際際滷shows by User: jorgeboria / http://www.slideshare.net/images/logo.gif 際際滷shows by User: jorgeboria / Thu, 30 Oct 2014 09:44:20 GMT 際際滷Share feed for 際際滷shows by User: jorgeboria Mps and agile appendix on change /slideshow/mps-and-agile-appendix-on-change/40921752 mpsandagileappendixonchange-141030094420-conversion-gate01
A big part of process improvement is managing the transition. Many books have been written about how to do this, yet there is a paucity of strategies that can be tied to real life variables. In this Appendix to our book (in translation from Spanish) we explore such strategies and suggest a parsimonious approach whenever possible.]]>
A big part of process improvement is managing the transition. Many books have been written about how to do this, yet there is a paucity of strategies that can be tied to real life variables. In this Appendix to our book (in translation from Spanish) we explore such strategies and suggest a parsimonious approach whenever possible.]]> Thu, 30 Oct 2014 09:44:20 GMT /slideshow/mps-and-agile-appendix-on-change/40921752 jorgeboria@slideshare.net(jorgeboria) Mps and agile appendix on change jorgeboria A big part of process improvement is managing the transition. Many books have been written about how to do this, yet there is a paucity of strategies that can be tied to real life variables. In this Appendix to our book (in translation from Spanish) we explore such strategies and suggest a parsimonious approach whenever possible. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/mpsandagileappendixonchange-141030094420-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> A big part of process improvement is managing the transition. Many books have been written about how to do this, yet there is a paucity of strategies that can be tied to real life variables. In this Appendix to our book (in translation from Spanish) we explore such strategies and suggest a parsimonious approach whenever possible.
Mps and agile appendix on change from Jorge Boria
]]> 1641 4 https://cdn.slidesharecdn.com/ss_thumbnails/mpsandagileappendixonchange-141030094420-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 MPS and Agile Methods references in english /slideshow/mps-in-english-references-in-english/33191840 mpsinenglishreferencesinenglish-140406132533-phpapp01
The references for the whole Tahini-Tahini story. So far the Prologue, and Chapters 1 and 2 have been uploaded. You can write me for versions in Spanish and Portuguese. ]]>
The references for the whole Tahini-Tahini story. So far the Prologue, and Chapters 1 and 2 have been uploaded. You can write me for versions in Spanish and Portuguese. ]]> Sun, 06 Apr 2014 13:25:33 GMT /slideshow/mps-in-english-references-in-english/33191840 jorgeboria@slideshare.net(jorgeboria) MPS and Agile Methods references in english jorgeboria The references for the whole Tahini-Tahini story. So far the Prologue, and Chapters 1 and 2 have been uploaded. You can write me for versions in Spanish and Portuguese. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/mpsinenglishreferencesinenglish-140406132533-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The references for the whole Tahini-Tahini story. So far the Prologue, and Chapters 1 and 2 have been uploaded. You can write me for versions in Spanish and Portuguese.
MPS and Agile Methods references in english from Jorge Boria
]]> 1244 6 https://cdn.slidesharecdn.com/ss_thumbnails/mpsinenglishreferencesinenglish-140406132533-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Maturity Models and agile chap 02 /slideshow/maturity-models-and-agile-chap-02-v12/33189077 mpsandagilechap02v1-140406112258-phpapp02
This is the second chapter of the authors' own translation of the award winning book The Story of Tahini-Tahini: Process Improvement and Agile Methods with the MPS Model. Originally published in Portuguese and already in Spanish. This Chapter deals with Process Improvement and how to make it work.]]>
This is the second chapter of the authors' own translation of the award winning book The Story of Tahini-Tahini: Process Improvement and Agile Methods with the MPS Model. Originally published in Portuguese and already in Spanish. This Chapter deals with Process Improvement and how to make it work.]]> Sun, 06 Apr 2014 11:22:58 GMT /slideshow/maturity-models-and-agile-chap-02-v12/33189077 jorgeboria@slideshare.net(jorgeboria) Maturity Models and agile chap 02 jorgeboria This is the second chapter of the authors' own translation of the award winning book The Story of Tahini-Tahini: Process Improvement and Agile Methods with the MPS Model. Originally published in Portuguese and already in Spanish. This Chapter deals with Process Improvement and how to make it work. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/mpsandagilechap02v1-140406112258-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> This is the second chapter of the authors&#39; own translation of the award winning book The Story of Tahini-Tahini: Process Improvement and Agile Methods with the MPS Model. Originally published in Portuguese and already in Spanish. This Chapter deals with Process Improvement and how to make it work.
