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Popular Documents See all...
Managing Cultural Change
September 4, 2007
Managing Cultural Change
Change is disruptive. Whether you are making changes resulting from audit or appraisal findings, lessons learned, or external innovations there will be...
Improving your Risk Identification and Management Approach
Risk management is a continuous, forward-looking process that is an important part of managing a project. Risk management should address issues that could endanger the achievement of critical proj...
Moving Up the CMMI Capability and Maturity Levels Using Simulation
http://www.sei.cmu.edu/publications
Process Simulation Modeling (PSIM) technology can be used to evaluate issues related to process strategy, process improvement, technology and tool adoption, p...
5 STEPS OF CONFIGURATION MANAGEMENT FUNCTIONALITIES
Now more than ever, companies want to faster deliver better and cheaper products. Last years, Some Industry best practices have started to emerge to help companies to achieve these goals by improvi...
The CMMI: It's So Much More Than Merely Improving Software Processes
The Software Engineering Institute (SEI) has been in the Capability Maturity Model (CMM) business since the late 80s. Resulting from the success of the Software CMM, in the 90s other CMMs began to...
Recently Added Documents See all...
Challenges with Implementing the CMMI in Small Settings
Very small organizations (5 – 10 people) present an interesting challenge when implementing the CMMI and ultimately appraising the organization. Typically there is one Project Manager wearing mult...
CMMI Roadmaps
CMMI “roadmaps”—which are a goal-driven approach to selecting and deploying relevant process areas from the CMMI-DEV model—can provide guidance and focus for effective CMMI adoption.
5 STEPS OF CONFIGURATION MANAGEMENT FUNCTIONALITIES
Now more than ever, companies want to faster deliver better and cheaper products. Last years, Some Industry best practices have started to emerge to help companies to achieve these goals by improvi...
A Practical Approach to Defining Useful Measures
Being effective in today’s business and project environments requires that decisions be made quickly based on the best information available. Organizations face decisions like:
• How many change...
Improving your Risk Identification and Management Approach
Risk management is a continuous, forward-looking process that is an important part of managing a project. Risk management should address issues that could endanger the achievement of critical proj...
CMMI for Acquisition (CMMI-ACQ) Primer, Version 1.2
Using relevant best practices from the CMMI[R] (Capability Maturity Model Integration) for Acquisition (CMMI-ACQ) model, this primer defines effective
and efficient practices for acquisition proje...
Capability Maturity Model®
The Capability Maturity ModelÒ Integration (CMMISM) project has
involved a large number of people from different organizations
throughout the world. These organizations were using a CMM® or
mult...
Why Documenting Information is Important
Many software organizations struggle with documenting information as well as deciding what information should be recorded and maintained. The most obvious information that needs to be documented a...
Moving Up the CMMI Capability and Maturity Levels Using Simulation
http://www.sei.cmu.edu/publications
Process Simulation Modeling (PSIM) technology can be used to evaluate issues related to process strategy, process improvement, technology and tool adoption, p...
Managing Cultural Change
September 4, 2007
Managing Cultural Change
Change is disruptive. Whether you are making changes resulting from audit or appraisal findings, lessons learned, or external innovations there will be...
Beating the Odds: A Tale of One Company’s Rapid Rise to Maturity Level 5
While implementing the CMMI at Maturity Levels 2 and 3 usually contributes to some level of improved performance, successfully implementing Maturity Level 5 enables an organization to begin to trul...
The CMMI: It's So Much More Than Merely Improving Software Processes
The Software Engineering Institute (SEI) has been in the Capability Maturity Model (CMM) business since the late 80s. Resulting from the success of the Software CMM, in the 90s other CMMs began to...
