Implementation of PMBOK along with CMMI - QCG Experience

1 Copyright 2005 Wipro LtdWiproconfidential1 Implementation of PMBOK alongwith CMMI-QCG ExperiencePresentation BySharma Sriram & Bansi Mohan RathQuality Consulting GroupWipro TechnologiesInternational SEPG Conference 2007 Austin, USACONFIDENTIAL Copyright 2005 Wipro Ltd2 Quality consultinggroup/Wipro TechnologiesContents Introduction List of acronyms used in the presentation Background to the Process Solution Comparative analysis between PMBOK and CMMI Advantage of adopting PMBOK Challenges faced and Aspects considered for Process Solution Process Solution Approach Overall Process Architecture Process Architecture Results and Benefits AcknowledgementsCONFIDENTIAL Copyright 2005 Wipro Ltd3 Quality consultinggroup/Wipro TechnologiesWipro Technologies-Facts & FiguresPartner to industry leadersand challengers 89 global 500 clients 151 clients among Forbes 2000 Global footprint Listed on NYSE 35 countries ~6000 employees onsite acrossGeos 10 near shore development centersDiverse talent pool 23 Nationalities 2000 domain

2 Consultants 7 major acquisitions since 20031999-002000-012001-022002-032003-042 004-051422262834150217226288339810131929 *Ranked leader by IDC, MetaGroup, Forrester 2004 Awarded the highest rating in Stakeholder Value Creation & Corporate Governance by ICRA,an Associate of Moody s Investor ServicesSustained growth CAGR of 42% in last 5 years Part of NYSE s TMT (Technology-Media-Telecom) Index, NSE NiftyIndex and BSES ensex234384475625934 GlobaldevelopmentcentersClientsEmployees 000sRevenues135442140422005-062200+48550 51 CONFIDENTIAL Copyright 2005 Wipro Ltd4 Quality consultinggroup/Wipro TechnologiesWipro Quality Consulting Group A specialist group :Wipro QualityWipro QualityConsulting Group (QCG)Consulting Group (QCG) A 150+ member practice Client base of 60 with over 130+different assignments being executedtill date Translates to over million hours ofconsulting Experience Help clients reap the benefits ofdeploying process improvementinitiatives Quality Consulting-Value add tothe customer Facilitate SPI (Software ProcessImprovement)

3 Initiatives to align withthe business objectives Improve client s project deliveryprocess Bring quick and quantifiableimprovements in all areas of projectperformance Act as partner in clients SPI initiative The Wipro quality consultants Facilitate the building of a sharedvision Chart out a detailed road map and setmilestones for achievement of thevision Deploy the vision along with the clientteam Add value through their Experience ,insights and analysis A consultative and collaborativeapproach we walk the talkCMMI / SPICE / Prince IIBS 15000 / 20000 Six Sigma & Lean for continuous improvement and optimizationRUP / Agile / RADPMO consultingIT GovernanceSoftware EngineeringProcessesInfrastructure ProcessesRapid-QTool basedGovernance Solutions-Mercury ITG ValidationSCRMSQABS 7799 / ISO 17799 Process OptimizationProcess Consultingfor IT governanceSoftware Engineering ToolsSOX /CobITComplianceCIO Metrics &DashboardsITIL Process ConsultingBCP / DR ProcessConsultingIT ServiceSupportIT ServiceDeliveryCONFIDENTIAL Copyright 2005 Wipro Ltd5 Quality consultinggroup/Wipro TechnologiesList of acronyms used in the presentation PQMS Process Quality management System which is old version ofquality management system for the

4 Organization PMBOK -A guide to Project management Body of Knowledge, Thirdedition an American National Standard-ANSI/PMI 99-001-2004 CMMI -Capability Maturity Model Integration (CMMI) is a processimprovement approach developed by SEI SCAMPISM-C-Standard CMMI Appraisal Method for ProcessImprovement-Class C Appraisal SEI-Software Engineering Institute, Carnegie Mellon UniversityAll trademarks and Service Marks acknowledgedCONFIDENTIAL Copyright 2005 Wipro Ltd6 Quality consultinggroup/Wipro TechnologiesBackground to the Process Solution Senior management of a major finance organization, CREDIT SUISSEIT PBRegion Switzerland, decided to implement industry best practicesfor projectmanagement practices and selected PMBOK Before this decision, Project management Expert Team in the organization hadconceptualized Project management Process solution based on PMBOK as apart of PQMS and developed a prototype Reason behind such decision by Senior management was PMBOK Implementation with CMMI would bring "one of it's kind" ofprocess solutions PMBOK Implementation along with CMMI would get acceptance fromProject Mangers from the organization Wipro QCG is currently involved in supporting process definitionandimplementation for ongoing CMMI initiative Wipro QCG consultants along with Project management Expert TeamandProject management Extended Team.

5 Jointly developed the processsolutionwhich is CMMI compliant and PMBOK compatibleCONFIDENTIAL Copyright 2005 Wipro Ltd7 Quality consultinggroup/Wipro TechnologiesComparative analysisbetween PMBOK and CMMI (High level) 1/2 Overall 44 processes of PMBOK organizedinto 5 project management processgroups and 9 knowledge areasPMBOK also specifies possible interfacesbetween process groups and theiroverlap across project timelineProject management aspects like Initiating,Executing and Closing have been elaboratedalong with Planning, Monitoring and ControlApart from Planning, Monitoring and Controlother three aspects Initiating, Executing andClosing have not been clearly addressedPMBOKCMMICMMI Project management process areasorganized into Specific Practices (SPs)catering to Specific Goals and GenericPractices (GPs) catering to Generic GoalsUnder a knowledge area process, activitiesare defined with inputs, tools andtechniques, outputs.