Maturity Models and agile chap 02 from Jorge Boria
]]> 775 6 https://cdn.slidesharecdn.com/ss_thumbnails/mpsandagilechap02v1-140406112258-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 From Lust to Dust: A Product Life Cycle /slideshow/01-a-product-life-cycle/29669473 01aproductlifecycle-140103132746-phpapp02
Traditional software engineering deals with two phases of a product lifecycle: Development and Maintenance. In this short paper we propose to take a different approach and look at the products lifecycle using an analogy with the human lifecycle. We use this analogy to define roles that we call research, engineering, and support to accommodate all the required activities that will keep a product useful for the longest period possible, while at the same time giving rapid response to customer needs.]]>
Traditional software engineering deals with two phases of a product lifecycle: Development and Maintenance. In this short paper we propose to take a different approach and look at the products lifecycle using an analogy with the human lifecycle. We use this analogy to define roles that we call research, engineering, and support to accommodate all the required activities that will keep a product useful for the longest period possible, while at the same time giving rapid response to customer needs.]]> Fri, 03 Jan 2014 13:27:46 GMT /slideshow/01-a-product-life-cycle/29669473 jorgeboria@slideshare.net(jorgeboria) From Lust to Dust: A Product Life Cycle jorgeboria Traditional software engineering deals with two phases of a product lifecycle: Development and Maintenance. In this short paper we propose to take a different approach and look at the products lifecycle using an analogy with the human lifecycle. We use this analogy to define roles that we call research, engineering, and support to accommodate all the required activities that will keep a product useful for the longest period possible, while at the same time giving rapid response to customer needs. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/01aproductlifecycle-140103132746-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Traditional software engineering deals with two phases of a product lifecycle: Development and Maintenance. In this short paper we propose to take a different approach and look at the products lifecycle using an analogy with the human lifecycle. We use this analogy to define roles that we call research, engineering, and support to accommodate all the required activities that will keep a product useful for the longest period possible, while at the same time giving rapid response to customer needs.
From Lust to Dust: A Product Life Cycle from Jorge Boria
]]> 2100 5 https://cdn.slidesharecdn.com/ss_thumbnails/01aproductlifecycle-140103132746-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 04 small interventions sepg 2007 /slideshow/04-small-interventions-sepg-2007/29082556 04smallinterventionssepg2007-131210130357-phpapp02
Small organizations have very limited resources. This implies that traditional approaches to SPI will probably sink before they succeed for lack of sustaining funding. This white paper shows a proven approach to institutionalizing a managed behavior and beyond, by effecting small incremental changes that are easy to install individually but that collectively achieve most of the required specific practices at ML2. The presentation addresses a niche audience that usually has great difficulty in finding applicable processes and experiences that match their needs. In particular, small organizations, or process engineers working with small organizations; but also, organizations that cultivate individual dissonance in opposition to synchronicity or democratic decisions can benefit from it.]]>
Small organizations have very limited resources. This implies that traditional approaches to SPI will probably sink before they succeed for lack of sustaining funding. This white paper shows a proven approach to institutionalizing a managed behavior and beyond, by effecting small incremental changes that are easy to install individually but that collectively achieve most of the required specific practices at ML2. The presentation addresses a niche audience that usually has great difficulty in finding applicable processes and experiences that match their needs. In particular, small organizations, or process engineers working with small organizations; but also, organizations that cultivate individual dissonance in opposition to synchronicity or democratic decisions can benefit from it.]]> Tue, 10 Dec 2013 13:03:57 GMT /slideshow/04-small-interventions-sepg-2007/29082556 jorgeboria@slideshare.net(jorgeboria) 04 small interventions sepg 2007 jorgeboria Small organizations have very limited resources. This implies that traditional approaches to SPI will probably sink before they succeed for lack of sustaining funding. This white paper shows a proven approach to institutionalizing a managed behavior and beyond, by effecting small incremental changes that are easy to install individually but that collectively achieve most of the required specific practices at ML2. The presentation addresses a niche audience that usually has great difficulty in finding applicable processes and experiences that match their needs. In particular, small organizations, or process engineers working with small organizations; but also, organizations that cultivate individual dissonance in opposition to synchronicity or democratic decisions can benefit from it. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/04smallinterventionssepg2007-131210130357-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Small organizations have very limited resources. This implies that traditional approaches to SPI will probably sink before they succeed for lack of sustaining funding. This white paper shows a proven approach to institutionalizing a managed behavior and beyond, by effecting small incremental changes that are easy to install individually but that collectively achieve most of the required specific practices at ML2. The presentation addresses a niche audience that usually has great difficulty in finding applicable processes and experiences that match their needs. In particular, small organizations, or process engineers working with small organizations; but also, organizations that cultivate individual dissonance in opposition to synchronicity or democratic decisions can benefit from it.
