The European Union Institutions (EUI) directly influence the creation of national public tenders through frameworks for public procurement, such as the Public Procurement Directives (Directive 2014/23/EU, Directive 2014/24/EU, and Directive 2014/25/EU).
Additionally, the tenders that EUI publish are often used as examples by national public administrations.
Therefore, it is valuable for a service manager to understand how the EUI contractually manages professional services contracts.
This post focus on the Quoted Time and Means Contract.
Tools
Understanding FIX PRICE Contracts in EUI Tenders.
The European Union Institutions (EUI) directly influence the creation of national public tenders through frameworks for public procurement, such as the Public Procurement Directives (Directive 2014/23/EU, Directive 2014/24/EU, and Directive 2014/25/EU).
Additionally, the tenders that EUI publish are often used as examples by national public administrations.
Therefore, it is valuable for a service manager to understand how the EUI contractually manages professional services contracts.
This post focus on the Fix Price type of contract.
Redefining BIT’s Strategy: A Collaborative Journey Through the Strategy Canvas
Phase A and Phase B of TOGAF pushed the whole BIT management to pay extra attention of review and communicate the strategy of the Company internally and externally.
As a result, the management agreed to incorporate the Strategy Canvas into the consolidated tools of SWAP analysis and Balanced Scorecard.
Understanding T&M Contracts in EUI Tenders.
The European Union Institutions (EUI) directly influence the creation of national public tenders through frameworks for public procurement, such as the Public Procurement Directives (Directive 2014/23/EU, Directive 2014/24/EU, and Directive 2014/25/EU).
Additionally, the tenders that EUI publish are often used as examples by national public administrations.
Therefore, it is valuable for a service manager to understand how the EUI contractually manages professional services contracts.
This post focus on the Time and Means type of contract.
Using Cumulative Flow Diagrams to Analyze Process Stability in Kanban.
The concept of a stable process is not new to the BIT service team. In the Kanban method, the definition of stability is not based on the (quite difficult) concept of assumption of stationarity but on the more intuitive notion that the arrival rate of new work items and the departure rate of completed work items are (in average) equals.
However, the bottom-line message is the same: if the process is not stable (under control), you cannot make forecasts.
Practically, it is possible to understand if the process is stable through the analysis of a chart: the Cumulative Flow Diagram (CFD).
Kanbanize board: introduce WIP limits.
After visualizing the value chain, it is time for the service team of BIT to introduce Work in Progress Limits in the Kanbanize dashboard.
Continue readingA visual approach to project management reporting: Story Mapping.
After discussing with the team leaders and high management the 6 principles of the change management process of BIT, Paul was ready to design the different components of the process. It started with the reporting phase.
Seasonality in Process Control: the business impact.
The SPC of the quality analysis of the tracking list showed the presence of a strong seasonality in the process.
Statistically, it is possible to remove the seasonal effect but the quality coordinator of BIT prefers to separate the analysis of the process in “normal” and “high” period in order to give a business value to this quality measure.
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The Statistical Process Control of the quality analysis of the tracking list.
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.
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An intuitive presentation of statistical process control.
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.
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QMS in Operations 