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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

Columns / Harsh Mander : Barefoot - The other side of life LIFE-CHANGING EXPERIENCE: Matt (left) and Tushar. Photo courtesy: RS100ADAY.COM Can anyone really live on Rs. 26 a day, the income of the officially poor in rural India? Two youngsters try it out. Late last year, two young men decided to live a month of their lives on the income of an average poor Indian. One of them, Tushar, the son of a police officer in Haryana, studied at the University of Pennsylvania and worked for three years as an investment banker in the US and Singapore. The idea suddenly struck them one day. To begin with, what was the average income of an Indian? The young men moved into the tiny apartment of their domestic help, much to her bemusement. Living on Rs.100 made the circle of their life much smaller. However, the bigger challenge remained. For this, they decided to go to Matt's ancestral village Karucachal in Kerala, and live on Rs. 26. It disturbs us to spend money on most of the things that we now consider excesses.

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]

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.

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.

Taking Control of Your Music Online A couple of weeks ago, a good friend watched her laptop’s screen in horror, as a complete stranger began uploading her entire concert from the night before onto YouTube. She hadn’t seen this unknown cameraman, filming from the middle of the audience with a shaky, low-res cell-phone camera and capturing every moment: The mistakes, the tuning breaks between songs, the fleeting moments of awkward banter, and even a new unreleased song that the band was workshopping for the first time in front of an intimate audience. It’s easy for many people to understand how being broadcast and exposed to the entire world against your will could make you feel violated and helpless. Our ability to share and broadcast music cheaply and easily may be among the great advances of the 21st century, but without consent, sharing just doesn’t feel right. This goes double when it’s on a huge commercial website, monetized without your permission and available for the entire world too see. David Byrne.

Pixar Engineers Leave to Build Real World Living Toys Teddy Ruxpin, meet Siri. Imagine a children's toy designed by the people behind the Toy Story and Finding Nemo movies but connected to the web and chock full of artificial intelligence. Then add in visual tracking, speech recognition and massive network scalability. The company is putting together a powerful team of technologists and creatives from Pixar and SRI (makers of Siri) and is being relatively open about what it's up to. ToyTalk CEO Oren Jacob, photo by Chuck Foxen. Neilsen announced new numbers yesterday, showing that tablet computers are increasingly being used by children. 70% of US households with both tablets and children under 12 now report that their children use the family tablet computer, up 9% over Q3 of last year. Imagine the youngest of children using Web-connected toys carrying character-driven chatterbot artificial intelligence programs. The Brains ToyTalk CEO Oren Jacob worked at Pixar for 20 years, where he served as Chief Technology Officer. Got that?

Organization Performance CMM Service-level agreement A service-level agreement (SLA) is a part of a service contract[disambiguation needed] where a service is formally defined. In practice, the term SLA is sometimes used to refer to the contracted delivery time (of the service or performance). As an example, Internet service providers and telcos will commonly include service level agreements within the terms of their contracts with customers to define the level(s) of service being sold in plain language terms. Overview[edit] A service-level agreement is an agreement between two or more parties, where one is the customer and the others are service providers. SLAs have been used since late 1980s by fixed line telecom operators as part of their contracts with their corporate customers. Service level agreements are, by their nature, "output" based – the result of the service as received by the customer is the subject of the "agreement." Service level agreements are also defined at different levels: Common metrics[edit] Specific example[edit]

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..

How we help Excellence is the quality or condition of excelling. Tom Peters Company is a resource centre for busy managers determined to get excellence into action, in their teams, departments, divisions or companies. Our mantra is Systems plus Passion equals Excellence. Our systems, the Future Shape of the Winner model, the Excellence Audit, and other distinctive proprietary methodologies all root back into Tom Peters’ lifetime obsession with excellence and how to achieve it. Our consultants and facilitators have a real passion for excellence, for our clients, their businesses, and for ourselves! Our workshops inspire and engage people to take up the pursuit of excellence, in their work and in their lives. We have a range of practical tools and approaches that help clients to develop and implement performance improvement agendas that fit their particular needs. In this section, we describe the Case for Change in today’s business context.

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