Accelerating Process Improvement Using Agile TechniquesCRC Press, 16 дек. 2005 г. - Всего страниц: 392 Accelerating Process Improvement Using Agile Techniques explains how agile programming is applied to standard process improvement. By applying agile techniques, IT organizations can speed up process improvement initiatives, minimize the resources these initiatives require, and maximize the benefits of process improvement. The book details st |
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Стр. ix
... Management Commitment 37 2. Mid-level Management Commitment 38 3 ... Process Improvement Model Familiarity 41 9. Process Acceptance Factor ! Positive 41 Change ... Areas 52 CMMIÕ Specific Goals and Practices 52 Level 2 Requirements ...
... Management Commitment 37 2. Mid-level Management Commitment 38 3 ... Process Improvement Model Familiarity 41 9. Process Acceptance Factor ! Positive 41 Change ... Areas 52 CMMIÕ Specific Goals and Practices 52 Level 2 Requirements ...
Стр. xi
... Process Improvement Methodology (APIM)Description ... Management 103 APIM 104 APIM Phases 104 Pre Maturity Phase 105 Maturity ... Areas 122 Short-Term and Long-Term Goals 123 Communications Planning 123 ...
... Process Improvement Methodology (APIM)Description ... Management 103 APIM 104 APIM Phases 104 Pre Maturity Phase 105 Maturity ... Areas 122 Short-Term and Long-Term Goals 123 Communications Planning 123 ...
Стр. 9
... Process Maturity efforts I conducted a few years ago. At the end of appraisal ... Management staff, and Data Management staff, many of whom were naysayers at ... place that tell us how and what to do.'' ''Movement towards plans and ...
... Process Maturity efforts I conducted a few years ago. At the end of appraisal ... Management staff, and Data Management staff, many of whom were naysayers at ... place that tell us how and what to do.'' ''Movement towards plans and ...
Стр. 12
... place, it can significantly hinder progress. Declined market—When the market ... managers tend to guard their turf and not share their vast resources it can have a ... Process Improvement Frederick W. Taylor, Father of Scientific Management.
... place, it can significantly hinder progress. Declined market—When the market ... managers tend to guard their turf and not share their vast resources it can have a ... Process Improvement Frederick W. Taylor, Father of Scientific Management.
Стр. 15
... size of a job is a dangerous and deceptive myth. It implies that men and months are interchangeable.''2 ''... software managers often lack the courteous stubbornness of. Figure 1-3 Dr. Deming's 14 Points for Management Figure 2-1 Who ...
... size of a job is a dangerous and deceptive myth. It implies that men and months are interchangeable.''2 ''... software managers often lack the courteous stubbornness of. Figure 1-3 Dr. Deming's 14 Points for Management Figure 2-1 Who ...
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accelerated Process Improvement accomplished Action Plan activities Agile Programming Analysis APIM assessment assigned Audit budget Capability Maturity Capability Maturity Model CMMI CMMIÕ COBIT Cycle defined determine developing processes effective ensure environment Establish evaluate Executive Management Executive Steering Committee Figure Force Field Analysis goals and practices goals interact IDEF identified impact implementation initial Integrated issues iteration KISS principle lessons learned lists the goals Management Process Area Maturity Level Maturity Phase meeting method methodologies monitoring needed organization organization’s Organizational Process organizational staff participants PDSA peer reviews piloting portal prioritization problems Process Action Teams Process Group Process Improvement effort Process Improvement goals Process Maturity Process Team processes developed progress mini-assessments Project Management provides Quality Assurance requirements Risk Management schedule selected Six Sigma Software Engineering Software Process solution success SW-CMMÕ Table 4-2 lists tasks team members Triage typically users Watts Humphrey Wideband Delphi