In this paper, we will explain an approach to scoping an improvement program based on problems and goals of the organization. By adopting this approach, organizations are able to make significant progress on real issues, and make progress on the process improvement model or standard they are trying to achieve. The problems and goals of an organization can scope and sequence your improvement program.
The most common approach for process improvement we have seen, over the past ten years, is for an organization to document all processes. This approach is amplified when an organization rushes to adopt a sweeping solution such as ISO9001 or the SEI CMM 1 1.
In light of a goal stating, "Be SEI CMM Level 3 by December," the approach of documenting all processes is reinforced and might even appear natural. This process-centric approach can work, but it has a high risk of failure.
In this paper, we will explain an approach to scoping an improvement program based on problems and goals of the organization. By adopting this approach, organizations are able to make significant progress on real issues, and make progress on the process improvement model or standard they are trying to achieve. The problems and goals of an organization can scope and sequence your improvement program.
