Client: U.S. Department of Health and Human Services
Savan Group performed a Process Maturity Assessment for the Divisions of Transportation, Publishing Services and Acquisition Services at the U.S. Department of Health and Human Services (HHS), Program Support Center (PSC). This effort supported the goals of improving PSC’s current operations, processes, and service delivery to meet changing customer needs; enhancing PCS’s performance measurement capability; and creating a sustainable business model to address current and anticipated Department service needs.
The CMMI frameworks represent the consensus of thousands of practitioners about the essential elements and best practices of service delivery. They form a roadmap for organizations to improve their service and product development, acquisition, deployment, and maintenance processes along an industry-recognized evolutionary path. PSC and our team agreed that this framework was appropriate for PSC’s service-based organization. An important point is that CMMI defines what to do but not how to do it. This allows flexibility in applying the framework in whole or in part, based on the each organization’s needs, objectives, and capabilities.
The Savan Group Team assessed current operations, processes, and tools against the CMMI for Services framework for Transportation and Publishing, and the CMMI for Acquisitions framework for the Acquisitions organization. We interviewed leadership and team members and reviewed work products and evidences provided. After comparing the findings against the hundreds of general and specific goals of the framework, we conducted workshops with each of the service area stakeholders to discuss the findings and validate the recommended actions. We also calculated ratings against the framework to present graphical representations of the relative maturity of various areas to highlight the areas most critical for management to focus its attention and resources.
The team identified specific gaps, presented the impact of the gaps on operations, and offered recommendations to close the gaps. The final report included an organizational approach to service improvement aligned with PSC’s strategic objectives and provided a roadmap for implementing the recommendations. Quick wins were also included where appropriate to help jump start implementation of the recommendations. The final report provided PSC with structured guidance to mature the organization from its current state to a target state that is more process-oriented and works as a well-coordinated unit to achieve a shared vision. When functioning as such, each PSC Division will base its service delivery model on the overall PSC goals and organizational service strategy.