I’m taking some holidays in Vietnam, doing a lot of kilometers during the few days I have.
This country save a lot of traditions of their ancestors and some other things are more evolutioned than you can expect.
One of the days we did a day trip to a place named “Perfume Pagoda”, you can look for some photos in the Internet, they are great.
When we were coming back to Hanoi, the guide gave out some papers to the people in the mini-bus. Almost everybody was from Germany, some others from Australia and us from Spain.
The people was surprised when they read the paper, it was a feedback form to measure the client satisfaction of the service we hired.
- How is the driver,
- How is the level of english of the guide,
- How is the knowledge of the guide,
- How is the status of the car
It’s a pleasure to see that here there is already these kind of quality tools in some of the services provided to the tourists. Nevertheless the tourism is one of the most important industries in this country.
With respect the rest of the trip, I’m having a very good experience, the people is so friendly.
This week I have assisted to a training about ITIL foundations.
The session started as a bored teorical training session about a framework, and taking into account that all the concepts were known by me, the first hours were hard.
I was sitted with a colleague that also know CMMI so we were all the session relating ITIL naming convention with CMMI concepts. It was better…
After that we were reviewing how each one has in our services implemented different practices and the reason to achieve them (the business contrains), so this real cases were so so useful as learned lesson.
Some basic conclusions:
- CMMI is an organizational framework that can cover all aspects of a business. ITIL is focused on IT Processes for Service Delivery Processes.
- As ITIL is not a driven tool as CMMI, there are not stages as in CMMI that allows you to clasify companies by level of achievement of that framework.
- But these tools are really long term frameworks that talk about the maturity of the processes in a company. How to arrive to this maturity stages easily? You need other tools as Six Sigma, Kaizen… that provide you an increase in quality aspects.
Please, let me know if I’m wrong.
In the mid 1980’s software had become an increasingly larger part of weapons systems and many products.
The U.S. DoD was strongly dissatisfied with the outcomes of weapons development projects. This gave rise to the Software Engineering Institute (SEI) and the first Capability Maturity Model (CMM) funded by the DoD.
As consequence of all of this, the first CMM (CMM v1.0) was developed for software and released in August 1990.
Since I’m working with our internal process framework, based in specific practices of the CMMI, I have discovered that making pressure on different Process Areas, reviewing and improving them, we are removing a lot of non necessary work that was supposed to be done.
To improve these areas, we review it each month and create actions to improve those that are not as ‘green’ light.
one of the key points?
in the Specific Process Areas of check list questions that provoke the people think about if they detect any corrective or preventive action.
During this year we are deploying CMMI in our Service Support.
The best benefit of this deployment has been the increase of business visibility that people has learned about the activities they perform.
Before to have it, people worked without understand some essential topics of the business. Now people feel more comfortable with the tasks they are performing due to they know the business effect each task has.
I need to improve this knowledge, but the initial evolution is encouraging.