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
ute.streubel@kuglermaag.com www.kuglermaag.com
Stuttgart June 2008

KUGLER MAAG CIE - Basic Facts
The Company Customers
• Founded in 2004, today a team of • Global players, culturally
more than 60, average age 44, diverse, operating in
acknowledged experts in their fields • Europe,
• Focused on Process Improvement • North America and
• Expertise in CMMI®, SPICE / ISO • Japan
15504, Functional Safety / IEC 61508, Partners & Networks
Project / Quality / Requirements
Management, High Maturity, Change
Management, …
Lero
Industries
• Automotive Industry, Financial MBtech
Services, ICT, Health, Telco,
Railways, …
© Copyright 2008 KUGLER MAAG CIE

Page 2 24.06.2008 CMMI meets ITIL, Version A, Dr. Ute Streubel
KUGLER MAAG CIE - Services
Improvement Services Appraisal Services
• Managing change for the purpose of • Improvement “Readiness Check”
lasting quality and productivity • Improvement “Health Check“
improvement • CMMI® appraisals
• Evaluating performance • ISO/IEC 15504 SPICE assessments
improvement potential
• Tailored supplier evaluations
Process Application
• “Off-the-shelf” processes tailored Knowledge Services
for an accelerated and sustained
process performance improvement • Training and qualification of
practitioners, EPGs, quality groups,
• “Project Rescue” services assessors, management, and
• Operative process execution executive management
Change Engine Services • Qualifying for customers’ or 3rd party
assessments
• Organizational change control
• Agile process management
• Strategy implementation

KUGLER MAAG CIE - Customers
DAIMLER

Contents
The Challenge
ITIL and CMMI – a Comparison
3 Scenarios
Conclusion and Outlook

The Challenge
expansion /
new products
new customers
governance &
new
compliance
competitors
requirements
“A Changing Business World”
market
intense cost restructuring /
pressure M&A
…
“Change the Business” is becoming more and more important
=> requiring support from IT
Source: ABN AMRO / Bankentechnologie 2008

One possible Answer: CMMI-DEV and CMMI-ACQ
CMMI-DEV CMMI-ACQ
managing managing
development development
processes processes
Target group: Target group:
Development Acquisition
common
process areas
Mastering complexity, fast product cycles, repeatable,

comparable, maturity levels, reducing risks, common language ...

CMMI-DEV
Areas of Application
Organisation
CMMI-DEV DEV
Support
V Project

Benefits of CMMI
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”
…

The other Challenge:
to run the Business more efficiently
today tomorrow
Effort1) for Change-the- Effort1) for Change-the-

Business und Run-the- Business und Run-the-
Business: Business:
Run- Change-
the-Business the-Business Run- Change-
the-Business the-Business
1) IT Effort/Budget, example
One possible Answer: CMMI-SVC and/or ITIL?
Process Management
ITIL Project Management
Security Management CMMI- Requirements Management
Financial Management PPQA
Change Management
SVC Development Support and
Engineering
Change Management
Service Design or Establishment Target group:

Target group: Service Operation or Delivery Development
Operations Service Transition and Operations
Configuration Management
Capacity and Availability
Service Continuity
Measurement and Analysis
Supplier Agreement Management

The family of process models around CMMI contains
not only development, but also acquisition and services
v
CMMI-SVC
Managing internal and
Benefits: external services
Synergy between
development, service Target group:
provision, acquisition Service providers
v
V
CMMI-DEV CMMI-ACQ
V Managing
development
processes
Target group:
Managing
acquisition
processes
Target group:
16 common
process areas Note: CMMI for Services
will be available 2008
CMMI-DEV und ITIL
V Organisation
v
Organisation
CMMI-DEV DEV OPERATION / SERVICE
ITIL
Support
V Project

CMMI-DEV, ITIL and CMMI-SVC
V Organisation
v
Organisation
v
ITIL
Support
V Project
CMMI-SVC
v
Contents
The Challenge
3 Scenarios

“CMMI meets ITIL”
- the Scope of the Talk
CMMI-DEV (-ACQ)
practical experiences ITIL V2
ISO 20.000
considering CMMI-SVC (0.5)

ITIL V3
low-level <= Level 3

organisations

Mapping ITIL V2 and CMMI-SVC
(only service-specific PAs)
ITIL CMMI-SVC
• Capacity Management • Organizational Service Management

