Process Maturity Consulting
An overview of our process consulting services include:
VDC Process Maturity Lifecycle Model
Each phase of the VDC Process Maturity Lifecycle Model delivers specific results that provide solid foundations for the next phase; we use this effective lifecycle model when engaging with our clients:
Engage with our team with assisting you in choosing the best solution for your organisation on this journey you embark on. The aim of the stakeholders meeting is to determine the purpose, specific objectives, and expected outcomes.
The Statement of Work will identify the scope of work as well as the deliverables scheduled, only once the SOW has been accepted we then move into the implementation phase.
During the implementation stage, four key activities are covered; Define, Develop, Store and Acceptance. Based on the organisations structure current/new processes are defined, it is important knowing what processes are missing and which processes are functioning correctly. For every function, we develop Processes, Guidelines, Policy’s and Templates. Project life cycle models are developed to cater for different types of projects. Manufactured work is stored in a local repository made available to all the resources within your organisation. Only the key stakeholders provide the acceptance after each activity is provided.
Group training sessions will be conducted to the respective team members, after which training assessments are evaluated to ensure thorough training. The training will also cover the deployment phase per group.
Deploying new implementations is recommended when new (low risked) projects within the organisation kick off, through the life of the project; new improvements are identified and actioned upon.
Some organisations choose to have a process maturity assessment done prior to the implementation phase or after the completing the deployment phase, depending on the organisations objectives. (CMMI, ISO, ITIL or an IT Process Maturity Assessment can be carried out).
Process Maturity Assessments
Maturity assessments measure the degree to which an organisation uses its people, processes, tools and products, and management. Assessments show how the organisation compares to other organisations. You use organisational maturity assessments to help you manage an organisation and evolve it. Assessments show opportunities to improve, identify required standards, processes and procedures, and facilitate continuous improvements. You also use the assessment to show needed tools, techniques, and technologies.
CMMI - Capability Maturity Model Integration
CMMI Assessments are supported by the SCAMPI Product Suite, which includes the SCAMPI Method Description, maturity questionnaire, work aids, and templates.
SCAMPI is an acronym that stands for Standard CMMI Appraisal Method for Process Improvement. A SCAMPI assessment must be led by an SEI Authorised SCAMPI Lead Appraiser.
Appraisals consider three categories of model components as defined in the CMMI:
CMMI SCAMPI Appraisal Classes:
Class A is the most rigorous. Class B is slightly less rigorous; and Class C is the least rigorous. Following table gives some idea of the expected differences between the methods in each class.
ISO Certification - International Organization for Standardization
Organisations that have adopted ISO will be required to go through a Certification Audit.
The Lead Auditor will perform inspections and audits on behalf of ISO. The representative of the ISO registrar will perform a registration audit to determine whether the company's policies and procedures meet the requirements for certification. The ISO certification is valid for three years, with continuing audits on a periodic basis.
ITIL - Information Technology Infrastructure Library
The Service Management Proficiency Index (SMPI) is a joint programme between the itSMFsa and commissioned members. SMPI enables the South African market to assess benchmarks and measure improvements to its IT Service Management (ITSM) proficiency levels. Comparisons within the market players can then also be drawn.
The SMPI assessment combines ITIL best practices and elements of recognised process audit models within the Lifecycle, Capability and Maturity components for the following processes and functions:
The first SMPI assessment is fully sponsored by the itSMFsa and is at no cost to your organisation.
ITPMA - Information Technology Process Maturity Assessment
Your organisation may not be using any type of Methodology or Framework; however you may want to establish the maturity, benchmarks, gaps and improvements within your organisation. The IT Process Maturity Assessment uses a combination of assessments and best practices, ideally used for those organisations that are not using any type of Methodology or Framework.
The Lead Process Engineer will work with you to define your goals, define the best approach, and collect relevant data. Assessments may be tailor-made to address a range of issues from a Global IT organisation to a specific process area selected by the customer.
The Lead PE will also analyse the people and structure, processes and procedures and technology that comprises your IT organisation and identify areas that prevent you from optimising your resources. Upon completion, the results of the audit presented to the management include the level of maturity of a process (based on the CMMI scale), the existing gaps, and suggested improvement opportunities based on the level of conformance and business requirements.
Process Definition lists what happens between the start and end points. It includes all the activities performed by each department, group, or person who are involved in the process. Activities are the major "works" that transform an input into an output. A process rarely has more than six major activities.
Having processes for small organisations is just as important as any size organisation, the reliance of having one person having all the processes and knowledge of their function in their head is extremely dangerous. Processes are the sequences of activities that take place throughout the organisation.
For each process it is important to define:
Inputs: “what we use to do the work”
Activities: “what we do”
Outputs: “what we produce or deliver”
Measurements: “what can we improve on”
The deliverables one can expect from the Lead Process Engineer would include but not limited to:
Documented and formalised:
Project Office Consultation
The Project Office is a mechanism, which overcomes the problems, by channeling all the projects through the Project Office, Business can obtain up to date statistics on projects from a central repository.
The project office can either be established onsite or offsite; this is done by a four-phase approach:
Once a project office is established, the organisation can develop a more consistent approach to implementing projects. Beyond this, if the Project Office is configured to serve the whole organisation it can play an important role in integrating the organisation, spanning cross-functional activ
ities. It can also nurture project management professionalism. Employees engaged in project work are more likely to achieve and maintain the highest level of insights on and attitudes towards project management.
If there is a Project Office already established we can develop processes to support the Project Office.