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Ci&T reaches new plateau with the highest level of software quality standard in the world
Ci&T Software has achieved the Capability Maturity Model Integration-level 5 (CMMI-5) certification, the most respected and highest maturity level for software and systems engineering worldwide. “The certification comes as recognition from the industry for an approach we live by on a daily basis here at Ci&T: continuous search for excellence, commitment to people and the high level of value we place on Brazilian technology production”, says César Gon, Ci&T’s CEO.
To obtain the CMMI– 5 certification, Ci&T invested both money and time totaling 1 million dollars in training and time, a total of four years of preparation and commitment . The approval was granted by lead evaluator Mark Amaya from Synchro PP&T, authorized by Carnegie Mellon University’s Software Engineering Institute (SEI).
Ci&T's Quality Manager, Renata Mazzini states, “I believe that, unlike many of our competitors, we have turned the CMMI-5 certification process into a truly competitive advantage, rather than just a bureaucratic hurdle." “Instead of an ‘in-vitro’ certification, we have opted to have the whole company certified because we were not just looking for a mere marketing seal of approval. Rather, we wanted to ensure that all of our clients could perceive and experience our advances in quality excellence. Evidently, such a goal required great effort from our entire company. However, the benefits are also far more superior”, adds Bruno Guiçardi, Ci&T’s COO.
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To obtain the CMMI– 5 certification, Ci&T invested both money and time totaling 1 million dollars in training and time, a total of four years of preparation and commitment . The approval was granted by lead evaluator Mark Amaya from Synchro PP&T, authorized by Carnegie Mellon University’s Software Engineering Institute (SEI).
Ci&T's Quality Manager, Renata Mazzini states, “I believe that, unlike many of our competitors, we have turned the CMMI-5 certification process into a truly competitive advantage, rather than just a bureaucratic hurdle." “Instead of an ‘in-vitro’ certification, we have opted to have the whole company certified because we were not just looking for a mere marketing seal of approval. Rather, we wanted to ensure that all of our clients could perceive and experience our advances in quality excellence. Evidently, such a goal required great effort from our entire company. However, the benefits are also far more superior”, adds Bruno Guiçardi, Ci&T’s COO.
Web 2.0: why should you care?
Well, before anything else is said, it’s very unlikely that, by now, you haven’t heard the buzzword yet, Web 2.0 . Without adoubt, for its clatter and repercussion, today there’s only a rival on par with Web 2.0 in the IT industry: SOA (learn more about it : SOA at the center of discussions).
But what is Web 2.0 anyway? If Web 2.0 reminds you of names such as GMail, Wikipedia, Linkedin, Youtube, Netvibes, Last.fm, Digg and Flickr (wow!), then you are certainly on the right path. For a more conceptual view of Web 2.0 I strongly recommend reading What Is the Web 2.0, by Tim O’Reilly. Now, to experience what Web 2.0 is all about I suggest that you simply visit the sites just mentioned. There’s a really good chance of your becoming a user of these services... if you aren’t already.
Web 2.0 has a few powerful key-words. Among them are collaboration and interactivity. Web 2.0 changes the definition of the user’s role. We are seeing a transition from a position of a passive consumer of services and information to that of a fundamental player in the generation and refinement of content and information. Or, simply put, Web 2.0 users are moving from consumers to value-adding generators.
Among the best examples of this strong Web 2.0 feature are the wikis, blogs and social bookmarking sites. Now, users not only play a key role in generating their own content, but also define which information is most valuable. It’s worth mentioning that this isn’t a brand new trend. In fact, the most successful businesses from the Web 1.0 era — for instance, Google, Yahoo!, eBay and Amazon – use the same approach of using their users own knowledge (or their intelligence, if you will) as a key business value.
Another Web 2.0 key component is its interactivity. The “before and after” milestone here might just have been the launching of GMail, Google’s webmail service. GMail has shifted the paradigm associated to the level of usability the Web can offer. GMail has demonstrated that it is possible to take to the Web any desktop application and, better yet, to transfer all the usability offered by a desktop environment. Some critics can claim that this increase in the Web usability/interactivity was something to be expected, and does not constitute a revolution. Taking aside the differences of opinion, it is a fact that this new Web interactivity platform gained momentum, and is already showing signs of becoming a mandatory requirement in any new application.