04 small interventions sepg 2007 from Jorge Boria
]]> 755 3 https://cdn.slidesharecdn.com/ss_thumbnails/04smallinterventionssepg2007-131210130357-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 El cmmi de servicios est叩 aqu鱈 5 https://es.slideshare.net/slideshow/el-cmmi-de-servicios-est-aqu-5/28963212 elcmmideserviciosestaqu5-131206082250-phpapp01
La 炭ltima entrega de mi serie sobre el CMMI SVC. Como en la anterior, me enfoco en una de las dos 叩reas de gesti坦n de trabajo que son exclusivas del modelo SVC, en este caso continuidad de servicios (SCON)]]>
La 炭ltima entrega de mi serie sobre el CMMI SVC. Como en la anterior, me enfoco en una de las dos 叩reas de gesti坦n de trabajo que son exclusivas del modelo SVC, en este caso continuidad de servicios (SCON)]]> Fri, 06 Dec 2013 08:22:50 GMT https://es.slideshare.net/slideshow/el-cmmi-de-servicios-est-aqu-5/28963212 jorgeboria@slideshare.net(jorgeboria) El cmmi de servicios est叩 aqu鱈 5 jorgeboria La 炭ltima entrega de mi serie sobre el CMMI SVC. Como en la anterior, me enfoco en una de las dos 叩reas de gesti坦n de trabajo que son exclusivas del modelo SVC, en este caso continuidad de servicios (SCON) <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/elcmmideserviciosestaqu5-131206082250-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> La 炭ltima entrega de mi serie sobre el CMMI SVC. Como en la anterior, me enfoco en una de las dos 叩reas de gesti坦n de trabajo que son exclusivas del modelo SVC, en este caso continuidad de servicios (SCON)
from Jorge Boria
]]> 757 3 https://cdn.slidesharecdn.com/ss_thumbnails/elcmmideserviciosestaqu5-131206082250-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Tableros de desempe単o https://es.slideshare.net/slideshow/tableros-de-desempeo/28932100 tablerosdedesempeo-131205111518-phpapp02
Taller sobre la construcci坦n y el uso de Tableros de Desempe単o basados en mediciones. ]]>
Taller sobre la construcci坦n y el uso de Tableros de Desempe単o basados en mediciones. ]]> Thu, 05 Dec 2013 11:15:18 GMT https://es.slideshare.net/slideshow/tableros-de-desempeo/28932100 jorgeboria@slideshare.net(jorgeboria) Tableros de desempe単o jorgeboria Taller sobre la construcci坦n y el uso de Tableros de Desempe単o basados en mediciones. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/tablerosdedesempeo-131205111518-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Taller sobre la construcci坦n y el uso de Tableros de Desempe単o basados en mediciones.
