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ian.gotts@nimbuspartners

, Chief Executive, Nimbus. ian.gotts@nimbuspartners.com. Adoption of business change. R = I x A 2 “As chairman, the most important part of my job was stopping initiatives, not starting them” Sir John Harvey Jones – Chairman ICI. Strategy definition. Scorecards Metrics. Process Procedures.

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ian.gotts@nimbuspartners

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  1. , Chief Executive, Nimbus ian.gotts@nimbuspartners.com

  2. Adoption of business change R = I x A2 “As chairman, the most important part of my job was stopping initiatives, not starting them” Sir John Harvey Jones – Chairman ICI

  3. Strategy definition Scorecards Metrics Process Procedures Planning Alerting Documents & files Resources & roles Hierarchy of information COP Common….. Operational…. Platform….

  4. It’s all in the name Business Management System The AvayaWay HqO OurValues HitchhikersGuide knowhow LEAN TheWayThatWeWork (TW TW W)

  5. Lockheed Martin : UK GBAD Falcon Soothsayer Air Traffic JSF C130J WECDIS Merlin Address Interpretation DFTS CEC Census

  6. Lockheed Martin : drivers • Change from single programme to multi-programme [13+] (matrix organisation) • IEP (Integrated Engineering Process) • Paper based QMS • Competitive pressures • CMMi Level 3 mandated from group

  7. Lockheed Martin : problems IEP (Integrated Engineering Process) Core process defined by US in 200 page MSWord document Not related to performance metrics or measures Stored on intranet with supporting documents >>> 400 hits per month

  8. Lockheed Martin : how “We realised that in order to achieve our aims and objectives we needed a software partner that would enable us to map and evolve our processes visually and collaboratively, and provide a way of measuring improvement” Steve Bailey Director of Engineering Excellence Lockheed Martin

  9. Lockheed Martin : how

  10. Lockheed Martin : results • Every programme based on standard processes • All process related information accessed dynamically over intranet • Processes, documents, systems, measures • Personalised by role • Mechanism for suggesting improvements • Compliance as a by-product

  11. Lockheed Martin : results • £5.7m savings this year, £4.5m predicted next year • £15m in process improvement year to date • Greatly improved employee ownership of processes • CMMI Level 3 6 months ahead of plan >> page hits now 40,000 / month ….ADOPTION

  12. Lockheed Martin : results Win rate from 30% to 100%

  13. Lockheed Martin : results

  14. Lockheed Martin : next steps • Gap Analysis to CMMI L4 completed, Gap analysis to L5 underway • Full integration of CMMI activities with ISO & LEAN • Complete the Cultural Change to a true Process Focussed organisation

  15. Read the book* and get the results you deserve *To get a COMPLIMENTARY copy of the book email me at ian.gotts@nimbuspartners.com In summary CMMi is a mechanism for driving up consistency and adoption CMMi should be a “by-product” Look to reuse information - YourCOP

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