Presentation done at SEPG Europe 2013 in Amesterdam, organised by the CMMI Institute. This presentation gives valuable lessons that can be applied by any organisation that wants to improve processes.
The VALS project meeting overview document discusses:
1. The agenda for the two-day VALS project meeting in Bolton, UK, which includes reviewing project status, tasks, management issues, placements, and dissemination.
2. Current numbers for the Semester of Code program including participating universities, companies, and placement proposals.
3. Notes from the external evaluator praising the project but noting challenges with student participation and need for further integration and marketing.
4. The status of project deliverables which are still pending finalization.
III Conferência CMMI Portugal, Discussion Panel: CMMI challenges of V1.3 and ...isabelmargarido
What changed with the newest version of CMMI, released in 2010? What path is the CMMI Institute following to solve problems and evolve the model to today's market rapid changes?
This presentation includes some results and raises pertinent questions that concern the CMMI community of implementers, practitioners and researchers.
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.
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 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…
The document provides 7 approaches for small and medium businesses to implement ITIL in a way that works for their organization. The approaches emphasize choosing minimal and practical ITIL processes, evolving processes gradually, selecting the right tools, picking process owners and champions, making the processes team-focused rather than individual-focused, and remembering that the main goal is providing good IT service rather than strict process adherence.
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.
The VALS project meeting overview document discusses:
1. The agenda for the two-day VALS project meeting in Bolton, UK, which includes reviewing project status, tasks, management issues, placements, and dissemination.
2. Current numbers for the Semester of Code program including participating universities, companies, and placement proposals.
3. Notes from the external evaluator praising the project but noting challenges with student participation and need for further integration and marketing.
4. The status of project deliverables which are still pending finalization.
III Conferência CMMI Portugal, Discussion Panel: CMMI challenges of V1.3 and ...isabelmargarido
What changed with the newest version of CMMI, released in 2010? What path is the CMMI Institute following to solve problems and evolve the model to today's market rapid changes?
This presentation includes some results and raises pertinent questions that concern the CMMI community of implementers, practitioners and researchers.
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.
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 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…
The document provides 7 approaches for small and medium businesses to implement ITIL in a way that works for their organization. The approaches emphasize choosing minimal and practical ITIL processes, evolving processes gradually, selecting the right tools, picking process owners and champions, making the processes team-focused rather than individual-focused, and remembering that the main goal is providing good IT service rather than strict process adherence.
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.
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.
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.
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.
The document discusses implementing CMMI at a company in Portugal. It describes preparing for CMMI implementation by raising awareness of what it means, preparing stakeholders for potential challenges, and focusing on change management using the ADKAR model. The presentation then shares the company's experience implementing CMMI, including training employees, analyzing gaps, deploying processes, and seeing positive results from using the ADKAR model to guide change.
CMMI - High Maturity Misconceptions and PitfallsRajesh Naik
This document discusses high maturity process implementation and common pitfalls. It begins by outlining the agenda, which includes process performance models, sub-process control, managing process improvements, and typical misconceptions and pitfalls. It then discusses how process performance models are complex because reality is complex, and outlines simplifications commonly made. It also notes that outcomes of complex processes are difficult to intuitively predict. The document concludes by identifying common issues seen in implementing high maturity practices and what should be seen in future high maturity implementations to address these issues.
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.
Eileen Forrester from the Software Engineering Institute discusses the upcoming release of CMMI Version 1.3. She characterizes the changes in Version 1.3, which are primarily minor revisions based on user feedback. She outlines the schedule for releasing updated models, training, and appraisal materials over the next year. Qualification requirements are provided for various roles for working with Version 1.3. Feedback is requested on draft SCAMPI appraisal method updates.
Cmmi and quality practices to support military operational readinessKobi Vider
Every combat operational unit is a combination of individuals that have unique professions and individual capabilities. The unit capability to achieve its mission objectives in a given scenario is fully depended on the sum of all individuals' individual performance capability and the timing of it.
Unit strategies and objectives set the step for performance excellence. However to achieve the desired operational results, we also need to give our people the tools, knowledge, and opportunities—pushing the opportunity for success down to our people.
