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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... typical of immature organizations. By accelerating the process improvement effort and getting processes in place quickly, an organization can concentrate on improving their processes over time and still remain competitive in an agile ...
... typical of immature organizations. By accelerating the process improvement effort and getting processes in place quickly, an organization can concentrate on improving their processes over time and still remain competitive in an agile ...
Стр. 11
... typically called enhancers. Some of the enhancers identified that can help organizations include: Executive monitoring—Executive monitoring provides the critical oversight and resources needed to accomplish process improvement. Clear ...
... typically called enhancers. Some of the enhancers identified that can help organizations include: Executive monitoring—Executive monitoring provides the critical oversight and resources needed to accomplish process improvement. Clear ...
Стр. 12
... typical attitude seen in many organizations. This is primarily due to the fact that many process improvement ... typically seen in organizations pursuing process maturity. Executive turnover—Organizational executives tend to have ...
... typical attitude seen in many organizations. This is primarily due to the fact that many process improvement ... typically seen in organizations pursuing process maturity. Executive turnover—Organizational executives tend to have ...
Стр. 14
... typical boundaries of other practices. The founders felt that, regardless of the industry, most project management practices were the same. Of note is that their first seminar and symposium in Atlanta, Georgia had 83 people in ...
... typical boundaries of other practices. The founders felt that, regardless of the industry, most project management practices were the same. Of note is that their first seminar and symposium in Atlanta, Georgia had 83 people in ...
Стр. 16
... typically consumes 40 to 50 percent of the total cost of software development.''22 Again, we are still making the same mistakes he described in his, unfortunately, still applicable book and the major issues and problems he discussed are ...
... typically consumes 40 to 50 percent of the total cost of software development.''22 Again, we are still making the same mistakes he described in his, unfortunately, still applicable book and the major issues and problems he discussed are ...
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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