Nowadays, organizations must live with multiple requirements to run their business and they look for ways of being more efficient and effective. Implementing CMMI and NP 4457 (Portuguese innovation model) is becoming a necessity in today’s market. Implementing them together is a challenge that can bring tangible benefits if the organization has the means and the will follow this path: market visibility, better performance and reduced cost.

1. Implementing CMMI L3 with the Portuguese Innovation Model (NP 4457) July 1st, 2010 Luís Amaral (Strongstep), Sílvia Rodrigues (Ambisig), Pedro Castro Henriques (Strongstep), Pedro Gomes (Strongstep)

3. About Ambisig

4. Project objectives

5. The Portuguese Innovation Model (NP 4457)

6. The NP 4457 model and PP, PMC and OID

7. Project details

9. We want to induce a positive change in organizations. This will represent a step with a strong, sustainable and innovative - a strong step!

10. Examples of ongoing projects:

12. Software company founded in 1994. Privatly hold.

13. Our Vision

14. Optimizing and developing organizations through technology

15. Our Mission

16. Provide robust, reliable and user friendly solutions that give our customers efficiencies, profitability and quality improvement.

17. Business Areas

18. IT Consultant

19. Electronic Government

20. Geographic Information

22. Implement successfully the CMMI L3 and NP 4457 model and obtain its certifications

23. Collect the process improvement benefits from implementing the models in an integrated way

24. Adapt the current management system to embrace the two new models and make it more efficient and effective

25. Adapt and improve the tools used to manage the organization according to the models to maximize the organization innovation capacity and its capabilities in software development

27. The Portuguese Innovation Model (NP 4457)Types of Innovation Product Taking to the market new or significantly improved products or services Includes significant technical changes, components, materials, software or user interfaces Service innovation may include improvements on how the service is provided, new functionalities or new services Marketing Implementation of new marketing methodologies involving significant improvements on design, product, packaging, pricing, distribution or promotion. Improvements implementation with the objective of increasing sales, improve market satisfaction or open new markets.

28. The Portuguese Innovation Model (NP 4457)Types of Innovation Organization Implementation of new business methods, work planning or external relationships Implementation of new methods to organize routine activities or work development Implementation of new methods to distribute responsibilities and decision taking Implementation of new concepts of relating with other organizations, new ways of collaborating or relating with suppliers Process Implementation of new or significantly improved processes. They can be construction, logistics or distribution. This activity also includes the development of new or significantly improved activities to support the processes (e.g.IT systems, accounting systems)

30. Both models require previous analysis to classify a project as an innovation one

31. Planning should consider the project innovation objectives and return expected results

32. Innovation projects should include information about the expected improvement as well as the verification and validation method for the innovation expected

34. The OID practice in CMMI requires a quantitative approach which is not required in NP 4457

35. Both models have assessment methods based on interviews and artifacts evaluation (objective evidence)

38. Integrate the new models with the existing ones in the organization

39. Manage models that cover different areas of the organization

40. Distinguish between improvement and innovation

42. Detailed planning and very strict follow-up

43. Strong change management process

44. Strong sponsorship and organization involvement

45. Tools integration and development in order to fulfill the existing models

46. Starting point of current processes and development from there

48. CMMI brought improvements on the cost, schedule and quality areas

49. NP 4457 introduced a process to search and introduce innovation

50. The implementation of both models improved knowledge share in the organization

52. Less disruptive moments in the organization giving more time for consolidation

53. OID features brought before level 5 is planned

55. The NP 4457 promotes the innovation in a result oriented way. It integrates well with CMMI expanding the OID process area.

56. The implementation of both models makes innovation better and deeply treated by using a ideas and innovation management processes

57. The effort spent by both Ambisig and Strongstep is now paying off both internally and externally