Besides GMail, two references I deem especially remarkable about the now-opening possibilities concerning usability are Netvibes and Yahoo! Widgets. Also worth checking out is one other important aspect of GMail. And that is the fact that it has helped to leverage the awareness around Ajax, a new technology, a name often mistaken for Web 2.0 itself. Did I say new technology? Well, not really. In fact, Ajax could be better defined as a combination of existing technologies aiming to develop interactive applications for the Web.
A frequently asked question about Web 2.0 deals with its value for companies in the traditional segments of the economy. Or yet, in a more direct fashion, there are those asking whether Web 2.0 isn’t just another technology in search of a market. In my opinion, the best way to solve this question is to simply observe the market and how it has reacted to this phenomenon.
A better question in this case would be: How has this subject been received by companies abroad, where trends are launched and gain market success? And here in Brazil? By taking into consideration two already-mentioned fundamental components, interactivity and collaboration we can answer these questions.
Interactivity
The benchmark for usability and interactivity currently being defined by Web 2.0 will certainly become a prerequisite in a very short time. The massive use of this technology still affects final developmental costs, as does any other new technology, but the expectation is certainly that this will become the norm in the near future. For people working with software development, it is already noticiable that demand for interactivity is changing thanks to the introduction of the Web 2.0, both here in Brazil and abroad. In general, this change is not something structured yet, as is the effective change of usability requirements, but it is not a subject about which organizations still have doubts about its real use and interest either.
Collaboration
We can consider this subject under two main perspectives: its potential in the consumer relationship and in intra-company use. It’s already noticiable, especially in the US, that the concept of collaboration, geared towards the consumer, is on today’s agenda in every corporation. Evolving from the model where a company publishes information on its products, today the idea is to create virtual spaces where products and brands are on display. For example, instead of creating a site with information on construction material, the objective now is to build a collaborative space associated to the brand. In this space besides the information on construction materials, it is also possible to develop a community of collaborators interested on the subject of residential construction & design. The larger and more active the communities, the better the business results are.
The second perspective on collaboration refers to the Web 2.0 power within companies. This certainly involves a more intense reflection, since it’s a more difficult subject to observe in practice. To provide you with a specific case, Ci&T has been strongly investing in the potential of Web 2.0, effectively applying its principles and technologies, aiming to drive innovation and higher levels of performance. For a deeper consideration of this subject, I recommend reading Competitive advantage from better interactions, by Scott C Beardsley, Bradford C. Johnson and James M. Manyika, published in 2006 in McKinsey Quarterly.
Returning to the initial question: Is Web 2.0 just another technology searching for a market? In fact, the opportunities to generate value for businesses through Web 2.0 are only just starting to be explored. But principles such as interactivity and collaboration are intimately connected to productivity, innovation and relationships. If Web 2.0 can become the engine driving this trend, then we have created added-value for businesses.
By Aminadab Nunes, Technology Director, Ci&T
Well, before anything else is said, it’s very unlikely that, by now, you haven’t heard the buzzword yet, Web 2.0 . Without adoubt, for its clatter and repercussion, today there’s only a rival on par with Web 2.0 in the IT industry: SOA (learn more about it : SOA at the center of discussions).
But what is Web 2.0 anyway? If Web 2.0 reminds you of names such as GMail, Wikipedia, Linkedin, Youtube, Netvibes, Last.fm, Digg and Flickr (wow!), then you are certainly on the right path. For a more conceptual view of Web 2.0 I strongly recommend reading What Is the Web 2.0, by Tim O’Reilly. Now, to experience what Web 2.0 is all about I suggest that you simply visit the sites just mentioned. There’s a really good chance of your becoming a user of these services... if you aren’t already.
Web 2.0 has a few powerful key-words. Among them are collaboration and interactivity. Web 2.0 changes the definition of the user’s role. We are seeing a transition from a position of a passive consumer of services and information to that of a fundamental player in the generation and refinement of content and information. Or, simply put, Web 2.0 users are moving from consumers to value-adding generators.
