Keynote Presentation at CMMi and Scrum, Conference, Recife, 2008. The main message is that Scrum and CMMi are the same, but that they do have a different origin and require a different mindset.
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
10 Principles of Good Business Process ManagementJan vom Brocke
Our findings allow practitioners to comprehensively scope their BPM initiatives and provide a general guidance for BPM implementation. Moreover, the principles may also serve to tackle contemporary issues in other management areas.
We identify ten principles which represent a set of capabilities essential for mastering contemporary and future challenges in BPM. Their antonyms signify potential roadblocks and bad practices in BPM. We also identify a set of open research questions that can guide future BPM research.
This is the first work that distills principles of BPM in the sense of both good and bad practice recommendations. The value of the principles lies in providing normative advice to practitioners as well as in identifying open research areas for academia, thereby extending the reach and richness of BPM beyond its traditional frontiers.
The identification and discussion of the principles reflects our viewpoint, which was informed by extant literature and focus groups, including 20 BPM experts from academia and practice.
The document provides an introduction to Business Process Management (BPM). It discusses key BPM concepts like the BPM lifecycle, process modeling, analysis, design, performance management, and transformation. The document also covers process modeling standards like BPMN and areas of BPM like process organization and enterprise process management. The goal is to define BPM and provide an overview of its main techniques and approaches.
The document discusses outsourcing network operations for a telecom company. It analyzes the client's network processes and technology using frameworks to identify gaps. It proposes outsourcing models and benefits, including reduced costs and improved focus on core business. Key steps outlined include defining scope, identifying stakeholders, developing service level agreements, and establishing performance metrics and charging methodologies.
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
10 Principles of Good Business Process ManagementJan vom Brocke
Our findings allow practitioners to comprehensively scope their BPM initiatives and provide a general guidance for BPM implementation. Moreover, the principles may also serve to tackle contemporary issues in other management areas.
We identify ten principles which represent a set of capabilities essential for mastering contemporary and future challenges in BPM. Their antonyms signify potential roadblocks and bad practices in BPM. We also identify a set of open research questions that can guide future BPM research.
This is the first work that distills principles of BPM in the sense of both good and bad practice recommendations. The value of the principles lies in providing normative advice to practitioners as well as in identifying open research areas for academia, thereby extending the reach and richness of BPM beyond its traditional frontiers.
The identification and discussion of the principles reflects our viewpoint, which was informed by extant literature and focus groups, including 20 BPM experts from academia and practice.
The document provides an introduction to Business Process Management (BPM). It discusses key BPM concepts like the BPM lifecycle, process modeling, analysis, design, performance management, and transformation. The document also covers process modeling standards like BPMN and areas of BPM like process organization and enterprise process management. The goal is to define BPM and provide an overview of its main techniques and approaches.
The document discusses outsourcing network operations for a telecom company. It analyzes the client's network processes and technology using frameworks to identify gaps. It proposes outsourcing models and benefits, including reduced costs and improved focus on core business. Key steps outlined include defining scope, identifying stakeholders, developing service level agreements, and establishing performance metrics and charging methodologies.
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Fundamentals of business process management and BPMNGregor Polančič
The document provides an overview of fundamentals of business process management and BPMN (Business Process Model and Notation). It discusses key concepts including what a business process is, the business process lifecycle, and an introduction to BPMN for process modeling. The document covers the BPMN specification including elements for process and collaboration modeling, the BPMN meta-model and diagram interchange for exchanging BPMN diagrams.
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
Project Management Foundations Series Course 104 - Agile Project Management C...Think For A Change
This document provides an overview of an introductory course on agile project management concepts and SCRUM methodology. The course is divided into three segments: an introduction to agile project management concepts, a closer look at SCRUM, and applying agile PM to organizations. The target audience includes those with little experience in formal PM, agile concepts, or SCRUM. The document defines agile project management and its principles, then discusses the SCRUM framework including sprints, roles of the product owner and scrummaster, and how scrum addresses change management.
ITSM Academy Webinar - Process Maturity, It's Not About the NumbersITSM Academy, Inc.
A cornerstone of continual process improvement is assessing process maturity. Drawing from proven maturity models, this session provides attendees a checklist of the key factors that influence process maturity, along with a Transition Plan for each maturity level that describes specific transition steps. As it is often difficult to figure out where to begin, attendees will also receive a template for a Process Improvement Matrix that can be used to prioritize improvement activities.
This document provides an overview of business process management and process mapping. It discusses why organizations should shift from a functional view to a process view. The key aspects covered include:
- Explaining the difference between functional management and business process management
- Discussing the types of business processes like core, key sub, and enabling processes
- Outlining the 7 steps to process mapping like determining boundaries, listing steps, and finalizing the flowchart
- Providing examples of process mapping for order entry and manufacturing
- Discussing how to identify inputs, outputs, and classify variables in a 6 Sigma process mapping approach
The document advocates that organizations should understand customer-centric processes rather than individual functions in order
It Service Management Implementation OverviewAlan McSweeney
This document describes an IT service management framework and implementation. It discusses ITIL/ITSM and the service management processes including incident and service request management. It provides an overview of the incident and service request management process including its principles, relationships between processes, and detailed processes. The document emphasizes that implementing service management requires understanding why it's being done, what resources are needed, and should be done in phases.
Business Process Modeling Notation: A Foundation for Process TransformationNathaniel Palmer
BPMN is a business process modeling notation that provides a standard way to visualize business processes. It aims to be understandable by both business users and IT users. BPMN can be used to model processes at the implementation level but gaps exist in modeling processes at a strategic understanding level. New developments in BPMN 2.0 and business process refactoring aim to bridge this gap and allow processes to be modeled at both the strategic and implementation levels.
