Fourth Quarter / Q4 - 2017
The US Department of Health and Human Services Introduces New Framework to Improve Patient Safety
December 14, 2017
Pittsburgh, PA, USA — According to HealthIT.gov, mismatched patient data is the third leading cause of preventable deaths in the United States, and the risk for errors grows with the increasing number of digital patient records. To address this serious issue, the US Department of Health and Human Services’ Office of the National Coordinator (ONC) for Health IT has introduced the Patient Data Demographic Quality (PDDQ) framework. The goal of this framework is to improve patient safety by helping organizations adopt a coordinated approach to achieve accurate, trusted patient data. The PDDQ’s content is derived from the Data Management Maturity (DMM)SM model, created by the CMMI® Institute as a comprehensive reference model of fundamental data management processes that constitute a graduated path to greater capabilities and maturity.
The Ponemon Institute’s 2016 National Patient Misidentification Report reveals that 86 percent of healthcare practitioners have witnessed or know of a medical error caused by patient misidentification. When patient data quality is not prioritized or accurately matched (often due to a lack of training and standards), adverse effects can occur, such as duplicative testing, incorrect treatments or diagnoses, and errors in insurance claims and billing.
Defining and adopting standards, as well as implementing sound data management processes, requires increased awareness, effective collaboration, and a cultural evolution toward shared responsibility both within and across healthcare organizations. The PDDQ framework was designed to help healthcare organizations ensure that adopted standards and processes will be effective, sustainable, and minimize the number of duplicate records to improve patient safety.
The PDDQ contains practical best practices in 19 data management process areas designed to evaluate an organization’s strengths and gaps, and enables a clear formulation of needed quality improvements. It fosters collaboration and consensus among stakeholders to ensure that data is understood, aligned, and trusted across the organization and the patient care lifecycle, including:
- Implementation of data governance functions
- Data quality improvement and assurance
- Managing operational components
- Defining and mapping data dependencies
“The PDDQ provides a comprehensive evaluation of data management practices for patient data through all health care delivery practice areas, including registration, patient care, laboratory, pharmacy, claims and billing,” said Melanie Mecca, Director of Data Management Products and Services at CMMI Institute. “The PDDQ’s flexible structure means it can be applied in whole or in part to suit each healthcare organization’s specific needs.”
The DMM model has achieved widespread adoption in the federal/state government and medical communities, including the SEC, Department of the Interior, and the American Board of Family Medicine. This is just one of the reasons it was chosen as the basis for the PDDQ framework, according to Lee Stevens, Director of State Interoperability Policy, ONC: “The ONC Community of Practice analyzed available frameworks and selected the CMMI Institute’s Data Management Maturity model as the baseline for developing the PDDQ framework of best practices. The DMM’s fact-based approach and built-in path for capability growth is aligned with the healthcare industry’s need for a comprehensive standard.”
A free copy of the PDDQ Framework is available here.
Source: CMMI Institute
Project Management Institute Launches New Reports on Organizational Agility During Sixth Annual PMO Symposium
Philadelphia - 6 November 2017
Project Management Institute (PMI) today unveiled three thought leadership reports focused on illustrating the importance of organizational agility. The new reports were released during the organization’s sixth annual PMO Symposium in Houston, where more than 500 of the world’s top Project Management Office (PMO) executives, organizational leaders and senior decision makers have gathered to discuss how organizations can achieve greater agility — the capability to quickly sense and adapt to external and internal changes to deliver relevant results in a productive and cost-effective manner.
Produced in partnership with Forbes Insights, PMI’s report — Achieving Greater Agility: The Essential Influence of the C-Suite — takes a closer look at the role the C-suite can play in driving greater organizational agility. PMI’s thought leadership piece — Achieving Greater Agility: The Critical Need for Cross-Functional Collaboration — examines the lines of business and how companies can create a culture that encourages dynamism and innovation. Created in partnership with KPMG, the organization’s other report — Achieving Greater Agility: The Vital Role of Culture and Commitment — explores key factors that will help accelerate an organization’s transformation.
“With heightened competition and accelerating disruptions from new technology, market shifts, and social change, the need for organizations worldwide to demonstrate agility is greater than ever,” said PMI President and Chief Executive Officer Mark A. Langley. “As technology becomes even more advanced as we move forward in this digital age, the success of many organizations will hinge on their ability to react and adapt to unexpected roadblocks and market changes and switch priorities quickly without losing momentum. Our thought leadership reports are intended to guide organizations as they evaluate and transition to approaches that emphasize greater agility.”
Langley unveiled the thought leadership reports during a morning plenary session on the symposium’s second day. He discussed the insights and key findings that PMI obtained from the research that was completed. Langley’s remarks were followed by presentations from Forbes and KPMG. The session ended with a PMI-hosted panel discussion on organizational agility featuring representatives from ABB, FedEx and IBM Watson Cloud and Platform.
The reports were part of a larger thought leadership series on organizational agility from PMI, including PMI’s Pulse of the Profession® in-depth reports Achieving Greater Agility: The people and process drivers that accelerate results and The Drivers of Agility: Engaging people and building processes to accelerate results, released to the public in September. PMI’s Pulse of the Profession® research demonstrated that an organization’s agility level helps determine the success rate of its projects in today’s complex and disruptive global marketplace. While all project management approaches were found to support successful outcomes, the study found that organizations with high agility reported more projects successfully meeting original goals and business intent — whether they use hybrid (72 percent), predictive (71 percent) and agile (68 percent) approaches — than those with low agility using the same methods.
To read PMI’s full Thought Leadership Series on organizational agility, please visit https://www.pmi.org/learning/thought-leadership/series.
Do proposal specialists have real opportunities for career growth?
September 9, 2017 By Howard Nutt
There’s been a lot of progress in the world of bids and proposals. Certainly, the certification program through the Association of Proposal Management Professionals has made a huge impact in promoting the value of proposal specialists around the world. Yet, we find a lot of proposal specialists concerned about their career paths, and we were happy to participate in August’s “Limitless” conference sponsored by APMP’s Australia-New Zealand chapter.
In response to the program committee’s invitation to “explore how proposal professionals can advance their careers, instigate change and broaden their thinking beyond the limits of their organizations or roles,” we shared some of the insights we’ve gained through BD-CMM appraisals around the world. In particular, we identified five areas of deficiency that we’ve found in most BD organization and that have specific career implications. In this discussion, we shared these areas of deficiency, articulated how APMP professionals can contribute to their resolution, and defined career strategies relevant to each area.
We outlined how proposal specialists can grow their careers by expanding their professional competencies in these specific areas – thereby helping their organizations solve real issues AND increasing their potential career mobility. If you’d like to have a copy of the presentation, please click here.
Why not include Business Development in your CMMI® initiatives?
June 1, 2017 By Howard Nutt
The BD-Institute is now a “standard fixture” at CMMI Institute’s Capability Counts conferences. It’s not just that our BD-CMM adheres to the tenets of CMMI that assert that success is best achieved through a robust strategy based on industry best practices. It’s also that the experience of CMMI users suggests that even high-maturity organizations can experience short-comings that trace to poor pre-contract solution architectures.
As part of the May conference, we presented on “Optimizing Solutions by Integrating CMMI and BD-CMM.” The premise is that application of best practice during contract delivery can have limited success when solutions are fundamentally flawed during project conceptualization. Our message is that BD-CMM applies best practices for pre-contract solution development that are fully aligned with CMMI and address both contractor and customer risk. The benefit is that integration between BD-CMM and CMMI creates a unified strategy for managing success from end to end of business life cycles. If you’d like a copy of the presentation, please click here.
Source: BD Institute
Third Quarter / Q3 - 2017
A Guide to Scrum and CMMI: Improving Agile Performance with CMMI
The CMMI® Institute is announced the publication of A Guide to Scrum and CMMI: Improving Agile Performance with CMMI. The Guide is being published to help users adopt and implement CMMI to improve performance in agile organizations.
You may have noticed that CMMI is being used increasingly around the world to build scalable, resilient high performance organizations and empower those organizations to deliver on the promises of agile. In fact, adoption of CMMI in organizations using agile is steadily increasing. Did you know that in 2015, CMMI Institute estimated that over 70% of CMMI appraised organizations reported using one or more agile methodology?
The CMMI Institute published A Guide to Scrum and CMMI: Improving Agile Performance with CMMI to meet these market demands. The Guide presents a roadmap to successfully adopt and implement Scrum and CMMI together in environments that use agile ceremonies.
Download the Guide to learn how you can better:
- Understand how to implement CMMI in an agile environment.
- Strengthen agile ceremonies, techniques, and values with CMMI.
- Use CMMI to scale and improve agile performance across the enterprise.
- Conduct CMMI appraisals in an agile organization that uses Scrum.
You can download the Free Guide here: http://cmmiinstitute.com/cmmi-and-agile.
Source: CMMI Institute
The Global Delivery Model!
Thanks to pressure on prices and the need for increased project capacity, IT project delivery has been transformed into a complex model that utilizes both onshore and offshore activities. This global delivery model can take several shapes depending on the work and responsibility sharing. For about 10 years, I have been delivering IT projects for a major customer in the aeronautical domain for my company. I want to share my analysis with you.
Risk reduction must focus on cost optimization. Quality and planning are directly linked in the organization. The ratio of offshore activities must correlate to the experience of the onshore team-and project complexity. In any model, even if it's not fully efficient, the ratio of offshore activity must be increased during the project lifecycle. The project plan must address this topic during initialization. (To reduce risks linked to virtual delivery teams, there are many tips...but that's not the purpose of this article).
Horizontal delivery model
This model is based on a horizontal share of activity in a waterfall project. You just have to set the middle phases of the lifecycle in offshore, and keep the upper and final phases in onshore (in other words, put the technical phases in offshore and keep solution design and validation in onshore, where customer contact is required).
This model is easy to deploy; that's why projects are naturally moving to it when starting offshore initiatives. But despite the quick and easy set-up time, this model raises some constraints:
- Technical activities are concentrated in offshore, leading to a decrease of the technical skill in onshore.
- Offshore depends on the onshore team to understand and refine the requirement for development. This dependency could be expensive depending on the size of the team. Many presentations and very detailed documents are required to insure quality.
- Offshore teams will be demotivated if they only deal with technical issues.
- The functional dependency will limit the offshore ratio and will increase testing activity before delivery to reduce the gap.
Vertical delivery model
This model is based on a systematic sharing of all the project activities (project management, specifications, design, development, testing, etc.). But for each activity, a work-sharing ratio will be defined. In other words, this model consists of transferring offshore functional and project management responsibilities. This model requires a full integrated project mode with onshore-and quality risk is largely decreased.
A strong set-up phase is needed where functional knowledge will be transferred to the offshore team and the documentation will be shared. Once this model is implemented, it's very easy to adjust the offshore ratio on the project. This model is also really appreciated by the remote team. The development team will have local support, decreasing onshore dependency. It can be helpful if there is a major time difference between the teams.
Part of the testing will be delivered from offshore as there are functional skills. It will reduce the loop effect during the integration phases of the project. On top of this, as all the activities are shared, peer-to-peer relations can be set up between the onshore and offshore teams. This will help solve internal problems and increase the mutual confidence of the teams.
The main limits and constraints of this model are:
- A heavy set-up phase and a constant effort to maintain functional knowledge. Looking at the attrition ratio in offshore, this effort must be improved.
- Full project management coordination is required to animate the organization, so offshore experience by the manager is required. The PM must be fully compliant to offshore. This item should not be underestimated.
So, which one is preferable? I think that the vertical model is the best one, as agile transformation will be easy. We are at the beginning of the distributed agile projects era. For my part, I am pushing the vertical model and agile practices in projects. We have a very good level of quality, and it's been a real pleasure to deliver these projects together.
- By Roland COMBES PMI France Chapter
Second Quarter / Q2 - 2017
15 - 17 September 2017, Chennai
Project Management National Conference, India 2017 is a three day professional development event, organized and hosted by PMI Chennai Chapter and Co Hosted by PMI Trivandrum, Kerala Chapter from 15th to 17th September 2017.
The conference theme Project Management - Powering India's Global Leadership builds on the ability of Governments and businesses to rise and meet the challenge that Indian economy is currently facing. These economic hurdles must be overcome to catapult India as powerful global economy. Project management is the absolute need of the hour. It is the skill required to realise India’s vision of becoming a global leader. The conference will present industry views, case studies, invited speeches and technical papers that focus on how Project Management practitioners:
- Play a key role in redefining the way India builds its capabilities
- Help create the climate for growth
- Enable the country to move towards an economy focused on innovation & product development
The conference provides a platform for Project Management Practitioners across industries, government, NGOs and academia, to exchange ideas on the challenges and opportunities in managing projects that will help translate a vision of India into reality. It is an opportunity to network, share and learn from like-minded professionals.
