AC Slides

VERSION 2.
Advancing Service
Excellence
DISCLAIMER
THIS MATERIAL IS FURNISHED ON AN AS-IS BASIS. CMMI

INSTITUTE MAKES NO WARRANTIES OF ANY KIND, EITHER
EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT
NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR
MERCHANTABILITY, EXCLUSIVITY, OR RESULTS OBTAINED FROM
USE OF THE MATERIAL. CMMI INSTITUTE DOES NOT MAKE ANY
WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM
PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT.
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This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. 2017 CMMI Institute. CMMIIN STITUTE.COM 02
MODULE 1.1
Introductions
WHO ARE WE?
Prepare to introduce a classmate Find your teammates

You have been given the Participant Background for Sit at the table labeled with the name of the
another student organization in your assigned context
Find that peer When other team members arrive, discuss and write the
information found in the organization description that
Discuss what to share with the rest of the class during might affect how work is done (will discuss later)
introductions (You will introduce that person later)
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WELCOME
Welcome Video
Here
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INTRODUCTIONS My name & what my
organization does
My development
When I took background What my
Foundations of stakeholders
Capability care about
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RULES OF
ENGAGEMENT
Participate and share your experience.
Speak one at a time.
Keep discussions and questions to the pointinstructors

may need to bin some questions to keep on topic. Change Requests
Submit change requests
Use the parking lot for issues. for model and training
issues below:
Once an issue has been posted, do not continue to revisit it. [email protected]
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LOGISTICS
EMERGENCY
EXIT
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AGENDA
Day 1 Day 2 Day 3 Day 4

Goals & Objectives Participant Presentations Participant Presentations Special Topics
Organization Contexts Building and Sustaining Building and Sustaining Organizational Change
Capability 1 Capability 2
Participant Presentations Assess Learner Objectives
Special Topics Group Presentations
Select Special Topics Individual Feedback
Special Topics
Prepare for Written
Assignment Prepare for Exam
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MODULE 1.2
Course Goals
Where This Course Fits
PRE-REQUISITE TO:
Participating on a CMMI appraisal

team
Becoming a CMMI Professional
Becoming a CMMI Instructor
Becoming a CMMI Appraisal Team

Leader
COURSE
GOALS
Im taking this course because I want to know more about the CMMI model to
Using a single model Using more than 1 model
(DEV, SVC, SPM, WFM)
Implement the practices effectively and

efficiently in my own organization processes
Help other organizations implement the

practices effectively and efficiently in their
processes
Deliver training or appraisal services to other

organizations
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COURSE
GOALS
By the end of this course, you will understand how to complete the following
tasks:
Understand how to leverage best practices of CMMI

Demonstrate understanding of how to leverage the CMMI model to help avoid or reduce the impact of
an issue
Evaluate impact of a process improvement activity
Demonstrate an understanding of how persistence and habitual sustainment of processes is achieved
NEXT: Well talk in a few minutes about any other purposes or expectations
you may want to cover.
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LEARNER OBJECTIVES ADVANCING ORGANIZAITONAL CAPABILITY
Learner Objectives
Advancing Organizational Capability:

Learner Objectives
CMMIINSTITUTE.COM pg 1
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COMPLETION
CRITERIA
Successful completion of this course requires that you satisfy the following
requirements:
Address all prerequisites
Present pre-course assignment to the class
Attend all course sessions
Participate in discussions, quizzes, and exercises
Meet all objectives for the written assignment
Pass the open book exam
You will receive a course certificate upon successful completion.
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MODULE 1.3
CMMI Terminology
1. Acquirer
2. Availability
3. Capacity
4. Competency
5. Contractor
Without discussion, define these CMMI
terms in your own words. 6. Empowerment
You may use reference materials; there will
7. Governance
not be time to look up every term. 8. Incident
9. Lifecycle model
10. Peer
CMMI Terminology 11. Performance
12. Service system
13. Supplier
14. Tailored process
15. Workforce
MODULE 1.4
Context Overviews
ORGANIZATION CONTEXTS
Instructions On a flip chart