One of the key ways that people performance excellence is through impacting their unit's procedures and combat doctrines. The ability to rapidly and continuously design, develop, and adapt your procedures and combat doctrines and targets in an agile and transparency to change and implement fashion is a huge advantage and includes:
• Management capability level from both professional and knowledge level
• Performance and reporting norms
• Self management and self discipline maintaining personal professional and knowledge capabilities
• Individual and team discipline
• Cooperation and knowledge and resource sharing
• Appropriate visibility of information, data and capabilities
• Quality of readiness and preparedness for performing mission
• Centralized resource management and appropriate utilization and usage of it
• Multidimensional management (future planning, unit strategy, short term objectives, the immediate objectives)
• Initiating, developing and implementation management of new tactics and technologies
• Balanced planning and deploying new tactics improvements and new technologies in a measured way that will quantify the improvement vs. expectations
• Information, data and communication security
Operational unit must develop and implement collaborative, transparent and repeatable combat doctrines that foster a culture of total performing and learning environment. Therefore writing new combat doctrine or tactics may turn out to be the easy part of the improve¬ment. This can be a very depressing thought to those who spend years in combat doctrine groups such as MOUT combat doctrine action teams or combat training facilities developing training materials.
Sometimes the “light at the end of the tunnel” seems to be publication of an inte¬grated set of descriptions of improved combat doctrines. However, once those combat doctrines are defined, documented, and even com¬mu¬nicated, much work remains.
In order for improvement to happen according to these new combat doctrine descrip-tions, each person working in the imple¬mentation organization will need to do the following
The document discusses how various IT management frameworks and standards such as ITIL, COBIT, ISO 27001, Six Sigma, and PRINCE2 are related and can be used together. It argues that no single framework is sufficient on its own and organizations benefit most from an integrated approach. Recommendations are provided for prioritizing frameworks based on needs and gradually implementing an integrated toolkit over time through careful planning and tailoring.
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.
Applying Capability Maturity Model Integration (CMMI) for Your Company Proces...rhefner
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.
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.
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 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
The beginning of a checklist version of the CMMI guidelines. If you would like the original Excel version let me know, and let SlideShare know they need to support Excel files.
III Conferência CMMI Portugal, Presentation 5: Problems of CMMI® Implementati...isabelmargarido
This document summarizes a presentation on problems organizations face when implementing CMMI and achieving high maturity levels. It discusses a case study of three organizations that achieved CMMI level 5 maturity. Through analysis of the case study and literature, common problems were identified in areas such as entry conditions, process definition, metrics definition, and tool setup. Recommendations are provided to address each problem, such as gradually maturing lower levels before pursuing high maturity and involving experts in defining meaningful metrics. The presentation concludes future research could evaluate the quality of CMMI implementations.
Interview guide erp 2013 1 for business and organisations that use ERPMichael Le Duc
This document is a guide for interviews and surveys regarding ERP adoption and implementation at Mälardalen University. It contains questions about a company's history with ERP systems, which systems and modules they use, the implementation process, critical success factors, and general comments. The purpose is to collect information on ERP use that can be used for research and education. Respondents have the option of remaining anonymous.
The use of games on the teaching of programming: a systematic reviewThiago Reis da Silva
The document summarizes a systematic review of research on using games to teach programming. It describes the review's methodology, including searching academic databases and conferences for studies from 2009-2013. The results found that games were effective at teaching programming concepts using languages like Java and visual programming environments. Studies varied in scale but most found games improved motivation, concentration, and pass rates for programming students across education levels. Benefits included workshops being fun and engaging ways to learn programming processes, while limitations included abstraction and specifying solutions.
Plan International - How they trained global employees on SAP quickly and cos...Assima
Stephen Doune from Plan International talks about the challenges of streamlining projects and delivering the best services for communities when you are a non- profit organisation. The case study details how they trained employees around the world on new SAP systems quickly, consistently and cost effectively.
This document summarizes the professional profile of an individual with over 7 years of experience as a Quality Manager and Lean Six Sigma Master Black Belt. They have extensive experience leading quality teams and implementing quality systems and process improvements for large international projects. Some of their accomplishments include achieving quality and cost savings targets, restructuring quality departments, and being promoted quickly due to improvements implemented.
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.
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.
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.
The document discusses implementing CMMI at a company in Portugal. It describes preparing for CMMI implementation by raising awareness of what it means, preparing stakeholders for potential challenges, and focusing on change management using the ADKAR model. The presentation then shares the company's experience implementing CMMI, including training employees, analyzing gaps, deploying processes, and seeing positive results from using the ADKAR model to guide change.