This document provides an overview of business process management and modeling techniques. It begins with recapping principles of BPM from the previous session. It then discusses why process decomposition and exception handling are important. The remainder of the document focuses on Business Process Model and Notation (BPMN) including flow objects, connection objects, artifacts, events, functions, naming conventions, and common modeling structures like EPC, VACD, and FAD. It emphasizes using BPMN to clearly communicate business processes and the importance of hierarchy and rules in process modeling. Sample organization charts and process models are also included.
My presentation (in EN) from itSMF Pomorze (Poland) meeting. It shows how to combine SCRUM agility in product development with Corporate Governance controls from COBIT.
The BPM lifecycle consists of 6 phases: 1) Process identification to determine what processes can be automated. 2) Process discovery to create "as-is" process models. 3) Process analysis to identify issues and improvement opportunities. 4) Redesign processes to create improved "to-be" process designs. 5) Process implementation by systemically using BPM software or non-systemically. 6) Process monitoring and controlling on an ongoing basis to measure performance and make adjustments.
The document discusses CMMI (Capability Maturity Model Integration), an internationally recognized standard for process improvement in software development. It provides an overview of CMMI and how it helps organizations improve processes, ensure quality, increase customer satisfaction and realize cost savings. Specific examples are given of organizations that achieved returns on investment from 5:1 to 13:1 after implementing CMMI. The relationship between CMMI and other frameworks like COBIT, ITIL and ISO 27001 is also summarized.
Fundamentally rethink how your building works in order to improve tenant service, cut operational costs, and become a world class competitor! This Presentation delivers essential tips for improving building processes to stay competitive in a buy and hold economy.
Presented by: Faraz Memon
What is Business Process Re-Engineering? Why is now the time to Re-Engineer your operations? How to find and locate operational areas to improve upon. The first steps to Re-Engineering your process & benchmarking. How to approach technology decisions & data migration. The best practices for Business Process Re-Engineering
Register to view presentation On-Demand:
http://be.buildingengines.com/Reg-Webinar-On-Demand-BusinessProcess-Reengineering.html
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
The document provides an overview of process excellence models and standards. It begins by discussing how every morning animals like deer and lions must run to survive, demonstrating the importance of processes. It then provides quotes about quality and the need for organizations to change and improve processes. The document outlines challenges modern businesses face like increasing competition, innovation speed, and customer demands. It argues that businesses must focus on people, technology, processes, and partners to succeed. The document then discusses what processes are, why they are important for delivering quality, improving productivity and reducing risks. It emphasizes that quality is determined by the quality of processes used. The document outlines challenges organizations face in implementing multiple standards and provides an overview of Adaptive's approach to developing integrated management
The governance maturity assessment identified an overall maturity level of 2, indicating some repeatable governance processes. Recommendations include chartering cross-enterprise governance committees, developing architectures to guide improvements, and requiring compliance with architectures and policies. Managing core capabilities, empowering technical providers, and defining issue escalation are also recommended to improve governance maturity. The assessment highlights the need for collaboration between business and IT leaders at strategic, tactical, and operational levels of governance.
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
This PowerPoint set includes BPM cycles (Business Process Management), implementation tools, definitions, analyses and assessment templates and many more designs and business elements on process management.
Process management serves to plan, design and implement business processes and to continuously increase business efficiency. Objectives of process management are, for instance, a precise definition of business procedures, cost calculations, better qualities of the end product and other business-oriented optimization components.
This presentation provides an easy to understand explanation of the concept of maturity that underlies all the CMMI® models, by using an analogy of a mature versus an immature person.
Capability Maturity Model Integrity (CMMI)Ivan Lanin
CMMI (Capability Maturity Model Integration) is a framework for improving an organization's processes by implementing best practices. It includes process areas like project management, configuration management, and requirements management. CMMI models can be used to assess an organization's processes and identify areas for improvement. Organizations can progress through maturity levels from initial/ad hoc processes to optimized, quantitatively managed processes as they improve their capabilities in each process area. CMMI provides a structured way for organizations to improve their processes to better manage projects, costs, schedules, and quality.
The document discusses CMMI (Capability Maturity Model Integration), a framework for process improvement and appraising the maturity of processes. It provides definitions of CMMI's key aspects including maturity levels, process areas, usage, benefits, and differences compared to other frameworks like ISO and Lean Six Sigma. CMMI aims to help organizations measure, monitor, and manage processes to improve performance, quality and reduce risks through a defined process improvement path.
SRL Methodology Library provides a concise summary of the key challenges and benefits of adopting a SOA methodology in 3 sentences:
Traditional application architectures have led to data duplication, process duplication, and integration challenges, but adopting SOA technologies without a methodology to guide implementation can exacerbate issues like support complexity and reliability decreases; a SOA methodology addresses these problems by promoting reusable services, improved data and process quality, and clear governance and controls over the SOA lifecycle. Proper implementation of a SOA methodology through incremental stages allows organizations to gain measurable benefits like reduced costs, increased agility, and faster development while avoiding potential downsides of an ad hoc SOA approach.
Fundamentals of business process management and BPMNGregor Polančič
The document provides an overview of fundamentals of business process management and BPMN (Business Process Model and Notation). It discusses key concepts including what a business process is, the business process lifecycle, and an introduction to BPMN for process modeling. The document covers the BPMN specification including elements for process and collaboration modeling, the BPMN meta-model and diagram interchange for exchanging BPMN diagrams.
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
Project Management Foundations Series Course 104 - Agile Project Management C...Think For A Change
This document provides an overview of an introductory course on agile project management concepts and SCRUM methodology. The course is divided into three segments: an introduction to agile project management concepts, a closer look at SCRUM, and applying agile PM to organizations. The target audience includes those with little experience in formal PM, agile concepts, or SCRUM. The document defines agile project management and its principles, then discusses the SCRUM framework including sprints, roles of the product owner and scrummaster, and how scrum addresses change management.
