Moving To CMMI Level 4 SWSEIPPD CMMI User

Moving To CMMI Level 4 (SW/SE/IPPD) CMMI User Conference Denver, Colorado November 2003 Sarah Bengzon, Associate Partner Copyright © 2003 Accenture All Rights Reserved. Accenture, its logo, and Accenture Innovation Delivered are trademarks of Accenture.

Agenda • About Accenture • Moving to CMMI Level 4 • Questions 2

1. About Accenture * Note: Some corporate terminology may be changing soon. 3

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. 4

Market-facing Structure Comm. & High Tech Financial Services Government Products Resources Business Consulting Capability Group—Service Lines and BPO Businesses Technology & Outsourcing Capability Group—Service Lines and BPO Businesses Affiliated Companies Global Strategic Delivery Approach Alliances 5

2. Moving to CMMI Level 4 v Process Improvement Journey v CMMI Level 4 Approach v CMMI Level 4 Key Activities v Getting Started v Implementation Activities v CMMI Level 4 Transition Experiences 6

Moving on Process Improvement to Level 4 Journey Optimizing 5 Emphasis on continuous improvement 4 Process measured and statistically controlled 3 Process characterized for the organization 2 Process characterized for projects and is often reactive 1 Process unpredictable, poorly controlled and reactive Quantitatively Managed FY’ 04 Level 4 Appraisal Defined Managed May 2002: Achieved CMMI Level 3 for USA Government OU (Federal, East, West, AGC) October 2000: Achieved Level 3 for Federal Client Group May 2000: Achieved CMM Level 2 for Federal Client Group Initial 7

CMMI Level 4 Approach July 2001 CMMI Level 4 Time Line Nov 2003 Project Management Level 4 Readiness Review/ Training REQUIREMENTS Develop Process Assets DEVELOPMENT CMMI Level 4 SCAMPI B Maintain Process Assets - Level 4 Processes, Tools, Metrics - Quantitative Project Management Training - Organizational Baselines, Prediction Models DEPLOYMENT Plan Pilot Full Rollout Communication and Sponsorship 8

CMMI Level 4 Key Activities: 1. Getting Started Accenture conducted a Readiness Review and Training activities to kickoff its CMMI level 4 activities. CMMI Level 4 Process Areas: 1. Organizational Process Performance (OPP) 2. Quantitative Project Management (QPM) Capability Maturity Model Integrated 5 Optimizing Emphasis on continuous improvement 4 Quantitatively Managed Process measured and statistically controlled 3 Defined Process characterized for the organization 2 Managed Process characterized for projects and is often reactive 1 Initial Process unpredictable, poorly controlled and reactive 9

CMMI Level 4 Key Activities: 2. Develop and communicate the ‘Value Story’ Accenture Goals Dr Government Operating Group Goals s ive USA Government Operating Unit (OU) OU Quality & Process Performance Objectives (On time, On budget, High quality) Sales and Financial Goals Project Quality & Process Performance Objectives • Deliver within x Days of Due Date • Hours within x% of Budget • x Critical Defects, x Medium Defects and < x% of Low Critical Defects Sales and Financial Goals Achieves 10

CMMI Level 4 Key Activities: 3. Select processes that support goals Use Data Analysis to Improve the… Estimating Process Drives Data & Baselines Delivery Process QPM • Document Detailed Work Plans with Planned Schedules and Effort • Track Cost and Schedule at the Team Task Level • Complete Analysis “Real Time” (at least twice monthly) • Compare against Organizational Baselines (our average and normal statistical variance) • Determine Causes • Take Corrective Actions Early • Predict Delivery Date and Cost (EVP Model) • Share Planned vs. Actual and Estimates Over Estimating Cost leads to lost Sales Under Estimating Cost leads to lost Profit GOALS Sales Deliver • On Time • On Budget Profit Margin Deliver • X% Ahead of Schedule • X% Under Budget Margin • X% Increase Deliver • High Quality • 0 Critical Defects • Required Solution • • Reduce Defects/Faults Testing Rework X% Warranty Cost X% Maintenance Cost X% Improve Client Satisfaction Quality Process QPM • Document Peer Reviews • Analyze Peer Review Data at the Team Level • Complete Analysis “Real Time” (at the completion of each review and at the team level twice monthly) • Compare against Organizational Baselines (our average and normal statistical variance) • Determine Causes • Take Corrective Actions Early • Predict Test and Quality Results (Defect Detection Model) • Improve the Quality Process 11

CMMI Level 4 Key Activities: 4. Develop Level 4 Infrastructure – Organizational Baselines Out of Control Points Upper Control Limit (UCL) Control Limits Center line (CL) Lower Control Limit (LCL) Out of Control Point X axis: Event, Time or Sequence Control Limits: Derived quantitatively based on historical measurement data 12

CMMI Level 4 Key Activities: 5. Develop Level 4 Infrastructure – Prediction Models Key Organizational Baseline for Schedule and Cost PROJ Calculated Finish EAC Project Threshold for Schedule and Cost 1/4/2003 22, 590 Calculated (Predicted) Delivery Date and Cost Based on Project’s Current Performance (CPI and SEI) Budget by Hours Budgeted Cost Work Performed Hours Color Coding Key to assist in determining possible causes and corrective actions Planned delivery date and cost at completion 13

CMMI Level 4 Key Activities: 6. Develop Level 4 Infrastructure – QPM Training and Skill Development Ø Managing using Data Ø Predicting Future Behavior based on History (Results) – Taking Corrective Actions to Mitigate Risks/Prevent Issues Goal • On Time • On Budget Analyze Results Predict Measure Take Corrective Action • Change Process – e. g. : more peer reviews • Update Project Standards • Modify Resources/Resource Mix • Increase Mentoring and Training 14

CMMI Level 4 Key Activities: 7. Actively deploy to projects • Relentless Communication – – Leadership communications Monthly newsletter features Executive presentations Town hall Q&A meetings • On-site QPM Training Delivery – Data analysis – Use of enabling tools • ‘Wave’ approach 15

Transition to CMMI Level 4 Experiences v Get your ‘Value Story’ straight v Get CMMI level 2 and 3 right v Get expert assistance v QPM stands for Quantitative PROJECT MANAGEMENT (ie. QPM is a project responsibility) 16

Sarah Bengzon Accenture Washington DC Metro Tel: 703. 947. 1020 sarah. bengzon@accenture. com