CMMI - High Maturity Misconceptions and PitfallsRajesh Naik
This document discusses high maturity process implementation and common pitfalls. It begins by outlining the agenda, which includes process performance models, sub-process control, managing process improvements, and typical misconceptions and pitfalls. It then discusses how process performance models are complex because reality is complex, and outlines simplifications commonly made. It also notes that outcomes of complex processes are difficult to intuitively predict. The document concludes by identifying common issues seen in implementing high maturity practices and what should be seen in future high maturity implementations to address these issues.
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.
Eileen Forrester from the Software Engineering Institute discusses the upcoming release of CMMI Version 1.3. She characterizes the changes in Version 1.3, which are primarily minor revisions based on user feedback. She outlines the schedule for releasing updated models, training, and appraisal materials over the next year. Qualification requirements are provided for various roles for working with Version 1.3. Feedback is requested on draft SCAMPI appraisal method updates.
Cmmi and quality practices to support military operational readinessKobi Vider
Every combat operational unit is a combination of individuals that have unique professions and individual capabilities. The unit capability to achieve its mission objectives in a given scenario is fully depended on the sum of all individuals' individual performance capability and the timing of it.
Unit strategies and objectives set the step for performance excellence. However to achieve the desired operational results, we also need to give our people the tools, knowledge, and opportunities—pushing the opportunity for success down to our people.
One of the key ways that people performance excellence is through impacting their unit's procedures and combat doctrines. The ability to rapidly and continuously design, develop, and adapt your procedures and combat doctrines and targets in an agile and transparency to change and implement fashion is a huge advantage and includes:
• Management capability level from both professional and knowledge level
• Performance and reporting norms
• Self management and self discipline maintaining personal professional and knowledge capabilities
• Individual and team discipline
• Cooperation and knowledge and resource sharing
• Appropriate visibility of information, data and capabilities
• Quality of readiness and preparedness for performing mission
• Centralized resource management and appropriate utilization and usage of it
• Multidimensional management (future planning, unit strategy, short term objectives, the immediate objectives)
• Initiating, developing and implementation management of new tactics and technologies
• Balanced planning and deploying new tactics improvements and new technologies in a measured way that will quantify the improvement vs. expectations
• Information, data and communication security
Operational unit must develop and implement collaborative, transparent and repeatable combat doctrines that foster a culture of total performing and learning environment. Therefore writing new combat doctrine or tactics may turn out to be the easy part of the improve¬ment. This can be a very depressing thought to those who spend years in combat doctrine groups such as MOUT combat doctrine action teams or combat training facilities developing training materials.
Sometimes the “light at the end of the tunnel” seems to be publication of an inte¬grated set of descriptions of improved combat doctrines. However, once those combat doctrines are defined, documented, and even com¬mu¬nicated, much work remains.
In order for improvement to happen according to these new combat doctrine descrip-tions, each person working in the imple¬mentation organization will need to do the following
The document discusses how various IT management frameworks and standards such as ITIL, COBIT, ISO 27001, Six Sigma, and PRINCE2 are related and can be used together. It argues that no single framework is sufficient on its own and organizations benefit most from an integrated approach. Recommendations are provided for prioritizing frameworks based on needs and gradually implementing an integrated toolkit over time through careful planning and tailoring.
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.
Applying Capability Maturity Model Integration (CMMI) for Your Company Proces...rhefner
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.
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.
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 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
The beginning of a checklist version of the CMMI guidelines. If you would like the original Excel version let me know, and let SlideShare know they need to support Excel files.
III Conferência CMMI Portugal, Presentation 5: Problems of CMMI® Implementati...isabelmargarido
This document summarizes a presentation on problems organizations face when implementing CMMI and achieving high maturity levels. It discusses a case study of three organizations that achieved CMMI level 5 maturity. Through analysis of the case study and literature, common problems were identified in areas such as entry conditions, process definition, metrics definition, and tool setup. Recommendations are provided to address each problem, such as gradually maturing lower levels before pursuing high maturity and involving experts in defining meaningful metrics. The presentation concludes future research could evaluate the quality of CMMI implementations.
Interview guide erp 2013 1 for business and organisations that use ERPMichael Le Duc
This document is a guide for interviews and surveys regarding ERP adoption and implementation at Mälardalen University. It contains questions about a company's history with ERP systems, which systems and modules they use, the implementation process, critical success factors, and general comments. The purpose is to collect information on ERP use that can be used for research and education. Respondents have the option of remaining anonymous.