Summarize the important characteristics of your
assigned organization context.
Organization name
Then choose someone from your group to present.
Type of work
Customers
Organization structure and size
Location of work
Culture
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MODULE 1.5
Capability Areas
CMMI CAPABILITY AREAS
Without discussion
List the capability areas in each category
List the practice areas in each capability area
Circle the practice areas that are included in your primary CMMI
model
You may use reference materials; there will not be

time to look up every term.
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MODULE 1.6
Applying CMMI to
Vendor Management
VENDOR MANAGEMENT
SCENARIO
Supplier agreement isnt clear about expectations problems result
01 02 03 04
Identify the issue or opportunity Use the Quick References and List the PAs and practice Choose someone from your
in the vendor management online model. numbers on a flip chart. group to present.
scenario in your context.
Identify practice areas (Pas) Explain why each would help

containing practices the address the issue or opportunity.
organization could implement
more effectively.
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VENDOR MANAGEMENT DEBRIEF
When the supplier agreement isnt

clear about expectations, problems
result
Which practice areas and practices were useful for each
context?
How did context differences affect choice of practice

level or context-specific information within these
practice areas?
Which practice areas and practices were useful for at

least one context but not others? Why?
Which other practice areas and practices might be

useful?
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MODULE 1.7
Prepare for
Presentations
PRESENTATION ORDER
Find others with same 1 4 Decide on your

scenario groups presentation
order
Decide on time slot 2
Negotiate with other 3 5 Post scenario title

groups for time slot and names in
appropriate time slot
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. 2017 CMMI Institute.
PRESENTATION EXPECTATIONS
Presentation Expectations
Performance skills
Correct use of CMMI concepts and terminology
Overview Impact Potential Solution Relevancy

Solution Impact
Quick overview of Impact of issues or Aspects of the Impact of solution on Which learner
aspects of situation opportunities on organization that business results and objectives are
issues or business and affect solution choice stakeholders relevant?
opportunities stakeholders Activities
Work products
Participants
Relevant CMMI
practice areas
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LEARNING FROM PRESENTATIONS
Proposed solution for Proposed solutions Questions to ask

each context across contexts yourself
Aspects of the organization that What is similar? Why? What can I apply to my own
affected solution choice What is different? Why? work?
Activities Are there other useful CMMI Which learner objectives are
Work products practice areas and practices? relevant?
Participants
Impact and risks
CMMI practice areas
CMMI practices
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MODULE 1.8
Presentation Scenarios
Managing
Work
Work is already underway, but some planned

resources are no longer available.
Scenario
New Solution
The general concept has been identified, and

money is available. Now its time to produce a
complicated system.
Scenario
Scenario
Customer requests are flowing in, but the

request system is having problems.
.
Customer
Issues
Scenario
People arent following organization standard processes for

some reason.
Process
Management
Resilience
People in the organization know that if there is

a power outage, then they will be unable to do
their work adequately.
Scenario
Strategic
Changes and
Additions
The management team makes decisions without

thinking about strategic business objectives.
Scenario
MODULE 1.9
Review Learner
Objectives
HOW ARE YOU DOING?
Mark how your learning

is progressing based on
the learner objectives we
have addressed.
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MODULE 1.10
Select Special Topics

Possible special topics
MODULE 1.11
Prepare for Written

Assignment
COMPLETION
CRITERIA
requirements:
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WRITTEN ASSIGNMENT
Demonstrate your ability to apply CMMI practices to address a real-world issue or opportunity:
Describe an organization context

Describe an issue or opportunity
Describe a process improvement solution for that issue or opportunity
Submission
Provide hardcopy for facilitator

Additional electronic copy recommended
Submit prior to beginning of class on final day
Facilitator will evaluate assignment and provide feedback:
All objectives met PASS

One or more objectives met or partially met may request a new assignment and rewrite the exercise once
One or more objectives not met may retake Applying CMMI
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WRITTEN ASSIGNMENT CRITERIA
Guidelines
Meet all objectives for written assignment
Use plain language, and do not copy model verbatim
Identify CMMI practice areas and practices used in solution
Stay within specified paragraph and page lengths

CMMI Context 1-2 paragraphs
Issue or opportunity 1-2 paragraphs
Institute Solution maximum 2 pages
Total assignment length maximum 3 pages
Solution must be based on at least

Three Level 1-3 practices from your assigned practice area
Relevant practices from Building and Sustaining Capability
practice areas
Ensure that spelling and grammar mistakes do not impede the

facilitators understanding of your work
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ORGANIZATION CONTEXT INSTRUCTIONS
Individually or in groups of 2-3 people,

define an organization context.
Describe the organization context. Include the following items:

Organization name
Type of work
Customers
Organization structure and size
Location of work
Culture
Other
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SCENARIO AND SOLUTION
INSTRUCTIONS
Individually, describe a process improvement solution that

addresses an issue or opportunity for your organization context
Use level 1-3 practices from your assigned practice area and
other relevant practice areas
Provide information about each of the following items:
Work products created or changed

