We all know how to play the Devil’s Advocate. By playing this role, we stimulate a discussion in which we challenge ideas, in order to improve it. But how do you get your ideas to start with? This is where the Angel’s Advocate comes in.
If you want to reach your business goals, then the capability of your workforce is of huge importance. The knowledge and skills of your professionals, and their motivation and drive is a key factor in delivering results. The People-CMM is a maturity framework that describes the key elements of managing and developing the workforce of an organization. The SEI wants to know how they can further improve the People-CMM.
When I worked at Ericsson I used Scrum to manage Process Improvement projects, where it turned out to be a real enabler for Continuous Improvement.
In october 2010, version 1.3 of the Capability Maturity Model Integration (CMMI) has been released by the Software Engineering Institute. I’ve published several articles on the benefits of CMMI V1.3. This is (for now) the last article, which sums it all up.
There are 3 CMMI V1.3 models released: CMMI for Acquisition (ACQ), CMMI for Services (SVC), and CMMI for Development (DEV). The CMMI V1.3 makes it easier to combine process areas from different models, thus supporting continuous improvement that delivers quicker business results.
When I started this blog last year, I decided to do it in English. My aim was to reach a broader (worldwide) audience, thus sharing my experience with more people than would be possible in Dutch (my mothers tongue).
At the end of the year and the start of the New Year, lot’s of people have their top 3, top 5 or even top 1000 of things. I got something better, my new years wish for you: a healthy and happy 2011! And it even comes with some advice on how to reach it.
In two previous posting on the CMMI roadmaps for CMMI V1.3, I described how the project roadmap and the product and product integration roadmaps have been improved. This posting covers the last 2 roadmaps: process and measurements.
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.
In a first posting on the CMMI roadmaps for CMMI V1.3, I described how the project roadmap has been improved to deliver an even better result. In this posting I’m covering the product and the product integration roadmap.
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.