CMMI® Institute Reports Fifth Consecutive Year of Record Growth
April 04, 2017
PITTSBURGH--(BUSINESS WIRE)--CMMI® Institute announced today that 2,237 organizations earned a Capability Maturity Model Integration (CMMI) appraisal rating in 2016, a 16 percent global increase in the number of completed appraisals.
Business leaders who conduct a CMMIappraisal can determine what their company must do to strengthen the skills and systems designed to lift a given enterprise, business unit, or specific function to the next level. By using CMMI, companies can measure their capability against a defined framework of best practices and decisively identify sweet spots to be more competitive.
“CMMI appraisals are recognized around the world as a trustworthy measure of an organization’s capability to deliver higher quality products and services,” said Kirk Botula, CEO of CMMI Institute. “Every year more and more organizations realize the value of a CMMI maturity level and in 2016 we saw that growth particularly in the US, China, and India.”
As defined by McKinsey & Company, capability is “anything an organization does well that drives meaningful business results.” And, when a company’s distinctive capabilities are clearly defined, everything and everyone within the organization begin to reinforce one another. Many organizations can benefit from using a capability maturity model, like CMMI, to measure their capabilities against best practices and pinpoint which ones drive higher performance across the enterprise.
Results from the CMMI Institute’s Assess Your Organizational Capability Study demonstrate that leaders are increasingly aware of the value of improving the key capabilities in their organizations. The number of organizations using CMMI is rising year over year indicating that more companies than ever are looking to CMMI to build a culture of continuous improvement. And there continues to be opportunities for CMMI adoption as:
- Nearly 50 percent of organizations don’t have standard processes, process assets and job aids in place.
- 42 percent of organizations have no established standard-planning processes.
- 54 percent do not measure what matters.
Specifically, here is how two high performing organizations are using CMMI to drive business results:
Allianz UK, Europe’s largest insurer with an operating profit of 10.8 billion euros, needed to build its foundational capabilities in project management and engineering innovation across geographical divisions to manage complexity and increase performance. When they implemented CMMI, they saw a dramatic improvement in performance with a 39 percent increase in project on-time delivery rates, a 123 percent increase in projects delivered on budget, and a 53 percent jump in customer satisfaction. As stated by Allianz’s Director for Systems Development, Jean Harris, “In today’s rapidly evolving world, the ability to create new value and the ability to be innovative is now more important to an organization’s survival than at any other time in our history,”
Booz Allen Hamilton, a $5.2 billion consulting company, has built a culture of continuous improvement demonstrated by completing 18 CMMI appraisals since 1998 to build and improve its key capabilities and process maturity. In 2016, the organization went from a CMMI Maturity Level 3 to a Maturity Level 5—the highest level achievable. Their business goal was to leverage CMMI to scale their Digital Solutions business to enable them to take on larger more complex work by creating a measurement program that enables them to demonstrate the improved predictability and consistency of their performance for their clients. This resulted in achieving a 35 percent decrease in average ticket resolution time for Healthcare.gov from the previous contract. In addition, the team exceeded a 94 percent client service level agreement (SLA) by implementing more rigorous engineering processes to support larger scale and more complex systems.
See how more organizations are benefiting from their CMMI appraisal by visiting the Who Uses CMMI? web page.
For organizations that want to work with CMMI-appraised organizations, a full overview of CMMI-rated organizations is published in the Published Appraisal Results Site (PARS).
Source: CMMI Institute
First Quarter / Q1 - 2017
SQC to speak at the 2017 CMMI Conference – Come and Attend our talk!!!
March 31, 2017
Conference: Capability Counts 2017 @ Alexandria, VA on May 16&17, 2017
Join hundreds of global business leaders dedicated to performance and capability improvement from an array of background, countries, and experiences. You’ll experience a series of workshops, keynotes, and interactive sessions focused on delivering actionable insights on what it means to be a capable, mature organization. Get the best ROI on your education investment at this premier conference.
Opening Keynote presentation from Greg Williams, Human Exploration and Operations Mission Directorate at NASA
80+ speakers will share their knowledge of CMMI adoption and capability improvement experience
7 Tracks with captivating sessions - customize your schedule to fit your business needs
Interactive Gamer’s Alley Workshop will teach you about Agile values, Collaboration, and Teamwork while having the time of your life with legos, tennis balls, and playing cards. Plan a project, participate in a sprint, and build a village while experiencing a wide variety of Agile ceremonies facilitated by your Scrum Master, Ross Timmerman of Broadsword.
Why Attend Capability Counts 2017?
- Connect with global business leaders dedicated to achieving a competitive edge by streamlining their capabilities
- Take away ready-to-use resources and tools from industry experts to share with your organization
- Share best practices and business challenges with your peers during networking opportunities
Kris Puthucode is the CEO of Software Quality Center LLC (SQC), a leading best practices and management consulting organization. SQC is a Certified Partner of CMMI Institute and a Consultant Collaborator with the Business Development Institute International (BD-Institute). Kris is a certified high-maturity CMMI assessor and certified BD-CMM appraiser, working in the USA, Asia (India), and the Middle East to deliver business and software quality improvement solutions and products.
Track: Professional Disciplines: Best Practices
Presentation Title: Optimizing Solutions by Integrating CMMI and BD-CMM – Exploiting the Power of a Fully Integrated Life Cycle Management Strategy
Professional Discipline: Program and Project Management
Presentation Summary: Project failures within even high-maturity organizations can often be attributed to short-comings that trace to poor pre-contract solution architectures. While organizations use CMMI to develop solutions that are more predictable and robust for customers, such application of best practice can experience limited success when solutions are fundamentally flawed during project conceptualization. The Capability Maturity Model for Business Development (BD-CMM) applies best practices for pre-contract solution development that are fully aligned with CMMI and address both contractor and customer risk. Resulting integration between BD-CMM and CMMI creates a unified strategy for managing success from end to end of business life cycles.
L&T Technology Services Ltd. - Winner of the Golden Peacock National Quality Award!
March 31, 2017
One of our earliest and esteemed clients, L & T Technology Services Ltd., CMMI DEV ML5 Organization has been awarded the Golden Peacock National Quality Award 2017. It is the most prestigious award given to technology companies for its best in class engineering services and solutions. L&T was selected after a three tier assessment process, among 241 other companies, finally shortlisted from over 400 companies that applied.
We have been working with L&T Technology in their process improvement/CMMI journey since 2002, and it is this kind of a great moment that makes us humble and privileged to work with such "cultures of excellence". Congrats LTTS!
Golden Peacock Awards considered a benchmark in Corporate Excellence
March 31, 2017
Agile comes to the PMBOK® Guide!
New to the Sixth Edition, each knowledge area will contain a section entitled Approaches for Agile, Iterative and Adaptive Environments, describing how these practices integrate in project settings.
Detail on agile and other adaptive and iterative approaches will also be included in an appendix.
Other content enhancements include:
- More emphasis on strategic and business knowledge, including discussion of project management business documents.
- Information on the PMI Talent Triangle™ and the essential skills for success in today's market.
Business Analysis Standard currently being written and will be open for public review in the coming months. Read More
(PMBOK)® are registered marks of the Project Management Institute
How to Maximize the Impact of Your Project Management Office
PMI's President & CEO Mark A. Langley spoke to
American City Business Journals about how an appropriately structured, resourced and funded project management office (PMO) can be the critical link between strategy and implementation.
It's no secret that well-implemented strategies are essential to any organization's ability to grow and succeed.
According to Why Good Strategies Fail: Lessons for the C-Suite, an Economist Intelligence Unit report sponsored by PMI, 88 percent of organizations said implementing strategic initiatives successfully would be 'essential' or 'very important' for their competitiveness over the next three years.
Yet 61 percent of firms struggle to bridge the gap between strategy formulation and implementation, and just over half of strategic initiatives are successful.
An appropriately structured, resourced, and funded project management office (PMO) can be the critical link between strategy and implementation. A PMO is responsible for maintaining the standards for project management within an organization, including supporting the execution of project work; it can effectively do so by implementing proven practices and providing a central point of contact for all project managers.
PMOs can also provide training, mentoring, and capability development for project personnel, facilitate knowledge transfer, and perform portfolio management functions to ensure strategy alignment and benefits realization. Read More
Third & Fourth Quarter / Q3 & Q4 - 2016
U.S. Senate Unanimously Approves the Program Management Improvement and Accountability Act
WASHINGTON, D.C. - 1 DECEMBER 2016
Legislation to improve program management practices and bolster workforce development will go to President Obama for his signature.
The U.S. Senate has unanimously re-approved S.1550,the Program Management Improvement and Accountability Act of 2015 (PMIAA), which will enhance accountability and best practices in project and program management throughout the federal government. The legislation, strongly endorsed by the Project Management Institute (PMI), has now cleared both chambers of Congress with bi-partisan support and will go to President Barack Obama for his signature.
This action, which occurred yesterday evening, marks the second time the Senate has unanimously approved this legislation. A previously-passed version of the bill cleared the House of Representatives on 22 September 2016 with minor modifications. The revised legislation was then sent back to the Senate for final approval. Read More
Upcoming PMI Standards and Publications
The Standard for Portfolio Management– Fourth Edition will be open for public review and comment in Q1 of 2017, with publication planned in Q4 2017.
We also have plans to create two new titles: The Agile Practice Guide and The Standard in Business Analysis. More details will be added to the PMI Standards Updates page when they become available.
The PMBOK® Guide– Sixth Edition will be published both online and in print in American English and 10 additional languages simultaneously in the third quarter of 2017.
To keep up to date on these and others visit the PMI Standards Updates
Organizations with High Benefits Realization Management Maturity Have 50% Edge in Goal Attainment
PHILADELPHIA - 13 SEPTEMBER 2016
Organizations that invest in benefits realization management approach it as a discipline and achieve quantifiable gains as a result. According to findings from the Project Management Institute’s (PMI) 2016 Pulse of the Profession® In-Depth Report Beyond the Project: Sustain Benefits to Optimize Business Value, few organizations report a high degree of benefits realization maturity, but those that do see an average of 50% more projects meeting original goals and business intent. The findings point to actions every organization can take to sustain benefits once a project has been moved into ongoing operations.
“Organizations are leaving their strategy to chance if they don’t focus on benefits realization management as a central part of project and program management,” said PMI President and CEO Mark A. Langley. “All strategic change happens through projects and programs, so making sure that a project’s benefits are sustainable is crucial to making a strategic initiative succeed over the long term.”Read More
(PMP)® , (CAPM)® , (PgMP)® and PMBOK®are registered marks of the Project Management Institute
Source: PMI Institute
Connect with Global Business Leaders Dedicated to Performance Improvement at the Capability Counts 2017 Conference in Washington, DC
Oct 31, 2016
The CMMI Institute’s conference focuses on how to leverage organizational capability to build cultures of agility and innovation
PITTSBURGH--(BUSINESS WIRE)--According to a 2016 PwC CEO Survey, CEOs are seeking to better measure the impact and value of innovation for their key stakeholders. Companies are addressing these challenges by gaining better insight into business processes.
The CMMI Institute is addressing how investing in business and process improvement builds capability at their annual Capability Counts Conference on 16 & 17 May 2017 in Alexandria, VA, just outside of Washington, DC. The conference will feature the latest market trends and success stories on how to streamline business processes and create a culture of continuous improvement.
The conference will offer a series of collaborative workshops, engaging keynotes, and interactive panel discussions focused on delivering actionable insights on what it means to be a capable organization. Hundreds of professionals dedicated to performance and capability improvement from an array of backgrounds, countries, and experiences are expected to attend. Read More
Source: CMMI Institute
Second Quarter / Q2 - 2016
Software Quality Center LLC. Approved as Global Registered Education Provider by Project Management Institute
Glendale, AZ, USA - June 15, 2016
Software Quality Center today announces that the Project Management Institute (PMI), the world’s largest project management member association, has named it as a Registered Education Provider (R.E.P.) effective June 1, 2016. R.E.P.s are organizations that have been approved by PMI to help project managers achieve and maintain the Project Management Professional (PMP)®, Program Management Professional (PgMP)® and other PMI professional credentials. These organizations have met PMI’s rigorous quality criteria for course content, instructor qualification, and instructional design.
Project managers are increasingly turning to R.E.P.s for certification training and maintenance, especially since median salaries for the profession now exceed $81,000 (USD). SQC’s training programs have been regarded as “top notch” and leading edge in Asia and the USA. SQC offers a variety of Project Management and Quality related training programs, to select clients worldwide. Our specialized topics are offered for high-end, top-tier and the best performing organizations, as opposed to much of our competition who may offer “mass training” to the general public by announcing a training calendar months in advance, that actually may never be held! Some topics we have successfully conducted over and over again, include “Why Decision Quality matters” and “Metrics for Business Improvement - a Strategy session for CXOs and the like.