• Availability Management (OSM)
• Change Management • Capacity and Availability Management
• IT Service Continuity Mgmt (CAM)
• Incident Management
• Service Desk • Requirements Management (REQM)SVC
• Service Level Management • Service Continuity (SCON)
• Incident and Request Management (IRM)
• Problem Management • Service Delivery (SD)
• Configuration Management • Service System Development (SSD)
• Release Management • Service Transition (ST)
• Financial Management • Problem Management (PRM)
• Security Management • Configuration Management (CM)
• Supplier Management

Page 17 24.06.2008
v • Supplier Agreement M.
CMMI meets ITIL, Version A, Dr. Ute Streubel

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

Mapping ITIL V2 - in accordance with ISO 20.000 -
and CMMI-SVC (GPs and organisational PAs)
ISO 20.000 CMMI (-SVC)
3.1 Management responsibility • GP 2.1, GP 2.2, GP 2.4,GP 3.1
3.2 Documentation requirements • GP 2.6 (in parts), CM
3.3 Competence, awareness and training • GP 2.3, GP 2.4, GP 2.5, OT
4.1 Plan • GP 2.1, GP 3.1, OPD
4.3 Monitor, measuring and reviewing • GP 2.8, GP 2.9, MA
4.4 Continual improvement • GP 3.2 OPF
v v
CMMI-SVC v
Core PAs
Configuration Management (CM) amp Project Monitoring and Control (PMC) amp
Decision Analysis and Resolution (DAR) DEV Project Planning (PP) amp
Integrated Project Management (IPM) DEV Process and Product Quality Assurance (PPQA) amp
Measurement and Analysis (MA) DEV Requirements Management (REQM)SVC
Organizational Process Definition (OPD) DEV

Risk Management (RSKM) amp
Organizational Process Focus (OPF) DEV

Supplier Agreement Management (SAM) amp
Organizational Training (OT) DEV

CMMI-SVC
Assessing the Suitability of CMMI-SVC in
v
Development and Operations
Cons
ideal in development (effective)

not ideal with regards to efficiency
addresses all kinds of services, not
security is missing
only IT
finance management weak
strength in supplier management
architecture only addressed indirectly
capability and maturity in different
not so detailed with regards to service
stages
delivery
comparable
draft
relates to organisations
not as common in Europe as ITIL
proven improvement approach
no suggestions for KPIs
more strategic
strength in project management to
deliver in time, quality and budget
Pros

ITIL
Assessing the Suitability of ITIL in
Development and Operations
v
Cons
greater focus on efficiency aspects

strength in operations
offers suggestions for KPIs only suitable for IT-related organisations
very common in Europe and therefore capability and maturity of people
suited for better communication certification of people not of processes
supports IT operations planning and organisations
IT operations services are more no maturity levels for processes and
transparent, easier to assess organisations
more detailed regarding service more suitable for IT operations,
delivery not for development
considers aspects of financial

management
considers security management
Pros
Positioning CMMI-SVC and ITIL in IT Companies
External
Orientation
. 000
20
I SO
&
V3
CMMI
ITIL
CMMI-SVC
Internal
Orientation
Strategic
Efficiency Effectiveness Contribution
Source: Johannson, Goeken:
Referenzmodelle für IT-Governance
Contents
The Challenge
3 Scenarios

3 Scenarios:
How to use and combine the models to achieve added value
Company 1 Company 2 Company 3
IT development IT development
department and department and Consulting company
internal data center and external data center and
internal service desk external service desk
practicing CMMI practicing CMMI ISO 9001 certified
practicing ITIL
value proposition: value proposition: customer intimacy and
customer intimacy customer intimacy product leadership

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

ITIL
Support
V Project
CMMI-SVC

v
Company 1: IT Development + IT Operations V
Overall Organisation
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
Development Operations
Generic goals and specific practices for all All ITIL processes in service desk and data
processes center
CMMI-DEV (engineering) instead of SSD Release management combined with project
CMMI-SVC amplified management (ITIL within CMMI)
Maintenance in accordance with CMDB (ITIL with asset management)
CMMI-DEV KPI and Scorecards from ITIL
Goal: level 3 staged (CMMI) ISO 20.000 certification

v
Problems of Company 1
combining a CMMI constellation with ITIL
V
EPG
CMMI - all ITIL
Challenges: Challenges:
IT-Development Department: IT-Operations Department:

Problems with IM, PM, Change Unfamiliar roles and
responsibilities of process owner
Management Professional and process manager
Competence problems between project (IT) GG, GP, SG, SP are new
leader and product services manager Organisation
Problems with PPQA
KPI is / KPIs are merciless
...