The use of games on the teaching of programming: a systematic reviewThiago Reis da Silva
The document summarizes a systematic review of research on using games to teach programming. It describes the review's methodology, including searching academic databases and conferences for studies from 2009-2013. The results found that games were effective at teaching programming concepts using languages like Java and visual programming environments. Studies varied in scale but most found games improved motivation, concentration, and pass rates for programming students across education levels. Benefits included workshops being fun and engaging ways to learn programming processes, while limitations included abstraction and specifying solutions.
Plan International - How they trained global employees on SAP quickly and cos...Assima
Stephen Doune from Plan International talks about the challenges of streamlining projects and delivering the best services for communities when you are a non- profit organisation. The case study details how they trained employees around the world on new SAP systems quickly, consistently and cost effectively.
This document summarizes the professional profile of an individual with over 7 years of experience as a Quality Manager and Lean Six Sigma Master Black Belt. They have extensive experience leading quality teams and implementing quality systems and process improvements for large international projects. Some of their accomplishments include achieving quality and cost savings targets, restructuring quality departments, and being promoted quickly due to improvements implemented.
The document presents the European Reference Framework for Digitally-competent Educational Organisations (DigCompOrg). It aims to provide a conceptual framework to help educational organizations review their strategies for integrating digital technologies. The framework was developed based on a meta-analysis of 15 existing tools and identifies 7 core elements and 74 descriptors. It is intended to be comprehensive, generic and adaptable to different contexts while complementing existing tools. Next steps include developing a self-assessment questionnaire for organizations to evaluate themselves based on the framework's descriptors.
This document summarizes the results of an empirical study on the use of software metrics in a large multinational organization at different levels of maturity as defined by the Capability Maturity Model (CMM). The study found that common metrics used in practice include project metrics like time, effort, size, and quality at CMM level 2. Product quality and complexity metrics are more common at level 3. Process-wide metrics are recommended for level 4 according to some literature, but the findings were less clear. The number and types of metrics generally increase with higher maturity levels. Comparing the empirical results to literature provided insights for organizations on selecting appropriate metrics for their maturity level.
Horita, F. E. A., Hisatomi, M. I., Gaffo, F. H., Barros, R. M. Maturity Model and Lesson Learned for improve the Quality of Organizational Knowledge and Human Resources Management in Software Development. In: The 25th International Conference on Software Engineering and Knowledge Engineering (SEKE), Boston, USA, 2013.
Applying design thinking to reimagine our First Year Experience - EFYE 2017 B...clairemcdonnell5
Presentation given at European First Year Experience conference. This session presented the lessons learned as well as the outcomes of evaluations undertaken for 20 prototype projects to enhance the First Year Experience that were implemented in three higher education institutions in Dublin in 2015-6 (Dublin Institute of Technology, Institute of Technology Tallaght and Institute of Technology Blanchardstown). Recommendations that we can now make at an institutional level regarding which initiatives could and should be implemented more widely and the next steps required are also discussed as are findings that we feel can be extended more widely to other higher education institutions.
Any organization that handles or processes personal data of individual residing in Singapore need to comply with the Personal Data Protection Act (PDPA). Often such responsibilities are assigned to the IT department. Many tools and techniques of ITIL, a best practice for IT service management, can be refactored for facilitating the implementation of a PDPA, thereby enabling the compliant to the law. This presentation describes how ITIL's CSI approach can be used an approach for management a PDPA program.
Triantafyllos Katsarelis is introducing PRiSMTM (Projects Integrating Sustainable Methods), a sustainability-based project management framework. PRiSMTM incorporates tools and methods to balance resources, social responsibility, and green project outcomes. It establishes considerations from various international sustainability standards and focuses on specific areas to apply sustainability to projects. PRiSMTM is comprised of subject matter experts promoting the practical application of sustainable methods through a green project management delivery method and curriculum.
