personAuthor: Timo Karasch
We live in tricky times. Cost pressure is constantly rising, complexity continues to increase, we have less and less time and our employees are groaning under all this pressure. And that's not all. Then the “quality experts” come along and demand “process-compliant implementation in accordance with applicable standards”. How are we supposed to manage this without losing out to the lurking competition?
So that we are not defenceless against these outrageous demands, I would like to try to give you a few powerful arguments. With a little finesse, we will learn in this webinar how we can use the following 5 theses to remain competitive despite processes:
standards block our flexibility!
processes slow us down!
projects only ever need more resources!
documentation is an annoying overhead!
more roles always means more staff!
school
Webinar recording and slides
arrow_forward "Too busy to improve?"
personAuthor: Florian Schmitt
Many projects nowadays have the challenge that they are not based on sufficient resources. Besides the omnipresent lack of skilled professionals, we often experience that companies decide to start additional projects, although the resources are actually not even sufficient for the running ones.
To find out why this happens so often (although actually nobody wants it), we will investigate the root causes and mechanisms of organizational psychology. We show the mid-term consequences, illustrated by practical examples, and conclude with a set of recommendations how to cope with such situations and how to avoid that they come up at all.
school
Webinar recording and slides
# PROCESS ATTRIBUTE SCOPE
The process definition process attribute is a (Measure = An activity to achieve a certain intent.) of the extent to which a standard process is maintained to support the deployment of the defined process.
# PROCESS ATTRIBUTE ACHIEVEMENTS
A1
A standard process is developed, established, and maintained that describes the fundamental (Element = The term Element is a collective term for virtual or physical objects on architecture, design, and verification level on the left and right side of the "V-Model".
An architecture specifies the elements of the system. Elements are hierarchically decomposed into smaller elements down to the components which are at the lowest level of the architecture.) that must be incorporated into a defined process.
A2
The required inputs and the expected outputs for the standard process are defined.
A3
Roles, responsibilities, authorities, and required competencies for performing the standard process are defined.
A4
Tailoring guidelines for deriving the defined process from the standard process are defined.
A5
Required physical and material resources and process infrastructure needs are determined as part of the standard process.
A6
Suitable methods and required activities for monitoring the effectiveness, suitability and adequacy of the process are determined.
# GENERIC PRACTICES
GP3.1.1
Establish and maintain the standard process. (
A1, A2, A3, A4 )
A suitable standard process is developed including required activities and their (Interaction = Interaction occurs between elements of the respective system or between elements of the respective system and the Operating Environment.). Inputs and outputs of the standard process are defined including the corresponding entry and exit criteria to determine the (Interaction = Interaction occurs between elements of the respective system or between elements of the respective system and the Operating Environment.) and sequence with other processes. Process performance roles are identified and assigned to the standard process activities including their type of involvement, responsibilities, and authorities. Note 1: An example for describing the involvement of the process roles in the activities is a RASI/RASIC representation. Suitable guidance, procedures, and templates are provided to support the execution of the process as needed. Note 2: Procedures may also include description of specific methods to be used. Appropriate tailoring guidelines including predefined unambiguous criteria as well as predefined and unambiguous proceedings are defined based on identified deployment needs and context of the standard process. The standard process is maintained according to corresponding feedback from the monitoring of the deployed processes. Note 3: For guidance on how to perform process improvements see the Process Improvement process (PIM.3).
personAuthor: Timo Karasch
We live in tricky times. Cost pressure is constantly rising, complexity continues to increase, we have less and less time and our employees are groaning under all this pressure. And that's not all. Then the “quality experts” come along and demand “process-compliant implementation in accordance with applicable standards”. How are we supposed to manage this without losing out to the lurking competition?
So that we are not defenceless against these outrageous demands, I would like to try to give you a few powerful arguments. With a little finesse, we will learn in this webinar how we can use the following 5 theses to remain competitive despite processes:
standards block our flexibility!
processes slow us down!
projects only ever need more resources!
documentation is an annoying overhead!
more roles always means more staff!
school
Webinar recording and slides
arrow_forward "Too busy to improve?"
personAuthor: Florian Schmitt
Many projects nowadays have the challenge that they are not based on sufficient resources. Besides the omnipresent lack of skilled professionals, we often experience that companies decide to start additional projects, although the resources are actually not even sufficient for the running ones.
To find out why this happens so often (although actually nobody wants it), we will investigate the root causes and mechanisms of organizational psychology. We show the mid-term consequences, illustrated by practical examples, and conclude with a set of recommendations how to cope with such situations and how to avoid that they come up at all.
school
Webinar recording and slides
GP3.1.2
Determine the required competencies. (
A3 )
Required competencies, skills, and experience for performing the standard process are determined for the identified roles. Appropriate qualification methods to acquire the necessary competencies and skills are determined, maintained, and made available for the identified roles. Note 4: Qualification methods are e.g., trainings, mentoring, self-study. Note 5: Preparation includes e.g., identification or definition of trainings, mentoring concepts, self-learning material.
GP3.1.3
Determine the required resources. (
A5 )
Required physical and material resources and process infrastructure needs for performing the standard process are determined. Note 6: This may include e.g., facilities, tools, licenses, networks, services, and samples supporting the establishment of the required work environment.
GP3.1.4
Determine suitable methods to monitor the standard process. (
A6 )
Methods and required activities for monitoring the effectiveness and adequacy of the standard process are determined. Note 7: Methods and activities to gather feedback regarding the standard process may be lessons learned, process compliance checks, internal audits, management reviews, change requests, reflection of state-of-the-art such as applicable international standards, etc. Appropriate criteria and information needed to monitor the standard process are defined. Note 8: Information about process performance may be of qualitative or quantitative nature.
# OUTPUT INFORMATION ITEMS
10-00
Process description (
A1, A2 )
Used by these process attributes:
PA3.1 Process Definition
PA3.2 Process deployment process attribute
08-63
Process monitoring method (
A6 )
Used by these process attributes:
PA3.1 Process Definition
10-52
Process resource and infrastructure description (
A5 )
PA3.1
Process Definition
