Applying Capability Maturity Model Integration (CMMI) for Your Company Processes: Using CMMI as a benchmarking tool to gain credibility with your customer
Many organizations struggle with implementing process improvement. Senior managers set goals and timelines. Process groups develop improvement plans. Appraisals are held. But at a fundamental level, the engineers, project managers, and functional manager simply refuse to change their behaviors. The organization “goes through the motions”, but there is no visible progress, or simply rote adherence to process, not an embracing of mature practices. Most importantly, customers see no visible benefit. This presentation will:
> Clearly explain the business value behind the CMMI practices and its positive impact on project and organization performance, in terms of cost, schedule, quality and risk.
> Cover practical strategies and tactics for implementing the model to achieve these benefits.
> Provide ways to explain the benefits to your customer.
Awareness on ISO 9001:2015 (QMS)
QMS= Quality Management System
In this presentation, there is basic awareness regarding quality management system. In this we will be discussing Quality Assurance and Quality Control and methodology to achieve continual improvements.
PDCA- Plan, do, Check, Act activity for continual improvements
How to prepare for an audit and maintain oversight within your e qmsMontrium
In this webinar, not only will we take you through what you’ll need to do to prepare for an audit, but we will also share what you can do to contribute to continuously improve and maintain oversight of your QMS.
Awareness on ISO 9001:2015 (QMS)
QMS= Quality Management System
In this presentation, there is basic awareness regarding quality management system. In this we will be discussing Quality Assurance and Quality Control and methodology to achieve continual improvements.
PDCA- Plan, do, Check, Act activity for continual improvements
How to prepare for an audit and maintain oversight within your e qmsMontrium
In this webinar, not only will we take you through what you’ll need to do to prepare for an audit, but we will also share what you can do to contribute to continuously improve and maintain oversight of your QMS.
Quality Management System Powerpoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Quality Management System Powerpoint Presentation Slides.The stages in this process are Quality Management System, Quality Assurance System, Qms. https://bit.ly/2W3wMac
TQM - 3 - Standards and Awards related to TQM Joseph Ho
The International Organization for Standardization
ISO 9000 Series of Quality Standards
ISO 9000: 2000
Six Sigma
Malcolm Baldrige National Quality Award
EFQM Model
Deming Prize
HKMA Quality Award
This is a presentation I used when doing a training session on goal setting for my Leadership Team. The content is adapted from a presentation I found on SHRM's website. The Pinto picture seems out of place, but I used it to spring board into a story showing how goal setting went "bad" at Ford with the design and production of the Pinto.
ISO 9001:2015 DIS Changes, Requirements and Implementation Govind Ramu
This presentation discusses new requirements to ISO 9001 based on the Draft International Standard (DIS). Guidance for transition to new revision is proposed for planning, communication and execution.
ISO 9001-2015 Revision Training PresentationDQS Inc.
ISO 9001 is a great tool that is used for managing an organization and implementing continuous improvement. More than one million organizations worldwide are certified to ISO 9001 in order to help ensure that good quality products and services are provided to customers.
Get an in-depth overview of the upcoming changes to ISO 9001:2015, including:
- Revision timing and roll out
- Details on structure change
- In-depth review of changes including risk assessment
- Transitioning from ISO 9001:2008 to ISO 9001:2015 timing and requirements
- and more.
Strategic Planning, Implementation, Monitoring and Evaluation (SPIME) for Edu...virgilio gundayao
The function of Implementation, Monitoring, and Evaluation (IME) in the Strategic Planning is a pivotal management and leadership component paving towards organizational success. The SPIME complements and completes the SWOT, environmental scanning, action plan to come out with an ideal but workable road map, blue print, milestone, in the attainment of organizational goals, values, and objectives.
On this oral and written reports, it is apparent that the SPIME is intertwined as a practical approach towards exploring the entire gamut of a CorPlan that are within the frame work of the organizational vision, mission, goals, objectives and values—in this case of an educational institution.
Because of my role as Lector Directing ICT sources and services at Hanze University Groningen I have developed a lecture about the CMMi for services quality improvement philosophy. This will help to improve the quality of your ICT service and the competences of you professionals. Special in cases of sourcing projects.
Quality Management System Powerpoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Quality Management System Powerpoint Presentation Slides.The stages in this process are Quality Management System, Quality Assurance System, Qms. https://bit.ly/2W3wMac
TQM - 3 - Standards and Awards related to TQM Joseph Ho
The International Organization for Standardization
ISO 9000 Series of Quality Standards
ISO 9000: 2000
Six Sigma
Malcolm Baldrige National Quality Award
EFQM Model
Deming Prize
HKMA Quality Award
This is a presentation I used when doing a training session on goal setting for my Leadership Team. The content is adapted from a presentation I found on SHRM's website. The Pinto picture seems out of place, but I used it to spring board into a story showing how goal setting went "bad" at Ford with the design and production of the Pinto.
