Contributions for the June Issue of The Demix Best Practice Magazine Submit your article about (SI) Supporting Implementation – (CAR) Causal Analysis and Resolution, (DAR) Decision Analysis and Resolution, (CM) Configuration Management for next month’s issue.
(IMP) Improving Performance – (PCM) Process Management, (PAD) Process Asset Development & (MPM) Managing Performance and Measurement
(IMP) Improving Performance This CA (capability area) focuses on measuring, analyzing and understanding an organization’s or project’s capability and performance along with their process improvement priorities and infrastructure needs. Once this is understood, the organization or project can identify performance and process improvement actions and assets needed to continually improve capability and performance.
(PCM) Process Management Develops capabilities and improves performance through planning, implementing, and deploying improvements based on a thorough understanding of the current strengths and weaknesses of the organization’s processes and process assets.
(PAD) Process Asset Development Develops and keeps updated a usable set of organizational processes and process assets for performing the work.
(MPM) Managing Performance and Measurement Involves:
Ensuring that benefits and business objectives are the leading factors driving performance and improvement
Changing the paradigm:
From: process improvement leads to performance improvement
To: performance needs are the primary drivers of process improvements
Using the results of measurement and analysis to manage and control performance at various work and business levels
Some of the most famous strategic failures weren’t caused by bad ideas…they failed in execution.
– New Coke: Coca-Cola launched a new formula in the 1980s, misreading customer loyalty. The strategy was bold, but the execution didn’t account for emotional brand connection.
– Nokia: They dominated mobile phones but failed to respond to the rise of smartphones…especially Apple’s iPhone. Their strategy didn’t keep up with fast-moving innovation.
These examples show that having a strategy isn’t enough. What really matters is how well you execute it.
⚠️ The Execution Gap This is the disconnect between strategy and results. It happens when: • Teams aren’t aligned • Processes are inefficient • There’s no system for tracking or adapting Even great strategies will fail without strong follow-through.
💡 Enter CMMI CMMI (Capability Maturity Model Integration) provides a structured way to: • Align goals with day-to-day work • Improve how work gets done • Build agility and repeatable success It’s more than a framework. It’s your execution engine.
📩 Need help bridging your own execution gap? Our team can help map your strategy to action using CMMI and proven improvement models. Reach out to book a free consultation with Demix: [email protected]
🔥Myth Busted: “CMMI is just for tech companies.” Not even close.
📊 91% of CMMI appraisals may happen in the Development domain, but that doesn’t mean CMMI is only for coders.
💡In reality, industries like aerospace, mining, retail, and healthcare are using CMMI to drive performance, manage risk, and align strategy with execution.
The metrics in Agile project management are one of the main aspects which transformed the way knowledge work teams measure their projects. They represent performance indicators related to outcomes that allow teams to reflect on what happened in their process and make data-driven decisions for future actions.
To begin our discussion of Agile project metrics, let’s first see how they differ from the traditional ones.
Increasingly, organizations are understanding that their management systems must be brought into the 21st century if they are going to be competitive in the current market.
Research shows that previous systems, such as yearly appraisals, are outdated and can even serve to decrease employee engagement and motivation. In light of this, more companies are turning to performance management than ever before.
This dynamic and strategic approach to developing improved performance in employees is gaining ground in companies large and small, including many Fortune 500 and industry-leading organizations.
The performance management cycle is a model that allows management and employees to better achieve organizational goals through a structured process of employee development.
The performance management cycle is a part of the performance management process or strategy, it is shorter and utilizes a continuous four-step procedure of planning, monitoring, reviewing and rewarding.
Benefits of utilizing this method include increased competitiveness, more structural flexibility, and higher employee motivation.
Much is written about performance measurements in business enterprises, systems, and processes. In our work, we often see a misapplication of performance measures, as they often don’t contribute to the achievement of the enterprise purpose. In our firm, we have come to believe a measurement system should be built from the ground up, beginning with business processes. This article introduces how to measure a business process. The same fundamental principles apply to the business system and enterprise levels.
What to Consider When Measuring a Process
When measuring the performance of work, begin by first thinking about the fundamental Supplier-Input-Process-Output-Customer (SIPOC) business process model. It logically follows there are a limited number of process characteristics that can be measured and the choice of those measures should be driven by the business process purpose within the overall business system and enterprise need. This same group of measures applies no matter what the process type, whether it is manufacturing, administrative, physical or intellectual. In these different businesses, process priorities are likely different, which informs the best measures to be selected (from the larger measurement pool) for driving process performance improvement.
It is the age of continuous performance management powered by state-of-the-art technology. But where should HR and managers begin Find out here.
Performance management is defined as the process of continuous communication and feedback between a manager and employee towards the achievement of organizational objectives.
Cyber Security – (IMP) Improving Performance – (PCM) Process Management, (PAD) Process Asset Development & (MPM) Managing Performance and Measurement
Article: Bespoke Cybersecurity: Tailoring Your Strategy to Different Business Units’ Needs
When it comes to socks, knit caps and sunglasses, one size usually fits all customers. But when it comes to cybersecurity, experts agree that even the most comprehensive strategy needs to be adapted to suit the needs of an extended enterprise’s different business units. A recent McKinsey & Co. report on protecting digital assets explains that, “In determining the priority assets to protect, organizations will confront external and internal challenges. Businesses, IT groups, and risk functions often have conflicting agendas and unclear working relationships. As a result, many organizations attempt to apply the same cyber-risk controls everywhere and equally, often wasting time and money.”1
