Contributions for June Issue of The Best Practice Magazine:
Definition of - DMS (Delivering & Managing Services): *SDM (Service Delivery Management) & STSM (Strategic Service Management)
DMS (Delivering & Managing Services) This CA focuses on developing the capability to deliver agreed upon services, deploying new or modified services, and establishing a portfolio of services.
SDM (Service Delivery Management) Deliver services and manage the service delivery system. Increase customer satisfaction by delivering services that meet or exceed customer expectations.
STSM (Strategic Service Management) Develop and deploy standard services that are compatible with strategic business needs and plans. Increase likelihood of meeting business objectives by aligning standard services with customer needs.
This may seem like a ridiculously simple question whose answer comes embedded in the term itself (“Managing suppliers!”), but it can be tricky. Supplier management is a broad term, and it has become ever broader in its evolution from a post-contract area to include also strategy and planning and other pre-contract activities. In other words, supplier management has become supplier lifecycle management.
In an environment where clients are only given one shot at getting the product they want, it makes sense to define your requirements A: Giraffe! Q: How many surrealists does it take to change a lightbulb?
This difference is paradigm is best explained by one of my favorite jokes from many years ago … Fixed Priced contracts don’t make a great deal of sense in a Scrum world. This is really because traditional software development and Agile software development are two different paradigms … and solutions that work in one paradigm often doesn’t make sense in another.upfront, and to then manage any risk by putting a dollar limit on the cost.
Nowadays it is very important for the companies to professionally manage its supply chain to stay ahead of competition. Six Sigma methodologies can be used for supply chain management (SCM) to get substantial improvement in supply chain quality.
Ensuring that value is realized from IT investments is an essential component of enterprise governance. IT governance in practice ensures that IT investments deliver the promised benefits against the strategy at an agreed risk exposure. It also concentrates on optimizing resources throughout the economic life cycle—including the initial investment and the resulting IT services and other IT assets.
Business executives of many client organizations review proposed business cases for technology projects and commonly ask questions like, “I see what I am being asked to pay, but what value I will get?”
On the other hand, IT executives react in turn with, “The business case I built was comprehensive and sensible, but the business executives did not see the value.”
This is a critical dilemma confronting enterprises today, and a common concern to ensure value realization in large-scale investments in technology. This involves both selecting which investments to make and managing the complex challenges involved in ensuring that these investments deliver enterprise value.
One of the single most important challenges to gaining value is a clear and common understanding of business strategy and objectives. There should be common strategic objectives for both business and technology. These objectives need to become part of the daily decision-making process and should be communicated to all relevant levels of the organization to prevent a delivery that falls short of expectations. This can be facilitated by having the business take ownership of technology investments to ensure consistency with business objectives or, at a minimum, work in concert with technology to ensure appropriate allocation.
f what use would a model of artificial intelligence for service managers be? I will use this model as a framework for discussing artificial intelligence’s use in the delivery and management of services. This article is the first in a series that will explore AI from this service management perspective. The purpose of these articles is to help service managers wield AI in useful ways. Too often, we let our tools dictate to us how we should act, rather than exploiting our tools to solve our particular problems.
Two forms of Health Check are offered the Silver Appraisal (SCAMPI B) and Gold Appraisal (SCAMPI A).
Both are led by a Certified CMMI® Lead Appraiser supported by trained Appraisal Team Members.
The primary difference between the two types of Health Check is the level of rigor and the fact that the SCAMPI A Appraisal can provide a Capability Level for each of the PMO Process Area in scope, the results can also be published on the CMMI® Institute PARS Site (Published Appraisal Results) if required.
The key deliverable being a report highlighting strengths and opportunities for improvement. This can optionally be expanded into a comprehensive PMO Improvement Plan the implementation of which can be supported by DEMIX Consultants if required.
If your PMO is not adding the value you expected then perform a DEMIX PMO Health Check to find out why!
To find out more or register interest contact Stephen Woods via the email below: