We often emphasize the need to do process improvement on a continuous basis, as an ingrained component in the “business as usual” operations. However, what about the management of this activity, should it be performed as operations management? (more…)
CMMI-SVC
Archived Posts from this Category
October 31, 2011
Don’t miss the benefits of CMMI
Posted by Sebastian Cazacu under Change Management, CMMI, CMMI-ACQ, CMMI-DEV, CMMI-SVC, Process Improvement, programme management, project management[2] Comments
April 28, 2011
CMMI made Practical 2011 – The Photo’s
Posted by Graham Dick under Agile, Change Management, CMMI, CMMI-ACQ, CMMI-DEV, CMMI-SVC, ConferenceLeave a Comment
We’ve already had a lot of very positive feedback regarding this years conference – comments that ranged from how pleased delegates were at the sheer practicality of the even, how it brought CMMI down to earth and to life with many real life case studies. Other delegates were delighted that speakers addressed the complex change management dimensions involved. For me – I think the awesome conference photos just speak for themselves – have a look at them here on flikr.
April 27, 2011
CMMI made Practical 2011 – look back ..
Posted by Graham Dick under Agile, Change Management, CMMI, CMMI-ACQ, CMMI-DEV, CMMI-SVC, Conference, ISO 20000, ITIL, Process ImprovementLeave a Comment
Having just come back after a few days off following this year’s successful CMMI made Practical I thought I would reflect and see what messages seemed to shout out now that a couple of weeks have passed. So impressions …
March 14, 2011
CMMI SCAMPI v1.3 Introduces More Rigorous Sampling
Posted by neilgrover under CMMI, CMMI-ACQ, CMMI-DEV, CMMI-SVC, Process ImprovementLeave a Comment
As a lead appraiser, I was recently sent a draft of the upcoming version 1.3 of the SCAMPI appraisal method. Normally this would hardly generate much excitement outside the small community who earn their living from conducting appraisals, but this release includes at least one change that looks likely have a significant impact on organisations seeking a CMMI rating.
February 23, 2011
CMMI and Defence Acquisition – its time.
Posted by Graham Dick under CMMI, CMMI-ACQ, CMMI-DEV, CMMI-SVC, Process Improvement, programme management, project managementLeave a Comment
Ouch – another uncompromising report from the Commons Public Accounts Committee – this time aimed at MOD procurement. I appreciate that of course this is an insanely complex high pressured environment that really does play for big stakes – however given that situation how can not being the best of the best be an option? Maybe now is the time to learn from the US DOD and start to apply CMMI as part of the answer to evolving to a robustly more capable DE&S?
The Public Accounts Committee report in question – “The 23rd Report – The Major Projects Report 2010″ can be downloaded here.
CMMI made Practical 2011, held on the 12th and 13th April 2011 has some 70% of speakers from real end user organisations discussing how they have used CMMI to demonstrably increase their capability.
Find out how the US DOD invests in structured capability improvement with Carnegie Mellon’s Software Engineering Institute.
December 13, 2010
CMMI v1.3 – evolution not revolution
Posted by Graham Dick under CMMI, CMMI-ACQ, CMMI-DEV, CMMI-SVC, Process Improvement1 Comment
There has been quite a lot of talk in the technical community about the new CMMI version 1.3 and its possible impact (or not) to existing and planned business improvement programmes. I have to confess to personally not getting too excited about the new release considering it to be primarily a technical release focussed on a bunch of synchronisations between the three constellations and clarifications to the high maturity practices.
November 10, 2010
UK ITSMF Conference 2010 – A view from the stand by Penelope Pig
Posted by Maria Bryan, Lamri under Change Management, CMMI, CMMI-DEV, CMMI-SVC, Conference, ISO 20000, ITIL, Process ImprovementLeave a Comment
08:00hrs
Well, we made it safely and I have been positioned on the stand, ready to catch delegate’s eyes. Thank goodness I’m out of that horrid box, it was very crowded.
It’s a real honour and adventure to be here – no-other Lamri Pigs have ever done the ITSMF conference before, and it’s a first for my handler, Maria as well.
I know she’s a bit nervous; I overheard her talking to her colleague Chris. CMMI-SVC is often seen as an alternative or hindrance to ITIL and they’re here to promote its value as a complimentary value-add tool for companies offering Services.
Maria thinks people might be sceptical, or even a bit hostile as to its presence at the conference. I heard her say that for a while she too was unsure as to how it supplemented or complimented existing recognised frameworks like ITIL. Then she supplemented her experience in ITSM and formalised her knowledge of ISO20K by taking her consultants exam in the summer and became a “believer “! (more…)
November 5, 2010
CMMI and ITIL
Posted by Andrew Griffiths under CMMI, CMMI-SVC, ITIL, Process ImprovementLeave a Comment
I have just had chance to read the latest ITIL books and it has left me feeling very amused. To my mind ITIL and CMMI are hugely complementary but for the past 10 years may ITIL practitioners I have met have told me that CMMI doesn’t given them anything they need. The truth is that ITIL is weak in continuous process improvement (see http://cmmi.net/2010/04/27/benchmarking-cmmi/) and it benefits greatly from the “O” PAs and GP’s in CMMI. (more…)
October 15, 2010
An interesting CMMI process area
Posted by Andrew Brettle under CMMI, CMMI-ACQ, CMMI-DEV, CMMI-SVC, Process Improvement1 Comment
I’m always interested in what people use to search google for the information they are looking for. One of the handy tools that this blog site provides is a list of the search terms used on a daily basis that have ‘thrown up’ this site on from the search engine. (more…)
September 21, 2010
Sustainability – Lean Six Sigma’s Missing Ingredient
Posted by Andrew Brettle under CMMI, CMMI-ACQ, CMMI-DEV, CMMI-SVC, Process Improvement, Six Sigma1 Comment
Why do the CMMI Generic Practices (GPs - the 2/3 of CMMI that is devoted to sustaining your change) rarely get referred to in publications that discuss the relationship (good or bad) between CMMI and Lean Six Sigma? It seems the CMMI’s Specific Goals and Practices get all the press – the sexy components of the model! Probably because they are generally easier to understand, implement and are much more related to the day job? Anyways I digress.
What I wanted to blog about was how the CMMI GPs are a great source of best practices for ensuring Lean Six Sigma improvements stick (are institutionalized in CMMI terms). Process improvement is ‘business improvement’ and that means achieving cost reduction, productivity improvement etc. The only way to obtain these benefits is by changing the way people work and by sustaining that change so the benefits remain realised. Lean Six Sigma is much weaker on sustainment than CMMI. The GPs provide the best practice for ensuring that the new processes are ingrained in the way you perform your work and that there is organisational commitment and consistency to performing your processes. Using the best practice codified in the CMMI GPs means your processes are far more likely to be actually used – particularly during periods of stress.
The synergy between the CMMI models and Lean Six Sigma is epitomised by the CMMI GPs associated with high maturity (levels 4 and 5. i.e. quantitatively managed and optimising process). A well implemented Lean Six Sigma initiative would intrinsically be implementing most, if not all, of these high maturity CMMI GPs. However the lower maturity GPs such as training, evaluating adherence to the process or identifying and involving stakeholders are not well covered by the Lean Six Sigma method or techniques – and this is one of the reasons why in our experience its often hard to get such improvements to “stick”. In other words a Lean Six Sigma improvement would benefit hugely from using the lower maturity level GPs as a basis for making those improvements stick.
So if you’re embarking on a Lean Six Sigma initiative or have one in place then take a look at the CMMI Generic Goals and Practices. Give them the press coverage they really deserve.