ITSM Academy Webinar - Process Maturity, It's Not About the NumbersITSM Academy, Inc.
A cornerstone of continual process improvement is assessing process maturity. Drawing from proven maturity models, this session provides attendees a checklist of the key factors that influence process maturity, along with a Transition Plan for each maturity level that describes specific transition steps. As it is often difficult to figure out where to begin, attendees will also receive a template for a Process Improvement Matrix that can be used to prioritize improvement activities.
This document provides an overview of business process management and process mapping. It discusses why organizations should shift from a functional view to a process view. The key aspects covered include:
- Explaining the difference between functional management and business process management
- Discussing the types of business processes like core, key sub, and enabling processes
- Outlining the 7 steps to process mapping like determining boundaries, listing steps, and finalizing the flowchart
- Providing examples of process mapping for order entry and manufacturing
- Discussing how to identify inputs, outputs, and classify variables in a 6 Sigma process mapping approach
The document advocates that organizations should understand customer-centric processes rather than individual functions in order
It Service Management Implementation OverviewAlan McSweeney
This document describes an IT service management framework and implementation. It discusses ITIL/ITSM and the service management processes including incident and service request management. It provides an overview of the incident and service request management process including its principles, relationships between processes, and detailed processes. The document emphasizes that implementing service management requires understanding why it's being done, what resources are needed, and should be done in phases.
Business Process Modeling Notation: A Foundation for Process TransformationNathaniel Palmer
BPMN is a business process modeling notation that provides a standard way to visualize business processes. It aims to be understandable by both business users and IT users. BPMN can be used to model processes at the implementation level but gaps exist in modeling processes at a strategic understanding level. New developments in BPMN 2.0 and business process refactoring aim to bridge this gap and allow processes to be modeled at both the strategic and implementation levels.
This document provides an overview of business process management and modeling techniques. It begins with recapping principles of BPM from the previous session. It then discusses why process decomposition and exception handling are important. The remainder of the document focuses on Business Process Model and Notation (BPMN) including flow objects, connection objects, artifacts, events, functions, naming conventions, and common modeling structures like EPC, VACD, and FAD. It emphasizes using BPMN to clearly communicate business processes and the importance of hierarchy and rules in process modeling. Sample organization charts and process models are also included.
My presentation (in EN) from itSMF Pomorze (Poland) meeting. It shows how to combine SCRUM agility in product development with Corporate Governance controls from COBIT.
The BPM lifecycle consists of 6 phases: 1) Process identification to determine what processes can be automated. 2) Process discovery to create "as-is" process models. 3) Process analysis to identify issues and improvement opportunities. 4) Redesign processes to create improved "to-be" process designs. 5) Process implementation by systemically using BPM software or non-systemically. 6) Process monitoring and controlling on an ongoing basis to measure performance and make adjustments.
The document discusses CMMI (Capability Maturity Model Integration), an internationally recognized standard for process improvement in software development. It provides an overview of CMMI and how it helps organizations improve processes, ensure quality, increase customer satisfaction and realize cost savings. Specific examples are given of organizations that achieved returns on investment from 5:1 to 13:1 after implementing CMMI. The relationship between CMMI and other frameworks like COBIT, ITIL and ISO 27001 is also summarized.
Fundamentally rethink how your building works in order to improve tenant service, cut operational costs, and become a world class competitor! This Presentation delivers essential tips for improving building processes to stay competitive in a buy and hold economy.
Presented by: Faraz Memon
What is Business Process Re-Engineering? Why is now the time to Re-Engineer your operations? How to find and locate operational areas to improve upon. The first steps to Re-Engineering your process & benchmarking. How to approach technology decisions & data migration. The best practices for Business Process Re-Engineering
Register to view presentation On-Demand:
http://be.buildingengines.com/Reg-Webinar-On-Demand-BusinessProcess-Reengineering.html
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
The document provides an overview of process excellence models and standards. It begins by discussing how every morning animals like deer and lions must run to survive, demonstrating the importance of processes. It then provides quotes about quality and the need for organizations to change and improve processes. The document outlines challenges modern businesses face like increasing competition, innovation speed, and customer demands. It argues that businesses must focus on people, technology, processes, and partners to succeed. The document then discusses what processes are, why they are important for delivering quality, improving productivity and reducing risks. It emphasizes that quality is determined by the quality of processes used. The document outlines challenges organizations face in implementing multiple standards and provides an overview of Adaptive's approach to developing integrated management
The governance maturity assessment identified an overall maturity level of 2, indicating some repeatable governance processes. Recommendations include chartering cross-enterprise governance committees, developing architectures to guide improvements, and requiring compliance with architectures and policies. Managing core capabilities, empowering technical providers, and defining issue escalation are also recommended to improve governance maturity. The assessment highlights the need for collaboration between business and IT leaders at strategic, tactical, and operational levels of governance.
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
This PowerPoint set includes BPM cycles (Business Process Management), implementation tools, definitions, analyses and assessment templates and many more designs and business elements on process management.
Process management serves to plan, design and implement business processes and to continuously increase business efficiency. Objectives of process management are, for instance, a precise definition of business procedures, cost calculations, better qualities of the end product and other business-oriented optimization components.
This presentation provides an easy to understand explanation of the concept of maturity that underlies all the CMMI® models, by using an analogy of a mature versus an immature person.
Capability Maturity Model Integrity (CMMI)Ivan Lanin
CMMI (Capability Maturity Model Integration) is a framework for improving an organization's processes by implementing best practices. It includes process areas like project management, configuration management, and requirements management. CMMI models can be used to assess an organization's processes and identify areas for improvement. Organizations can progress through maturity levels from initial/ad hoc processes to optimized, quantitatively managed processes as they improve their capabilities in each process area. CMMI provides a structured way for organizations to improve their processes to better manage projects, costs, schedules, and quality.
