Industry: Banking & Insurance
Methodologies: CMMI, Prince2, SCAMPI, IDEAL, 6 sigma
Technical Environment: Clarity, MS Office, Sharepoint
Context & Objectives
The IT Solution Delivery Department of our client (banking sector) represents 1500 people. A large change program has been launched on 3 tracks : People, Process, Technology.
For the Process track, CMMI is the method used to reach a better maturity in IT project delivery. As an expert in CMMI and IT Governance, Altran has be appointed to support achieving the following goals:
- Reach CMMI Maturity level 2 in two departments of 100 persons ( Finance&Risk, Cash Management)
- Prepare Belgian IT projects for a CMMI Appraisal (SCAMPI A and B)
- Define and support deployment of governance processes : Quality Assurance, Project Management (incl. Estimating) , Resource Capacity Management, Process Management, Training Management.
- Communicate to field employees on Process Improvement, plan and execute training programs.
Approach
- Top-Down: Identification of the senior management ‘s objectives: CMMI certification, visibility on productivity, improvement of predictability.
- Bottom-up: Identification of local good practices via workshops , formalization with experts’ support, reviews.
- Reconciliation: definition of a process release mechanism, preparation of the communication, creation of a Process Asset Library, Training of pilots
- Piloting: Process improvement projects and quick wins are launched. New tools are created to improve measurements and control.
- Deployment: Quality Assurance Activities are rolled out and managed. The piloting process is further deployed. Training plan is executed.
- Evaluation: CMMI appraisal and “lessons learned” sessions.
- Continuous communication with stakeholders is ensured all along the program.
Results
- A motivated team of process representatives/experts is created internally
- Accurate estimates are made of Process Improvement workload, thus facilitating the confidence and the decision -making of the management
- Clear monitoring and reporting of the status (size and effort) is done throughout
- A balanced scorecard is defined and understood by all levels of staff
- Pragmatic policies for the teams are created