from Jorge Boria
]]> 1125 2 https://cdn.slidesharecdn.com/ss_thumbnails/tablerosdedesempeo-131205111518-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Maturity Models and agile chap 01 /slideshow/mps-and-agile-chap-01-v10/28283014 mpsandagilechap01v1-131115084056-phpapp01
This is the second upload of the book "The Story of Tahini-Tahini: Software Process Improvement with Agile Methods and Maturity Models". We are seeking help to find mistakes and perfect the book. ]]>
This is the second upload of the book "The Story of Tahini-Tahini: Software Process Improvement with Agile Methods and Maturity Models". We are seeking help to find mistakes and perfect the book. ]]> Fri, 15 Nov 2013 08:40:55 GMT /slideshow/mps-and-agile-chap-01-v10/28283014 jorgeboria@slideshare.net(jorgeboria) Maturity Models and agile chap 01 jorgeboria This is the second upload of the book "The Story of Tahini-Tahini: Software Process Improvement with Agile Methods and Maturity Models". We are seeking help to find mistakes and perfect the book. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/mpsandagilechap01v1-131115084056-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> This is the second upload of the book &quot;The Story of Tahini-Tahini: Software Process Improvement with Agile Methods and Maturity Models&quot;. We are seeking help to find mistakes and perfect the book.
Maturity Models and agile chap 01 from Jorge Boria
]]> 2227 2 https://cdn.slidesharecdn.com/ss_thumbnails/mpsandagilechap01v1-131115084056-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 The Story of Tahini-Tahini: Software Process Improvement with Agile Methods and Maturity Models Preface and Prologue /slideshow/mps-and-agile-a-preface-and-prologue/28282605 mpsandagileaprefaceandprologue-131115082905-phpapp01
This is the first part of the book "The Story of Tahini-Tahini: Software Process Improvement with Agile Methods and Maturity Models" that we are crowd reviewing. Please review and send us comments to improve its quality. Thanks. ]]>
This is the first part of the book "The Story of Tahini-Tahini: Software Process Improvement with Agile Methods and Maturity Models" that we are crowd reviewing. Please review and send us comments to improve its quality. Thanks. ]]> Fri, 15 Nov 2013 08:29:05 GMT /slideshow/mps-and-agile-a-preface-and-prologue/28282605 jorgeboria@slideshare.net(jorgeboria) The Story of Tahini-Tahini: Software Process Improvement with Agile Methods and Maturity Models Preface and Prologue jorgeboria This is the first part of the book "The Story of Tahini-Tahini: Software Process Improvement with Agile Methods and Maturity Models" that we are crowd reviewing. Please review and send us comments to improve its quality. Thanks. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/mpsandagileaprefaceandprologue-131115082905-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> This is the first part of the book &quot;The Story of Tahini-Tahini: Software Process Improvement with Agile Methods and Maturity Models&quot; that we are crowd reviewing. Please review and send us comments to improve its quality. Thanks.
The Story of Tahini-Tahini: Software Process Improvement with Agile Methods and Maturity Models Preface and Prologue from Jorge Boria
]]> 909 4 https://cdn.slidesharecdn.com/ss_thumbnails/mpsandagileaprefaceandprologue-131115082905-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Tahini tahini sp-final_(cover_-_a4) https://es.slideshare.net/slideshow/tahini-tahini-spfinalcovera4/28282264 tahini-tahinispfinalcover-a4-131115081722-phpapp01
Versi坦n final del libro "Mejora de Procesos de Software con M辿todos giles y Modelo de Madurez MPS: La Historia de Tahini-Tahini" Para una versi坦n Kindle o en papel, recurrir a Amazon.com. ]]>
Versi坦n final del libro "Mejora de Procesos de Software con M辿todos giles y Modelo de Madurez MPS: La Historia de Tahini-Tahini" Para una versi坦n Kindle o en papel, recurrir a Amazon.com. ]]> Fri, 15 Nov 2013 08:17:22 GMT https://es.slideshare.net/slideshow/tahini-tahini-spfinalcovera4/28282264 jorgeboria@slideshare.net(jorgeboria) Tahini tahini sp-final_(cover_-_a4) jorgeboria Versi坦n final del libro "Mejora de Procesos de Software con M辿todos giles y Modelo de Madurez MPS: La Historia de Tahini-Tahini" Para una versi坦n Kindle o en papel, recurrir a Amazon.com. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/tahini-tahinispfinalcover-a4-131115081722-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Versi坦n final del libro &quot;Mejora de Procesos de Software con M辿todos giles y Modelo de Madurez MPS: La Historia de Tahini-Tahini&quot; Para una versi坦n Kindle o en papel, recurrir a Amazon.com.