6 Processes are organizedacross different process groups. Interfacesbetween processes also have been addressedIn CMMI frame work Specific Practices,Generic Practices have been provides freedom for interpretation anddesign of process solution which needs tomeet CMMI requirementsCONFIDENTIAL Copyright 2005 Wipro Ltd8 Quality consultinggroup/Wipro TechnologiesComparative analysisbetween PMBOK and CMMI ( High level) 2/2 PMBOK focuses only on Project ManagementactivitiesPMBOK uses terminologies common acrossProject management communityCMMI does not prescribe any specificterminology to be followed. It is up topractitioners to adopt certain terminologyand satisfy framework expectationsimultaneouslyPMBOKCMMICMMI frame work focuses on Planning,Resourcing, Monitoring and Control,Senior management reporting for all ProjectManagement, Engineering and Supportprocess areas through Generic PracticesDegree of usage of PMBOK processes anddetails mentioned, depends on organizationneedsThere is no formal appraisal forPMBOK complianceOrganization need to satisfy CMMI MaturityLevel requirements (Described in GPs and SPs)

7 Through process solutions, and ensureimplementation of process needs to be formally appraised bySEI authorized lead appraiserCONFIDENTIAL Copyright 2005 Wipro Ltd9 Quality consultinggroup/Wipro TechnologiesAdvantage of adopting PMBOKI nitiating ProjectInitiating ProjectProject PlanningProject PlanningExecuting projectExecuting projectProjectManagementAspects This aspect is elaborated in PMBOK Recommends development of project charter and preliminary projectscope documents that helps in understanding, developing projectmanagement plan and associated plans Scope management plan is more elaborate in PMBOK Planning for continuous improvement for the project is prescribed Details regarding organization chart, resource loading described Escalation management is prescribed by PMBOK Emphasizes more on plan for formal verification and acceptance ofdeliverables Quantitative risk analysis, strategies for positive risk or opportunities,thresh holds for mitigation and contingency action for risks This aspect is explicitly mentioned with details of acquiring project team,developing project team, performing quality assurance,information distribution, evaluation and selection of serviceprovidersCONFIDENTIAL Copyright 2005 Wipro Ltd10 Quality consultinggroup/Wipro TechnologiesAdvantage of adopting PMBOKM onitoring andMonitoring andControl of ProjectControl of ProjectClosing ProjectClosing ProjectProjectManagementAspects Integrated change control is more elaborate in PMBOK .

8 Where CMMI addresses Change management in RequirementsManagement and Configuration management processes areas Emphasizes on scope verification(Monitoring of formal acceptance of deliverables) andscope control which supports integrated Change management Quality control aspect of PMBOK emphasizes more of preventive of team and HR related aspects like performance appraisal,conflict management are more elaborate in PMBOK PMBOK recommends this as a separate process group and emphasizeson administrative closure, contract closure, final work also elaborates more on updating organizational process assetsby best practices, experiences from projectCONFIDENTIAL Copyright 2005 Wipro Ltd11 Quality consultinggroup/Wipro TechnologiesChallenges faced andAspects considered for Process SolutionTo design a process solution for ProjectManagement which satisfies CMMI requirements.

9 Current organizational practice and PMBOK bestpracticesDefinition of boundaries between Engineeringlifecycle and Project management lifecycleDefining interfaces of Engineering lifecycle phases toProject management lifecycle phases and vice versaRepresentation of level of interaction of ProjectManagement lifecycle phases and the way theirrepetitiveness to be addressedTo create an easily navigable process solutionarchitecture where user navigates from Engineeringlifecycle phases to Project management lifecyclephases then to process, sub process and otherprocess artifactsUsage of process terminology which is commonacross the Project management practicesChallengesAspects considered for Process Solution Detailed mapping of CMMI with PMBOK andorganization current Project management practices All the requirements of CMMI and PMBOK For designing process architecture PMBOK representations, lifecycle model.

10 Phaserelationships have been considered and interpretedsuitably to organization needs Mapping of the Project management Processes tothe Project management Process Groups and theKnowledge Areas have been considered fromPMBOKCONFIDENTIAL Copyright 2005 Wipro Ltd12 Quality consultinggroup/Wipro TechnologiesCurrentpracticesQuestions toseekInformationCombinedCMMI andPMBOK requirementsPMBOK requirementsCMMI requirementsCorrespondingPMBOK processesCMMI ProjectManagementpracticesList of processdeliverablesConceptual processflow diagramsContext DiagramProcess Solution ApproachRequirements documentAnalysis documentProcess solutionConceptualprocess solutionCONFIDENTIAL Copyright 2005 Wipro Ltd13 Quality consultinggroup/Wipro TechnologiesOverall Process ArchitecturePLANNINGINITIATINGEXECUTINGM ONITORING AND CONTROLCLOSINGA nalysisDesignBuildTestingDeploymentPLANN INGM ONITORINGAND CONTROLEXECUTINGCLOSINGINITIATINGF irst LayerFirst layer of the Process Architecture containsthe interface between Project Managementprocesses to Engineering Lifecycle ModelSecond LayerSecond layer of the Process Architecturecontains the representation of ProjectManagement process groups and interactionsThird LayerThird layer of the Process Architecture containsthe detail flow representation of each process,interfaces with other processes, sub processesinputs, outputs, deliverables and associatedprocess artifactsFourth LayerFourth layer of the Process Architecture containsthe detail flow representation of sub processes.