Premium
10.1.2 Simple Yet Profound Enterprise Impact
Author(s) -
Mooz Hal,
Forsberg Kevin
Publication year - 2007
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2007.tb02970.x
Subject(s) - simple (philosophy) , documentation , process (computing) , business , quality (philosophy) , investment (military) , capability maturity model integration , return on investment , process management , operations management , computer science , marketing , production (economics) , engineering , economics , philosophy , epistemology , software , software development , politics , political science , software development process , law , macroeconomics , programming language , operating system
We of The Center for Systems Management are continuously frustrated to find that many enterprises and organizations view process and process improvement as something that must be done to compete (SEI CMMI Level Three, ISO 9000, etc.) rather than as cost efficient best practices that produce substantial return on investment. In fact, some venture capitalists have stated to us “we want no process as it will inhibit our creativity.” Other enterprises state that they want to take it slow and easy with process adoption lest they bog down in the minutia of implementation. Unfortunately, these misperceptions are usually rooted in prior experiences where process improvement consisted of lengthy documentation and verbiage that ended up collecting dust on the bookshelf rather than being faithfully practiced by the enterprises' staff to produce exemplary and consistent results. Some of the most beneficial processes are extremely simple to implement yet they can produce high value results to the quality and safety of the activity. This paper explores a few of a family of Simple Yet Profound Management Techniques that if faithfully implemented will improve an enterprises performance and return on investment. The ultimate goal would be to have these processes instilled in a systemic enterprise culture.