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What Models Should IT use?

What Models Should IT use?

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What Models Should IT use?

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  1. What Models Should IT use? Chapter 6 MISY 300

  2. No “One Size Fits All” • Model serves as a framework to measure and achieve progress toward a stated goal • Tool • Where are we “now”? • Evaluate how the organization is operating in relation to characteristics of the model • Where do we want to go? • Assess which attributes of the model are needed to achieve the goals of the organization • “If you don’t know where you are, a map won’t help” Humphrey

  3. Capability Maturity Model Integration (CMMI) • CMMI is a process improvement approach that provides organizations with the essential elements of effective processes • This will improve their performance. • CMMI-based process improvement includes identifying your organization’s process strengths and weaknesses and making process changes to turn weaknesses into strengths. • CMMI applies to teams, work groups, projects, divisions, and entire organizations. • CMMI models are collections of best practices that help organizations to dramatically improve effectiveness, efficiency, and quality.

  4. CMMI - Best Practices • CMMI models are collections of best practices that help organizations to dramatically improve effectiveness, efficiency, and quality.

  5. Control Objectives for Information and Related Technology (COBIT) • Control model to meet the needs of IT governance and ensure the integrity of information and information systems. • Provide management and business process owners with an IT governance model to help in delivering value from IT and understanding and managing the risks associated with IT. • Helps bridge the gaps amongst business requirements, control needs and technical issues.

  6. IT Infrastructure Library (ITIL) • Framework for IT Service Management • More holistic approach to managing services from end-to-end • Not just the individual technology silos

  7. ITIL is typically used in conjunction with one or more other practices to manage IT: • COBIT • Six Sigma (a quality methodology) • TOGAF (a framework for IT architecture) • ISO 27000 (a standard for IT security)

  8. International Organization for Standardization (ISO) • Largest developer of technical standards • Chartered to facilitate international coordination and unification of industrial standards • 16000+ international standards • Agriculture, construction, mechanical engineering, medical services, and IT

  9. Project Management The PMBOK® Guide’s Definitions for Project and Project Management • A projectis a temporary endeavor undertaken to create a unique product, service, or result. • Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Managing a project includes: • Identifying requirements • Establishing clear and achievable objectives • Balancing the competing demands for quality, scope, time, and cost • Adapting the specifications, plans, and approaches to the different concerns and expectations of the various stakeholders

  10. The Context of Project Management – Project Attributes • Time Frame • Purpose (to provide value!) • Ownership • Resources (the triple constraint) • Roles • Project Manager • Project Sponsor • SME (domain & technical) • Risk & Assumptions • Interdependent Tasks • progressive elaboration – steps & increments • Planned Organizational Change • Operate in Environments Larger than the Project Itself

  11. The Triple Constraint Figure 1.3

  12. Project Management Body of Knowledge Areas

  13. Six Sigma • Originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. • Maturity of a manufacturing process can be described by a sigma rating indicating its yield, or the percentage of defect-free products it creates. • A six sigma process is one in which 99.99966% of the products manufactured are statistically expected to be free of defects (3.4 defects per million). • Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal became a byword for the management and engineering practices used to achieve it.

  14. Six Sigma • Improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. • Uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Black Belts", "Green Belts", etc.) who are experts in these methods • Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction and/or profit increase).