Software Quality Center joins more than 1,500 R.E.P.s in more than 80 countries. These organizations include commercial training providers, academic institutions, and corporate training departments within corporations and government agencies.
About Project Management Institute (PMI)
Project Management Institute is the world's leading not-for-profit professional membership association for the project, program and portfolio management profession. Founded in 1969, PMI delivers value for more than 2.9 million professionals working in nearly every country in the world through global advocacy, collaboration, education and research. PMI advances careers, improves organizational success and further matures the profession of project management through its globally recognized standards, certifications, resources, tools academic research, publications, professional development courses, and networking opportunities.
As part of the PMI family, Human Systems International (HSI) provides organizational assessment and benchmarking services to leading businesses and government, while ProjectManagement.com and ProjectsAtWork.com create online global communities that deliver more resources, better tools, larger networks and broader perspectives.
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CMMI® is registered in the US Patents and Trademarks office by Carnegie Mellon University
(PMP)® , (CAPM)® and (PgMP)® are registered marks of the Project Management Institute
CMMI® Institute Publishes Top Three Trends from 2016 Capability Counts Conference
May 23, 2016
PITTSBURGH--(BUSINESS WIRE)--Hundreds of global business leaders dedicated to capability and process improvement gathered in Annapolis, Md., May 10-11, for the annual Capability Counts Conference. The CMMI® Institute, a global leader in the advancement of best practices in people, process, and technology, hosted the conference. Attendees experienced a series of workshops, keynotes, and interactive sessions focused on delivering actionable insights on what it means to be a capable, mature organization.
“It was both exciting and rewarding to see global organizations come together to demonstrate their commitment to capability improvement and creating sustainable competitive advantage,” said Kirk Botula, CEO of CMMI Institute. “We achieved our goal in providing an avenue for professionals at all levels to share their experiences connecting strategy to action and driving high performance and agility.”
Three keynote presentations uncovered the top trends that left attendees buzzing:
Building capabilities delivers measurable business results in organizations, no matter the industry, no matter the size.
Andreas Kramvis, vice chairman of Honeywell, noted that building capability by achieving CMMI maturity level 5 globally in the company’s software centers is an essential enabler to Honeywell’s business results. In fact, 77 percent of Honeywell’s growth strategy includes $21 billion in sales of software-enabled products.
A capabilities-driven strategy creates sustainable, competitive advantage.
Kirk Grothe, chief executive officer of Livanta, emphasized that every industry is continually evolving, leading to more competition, more activity, more risk, and more failure. Thus, high capability and maturity are central to responding to market conditions, sustaining a competitive advantage, and differentiating between rivals.
High maturity enables real-time capability and process improvement resulting in predictable performance.
The continuous integration of CMMI and agile processes helps capture defects, so teams can focus on delivering valuable functionality and productivity. Eric Rongley, chief executive officer of Bleum, outlined the keys to routinely delivering zero-defect systems. It is critical to measure everything in real time, because everything is a task that takes time and has some output.
“People come to conferences like this to maintain their edge on knowledge and market trends. The only way we can compete is by building capability and staying ahead of the trends. How we work, how we behave, how we develop our products and services - it’s the only thing that matters in a competitive environment,” said Jeff Dalton, program chair and CEO of Broadsword, a software performance improvement company.
The Capability Counts Conference also featured the CMMI Institute’s first-ever Capability Challenge, a webinar-based competition that showcased business success stories. Attendees dubbed AEGIS.net the Capability Challenge Champion for tripling revenue after receiving an organization-wide CMMI maturity level 3 rating and streamlining its project and work management capabilities. As he accepted the award, AEGIS.net President Michael Callihan said, “AEGIS.net uses CMMI as a competitive edge to differentiate ourselves in a crowded marketplace, but more importantly to provide a strong foundation of process to support our clients and our own business growth.”
Source: CMMI Institute
First Quarter / Q1 - 2016
CMMI® Institute Reports Fifth Consecutive Year of Record Growth and Global Adoption in 2015
April 11, 2016
1,920 global organizations earned a CMMI® maturity and capability rating, reinforcing the demand for improved organizational capabilities
PITTSBURGH--(BUSINESS WIRE)--CMMI® Institute announced today that 1,920 organizations earned a Capability Maturity Model Integration (CMMI) appraisal in 2015, an 18 percent global increase in the number of completed appraisals. Driven by the commitment among global business leaders to assess their organization’s strengths and weaknesses, CMMI continues to successfully guide organizations as the global standard for performance improvement.
CMMI appraisals enable companies to measure their capability against a defined framework of best practices and decisively identify sweet spots to be more competitive. By conducting a CMMIappraisal, business leaders can determine what their company must do in order to strengthen their skills and systems.
“When an organization earns a CMMI appraisal rating, peers and business partners recognize it as achieving the gold standard in building capability in its operations and business practices,” said Kirk Botula, CEO of CMMI Institute. “This rating distinguishes them from their competition. Many companies look for the CMMI appraisal rating when seeking suppliers and partners. The appraisal rating helps identify those dedicated to delivering excellence.”
Half of global executives rate capability building as a top three priority, according to a McKinsey & Company survey. Additionally, a Bersin by Deloitte 2014 study reports that more than 70 percent of organizations cite capabilities gaps as one of their top five challenges. Given the increased need to deliver high-quality products and services and deliver consistent performance to compete in the global business environment, organizations seek appraisals from CMMI Institute to help them realize and monetize their potential.
“In our current competitive environment in the Canadian Defence sector, one key differentiator is the ability to provide quality products and services that meet the requirements and specifications of our customers,” said Mike Greenley, vice president and general manager of CAE Canada Defence and Security. “As the only defence contractor in Canada with a key group accredited to CMMI maturity level 5, we have the ability to consistently achieve exceptional quality results and continuously improve upon them.”
Examples of how organizations are using CMMI are highlighted below:
- Honeywell expects software to be a significant growth driver for the company over the long-term. Being 100 percent CMMI maturity level 5 compatible is critical to achieving the company’s aggressive growth targets and executing on its software excellence strategy. Last year, Honeywell attributed $22 billion of its $39 billion in sales to software or software-enabled products.
- Chemtech reduced rework by 50 percent through a company-wide process improvement capability program through achieving CMMI maturity level 3. This rating led to improved product quality and project delivery, and resulted in lower costs and increased customer satisfaction.
- NASA is using CMMI as the performance and capability improvement model against which it measures the capabilities of the contractors it hires; the model has been a key factor in maintaining quality and increasing productivity.
See how more organizations are benefiting from their CMMI appraisal by visiting the Who Uses CMMI? Web page.
“We’ve seen a significant amount of growth in the number of appraisals conducted since 2011,” said Botula. “This is truly an exciting time for businesses around the globe looking for continuous improvement to gain a sustainable competitive advantage in the marketplace.”
For organizations that want to work with CMMI-appraised organizations, a full overview of CMMI-rated organizations is published in the Published Appraisal Results Site (PARS).
ISACA® Acquires Global Capability Maturity Leader CMMI® Institute
March 03, 2016
Acquisition expands opportunities to help organizations optimize their use of technology, increase stakeholder value and improve business performance
Rolling Meadows, IL, USA (3 March 2016) — ISACA®, the professional association for IT governance, assurance and cybersecurity professionals, today announced that it has acquired CMMI® Institute, the global leader in the advancement of best practices in people, process and technology. By joining forces, the two organizations will raise the level of enterprisewide performance for existing and prospective members and customers and reach more diverse markets.
ISACA provides knowledge, standards, networking, credentialing and career development to IT and cyber security professionals. Through its comprehensive guidance and services, ISACA defines the roles of information systems governance, security, risk and assurance professionals worldwide. CMMI Institute is the organization behind the Capability Maturity Model Integration (CMMI), the globally adopted capability improvement framework that guides organizations in high-performance operations. CMMI Institute provides the tools and support for organizations to benchmark their capabilities and build maturity by comparing their operations to best practices and identifying performance gaps.
“We are living in a time of dynamic change in our industry, and technology has more power than ever before to transform an organization. For nearly 50 years, ISACA has been committed to equipping the professions we serve with the resources they need to positively impact their enterprises,” said ISACA CEO Matt Loeb, CGEIT, CAE. “Our acquisition of CMMI Institute will help us to broaden our focus on helping professionals and their organizations optimize their use of technology, increase value for stakeholders and improve business performance.”
ISACA and CMMI Institute share a vision for advancing organizational performance that centers on driving excellence in the IT, information systems governance, data management governance, software, and systems engineering functions in organizations across a spectrum of industries.
“CMMI Institute is a natural fit for ISACA and we are very excited to unite with them to create new offerings for ISACA’s member community,” said Kirk Botula, CEO of CMMI Institute. “Together, we’ll offer a stronger portfolio of business solutions and professional development to both of our global customer bases and accelerate the pace of capability improvement and high maturity operations in their organizations.”
The number of organizations earning a CMMI maturity level rating in 2015 increased 28 percent in the US and 17 percent globally. Fueled by the demand among global business leaders to improve organizational capabilities and drive business results, CMMI Institute continues to grow year over year in the number of CMMI maturity level ratings earned by organizations. In 2015, more than 1,900 high-performing organizations earned a CMMI maturity level rating.
ISACA serves more than 140,000 members and certification holders working in the information systems governance, security, audit and assurance functions across all industries. This acquisition will expand ISACA’s reach to the thousands of organizations to which CMMI Institute has awarded a maturity level rating to improve their organizational capabilities and achieve higher maturity in their operations through their software, systems engineering and process improvement functions.
“Information technology is the backbone of the world economy and an enabler of business innovation. ISACA helps professionals and their organizations in gaining value through the right technology models and by removing impeding factors like cyberthreats,” said Christos Dimitriadis, Ph.D. CISA, CISM, CRISC, international president of ISACA. “Our acquisition of CMMI positions us well to accelerate our mission toward a more holistic approach, focusing even further on products and services engineering and operations.”
ISACA and CMMI Institute will continue to operate separately, with CMMI Institute operating as a subsidiary of ISACA. Additional information is available at www.isaca.org/cmmi-institute.
ISACA (www.isaca.org) helps global professionals lead, adapt and assure trust in an evolving digital world by offering innovative and world-class knowledge, standards, networking, credentialing and career development. Established in 1969, ISACA is a global non-profit association of 140,000 professionals in 180 countries. ISACA also offers the Cybersecurity Nexus™ (CSX™), a holistic cybersecurity resource, and COBIT®, a business framework to govern enterprise technology.
CMMI® Institute’s Data Management Maturity (DMM) Model Leads Neoway Business Solutions’ Roadmap to Managing Critical Data Assets
January 22, 2016
PITTSBURGH--(BUSINESS WIRE)--According to a 2015 Experian Data Quality study, 92 percent of chief information officers have experienced problems due to poor data quality in the past 12 months. The accelerating influx of information in today’s business landscape further challenges what is already a complex environment. Without a cohesive data management program addressing the range of data needs, executives may struggle to make sound strategic decisions for their organizations.
Brazilian market intelligence company Neoway Business Solutions faced the challenge of adjusting its operations to scale with growth and required a process and strategy for handling its main business asset: data. Neoway turned to CMMI® Institute’s Data Management Maturity (DMM)SM model, a framework for best practices that supports organizations to become more proficient in managing critical data assets, improving operations, enabling analytics, and gaining competitive advantage.
“Managing every bit of data in a totally data-driven company can be quite complex,” said Michel Ávila, chief data officer at Neoway. “When we started to study the DMM model and implement its activities, we felt very confident that we were going in the right direction. It’s amazing how this model, built based on the reality of banks and large companies, is also a perfect fit for a small, agile IT startup like ours.”
The flexibility of the DMM model made it possible for Neoway to develop a clear and rapid path to process improvement that was aligned to the company’s specific business goals and supported by the entire organization. The DMM model enabled Neoway to evaluate its current-state data management capabilities, discover gaps to remediate, and identify strengths to leverage. The assessment method revealed priorities, business needs, and a vision for data management capability improvements.
“The DMM program has greatly improved our business,” said Rodrigo Barcia, product vice president and data steward at Neoway. “It has added great value, not just in terms of process and governance, but in actual product development. The DMM model brings a direct technical and business impact to our company and enhances our ability to add value to our customers. The program has had full support and involvement from our senior management, and has been embraced by the entire technical team.”
The DMM model applies a structured framework of best practices for data strategy, allowing organizations to build their own customized roadmaps to data management maturity and capitalize on their unique strengths. By building data process capability across business lines, executives are able to make better and faster decisions by employing a shared vision. Since the formation of the DMMmodel, over 600 organizations of all sizes have used it in a wide variety of industries, including financial, healthcare, technology, regulation, scientific research, government, and retail.
