West Return On Process (ROP)

Getting Real Performance Results from Process Improvement
Erscheinungsjahr 2013
ISBN: 978-1-4398-8641-0
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 390 Seiten

Although there are countless books about process improvement and business performance, there is a dearth of literature on how process improvement yields business performance results. Filling this need, Return On Process (ROP): Getting Real Performance Results from Process Improvement provides strategic and tactical guidance on how to achieve a positive ROP.

The book details a comprehensive and coherent end-to-end process for integrating organizational performance objectives and measures to process improvement activities. Describing how to achieve real business performance results from process improvement, it supplies sound, proven advice on how to improve your organization’s software and systems development and delivery processes in ways that affect your business.

Defining the relationship between performance and process, the book presents metrics for business performance and explains how to set performance and process improvement goals, measure process improvement results, and lead a performance culture.

Filled with examples and case studies that illustrate key concepts, it provides "how to" information based on three role categories: executive, manager, and practitioner. Describing non-traditional and innovative ways to achieve process and performance improvement, the book includes action plan guides at the end of each chapter that provide clear-cut guidance on exactly what you should and shouldn’t do.

Autoren/Hrsg.

West, Michael

Fachgebiete

• Mathematik | Informatik EDV | Informatik Angewandte Informatik Wirtschaftsinformatik
• Wirtschaftswissenschaften Betriebswirtschaft Wirtschaftsinformatik, SAP, IT-Management

Inhaltsverzeichnis

Real Performance Improvement
What Do You Think? What Do You Believe?
What Is Real Performance? Case Study: Fast, Simple Technology Improvement Case Study in Not Thinking Systemically
Learn What to Improve and Why Determine What to Improve Determine Why to Improve Something…and How Much to Improve Case Study in Understanding What to Improve and Why
The Place for "Best Practices" in Performance Improvement
Establishing Performance Objectives Framing the Challenge Defining the Performance Objective Language Getting to the Real Performance Objective Using Criteria to Evaluate Performance Objective Statements
Establishing Performance Measures The Measure of Success What Gets Measured and Unintended Consequences Context-Based Performance Measures The Effect of Watching or Measuring Case Study Defining the Performance Measurement Language Types of Measures Defining Your Performance Measures
Focusing the Improvement: People, Process, and/or Technology
Planning and Managing the Performance and Process Improvement Project The Most Important and Most Overlooked Measure: The Performance Baseline Process Improvement Life Cycle "Projectize" the Work Initiate the Project (Inception) Plan the Project Develop the Solution Transition the Solution
Putting It into Practice Putting It into Practice: Defining Performance Objectives
Do’s and Don’ts Do Don’t
Reflect and Plan: What Did You Learn?
What Will You Do? What? Who? When and How Much?
Endnotes

Real Process Improvement
What Do You Think? What Do You Believe?
Establishing Process Performance Objectives A Story of an Unbalanced Scorecard From the Strategy to the Performance Objective to the Process Performance Objective Strategic Process Alignment Performance Objective Process Alignment
Understanding Defined Process versus Performed Process
Improving the Performed Process Accelerating Process Performance Reducing Process Performance Tasks Reducing Process Performance Lag or Wait States Parallel Process Performance Process Representation Sentiment Can Ruin Efficiency Improving Process Performance Efficacy Improving Process Performance Output and Results Quality Preventive Quality Process Improvement Corrective Quality Process Improvement
Improving the Defined Process The Process Is a Product Build the Process for Its Users Design the Process for the Way Users Work Establish Process Design Standards Provide Meaningful Process Tailoring Tailoring Is a Process Performance Activity Tailoring Is Based on Criteria and Rationale Tailoring Criteria and Guidelines Tailoring Guidelines Design to the "-ilities" Don’t Define Inconsequential Processes
Synchronizing the Defined and Performed Processes Stage 1: Equalize the Defined Process with the Performed Process Example Modeling Stage 2: Define the "To Be" Process Stage 3: Perform the Defined Process Stage 4: Institute Synchronization and Continuous Improvement Using Defined–Performed Process Variance for Improving the Defined Process Using Defined–Performed Process Variance for Improving the Performed Process Continuous Improvement, Synchronization, and ROP
The CMMI and Process Improvement Ways to Think about Best Practices Where Improvement Begins in the CMMI
Putting It into Practice Putting It into Practice: Defining Process Performance Objectives Putting It into Practice: Improving the Defined Process Putting It into Practice: Improving the Performed Process Putting It into Practice: Synchronizing the Defined and Performed Process Putting It into Practice: Measuring the Process Improvement Putting It into Practice: Progress toward Higher CMMI Maturity Levels
Do’s and Don’ts Do Don’t
Reflect and Plan: What Did You Learn? What Will You Do? What? Who? When and How Much?
Endnotes