Stakeholders involved
Risks
Impact on stakeholders and performance results
Describe how to ensure that the process improvement solution is

persistent, sustained, and habitual
Identify which CMMI practice areas and practices were used
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MODULE 1.12
Building and Sustaining

Capability Practice
Areas: Review
BUILDING & SUSTAINING CAPABILITY
Without discussion
Summarize the practices in the Identify other practice areas that You may use reference materials;
Building & Sustaining practice areas provide guidance on how to there will not be time to look up
in your own words implement GOV and II practices every term.
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MODULE 1.13
Building and Sustaining

Capability: Applying
Gov and II Practices
Work with others who have the same context
Describe what is needed to make sure the

processes are persistent, sustained, and habitual
Instructions List involved stakeholders and work products
Map to Governance and Infrastructure practices
Choose a presenter
page
EXAMPLE
WHO needs WHAT
stakeholders work products
To ensure vendor management processes and

improvement are persistent, sustained and
habitual
To establish, maintain, and manage the
agreement
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MODULE 1.14
Preparation for
Professional Exam
COMPLETION
CRITERIA
requirements:
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ABOUT THE PROFESSIONAL EXAM
4-hour open book, proctored exam (most finish in less time)
60 multiple choice and true/false questions
30 questions based on Applying CMMI and Foundations

of Capability learner objectives
30 model-specific questions based on Building Excellence

learner objectives for your primary model (CMMI-DEV,
CMMI-SVC, CMMI-SPM, CMMI-WFM)
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EXAM QUESTION TYPES MODEL CONTENT
PRACTICE QUESTIONS
Answers would be
helpful in notes
section
1. Which CMMI practice area 2. The intent of the RDM practice area
contains practices related to riding is to develop and keep updated bicycle
a bicycle? riding techniques that are compatible
with both rural and city roads.
A. RDM
B. MPM A. True
C. TS B. False
D. None of the above
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EXAM QUESTION TYPES APPLYING MODEL
PRACTICE QUESTIONS
1. Situation The staff is evaluating several new

personal trackers that they would like to sell
to help athletes monitor their own progress.
Context Which of the following does NOT need to be

Bikes4U is a small company that provides training and considered for each tracker?
instruction on bicycle riding. Their primary customers are
athletes who want to improve their speed and endurance
A. What is the wholesale price?
B. Does the tracker have a Bluetooth
connection?
C. Is there an edible version of the tracker?
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EXAM QUESTION TYPES APPLYING MODEL
PRACTICE QUESTIONS
1. Situation Pat wants to race next week but

doesnt know how to ride a bicycle. So she
asks the Bikes4U staff for help.
Context The only way for someone to learn to ride a

Bikes4U is a small company that provides training and
instruction on bicycle riding. Their primary customers are
bicycle is by viewing a video about bicycle
athletes who want to improve their speed and endurance repair.
A. True
B. False
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PROFESSIONAL EXAM
PREPARATION
Review Practice Strategy

Review learner objectives: Practice asking and answering Practice finding information
questions related to the learner quickly in the CMMI V2.0 model
Foundations of Capability objectives:
Building Excellence Do not try to memorize the
Applying CMMI Questions directly related to model!
model content and terminology
Questions about applying

model content and terminology
in a context
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MODULE 1.15
Learner Objective Q&A

LEARNER OBJECTIVE REVIEW
Courses
Q&A PREPARATION Learner Objectives
Choose a Learner Objective
Question
a question related
to the learner
objective
Answer
the answer to
that question
CMMIINSTITUTE.COM pg 1
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LEARNER OBJECTIVE REVIEW
Q&A GAME
Question
a question related
to the learner
objective
Answer Answer
the answer to the answer to
that question your question
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MODULE 1.16
Organizational Change
WHY CHANGE?
Individually identify 4 reasons to change how work is

performed in an organization
Combine lists with others in your group
Choose the top 10 reasons for change
Write your group list on a flip chart
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CHANGE IS HARD
Individually identify 4 barriers to change
Combine lists with others in your group
Choose the top 10 reasons for barriers
Write your group list on the same flip chart as

Reasons to Change
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CHANGE MANAGEMENT
KEY ELEMENTS
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CHANGE MANAGEMENT
Virgina Satir
Most people prefer the certainty of misery to the misery of uncertainty
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WHY IS IT SO HARD?
Everyone already has a process