The DMM model is supported by a robust portfolio of offerings to bring data management maturity to your organization. Get started with a Data Management Maturity (DMM)assessment, a workshop-based process that rapidly identifies an organization’s current capabilities with a detailed report of recommendations that guide data strategy and implementation.
Source: CMMI Institute
Third & Fourth Quarter / Q3 & Q4 - 2015
Software Quality Center LLC is excited to have this opportunity to share with you, our worldwide friends and clients, an important milestone for us at SQC – powered by our strong partnership with Carnegie Mellon University and the technologies developed there at Carnegie Innovations’ subsidiaries, we have reached a milestone in bringing adoption and use of the CMMI® – Capability Maturity Model Integration, the Gold standard for best practice and benchmarking in Software and the ICT industry, and the service industries worldwide. In 2015, SQC has led and performed more than 105+ formal appraisals worldwide, for over 75+ organizations combined, across continents, cultures and types of companies. While our major focus has been and continues to be the Department of Defense (DoD) /Federal Government, and Aerospace, we have engaged with some the leading organizations across the US, India and the Middle East in several industries including Industrial Automation, Healthcare/Medical Devices and equipment manufacturers, Banking Financial and Insurance Services and prominent global multinationals. At this important and fulfilling milestone, all of us at SQC Global have only one thing to say, and to turn out thoughts to our customers, friends and partners and we say, with utmost humility, a heartfelt – THANK YOU!! We count on your good wishes to continue!
"Agile doesn't scale in large organisations organically, it needs a plan, a blueprint to follow and a serious level of commitment by proven change agents."
- Bradley de Souza
Agility comes with maturity
The Agile approach is ideal for small projects in small organisations but when larger scale is required, the model needs to be adjusted to be effective.
25 November 2015 – Bradley de Souza (CIO New Zealand)
In today’s demand driven, fast paced and competitive environment, very few organisations conduct reviews of project failures or poor performance. They, prefer instead to breathe a collective sigh of relief and move past the difficulties as quickly as possible.
In response to this behaviour, some companies have implemented an Agile development approach to solve project problems and poor business engagement.
Agile is positioned as a silver bullet and has gained significant momentum over the years. It is regarded by many as the answer to the complex problem of project delivery. It prescribes a collaborative approach to a number of common issues and honestly attempts to break through the well-recognised failings of other models.
CMMI takes a holistic approach to an organisation’s capability, not just focusing on software development or project delivery. It focuses on how capable an organisation is and how mature the processes are.
For Agile to be implemented successfully, an appropriate level of maturity is essential (typically CMMI level 2 to3, the higher the better). The common denominators between Agile and CMMI are defined structure, adherence to processes, discipline and repeatability.
The goal of CMMI is to align the organisation to a common level of capability maturity, identifying weaknesses and addressing them accordingly across all competencies. Conversely, an Agile only delivery methodology will not automatically resolve organisational and cultural inadequacies.
Lack of discipline and an inability to follow processes, are significant inhibitors to capability uplift for both Agile and CMMI.
When the dimension of capability maturity is considered, it becomes immediately obvious that a gap exists between the Agile proposition and CMMI. Agility is a function of maturity and not the other way around.
The Agile approach is ideal for small projects in small organisations but when larger scale is required, the model needs to be adjusted to be effective.
Large organisations need to implement a scaled agile framework such as SAFe so that Agile can be taken to the next level. Agile doesn’t scale in large organisations organically, it needs a plan, a blueprint to follow and a serious level of commitment by proven change agents.
Many practitioners blame failed Agile projects on a lack of dedication to the methodology. This all or nothing approach is difficult to achieve for large projects in big organisations. Most organisations are generally not prepared to commit to a long-term solution. Pressure to measure quarter on quarter performance drives an addiction to silver bullet solutions rather than looking at the problem from more angles. This is where capability maturity comes into play.
There is a crossover point between the Agile methodology and CMMI. There is a strong correlation between successful Agile projects and CMMI level 3+ organisations.
At CMMI level 3, processes are well characterised and understood. They are described in standards, procedures, tools, and methods.
The organisation’s set of standard processes, which is the basis for level 3, is established and improved over time. These standard processes are used to establish consistency across the organisation. Projects build upon the organisation’s set of standard processes, tailoring them accordingly. The organisation’s management establishes process objectives based on the company’s set of standard processes and ensures these objectives are appropriately addressed.
It may seem obvious, but project failures are more likely to occur in CMMI level 1 to 2 organisations. In these organisations, even successes aren’t always what they seem. Upon closer inspection, a lack of a defined approach, technical standards, processes and governance, hides the amount of technical debt or compromise that was agreed in order to meet deadlines.
Success in these organisations depends on the competence and heroics of the people in the organisation and not on the use of proven processes. In spite of this ad-hoc, chaotic environment, CMMI level 1 organisations often produce products and services that work; however, they frequently exceed budget and schedule. Level 1 organisations are characterised by a tendency to over commit, abandon processes in the time of crisis, and not be able to repeat past successes.
Many organisations that adopt the Agile methodology in response to project failures are at CMMI level 1. They ignore the fundamental immaturity which produced the failures to begin with and instead seek to ‘quick fix’ the problems with an Agile approach. This can only serve to exacerbate the problems caused by lack of documentation, poorly defined requirements, inadequate financial oversight, bad planning, etc.
Maturity and agility are not two sides of the same coin or are they interchangeable, instead one is a precursor of the other. Getting the order right is the key to delivering projects successfully, on time, to budget and meeting the requirements.
First & Second Quarter / Q1 & Q2 - 2015
CMMI® Institute Reports Record Number of Appraisals in 2014: Fueled by the demand to improve organizational capabilities and drive business results, 1,626 organizations earned a CMMI maturity and capability rating in 2014
March 12, 2015
PITTSBURGH--(BUSINESS WIRE)--CMMI Institute announced today that a record number of Capability Maturity Model Integration (CMMI)® appraisals were completed in 2014 as business leaders across the globe continue to look for ways to assess their organization’s strengths and weaknesses to improve the capability of their businesses.
Organizations that want to continuously improve performance and deliver impact know that capability building is a top priority. In fact, McKinsey cites that 50% of CXOs rank capability building among the top three priorities in their organizations. (Source: McKinsey Building Capability Study, August 2014)
CMMI appraisals allow companies to measure their capability and maturity against a defined framework of best practices—and identify their sweet spots to be more competitive. CMMI Institute reported that 1,626 appraisals were completed in 2014, which represents its busiest year yet. This signifies a 12 percent increase in total CMMI appraisals since 2012 and the third consecutive year that CMMI Institute has achieved record growth in global adoption.
This increase demonstrates the continued value that organizations have realized and monetized since they started using CMMI in their organizations over 20 years ago — which has occurred in 100 countries across all seven continents including Antarctica — to improve their capabilities.
“By conducting a CMMI appraisal, business leaders can determine what their company needs to do in order to build or strengthen the skills and systems designed to lift a given enterprise, business unit, or specific function to the next level,” said Kirk Botula, CEO of CMMI Institute. “We are encouraged to see the continued growth of CMMI as organizations look for proven ways to build their capabilities and gain sustainable competitive advantage in the global marketplace.”
Source: CMMI Institute
Updates from Business Development Institute International:
How good does it feels to get home?
April 3, 2015
We’re back! We weren’t really gone, as we’ve spent the last two years as part of another non-profit society. But in the end we decided that we could perform our mission better separately. So, the BD-Institute is back on its own…
We’re still committed to sharing insights and innovations on how to be more successful at winning competitive business. There are numerous topics that we hope you’ll agree need to be understood better and shared for the good of the professional – things like the current state-of-the-art in competitive results, how leading companies are performing competitive intelligence, what best practices in knowledge management are emerging, and many more.
Within the next 30-45 days, we’ll announce our first, big benchmarking study since gaining our independence in mid-March. Our goal is to get a lot more organizations involved in this project than ever before. Please watch for details, then plan to be part of the study and share the findings.
Who cares about win rate as a business-winning metric?
May 1, 2015
If you’ve read our book, Metrics to Manage Business Development Results, you know that we have substantial reservations about the value of win rate as a measure of BD operational performance. We find it especially problematic to use win rate to compare one organization’s business-winning success against another organization. Nonetheless, win rate remains the single, most-used metric that we’ve found in our research, so it appears that everybody cares about it as a metric.
Regardless of the problems associated with using win rate to measure BD performance, we support it as being very helpful if used appropriately within the organization. The secret is to take a different approach to how the data is structured and used, such that this metric is transformed from historical analysis to fact-based targeting of results. This shifts the focus of the metric from telling what happened to targeting results that the organization wants to achieve. It also brings organizations face-to-face with the question of their capability to do what needs to be done and what they can do to maximize probable success. This makes “win rate” much more meaningful in making the organization’s business-winning efforts successful.
Centralized vs decentralized organization – again?
May 1, 2015
The question about whether it’s better to have a centralized or decentralized BD organization keeps “raising its ugly head.” Most recently, a close colleague brought it up again in connection with a European company with which he’s currently working.
During our many studies and process assessments, we’ve had a good bit of experience in this area. In general, we’ve found that the split really is a function of strategic vs tactical business winning, especially if the primary organizational goal is growth. But a huge, underlying question is really, how we allocate resources (and funding) to centralized vs decentralized functions.
In one study that we did, we actually asked participants to assess whether they found centralized, decentralized, or hybrid organizations to be more effective. Respondents overwhelmingly characterized centralized organizations as providing better access to specialized expertise, being better able to develop and maintain resources, and having greater capacity to address multiple needs concurrently. The big concerns were greater overhead costs and propensities to become disconnected from the BD needs of individual operating units.
It’s not surprising, then, that a majority of leading organizations do indeed employ a “hybrid” solution that centralizes some functions and decentralizes others. In this scenario, organizations typically invest as much or more in the centralized staff as they do in staffing BD/sales functions in each of the operating units, while disproportionately funding the strategic pursuits for which the centralized organization is responsible and best suited.
Third Quarter & Fourth Quarter / Q3 & Q4 - 2014
December 2014 – We have completed 13 years of operations. We have reached this milestone with your support and help and we take this opportunity to thank you all.
Washington Technology Article Features APMP PIC Initiatives
News/Post | 2014 | Product
Washington, DC, October 17, 2014 – The Association of Proposal Management Professionals® (APMP®) Procurement Improvement Committee (PIC) initiatives regarding Federal Acquisition Regulations (FAR) that control government procurement was featured in Washington Technology.
The article reviews findings from the APMP survey report, Closing the Procurement Gap, which surveyed more than 500 government and industry professionals and shows strong agreement regarding how to implement procurement improvements without reforming the FAR.
The survey results include recommendations from both perspectives regarding how to conduct better procurements and affect a reduced number of related protests. For example, the majority of respondents is not in favor of the practice of lowest priced, technically acceptable evaluation criteria for services bids. The survey results also provide feedback to support the importance of access to government in the early stages of the procurement process, open communication regarding release dates and leaving communication open until the final release of a Request for Proposal (RFP).
The results also show industry and government agreement that using requests for information (RFIs) is a valuable market research strategy to set technical requirements for procurements, as well as one-on-one meetings during "Industry Days,” where bidders attend procurement announcement meetings and learn about procurement requirements.
Second Quarter / Q2 - 2014
CMMI Institute Unveils the Data Management Maturity Model
News/Post | May 28, 2014
New Framework, Supported by a Portfolio of Services, Designed to Maximize the Value of Data While Strengthening the Collaboration between Business and IT
CMMI® Institute today unveiled the Data Management Maturity (DMM)™ model to enable organizations to improve data management practices across the full spectrum of their business. The DMM model, as the only reference model of its kind, provides organizations with a standard set of best practices to build a unique roadmap aligning data management strategy with individual business goals. The Data Management Maturity Portfolio, which will include the DMM model and a full complement of supporting services, will be available summer 2014.
The accelerating influx of information in today’s business landscape further challenges what is already a complex endeavor—building, optimizing and controlling an organization’s data assets to ensure timeliness, quality, shareability and fitness for business purposes. Achieving these goals is critical to agile business operations and fruitful data analytics, resulting in precisely targeted business decisions.
The companies that are able to leverage their corporate data assets to the fullest are the companies that will dominate in the current era of global business where information and access reign supreme,” said Kirk Botula, CEO of CMMI Institute. “The DMM model is a powerful accelerator for aligning the interests of lines of business with IT to ensure that their critical data assets are strengthened, well-managed, and better utilized to achieve business goals. To date, over 150 individuals in early adopter organizations have employed the DMM model to evaluate their capabilities, practice by practice, work product by work product.”