The document discusses CMMI (Capability Maturity Model Integration), a framework for process improvement and appraising the maturity of processes. It provides definitions of CMMI's key aspects including maturity levels, process areas, usage, benefits, and differences compared to other frameworks like ISO and Lean Six Sigma. CMMI aims to help organizations measure, monitor, and manage processes to improve performance, quality and reduce risks through a defined process improvement path.
SRL Methodology Library provides a concise summary of the key challenges and benefits of adopting a SOA methodology in 3 sentences:
Traditional application architectures have led to data duplication, process duplication, and integration challenges, but adopting SOA technologies without a methodology to guide implementation can exacerbate issues like support complexity and reliability decreases; a SOA methodology addresses these problems by promoting reusable services, improved data and process quality, and clear governance and controls over the SOA lifecycle. Proper implementation of a SOA methodology through incremental stages allows organizations to gain measurable benefits like reduced costs, increased agility, and faster development while avoiding potential downsides of an ad hoc SOA approach.
This presentation is an overview of Texavi's Social Business Maturity Model. It touches upon the goals, phases, maturity levels, key focus areas and metrics in building the social business.
Based on the interviews with E-Business managers held for the ’E-Business Maturity Model 2.0’ research several key recommendations have been identified to improve E-Business performance in organizations.
These recommendations serve as a guideline or checklist to see whether or not you have been doing the right things right.
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 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…
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.
Is CMMI a guarantee of performance improvement? - Isabel Margarido (Critical ...Paula Gomes
This document discusses a framework for evaluating the quality of implementation and organizational performance of CMMI models. It aims to select appropriate implementation methods and define performance indicators to allow early evaluation. The framework concept links CMMI goals and practices to quality principles, improvement techniques and operational practices. It also connects implementation methods to practices and defines leading and lagging performance indicators to measure organizational performance. The framework would help organizations implement CMMI models and the SEI evaluate performance improvements over time.
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.
CMMI High Maturity Best Practices HMBP 2010: Deploying High Maturity Practice...QAI
The document discusses deploying high maturity practices globally. It addresses the challenges of global deployment as well as the essential elements needed for robust deployment based on experience. The presentation covers challenges to high maturity, the intent of high maturity practices, foundational elements for success, and deploying high maturity practices globally. It emphasizes training, roles, and developing high maturity capability across locations.
This document provides an overview of CMMI-DEV 2.0, including:
- The components of Process Areas and how they tie together.
- Relationships among Process Areas in different categories like Project Management.
- Differences between CMMI v1.1 and CMMI-DEV v2.0, like changes to models, combinations, and IPPD changes.
- Using CMMI for appraisals and process improvement, including requirements, methods, considerations, and principles.
- Generic Goals and Generic Practices that support process institutionalization.
CMMI ML5: How to Fail? High Maturity Pitfalls and Misconceptions - José Gonça...Paula Gomes
This document discusses common pitfalls and misconceptions that can cause an organization to fail in achieving CMMI Level 5 maturity. It identifies 8 key "rules" or areas that often cause problems: 1) Lack of top management support; 2) Lack of stakeholder involvement; 3) Poorly defined metrics program; 4) Small changes to project management practices; 5) Unchanged quality routines; 6) Poor communication; 7) Difficult starting conditions; and 8) Failing to fully understand the depth required by the high maturity model. The presentation emphasizes that achieving CMMI Level 5 requires significant resources, belief in the process, persistence, strong communication, and involvement of relevant stakeholders.
Changes in CMMI-DEV and SCAMPI-A v1.3 - An Implementation PerspectiveRajesh Naik
This document summarizes the changes made in version 1.3 of the CMMI®-DEV and SCAMPISM models and methodologies. It outlines the agenda which includes changes to generic goals and practices, as well as changes at different maturity levels. Key changes include removing generic goals 4 and 5, shifting requirements management to the project management category, adding additional specific practices, and renaming and modifying some process areas. The document also provides an overview of the CMMI®-SVC model and how it can be applied to different service domains.
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.
The Standard CMMI Appraisal Method for Process Improvement (SCAMPI) is an appraisal method used to drive improvements in systems and software engineering processes. SCAMPI appraisals involve trained teams examining processes, documents, and interviews to evaluate strengths, weaknesses, and determine a maturity rating. The appraisal follows a defined process including planning, conducting interviews and documentation review, validating findings, and reporting results to identify improvement opportunities.
This document provides an overview and analysis of appraisal results from organizations that underwent CMMI appraisals between 2011 and September 2011. It finds that over 65% of organizations had a maturity level of Managed, while 23.4% had Defined maturity. It also shows that commercial/in-house organizations make up the majority at 80.5% and had higher levels of maturity compared to contractors and government agencies. The results are meant to characterize adoption of CMMI models and cannot be used for certification purposes.
This document discusses how agile methodologies can overlap with the Capability Maturity Model Integration (CMMI) framework. It provides an overview of CMMI and the agile manifesto. It then explains how tools like sprint burn down charts and velocity charts can help meet CMMI generic practices like monitoring and controlling processes, objectively evaluating adherence, and collecting improvement information. The document demonstrates how agile artifacts like product and sprint backlogs align with CMMI work breakdown structures and responsibilities. In summary, it argues that agile methodologies can enhance both CMMI and agile by bringing practices from each approach together.