from Jorge Boria
]]> 2529 3 https://cdn.slidesharecdn.com/ss_thumbnails/tahini-tahinispfinalcover-a4-131115081722-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Oilfield services /slideshow/oilfield-services/25603341 oilfieldservices-130826110415-phpapp02
This is a mock up appraisal of an imaginary oilfield services organization, performed against the CMMI SVC practices. It is based on my own experience as a certified high maturity lead appraiser of the CMMI DEV and SVC constellations and a past experience in one of the world's leaders in consulting with a specialty in oilfield services. The article is meant to illuminate how the practices are pertinent in that particular industry. It was developed a few years ago as part of the requisites to become certified for SVC by (then) the SEI.]]>
This is a mock up appraisal of an imaginary oilfield services organization, performed against the CMMI SVC practices. It is based on my own experience as a certified high maturity lead appraiser of the CMMI DEV and SVC constellations and a past experience in one of the world's leaders in consulting with a specialty in oilfield services. The article is meant to illuminate how the practices are pertinent in that particular industry. It was developed a few years ago as part of the requisites to become certified for SVC by (then) the SEI.]]> Mon, 26 Aug 2013 11:04:15 GMT /slideshow/oilfield-services/25603341 jorgeboria@slideshare.net(jorgeboria) Oilfield services jorgeboria This is a mock up appraisal of an imaginary oilfield services organization, performed against the CMMI SVC practices. It is based on my own experience as a certified high maturity lead appraiser of the CMMI DEV and SVC constellations and a past experience in one of the world's leaders in consulting with a specialty in oilfield services. The article is meant to illuminate how the practices are pertinent in that particular industry. It was developed a few years ago as part of the requisites to become certified for SVC by (then) the SEI. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/oilfieldservices-130826110415-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> This is a mock up appraisal of an imaginary oilfield services organization, performed against the CMMI SVC practices. It is based on my own experience as a certified high maturity lead appraiser of the CMMI DEV and SVC constellations and a past experience in one of the world&#39;s leaders in consulting with a specialty in oilfield services. The article is meant to illuminate how the practices are pertinent in that particular industry. It was developed a few years ago as part of the requisites to become certified for SVC by (then) the SEI.
Oilfield services from Jorge Boria
]]> 688 10 https://cdn.slidesharecdn.com/ss_thumbnails/oilfieldservices-130826110415-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 El cmmi de servicios est叩 aqu鱈 4 https://es.slideshare.net/slideshow/el-cmmi-de-servicios-est-aqu-4/16025140 elcmmideserviciosestaqu4-130116124251-phpapp01
Una charla sobre el 叩rea de procesos CAM del CMMI SVC]]>
Una charla sobre el 叩rea de procesos CAM del CMMI SVC]]> Wed, 16 Jan 2013 12:42:51 GMT https://es.slideshare.net/slideshow/el-cmmi-de-servicios-est-aqu-4/16025140 jorgeboria@slideshare.net(jorgeboria) El cmmi de servicios est叩 aqu鱈 4 jorgeboria Una charla sobre el 叩rea de procesos CAM del CMMI SVC <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/elcmmideserviciosestaqu4-130116124251-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Una charla sobre el 叩rea de procesos CAM del CMMI SVC
from Jorge Boria
]]> 474 4 https://cdn.slidesharecdn.com/ss_thumbnails/elcmmideserviciosestaqu4-130116124251-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Change mgmt april-2011 /slideshow/change-mgmt-april2011/13705606 changemgmt-april-2011-120720082658-phpapp02
webinar presented with ITMPI on change management strategies and theory. Change at the indiividual, team and organizational level]]>
webinar presented with ITMPI on change management strategies and theory. Change at the indiividual, team and organizational level]]> Fri, 20 Jul 2012 08:26:56 GMT /slideshow/change-mgmt-april2011/13705606 jorgeboria@slideshare.net(jorgeboria) Change mgmt april-2011 jorgeboria webinar presented with ITMPI on change management strategies and theory. Change at the indiividual, team and organizational level <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/changemgmt-april-2011-120720082658-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> webinar presented with ITMPI on change management strategies and theory. Change at the indiividual, team and organizational level
