Pragmatic improvements

June 25, 2014

I have just added two entries in my blog at http://www.qpit.net/blog.html on pragmatic improvement of quality and performance. These include a recording of an interview by David Giard of Microsoft and the (longer) recording of the presentation I gave at this technical conference.
For more information on the yearly technical conference held in Cluj (Romania), please see http://itcamp.ro
For more information on how to implement a practical approach to improving quality and performance in your organization, please contact me through http://www.qpit.net.



June 11, 2014

I was recently interviewed by David Giard of Microsoft, the interview can be found at http://www.technologyandfriends.com/SubText/archive/2014/06/09/tf321.aspx. Otherwise, thanks for following me on this page, but my blog has mostly moved over to my website: http://www.qpit.net/blog.html.



Performance Management 101

March 28, 2014

I have recently started a series of short articles on the generic topic of “Getting Started 101” which talks about the basic principles which need to be in place when starting a programme to improve your organizational productivity, performance or quality. These are posted on my blog at www.qpit.net.

Two articles have been published so far. The first article is about writing a policy that will encourage change and the right attitude and not just publishing requirements to follow standard practices. It can be found at http://qpit.net/blog/getting-started-101-the-policy.html. The second article discusses selecting an effective approach to your project management, and is comparing the approaches recommended by the theories of lean management, agile software development and CMMI-style process based activities; this article is found at http://qpit.net/blog/getting-started-101-process-agile-or-lean.html

Another article should be coming soon on the topic of measuring quality and performance.



March 6, 2014

My blog has moved, the latest entry “On Fear” talks about the management of fear and can be read at “http://qpit.net/blog/on-fear.html”


Global Adoption of CMMI Performance Improvement Framework Continues to Rise

February 24, 2014

Throughout 2013, there is confirmed continuous growth in the global demand for CMMI as a key tool for performance improvement in engineering and service industries. Additionally to this, customer / user satisfaction continues to grow. Below is the press release from the CMMI Institute which includes the relevant data. More information on a pragmatic approach to cost savings and increased quality and productivity can be found at www.qpit.net.

CMMI Institute reports record number of appraisals in 2013 and CMMI models rank as “world class” business solutions for the elevation of organizational performance as evaluated by actual users

CMMI Institute announced today that a record number of Capability Maturity Model Integration (CMMI) appraisals were completed in 2013 as organizations across the globe elevate organizational performance by adopting CMMI. The company also released the findings of a customer satisfaction survey using the Net Promoter Score (NPS)™  methodology in which individuals who use CMMI rated CMMI as the world-class means of improving organizational performance.

CMMI appraisals allow companies to measure their capability maturity against a defined framework of best practices.  More than 1,600 appraisals were completed in 2013, the most ever done in one year and an 11% increase over 2012, the previous record year for appraisals. Of the 2013 appraisals nearly 40% were completed in China, where the widespread adoption of CMMI is driving economic growth and development across the region.

“For over twenty years, CMMI has been the gold standard for process improvement in companies and industries that value quality and excellence,” said Kirk Botula, CEO of CMMI Institute. “We are excited to continue to grow with our customers across international borders, where CMMI appraisals help countries to boost competitiveness in the global marketplace and establish international credibility.”

CMMI appraisal ratings are recognized around the world as the mark of capability, allowing suppliers to distinguish themselves from their competition and helping buying firms to hire suppliers that have demonstrated an appropriate level of capability. For buyers looking to work with CMMI appraised organizations, a full overview of results is published in the Public Appraisals Record System (PARS).

The De Facto Standard for Process Improvement

Thousands of companies across multiple industry sectors in 94 countries have adopted CMMI practices to elevate performance and have been appraised for capability and maturity using CMMI models. As part of today’s news, CMMI Institute is releasing the results of its first customer loyalty survey for CMMI using the Net Promoter Score (NPS)™ methodology.

1,841 users of CMMI from around the world were asked to rate how likely they would be to recommend CMMI to elevate organizational performance to a friend or colleague.  The results were used to calculate a Net Promoter Score™, which is a measure of customer loyalty used heavily in business markets and verticals.  CMMI Institute earned an NPS™ of 41 with the 2013 survey.

Satmetrix, the company that helped to develop Net Promoter™ releases benchmark reports annually on NPS™ score by industry.  According to their most recent report, the average NPS™ for B2B companies is 22 NPS™, and the top quartile is 39 and above.

Deborah Eastman, Chief Customer Officer at Satmetrix, states “NPS has proven to be a leading indicator of future growth for companies because it measures the customer’s likelihood to continue to buy and refer their friends.”

Highlights from the survey include:

  • 50% of respondents gave a 9 or 10 while less than 9% provided a 6 or below resulting in a 41 NPS™. This places CMMI in the “world class” category of business solutions as evaluated by actual users.
  • When asked why they would recommend CMMI, 45% of respondents cited proven performance results, while another 54% described CMMI as the de facto standard for process improvement.

“CMMI makes the world work better,” added Botula. “We are very encouraged to see the reliability, predictability, and improved performance that CMMI brings to our customers’ business.”

About CMMI Institute

CMMI Institute, a subsidiary of Carnegie Mellon University, provides models, training, consulting services and appraisal methods developed through collaboration of industry, government, and academia. The company’s models are used by organizations around the world to develop products, to deliver services, and to manage data, people, and sourcing. To learn more about how CMMI can help your organization elevate performance, visit cmmi.infocmmiinstitute.com or plan to attend The CMMI Conference: SEPG North America 2014, details available at sepgconference.org


CMM Level 3

January 31, 2014

CIMG1641The inscription on this archway in Lisbon reads:

  • Virtutibus maiorum (majorly virtuous)
  • Ut Sit Omnibus Document O.P.P.D (I have everything documented in the OPPD)

Unfortunately the arch was built before CMMI and still uses the term OPPD from the good old CMM days, but this is the biggest celebration of maturity level 3 I have seen.



There is no stupid question

January 27, 2014

Questions are frequently more interesting than the answers. The question is eternal, the answer is temporal. The question demonstrates an interest, a thirst for knowledge, for enlightenment; many answers only demonstrate a short-term, incomplete aspect of perceived certainty. The question is always right, the answer is often wrong.

There are stupid aspects of questions. Largely, these include when the questioner already has an answer in mind and is seeking comfort but will not accept an answer which reflects the truth. The most common stupidity is demonstrated by people who do not ask a question when they do not understand, out of fear of appearing stupid.

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