This document discusses blending agile development methods with the CMMI framework. It begins by outlining two common myths about agile development and CMMI - that agile is undisciplined and CMMI is outdated. The document argues that with the right understanding, agile and CMMI can be philosophically compatible. It then provides an overview of agile methods like Extreme Programming and Scrum and the goals of CMMI. The rest of the document discusses how to map agile practices to CMMI process areas and provides examples of how an XP-inspired process could fulfill the requirements of CMMI level 2 processes like requirements management and project planning. It cautions that this mapping represents a minimum effort
Scrum is an agile project management framework that focuses on iterative development with short cycles called sprints. Key aspects of Scrum include product backlogs created by a product owner, sprints that last 2-4 weeks where a cross-functional team works to complete items from the backlog, and daily stand-up meetings for the team. Scrum aims to improve productivity by allowing for rapid adaptation to changing requirements through its iterative process and emphasis on working software over documentation.
Scrum is an agile project management framework that focuses on iterative development with short cycles called sprints. Key aspects of Scrum include product backlogs created by a product owner, sprints that last 2-4 weeks where self-organizing teams work to complete items from the backlog, and daily standup meetings for teams. Scrum aims to improve productivity by allowing for rapid adaptation to changing requirements through its iterative process and emphasis on working software over documentation.
Scrum is a project management method used in software development that focuses on delivering business value continuously. It uses short "sprints" of approximately one month where cross-functional teams work to complete specific tasks. Key aspects of Scrum include a product owner who prioritizes features, sprints to structure work into timeboxed periods, and daily stand-up meetings for teams to share updates and remove impediments. The goal of Scrum is to allow for rapid adaptation to changing requirements through its empirical and iterative process.
Apply Scrum to Your Hardware & Manufacturing Projects for Better Results by H...SmitsMC LLC
Myth: You can't iterate hardware. Really? Let's talk about John Deere. In 2012, we documented that it typically took them 18 - 36 months to develop a working prototype. After working with Scrum, they had a working prototype in 8 MONTHS. This presentation demonstrates more stories like this one.
A Critical Look at CMM and Agile Through Gen YNaresh Jain
Much has been written about the commonality or even the lack of it between Agile and CMM. CMM claims to be a flexible model that can be tailored and adapted to many life cycles. This facilitated attempts to bring-in the iterative life cycles and practices of Agile under CMM model. However, the debate on their compatibility continued as is evident in Kevin Trethewey‘s blog, which is one of many of its kinds.
The continued discussion is evident enough that it is not sufficient to compare practice to practice and arrive at any reasonable conclusion about their overall compatibility.
The document provides an overview of the Capability Maturity Model Integration (CMMI). It discusses key aspects of CMMI including its focus on process improvement, the two representations (staged and continuous), maturity/capability levels, process areas, and components such as goals and practices. It compares CMMI to its predecessor models and explains how CMMI integrates multiple disciplines like systems engineering, software engineering, and integrated product development.
The document discusses various contemporary trends in quality engineering and management, including Just-in-Time (JIT) manufacturing, Lean manufacturing, Agile manufacturing, World Class Manufacturing (WCM), Total Productive Maintenance (TPM), Benchmarking, Business Process Reengineering (BPR), and Six Sigma. It provides overview definitions and explanations of the key concepts and principles for each trend.
The document provides an overview of the Scrum agile framework for software development. It defines Scrum, outlines its history and components, and describes key aspects like roles, artifacts, and the sprint process. Scrum uses short development iterations called sprints to incrementally develop working software, with daily stand-ups and sprint planning and review meetings. Roles include the product owner, scrum master, and self-organizing cross-functional team. Artifacts include the product and sprint backlogs and burn down charts. The document also discusses scaling Scrum for large projects.
Agile development makes elephants danceEthan Huang
This document discusses agile development and how it can help address issues with traditional waterfall development approaches. It provides an overview of agile principles from the Agile Manifesto, popular agile methodologies like Scrum and XP, and how agile practices emphasize iterative development, emergent requirements, frequent inspection/adaptation, and valuing individuals/interaction over processes. A real example is given of how adopting scrum helped turn around a failing project that was over budget and delivering poor quality.
Scrum is an agile framework for completing complex projects. It focuses on delivering the highest business value in the shortest time. The document discusses the history and principles of Scrum, including its three core values: transparency, adaptation, and inspection. It describes the three roles in Scrum - Product Owner, Scrum Master, and Scrum Team. The Scrum process includes sprints, daily stand-up meetings, sprint reviews, and retrospectives. The key artifacts are the product backlog, sprint backlog, and burn-down charts. Common challenges to Scrum adoption are also reviewed.
Agile Organization with Scrum@Scale, Vimar Spa a real examplePaolo Sammicheli
The document discusses scaling agile organizations through the Scrum@Scale framework. It introduces Scrum@Scale concepts like the scaled daily scrum, executive action team, scaling the product owner role, and using a scale-free network architecture. The framework aims to synchronize large numbers of people through nested daily scrums at different levels from team to executive. It also emphasizes removing bureaucracy through a minimum viable bureaucracy and addressing impediments across levels from team to executive action team. Real-world examples of scaling Scrum to hundreds and thousands of people at companies like SAAB are provided.
This document presents on Agile and Scrum methodologies. It defines Agile as iterative and incremental software development approaches. Scrum is described as a framework that uses short cycles ("sprints") to incrementally develop products. Key Scrum roles of the self-organizing team, Scrum Master, and Product Owner are outlined along with advantages like adaptability and disadvantages like inflexibility.
This document discusses implementing CMMI in an agile software development organization. It estimates that agile practices like Scrum already address around 65% of CMMI practices, with the remaining 35% requiring work in areas like risk management, configuration management, and quality assurance. The document provides a reference sheet mapping CMMI practices to agile outputs. It concludes that CMMI implementation is not difficult but requires training people in agile practices, tracking activities as evidence, and seeing CMMI as complementing rather than replacing agile practices, with management commitment key to success. The effort required depends on factors like existing agile maturity and resources.