Change mgmt april-2011 from Jorge Boria
]]> 491 2 https://cdn.slidesharecdn.com/ss_thumbnails/changemgmt-april-2011-120720082658-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Psqt east risk testing /slideshow/psqt-east-risk-testing/11663670 psqteastrisktesting-120219114707-phpapp02
Risk driven testing tutorial, Summer 2003, PSQT East]]>
Risk driven testing tutorial, Summer 2003, PSQT East]]> Sun, 19 Feb 2012 11:47:05 GMT /slideshow/psqt-east-risk-testing/11663670 jorgeboria@slideshare.net(jorgeboria) Psqt east risk testing jorgeboria Risk driven testing tutorial, Summer 2003, PSQT East <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/psqteastrisktesting-120219114707-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Risk driven testing tutorial, Summer 2003, PSQT East
Psqt east risk testing from Jorge Boria
]]> 486 4 https://cdn.slidesharecdn.com/ss_thumbnails/psqteastrisktesting-120219114707-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 16 car at all levels /jorgeboria/16-car-at-all-levels 16caratalllevels-120121182807-phpapp01
Although Causal Analysis and Resolution (CAR) is staged at Level 5 of the CMMI, it is a useful compendium of good practices for a company that starts its process improvement road. This mapping is designed to help organizations perform CAR at all levels. Borrowing from the defunct "advanced practices" paradigm, it describes what the practice would be like at different levels of capability within the process area. For example, almost all practices are described for capability level 1, thus providing guidance on how to start preventing defects from recurring. ]]>
Although Causal Analysis and Resolution (CAR) is staged at Level 5 of the CMMI, it is a useful compendium of good practices for a company that starts its process improvement road. This mapping is designed to help organizations perform CAR at all levels. Borrowing from the defunct "advanced practices" paradigm, it describes what the practice would be like at different levels of capability within the process area. For example, almost all practices are described for capability level 1, thus providing guidance on how to start preventing defects from recurring. ]]> Sat, 21 Jan 2012 18:28:06 GMT /jorgeboria/16-car-at-all-levels jorgeboria@slideshare.net(jorgeboria) 16 car at all levels jorgeboria Although Causal Analysis and Resolution (CAR) is staged at Level 5 of the CMMI, it is a useful compendium of good practices for a company that starts its process improvement road. This mapping is designed to help organizations perform CAR at all levels. Borrowing from the defunct "advanced practices" paradigm, it describes what the practice would be like at different levels of capability within the process area. For example, almost all practices are described for capability level 1, thus providing guidance on how to start preventing defects from recurring. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/16caratalllevels-120121182807-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Although Causal Analysis and Resolution (CAR) is staged at Level 5 of the CMMI, it is a useful compendium of good practices for a company that starts its process improvement road. This mapping is designed to help organizations perform CAR at all levels. Borrowing from the defunct &quot;advanced practices&quot; paradigm, it describes what the practice would be like at different levels of capability within the process area. For example, almost all practices are described for capability level 1, thus providing guidance on how to start preventing defects from recurring.
16 car at all levels from Jorge Boria
]]> 255 3 https://cdn.slidesharecdn.com/ss_thumbnails/16caratalllevels-120121182807-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 El cmmi de servicios est叩 aqu鱈 3 https://es.slideshare.net/jorgeboria/el-cmmi-de-servicios-est-aqu-3 elcmmideserviciosestaqu3-111224173355-phpapp02
En esta tercera entrega (y por ahora final) nos centramos en los beneficios y aspectos cuturales del CMMI. ]]>
En esta tercera entrega (y por ahora final) nos centramos en los beneficios y aspectos cuturales del CMMI. ]]> Sat, 24 Dec 2011 17:33:54 GMT https://es.slideshare.net/jorgeboria/el-cmmi-de-servicios-est-aqu-3 jorgeboria@slideshare.net(jorgeboria) El cmmi de servicios est叩 aqu鱈 3 jorgeboria En esta tercera entrega (y por ahora final) nos centramos en los beneficios y aspectos cuturales del CMMI. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/elcmmideserviciosestaqu3-111224173355-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> En esta tercera entrega (y por ahora final) nos centramos en los beneficios y aspectos cuturales del CMMI.