v
Special Handling of some Topics
required when combining CMMI and ITIL V
Change
Management
Release Configuration
Management Development Management
and Operation
IT
Architecture Maintenance

3 Scenarios:
practicing ITIL

Company 2: IT-Development
Support
V Project
CMMI-SVC

Company 2: IT-Development
v
V
Proposal for the best Use of the Model
Development
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
Financial management
KPI

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

3 Scenarios:
practicing ITIL

Company 3: Consulting Company
v
v
DEV OPERATION / SERVICE
Support
Project
CMMI-SVC

Company 3: Consulting Company
v
QM ISO 9001 certified
EPG for all processes (CMMI)
Organisation 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
Service: services,
Development IRM, PM
OSM, SSD, ST, SD
Transition CM
Delivery CAM, SCON for own processes like Sales (CRM), mailing, accounting, resourcing
Internal goal: level 3 staged
ITIL ?
CMMI-SVC

Contents
The Challenge
3 Scenarios

CMMI needs CMMI-SVC, and ITIL needs CMMI
v
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

CMMI needs CMMI-SVC v
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 service

and is also applicable outside IT

Outlook
What’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
v
CMMI-SVC
Managing internal and
Benefits: external services
Synergy between
development, service Target group:
provision, acquisition Service providers
v
V
CMMI-DEV CMMI-ACQ
V Managing
development
processes
Target group:
Managing
acquisition
processes
Target group:
16 common
process areas Note: CMMI for Services
will be available 2008
Maturity
Process Area (PA) Category Level SGs SPs
Capacity and Availability Management (CAM) Project Management 3 2 6

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


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CMMI meets ITIL

Dr. Ute Streubel

KUGLER MAAG CIE GmbH

Stuttgart June 2008

© Copyright 2008 KUGLER MAAG CIE

© Copyright 2008 KUGLER MAAG CIE

© Copyright 2008 KUGLER MAAG CIE

ITIL and CMMI – a Comparison

Conclusion and Outlook

© Copyright 2008 KUGLER MAAG CIE

Source: ABN AMRO / Bankentechnologie 2008

Mastering complexity, fast product cycles, repeatable,

© Copyright 2008 KUGLER MAAG CIE

© Copyright 2008 KUGLER MAAG CIE

offers a network of processes and “best practices” for development

© Copyright 2008 KUGLER MAAG CIE

Effort1) for Change-the- Effort1) for Change-the-

Service Design or Establishment Target group:

© Copyright 2008 KUGLER MAAG CIE

© Copyright 2008 KUGLER MAAG CIE

ITIL and CMMI – a Comparison

Conclusion and Outlook

© Copyright 2008 KUGLER MAAG CIE

considering CMMI-SVC (0.5)

low-level <= Level 3

© Copyright 2008 KUGLER MAAG CIE

• Capacity Management • Organizational Service Management

© Copyright 2008 KUGLER MAAG CIE

CMMI meets ITIL, Version A, Dr. Ute Streubel

Release Management in ITIL refers to Service Transition in

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

© Copyright 2008 KUGLER MAAG CIE

3.1 Management responsibility • GP 2.1, GP 2.2, GP 2.4,GP 3.1

3.2 Documentation requirements • GP 2.6 (in parts), CM

3.3 Competence, awareness and training • GP 2.3, GP 2.4, GP 2.5, OT

4.1 Plan • GP 2.1, GP 3.1, OPD

4.3 Monitor, measuring and reviewing • GP 2.8, GP 2.9, MA

4.4 Continual improvement • GP 3.2 OPF

Measurement and Analysis (MA) DEV Requirements Management (REQM)SVC

Organizational Process Definition (OPD) DEV

Organizational Process Focus (OPF) DEV

© Copyright 2008 KUGLER MAAG CIE

ideal in development (effective)

© Copyright 2008 KUGLER MAAG CIE

greater focus on efficiency aspects

very common in Europe and therefore capability and maturity of people

suited for better communication certification of people not of processes

supports IT operations planning and organisations

IT operations services are more no maturity levels for processes and

transparent, easier to assess organisations

more detailed regarding service more suitable for IT operations,

delivery not for development

considers aspects of financial

ITIL and CMMI – a Comparison

Conclusion and Outlook

© Copyright 2008 KUGLER MAAG CIE

Company 1 Company 2 Company 3

department and department and Consulting company

internal data center and external data center and