Xem 1-20 trên 793 kết quả Process improvement
  • 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 30: Software process improvement. Software process improvement encompasses a set of activities that will lead to a better software process and, as a consequence, higher-quality software delivered in a more timely manner.

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  • We decided to write this book when we discovered that a majority of the companies we talked to had dysfunctional and low-value added processes for budgeting, fore- casting, and financial reporting. And, as financial executives come and go, typically little is done to streamline these processes. Even when large amounts of money are invested in new financial software, the solutions are usually put in place based on the old, inefficient routines.

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  • Chapter 9: Appendix: Maturity Assessment Questionnaire The Maturity Assessment Questionnaire consists of more than 800 questions divided into 39 project management processes grouped by knowledge area. Each process consists of a number of questions at each of the five maturity levels. The answers to each question are either “Yes,” “No,” or “Not Applicable.” For ease in identification, the question numbers are composed of three parts. The first character in the number is a letter that denotes the knowledge area.

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  • Chapter 2: Overview of the Project Management Maturity Model. 2.1 The Software Engineering Institute Capability Maturity Model Beginning as early as 1986 the Software Engineering Institute (SEI), which is affiliated with Carnegie Mellon University, began developing a process maturity framework for software development [1]. With financial support from the Department of Defense this early effort resulted in the publication of the Capability Maturity Model® (CMM®) [2] in 1991.

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  • Chapter 3: Assessing and Reporting Maturity Level. At this point we have a good grasp of the CMM as applied to project management. We have described maturity at all five levels for each of the 39 processes that makes up the nine knowledge areas of the PMBOK standard. We have seen that level 3 is the transition between having a documented process (level 2) and having all project teams using the process (level 3). Level 3 defines project management process practice (PP) level maturity. Level 2 defines project management process definition (PD) level maturity. Levels 1, 4, and 5 define both PD...

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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 4: Metrics to Identify Project Improvement Opportunities In the last chapter we discussed Kiviatt Charts and Box & Whisker Plots. These are two tools that can be used to display PD and PP data in our search for process-wide and practice-wide improvement opportunities. This would typically be the starting point for identifying major areas where improvement opportunities should be focused.

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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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  • This chapter include objectives: Use basic flowcharting techniques to map a business process, develop an Event Processing Chain (EPC) diagram of a basic business process, evaluate the value added by each step in a business process, develop process improvement suggestions,... Inviting you to refer.

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  • As the Army has implemented initiatives to improve its basic logistics processes, it has found that these processes are hampered by a financial management system that is slow and inaccurate and that creates errors and delays. This report documents analys

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  • Learning objectives of this chapter include: Describe business processes and their importance to an organization, differentiate between customer facing processes and business facing processes, compare the continuous process improvement model and business process reengineering, describe the importance of business process modeling (or mapping) and business process models, explain business process management along with the reason for its importance to an organization.

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  • Tham khảo sách 'dod information technology software and systems process improvement programs', kỹ thuật - công nghệ, tự động hoá phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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  • Chapter 26 – Process improvement. The objective of this chapter is to introduce software process improvement as a way of increasing software quality and reducing development costs. When you have read the chapter, you will: understand the rationale for software process improvement as a means of improving both product quality and the efficiency and effectiveness of software processes; understand the principles of software process improvement and the cyclic process improvement process.

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  • Chapter 25: Process and project metrics. When you can measure what you are speaking about and express it in numbers, you know something about it; but when you cannot measure, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind: it may be the beginning of knowledge, but you have scarcely, in your thoughts, advanced to the stage of a science.

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  • Chapter 28 - Process improvement. This topic will describe: Process and product quality, process classification, process measurement, process analysis and modelling, process change, the CMMI process improvement framework.

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  • Writing Skills Abstract Advanced writing skills are an important aspect of academic performance as well as subsequent work-related performance. However, American students rarely attain advanced scores on assessments of writing skills (National Assessment of Educational Progress, 2002). In order to achieve higher levels of writing performance, the working memory demands of writing processes should be reduced so that executive attention is free to coordinate interactions among them.

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  • The process of financial reporting, financial statement analysis, and valuation is intended to help investors and analysts to deeply understand a firm’s profitability and risk and to use that information to forecast future profitability and risk and ultimately value the firm, enabling intelligent investment decisions. This process lies at the heart of the role of accounting, financial reporting, capital markets, investments, portfolio management, and corporate management in the world economy.

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