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Capability Maturity Model Integration

Capability Maturity Model Integration
Capability Maturity Model Integration (CMMI) is a process improvement training and appraisal program and service administered and marketed by Carnegie Mellon University and required by many DOD and U.S. Government contracts, especially software development. Carnegie Mellon University claims CMMI can be used to guide process improvement across a project, division, or an entire organization. Under the CMMI methodology, processes are rated according to their maturity levels, which are defined as: Initial, Repeatable, Defined, Quantitatively Managed, Optimizing. Currently supported is CMMI Version 1.3. Overview[edit] Characteristics of the Maturity levels.[1] CMMI currently addresses three areas of interest: Product and service development — CMMI for Development (CMMI-DEV),Service establishment, management, — CMMI for Services (CMMI-SVC), andProduct and service acquisition — CMMI for Acquisition (CMMI-ACQ). History[edit] CMMI topics[edit] CMMI representation[edit] CMMI model framework[edit] Related:  mighty mid market

People Capability Maturity Model The People Capability Maturity Model (short names:People CMM, PCMM,P-CMM) is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization. It describes an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined, and continuously improving development of the knowledge, skills, and motivation of the workforce that enhances strategic business performance. The People Capability Maturity Model (People CMMI) is a framework that helps organizations successfully address their critical people issues. Characterize the maturity of their workforce practicesSet priorities for immediate actionIntegrate workforce development with process improvementBecome an employer of choice Description[edit] The People CMM has been published in book form in numerous editions around the world.[2] Structure[edit] People Capability Maturity Model See also[edit] References[edit] External links[edit]

CMMI | CMMI Compatibility | CMMI and Agile This information has moved to www.cmmiinstitute.com. As part of its mission to transition mature technology to the software community, the SEI has transferred CMMI-related products and activities to the CMMI Institute, a 100%-controlled subsidiary of Carnegie Innovations, Carnegie Mellon University’s technology commercialization enterprise. The CMMI Institute will conduct CMMI training and certification, sponsor conferences and classes, and provide information about CMMI process improvement models and appraisals. The SEI will continue to pioneer and advance new research in the field of software process management.

Organization Performance CMM 70 Awesome Coaching Questions Using the GROW Model The GROW Model is the most common coaching framework used by executive coaches. Given its relative simplicity, many managers have taught themselves the GROW model as a way to structure coaching and mentoring sessions with their employees. GROW is an acronym that stands for: GoalCurrent RealityOptionsWill (or Way Forward) Managers can use the model to help their employees improve performance, solve problems, make better decisions, learn new skills, and reach their career goals. The key to coaching and using the GROW model is all about asking awesome questions. Here are 70 awesome coaching questions managers can utilize, categorized within the framework of the four-step GROW model: Goal: Coaching starts with establishing a goal. Here are ten questions designed to help someone gain clarity on their goal: 1. Current Reality: This step in the GROW model helps you and the employee gain awareness of the current situation – what’s going on, the context, the magnitude of the situation, etc. 1. 1. 1.

Creating Crap At The Speed Of Light! Everyone is talking about social selling! We have new tools, techniques, and capabilities to engage more people, more differently than we ever have before. Social selling dominates many conversations. Many would have you think social selling (social media, social marketing, social business, or whatever you call it) is the silver bullet. Just do thing socially, prospects will come out of the woodwork, they’ll engage, they’ll pull out PO’s–pre-empting your twitter stream, blog posts, LinkedIn outreach. Often, it seems to be a Field of Dreams approach, “If we do it socially, they will come.” Social engagement has changed our business profoundly. We understand much more of what’s happening with our communications than we were able to do in the past. So all this social stuff is important to us. BUT………. The things too many don’t seem to get from these social channels are: It’s no different than it has ever been in selling. I think this is what many people miss about the social tools.

Agile and CMMI: Better Together Organizations follow many paths in their pursuit of excellence, applying various principles, methods, and techniques along the way. It stands to reason, then, that an organization interested in adopting agile practices might also be interested in PMI’s OPM3, ISO or Capability Maturity Model® Integration (CMMI) as a means to achieve that excellence. While I have seen some organizations that are trying to implement agile and a PMI model at the same time, none are doing it successfully. Last year, in fact, I observed two very large companies that had simultaneous internal initiatives to utilize agile and CMMI. Many believe that agile and CMMI are polar opposites and sub-optimize each other’s efforts. CMMI Refresher Capability Maturity Model® Integration (CMMI)1 is a process improvement approach that provides organizations with the essential elements of effective processes. To the new generation of agile practitioners, CMMI may seem bloated, dull and unimaginative. Agile Sweet Spot 1. 2. 3.

untitled New Company Ownership = The need for New roles and New Strategy | Dynamis Consulting The Growth Drivers – Executives with Strategy Alignment Key roles in a company under new ownership When all the right pieces of an executive team for a growth oriented company are put together and integrated with a strategic play book, it is very strong asset that a company needs to raise the possibility of success. The current market for companies being sold in the under $75MM in revenue generally have gaps that need to be addressed. Strategy/Corporate Development: This is an integrated role that is collaborative among the whole executive team but reports to the CEO. CFO: This role needs to have a person that looks more like a Chief Integration Officer. Chief Revenue Officer/VP of Sales and Marketing must drive the current revenue, define the sales process, professionalize the group, be detail oriented, can serve the company both above his/her level (and below), a key customer facing person and be a team builder that can identify and measure the needed metrics. About the author..

Process of the Month – Joiners, Movers and Leavers Process CMDB is a golden source Sometimes within Software Asset Management we become so focused on producing an audit and reconciliation report, that we miss the bigger picture in taking state data and converting it into a tangible business decision. One such area often overlooked is that of IT asset status and ownership. This Joiners, Movers and Leavers Process is just such a policy, but its implementation demonstrates control of IT assets and consequently aids with information security, and financial due-diligence. Something that is unique to this process, is that it could (in theory) take years to complete – whereas most processes demonstrate effectiveness of operation by the speed with which they work, this one could take years to complete – but this is no fault of the process (or the draftee!) If your staff are happy, and happy with the equipment provided, then they could occupy positions for years at a time. Primary Objective Secondary Objectives Assumptions Screenshot A Screenshot B Follow Me:

Scrum (development) Scrum is an iterative and incremental agile software development framework for managing product development. It defines "a flexible, holistic product development strategy where a development team works as a unit to reach a common goal", challenges assumptions of the "traditional, sequential approach" to product development, and enables teams to self-organize by encouraging physical co-location or close online collaboration of all team members, as well as daily face-to-face communication among all team members and disciplines in the project. A key principle of Scrum is its recognition that during a project the customers can change their minds about what they want and need (often called "requirements churn"), and that unpredicted challenges cannot be easily addressed in a traditional predictive or planned manner. Later, Schwaber with others founded the Scrum Alliance and created the Certified Scrum Master programs and its derivatives. Each sprint is started by a planning meeting.

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