Submit Search
Upload
超大石斑!
•
Download as PPT, PDF
•
0 likes
•
244 views
U
uiop9963
Follow
Education
Technology
Design
Report
Share
Report
Share
1 of 4
Download now
Recommended
清明祭祖重誠心 慎終追遠顧環保
清明祭祖重誠心 慎終追遠顧環保
清明祭祖重誠心 慎終追遠顧環保
epaslideshare
登山界夥伴最近又傳出憾事,其原因不是搜救人員的專業不足,或是搜救器材攜帶不完善,而是山難救援技術易受地形、天氣影響,無法有效傳遞訊號到遠方,對此行翼網通提出一套解決方案,主要透過網狀網路(Mesh Network)架構,改善山區通訊系統的傳遞,進而提升搜救效率。
山難救援可行通訊探討
山難救援可行通訊探討
Kevin cheng
行政院會簡報 環保署 因應氣候變遷之低碳綠能執行策略報告
行政院會簡報 環保署 因應氣候變遷之低碳綠能執行策略報告
行政院會簡報 環保署 因應氣候變遷之低碳綠能執行策略報告
releaseey
行政院會後記者會(第3502次會議)https://youtu.be/s2HyUDddHRM
20160616環境保護署:「因應氣候變遷之低碳綠能執行策略」
20160616環境保護署:「因應氣候變遷之低碳綠能執行策略」
R.O.C.Executive Yuan
校園植物 6220-方榆晴
校園植物 6220-方榆晴
uiop9963
Presentation of Mr Bang interactive toy
Presentation Mr Bang
Presentation Mr Bang
jussinilsen
3480 longsun rotary club in 03/27/10
20100327 2 3 2
20100327 2 3 2
Kilehuan
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.
Applicability of CMMI for Small to Medium Enterprises
Applicability of CMMI for Small to Medium Enterprises
rhefner
Recommended
清明祭祖重誠心 慎終追遠顧環保
清明祭祖重誠心 慎終追遠顧環保
清明祭祖重誠心 慎終追遠顧環保
epaslideshare
登山界夥伴最近又傳出憾事,其原因不是搜救人員的專業不足,或是搜救器材攜帶不完善,而是山難救援技術易受地形、天氣影響,無法有效傳遞訊號到遠方,對此行翼網通提出一套解決方案,主要透過網狀網路(Mesh Network)架構,改善山區通訊系統的傳遞,進而提升搜救效率。
山難救援可行通訊探討
山難救援可行通訊探討
Kevin cheng
行政院會簡報 環保署 因應氣候變遷之低碳綠能執行策略報告
行政院會簡報 環保署 因應氣候變遷之低碳綠能執行策略報告
行政院會簡報 環保署 因應氣候變遷之低碳綠能執行策略報告
releaseey
行政院會後記者會(第3502次會議)https://youtu.be/s2HyUDddHRM
20160616環境保護署:「因應氣候變遷之低碳綠能執行策略」
20160616環境保護署:「因應氣候變遷之低碳綠能執行策略」
R.O.C.Executive Yuan
校園植物 6220-方榆晴
校園植物 6220-方榆晴
uiop9963
Presentation of Mr Bang interactive toy
Presentation Mr Bang
Presentation Mr Bang
jussinilsen
3480 longsun rotary club in 03/27/10
20100327 2 3 2
20100327 2 3 2
Kilehuan
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.
Applicability of CMMI for Small to Medium Enterprises
Applicability of CMMI for Small to Medium Enterprises
rhefner
TuVinhSoft - Software Development Company from Vietnam provides Offshore software development, Software Outsourcing, Staff augmentation, Application Software Development, Web Design and Development, Business Process Outsourcing, Search Engine Optimization to USA, UK, Japan etc.
Cba Ipi Cmm Intro Session 1.1
Cba Ipi Cmm Intro Session 1.1
Phuong Vy
CMMI for Services: a Case Study - Pedro Castro Henriques
CMMI for Services: a Case Study - Pedro Castro Henriques
Paula Gomes
A common criticism of the process group is they don’t follow their own advice – they don’t adopt the level of discipline required by CMMI in planning, tracking, measuring, and auditing their own improvement efforts – the same level of discipline that ask projects to demonstrate. With the publication of the CMMI for Services, there is now a powerful tool for measuring just how mature and capable a process group is. This presentation will look at applying the CMMI for Services model to the process group, treating their functions as a service provided to the organization. The new Services process areas provide an interesting insight into how a process group might function more effectively. Sample considerations: > Definitions - When looking at the process group as a service, how do your define the “service system”, “service agreement”, “service request”, “service incident”? > Service System Development (SSD) – How does a process group analyze, design, develop, integrate, verify, and validate their “service system” against defined requirements? > Service System Transition (SST) – How does a process group deploy new or significantly changed process assets while managing their effect on ongoing service delivery? > Strategic Service Management (STSM) – How does a process group align their services with strategic needs and plans? > Capacity and Availability Management (CAM) – How does a process group ensure effective performance and use of resources? > Incident Resolution and Prevention (IRP) – What is a process group “incident” and how are they resolved and prevented? > Service Continuity (SCON) – What does “continuity of services” mean, and what are considered “significant disruptions”?
