Improvement continues

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  • Chapter 1: Introduction to the Process Improvement Life Cycle. Designing, documenting, and implementing a project management methodology is a major undertaking. It is met with several obstacles, including: • Cultural and organizational barriers to change; • Replacing existing project management habits; • Rugged individualism of technical professionals. An organization will never reach the point where it is safe to say that all three of these obstacles have been neutralized. In fact, these obstacles will continuously plague projects for as long as there are projects to be plagued.

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  • Chapter 6: Commissioning Improvement Initiatives At this point we have assembled all of the tools we will need to implement a continuous project management process improvement program. Our next task is to put all of this together into a coherent program that moves our project management culture from its current maturity level to a desired end state. That end state may encompass all 39 project management processes, all nine knowledge areas, or only a selected number of processes or knowledge areas.

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  • Chapter 8: Closing Thoughts Companies are beginning to realize that they have to get a better return on their project management investment. Many have spent hundreds of thousands of dollars and thousands of hours of employee time building a project management methodology for their organization. They expect to get business value in the way of a higher success rate on the projects they undertake and a more effective and efficient execution of projects. When it does not happen, which is often the case, they need to aggressively develop a strategy to get that return.

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  • Chapter 5: Tools to Investigate Improvement Opportunities. We have discussed the assessment, plotting, and analysis of both PD and PP maturity level data. We know how to target those knowledge areas that should be further investigated for improvement opportunities. We have suggested a few approaches for ranking improvement opportunities. In this chapter we look under the hood at a knowledge area or individual process within a knowledge area to analyze the PD or PP performance to define potential areas for improvement initiatives.

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  • Chapter 7: Case Study: B. Stoveburden Trucking Company Improvement initiatives may be little more than educated guesses at the ideas and activities that have the potential of improving the maturity level of a process or knowledge area. Remember, they may have come as a result of a brainstorming session. Even though they are the task force’s educated guesses, they are expected to result in some level of improvement. That expectation may even be stated quantitatively.

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  • CMMI (Capability Maturity Model Integration) models are collections of best practices that help organizations to improve their processes. These models are developed by product teams with members from industry, government, and the Software Engineering Institute (SEI). This model, called CMMI for Development (CMMI-DEV), provides a comprehensive integrated set of guidelines for developing products and services.

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  • Continuing education (CE) is the process by which health professionals keep up to date with the latest knowledge and advances in health care. However, the CE “system,” as it is structured today, is so deeply flawed that it cannot properly support the development of health professionals. CE has become structured around health professional participation instead of performance improvement. This has left health professionals unprepared to perform at the highest levels consistently, putting into question whether the public is receiving care of the highest possibly quality and safety....

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  • such as the existence and properties of its antecedents. In fact, such information has been used for pronoun resolution in many heuristicbased systems. The S-List model (Strube, 1998), for example, assumes that a co-referring candidate is a hearer-old discourse entity and is preferred to other hearer-new candidates. In the algorithms based on the centering theory (Brennan et al., 1987; Grosz et al.

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  • We present a model of semantic processing of spoken language that (a) is robust against ill-formed input, such as can be expected from automatic speech recognisers, (b) respects both syntactic and pragmatic constraints in the computation of most likely interpretations, (c) uses a principled, expressive semantic representation formalism (RMRS) with a well-defined model theory, and (d) works continuously (producing meaning representations on a wordby-word basis, rather than only for full utterances) and incrementally (computing only the additional contribution by the new word, rather than ...

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  • The ability to access and continuously operate in space is vital to the economic, social, and military interests of the United States. In part because of sometimes-conflicting demands and in part because space systems are highly specialized, sustainment can be a challenge. To help Air Force Space Command meet this challenge...

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  • he U.S. Army is undergoing a major transformation to ensure that its future capabilities meet the needs of the nation. One element of its transformation strategy is the recapitalization (RECAP) program, which entails rebuilding and selectively upgrading 17 systems. The program has continuously evolved, with ongoing

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  • Spoken dialogue systems would be more acceptable if they were able to produce backchannel continuers such as mm-hmm in naturalistic locations during the user's utterances. Using the HCRC Map Task Corpus as our data source, we describe models for predicting these locations using only limited processing and features of the user's speech that are commonly available, and which therefore could be used as a lowcost improvement for current systems. The baseline model inserts continuers after a predetermined number of words. ...

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  • Millions of dollars have been spent investigating and pursuing ways to grow sales, and no wonder; after all, sales are the lifeblood of any organization. Yet only a handful of companies have been able to grow their sales steadily not just in good times, but in lean times, too, and in the face of ferocious competition. A careful study of the vast majority of companies that have been less successful than these few superstars shows that they fall prey to a number of common mistakes.

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  • Total quality management, now a well known idea, is a philosophy of management for continuously improving the quality of products and processes. The idea is that the quality of products and processes is the responsibility of everyone who is involved with the development and/or use of the products or services. TQM involves management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations.

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  • Lecture notes have been around for centuries, either informally, as handwritten notes, or formally as textbooks. Recently improvements in typesetting have made it easier to produce \personalised" printed notes as here, but there has been no fundamental change. Experience shows that very few people are able to use lecture notes as a substitute for lectures; if it were otherwise, lecturing, as a profession would have died out by now.

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  • They expect to get business value in the way of a higher success rate on the projects they undertake and a more effective and efficient execution of projects. When it does not happen, which is often the case, they need to aggressively develop a strategy to get that return. A continuous quality improvement program centered on project management is their best strategy. Some turn to a portfolio management approach, while others establish a PMO to support projects. Even others invest heavily in a six-sigma program....

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  • Let us put ‘Six Sigma’ aside for the moment. Instead, let us reflect on some real-life scenarios in a number of quite different organizations. Take the machine shop whose machines are not exactly new. They have great difficulty meeting the tolerances and are continually pressed to meet almost impossible...

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  • Quality Management thinking has influenced a revolution in the way organizations are managed over the past few decades. Ideas such as customer focus, ethical management, continuous improvement, Six Sigma, leadership and organizational learning have all been impacted by – and in some cases developed from - this important field. This study guide provides a coherent view of the underlying principles quality management, and how these relate to practical application in a range of organizations.

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  • Total quality management, now a well known idea, is a philosophy of management for continuously improving the quality of products and processes. The idea is that the quality of products and processes is the responsibility of everyone who is involved with the development and/or use of the products or services. TQM involves management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations.

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  • This is the fifth book in the series of five ITIL core publications containing advice and guidance around the activities and processes associated with the five stages of the service lifecycle. The primary purpose of the continual service improvement stage of the service lifecycle is to learn from experience and to apply that learning in order to continually improve the quality of IT services and to optimize costs.

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