It is their habitual way of doing their work
We all know how difficult it is to change habits
If it aint broke, dont fix it
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CHANGE METHODS
Vary in scope
Size of change, number of people affected
Other scope variations?
Vary in approach
Structured and explicit, organic and ad hoc, starting with vision and
working backwards, starting with current state and working forwards
Other approaches?
Vary in procedures, techniques, and tools

Examples?
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NO ONE RIGHT WAY
There is no one right way
Many ways to implement
How well any way works is situationally dependent
Must fit the culture
Lean must have value
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KEYS TO SUCCESSFUL ORGANIZATIONAL CHANGE
Know where you are going
Understand and address stakeholders needs and impacts
Use effective methods
Ensure commitment and accountability
Reinforce and ensure sustainability
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CHANGE READINESS
CHECKLIST #1
Is it clear who wants the change and why? Are the common benefits for the organization and
the workers clear?
Are plans for change and its outcomes explained Is there strong support for change from top
in a simple, detailed way? management?
Are plans for change put in terms that are Are potential problems or conflicts with present
meaningful to those who must live with them? practices stated up front?
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CHANGE READINESS
CHECKLIST #2
Do you initially introduce change in a small,

accepting part of the organization?
Do you or your management spend enough time
gathering information and opinions, defining
potential problems, and getting feedback about
the changes?
Does your change plan confront the problems for
those who will be most affected?
Do you or your management build enough

support for change (e.g., teams, coalitions,
advocates, supporters)?
Do you reward individual participation in the
change process and publicize successes?
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KNOW WHERE YOURE GOING
Where you want to go Where you are now

Reasons for change Current state of processes,
tools, skills
Clear tie to business goals and
objectives Current performance results
Vision Barriers to change
Strategy
Measurable performance
results
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CLEAR TIE TO BUSINESS OBJECTIVES
How will the process improvement initiative support the

organizations business objectives?
What are the organizations highest priorities?
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DOCUMENT THE AS IS FIRST
First document what you are doing
Resist the temptation to document what you think you

should be doing
Dont try to improve the process as you document it
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STAKEHOLDERS NEEDS AND IMPACT
Organizational structure and People who are affected by

culture the work
Service management and Which CMMI People who will lead the
leadership change effort
V2.0 practice
areas can
help?
People who do the work WIIFM Whats in it for me?
page
Planned change relies on getting the right
people with the right attributes into the right
roles at the right time!
The Importance of Getting the

Right Mix
What Our Partners Say:
Senior management sponsorship is critical
Without constant vigilance, steady pressure, and active visible support by senior
management, results will not change
What management pays attention to gets done
Providing only funds is not enough
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WORKER INVOLVEMENT
They will buy into the process

Without this process, resistance
will increase
People who
perform a task
need to be
The process will reflect how the involved in
work gets done Compliance will be difficult
defining and
revising their own
process
As they document, they will see
improvements
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CONSIDER ALL ORGANIZATIONAL FUNCTIONS
Management steering function Metrics collection and analysis
Process function Quality assurance
Training
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CUSTOMER MANAGEMENT
Manage the impacts of the Educate customers about your new Manage impacts on other
changes with customers (internal processes and its impacts organizational entities
or external)
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FIRST STEPS TO A WIN-WIN RELATIONSHIP
Understanding the stakeholders

Goals and objectives
Environment
Problems and issues
Wants and needs
Hot buttons
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CHANGE EFFORT ROLES
Inventors Experts
01

Integrate trends and data into concepts,
models, and plans
Envision the big picture
04

Take responsibility for the technical
knowledge and skills required for the change
Explain information in a logical way
Entrepreneurs Managers
02

Focus on organizational efficiency and
effectiveness
Identify critical issues and new possibilities
Seek new opportunities
05

Simplify
Delegate
Assign priorities
Develop other priorities
Get the job done at all costs
Integrators Sponsors
03

Forge alliances
Gain personal acceptance and help to gain
acceptance for team and its program
Relate practical plans to strategic plans and
06

Ensure support and resources from the
highest levels of the organization
Communicate where the change fits in the
overall vision of the organization
organizational issues
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USE EFFECTIVE METHODS
Communication
Plan the work
Training
Right level of detail
Measurement
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PLAN THE PROGRAM
Failing to plan is The First Step to Success: Develop a Plan

planning to fail
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RIGHT LEVEL OF DETAIL
Dont let perfect

be the enemy of
Too fine a level of detail will confuse and frustrate good enough
You cannot anticipate every eventuality
Determine the level of control needed
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DONT OVERWHELM WITH CHANGE
Allow time to internalize the change and

make it a habit
People can only absorb so much change at An organization can tolerate more change
one time if it is spread out
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COMMUNICATION
Communicate the change