The DMM model helps organizations build a common terminology and shared understanding of how their data assets need to be managed. Its successive capability levels provide a clear path for improvement in 25 process areas reflecting all the fundamental disciplines of data management. Throughout the development of the DMM model, over 70 organizations have evaluated their capabilities using the model. These early adopter organizations including Microsoft, Fannie Mae, the Federal Reserve System Statistics Function, Ontario Teachers’ Pension Plan and Freddie Mac reported significant benefits from the use of the DMM model, including the ability to galvanize organizational change by identifying and implementing collaborative actionable initiatives.
Data Alignment to Business Processes
The DMM model was developed based on the foundational principles of Capability Maturity Model Integration (CMMI®)—a proven approach to performance improvement and the gold standard of excellence in software and systems development for more than 20 years. Developed by CMMI Institute, with sponsors including Booz Allen Hamilton, Lockheed Martin, Microsoft Corporation and Kingland Systems, the DMM model was created with the contributions of data management experts across multiple industries over the span of three and a half years.
The DMM model is currently undergoing a peer review by over 140 data management and CMMI experts. The model and a full ecosystem of supporting services will be available to all organizations and professionals during summer 2014. Components will include:
- Training and Certification: A full suite of successive training classes, providing a certification path and licensing, will be available for data management professionals. This program provides data management experts the ability to facilitate assessments against the DMM model and assist in implementing data management best practices. Qualifications for certifications are equally achievable by those who have line of business backgrounds as well as those working in the IT/data management space.
- Assessment Method: A proven, facilitated evaluation method led by a DMM-certified professional, which involves gathering a broad range of key stakeholders to evaluate capabilities together. When used in conjunction with the DMM model, this method allows an organization to quickly evaluate its current state of data management maturity relative to key goals and achieve actionable improvements, both strategic and tactical, to its data management program.
- Partner Program: CMMI Institute is powered by a community of more than 400 partner organizations that are guiding businesses in the successful use of the CMMI models. The DMM model will be included as part of the CMMI Partner Program to help partners evaluate and implement data management practices for organizations around the world.
CMMI Institute Extends Software Development Framework to Address Security
News/Post | April 1, 2014
Security by Design with CMMI for Development V1.3 is available now
PITTSBURGH – April 1, 2014 – The CMMI Institute, the leading center for global best practices and organizational benchmarking, announced today it has extended the CMMI for Development framework to address security concerns in software and systems development. This increased emphasis on security will help developers to protect their work from attack.
Security attacks against major companies have become regular headlines. In many cases, hackers are taking advantage of weaknesses resulting from inattention to basic security measures. An August 2013 study of Ponemon Institute and Security Innovation found that most software development organizations do not consider security in the development process, leaving the end applications and products vulnerable. While this absence may appear to keep costs down, any savings realized by disregarding security during development is lost many times over when costly updates are required after product releases, or worse, when a breach occurs and requires significant effort to remedy.
Another Ponemon Institute 2013 research study, sponsored by Symantec, found global security breach costs ranging from $1.1 to $5.4 million per breach.
CMMI adoption results in cost savings by increasing speed to market and reducing costs connected to defects and rework. CMMI for Development is a framework of practices designed to improve quality and reliability in development processes, and many users have included security efforts in CMMI adoptions. Today’s news addresses security in a new way, with a set of practices explicitly designed to include security concerns in CMMI adoption and appraisals.
With the release of a technical report entitled, Security by Design with CMMI for Development V1.3: An Application Guide for Improving Processes for Secure Products, the CMMI framework is extended to include guidelines for including security requirements as quality criteria in the development process. Specific new process areas include Organizational Preparedness for Secure Development, Security Management in Projects, Security Requirements and Technical Solution, and Security Verification and Validation. By integrating security into systematic management of the development process, companies will reduce security risks and costs for themselves and their customers.
“We understand that security issues concern every level of the technology centered enterprise,” said Kirk Botula, CEO, CMMI Institute. “At the institute, we are actively seeking ways to help CMMI users tailor the frameworks to best meet their organization’s business goals. We are pleased to help organizations to develop operational resiliency against attacks by creating sustainable methods for developing secure products.
Security by Design with CMMI for Development V1.3, along with a usage guide and a recording of a global webinar, is available for download at www.cmmiinstitute.com/securityextension
First Quarter / Q1 - 2014
Global Adoption of CMMI Performance Improvement Framework Continues to Rise
News/Post | Feb 24, 2014
CMMI Institute reports record number of appraisals in 2013 and CMMI models rank as “world class” business solutions for the elevation of organizational performance as evaluated by actual users
CMMI Institute announced today that a record number of Capability Maturity Model Integration (CMMI) appraisals were completed in 2013 as organizations across the globe elevate organizational performance by adopting CMMI. The company also released the findings of a customer satisfaction survey using the Net Promoter Score (NPS)® methodology in which individuals who utilize CMMI rated CMMI as the world class means of improving organizational performance.
CMMI appraisals allow companies to measure their capability maturity against a defined framework of best practices. More than 1,600 appraisals were completed in 2013, the most ever done in one year and an 11% increase over 2012, the previous record year for appraisals. Of the 2013 appraisals nearly 40% were completed in China, where the widespread adoption of CMMI is driving economic growth and development across the region.
“For over twenty years, CMMI has been the gold standard for process improvement in companies and industries that value quality and excellence,” said Kirk Botula, CEO of CMMI Institute. “We are excited to continue to grow with our customers across international borders, where CMMI appraisals help countries to boost competitiveness in the global marketplace and establish international credibility.”
CMMI appraisal ratings are recognized around the world as the mark of capability, allowing suppliers to distinguish themselves from their competition and helping buying firms to hire suppliers that have demonstrated an appropriate level of capability. For buyers looking to work with CMMI appraised organizations, a full overview of results is published in the Published Appraisal Results System (PARS).
The De Facto Standard for Process Improvement
Thousands of companies across multiple industry sectors in 94 countries have adopted CMMI practices to elevate performance and have been appraised for capability and maturity using CMMI models. As part of today’s news, CMMI Institute is releasing the results of its first customer loyalty survey for CMMI using the Net Promoter Score (NPS) methodology.
1,841 users of CMMI from around the world were asked to rate how likely they would be to recommend CMMI to elevate organizational performance to a friend or colleague. The results were used to calculate a Net Promoter Score™, which is a measure of customer loyalty used heavily in business markets and verticals. CMMI Institute earned an NPS™ of 41 with the 2013 survey.
Satmetrix, the company that co-created Net Promoter™ releases benchmark reports annually on NPS score by industry. According to their most recent report, the average NPS for B2B companies is 22 NPS, and the top quartile is 39 and above.
Deborah Eastman, Chief Customer Officer at Satmetrix, states “NPS has proven to be a leading indicator of future growth for companies because it measures the customer’s likelihood to continue to buy and refer their friends.”
Highlights from the survey include:
- 50% of individuals responded with a 9 or 10 while less than 9% provided a 6 or below resulting in a 41 NPS. This places CMMI in the “world class” category of business solutions as evaluated by actual users.
- When asked why they would recommend CMMI, 45% of respondents cited proven performance results, while another 54% described CMMI as the de facto standard for process improvement.
“CMMI makes the world work better,” added Botula. “We are very encouraged to see the reliability, predictability, and improved performance that CMMI brings to our customers’ business.”
Fourth Quarter / Q4 - 2013
A BIG THANK YOU from Software Quality Center LLC!!!
News/Post | October, 2013 | Software Quality Center
Software Quality Center LLC is excited to have this opportunity to share with you, our worldwide friends and clients, an exciting milestone for us at SQC - we were just honored at the CMMI conference in Pittsburgh for 10 years as an SEI Partner, as of the end of 2012!
We wish to THANK the CMMI Institute, the new home of the CMMI Product Suite, and members of Software Engineering Institute (SEI) to have enabled our achievement of this great honor. Lisa Masciantonio, the CMMI Institute's Partner Director, recently expressed to SQC in correspondence that ---
"The Partner Network is honored to welcome Software Quality Center LLC to the group of Partner organizations that have reached a milestone of 10 years of collaboration with the Software Engineering Institute (SEI) and newly formed Clearmodel, home of the CMMI Institute. You have helped the Partner Network become a world-class organization and the only source for official services outside of the institutes themselves. Every day, you help us achieve our mission to make the world work better for every company, government, or region committed to excellence. We are proud to honor you at this year's SEPG North America conference, recognizing your achievement among your peers and colleagues. Please accept this token as an acknowledgement of your dedication to our technologies and your commitment to excellence. We thank you for your dedication, and we celebrate your achievement."
We know that none of this would have been possible without all of you, our worldwide clients and friends. Whether you have been with us from the beginning or just now recently acquainted, we sincerely want to thank you for your support over the past 10+ years and we look forward to many more years of working together!
Third Quarter / Q3 - 2013
Nous Infosystems Appraised At CMMI SVC + SSD Version 1.3 Level 5
News/Post | July 30, 2013 | Nous Infosystems
Bangalore: Nous Infosystems, a Bangalore based IT Services organization, announced that its Global Software Services division has been appraised at CMMI SVC+SSD Version 1.3 Level 5. The appraisal was performed by Software Quality Center. This cements Nous' place among the very few companies in India to reach this coveted milestone.
Nous Infosystems is better positioned to offer on-time delivery and cost savings to clients, as well as assured results from its offshore development centers. CMMI is considered to be one of the most widely accepted and adopted process improvement models by organizations worldwide.
On the occasion, Ajith Pillai, CEO and MD, Nous Infosystems mentioned, "With the successful completion of this world renowned appraisal, Nous has achieved what every IT services organization aspires to. We are now one among the few companies who have gone through a CMMI Level 5 software services and development version 1.3 appraisal. This coveted appraisal would further strengthen our goal to lead from the front when it comes to delivering high quality product engineering and services to our customers."
According to Buddhadeb Das Gupta, COO, Nous Infosystems, "The planning phase through the final assessment was a very crucial period for the organization. It needed thorough appraisal, redefinition and recalibration of several key processes covering vital business functions across strategy, delivery and operations. Meticulous planning, constant evaluation of outcomes and reorientation of actions transformed this from an initiative into a 'way of life' within Nous and that finally helped us achieve this feat."
The Lead Appraiser from SQC, Kris Puthucode said, "Nous is an organization with a continued commitment to the pursuit of excellence through process improvement. Nous' journey with CMM/CMMI has provided the organization with a strong foundation for establishing, deploying and improving capability in quality, service effectiveness and reduced delivery time, thereby customers see tangible benefits of quantitatively and statistically improving processes.
Second Quarter / Q2- 2013
APMP Launches Center for Business Development Excellence
News/Post | June 07, 2013 | APMP,CBDE,Bid & Proposal Con 2013,BD-CMM
APMP©, the global association of record for bid, capture and business development professionals announced the formation of its new Center for Business Development Excellence (CBDE), a community for senior-level BD professionals throughout the world, at last week's Bid & Proposal Con 2013 in Atlanta, GA.
The CBDE is enabled by APMP's merger with the Business Development Institute International, which provides the industry's best research, benchmarking and education for sustainable results in winning business. The resulting CBDE offers organizational accreditation, knowledge management and best-practice guidance using fact-based research.
"As APMP continues to grow, the CBDE is a new place for organizations and individuals that want to acquire business through close customer relationships and achieve sustainable results from quality sales," said Rick Harris, APMP's Executive Director. "This new community launch will give global BD professionals a home," he added.
Led by Howard Nutt, the former Executive Director of the BD-Institute International, the CBDE will focus on providing BD professionals everywhere with publications, webinars, education, and networking to help them in their daily business pursuits.
Activities of the CBDE will be anchored by its signature product, the Capability Maturity Model© for Business Development (BD-CMM) version 2.0, a printed guidebook that addresses performance excellence across the full lifecycle of business development. As demonstrated by BD-Institute International research, companies that invest in BD capability as outlined by the BD-CMM achieve measurably greater revenue results than companies with less mature BD operations. (See figure.)
BD-CMM Benchmarking. BD-CMM adopters consistently win more business, especially high-value, strategic programs needed for long-term viability and growth.
"Merging the BD-Institute International's intellectual property, products and services into the dynamic APMP professional society provides exciting new opportunities for senior and executive BD professionals. This includes both individual growth and development and organizational innovation and transformation, which we believe are game changers in business winning," commented Howard Nutt, leader of the new CBDE.
You may participate in APMP's Center for Business Development Excellence by becoming a member of APMP for $125 USD. You'll receive deep member discounts on all CBDE products and educational events and be part of a growing community of BD professionals. Become an APMP member by clicking here.
In addition to management by Mr. Nutt and Mr. Harris, the CBDE will be led by an advisory committee that includes Tony Birch of Shipley Limited, Kelli Stephenson of Experian, Karen Shaw of BAE Systems, and Don Beynon of Carnegie Mellon's Software Engineering Institute.
