It was time for BIT to introduce a framework for developing IT architecture aligned with ISO 9001 requirements: TOGAF.
Continue readingBest Practices
The Secret Sauce of Best Practices: Start with WHY, Not How.
For EMMA (the new CEO of BIT) was quite clear “HOW” the ISO 9001 QMS can support BIT in his Digital Transformation journey.
During the talk with Paul (the quality coordinator of BIT) the subject of the mission and principles of BIT (the WHY) was touched.
As the highest leader of BIT, she knew that she needed to go deeper in understanding the link between the HOW and the WHY of BIT; it was time to invite Paul for another lunch (but this team in a Chinese restaurant).
How BIT Used ITIL Best Practices to Implement ISO 9001
The current CEO of BIT (Emma), was interested to understand how an ISO 9001 QMS introduced in the late 80’s could still be useful for the Company.
So, the question is how a “Norm” like ISO 9001 can exhibit such flexibility to accommodate the big changes of BIT over such an extended period of time? The secret to its resilience lies in its high-level approach, which empowers organizations to tailor it to their specific needs. In this post, we will explore how ISO 9001’s high-level framework has been a strength for businesses like BIT, emphasizing the importance of incorporating best practices into the norm.
Kanban in practice: determine the value stream mapping.
The first step of the Kanban approach is mapping the value chain of the organization (or of the team, depending at which level the approach is focusing). The process should be mapped “as it is”.
At the starting point of the mapping process, particularly useful is the operating model canvas (that is part of the ISO 9001 system of BIT).
Let’s talk about Kanban with the Business Unit Managers.
After obtaining the sustain of HR and Finance, it was the turn to obtain the one from the Business Units managers. Let us have a talk with them.
Continue readingCost of delay to highlight the cost of queues: fundamental step to introduce the Kanban methodology.
Paul (the quality coordinator of BIT), was able to obtain the sustain of HR to introduce Kanban methodology in BIT. But this was not enough: he needed now the support of Finance.
Continue readingCan Kanban practices be used to prevent burn out?
In the last three years, BIT had 4 cases of employee burn out. Three of them were young employees, holding an operative level; one was a middle manager around 40 years hold.
Paul, the quality coordinator of BIT, who has also the role of Health and Security (H&S) agent, believes it is time to insert the prevention of psychological risks (PSR) in the QMS of the Company
The importance to agree on principles in a change management process.
It is not the first time that the Quality coordinator of BIT needs to deep drive in the topic of change management. Last time (September 2018) was related to the migration of the QMS from ISO 9001 version 2008 to version 2015. In that occasion, the ITIL V3 offered a substantial help to arrive to write a practical (and accepted by BIT management) procedure; as well important, to agree on the change principles before discussing the procedure.
Continue readingTailoring Prince2 to answer a public tender : managing the End of the Project
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?
Tailoring Prince2 to answer a public tender: managing the Middle of the Project.
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
QMS in Operations 