The Data Management Overhead is rising inexorablyДмитрий Пасынков
The Data Management Overhead is
rising inexorably
• Capacity to run simulations is doubling every 18
months, or faster
• Number of files per simulation is increasing due to:
– increasing complexity of product
– Increasing complexity of simulation
– Increased granularity of data for faster set up and simpler
iteration
– More system level simulations
• Analysts are spending more time manually managing
data and have less time left for engineering
• “We are doing too many experiments and don’t have
time to critically evaluate the results”
1. What is Lean
2. History of Lean
3. Lean production
4. 7 principles of Lean
5. 22 tools of Lean
6. Advantages and disadvantages
7. Conclusion
8. References
Presentation of the European Framework for the Digital Competence for Educators at CESI (The European Confederation of Independent Trade Unions) online event on 24 September 2020
This document outlines a Lean Six Sigma Green Belt certification course that is 32 hours over 6 days. The course provides an overview of the Six Sigma problem-solving methodology and statistical tools, with a focus on topics relevant to the Green Belt level. Participants will learn the common vocabulary, review various statistical tools, and perform hands-on exercises to build understanding of applying the tools in real-world contexts. The objectives are for participants to discuss and apply prominent Six Sigma tools and techniques in projects and demonstrate an understanding of how to implement Six Sigma.
The document discusses an introduction session for the IGMA project in Luleå, Sweden. It provides an overview of the project aims, which are to develop an effective guidance methodology for integrating low-skilled immigrants into adult education and the labor market. The methodology involves establishing common goals between stakeholders, using performance indicators, and introducing case management. Next steps discussed include stakeholders building a progression model, integrating it into existing systems, piloting the approach, and evaluating the results.
DRIVER+ is the second phase of DRIVER, an FP7 project launched in 2014 whose main aim is to valorise the wealth of European Innovation and Science in Crisis Management, by assessing and delivering solutions that can be used, and combined, to address different types of large-scale crises. Interrupted in 2016 for one year to implement necessary improvements and ensure to better take into account the Crisis Management practitioners’ needs, DRIVER has returned in September 2017 and will run until 2020.
III Conferência CMMI Portugal, Presentation 3: Lessons learned about multiple...isabelmargarido
1) A multiple model appraisal using both CMMI for Development and CMMI for Services can reduce appraisal costs by evaluating services and development processes together rather than in separate appraisals.
2) To maximize cost savings, the organizational scope should include representative samples of both services and development basic units.
3) The appraisal team must have experience with both models to properly evaluate practices from the perspectives of both services and development.
III Conferência CMMI Portugal, Presentation 1: CMMI implementation using open...isabelmargarido
This document discusses implementing CMMI process improvements using open-source tools. It outlines a roadmap for CMMI implementation including defining processes and templates, version control of documents and source code, and relating process areas and practices. It provides examples of open-source and proprietary tools that can be used for different CMMI process areas like project management, engineering, and support. The document also shares the experience of Multicert, who implemented CMMI DEV v1.3 using a mix of open-source and proprietary tools, starting with processes before selecting tools, and controlling acquisition and maintenance costs.
III Conferência CMMI Portugal, Workshop 2: Human Centered Process Improvement...isabelmargarido
The document outlines a presentation on human centered process improvement using contextual design. It discusses the need to understand customer needs and problems in order to innovate and improve processes. Contextual design is presented as a user-centered methodology that can help identify the most valuable requirements and lead to higher quality solutions. The presentation covers the theory behind contextual design including techniques like contextual inquiry, interpretation of data, and prototyping. The benefits of contextual design for process improvement are emphasized.
III Conferência CMMI Portugal, Workshop 1: Introduction to change Management,...isabelmargarido
This document outlines an agenda for a presentation on change management. It includes:
An introduction to change management and its history.
Four approaches to individual change: behavioral, cognitive, psychodynamic, and humanistic.
Change management models like ADKAR and organizational change management processes.
Stages of change and elements of managing change.
Exercises on defining change and what participants want to change.
A discussion of managing resistance to change.
III Conferência CMMI Portugal, Tutorial 1: Foundations for Organizational Agi...isabelmargarido
The document discusses how organizations can scale agile practices across the enterprise by using CMMI. It presents an approach using a "Method Gathering Game" with cards mapping agile practices to CMMI goals and practices. Players identify how agile practices provide evidence of satisfying CMMI, and which generic practices help institutionalize processes. The game is intended to help agile teams understand how CMMI can support organizational agility without being overly complex or documentation-heavy.
Este documento descreve a iniciativa SPIN Portugal, um grupo de profissionais que se reúnem para discutir melhorias de processo na engenharia de software. O grupo organizou duas conferências sobre CMMI Portugal e está aberto a toda a comunidade. A terceira conferência será realizada em Lisboa.
