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There are a number of industry standards that can be used as the basis for process improvement. Balanced Scorecards are a powerful technique for strategic planning and performance monitoring. In implementing the approach, consensus is first obtained by senior management on the company's vision (desired future state in 5 or 10 years) and high-level strategy. Financial - Objectives for increasing shareholder value - essentially establishing a balance between revenue growth and productivity improvements. Customer - Define the company's customer value proposition - how it will differentiate itself from competitors to attract, retain, and deepen relationships with targeted customers. These lower-level strategic objectives are expressed in a "strategy map" that reflects an hypothesis of the cause and effect linkages of the knowledge, skills, and systems that employees will need (Growth & Employee Learning) to innovate and build the right strategic capabilities and efficiencies (Internal Processes) that deliver specific value to the market (Customer) which will eventually lead to higher shareholder value (Financial).
For each lower-level objective, one or two measures are then defined that establish the quantifiable means to determine whether objectives are being met toward successful implementation of strategy.
Reduced to 15-20 measures across the four perspectives, the final scorecard implementation enables senior management to monitor strategic performance, test the cause-and-effect relationships upon which the strategy is based, and share the organization's strategy to all employees.
Through its wide adoptance in industry, "Balanced Scorecards" have proven to be a very useful strategic management system - balancing the historical accuracy of financial numbers with the drivers of future performance, while also assisting organizations implement their strategies. Six Sigma builds upon many of the most important management ideas and best practices of the past century, including Total Quality Management (TQM) and ISO 9000.
Through the success of companies that have used it, Six Sigma has demonstrated itself to be one of the best quality improvement approaches in use today.
International Organization for Standardization (ISO) 9000 remains the most widely used, enterprise-level quality standard in use today. A "Plan-Do-Check-Act" methodology is utilized to define and improve an organization's processes. ISO 9001's requirements establish the development, implementation, and improvement of a quality management system. Documentation of customer product requirements (both explicit and implied) and regulatory requirements against which performance will be monitored.
Some would say that Six Sigma is rapidly replacing ISO 9000 as a quality standard, but the two standards serve different, complementary purposes. The PMBOK is issued by the Project Management Institute (PMI), a non-profit organization that establishes standards for project management.
The Software Engineering Institute's (SEI) 479-page CMM was first published in 1991, and remained the most widely recognized standard for software development until the SEI released the CMMI in 2000.
The CMM defines an evolutionary path of 5 process maturity levels (see graphic below) and corresponding Key Process Areas. Commitment to Perform - Establish related organizational policies and senior management sponsorship that should be in-place.
Maturity levels 2 and 3 ("Repeatable" and "Defined") establish the organizational structure and "core" foundational processes by which software products are developed through projects.
First released in 2000, the Software Engineering Institute's (SEI) CMMI builds upon the CMM and other maturity models, and is widely recognized as the current standard for technology development. Includes software engineering, systems engineering, and integrated product and product development. Includes software engineering, systems engineering, integrated product and product development, and supplier sourcing. The "Staged" representation is the most straightforward and more commonly used (see graphic below). The "Continuous" representation allows organizations to select the order of improvements that best meets the organization's business objectives and mitigates the organization's areas of risk. Specific Goals: Define the required model components that must be implemented to satisfy the process area.