"How Scrum Motivates People" by Rudy Rahadian (XL Axiata)Tech in Asia ID
Rudy is graduated from non-IT/ non-Computer Science degree but start his debut as a Junior Web Designer at his own almamater, Brawijaya University - Malang with two silver bullet, Front Page and Photoshop Skill :) .
Ever work for various company scale, from startup to enterprise, even freelancing. Now, working as an Agent of Happyness (read: Scrum Master) in XL Axiata. He is very excited to have awesome team, both business and developer team, together build better software development environment, in Agile way. And the team looks so happy to nurture their 'baby scrum' now.
Also, he is actively going to Agile and Scrum event, meetup, congress, lean coffee, and also organize some scrum event in Jakarta. Means, still learn!
***
This slide was shared at Tech in Asia Product Development Conference 2017 (PDC'17) on 9-10 August 2017.
Get more insightful updates from TIA by subscribing techin.asia/updateselalu
This document provides an introduction to Agile SCRUM methodology. It defines Agile as an iterative approach to software delivery that builds incrementally from the start. SCRUM is described as the most commonly used Agile framework. The core components of SCRUM include roles like Product Owner and Scrum Master, ceremonies such as Sprint Planning and Daily Scrum, and artifacts like the Product Backlog and Sprint Backlog. The document outlines the SCRUM process, which involves prioritizing work, committing to sprints, and delivering working software incrementally in short cycles with daily stand-ups and sprint reviews.
Six Sigma is a data-driven methodology for eliminating defects and reducing variation in manufacturing and business processes. It aims to achieve near-perfect process performance or outputs. The key aspects of Six Sigma discussed in the document are:
- The DMAIC and DMAIV processes which involve defining problems, measuring key aspects, analyzing data, improving processes, and controlling/verifying results.
- Key roles like Champions, Master Black Belts, Black Belts and Green Belts who lead and work on Six Sigma projects.
- Statistical and analytical tools used at each stage like fishbone diagrams, ANOVA, regression and control charts.
- Its origins at Motorola in the 1980s and how it has
CMMi provides a framework of best practices to improve processes through five levels of maturity. Pursuing process improvement requires time and investment but provides directed progress towards goals like coordinated teamwork and predictable results, complementing a focus on technology and people. Common myths are that processes interfere with creativity or are unnecessary for small projects, but processes can reduce costs and defects while improving customer satisfaction. The five maturity levels progress from ad-hoc processes to continuous improvement. While culture change causes pain, the gains of improved cost, schedule and quality make the journey worthwhile.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
The document discusses common obstacles that large organizations face when trying to adopt agile practices like Scrum. It identifies 7 main obstacles: 1) naive resource management where adding people does not increase productivity, 2) organizing teams by functional specialization instead of cross-functional teams, 3) organizing teams by architectural components instead of features, 4) distraction from too many tasks and priorities, 5) reluctance to continuously refine and reprioritize work, 6) allowing technical debt to accumulate, and 7) lack of commitment to the transformation. The root causes of these obstacles are typically bad habits, unexamined reflexes, and misconceptions rather than external factors like too much work or not enough resources.
Similar to CMMi = Scrum, Keynote, Recife May 08 (20)
Meetup vom 09.12.2020 mit Christoph Schmiedinger, Carsten Rasche, Ellen Thonfeld, Kathrin Tuchen und Boris Gloger.
Das Meetup Video könnt ihr euch hier nochmal ansehen: https://youtu.be/bHxKWFM_Jgk
Hier gibt es das Buch zu kaufen: https://stayhome.hanser-kundencenter.de/fachbuch/artikel/9783446466524
borisgloger Meetup vom 2.12.2020
Warum werden Schülerinnen und Schüler – unsere Fach- und Führungskräfte von morgen – noch immer mit Methoden der Industrialisierung ausgebildet? Geht das nicht völlig an unserer Lebensrealität vorbei? Nicht erst die Corona-Krise zeigt: Schulen bereiten sich wenig auf zeitgemäßen und digitalen Unterricht vor.
Klar ist: Wir brauchen neue Ansätze, die den Schüler in den Mittelpunkt stellen. Denn der klassische Frontalunterricht erfüllt in vielerlei Hinsicht nicht die Anforderungen an ein modernes Schulsystem. Doch was braucht es für ein zukunftsfähiges Schulsystem eigentlich? Sind es neue Lehr- und Lernmethoden, das komplett digitalisierte Klassenzimmer oder ein zentral gesteuertes Bildungssystem? Wo setzen wir an, um Schule und später auch Hochschule und Erwachsenenbildung anders zu gestalten? Welche Voraussetzungen müssen dafür geschaffen werden? Und welchen Stellenwert nimmt die Führung – also die Schulleitung – dabei ein?
Das diskutieren wir in unserem Bildungspanel mit Prof. Dr. Gerald Lembke, Prof. Dr. Kerstin Mayrberger, Aga Trnka-Kwiecinski, Ali Mahlodji und Boris Gloger.
Link zum Video: https://youtu.be/VU_Ung5o7wc
Meetup - 13.10.2020
Fact is: never before have distributed and virtual teams been as important as over the last few months. But even after this initially unusual situation we will continue to work in distributed teams, be it due to globalization, cooperation or the "War for Talent". And perhaps the crisis will even enable us to strengthen our digital collaboration skills in such a way that we will be able to do this much more effectively and efficiently in the future.
For this event, borisgloger has partnered with Erste Group to share numerous good practices with you. CHRISTOPH SCHMIEDINGER (borisgloger consulting), joined by MARGARITA YONOVA-POPOVA (Erste Bank AG) and ALEXANDRA ÖLLINGER (Erste Group IT) will present you a Corona Edition of our agile flavoured collaborative hacks for distributed teams.
