www.control-software.com [email protected], chief executive, nimbus
TRANSCRIPT
www.control-software.com
Adoption of business change
R = I x A2
“As chairman, the most important part of my job was stopping initiatives, not starting them”
Sir John Harvey Jones – Chairman ICI
www.control-software.com
Strategy definition
Hierarchy of information
COP
Documents & filesResources & roles
PlanningAlerting
Common….. Operational….Platform….
ProcessProcedures
ScorecardsMetrics
www.control-software.com
It’s all in the nameBusiness Management System
TheWayThatWeWork (TW TW W)
HitchhikersGuide
The AvayaWay
HqOOurValues
knowhow
LEAN
www.control-software.com
Lockheed Martin : UK
Air Traffic
AddressInterpretation
GBAD
DFTS
Soothsayer
Census
CEC
Merlin
JSFC130J
Falcon
WECDIS
www.control-software.com
Lockheed Martin : drivers
• Change from single programme to multi-programme [13+] (matrix organisation)
• IEP (Integrated Engineering Process)
• Paper based QMS
• Competitive pressures
• CMMi Level 3 mandated from group
www.control-software.com
Lockheed Martin : problems
IEP (Integrated Engineering Process)
Core process defined by US in 200 page MSWord document
Not related to performance metrics or measures
Stored on intranet with supporting documents >>> 400 hits per month
www.control-software.com
Lockheed Martin : how
“We realised that in order to achieve our aims and objectives we needed a software partner that would enable us to map and evolve our processes visually and collaboratively, and provide a way of measuring improvement”
Steve BaileyDirector of Engineering ExcellenceLockheed Martin
www.control-software.com
Lockheed Martin : how
www.control-software.com
Lockheed Martin : results• Every programme based on standard
processes• All process related information accessed
dynamically over intranet– Processes, documents, systems, measures– Personalised by role– Mechanism for suggesting improvements– Compliance as a by-product
www.control-software.com
Lockheed Martin : results• £5.7m savings this year,
£4.5m predicted next year• £15m in process improvement year to date• Greatly improved employee ownership of processes• CMMI Level 3 6 months ahead of plan
>> page hits now 40,000 / month ….ADOPTION
www.control-software.com
Lockheed Martin : results
Win rate from 30% to 100%
www.control-software.com
Lockheed Martin : results
www.control-software.com
Lockheed Martin : next steps
• Gap Analysis to CMMI L4 completed, Gap analysis to L5 underway
• Full integration of CMMI activities with ISO & LEAN
• Complete the Cultural Change to a true Process Focussed organisation
www.control-software.com
In summaryCMMi is a mechanism for driving up
consistency and adoption
CMMi should be a “by-product”
Look to reuse information - YourCOP
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