Getting the Return on Process (ROP)
What Do You Think? What Do You Believe?
Measuring the Effects of Process Improvement on Performance
Changing Process and Measuring the Effects Measuring the Performed Process Changes Measuring Process Performance Speed Measuring Process Performance Efficacy Measuring Process Performance Output Quality Measuring the Defined Process Changes
Making Claims of Performance Results from Process Improvement Return on CMMI Use
Putting It into Practice Putting It into Practice: Deriving the Return on Process Putting It into Practice: ROP Efficiency Gains Putting It into Practice: ROP Efficacy Gains Putting It into Practice: ROP Output Quality Gains Putting It into Practice: Progress toward Higher CMMI Maturity Levels
Do’s and Don’ts Do Don’t
Reflect and Plan: What Did You Learn?
What Will You Do? What? Who? When and How Much?
Endnote

Small Changes, Big Performance Improvement
The Greatest ROP
Use 20 to Do 80 The Wrong Tool for the Work Learning to Save
Make Meetings Work More Meeting Efficiency and Efficacy Tips
Involve the Right People for the Right Work at the Right Time When Expertise Isn’t Useful More Ideas Don’t Produce Better Ideas Aligning People with the Work
Learn One, Learn All Lessons Learned Definitions Lessons Learned on Lessons Learned How People Learn and the Relative Cost of Learning Lessons Learned Challenges Tips for Establishing a Successful Lessons Learned Program Recommended Approach Conduct a Lessons Learned on Lessons Learned Define and Promote the Lessons Learned Business Case Develop a Model and Attributes for a Lesson Learned Adapt Current Technology to Enable Lessons Learned Establish Incentives for Participation Monitor, Measure, and Publicize Progress and Success
Do Only What Needs to Be Done (and No More) The Useful–Interesting Paradigm for Managing E-mail Parsing E-mail Using the Interesting–Useful Dimensions Parsing E-mail Using the Useful–Not Useful Dimension Parsing E-mail Using the Interesting–Not Interesting Dimension Using the Covey Quadrants to Manage E-mail Additional Approaches for Managing E-mail Broader Applicability of the Useful–Interesting Paradigm The Right Amount of Analysis Too Little Analysis Too Much Analysis Perpetual Analysis The Right Amount of Analysis
Make Decisions Once and Make Good Decisions A Brief History of Decision Making The Importance of Structured Decisions The Decision-Driven Organization A Simple Decision Process Increasing Decision Capability and ROP Decision Making in the CMMI
Do Less to Do More Activity Is Not Work Assume It Already Exists and Don’t Reinvent It Define Things Once
The Multitasking Myth
Endnotes

Improving Process Improvement
What Do You Think? What Do You Believe?
Where It All Goes Right (or Wrong)
Start with the Right Team Process Improvement Project Stakeholders Process Users Executive Leadership and Senior Management Business Development Finance and Accounting (Cost Accounting) Human Resources Defining Stakeholders
Consultants What Does Your Organization Need and Why? Selecting a Consultant
Process Design and Development What Is Process? A Useful Model for Process Process Representation The Dynamic Process The Smart Process The Almost Perfect Process
Process Improvement Project Management Scope Learn to Say "No" Learn to Say "Yes, and…" Resources Insufficient Resources The Wrong Resources Priorities Schedule Managing Stakeholders and Their Expectations
Reflect and Plan: What Did You Learn? What Will You Do? What Are You Doing or about to Do? Why? Who Is Involved? Balance

Process and Performance Myths
Myth: Achieving Model or Standards Compliance Indicates Performance
Myth: If We Develop Good Procedures, We’ll Improve
Myth: If We Hire the Right People, We Don’t Need Processes
Myth: If We Just Implement the Right Tools, We Can Automate Things and Accelerate Our Business
Myth: We Need to Hire a Lead Appraiser to Improve Our Processes

Index

Über Autor(innen)

Michael West is a lifelong practitioner and student of process improvement. He is the co-founder of Natural Systems Process Improvement (Natural SPI), a consultancy specializing in designing, developing, and deploying process systems that enable performance improvement gains. Mr. West’s process insights and innovations have helped many organizations in various sectors of the economy achieve real process and performance improvement. His process consulting clients include ATK, Autodesk, AVL, BAE, BB&T, Crane Aerospace, DCS, Deloitte, Sandia National Labs, and the US Navy. Mr. West frequently presents and speaks at industry conferences and is the author of Real Process Improvement Using the CMMI (CRC Press, Boca Raton, Florida, 2004).