ISO 9001:2015 DIS Changes, Requirements and Implementation Govind Ramu
This presentation discusses new requirements to ISO 9001 based on the Draft International Standard (DIS). Guidance for transition to new revision is proposed for planning, communication and execution.
ISO 9001-2015 Revision Training PresentationDQS Inc.
ISO 9001 is a great tool that is used for managing an organization and implementing continuous improvement. More than one million organizations worldwide are certified to ISO 9001 in order to help ensure that good quality products and services are provided to customers.
Get an in-depth overview of the upcoming changes to ISO 9001:2015, including:
- Revision timing and roll out
- Details on structure change
- In-depth review of changes including risk assessment
- Transitioning from ISO 9001:2008 to ISO 9001:2015 timing and requirements
- and more.
Strategic Planning, Implementation, Monitoring and Evaluation (SPIME) for Edu...virgilio gundayao
The function of Implementation, Monitoring, and Evaluation (IME) in the Strategic Planning is a pivotal management and leadership component paving towards organizational success. The SPIME complements and completes the SWOT, environmental scanning, action plan to come out with an ideal but workable road map, blue print, milestone, in the attainment of organizational goals, values, and objectives.
On this oral and written reports, it is apparent that the SPIME is intertwined as a practical approach towards exploring the entire gamut of a CorPlan that are within the frame work of the organizational vision, mission, goals, objectives and values—in this case of an educational institution.
Because of my role as Lector Directing ICT sources and services at Hanze University Groningen I have developed a lecture about the CMMi for services quality improvement philosophy. This will help to improve the quality of your ICT service and the competences of you professionals. Special in cases of sourcing projects.
CMMI is a framework of best practices which is stand for Capability Maturity Model Integration. CMMI-DEV is the current version which describesthe best practices in measuring, managing and monitoring software development process.
CMMI Implementation with Digité EnterpriseDigite Inc
In an increasingly competitive world, software organizations must implement effective
processes to deliver useful and reliable software in time and within budget. IT organizations are
adapting CMMI models to help them streamline their software development activities. Digité
Enterprise platform has successfully supported corporate clients over the past two years to
manage more than a billion dollars worth of software projects. Digité Enterprise now supports
organizations implementing CMMI by providing support for CMMI process areas and key
practices implementation. To understand how Digité can help your organization in its CMMI
implementation roadmap, read on…
Webinar Obiettivo CMMi. Introduzione ai Modelli CMMI, metodo SCAMPI e strumenti a supporto.
Intervento di Fernando Mandelli, CEO di Business Strategy
Mandelli fornisce una overview al miglioramento continuativo in termini di efficacia, efficenza e qualità, attraverso l'adozione dei modelli di riferimento CMMI-DEV v1.3, CMMI-SVC v1.3, CMMI-ACQ v1.3.
Viene inoltre presentato il metodo ufficiale SCAMPI, utilizzato per la valutazione dei processi delle organizzazioni e quale strumento per definire il rating.
Sono aperte le iscrizioni al corso "Il Modello CMMI, la sua implementazione, approccio allo SCAMPI e strumenti a supporto", il 19 aprile a Torino. Scrivi a marcella.arrabito@emerasoft.com o chiama lo 011.19879270.
CMMI High Maturity Best Practices HMBP 2010: Deploying High Maturity Practice...QAI
Deploying High Maturity Practices Globally by Kaliappan M(Head Quality, HP) presented at 1st International Colloquium on CMMI High Maturity Best Practices (HMBP 2010) held on May 21,2010 organized by QAI
Changes in CMMI-DEV and SCAMPI-A v1.3 - An Implementation PerspectiveRajesh Naik
The new version of CMMI(r) has been released in 2010 followed by a new version of SCAMPI. This presentation highlights the key changes expected in version 1.3 of the model and appraisal methodology.
This is a presentation of a college work, at Faculdade de Engenharia da Universidade do Porto, programme Master in Informatics and Computing Engineering, about the definition of a process, based on CMMI Level 2 Project Planning Process Area, and the usage of that process in a fictitious company.
It is in English.