You can rewatch the presentation here: https://youtu.be/WUZ0WbkvX-M
Als agile Beraterinnen und Berater helfen wir Unternehmen, mit Komplexität umzugehen und Ziele zu erreichen. Wir wissen: Nur wenn wir von dem, was wir tun, wirklich überzeugt sind, können wir auch große Ziele erreichen. Wir sind überzeugt, dass wir jetzt sofort unseren Beitrag für eine faire und gemeinwohlorientierte Welt leisten müssen.
Unsere Vision
Wir wollen unseren Beitrag leisten für eine Zukunft, in der Menschen Freude an ihrer Arbeit haben und gut leben können, in der Unternehmen verantwortungsvoll wirtschaften, in der die Umwelt gesund ist und alle Generationen eine lebenswerte Welt vorfinden.
Warum scheitern Projekte, bevor sie begonnen haben? Wie beauftragen wir einen Dienstleister agil? Wie können wir den Einkauf planen, wenn sich der Umfang des Projektes zwangsläufig ändern wird? Wie erreichen wir, dass die externen Dienstleister mit uns in die gleiche Richtung arbeiten? Agile Beschaffung integriert die Zusammenarbeit und Vertragsgestaltung mit Zulieferern in die agile Prozesslandschaft.
Mit dem Buch „Der Agile Festpreis“ lieferte Andreas Opelt eine echte Pionierarbeit für die agile Beschaffung, an der auch Boris Gloger mitwirkte. Mirko Kleiner schuf mit Lean-Agile Procurement einen innovativen und ganzheitlicheren Ansatz, indem er das Vorgehen, wie wir zu einem agilen Vertrag (z.B. agiler Festpreis) gelangen, komplett nach agilen Werten und Prinzipien gestaltet. Das bedeutet, dass alle Beteiligten früher in die agile Zusammenarbeit involviert werden, auch die Zulieferer. Dabei entwickelte Mirko den BizDevOps-Gedanken weiter und integrierte neben der Business-Seite auch Compliance, Legal, Procurement u.a. Die Erfahrung gibt ihm Recht. Mit Lean-Agile Procurement können unglaubliche Dinge gelingen, wie die Beschaffung eines ERP Systems in nur zwei Tagen.
Unsere Experten, eure Fragen
Mirko und Boris werden in einem lockeren Gespräch durch das Online-Meetup führen. Ausgehend von den bekannten Herausforderungen der Vertragsgestaltung skizzieren sie, wie das innovative und originelle Lean-Agile Procurement eine umfassendere Lösung bietet, als es vor zehn Jahren mit dem agilen Festpreis möglich war. Ihr seid herzlich eingeladen, jederzeit Fragen zu stellen.
----
Ihr habt das MeetUp verpasst? Dann schaut euch doch die Aufzeichnung unter https://youtu.be/lBt04xW2NIg an und erfahrt mehr!
Meetup vom 22.04.2020 mit Carsten Rasche
Agiles Arbeiten und Gestalten ist im Bildungsbereich angekommen: Mit Scrum4Schools darf die Schule endlich wieder Spaß machen – denn statt starrer Lehrpläne und vorgegebener Inhalte stehen die eigentlichen Hauptpersonen im Mittelpunkt: Die Schüler. Das gibt auch wichtige Impulse für das Arbeiten in agilen Teams und neue Formen der Erwachsenenbildung geben.
Bei Scrum4Schools arbeiten die Schüler*innen (oder Student*innen) selbstständig an ihren Aufgaben und übernehmen Verantwortung für den Prozess und ihr Lernteam – der Lehrende legt zuvor lediglich das Lernziel fest und steht den Schülern beratend zur Seite. Die Folge davon sind intrinsische Motivation, Freude, persönliches Wachstum und bessere Resultate. borisgloger consulting hat diese neue Form des Lernens ins Leben gerufen und unterstützt Schulen und Universitäten pro bono dabei, Scrum4Schools zu testen und nachhaltig in den Unterricht zu integrieren.
Auf dem Meetup gibt uns Carsten eine kurze Einführung zu Scrum im Bildungsbereich, berichtet von der Anwendung in verschiedenen Schulen und wie man das Konzept in Zeiten von Remote/Home-Schooling anwenden kann. Anschließend wollen wir gemeinsam ins Gespräch kommen, wie die Teilnehmer das Konzept selbst in ihrem Kontext anwenden können.
Die jetzige Situation erfordert von allen Parteien “Umdenken”. Die Lehr*Innen stehen vor den Herausforderungen: Wie vermittle ich den Stoff aus dem Lehrplan? Wie bekomme ich noch einen Draht zu den Kindern? Wie schaffe ich Begeisterung für den Lernstoff? Die Schüler*Innen lernen gerade erst den Umgang mit der digitalen Welt als “Arbeitsmittel”, lernen sich selbst zu organisieren und nebenbei auch noch den Schulstoff eines ganzen Halbjahres. Und auch die Eltern finden sich in einer neuen Rolle: Sie werden wieder viel aktiver mit einbezogen in den Lernerfolg der Kinder. Wir wollen Euch unterstützen! Lasst uns gemeinsam Remote Unterricht erfolgreich machen. Dieses Meetup wendet sich besonders an Lehrer und Eltern.
Seit zwei Jahren wenden wir unser Scrum4Schools Framework an deutschen und österreichischen Schulen an. Das Framework bietet unzählige Möglichkeiten digitales Lernen zu organisieren. Das möchten wir gerne jetzt “im großen Stil” mit allen Interessierten teilen und eine Deutschland- und Österreichweiten Community aufzubauen, die sich gegenseitig bei der Anwendung in ihrem jeweiligen Kontext unterstützt. Startschuss wird unser Meet-Up sein. Auf dem Meet-Up werden wir gemeinsam in Mini Workshop Sequenzen erarbeiten, wie Lehr*Innen, Eltern und Schüler*Innen das Lernen von zuhause besser zu organisieren.
