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Professional Services (Ps) Excellence


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Professional Services (Ps) Excellence

  1. 1. Professional Services (PS) Excellence Using CMMI (Capability Maturity Model Integration) Anand Subramaniam
  2. 2. “Most everything I've done I've copied from someone else.” - Sam Walton 2
  3. 3. Vision  A Roadmap to Achieving Professional Services (PS) Excellence  Use Capability Maturity Model Integration (CMMI) to achieve Level 5 (Optimised) 3
  4. 4. Objective  Improving operational efficiencies in PS  Using Professional Service Automation as an enabler  Enhance a company’s ability to up-sell and cross-sell while driving down the overall cost of sales  Use the CMMI roadmap to compare and improve PS to industry benchmarks 4
  5. 5. Scope  Use this road map for organisation like yours that, do not have the time or financial resources to begin this process  To understand As ~ Is processes and move towards To ~ Be process in a methodical manner 5
  6. 6. Focus  To accelerate growth, market leadership and profitability  To provide innovative strategies and superior execution to achieve dominant positions in your core markets  Rapid and pragmatic problem-solving with real-world experience  To combine strategy development, market-focused planning and change management to achieve superior business results  To maximise the value of your PS, not only in tangible but also intangible value of customer retention, loyalty and knowledge transfer 6
  7. 7. Your Current PS Challenges ….  No Service Value Proposition  Inability to leverage services to drive product and service sales  Unclear “Go to Market” strategy and poor or no service packaging 7
  8. 8. Your Challenges …. (Contd.)  Immature Process  Limited reuse of intellectual property, methods and tools  Lack of project methodology and discipline, no project repeatability 8
  9. 9. Your Challenges …. (Contd.)  Poor Customer Satisfaction  Failed projects  Difficulty securing references and testimonials 9
  10. 10. Your Challenges …. (Contd.)  Skill Imbalance  Not enough or too many people, sub- par utilisation and high attrition  Inability to recruit / retain / ramp or quickly and easily staff projects 10
  11. 11. Five PS Performance Pillars  Vision and Strategy  Finance and Operations  Human Capital Alignment  Service Execution  Client Relationships 11
  12. 12. Five Maturity Model Levels  Level 1 – Initiated  Level 2 – Piloted  Level 3 – Deployed  Level 4 – Institutionalised  Level 5 – Optimised 12
  13. 13. Integrate – PS Performance & Maturity Level 1 Level 2 Level 3 Level 4 Level 5 Level Initiated Piloted Deployed Institutionalise Optimised Pillars Vision and PS has become PS has become Channel conflict PS is a vital part Goals and Strategy a cost center a profit center still exists. of the company measurements in place Finance and No time and 5 % margin 10 % margin 15 % margin 25 % margin Operations expense capture Human Jack of All Begin Attrition <20%. Career ladder Highly skilled, Capital Trades forecasting workforce workload Alignment Service No scheduling. No Collaborative Integrated PM & High utilisation Execution reactive, ad hoc methodology in portal resource and bill rates place management Client Focus on new Multiple sales Deal, pricing Centers of Thought Relationship customers models and contract excellence leadership reviews 13
  14. 14. Recommendation  Develop Teams to Address Performance Pillars  Integrate Process, Systems & People  Create Centre of Excellence for knowledge sharing and lessons learnt  Begin with Pillars that Offer the Greatest Benefit (concentrate on the Human Resource and Client relationship pillars ) 14
  15. 15. “Smart people anywhere in the company should have the power to drive an initiative.” - Bill Gates 15
  16. 16. Good Luck 16