Applying the CMMI for Services to the Process Group (Physician, Heal Thyself!)
Applying the CMMI for Services to the Process Group (Physician, Heal Thyself!)
rhefner
Humanities I: Year's End
Humanities I: Year's End
rjmaot
校園植物 6220-方榆晴
校園植物 6220-方榆晴
uiop9963
Gerdts master's project
Gerdts master's project
megerdts
Humanities I: Year's End
Humanities I: Year's End
rjmaot
The CMMI® was written to apply to a variety of project environments -- defense, commercial; development, maintenance, services; small to large project teams. The authors used words like “adequate”, “appropriate”, “as needed”, and “selected”. When a project or organization adopts the CMMI model for process improvement, they (consciously or unconsciously) make choices about how it will be implemented – scope, scale, documentation, and decision-making to name a few. These choices have a profound effect on the speed and cost of CMMI® adoption. Rick Heffner describes the strategic implications of the CMMI on planning and implementing project processes. He identifies the decisions to be made, the options available, and the relationships between these options and project contexts and business objectives. Take away a deeper understanding of the model, and better strategies for its adoption. By understanding your options and making smart choices, CMMI® adopters can ensure that the promised benefits of CMMI®-based improvement are realized.
Making Smart Choices: Strategies for CMMI Adoption
Making Smart Choices: Strategies for CMMI Adoption
rhefner
校園植物 6220-方榆晴
校園植物 6220-方榆晴
uiop9963
校園植物 6220-方榆晴
校園植物 6220-方榆晴
uiop9963
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements. Learning Objectives: Understand the difference between managing and leading change efforts Discuss the symptoms of barriers to change, the root causes, and how to address them Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change Learn how to tailor your improvement plans based on organizational readiness and maturity
Identifying and Overcoming Roadblocks to Change
Identifying and Overcoming Roadblocks to Change
rhefner
Humanities I: Year's End
Humanities I: Year's End
rjmaot
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.
Applying Capability Maturity Model Integration (CMMI) for Your Company Proces...
Applying Capability Maturity Model Integration (CMMI) for Your Company Proces...
rhefner
This workshop will provide practical approaches, tools, and techniques for introducing and sustaining change in your organization. Successful change requires the right combination of strategy, structure, and support. Your chances of success depend on your current culture, the desired end state, the resources available, and the past response to change. Special attention will be paid to influencing change without direct authority. This workshop will be useful to anyone looking to jump-start improvement, revitalize a failing initiative, or maintain a maturity level.
Introducing & Sustaining Change - 2010 SEPG
Introducing & Sustaining Change - 2010 SEPG
rhefner
A debate is currently raging in the acquisition community – does CMMI Level 5 benefit the customer? Several recent program failures from organizations claiming high maturity levels have caused some to doubt whether CMMI improves the chances of a successful project. Is the CMMI Level 5 flawed? Or is there a more fundamental explanation? This presentation will discuss guidelines for appropriate use of CMMI in acquisition and the true costs and benefits of CMMI Level 5. Material is based on existing DoD and industry studies, but will focus on determining whether CMMI appraisal results accurately reflect contractor capability, and how to ensure mature processes contribute to program success.
The True Costs and Benefits of CMMI Level 5
The True Costs and Benefits of CMMI Level 5
rhefner
More Related Content
Viewers also liked
TuVinhSoft - Software Development Company from Vietnam provides Offshore software development, Software Outsourcing, Staff augmentation, Application Software Development, Web Design and Development, Business Process Outsourcing, Search Engine Optimization to USA, UK, Japan etc.
Cba Ipi Cmm Intro Session 1.1
Cba Ipi Cmm Intro Session 1.1
Phuong Vy
CMMI for Services: a Case Study - Pedro Castro Henriques
CMMI for Services: a Case Study - Pedro Castro Henriques
Paula Gomes
A common criticism of the process group is they don’t follow their own advice – they don’t adopt the level of discipline required by CMMI in planning, tracking, measuring, and auditing their own improvement efforts – the same level of discipline that ask projects to demonstrate. With the publication of the CMMI for Services, there is now a powerful tool for measuring just how mature and capable a process group is. This presentation will look at applying the CMMI for Services model to the process group, treating their functions as a service provided to the organization. The new Services process areas provide an interesting insight into how a process group might function more effectively. Sample considerations: > Definitions - When looking at the process group as a service, how do your define the “service system”, “service agreement”, “service request”, “service incident”? > Service System Development (SSD) – How does a process group analyze, design, develop, integrate, verify, and validate their “service system” against defined requirements? > Service System Transition (SST) – How does a process group deploy new or significantly changed process assets while managing their effect on ongoing service delivery? > Strategic Service Management (STSM) – How does a process group align their services with strategic needs and plans? > Capacity and Availability Management (CAM) – How does a process group ensure effective performance and use of resources? > Incident Resolution and Prevention (IRP) – What is a process group “incident” and how are they resolved and prevented? > Service Continuity (SCON) – What does “continuity of services” mean, and what are considered “significant disruptions”?