Generic Practices: Activities that must be implemented to ensure that the processes associated with the process area will be effective, repeatable, and lasting.
Specific Practices: Activities that must be implemented to achieve an associated, specific goal. Subpractices: Detailed descriptions that provide guidance for interpreting specific or generic practices. Regular software upgrades are released by Rational; consequently, the process is never obsolete, and its users benefit from the latest development.
Elaboration - Remainder of "use cases" and high-level requirements are identified and flushed out, and the system architecture is defined and prototyped. Construction - Design and implement the minimal system that will meet customer requirements.
Transition - Flesh out the functionality of the system, and incorporate the mounds of customer feedback received about the growing system.
A variety of supporting documents are available, most notably the "Microsoft Readiness Framework (MRF)" which defines a similar process model for planning, assessing, implementing, and evaluating overall process improvement.
The MSF incorporates many good practices for systems development; however, (as its name implies) it is a high-level "framework".
The Project Management Institute Netherlands Chapter is a local chapter of the Project Management Institute. The Project Management Instituut Nederland is an independent association associated with IPMA. Project Smart - The Programme and Project Management Resource Centre; Templates, Prince2, etc. Project Integration Management is a group of processes required to ensure that the various elements of the project are properly coordinated. Project Management Information System (PMIS) is a system that keeps track of status of all the project tasks. Project Management Plan is developed by Project Manager with inputs from the team, stakeholders and management. Progressive Elaboration involves the process of taking a project from concept to detailed design. Project Manager needs to be proactive in looking for deviations from project plan and then take timely corrective action. The Close Project or Phase is the process of formal completion of all project related activities. Question - 1You are a project manager of a company and you have been assigned to take over managing a project that should have been 60 percent complete according to the schedule.
You can't turn the project back to the previous project manager because he or she may be busy with other project.
Question - 2You are a project manager of a company and you are assigned to a project that has already been decided to out source.
The best option is to follow the formal bid process, and show the senior management about why the favoured vendor is or is not the best choice. Project Management plan can be used to guide all the work in both project executing and project monitoring and controlling phase of a project.
Question - 5You are a project manager of a company and you are assigned to a project that has already decided to be outsourced. The best option is to tell your manager and remove yourself from the vendor selection committee. Question - 7Some of your team members want to work on a flexible schedule and others want all team members should reach on fixed time. Service Identification: business component – resource hiring exampleProcess DecompositionThe process decomposition of resource hiring is shown in below figure.

From these each leaf processes the candidate services are identified and are maintained in initial service portfolio.Figure 4. Build a service which captures this information.Ensure allocation of candidate during offer accepted and confirmed period itself.
Build an alert service to the un-allotted candidatesEnsure allocation of off-shore project for the landed resource recruiters. Build an Identification service for mapping the landed resource to redundant off-shore demandEnsure allocation of joined resource to other demands in case the demand is withdrawn after the offer is released. Develop a tracking service for same skill set, the status of hiring.Identify hot skills in the market for the current window and place requests in addition to the supply plan requests.
Build a service to identify hot skills in the market.Existing Asset AnalysisPresently there is no IT system supporting resource hiring operations from RCM end though we have GOM which only supports HR related operations.
The first time you sign in to developerWorks, a profile is created for you, so you need to choose a display name. Keep up with the best and latest technical info to help you tackle your development challenges. Once the project management plan is baselined, it may only be changed by raising a change request. After that the Project Manager needs to evaluate the effectiveness of corrective action, and measure performance of corrective action, and then determine the need for further corrective action. After evaluation, you discover that the project is running far behind schedule, and that the project will probably take double the time originally estimated by the previous project manager.
As a project manager, you need to organize a formal bid process and select the vendor for this project. He assists IBM's clients in building asset intensive solutions using IBM SOA, CBS reference architectures. This article discusses each section of enterprise architecture model in detail while optimizing the existing business process and defining the IT solution. It is hampering the productivity of RCM staff due to machine hangs when they are dealing with large volumes of data opened in excel sheets from their desk tops and think pads.
The Integration Controller including both Gateway Enterprise Service Bus (ESB) and internal ESB. Lotus application based built SSPIS tool, HPAT tools can not considered for leveraging existing assets as a policy to scrap all lotus notes based tools used in RCM. Your display name must be unique in the developerWorks community and should not be your email address for privacy reasons. After the project scope has been baselined, each requested change must go through a change control review process. Your senior management is forcing you to select a vendor which has good relation with your senior management. During this process, a couple of times, workshops were organized with process owners, understood their current as–is processes, documented their current pain points with the existing processes and tools and proposed to-be process logical and physical models. Everyday downloading the data from world wide tools and processing the data in excel sheets becomes monotonous, more manual and over killing the productivity of RCM staff. The backfill demand is for refilling the positions in the projects for resigned candidates. Level 5 addresses common (random) causes of process variation that are more difficult to reduce.

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