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.
CMMI Roadmaps are a goal-driven approach to selecting and deploying relevant process areas from the CMMI. Their aim is to deploy the CMMI effective, and quickly get business result. Let’s see how the CMMI Roadmaps can be used with the CMMI V1.3.
SPIder, The Dutch Software Process Improvement network organizes a conference on the 7th of december, on "Bigger products with smaller teams". If you manage software development, or work in process or quality improvement, this is the event for you!
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.
The CMMI V1.3 has been released just a couple of days ago. I know that many process improvement experts are looking for information, to find out what has changed. Below a first set of links to get you started.
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.
SPIder, the Dutch Software Process Improvement Network organises a session about software reliability on november 2. Three speakers will give their views on reliability, and discuss with the attendees what can be done to develop reliable software.
A topic that has been fascinating me for a long time is how people take decisions? I have seen many problems with decisions, but there are ways to improve decisions.
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!
Looking at business results, how important do you consider 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 your business goals.
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.