Analysis: steps in the implementation of CMMs

Problem:

1. the EPG positioning is unclear. At present, there are still doubts about the long-term existence of the EPG organization. It is not clear about the EPG development and EPG situation in the future.

2. The implementation of CMMs lacks planning, a large project progress plan and a cost plan, and is implemented blindly without knowing the time to complete or how much money is spent.

3. in the implementation process of CMMS, organizations lack guidance and independence. Now, they are following the changes of leadership. Instead of taking an independent responsibility from EPG, they share some responsibilities with senior managers, in this way, the content of the EPG may change with the changes made by the top level.

4. EPG is not mandatory. When the project personnel and EPG are in conflict, the project is prioritized before the EPG is implemented. This can easily lead to a delay in the process definition or a low efficiency and a concentrated time, centralized location, which does not take much time, has also improved everyone's efficiency.

5. EPG lacks the organizational level of the Meeting. Although EPG also has internal reviews, the internal reviews have not been effective and are basically not carried out. As a result, the workload of senior reviews and expert consultations is too large.

6. the EPG Organization meeting lacks organization, the meeting has no designated recorder, no time specified, and no problem with the confirmation of the last recorder. However, we are glad to see that we have signed the form.

7. EPG Positioning Error. EPG is not to force the change of others' command owner, but to assist others' counselors. If it is positioned as the command owner, it will certainly cause resentment.

8. The training implementation was not completed, including internal training for the company's top management and various project managers.

9. frequent overtime due to lack of plans, frequent overtime, and lack of efficiency

Suggestion:

1. Establish an EPG group, clarify the responsibilities and objectives, and clarify the source and number of changes required by the EPG.

2. hold regular meetings to report the EPG's work to the Senior Management

3. hold weekly meetings to discuss issues and report progress to the EPG team lead.

4. EPG organizes implementation plans, a large plan, including process problem analysis, process problem suggestions, process problem solving steps, process document formulation and review, and process document guidance and implementation, training at each stage of the process.

5. Organize Review of EPG Implementation Plan, participants, senior managers, and department managers

6. according to the plan implementation, a report can be generated at a large stage. The report content is as follows: current progress, current cost of use, and existing problems, problems to be Solved by the Senior Management

Weekly reports are sent to senior management and department managers every week, including problem deviations. Problems to be Solved by senior management in the current project stage (requirements, development, and implementation)

7. The plan refinement task should be clearly stated in the plan, and the plan update review should also be clear to prevent Key Path deviation.

8. perform layer-3 checks. The first step is to close the exit and clearly meet the EPG exit document standards. The standards are expressed in words according to the number of entries. When the number reaches 85%, you can think that you do not need to review and directly modify it before entering the high-level review. When the compliance level is lower than 85%, you should modify it.

9. The EPG group should have mandatory independence. The organizational review should be an EPG task, and other personnel must cooperate. These personnel should be specified in the plan

10. each review should report the situation and summarize the progress, such as the review documents, the total review pass rate (review documents/total documents), the number of problems found during the review, the review time, and the review rate, current cost usage

11. issues discovered in weekly reports, such as progress, quality, cost, and quality, can be determined based on the problem discovery rate. Here we can estimate the quality to achieve quantitative management, create a model based on the total number of documents, number of reviewed documents, rounds, and number of problems

Weekly Report Form: As described above

12. Make a summary report for each stage to include useful content in the process into the Asset Library

13. EPG part-time personnel should be selected in three aspects: 1. Technical Project Manager, 2. Business Requirement investigator, 3. Tester

14. During the compilation process, conduct a project trial, identify problems, and promptly discover problems. The Project Manager of the trial project should participate in the review and put forward valid opinions.

15. Assign the leader VSS permission to view the document