Wie Schülerinnen und Schüler zum Thema Identität und Gesellschaft erfolgreich Projekte durchführen
Vortrag auf der Agile beyond IT am 13.03.2019 in Berlin
This document summarizes a presentation on DevOps given by Andreas de Pretis. Some key points:
- DevOps aims to break down silos between development and operations teams through collaboration and automation.
- Traditionally, these teams were separated which led to inefficiencies. DevOps advocates giving developers operational responsibilities.
- Successful DevOps adoption requires changing team structures and mindsets, not just implementing tools. It is a cultural and organizational transformation.
- Case studies and reports show how companies like Amazon, LinkedIn, and HP have benefited from DevOps approaches.
Es klingt so einfach – am Ende einer Iteration soll der Stand der Applikation so sein, dass er potenziell ausgerollt werden kann. Die Realität sieht jedoch anders aus. Was sich bei einem Team oft schon schwer gestaltet, wird bei der Betrachtung von großen Applikationen, bei denen mehrere Teams gemeinsam etwas liefern müssen, schnell zum Albtraum. Die Schmerzen, die viele Organisationen erleben, wenn sie in ihren Integrationsphasen sind, und die gerne vermieden werden sollen, pochen um so lauter in den Venen der
Organisation, je konsequenter das Management auf Scrum und die Idee von Done setzt. Es ist ein weiter Weg hin zu Continuous Delivery. Welche Aspekte es dabei zu beachten gibt – das macht Boris Gloger anhand von ein, zwei Beispielen klar. Er geht darauf ein, welche Herausforderungen an die Software-Entwickler und die IT-Organisation der Zukunft gestellt werden, und dass wir die ganze Kreativität der Software-Engineers benötigen um diese Herausforderungen zu meistern.
Wir brauchen eine Antwort auf die Frage: Wie kann man einen Vertragsrahmen schaffen, der Einkäufern, Verkäufern und Projektmanagern die notwendige Sicherheit bei agil durchgeführten Projekten gibt? Agile Methoden der Softwareentwicklung – und darunter vor allem Scrum – haben sich de facto bereits durchgesetzt. Doch stehen sowohl Anbieter als auch Einkäufer agiler Softwareentwicklung vor der Herausforderung, wie man der Falle des Festpreises ohne die Nachteile von Time & Material entkommt. Wie kann man agile Softwareentwicklung einkaufen oder verkaufen? Unsere Antwort darauf findet sich in diesem Vortrag: Der Agile Festpreis.
The document discusses using the Scrum framework to successfully manage knowledge workers. Scrum is a management framework that focuses on customer satisfaction rather than just meeting minimum requirements. Professional service firms today utilize tools like Scrum, Kanban, and the Theory U process to create innovative organizations that serve knowledge workers by being human-centric, flat, and adaptive.
Don’t talk tech - Talk business.
Principles for going beyond product development and software development
Focus
Deliver value to customers in each iteration.
Create context for continuous
self-improvment by the teams.
Communicate, Communicate & Communicate.
Create a peer culture.
Empower your creatives!
Craft a learning environment.
Empower your creatives!
This document discusses using Scrum as a management framework across three levels in an organization: innovation, product development, and production/maintenance. It argues that the role of management is to set constraints by providing people with exactly what they need to do their jobs, and no more. Management should fund necessary innovation investments and use Scrum practices like timeboxing, prototyping, and inspecting/adapting to manage projects while still allowing creativity. Reinventing Scrum as a unified management approach across all levels could help leaders manage by creating the right constraints for each level.
The document discusses the role and responsibilities of a product owner in planning and prioritizing user stories for development. It mentions writing and prioritizing user stories, planning sprints, considering factors like ROI, risk, and the Kano model, and using techniques like story mapping and estimating story points per sprint. The document is a presentation from Christoph Stock of TNG Technology Consulting GmbH on the topic of product owner responsibilities.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
48. integrated team -- A group of
people with complementary skills
and expertise who are committed to
delivering specific work products in
timely collaboration.
(CMMI 2nd ed. page 622)
49. instutionalization is an
important concept in process
improvement. (...)
An institutionalized process is more
likely to be retained during times of
stress
--- CMMi, 2nd ed., p. 151
52. The purpose of Validation (VAL)
is to demontrate that the product or
product component fulfils the
intended use when placed in its
intended environment
53. The purpose of Validation (VAL)
is to demontrate that the product or
product component fulfils the
intended use when placed in its
intended environment
SP 1.3. Establish and maintain
procedures and criteria for
validation
55. SG1 - A set of organizational process
assets is established and maintained!
IPPD - “Integrated processes that
emphasize parallel rather than serial
development are a cornerstone of
IPPD implementations.”
56. “Product development processes ... are
conducted concurrently. Such integrated
processes should accommodate the
information provided by stakeholders
representing all phases of the product
lifecycle from both business and
technical functions.”
57. SP1.3. E&M the tailoring criteria and
guidelines for the organizational set
of standard processes.
In creating the tailored criteria and
guidelines, include considerations for
concurrent development and
operation with integrated
teams. ...
58. Processes, such as resource
allocation, will also be tailored
differently if the project is
operating with integrated teams.
90. CMMi
maps large org:
centralistic
hierarchy
dominant
slow
process driven
push
non agile
men
91. CMMi Scrum
maps large org: maps the new org:
centralistic federalistic
hierarchy flat
dominant collaborative
slow fast
process driven innovative
push pull
non agile agile
men women
92. Scrum
maps the new org:
federalistic
flat
collaborative
fast
innovative
pull
agile
women
93. CMMi = Scrum
A Provocation to See the Truth
created by
Boris Gloger
boris@borisgloger.com
copyright by boris gloger 2008