from developing a relationship with the project team to establishing a buy-in from all levels of organization practices. Listed below are some of them : 15% Below are the metrics to substantiate the results: Schedule Variance - Org. Baseline 20% 10% 0% -10% -20% 0% Q2 -15% 0% Q3 -15% Q4 -7% -15% Schedule Variance % 15% 15% 4 Change in Current Business Mix > Revised the plan based on current situation > Change in NAC (North America Consulting) Direction > Published the CMMI ® implementation plan to NAC Senior Management 4 Focus & Drive from NAIO Senior Management for CMMI ® Implementation > Ensured Senior Management Commitment upfront > Updated status to the Senior Management on a monthly basis 4 Ability of Task Forces to complete deliverables in Time > QAI Activity Scheduling > Reviewed the plan with QAI and got their commitment on deliverables and support upfront > Updated the status / schedule slippage if any with QAI on a monthly basis 4 Integration of PM SOP, Delivery SOP and Metrics > SEPG tracked and helped in integration 4 Training onsite NAIO members > Published the training plan, solicited participation 4 Training outsourcing team members who work in shifts > Published the training plan > Conducted trainings as per shifts Upper Limit Lower mit Low er Limit Li Schedul e arianc e V Customer Satisfaction Report (Q3 & Q4-05) 5 4 3 2 1 0 4.29 4.29 3.8 4.1 3.8 4.5 Quality of Deliverables Communication Project ontime Project within Budget Transitioning to technical codes Parameters Defect Per Object - Org. Baseline 20 Normalized Defect 15 10 5 0 15 13 15 15 2 2 0 Period 2 0.94 Turnaround time Upper Limit Low er Li mit Total Nrmalized D o efects per O bject ®CMM and Capability Maturity Model are registered in the US Patent & Trademark office by Carnegie Mellon University. SM SEI is a service mark of Caregie Mellon University. WHO WE ARE WHY ORACLE TRUSTED QAI FOR THEIR CMMI JOURNEY? Oracle was looking for a consulting partner with global reputation and thought leadership and consisting of knowledgeable, committed and technically outstanding professionals, who truly understood the industry and Oracle NAIO's line of business and could guide them in their process improvement initiative. They needed someone who could hand-hold & provide relevant, specific and practical advice to help them improve their Software Processes and achieve Operational Excellence. QAI was the unanimous choice, because it stands out for: QAI is Asia’s largest and amongst the world’s top three firms in the enterprise wide deployment of process initiatives that contribute to ‘Operational Excellence’. Set up in 1994 as the Asia-Pac hub, QAI’s mission is to facilitate enhanced competitiveness in Software, BPO and other knowledge intensive organizations through multi-faceted interventions in the areas of Process Improvement, be it business, engineering, people management or IT, through our services in: Consulting Training People, Process and Operational Assessments Benchmarking Certification Conferences Resource provisioning & Quality Outsourcing e-Learning through QAI eSchool This unique blend of services enables clients using one service to benefit from our experience, knowledge base, network, and learning in other services. QAI's holistic approach to process improvement consultation is based on the objective of integrating People, Process, and Technology, which are critical to the performance of an organization. QAI’s helps organizations, achieve their business goals better, faster and cheaper by facilitating Operational Excellence, through: Process Management, Project Management, Quality Management, Change Management, Human Capital Management, IT Service Management and Innovation Management thus helping companies the world over to reduce cycle times, increase productivity and improve quality of service delivery and processes QAI has provided it’s range of services to over 200 organizations spanning over 30 countries across 5 continents. QAI’s engagements cover implementation of most of the globally accepted and recognized process frameworks & quality models like SW-CMM®, PCMM®, CMMI®, COPCSM, ITIL®, BS 15000, BS 7799, Six Sigma, OPM3, etc. QAI believes in contributing to the development of the ‘Nations of Software and BPO Excellence’ by working closely with government bodies, government funded agencies, research institutions, defense organizations, software parks, local industry associations, and World Bank funded projects in several countries. Our regional bases across the globe - in USA, Singapore, China, Hong Kong, Malaysia, Middle East and India, help us innovatively distribute and manage engagements across multiple locations. ! ! ! ! Credibility and reputation in the market Professionalism, Knowledge & Experience of its consultants Global & multi-cultural exposure And overall, being an international organization committed to offering a complete range of multi-disciplinary skills & services with working knowledge across domains & technologies for most of the leading Software Companies. During the course of this journey, QAI India contributed by: ! ! ! ! ! ! Identifying the business process requirements of Oracle NAIO Assisting in aligning the process improvement plan to Oracle's business objectives Providing structured feedback during all milestone reviews & check points; sharing practical process improvement ideas; innovative methods & solutions resulting in proper & timely action by Oracle NAIO Competent and confident consultants, with their high involvement they virtually “became a part of the organization” during the engagement Continuous feedback and guidance to the organization helping towards institutionalization of practices and preparing for a successful appraisal Making process improvement part of people's jobs and getting ownership (people like to contribute more than they like to take ownership) QAI stepped in with their extensive expertise and rich experience and deployed their best practices to overcome several of the typical challenges faced by Organizations in their CMMI journey by bringing to the table it's learning with over 100+ successful ene-to-end implementations across several leading Software Corporations of the world. INDIA qaiindia@qaiasia.com Phone: +91-11-26219792, 26220580 SINGAPORE qaisingapore@qaiasia.com Phone: +65-6225-8139 CHINA qaichina@qaiasia.com Phone: +86-21-50804311 MALAYSIA qaimalaysia@qaiasia.com Phone: +603 2169 6241, 2169 6246 www.qaiasia.com