Communication reduces anxiety
Tells people what is going on
What will change
What wont change
How they can contribute
How success will be measured
Studies have shown that a message must be given

multiple times in multiple ways to ensure that it is
received
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GUIDELINES FOR EFFECTIVE COMMUNICATION
Listen carefully Step back

Be open and patient to hear the entire story before Take a break if the tension gets too great
counter-arguing Think about issues privately
Be courteous Temporarily put aside issues
Be aware of offensive phrases and gestures Table the issue for offline resolution
Step-by-step agreement Focus the work
Take small, focused steps to accomplish agreement Examine what a person does rather than the
and avoid backsliding persons character
Progress check Focus on solving the problem, not changing the
Include periodic checks to ensure the goal is being person
reached Empathize
Refocus Honor the other persons position
Define the issue in a different way Maintain objectivity
Take a different approach Focus on the facts and issue, not personal feelings
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TRAINING
Ensure that training covers the full scope of individuals with roles in
the process
Training is important for learning and supporting new behaviors
DMM training
Process training
Tool training
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MEASUREMENT
Define how success will be measured If it moves, measure it
Remember measurement drives behavior If it doesnt move, measure it, and call it a constant
Measure what you want changed
You get what you measure
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REPORT PROGRESS
Provide the following

Objective indication of status
Basis for observing trends
Formal communication between the project and management
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Building new capabilities Sustaining new capabilities

Support new and existing processes as they change Manage priorities, commitments, and accountability
Support change activity itself Share learning and knowledge
Demonstrate value early and often Recognize success and reinforce new behaviors
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REINFORCEMENT
Reinforce new positive behaviors
Plan how to deal with resistance
Positive reinforcement is more effective

than negative reinforcement
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REINFORCEMENT
EXAMPLES
Communicate Attend Presentations/Seminars

01

Reward new behaviors
Penalize non-participation 04 Entire team, not just leaders
Recognition Conferences
02 Company newsletters
05 Attendance
De facto reward system Public praise

03

Monitored by individuals in organization
Little attention paid to process if rewards
only given to those working on projects
Do not reward projects that deliver work but
06

Lunch with senior/executive management
Mentoring by leadership team member
Visits by senior/executive manager to offer
praise
disregard process
Cooperation and active support of middle
management is critical
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REINFORCEMENT
MORE EXAMPLES
Communicate displeasure Publish

01

Noncompliance
Mentor expected behaviors
Stress values, offer explanation, show
restoration
03

Management behavior expectations
Senior manager write column comparing old
to new behaviors
Use specific examples
Publicize Verbal warnings

02 Show management actions towards bad
behaviors 04

Attempt coaching to change behaviors
Reprimand by higher level manager after
continued inappropriate behavior
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KEEPING THE MOMENTUM
Sponsorship Successes Issues Progress reports

Senior management Promote Dont hide Highlight obtained
support is critical Encourage testimonials Increase communication benefits
Need vigilance, steady
pressure, and active visible
support
Funding not enough
What management pays
attention to gets done
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PLANNING ORGANIZATIONAL CHANGE
Define Analyze Identify

change stakeholders Initial action plan
Organization context Roles and individuals Activities and deliverables
Reason for change Involvement Owners
Desired Outcome Impact and reaction Effort
Expected result
Dependencies
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Hyperlinks needed
ADDITIONAL RESOURCES
o CMMI V2.0 Front Matter
o CMMI Implementation Guidance
o Organizational Change Management

Where can I
o Organizational Behavior
learn more?
o Organizational Development
o Process Improvement
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MODULE 1.17
Final Wrap-Up
REVISIT COURSE OBJECTIVES & GOALS
By the end of this course, you will understand how to complete the following tasks:
Understand how to leverage best practices of CMMI
Demonstrate understanding of how to leverage the CMMI model to help avoid or reduce the impact of an issue
Evaluate impact of a process improvement activity
Demonstrate an understanding of how persistence and habitual sustainment of processes is achieved
Lets look at our learning objectives checklists:

