Artículos
| # | Enlaces web | Hits |
|---|---|---|
| 1 |
 Process Improvement for All: What to Expect from CMMI Version 1.3 . Mike Phillips, SEI Sandy Shrum, SEI . The next release of the CMMI Product Suite—an approach that provides organizations with the essential elements of effective processes that ultimately improve their performance—is expected in November 2010. This Version 1.3 (V1.3) release includes improvements to CMMI for Development (CMMI-DEV), CMMI for Acquisition (CMMI-ACQ), and CMMI for Services (CMMI-SVC) models all during the same development cycle. This cycle also includes improvements to the appraisal method (SCAMPI) and CMMI-related training. The improvements planned for CMMI models do not require major changes or retraining for those currently using CMMI. |
128 |
| 2 |
Get Software Quality Right . Capers Jones . Software quality suffers as application size increases. We've known that since the 1970s but still haven't solved the problem. The National Institute of Standards and Technology found in a 2002 study that more than 60% of manufacturing companies reported major defects in software they bought, with just under 80% reporting minor defects. |
411 |
| 3 |
Maturity Models and IT Strategic Planning . John Petrey . It is striking what is not part of most IT strategic plans. They always cover the textbook strategic planning topics of documentation of the business strategy, assessment of the current environment, business application needs, IT infrastructure strategy, architecture strategy, sourcing strategy, alignment of IT strategies with the business strategy, etc., and are replete with tactical objectives to execute the strategy. What they seem to consistently miss is the IT organizational maturity required to successfully execute the strategy, the current state of maturity, and the strategy and tactics to address the maturity gap. Without this, no IT strategic plan is complete, and its likelihood of success may be in doubt. In an IT organization, particularly one supporting a growing or turnaround company, is it realistic for IT to think it will be able to execute well against the IT strategic plan without ensuring that it is at the appropriate maturity level and, if not, is consciously raising its maturity level? |
156 |
| 4 |
Taking Governance Forward: A Call to Action . Patrick Stachtchenko . Enterprises exist to deliver value to their stakeholders. Delivering value is achieved by operating within a value and risk atmosphere that is acceptable and advantageous and by using resources responsibly. In a rapidly changing environment, speedy direction setting and a quick reaction to change are essential. Decision-making accountabilities must be shared among many people—and when accountability must be shared, governance comes into play. Successful enterprises ensure that they have implemented an overarching system of governance that facilitates the achievement of their desired outcomes, both at the enterprise level and at each level within the enterprise. The Taking Governance Forward (TGF) site (see figure 1), which will be available beginning in May 2010, is the outcome of an initiative led by ISACA to provide a high-level overview of governance: its definition, objectives, components, participants and views. It is designed to be brief, simple, straightforward and practical, with a minimum use of theory. |
137 |
| 5 |
Absolute Alignment: How One CIO Remains in Lock-Step with the Business . Thomas Wailgum . Sensis CIO Tom Uva says alignment isn't rocket science, and he's created a framework to ensure that IT staffers focus on strategic business priorities. "There is nowhere to hide," Uva says. "You deliver or you don't." |
95 |
| 6 |
7 Essential CIO Leadership Skills That Get Results . Thomas Wailgum . What makes a CIO not just an effective manager but an effective leader? Consider the following advice based on three years of research from Korn/Ferry and Gartner. |
95 |
| 7 |
Your CEO's 2011 Agenda: What CIOs Need to Know . Thomas Wailgum . You want to be strategic? Then get to know your CEO's agenda and how you can help solve your company's most pressing problems in 2011. A new Gartner report outlines seven critical areas. |
100 |
| 8 |
Why IT Costs Must Come Out of the Black Box--Now . Thomas Wailgum . Full IT cost transparency is not a "nice to have" anymore, says a new Forrester Research report. It's a required competency that organizations will need to avoid two big business pitfalls and remain competitive. |
264 |
| 9 |
Managing Resource Allocation Across Multiple Projects . Ginger Levin, DPA, PMP, PgMP, OPM3 Certified Assessor and Consultant . Today, it is rare to have all the resources we need in our work as program and project managers. Continual changes, downsizings, mergers, acquisitions and the complexity of our programs and projects mean we are constantly forced to do more with less. Increasingly, more organizations are using program management as a way to better manage multiple projects. Programs are set up if the projects in the program have interdependencies among them. If we use program management, we can deliver more benefits to our stakeholders than if the projects were managed in a standalone manner...... |
92 |
| 10 |
Why Some Projects Have No Chance of Success? Look for Hidden Barriers . Jack S. Duggal, MBA, PMP . Have you worked on a project that you thought was successful, but it was not perceived as successful by some stakeholders? The news is it is not your fault and you are not alone. 55% of project managers in a telecommunications company’s recent survey acknowledged this to be true in their organization. One of the project teams I reviewed recently worked hard on a customer relationship management (CRM) project. Despite a number of challenges, the team managed to meet the scope specifications and deliver the project on time and within the budget constraint. At the end of the project, the project management team could not understand why others did not celebrate their success or share the same view about the project. A post-project review revealed interesting insights...... |
96 |