from Jorge Boria
]]> 553 3 https://cdn.slidesharecdn.com/ss_thumbnails/elcmmideserviciosestaqu3-111224173355-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 El cmmi de servicios est叩 aqu鱈 2 https://es.slideshare.net/slideshow/el-cmmi-de-servicios-est-aqu-2/10676028 elcmmideserviciosestaqu2-111223093942-phpapp01
Segunda entrega (la m叩s aburrida) de tres. Describe las componentes del modelo, a nivel de las 叩reas de proceso.]]>
Segunda entrega (la m叩s aburrida) de tres. Describe las componentes del modelo, a nivel de las 叩reas de proceso.]]> Fri, 23 Dec 2011 09:39:40 GMT https://es.slideshare.net/slideshow/el-cmmi-de-servicios-est-aqu-2/10676028 jorgeboria@slideshare.net(jorgeboria) El cmmi de servicios est叩 aqu鱈 2 jorgeboria Segunda entrega (la m叩s aburrida) de tres. Describe las componentes del modelo, a nivel de las 叩reas de proceso. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/elcmmideserviciosestaqu2-111223093942-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Segunda entrega (la m叩s aburrida) de tres. Describe las componentes del modelo, a nivel de las 叩reas de proceso.
from Jorge Boria
]]> 514 2 https://cdn.slidesharecdn.com/ss_thumbnails/elcmmideserviciosestaqu2-111223093942-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 El cmmi de servicios est叩 aqu鱈 1 https://es.slideshare.net/slideshow/el-cmmi-de-servicios-est-aqu-1/10666407 elcmmideserviciosestaqu1-111222085110-phpapp02
Primera parte de la serie de art鱈culos que van con la presentaci坦n de CMMI-SVC ya subida. Trata de la arquitectura del modelo]]>
Primera parte de la serie de art鱈culos que van con la presentaci坦n de CMMI-SVC ya subida. Trata de la arquitectura del modelo]]> Thu, 22 Dec 2011 08:51:07 GMT https://es.slideshare.net/slideshow/el-cmmi-de-servicios-est-aqu-1/10666407 jorgeboria@slideshare.net(jorgeboria) El cmmi de servicios est叩 aqu鱈 1 jorgeboria Primera parte de la serie de art鱈culos que van con la presentaci坦n de CMMI-SVC ya subida. Trata de la arquitectura del modelo <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/elcmmideserviciosestaqu1-111222085110-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Primera parte de la serie de art鱈culos que van con la presentaci坦n de CMMI-SVC ya subida. Trata de la arquitectura del modelo
from Jorge Boria
]]> 1280 3 https://cdn.slidesharecdn.com/ss_thumbnails/elcmmideserviciosestaqu1-111222085110-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Effectiveness of Organizational Training /slideshow/effectiveness-of-organizational-training/10657002 effectivenessofotlw-111221084904-phpapp02
The request to measure effectiveness of the training performed at an organization is not met by the "beauty contest" survey taken at the end of an activity. Moreover, since 85% of knowledge acquired by adults is lost in two weeks unless used, as reported by Jane Tippett in Nurses acquisition and retention of knowledge after trauma training, it is of fundamental importance that the gauge corresponds to the needs. In this presentation we describe a low tech yet highly effective method for measuring the improvement in productivity gained by training attendees. The method, used since last century in a large telecom organization, is based on some premises: training is only useful if aligned with job outcomes; training should be timely and not carried out solely for consuming the training budget; training objectives should be described as learning objectives, that is to say, what behavioral changes the training is attempting to achieve; managers are responsible for the skills and competencies of their employees. ]]>
The request to measure effectiveness of the training performed at an organization is not met by the "beauty contest" survey taken at the end of an activity. Moreover, since 85% of knowledge acquired by adults is lost in two weeks unless used, as reported by Jane Tippett in Nurses acquisition and retention of knowledge after trauma training, it is of fundamental importance that the gauge corresponds to the needs. In this presentation we describe a low tech yet highly effective method for measuring the improvement in productivity gained by training attendees. The method, used since last century in a large telecom organization, is based on some premises: training is only useful if aligned with job outcomes; training should be timely and not carried out solely for consuming the training budget; training objectives should be described as learning objectives, that is to say, what behavioral changes the training is attempting to achieve; managers are responsible for the skills and competencies of their employees. ]]> Wed, 