For more information on BD-Institute International, please click here
Note: Capability Maturity Model©, CMM, and CMMI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
CMMI Institute Announces SEPG North America 2013 is coming to Pittsburgh
News/Post | Apr 14, 2013 | CMMI,SEPG,Technology,America
The CMMI Institute is pleased to announce that SEPG North America 2013 will be held at the David L. Lawrence Convention Center in Pittsburgh, Pennsylvania, on October 1-2, 2013. We are thrilled to welcome the community to our home city for two days of high-quality learning and networking. With a more compact schedule designed to maximize each moment, the conference will deliver high-value, practical information to end users and practitioners and offer excellent opportunities to connect with others in the performance improvement community.
"SEPG North America 2013 aims to provide 'structured informality,' encouraging spontaneous discussions amidst a strategically planned schedule of discussion-rich lightning talks, keynotes, and brief presentations," said Eileen Forrester, product manager at the CMMI Institute and SEPG program chair. "New this year, the program will primarily feature invited speakers who will deliver powerful, compelling presentations. We anticipate that the program committee will round out the line-up with a smaller number of speakers selected from an open call for participation."
As we speak, the CMMI Institute is forming the program committee that will build the technical program. We are working quickly to be able to announce information on speakers, registration, and more at www.sepgconference.org in the coming weeks. Developed with community feedback in mind, SEPG North America 2013 will bring together users, Partners, and the CMMI Institute to demonstrate to users CMMI's measurable, powerful impact on business performance and to help cultivate the next generation of adopters.
CMMI Institute Speakers Featured at SPIN London Town Hall Meeting
News/Post | Apr 03, 2013 | CMMI,SPIN,Technology,London
Lisa Masciantonio, partner and client operations director, and Jay Douglass, business development director, spoke on behalf of the CMMI Institute at a town hall meeting hosted by SPIN London held on February 25, 2013. Masciantonio and Douglass shared plans for the CMMI Institute, the new organizational steward of the Capability Maturity Model Integration (CMMI), and gathered community feedback on ideas for the future of this world-class technology.
"The CMMI Institute is committed to continuing great relationships with the worldwide process community, building on CMMI's credibility, and innovating to continue to help organizations achieve measurable results from CMMI," said Masciantonio. "We enjoyed an active exchange with the members of SPIN London."
SPIN London is a community of professionals who share their successes and challenges with an aim to improve organizational performance, excellence, and contribution to the society.
"Lisa and Jay have a rich history of supporting and growing the global community of CMMI users and licensees," commented Vinay Gulati, coordinator, SPIN London. "The town hall meeting provided an engaging venue for them to share the CMMI Institute's mission and to generate interest and ideas for the future of process and performance excellence."
More information on SPIN London is available at http://spinlondon.co.uk/.
First Quarter / Q1 - 2013
KPO > Q1 –Q3 2008
News/Post | Jan 18, 2013 | Jeff Dalton,Hillel Glazer,strategy,America
A recent issue of Cutter IT Journal featured two CMMI Institute Partners in an issue that explores topics related to agile CMMI.
CMMI Institute Partner Hillel Glazer serves as guest editor and provides a preview on the articles included in the issue and perspective on the agile CMMI conversation. Glazer states,
"I'm pleased to report that the question is no longer one of whether or not agile and CMMI can coexist. Instead, the question has, if you'll pardon the term, matured to the point where we're asking what's going wrong when they don't work well together and what's going right when they do."
In an article, titled "CMMI vs. Scrum? No-CMMI + Scrum!" CMMI Institute Partner and Partner Advisory Board Chairman Jeff Dalton explores CMMI in Scrum settings. He demonstrates an approach to CMMI that is not only compatible with Scrum, but also uses Scrum and agile thinking to facilitate CMMI.
In the article, which is available for download compliments of Cutter Consortium, Dalton urges readers,
"Instead of trying to achieve 'a level of CMMI,' embrace CMMI to improve what is already being done within the Scrum team, to scale Scrum to the enterprise, and to expand the scope and influence of agile methods from the team room to the boardroom."
Federal Computer Week Reports CMMI Helped the IRS Improve Operations
News/Post | Jan 18, 2013 | Federal,IRS, Federal Computer Week,Maturity Level 3
Terry Millholland, the IRS's first CTO, proposed a plan to improve the IRS operations through Capability Maturity Model Integration (CMMI). Federal Computer Week covered Millholland's efforts to improve software development with CMMI and its journey to a Maturity Level 3 rating.
In the article, Millholland said of CMMI,
"The net of this is to dramatically improve the processes so that the estimates for completion are far more accurate, the quality is far more accurate, and you have a lot less waste in your activities... you've expanded your capacity to do more. They-the people who were doing the work-could see the value of this."
Visit Federal Computer Week to learn more about how the IRS improved its operations with CMMI.
From the CMMI Working Group - NDIA SE Division publication
News/Post | Jan 18, 2013 | Software,Quality,Group
"Work-In-Progress" at the CMMI Institute - SCAMPI Maintenance (SCAMPI M) Appraisals provide an opportunity for organizations to extend a previously achieved SCAMPI A rating beyond its 3 year validity period.
- A successful SCAMPI M extends a SCAMPI A rating for up to 2 years.
- Maximum time between SCAMPI As is 5 years (one 2-year extension)-TBR
- Multiple SCAMPI Ms can be performed in that timeframe
SCAMPI M Appraisals are designed to sustain the integrity of the SCAMPI benchmarking process.
- Defines a model sample scope consisting of specific goals and generic practices and appraises organizational unit implementations
- Incorporates SCAMPI A features (e.g., organizational scoping, practice characterizations and goal rating)
- Uses certified SCAMPI M lead appraisers and highly-qualified team members.
SCAMPI M Appraisals are designed to cost 25-30% of a SCAMPI A.
Savings are achieved by:
- Model sampling
- Abstracting some appraisal method activities to the goal level
- Relying on high yield artifacts to drive investigative samples for areas of potential weakness
- Smaller appraisal team size
- The action plan concept encourages accepting some recoverable ratings risk instead of perfecting objective evidence and conducting a costly series of intermediate appraisals (C, B, A) that provide little business improvement value
Third Quarter / Q3 - 2012
SEI Acquisition Model to Help Program Offices Avoid Common Pitfalls
News/Post | July 3, 2012 | Nous Infosystems
An acquisition project starts with the best intentions: field a high-quality system that provides new or improved capabilities to the warfighter. Unfortunately, somewhere between the prototype and deployment of the finished system, the effort goes awry, and the system, as initially envisioned, takes much longer than expected, or may never come to fruition.
As developers spend more time supporting field users, development progress slows. A lack of either project management experience or a formal organization also creates problems as developers try to scale the effort up into a formal program, resulting in a difficult transition as warfighters wait years for a production-quality system.
The problem is common enough that SEI researchers aggregated work on five independent technology assessments (ITAs) from 2006-2009 to develop a model of this acquisition scenario, titled “The Evolution of a Science Project.” The scenario goes like this: A project begins with an informal team of operational people building a small, throwaway, proof-of-concept prototype to solicit funding. A successful, initial deployment of the prototype builds demand for more capabilities and broader deployment. The project builds on top of the initial prototype to save time, but then starts to find increasing architectural, robustness, performance, usability, and documentation issues. As developers spend more time supporting field users, development progress slows. A lack of either project management experience or a formal organization also creates problems as developers try to scale the effort up into a formal program, resulting in a difficult transition as warfighters wait years for a production-quality system.
Bill Novak, a senior member of the SEI technical staff with the Acquisition Support Program, noted that there are at least two dynamics at work behind the scenes in this scenario. "First, the project is often initiated by operational users who may lack software acquisition expertise," Novak said. "They focus primarily on quick deployment and operational support, which can result in informal requirements, poor design and code quality, and inadequate documentation."
The second dynamic is called "firefighting." "People who are slated to do new development of the next release must be diverted to fix problems in previously fielded releases," said Novak. "This not only slows new development, but the lack of developers can inject additional problems in the next release that will require even more people to fix."
Andy Moore, from the Enterprise Threat and Vulnerability Management Team in the CERT Program, described a couple of preliminary findings from the modeling effort. "The accumulation of undiscovered rework from development of the science project prototype moves the development efforts past a tipping point of escalating repair work during the follow-on development." The tipping point was found to contribute to the "90 Percent Syndrome" experienced in many software development efforts, causing the program to shift from completing normally, to having defects accumulate as rapidly as they can be corrected. Moore commented that "this syndrome occurs during the later stages of development when progress drastically slows down as a much bigger percentage of the effort is devoted to repair work rather than development."
Some of the key factors behind reaching the tipping point include:
- excessive pressure being applied to the developers
- an emphasis on meeting schedule, rather than on quality
- the timing of the transition from prototype to production development (an earlier transition has fewer undiscovered defects in it)
"These are preliminary findings, as we will be performing additional model validation in the coming year," Novak pointed out, while observing that, "the model's qualitative behavior is similar to what we observe in actual programs."
Second Quarter / Q2 - 2012
CMMI SVC – A status update
News/Post | June 01, 2012 | CMMI,SEI
Ever since CMMI for Services (SVC) was launched, it has been continuously gaining popularity in the process improvement industry. CMMI SVC was specifically introduced by SEI to meet the process improvement needs of the "service" industry (those who provide service to their clients), and was designed to help them build, manage and improve service related processes.
As of June 1, 2012, 197 formal SCAMPIs were reported. It should be noted that this figure represents 2 years of CMMI-SVC appraisals. By comparison, it took 5 years for the Software CMM to reach 100 appraisals. There have been two ML5 appraisals, with one being enterprise and one being multi model. The biggest takers of this framework have been the Business Services – 38% and Engineering & Management Services – 33%. Appraised companies have reported tremendous improvement in their income and service delivery capacity. CMMI SVC has an edge over other models as only CMMI framework analyzes process for continuous improvement. Translations for Chinese and Arabic are currently underway.
CMMI SVC framework now boasts of over 180 lead appraisers and over 320 instructors. The framework has been taught to over 5700 students.
SQC has already completed SVC appraisals and is currently engaged with several others companies worldwide for implementing CMMI SVC, including a ML5 appraisal.
A detailed update on CMMI SVC from SEI can be accessed here
Third & Fourth Quarter / Q3 & Q4 - 2011
SQC develops capabilities in delivering the new SEI’s Introduction to CMMI for Services (SVC) Training
News/Post | 2011 | Kan-ban
SQC has now developed capability to deliver the SEI’s newly introduced Introduction to CMMI for Services (SVC) 3-Day training course. SQC is among the handful of companies with individuals certified to deliver the new course in the new format, which uses a lot of learning techniques from the contemporary techniques including “Kan-ban” instruction method. This is a unique kind of course offering ensuring and assuring 100% learning objectives being met of the attendees
About the new course:
This three-day course is the definitive introductory course about the CMMI for Services (CMMI-SVC) model. The course provides the knowledge you need to take your first steps with CMMI-SVC and is a prerequisite for any certification or subsequent course that calls for an Introduction to CMMI requirement. CMMI-SVC is a comprehensive set of guidelines that helps organizations to establish and improve processes for delivering service.
CMMI-SVC adapts and extends proven standards and best practices to reflect the unique challenges faced in service industries. This set of guidelines also serves as a practical framework for achieving superior service quality, controlling costs, improving schedule performance, and ensuring high levels of customer satisfaction.
The course is highly interactive and composed of exercises, discussion, and presentations. After attending the course, you will be able to describe the CMMI-SVC model, apply the model's process areas, and locate information in the model.
SEI Releases the 2011 Smart Grid Maturity Model Update
News/Post | 2011 | Smart Grid Maturity Model
Pittsburgh: The Software Engineering Institute at Carnegie Mellon University today released the 2011 Smart Grid Maturity Model (SGMM) update at the GridWeek 2011 conference. The update announces Version 1.2 enhancements to the entire product suite and provides updates on the worldwide community of SGMM users and partners. The SGMM is a management tool to help utilities plan their smart grid journeys, prioritize their options, and measure progress as they move toward the realization of a modernized electric power grid.
"Our focus this year has been to improve the worldwide availability of SGMM Navigation, and we have accomplished that by enlisting seven partner organizations and training more than 30 SGMM Navigators," said Austin Montgomery, Smart Grid Program Executive. SGMM Navigators are industry experts who have been trained and certified to guide utilities through the SGMM Navigation process, a five-step structured approach to applying the SGMM. "Our SGMM Partners are industry leaders who work directly with utilities to help them use the model as part of their roadmap and strategy development." The update document provides details on the seven partner organizations.
The update document, now in its third volume also provides news and information on the use of SGMM and revised community statistics for 2011. "The SGMM community data demonstrates that the model is being used by a diverse set of utilities around the world, and repeat use data shows that utilities using the model are making progress with their smart grid implementations," said David White, Smart Grid Maturity Model Team Lead. "The upcoming release of version 1.2 will leverage lessons learned from users to date and from partners to make the model easier to interpret and use."