This document discusses improving IT portfolio management through increased transparency. It describes initially assessing the current portfolio across dimensions of type, value, risk, quality, and cost. A roadmap is then developed to establish a 3-5 year strategy based on budget or business value goals. An operational plan identifies measures like keeping, improving, replacing, or phasing out assets. Visualizing the portfolio across the five dimensions can provide transparency to support decision-making. Leadership is required to implement changes aimed at removing low-value assets, reducing high risk and cost, and improving low quality.
This document summarizes the Portugal OPM3 Project. It establishes a scientific committee and international advisory panel for assessing organizational project management maturity in Portuguese industry. The first phase of the project involves conducting maturity assessments of participating organizations through meetings with managers and key staff. The goal is to analyze maturity, validate improvement plans, and help organizations better link projects to strategic objectives.
The document discusses using ISO 9001 as a foundation for implementing CMMI DEV. It presents an implementation strategy for ISO 9001 with ongoing internal audits and measurement of goals and metrics. ISO 9001 focuses on quality management systems while CMMI DEV provides best practices for product development. The strategy maps ISO 9001 concepts and CMMI maturity levels to provide a roadmap for implementing CMMI practices based on an existing ISO 9001 system.
Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...Tatiana Kojar
Skybuffer AI, built on the robust SAP Business Technology Platform (SAP BTP), is the latest and most advanced version of our AI development, reaffirming our commitment to delivering top-tier AI solutions. Skybuffer AI harnesses all the innovative capabilities of the SAP BTP in the AI domain, from Conversational AI to cutting-edge Generative AI and Retrieval-Augmented Generation (RAG). It also helps SAP customers safeguard their investments into SAP Conversational AI and ensure a seamless, one-click transition to SAP Business AI.
With Skybuffer AI, various AI models can be integrated into a single communication channel such as Microsoft Teams. This integration empowers business users with insights drawn from SAP backend systems, enterprise documents, and the expansive knowledge of Generative AI. And the best part of it is that it is all managed through our intuitive no-code Action Server interface, requiring no extensive coding knowledge and making the advanced AI accessible to more users.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
This presentation provides valuable insights into effective cost-saving techniques on AWS. Learn how to optimize your AWS resources by rightsizing, increasing elasticity, picking the right storage class, and choosing the best pricing model. Additionally, discover essential governance mechanisms to ensure continuous cost efficiency. Whether you are new to AWS or an experienced user, this presentation provides clear and practical tips to help you reduce your cloud costs and get the most out of your budget.
A Comprehensive Guide to DeFi Development Services in 2024Intelisync
DeFi represents a paradigm shift in the financial industry. Instead of relying on traditional, centralized institutions like banks, DeFi leverages blockchain technology to create a decentralized network of financial services. This means that financial transactions can occur directly between parties, without intermediaries, using smart contracts on platforms like Ethereum.
In 2024, we are witnessing an explosion of new DeFi projects and protocols, each pushing the boundaries of what’s possible in finance.
In summary, DeFi in 2024 is not just a trend; it’s a revolution that democratizes finance, enhances security and transparency, and fosters continuous innovation. As we proceed through this presentation, we'll explore the various components and services of DeFi in detail, shedding light on how they are transforming the financial landscape.
At Intelisync, we specialize in providing comprehensive DeFi development services tailored to meet the unique needs of our clients. From smart contract development to dApp creation and security audits, we ensure that your DeFi project is built with innovation, security, and scalability in mind. Trust Intelisync to guide you through the intricate landscape of decentralized finance and unlock the full potential of blockchain technology.
Ready to take your DeFi project to the next level? Partner with Intelisync for expert DeFi development services today!
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Overcoming the PLG Trap: Lessons from Canva's Head of Sales & Head of EMEA Da...
Recommendations to Avoid Problems and Difficulties in Implementing CMMI High Maturity Levels
1. Isabel Lopes Margarido
isabel.margarido@gmail.com
Faculty of Engineering, University of Porto
Recommendations to Avoid Problems and Difficulties
in Implementing CMMI® High Maturity Levels
SEPG Europe 2013: 15th of November | Amsterdam, Netherlands
João Pascoal Faria
FEUP/INESC TEC
Marco Vieira
FCTUC/CISUC
Raul Moreira Vidal
FEUP