Among the best examples of this strong Web 2.0 feature are the wikis, blogs and social bookmarking sites. Now, users not only play a key role in generating their own content, but also define which information is most valuable. It’s worth mentioning that this isn’t a brand new trend. In fact, the most successful businesses from the Web 1.0 era — for instance, Google, Yahoo!, eBay and Amazon – use the same approach of using their users own knowledge (or their intelligence, if you will) as a key business value.
Another Web 2.0 key component is its interactivity. The “before and after” milestone here might just have been the launching of GMail, Google’s webmail service. GMail has shifted the paradigm associated to the level of usability the Web can offer. GMail has demonstrated that it is possible to take to the Web any desktop application and, better yet, to transfer all the usability offered by a desktop environment. Some critics can claim that this increase in the Web usability/interactivity was something to be expected, and does not constitute a revolution. Taking aside the differences of opinion, it is a fact that this new Web interactivity platform gained momentum, and is already showing signs of becoming a mandatory requirement in any new application.
Besides GMail, two references I deem especially remarkable about the now-opening possibilities concerning usability are Netvibes and Yahoo! Widgets. Also worth checking out is one other important aspect of GMail. And that is the fact that it has helped to leverage the awareness around Ajax, a new technology, a name often mistaken for Web 2.0 itself. Did I say new technology? Well, not really. In fact, Ajax could be better defined as a combination of existing technologies aiming to develop interactive applications for the Web.
A frequently asked question about Web 2.0 deals with its value for companies in the traditional segments of the economy. Or yet, in a more direct fashion, there are those asking whether Web 2.0 isn’t just another technology in search of a market. In my opinion, the best way to solve this question is to simply observe the market and how it has reacted to this phenomenon.
A better question in this case would be: How has this subject been received by companies abroad, where trends are launched and gain market success? And here in Brazil? By taking into consideration two already-mentioned fundamental components, interactivity and collaboration we can answer these questions.
Interactivity
The benchmark for usability and interactivity currently being defined by Web 2.0 will certainly become a prerequisite in a very short time. The massive use of this technology still affects final developmental costs, as does any other new technology, but the expectation is certainly that this will become the norm in the near future. For people working with software development, it is already noticiable that demand for interactivity is changing thanks to the introduction of the Web 2.0, both here in Brazil and abroad. In general, this change is not something structured yet, as is the effective change of usability requirements, but it is not a subject about which organizations still have doubts about its real use and interest either.
Collaboration
We can consider this subject under two main perspectives: its potential in the consumer relationship and in intra-company use. It’s already noticiable, especially in the US, that the concept of collaboration, geared towards the consumer, is on today’s agenda in every corporation. Evolving from the model where a company publishes information on its products, today the idea is to create virtual spaces where products and brands are on display. For example, instead of creating a site with information on construction material, the objective now is to build a collaborative space associated to the brand. In this space besides the information on construction materials, it is also possible to develop a community of collaborators interested on the subject of residential construction & design. The larger and more active the communities, the better the business results are.
The second perspective on collaboration refers to the Web 2.0 power within companies. This certainly involves a more intense reflection, since it’s a more difficult subject to observe in practice. To provide you with a specific case, Ci&T has been strongly investing in the potential of Web 2.0, effectively applying its principles and technologies, aiming to drive innovation and higher levels of performance. For a deeper consideration of this subject, I recommend reading Competitive advantage from better interactions, by Scott C Beardsley, Bradford C. Johnson and James M. Manyika, published in 2006 in McKinsey Quarterly.
Returning to the initial question: Is Web 2.0 just another technology searching for a market? In fact, the opportunities to generate value for businesses through Web 2.0 are only just starting to be explored. But principles such as interactivity and collaboration are intimately connected to productivity, innovation and relationships. If Web 2.0 can become the engine driving this trend, then we have created added-value for businesses.
By Aminadab Nunes, Technology Director, Ci&T
Interview – Brazil Outsourcing Program
Flavio Grynszpan, mastermind of the Brazilian Outsourcing Program
Ci&T Webnews - What are the current trends in the global sourcing market?
FG - Studies have shown two major trends as far as business model goes: offshore operations and captive centers. The first is a global, multiple-service-center-based model, outsourcing directly to final clients or intermediary IT solution companies. The second trend shows a preference for having captive centers supplying services to major global corporations.