21 Dec 2011 08:49:02 GMT /slideshow/effectiveness-of-organizational-training/10657002 jorgeboria@slideshare.net(jorgeboria) Effectiveness of Organizational Training jorgeboria The request to measure effectiveness of the training performed at an organization is not met by the "beauty contest" survey taken at the end of an activity. Moreover, since 85% of knowledge acquired by adults is lost in two weeks unless used, as reported by Jane Tippett in Nurses acquisition and retention of knowledge after trauma training, it is of fundamental importance that the gauge corresponds to the needs. In this presentation we describe a low tech yet highly effective method for measuring the improvement in productivity gained by training attendees. The method, used since last century in a large telecom organization, is based on some premises: training is only useful if aligned with job outcomes; training should be timely and not carried out solely for consuming the training budget; training objectives should be described as learning objectives, that is to say, what behavioral changes the training is attempting to achieve; managers are responsible for the skills and competencies of their employees. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/effectivenessofotlw-111221084904-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The request to measure effectiveness of the training performed at an organization is not met by the &quot;beauty contest&quot; survey taken at the end of an activity. Moreover, since 85% of knowledge acquired by adults is lost in two weeks unless used, as reported by Jane Tippett in Nurses acquisition and retention of knowledge after trauma training, it is of fundamental importance that the gauge corresponds to the needs. In this presentation we describe a low tech yet highly effective method for measuring the improvement in productivity gained by training attendees. The method, used since last century in a large telecom organization, is based on some premises: training is only useful if aligned with job outcomes; training should be timely and not carried out solely for consuming the training budget; training objectives should be described as learning objectives, that is to say, what behavioral changes the training is attempting to achieve; managers are responsible for the skills and competencies of their employees.
Effectiveness of Organizational Training from Jorge Boria
]]> 1803 4 https://cdn.slidesharecdn.com/ss_thumbnails/effectivenessofotlw-111221084904-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Cmmi svc july 2011 /slideshow/cmmi-svc-july-2011/10656827 cmmisvc-july2011-111221083034-phpapp01
An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.]]>
An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.]]> Wed, 21 Dec 2011 08:30:33 GMT /slideshow/cmmi-svc-july-2011/10656827 jorgeboria@slideshare.net(jorgeboria) Cmmi svc july 2011 jorgeboria An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cmmisvc-july2011-111221083034-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.
Cmmi svc july 2011 from Jorge Boria
]]> 570 6 https://cdn.slidesharecdn.com/ss_thumbnails/cmmisvc-july2011-111221083034-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-jorgeboria-48x48.jpg?cb=1522858696 Senior Advisor Modelo de Melhor鱈a de Processos do Brasil Certified High Maturity SCAMPI Lead Appraiser. Certified Scrum Alliance Scrum Master. Certified CMMI Instructor: Intro DEV and SVC extension, CMMI for Practitioners ML2 and ML3 classes. Ex SEI Visiting Scientist. Jorge Boria holds a Masters of Engineering in Computer Science from Cornell University. He is a Certified High Maturity SCAMPI Lead Appraiser for SCAMPI A and an Authorized Trainer of the Introduction to the CMMI (DEV and SVC constellations) class by the Software Engineering Institute (SEI) of Carnegie-Mellon University. He works for the SEI as a Visiting Scientist, in the role of Qualified Observer of Candidate Lead A... www.liveware.com https://cdn.slidesharecdn.com/ss_thumbnails/mpsandagileappendixonchange-141030094420-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/mps-and-agile-appendix-on-change/40921752 Mps and agile appendix... https://cdn.slidesharecdn.com/ss_thumbnails/mpsinenglishreferencesinenglish-140406132533-phpapp01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/mps-in-english-references-in-english/33191840 MPS and Agile Methods ... https://cdn.slidesharecdn.com/ss_thumbnails/mpsandagilechap02v1-140406112258-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/maturity-models-and-agile-chap-02-v12/33189077 Maturity Models and ag...