Contributions for the May Issue of The Best Practice Magazine
Submit your article about (SI) Supporting Implementation – (CAR) Causal Analysis and Resolution, (DAR) Decision Analysis and Resolution, (CM) Configuration Management & (COCO) Communication and Coordinationfor next month’s issue of The Demix Best Practice Magazine.
Send your Articles / Presentations / Tools to info@demix.org
(IMP) Improving Performance – (PCM) Process Management, (PAD) Process Asset Development & (MPM) Managing Performance and Measurement
(IMP) Improving Performance This CA 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
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Research shows that previous systems, such as yearly appraisals, are outdated and can even serve to decrease employee engagement and motivation.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.
Organizational change – (IMP) Improving Performance – (PCM) Process Management, (PAD) Process Asset Development & (MPM) Managing Performance and Measurement
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.
The best organizations design a performance management system that’s uniquely suited to its employees. From goal-setting to continuous feedback, performance data to annual reviews, no two processes look exactly the same from one company to the next.
But there is one common denominator for organizations with high-performing human capital — great tech.
Please utilize the free tests at https://demix.org/tests to assess your or your ATMs’ knowledge of CMMI. We are now using it to help our Certified CMMI Associate applicants prepare for their tests. Any suggestions for improvements will also be appreciated (send to info@demix.org)
Attention all Lead appraisers
Send us an email with the Subject: Appraisal Plan and we will send you the Demix Appraisal Plan.XLSX tool. It provides wonderful features to simplify your appraisal planning.