Ci&T Webnews - What are the advantages of these captive centers?
FG - Under the local subsidiary oversight, captive centers are competence centers located in certain countries, supplying IT services to a portion of an entire corporation. In order for these local subsidiaries to successfully offer their services, they need to establish partnerships with local companies. This means that they have the collaboration of a range of IT companies which bring in their expertise in specific areas at their disposal.
Ci&T Webnews - And how does Brazil rank in this IT market?
FG - There are great opportunities for Brazil in the Finance and IT-Business Integration segments. We have proven our special competence and have a lot to offer in these two sectors. Another positive segment for Brazil is nearshore, due to the need of constant contact with IT services suppliers. For example, markets such as the U.S., that outsource to countries with considerable time zone difference offers a distinct disadvantage. Fortunately for Brazil, our time zone location is extremely favorable.
Ci&T Webnews - Is our creativity and Brazilian ingenuity to innovate sollutions recognized overseas?
FG - Brazil, as for any other country, can only successfully compete in the global market by adding a distinguished mark to its products such as creativity. We know that creativity is something rather intangible, more like a perception and is not something measurable. We need to create an environment where clients can realize they are hiring a creative team. This might require a strong marketing campaign or simply taking advantage of our international reputation to show the world how creative we are in everything we do – and, therefore, how highly creative we have been in the IT industry.
Ci&T Webnews - How large do you expect the Brazilian IT market to be in the near future?
FG - Some organizations in the IT sector are already forecasting a target for software export sales in 2010 at a 5-billion-dollar level. This goal takes into consideration the capacity we have to produce excellent IT solutions, from both domestic companies and local subsidiaries of global software company's. In fact, about 50% of this market is intra-company, which means, Rhodia sells to Rhodia, just like Phillips or Johnson&Johnson are their own major internal vendors. Ci&T is definitely well-positioned to build these strategic partnerships and I’m definitely in favor of them.
Flavio Grynszpan, mastermind of the Brazilian Outsourcing Program
Ci&T Webnews - What are the current trends in the global sourcing market?
FG - Studies have shown two major trends as far as business model goes: offshore operations and captive centers. The first is a global, multiple-service-center-based model, outsourcing directly to final clients or intermediary IT solution companies. The second trend shows a preference for having captive centers supplying services to major global corporations.
Ci&T Webnews - What are the advantages of these captive centers?
FG - Under the local subsidiary oversight, captive centers are competence centers located in certain countries, supplying IT services to a portion of an entire corporation. In order for these local subsidiaries to successfully offer their services, they need to establish partnerships with local companies. This means that they have the collaboration of a range of IT companies which bring in their expertise in specific areas at their disposal.
Ci&T Webnews - And how does Brazil rank in this IT market?
FG - There are great opportunities for Brazil in the Finance and IT-Business Integration segments. We have proven our special competence and have a lot to offer in these two sectors. Another positive segment for Brazil is nearshore, due to the need of constant contact with IT services suppliers. For example, markets such as the U.S., that outsource to countries with considerable time zone difference offers a distinct disadvantage. Fortunately for Brazil, our time zone location is extremely favorable.
Ci&T Webnews - Is our creativity and Brazilian ingenuity to innovate sollutions recognized overseas?
FG - Brazil, as for any other country, can only successfully compete in the global market by adding a distinguished mark to its products such as creativity. We know that creativity is something rather intangible, more like a perception and is not something measurable. We need to create an environment where clients can realize they are hiring a creative team. This might require a strong marketing campaign or simply taking advantage of our international reputation to show the world how creative we are in everything we do – and, therefore, how highly creative we have been in the IT industry.
Ci&T Webnews - How large do you expect the Brazilian IT market to be in the near future?
FG - Some organizations in the IT sector are already forecasting a target for software export sales in 2010 at a 5-billion-dollar level. This goal takes into consideration the capacity we have to produce excellent IT solutions, from both domestic companies and local subsidiaries of global software company's. In fact, about 50% of this market is intra-company, which means, Rhodia sells to Rhodia, just like Phillips or Johnson&Johnson are their own major internal vendors. Ci&T is definitely well-positioned to build these strategic partnerships and I’m definitely in favor of them.