, Chief Executive, Nimbus [email protected]

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Adoption of business change

R = I x A

2 “As chairman, the most important part of my job was stopping initiatives, not starting them” Sir John Harvey Jones – Chairman ICI

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Scorecards Metrics Hierarchy of information Strategy definition Process Procedures Planning Alerting

COP Common….. Operational….

Platform….

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Documents & files Resources & roles

It’s all in the name Business Management System The AvayaWay OurValues HqO

know

how HitchhikersGuide

LEAN

TheWayThatWeWork (TW TW W)

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Lockheed Martin : UK

Soothsayer Falcon GBAD

Air Traffic

JSF

Census DFTS

Merlin

Address Interpretation

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C130J WECDIS CEC

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

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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

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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 Bailey Director of Engineering Excellence Lockheed Martin

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Lockheed Martin : how

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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

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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

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Lockheed Martin : results

Win rate from 30% to 100%

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Lockheed Martin : results

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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

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In summary CMMi is a mechanism for driving up consistency and adoption CMMi should be a “by-product” Look to reuse information - YourCOP Read the book* and get the results you deserve * To get a COMPLIMENTARY copy of the book email me at [email protected]

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