Similar to Applying Capability Maturity Model Integration (CMMI) for Your Company Processes: Using CMMI as a benchmarking tool to gain credibility with your customer
Making Smart Choices: Strategies for CMMI Adoptionrhefner
The CMMI® was written to apply to a variety of project environments -- defense, commercial; development, maintenance, services; small to large project teams. The authors used words like “adequate”, “appropriate”, “as needed”, and “selected”. When a project or organization adopts the CMMI model for process improvement, they (consciously or unconsciously) make choices about how it will be implemented – scope, scale, documentation, and decision-making to name a few. These choices have a profound effect on the speed and cost of CMMI® adoption. Rick Heffner describes the strategic implications of the CMMI on planning and implementing project processes. He identifies the decisions to be made, the options available, and the relationships between these options and project contexts and business objectives. Take away a deeper understanding of the model, and better strategies for its adoption. By understanding your options and making smart choices, CMMI® adopters can ensure that the promised benefits of CMMI®-based improvement are realized.
The Book details on how to approach CMMI Implementation in an organization. It details out the various phases involved in CMMI Implementation and how to plan and execute them. It details on various aspects which we tend to overlook in CMMI Implementation.
Who Should Read?
• Organization looking forward to implement CMMI
• Top Management person, trying to understand how to go about
• SEPG, Program manager and Process Quality members
• Anyone who is interested in understanding the Implementation of CMMI
Why to Read?
• To get complete End to End understanding on CMMI Implementation Lifecycle
• Plan your budget, effort and resources for the program
• Set your expectations clear on CMMI Implementation
• Be aware of the different aspects in Implementation
How it’s different:
• Written from practitioners’ point of view
• Communicates the reality in practical implementation
Word of Caution:
• The book contains only samples and typical examples and they are not comprehensive and to be verified and validated on a particular context for applicability
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
Similar to Applying Capability Maturity Model Integration (CMMI) for Your Company Processes: Using CMMI as a benchmarking tool to gain credibility with your customer (20)
Applying the CMMI for Services to the Process Group (Physician, Heal Thyself!)rhefner
A common criticism of the process group is they don’t follow their own advice – they don’t adopt the level of discipline required by CMMI in planning, tracking, measuring, and auditing their own improvement efforts – the same level of discipline that ask projects to demonstrate. With the publication of the CMMI for Services, there is now a powerful tool for measuring just how mature and capable a process group is.
This presentation will look at applying the CMMI for Services model to the process group, treating their functions as a service provided to the organization. The new Services process areas provide an interesting insight into how a process group might function more effectively.
Sample considerations:
> Definitions - When looking at the process group as a service, how do your define the “service system”, “service agreement”, “service request”, “service incident”?
> Service System Development (SSD) – How does a process group analyze, design, develop, integrate, verify, and validate their “service system” against defined requirements?
> Service System Transition (SST) – How does a process group deploy new or significantly changed process assets while managing their effect on ongoing service delivery?
> Strategic Service Management (STSM) – How does a process group align their services with strategic needs and plans?
> Capacity and Availability Management (CAM) – How does a process group ensure effective performance and use of resources?
> Incident Resolution and Prevention (IRP) – What is a process group “incident” and how are they resolved and prevented?
> Service Continuity (SCON) – What does “continuity of services” mean, and what are considered “significant disruptions”?
Identifying and Prioritizing BPM Projects Based on Quick Wins and Clear Fin...rhefner
We all know that process improvement projects bring clear benefits to the company: less waste, decreased cycle and throughput time, less defects – just to name a few. But determining which projects to undertake for maximum return can be a challenge. Dr. Hefner will present several considerations for selecting which improvement projects to invest in.
During this session you will learn:
* How to generate process improvement projects based on your business goals
* The importance of internal and external customers in identifying improvements
* How to prioritize projects with and without direct ROI
* How project selection matures over time
The True Costs and Benefits of CMMI Level 5rhefner
A debate is currently raging in the acquisition community – does CMMI Level 5 benefit the customer? Several recent program failures from organizations claiming high maturity levels have caused some to doubt whether CMMI improves the chances of a successful project. Is the CMMI Level 5 flawed? Or is there a more fundamental explanation?
This presentation will discuss guidelines for appropriate use of CMMI in acquisition and the true costs and benefits of CMMI Level 5. Material is based on existing DoD and industry studies, but will focus on determining whether CMMI appraisal results accurately reflect contractor capability, and how to ensure mature processes contribute to program success.
Identifying and Overcoming Roadblocks to Changerhefner
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements.
Learning Objectives:
Understand the difference between managing and leading change efforts
Discuss the symptoms of barriers to change, the root causes, and how to address them
Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change
Learn how to tailor your improvement plans based on organizational readiness and maturity
Applicability of CMMI for Small to Medium Enterprisesrhefner
There are many reasons why CMMI is difficult to implement in small organizations and small projects -- the fixed costs of establishing the necessary infrastructure; the large number of roles which must be filled by a limited number of people; the quantity of information that must be absorbed to properly interpret the model. Similar problems are experienced when applying the CMMI to short duration projects.
