walden2a3 - A Business Case for CMMI SM-Based Process...

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Unformatted text preview: A Business Case for CMMI SM-Based Process Improvement Dave Walden Director Integrated Process & Quality CMMI is a service mark of Carnegie Mellon University. Note: This presentation was also given at the PSM Conference, July 2002. Repeated here upon request. NDIA/SEI CMMI Presentation -- November, 2002 2 Topics l Why Perform a Business Case? l Business Case Process & Key Considerations & Business Drivers/Inputs & Costs & Benefits & Outputs l Business Case Lessons Learned l Summary and Conclusions NDIA/SEI CMMI Presentation -- November, 2002 3 The business case is a tool to validate our process improvement goals from a financial perspective. Why Perform a Business Case? l Do our process improvement goals make sense from a business perspective? l What is the benefit of being assessed at a level vs. operating at a level? l What is the benefit of moving from CMM/CMMI Level m to Level n? l What is the relative return on the SW CMM vs. the CMMI? NDIA/SEI CMMI Presentation -- November, 2002 4 Used the Software Productivity Consortiums (SPCs) Business Case Workshop Business Case Process l Collaborative team effort to: & Identify business drivers and inputs & Define alternative scenarios & Identify costs of scenarios & Identify benefits of scenarios & Evaluate results & Prepare presentations l Benefits structured around a Balanced Scorecard l Organizational and industry data applied where appropriate and available l Output is team consensus NDIA/SEI CMMI Presentation -- November, 2002 5 Key Considerations l Just maintaining a CMM/CMMI level requires investment l Benefits result from operating at an improved level of maturity, not from just getting there l Some benefits may not be financial, but can still can be valued l Weaknesses at lower levels of maturity increase risk and cost of achieving higher levels of maturity l Attractiveness of alternatives depends on actions of...
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walden2a3 - A Business Case for CMMI SM-Based Process...

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