Applying the CMMI for Services to the Process Group (Physician, Heal Thyself!)
Applying the CMMI for Services to the Process Group (Physician, Heal Thyself!)
rhefner
Humanities I: Year's End
Humanities I: Year's End
rjmaot
校園植物 6220-方榆晴
校園植物 6220-方榆晴
uiop9963
Gerdts master's project
Gerdts master's project
megerdts
Humanities I: Year's End
Humanities I: Year's End
rjmaot
The CMMI® was written to apply to a variety of project environments -- defense, commercial; development, maintenance, services; small to large project teams. The authors used words like “adequate”, “appropriate”, “as needed”, and “selected”. When a project or organization adopts the CMMI model for process improvement, they (consciously or unconsciously) make choices about how it will be implemented – scope, scale, documentation, and decision-making to name a few. These choices have a profound effect on the speed and cost of CMMI® adoption. Rick Heffner describes the strategic implications of the CMMI on planning and implementing project processes. He identifies the decisions to be made, the options available, and the relationships between these options and project contexts and business objectives. Take away a deeper understanding of the model, and better strategies for its adoption. By understanding your options and making smart choices, CMMI® adopters can ensure that the promised benefits of CMMI®-based improvement are realized.
Making Smart Choices: Strategies for CMMI Adoption
Making Smart Choices: Strategies for CMMI Adoption
rhefner
校園植物 6220-方榆晴
校園植物 6220-方榆晴
uiop9963
校園植物 6220-方榆晴
校園植物 6220-方榆晴
uiop9963
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements. Learning Objectives: Understand the difference between managing and leading change efforts Discuss the symptoms of barriers to change, the root causes, and how to address them Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change Learn how to tailor your improvement plans based on organizational readiness and maturity
Identifying and Overcoming Roadblocks to Change
Identifying and Overcoming Roadblocks to Change
rhefner
Humanities I: Year's End
Humanities I: Year's End
rjmaot
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.
Applying Capability Maturity Model Integration (CMMI) for Your Company Proces...
Applying Capability Maturity Model Integration (CMMI) for Your Company Proces...
rhefner
This workshop will provide practical approaches, tools, and techniques for introducing and sustaining change in your organization. Successful change requires the right combination of strategy, structure, and support. Your chances of success depend on your current culture, the desired end state, the resources available, and the past response to change. Special attention will be paid to influencing change without direct authority. This workshop will be useful to anyone looking to jump-start improvement, revitalize a failing initiative, or maintain a maturity level.
Introducing & Sustaining Change - 2010 SEPG
Introducing & Sustaining Change - 2010 SEPG
rhefner
A debate is currently raging in the acquisition community – does CMMI Level 5 benefit the customer? Several recent program failures from organizations claiming high maturity levels have caused some to doubt whether CMMI improves the chances of a successful project. Is the CMMI Level 5 flawed? Or is there a more fundamental explanation? This presentation will discuss guidelines for appropriate use of CMMI in acquisition and the true costs and benefits of CMMI Level 5. Material is based on existing DoD and industry studies, but will focus on determining whether CMMI appraisal results accurately reflect contractor capability, and how to ensure mature processes contribute to program success.
The True Costs and Benefits of CMMI Level 5
The True Costs and Benefits of CMMI Level 5
rhefner
Viewers also liked
(15)
Cba Ipi Cmm Intro Session 1.1
Cba Ipi Cmm Intro Session 1.1
CMMI for Services: a Case Study - Pedro Castro Henriques
CMMI for Services: a Case Study - Pedro Castro Henriques
Applying the CMMI for Services to the Process Group (Physician, Heal Thyself!)
Applying the CMMI for Services to the Process Group (Physician, Heal Thyself!)
Humanities I: Year's End
Humanities I: Year's End
校園植物 6220-方榆晴
校園植物 6220-方榆晴
Gerdts master's project
Gerdts master's project
Humanities I: Year's End
Humanities I: Year's End
Making Smart Choices: Strategies for CMMI Adoption
Making Smart Choices: Strategies for CMMI Adoption
校園植物 6220-方榆晴
校園植物 6220-方榆晴
校園植物 6220-方榆晴
校園植物 6220-方榆晴
Identifying and Overcoming Roadblocks to Change
Identifying and Overcoming Roadblocks to Change
Humanities I: Year's End
Humanities I: Year's End
Applying Capability Maturity Model Integration (CMMI) for Your Company Proces...
Applying Capability Maturity Model Integration (CMMI) for Your Company Proces...
Introducing & Sustaining Change - 2010 SEPG
Introducing & Sustaining Change - 2010 SEPG
The True Costs and Benefits of CMMI Level 5
The True Costs and Benefits of CMMI Level 5
超大石斑!
1.
網站新聞 六乙
20 方榆晴
2.
3.
4.
Download now