Ben Linders goes Dutch? Niet helemaal, maar vanaf nu is mijn website tweetalig. Er komen zowel Engelstalige als Nederlandstalige berichten. Voor alle Nederlandse lezers: Welkom!
Business needs for process improvement projects are changing. Organizations expect faster results from their process improvement investments; they want their improvement to follow changing business needs and be more engrained in the organization.
The book "Adrenaline Junkies and Template Zombies, Understanding Patterns of project behavior" contains 86 patterns, written in an easy readable and recognizable style which make you think about how people behave in projects.
More and more organizations are adopting Agile ways of working. The descriptions of Agile methodologies give much guidance on how to manage on a team level. But there is limited information on changes needed at higher level in the organizations.
One major change in CMMI V1.3 is the addition of agile. Let’s take a look at this, to see how the deploying the CMMI version 1.3 delivers value for Agile organizations and how we can combine agile and CMMI in process improvement.
When I started this website back in july, I mentioned that my main reason to start blogging was to share my experiences.
In an earlier posting I highlighted the clarification of the high maturity process areas in this new CMMI version. This time I’m going into changes in the model architecture, which is about how to deploy the CMMI by “tailoring” it toward your needs.
Version 1.3 of the Capability Maturity Model Integration (CMMI) has been released by the SEI. The main changes mentioned in the SEI News are clarifications of the high maturity process areas, alignment of the representations (staged and continous) and the addition of modern engineering practices like agile.
It’s time for a 'next quote. This one's from Yogi Bera: “You can observe a lot by just watching”. I use this quote when I see things that are clearly happening, but go completely unnoticed by those involved, thereby missing chances to improve.
Looking at business results, how important do you consider the capability of your workforce? The knowledge and skills of your professionals, and their motivation and drive? My opinion is that it is of huge importance when you want to reach business goals.
Root Cause Analysis (RCA) has been used by many to determine a fault’s first or “root” causes to improve processes. Given the current economic climate, the business case for RCA has become more more explicit then ever!
Last month I was reading the book The Gift of Time, a collection of stories from people who have used the work of Gerald “Jerry” M. Weinberg. It gives an impression how his ideas helped them, and how it enabled them to support people, and make a difference.