Corporate Performance Management

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, Chief Executive, Nimbus
ian.gotts_at_nimbuspartners.com
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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

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Hierarchy of information
COP
Common.. Operational. Platform.
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Its all in the name

• Business Management System

• The AvayaWay

• HqO

• OurValues

• HitchhikersGuide

knowhow
LEAN

• TheWayThatWeWork (TW TW W)

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Lockheed Martin UK
GBAD
Falcon
Soothsayer
Air Traffic
JSF
C130J
WECDIS
Merlin
Address Interpretation
DFTS
CEC
Census
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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

gtgtgt 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 how
They have defined a standard programme with
processes at the heart
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Lockheed Martin how

• Our Standard
• Actively maintained byProject Managers
• Deep domain expertise
• Our intellectual property

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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

gtgt 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