With version 1.2, SGMM users will see the most significant changes within the Compass survey. Compass is a questionnaire-based assessment instrument that yields maturity ratings and performance comparisons of utilities using the SGMM. "We've reconstructed the Compass survey to collect a richer set of information about the utility and its performance to enable more sophisticated peer-to-peer comparisons and inform aspirations setting during assessments led by an SGMM Navigator," said White.
The release of SGMM Version 1.2 also marks the end of the pilot license period. The licensing opportunity is now open to any organization that wishes to apply. This change will further support the global availability of SGMM technology. "Over the last two years we've seen the SGMM applied to a variety of types, sizes, and geographical settings of utilities," said Austin Montgomery. "With this release we wanted to create the opportunity for more organizations to become licensed SGMM partners. As more and more utilities participate and the SGMM experience base continues to grow, the more the model can be used to help inform the industry's smart grid transformation."
While there are many updates to the model, there were no significant structural changes, so organizations can still compare their V1.2 results with earlier versions of the SGMM. The SGMM V1.2 Model Definition Document, Matrix, and Compass Survey will be available for download on the SEI website this fall.
For more information or to download SGMM materials, visit the SEI website at http://www.sei.cmu.edu/smartgrid/.
First & Second Quarter / Q1 & Q2 - 2011
SEI releases new version Of CMMI - CMMI V1.3
News/Post | 2011 | Product
Last Quarter of 2010 saw SEI announcing the new version of CMMI - CMMI v1.3. The press release on the SEI website can be accessed here and more detail information can be accessed here.
In a nut shell, CMMI Version 1.3 includes changes to the high maturity material and other improvements that will better meet the needs of organizations that use CMMI models. As the development team began the work on Version 1.3, a high priority was to clarify high maturity. SEI commissioned a High Maturity Team with majority representation from industry participants to ensure that the improvements represented current best practices in the community. SEI investigated the impact of this change by reviewing the collection of existing high capability appraisals in the SEI appraisal database. Of about 1,000 appraisals that investigated high capability or high maturity, only a dozen identified capabilities beyond CL3. Several of these appraisal results were focused investigations of particular processes or groups of processes.
Version 1.3 changes will not eliminate the continuous representation or the staged representation. The Product Development Team feels that the best path is to fully deploy the continuous representation for levels 0-3. In fact, the additional clarity that the capability levels provide to distinguish process areas as they move from being unsatisfied (level 0) and well defined (level 3) merits description in all SCAMPI A appraisals. Therefore, beginning with Version 1.3, all process areas will be described in appraisals against capability levels. No major changes have happened to CMMI Maturity levels 2 and 3.
SQC's consultants have undergone the requisite SEI trainings and certification to offer this program to their clients. For any additional information on how CMMI v1.3 can impact you organization, do write to us at firstname.lastname@example.org.
Shipley Proposal Guide now on iPhone and iPad
News/Post | 2011 | Shipley
The best seller on proposal writing has just become more accessible for the executive on the move. SQC-Shipley is glad to announce that "Shipley's Proposal Guide" - the de-facto reference guide for business and proposal executives is now available on iPad and iPhon through Apples iTunes portal. Apart from the book content being made accessible on these mobile platforms, executives subscribing to this apps can now “Request Resources” and locate the Shipley Proposal Consultant best qualified to assist them in proposal and bid pursuits. Subscribers just need to select their area of the world, enter a short description of their support needs, and an e-mail is sent to Shipley’s world headquarters!!
For more information on this app, please click here.
CMMI SVC – A status update
News/Post | 2011 | Framework
Ever since CMMI for Services (SVC) was launched a year ago, it has been continuously gaining popularity in the process improvement industry. CMMI SVC was specifically introduced by SEI to meet the process improvement needs of the "service" industry (those who provide service to their clients), and was designed to help them build, manage and improve service related processes.
As of March 2011, 46 organizations worldwide have been appraised using this framework with one of the appraisal being a ML5. The biggest takers of this framework have been the Business Services – 38% and Engineering & Management Services – 34%. Appraised companies have reported tremendous improvement in their income and service delivery capacity. CMMI SVC has an edge over other models as only CMMI framework analyzes process for continuous improvement.
CMMI SVC framework now boasts of over 150 lead appraisers and over 225 instructors. The framework has been taught to over 3200 students.
SQC is currently engaged with two organizations in USA for implementing CMMI SVC ML3.
A detailed update on CMMI SVC from SEI can be accessed here.
Third Quarter / Q3 - 2010
Shipley-SQC continues to be the only preferred partner for Proposal management best practices in South Asia. Shipley-SQC gets a new formal identify, and branding, with a catch phrase “Win Smart”
News/Post | 2010 | Consulting & Benchmarking
Shipley-SQC, a division of SQC, continues its strong growth in supporting many top-line customers in the emerging markets of India and surrounding areas, and partnering with companies to provide proposal writing, proposal management, consulting and benchmarking services. Shipley with a history of over 35+ years, has become the defacto standard for proposal best practices and proposal writing skills. The quality of what we deliver, in our training and consulting sessions, speaks for itself. Since inception in 2007, Shipley-SQC has been constantly providing more companies with much needed training, consulting, mentoring and benchmarking services in the area of proposal management. We continue our wins of new clients every quarter and appreciation and longer term engagements from existing partners and clients.
Second Quarter / Q2 - 2010
SQC becomes a preferred partner for many DoD and Federal IT process improvement projects
News/Post | 2010 | DoD and Federal IT
Software Quality Center (SQC) continues its strong growth in the process improvement/QA consulting area, and has become a preferred partner for a long list of DoD and Federal IT project contractors. With a strong envious expertise, matched to none, SQC works as a sub contractor to help many DoD and Federal projects improve processes, implement best practices through the lifecycle of business development, engineering and implementation, through systematic model-based improvement and successful best industry practices. Some of our recent client partnership endorse and acknowledge our proven track record in this area. A related link is to read our recent blog on how Agile development, becoming popular in Government sector, is working.
Third Quarter / Q3 - 2009
India's first BD and Proposal Management Excellence conference a great success!
News/Post | July 23 & 24, 2009 | BD and Proposal Management
Held in Bangalore, India, the first ever BD and Proposal Management conference organized by SQC, Shipley and the BD-Institute International became an instant hit! There was representation from a large cross section of staff from IT and IT services industry and professionals in the BD and Proposal Management area.
The event was rated highly by participants and speakers from around the world shared state-of-the-art best practices in the BD and Proposal management areas
SQC and iCarnegie Inc. to establish a partnership to bring world-class software engineering and management training to professionals
News/Post | 2009
We are excited to share with you a new development at SQC. iCarnegie Inc. and SQC are to enter into an alliance to bring iCarnegie's world-class executive software engineering and management courseware in the US and the Indian subcontinent. iCarnegie Inc., with curriculum powered by Carnegie Mellon University & owned by Carnegie Mellon, provides top-quality certificate programs in computer science, and information technology through partners worldwide.
This is expected to help busy working executives to keep pace with ever changing field of information technology and add valuable professional skills. Partnering with iCarnegie is a exciting for SQC in expanding our capabilities in providing the most exceptional and reputed skills and training in contemporary IT scenario, with a variety of virtual offerings and face-to-face offerings for maximum impact. Faculty at iCarnegie and the credibility they carry in the Computer Science world is not new, and this step is a natural fit into SQC's global vision of being the "most credible" best practices solution provider.
iCarnegie's full suite of courses include a wide-array of topics from Software Architecture to Managing Technical People, Agile, Software Engineering Practices & Managing Software Development. iCarnegie has a long history and reputation of being a phenomenal brand and courses that are highly practical, is current and completely industry focused.
Commenting on this partnership, Gil Taran, CEO of iCarnegie says "Partnering with SQC Global helps us move in a strategic direction of expanding premier offerings from Carnegie Mellon in the United States and India. As a global best practices consulting and training organization, SQC is an outstanding partner whose capabilities will provide iCarnegie with brand exposure and market reach. We look forward to a long-term mutual collaboration that helps both companies provide content that is unique, practical, high quality, and that meets customer needs and expectations."
For more information on iCarnegie, visit www.icarnegie.com
Contact us at our US Office(1-888-497-0666) or at Bangalore, India (+91-80-2654 4145), or e-mail us (email@example.com) for interest in learning more and if you wish to pursue and hone your skills through one of these highly acclaimed training. We are looking at "early-bird" organizations (with special benefits offered) to kick-off our activities in this practice.
SQC to organize India’s first Business Development and Proposal Management Excellence conference
News/Post | Jul 23 & 24, 2009
SQC, Shipley and the Business Development Institute International are jointly organizing the first of its kind, “Business Development and Proposal Management excellence” event in Bangalore, India on July 23-24th, 2009.
We are excited to bring you an outline of the event:
Creating and Sustaining Proposal Management and Business Development Excellence: A Two-Day colloquium in Bangalore, India Organized by SQC, Shipley & the Business Development Institute International, USA
In these troubled times, organizations are gearing up to make their business development activities accountable for every rupee spent. While an accountable and sustaining business development process is the need of the hour, how does an organization go about laying the framework for such a practice? How does an organization pursue it business development efforts in a manner that is cost effective, measurable and replicable?
To address these needs, Software Quality Center along with its partners – Shipley Ltd, UK and BD- Institute International - USA brings to you a two day high powered event aimed at better equipping you to deal with the new realities facing business development professionals and most importantly, network with professionals and peers in your profession. The event has world renowned professionals and thought leaders engaging you through a series of lectures, panel discussions and Q&A sessions reflecting current market scenario and effective solutions in overcoming market obstacles. The calendar for this two day event shall be as follows:
Event: Creating and Sustaining Proposal Management and Business Development Excellence Dates: 23rd – 24th July, 2009 – 9.00am to 4.00pm Venue: The Atria Hotel, Palace Road, Bangalore
Agenda of events:
* Day 1: 23rd July 2009
- Inaugural keynote speech – 9.00am – 9:45am – by Tony Birch – Managing Director of Shipley Ltd, UK
- Tea Break – 9.45am – 10.00am
- Session 1 – Benchmarks in world-class proposal writing (BD-Institute International) – 10.00am – 1.00pm – by Howard Nutt – ED and Chairman of BD -Institute, USA
- Lunch – 1.00pm – 2.15pm
- Session 1 contd. – 2.15pm – 4.00pm
* Day 2: 24th July 2009
- Industry Expert keynote session – 9.00am – 9.45am
- Tea Break – 9.45am – 10.00am
- Session 1 – Characteristics of a Winning Proposal – 10.00am to 1.00pm – by Tony Birch
- Lunch – 1.00pm – 2.15pm
- Session 2 – Integrating proposal writing and BD into a sustainable process suite – 2.15pm – 3.00pm – by Kris Puthucode – CEO and Principal Consultant, SQC
- Session 3 - Panel Discussion – How to sustain business development excellence in tough times – 3.00pm – 4.00pm - Panelists include Tony Birch, Howard Nutt, Kris Puthucode and senior members from the industry
- Press Conference/Press room Q & A on the event – 6:00 – 8:00 pm with Dinner & cocktails
- Tony Birch: Tony Birch is the founder and Managing Director of Shipley Limited, in the UK. He serves on the Boards of both the APMP (Association of Proposal Management Professionals) and the BDII (Business Development Institute, International). Shipley Limited has a subsidiary operation in Germany and Joint Venture operations in India and Spain. A fully accredited Proposal Professional, under the APMP Accreditation Program, Tony’s background is in Sales in the Defense & IT Sectors. Since founding Shipley, Tony has trained over 10,000 sales and bid professionals around the world. Tony works with companies in range across sectors as diverse as IT Services, Telecom, Automotive, Construction, Defense, Finance, Information Management, and Insurance.
- About Shipley: Shipley is one of very few training and consultancy companies in the world that specializes in helping its clients in all aspects of business winning. Shipley and its associates provide bid training, process development, benchmarking and proposal consultancy services across the world. Shipley has a joint venture with SQC for addressing the needs of the Indian sub continent. For more information on Shipley please visit shipleywins.co.uk.
- Howard Nutt: Howard is Executive Director and Chairman of the BD-Institute International Board of Directors. He has more than 25 years of experience in business development and led development of the BD-CMM. In addition, he helped organize and is a charter member of the Association of Proposal Management Professionals (APMP).
- About BD-Institute International: Phoenix based BD-Institute International is a non- profit organization involved with development of BD CMM - a framework that is loosely based upon SEI CMM model and focuses on implementing a process framework for continuous business development process improvement as per an organizations needs. Implementation of the framework ensures that an organization aligns its BD related practices based on best practices and ensures that the processes are put on a continuous improvement and replicable mode. SQC is the exclusive partner for offering BD-Institute International courses and consulting engagements in India. Please visit bd-institute.org for more information on BD-Institute International and BD CMM.