Any last questions?
Met
Partially Met
Not Met
page
COMPLETION
CRITERIA
requirements:
You will receive a course certificate upon successful completion.
page
INDIVIDUAL FEEDBACK
Bring your course objectives self-evaluation
Facilitator has evaluated your written assignment

based on objectives
Your written assignment and course participation

will be discussed
If objectives have not been met, facilitator will

work with you to define a remediation plan to
recommend to CMMI Institute
When feedback is complete, you may leave or

return to the classroom to visit with peers
page
PROFESSIONAL EXAM PRE-REQUISITES
The instructor will also notify CMMI

Partially Met/Met
Institute regarding the status of
May request a new assignment and rewrite it once
your written assignment
Met Not Met

Will receive permission to take the Professional May retake the course
Exam (included in cost of class)
page
Url needed
COURSE COMPLETING & PROFESSIONAL CERTIFICATION
Upon passing the exam, you will become a certified CMMI

Professional
You will also meet a primary pre-requisite for advanced

CMMI Certification Courses
More information about the certification and access to the

exam can be found at
page
CMMI TRAINING
Expert CMMI Course Series:
Mastering Organizational Capability
CMMI Lead Appraisers, CMMI Instructors
Advanced CMMI Course Series:

Advancing Organizational Capability
CMMI Professionals, CMMI Implementers and Project Leads
Introductory CMMI Course Series:

Building Organizational Capability
Anyone Interested in Improving Organizational Performance, Appraisal Team Members
page
CMMI CERTIFICATION
MASTERING Organizational Capability
CMMI Lead Appraiser*
CMMI Instructor*
ADVANCING Organizational Capability:

Certified CMMI Professional*
BUILDING Organizational Capability

Certified CMMI Associate
page
Link update?
HOW CAN YOU STAY INFORMED?
To get more information about CMMI, visit these links:
CMMI web page: http://cmmiinstitute.com

ROI - Organizations using CMMI: http://cmmiinstitute.com/who-uses-cmmi
FAQs: http://cmmiinstitute.com/faq
Appraisals: http://cmmiinstitute.com/cmmi-appraisals/
Certifications: http://cmmiinstitute.com/certifications
Training: http://cmmiinstitute.com/training
When in doubt, contact CMMI Institute: [email protected]
page
COURSE EVALUATION Link update?
Please complete the course evaluation using the link provided: (insert url).
Please make every effort to complete the survey during the last few moments of
class. It takes about 5-10 minutes and may be taken from your laptop, tablet, or
mobile phone.
We value and use your feedback!
page
Sign up for individual feedback on your written assignment
MODULE 1.18
Special Topics
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VERSION 2.

THIS MATERIAL IS FURNISHED ON AN AS-IS BASIS. CMMI

Prepare to introduce a classmate Find your teammates

Participate and share your experience.

Speak one at a time.

Keep discussions and questions to the pointinstructors

Day 1 Day 2 Day 3 Day 4

Participating on a CMMI appraisal

Becoming a CMMI Professional

Becoming a CMMI Instructor

Becoming a CMMI Appraisal Team

Implement the practices effectively and

Help other organizations implement the

Deliver training or appraisal services to other

Understand how to leverage best practices of CMMI

Advancing Organizational Capability:

You will receive a course certificate upon successful completion.

Instructions On a flip chart

Organization structure and size

List the capability areas in each category

List the practice areas in each capability area

You may use reference materials; there will not be

Supplier agreement isnt clear about expectations problems result

Identify practice areas (Pas) Explain why each would help

When the supplier agreement isnt

How did context differences affect choice of practice

Which practice areas and practices were useful for at

Which other practice areas and practices might be

Find others with same 1 4 Decide on your

Negotiate with other 3 5 Post scenario title

Overview Impact Potential Solution Relevancy

Proposed solution for Proposed solutions Questions to ask

Work is already underway, but some planned

The general concept has been identified, and

Customer requests are flowing in, but the

People arent following organization standard processes for

People in the organization know that if there is

The management team makes decisions without

Mark how your learning

Select Special Topics

Prepare for Written

Describe an organization context

Provide hardcopy for facilitator

Facilitator will evaluate assignment and provide feedback:

All objectives met PASS

Stay within specified paragraph and page lengths

Solution must be based on at least

Ensure that spelling and grammar mistakes do not impede the

Individually or in groups of 2-3 people,

Describe the organization context. Include the following items:

Individually, describe a process improvement solution that

Work products created or changed

Describe how to ensure that the process improvement solution is

Building and Sustaining

Building and Sustaining

Work with others who have the same context

Describe what is needed to make sure the

Instructions List involved stakeholders and work products

Map to Governance and Infrastructure practices