In the post Quality check of the tracking list it was presented a quite straitforward way to manage the quality of this control list. With the help of the statistical process control technique we can determine if the effort of the team have brought the process under control: a basic step to introduce then the continous improvement.
In the post Balanced scorecard measures and statistical control charts I tried to link the concept of “control” with the concept of “diagnostic”.
In this post I wish to give an intuitive presentation of the statistical process control.
The tracking list is a powerful monitor tool for processes in which SLA are important.
A regular quality analysis of the data collected is fundamental to assure the effectiveness of the tool. Continue reading
The processes that contains SLA have been identified (and described) during the Operational Process Analysis .
The next milestone is to plan the content of a powerful monitor tool: the tracking list.
One of the most important milestones in implementing a won tender (and in general in implementing a new process) is the Operational Process Analysis.
After managing the middle of the project, it is time for BIT Project Board to close the project initiated to manage the bid for one winner, one catalogue tender. Do they decide to bid or not?
BIT Project Board closed the initiating stage of the one winner, one catalogue tender with the authorization to the project manager to start the delivery phase (also called the middle of the project).
In this post it is described how the BPO has tailored the two most important activities of this stage. Continue reading
BIT Project Board closed the starting up stage of the one winner, one catalogue tender with the authorization to the project manager to start the Initiation stage.
In this post it is described how the BPO has tailored the 4 Activities of this stage and the relative management product: the Project Initiation Documentation. Continue reading
When BIT decided to grow in the Public Sector, it was decided to establish a dedicated public tender team. The director of the Professional Service Business Unit of BIT is part of this team. He convinced the team to adopt the Prince 2 methodology for answering tenders that have an annual, expected, turnover higher than 1 million euro for year.
That’s how BIT tailored Prince 2 starting up Project process.
In the previous post I did my best to explain why the concept of statistical controlled process is important for the balanced scorecard measures.
In this post I wish to give a practical example of how the p-chart can be used as a “thermometer” to measure the health of a quoting process. I will also introduce another useful tool that might be used in a controlled process: The Capability Indices.