Contact us at any of our offices to learn more and register for this first of a kind event.
First, Second & Third Quarter / Q1, Q2 & Q3 - 2008
KPO | Q1–Q3 2008
News/Post | Jan 17, 2008
SQC expands on Proposal/Bid Management KPO
Pheonix, Arizona: Drawing from the strengths of its consulting arm in the area of Business Development and Proposal Management, SQC’s continues to expand its operations on Proposal/Bid Management KPO. This service is targeted at organizations who would like to build customer proposals which The proposal management is built around the best practices in proposal building from Shipley™ & APMP™. The practice helps SQC’s clients in building quality documents pertaining to pre RFP stage documents, responses to RFIs, complete bid etc. The engagement model is based on complete outsourcing. The salient features of the engagement are:
- Building of bids/proposals based on best practices from Shipley & APMP
- Building of structured bids / proposals that capture the essence of the product / service/complex solution highlighting the pain areas of the prospect, deployment of the solution and its benefits etc, in a manner that that is easy to comprehend
- Building of the bids/proposals happens in an environment of collaboration between SQC and the client and encompasses the entire sales cycle right from the pre bidding stage to submission of bids
- Completely secure and embedded with robust quality check mechanism
BD CMM | Q1 –Q3 2008
News/Post | Jan 14, 2008
Business Development Institute International Announces a Major Study to Establish Benchmarks for World-Class Proposal Writing
Washington D.C: The Business Development Institute International (BD-Institute International) announced plans today for a major study to establish benchmarks for world-class proposal writing.
"The BD-Institute International will form an industry wide working group to identify study criteria and finalize plans," stated Charlie Divine, Principal Investigator for the BD-Institute International. The study is sponsored by BAE Systems’ Electronics & Integrated Solutions unit in Nashua, NH. The sponsoring Vice President of Business Development, Paul Handwerker, stated, "The goal of this project is to identify those attributes that improve the efficiency and effectiveness of an organization’s proposal writing capabilities across all types of proposal activity. We believe that the BD-Institute International provides the best partner for this important work, and we look forward to collaborating with them over the next six months."
The study will focus on five major areas:
- Proposal development steps – The study will investigate areas such as storyboarding, theme development, key milestones (kick-off meetings, gates, management reviews), use of templates, boilerplate, compliance matrices and the timing of these elements. The research will also incorporate analysis of price-to-win/cost-to-win in process steps.
- Use of automation tools – Key elements of tools that help companies implement and institutionalize the proposal development steps will be studied. Areas include: requirements shredders, collaborative work environments, online data/art repositories, knowledge management systems and other tools.
- Organizational constructs – An exploration of staffing options, including dedicated in-house staff, temporary consultants, permanent outsourcing, and other arrangements.
- Training – An evaluation of training, including depth and types of training, technologies, curriculum, quality, audience analysis, instructors, and other factors.
- Other factors that contribute to excellence – This area will focus on the contribution of leadership roles and behaviors, process tailoring, incentives, resource allocation and other factors on the proposal writing process.
About Business Development Institute International
The BD-Institute International is a non-profit organization dedicated to promoting business development excellence through the Capability Maturity Model for Business Development (BD-CMM). The BD-Institute International’s mission is to promote an innovative community of practice in business development through appraisals and self-assessments, best practices, certifications and benchmarking. The BD-Institute International provides a basis for collaboration among diverse communities of practice, and emphasizes business-development transformation and continuous improvement as prerequisites for cutting-edge business results.
® Capability Maturity Model and CMM are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
News/Post | 2008
Business Management Consultants’ (www.bmc-online.com) Asia Pacific Regional Headquarters has entered into a bi-party alliance with SQC. BMC is one of the world’s dominant players in the Project Management consulting and training related markets. This bi-party agreement it expected to deliver huge value to the both SQC’s & BMC’s clients as the services offered by either party are uniquely complementary. Indian based organizations with focus on project execution will now enjoy a reliable offering on project management (PM) from the most respected PM consulting organizations in the world. BMC’s clients in the software and IT sector will similarly benefit from SQC’s vast offering in the field of software quality & business development related offerings. SQC looks forward to a great partnership with BMC!
Third & Fourth Quarter / Q3 & Q4 - 2007
Shipley Announces the Worldwide launch of BidBenchSolo™
News/Post | 2007 | BidBenchSolo
Knowing how your proposals or proposal sections compare to best practice standards has always been a mystery. Is your writing customer focused? Can evaluators find what they need quickly? Is your win strategy consistent?
Responsive to the needs of Bid & Proposal Managers, Shipley has developed BidBenchSolo™ - the online pay-per-use proposal improvement and benchmarking tool.
When you log on you will be asked to answer 21 multiple choice questions, press the report button and you will receive by email a bespoke improvement report, and specific benchmark analysis, updated each time the tool is used – so no more out of date comparisons.
To access Shipley’s BidBenchSolo™
UK/EUROPE/INDIA: Shipley Limited
USA: Shipley Associates
AUSTRALIA/ASIA: Shipley Asia Pacific
NORDIC/BALTIC: Shipley Nordic ApS
SQC becomes the exclusive provider of Shipley Limited's services in India
News/Post | 2007 | Bid Training,Bid Consulting
Software Quality Centre, Bangalore, Becomes The Only Licensed Provider Of Shipley Limited’s Bid Training And Consulting Services In India.
Software Quality Centre (SQC), Bangalore, and Shipley Limited, UK, have partnered to deliver training and consulting services around bid management and business improvement areas.
Expertise offered will be in the areas of. Sales & Bid Training, Skills Transfer Coaching, Professional Accreditation and Business Development Processes.
Professionals working in the area of bid management and proposal consulting, in India, can now get an international accreditation from the Association of Proposal Management Professionals (APMP).
"The industry has never had formal education or certification so far and professionals only learnt on-the-job," said Kris Puthucode, President and CEO, Software Quality Centre LLC. He went on to say:“Though no exact estimates are available on the number of professionals in the area in the country, a ballpark figure of 2,500-3,000 is what rough calculations would lead to,”
Tony Birch, Managing Director, Shipley Limited, who has trained over 10,000 professionals in the area, is upbeat about the Indian market. “Professional Accreditation in writing proposals and managing bids for sales existed only in the US and UK till recently. A large number of people in India write proposals without knowing that it is an important skill”
Cathy Day, Director of the APMP Accreditation Programme, who led the development of the project, is confident that this move will lead to Indian companies winning more business. She says “Feedback to the APMP, over the two years since the programme has been launched, has shown that those organisations that support their staff, in going through this programme, have improved the quality of their bids, resulting in them winning more business”
The establishment and success of software service firms in Bangalore after the liberalisation of India's economy has led to the growth of India's information technology industry. Bangalore is referred to as the Silicon Valley of India and accounts for 35 percent of India's software exports.
Through this exciting new partnership, Shipley and SQC will jointly bring to India a host of training and consulting services geared around proposal, bid management and business development improvement areas. SQC and Shipley will offer highly experienced consultants that can offer expertise across the full range of Shipley services. The major industries that will be served are IT, Software Services, Manufacturing, Telecoms, Banking Financial Services and Insurance among others.
For more information about these services in India contact
Software Quality Center
Software Quality Center Pvt. Ltd.
#697 8th B Main Road,
Vijaya Bank Layout
Bangalore - 560076
Tel: +91-80-2648 4913
Fax: +91-80-4120 8947
Or contact us via our on line enquiry form at www.shipleywins.co.uk
Second Quarter / Q2 - 2007
Know Your Proposal
News/Article | May 21, 2007 | Vijay Times,Bangalore
Proposal Management Pros can soon get certified
News/Article | May 18, 2007 | The Hindu Business Line,Bangalore
SQC, SHIPLEY Enter Alliance
News/Article | May 17, 2007 | Shipley,EFY Times
To jointly bring association of proposal management professionals (APMP) accreditation to India.
Thursday, May 17, 2007: Software Quality Center India, a wholly owned subsidiary of the US-based Software Quality Center LLC, has announced a strategic partnership with Shipley Limited, UK, a proposal consulting and training organisation. Shipley and SQC will jointly bring to India a host of training and consulting services geared around proposal, bid management and business development improvement areas.
The two companies will bring association of proposal management professionals (APMP) accreditation to India. The APMP mission is to advance the arts, sciences and technology of new business acquisition and to promote the professionalism of those engaged in those pursuits. Through association and education, APMP provides members access to tools, methods, processes, innovations, talent and specialised expertise that can directly improve the ability to acquire new business and to sustain growth and competitiveness in a dynamic and demanding marketplace.
SQC and Shipley will offer highly experienced consultants that will offer expertise in the following: win strategy development; writing winning executive summaries; managing proposal content development; and managing proposal kick-off meetings and reviews. Proposal consultants can be involved in proposal efforts from start to finish or can assist with a specific section of a procurement.
The major industries that will be served are IT, software services, manufacturing, telecoms, banking financial services and insurance amongst others. The companies recently organised 'Writing Winning Proposals' workshop and the first batch of APMP Accreditation exam in Bengaluru from 14 May to 16 May 2007.
SQC, SHIPLEY Enter Alliance
News/Article | May 17, 2007 | Shipley,Times Medianet
Software Quality Center (SQC) and Shipley Limited, UK partner to bring Association of Proposal Management Professionals (APMP) accreditation to India
New Delhi | May 17, 2007: Software Quality Center India, a wholly owned subsidiary of the US based Software Quality Center LLC, among the world’s Top 5 full service IT, Software and Systems, & Business best practices consulting, announced today about a strategic partnership with Shipley Limited, UK, world leading proposal consulting and training organization.
About Association of Proposal Management Professionals (APMP): The APMP mission is to advance the arts, sciences, and technology of new business acquisition and to promote the professionalism of those engaged in those pursuits. Through association and education, APMP provides members access to tools, methods, processes, innovations, talent and specialized expertise that can directly improve the ability to acquire new business and to sustain growth and competitiveness in a dynamic and demanding marketplace. APMP membership is growing rapidly into an internationally recognized association with membership and corporate sponsors from a diverse range of disciplines and industries. Our members are committed to the pursuit of proposal excellence. Our journey has been one of promoting the professionalism of our members and shaping the future of the proposal profession in the United States and throughout the world.
About the Partnership: Shipley and SQC will jointly bring to India a host of training and consulting services geared around proposal, bid management and business development improvement areas. To begin with an offering of the much sought after “Writing Winning Proposals” workshop and the first batch of APMP Accreditation exam was held in Bangalore from May 14th-16th, 2007. With more proposal management and documentation teams of large global companies moving offshore to destinations like India, it is imperative to have teams of people that know what the ingredients of winning proposals are, and best practices would mean. This will ultimately lead to winning more business for such companies.
Benefits to the Indian Industry: With a proposal consulting win rate of 82%, Shipley Limited provides consulting in support of proposal efforts, allowing clients to tap into Shipley’s world-class consulting expertise at strategic milestones in their proposal development process. SQC and Shipley will offer highly experienced consultants that will offer expertise in: Win strategy development Writing winning Executive Summaries Managing proposal content development Managing proposal kick-off meetings and reviews Proposal consultants can be involved in proposal efforts from start to finish, or can assist with a specific section of a procurement. The major industries that will be served are IT, Software Services, Manufacturing, Telecoms, Banking Financial Services and Insurance among others.
About SQC: SQC has been a leading player in technology amplification through partnerships with leading best practice leaders in IT and other industries. Notable among them are the Business Development Institute International, the US DoD’s Software Engineering Institute, ISO/SPICE, Information Systems Audit and Control Association (ISACA), and so on. SQC offers high-end business improvement consulting, IT & management consulting, software process improvement and quality assurance services, Education and Training and R & D services across a range of Industries including US DoD contractors, State and Federal contractors, and commercial industries in several domains including Telecom, IT and Software services, Aerospace and Avionics, Banking Finance and Insurance, Healthcare, High Tech, Utilities etc. SQC’s long list of growing clients include large companies like Rockwell Automation, NASA, Verizon, LG, Ministry of Defence India, and a host of several small and medium size companies worldwide.
About Shipley: Shipley is a leading, worldwide, provider of Business Development training services; with over 35 years experience in this field. Approved by the Association of Proposal Management Professionals (APMP), as an organization that provides suitable training, since January 2006, Shipley has offered workshops for proposal managers and writers that wish to be accredited, at Foundation-level, under the APMP Accreditation Program. Shipley’s mission is to help its clients improve their business winning capability, by helping them determine the gaps between best practice and the way their Business Development process is operating. Shipley provides, training, mentoring and process improvement solutions to help its clients address performance gaps.