This tutorial will outline the challenges in applying CMMI in small settings, and present practical strategies for overcoming them. Specific techniques for infrastructure, adoption, and appraisals will be presented. In addition, a guide for interpreting each CMMI practice in small settings will be provided.
Hundreds of DoD contractors and commercial organizations have adopted the Capability Maturity Model Integrated (CMMI). Their published results show improved cost and schedule performance. Despite these results, there is still community debate over the value of CMMI, and whether CMMI ratings provide sufficient guarantees of program performance. Much of the confusion results from: (1) inaccurate CMMI ratings; (2) over-estimating the benefits that CMMI provides a customer; and (3) contractors not living up to their CMMI rating. This program will explore each of these topics individually.
Does CMMI Benefit the Customer?
What are the true benefits of Level X – to the customer? This presentation will explore the issues, by examining the fundamental principles behind the model, from a customer perspective. Costs and benefits to the customer will be emphasized, focusing on the relationship of CMMI practices to productivity, predictability and speed, as well as the cost of implementing CMMI-compliant processes. Timelines for impacting program performance, and practical tips and techniques for realizing the benefits will be highlighted.
How High Maturity Projects Fail
Process maturity supposed helps project deliver predictably on-time and on-budget. Why then, have we had a string of project failures from supposedly mature organizations, even ones that have achieved high maturity (Levels 4 and 5)? The presentation will examine the reasons why projects failure, and their relationship to process maturity. Some failures are due to non-process effects -- people, products, and technology. Mature processes diminish some of these effects and amplifying others. Some of the failures are due to projects not using the assets and capabilities of a mature organization. This presentation will identify the needed assets and discuss critical project start-up activities.
How to Get Contractors to Live Up to Their CMMI Ratings
Like many sports stars and teams, it is possible to have tremendous capabilities, but not live up to those in practice. Similarly, project teams may fail to live up to the capabilities implied by their CMMI level. This presentation describes simple, but effective ways to ensure CMMI practices are used on a project, and provide measurable benefits to the customer. Methods presented are based on techniques used successful by Northrop Grumman Corporation to monitor and manage their key suppliers.
Introducing & Sustaining Change - 2010 SEPGrhefner
This workshop will provide practical approaches, tools, and techniques for introducing and sustaining change in your organization. Successful change requires the right combination of strategy, structure, and support. Your chances of success depend on your current culture, the desired end state, the resources available, and the past response to change. Special attention will be paid to influencing change without direct authority. This workshop will be useful to anyone looking to jump-start improvement, revitalize a failing initiative, or maintain a maturity level.
Applying Capability Maturity Model Integration (CMMI) for Your Company Processes: Using CMMI as a benchmarking tool to gain credibility with your customer
1. Applying Capability Maturity Model Integration (CMMI) for Your Company Processes: Using CMMI as a benchmarking tool to gain credibility with your customer 10 th BPM Summit: Mastering Lean Six Sigma and Process Excellence to Maximize Operational Goals 27-29 April 2009 Rick Hefner Northrop Grumman Corporation
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8. Adopting any Best Practice Model The set of best practices Already performing Not performing Aware of Not aware of Perceive as valuable Don’t perceive as valuable Determine how best to perform in your environment Learn about successful implementations Eliminate barriers Eliminate biases
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18. When Good Organizations Go Bad Focus on passing the appraisal, not understanding and deciding among possible interpretations Improvement goals are not set realistically Practitioners/customers perceive CMMI as more expensive Only some of the projects participate in the improvement effort The remaining projects don’t implement Only some of the projects get appraised People don’t learn or become proficient in the new behaviors Insufficient resources (e.g., training, QA, metrics, consultants) Benefits are not realized because projects do not start up effectively Management doesn’t enforce using processes on new programs Rick Hefner, “CMMI Horror Stories: When Good Projects Go Bad,” Software Engineering Process Group Conference , 6-9 March 2006
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Editor's Notes
Applying Capability Maturity Model Integration (CMMI) for Your Company Processes: Using CMMI as benchmarking tool to gain credibility with your customer Many organizations struggle with implementing process improvement. Senior managers set goals and timelines. Process groups develop improvement plans. Appraisals are held. But at a fundamental level, the engineers, project managers, and functional manager simply refuse to change their behaviors. The organization “goes through the motions”, but there is no visible progress, or simply rote adherence to process, not an embracing of mature practices. Most importantly, customers see no visible benefit. This presentation will: Clearly explain the business value behind the CMMI practices and its positive impact on project and organization performance, in terms of cost, schedule, quality and risk. Cover practical strategies and tactics for implementing the model to achieve these benefits. Provide ways to explain the benefits to your customer. Rick Hefner Director, Process Management Northrop Grumman
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