tag:blogger.com,1999:blog-36118108.post7285200984257477959..comments2023-12-06T00:17:28.519-08:00Comments on Creative Chaos: Actual E-Mail - IMatthewhttp://www.blogger.com/profile/05956714498778698672noreply@blogger.comBlogger3125tag:blogger.com,1999:blog-36118108.post-43178747507286770482007-04-22T06:52:00.000-07:002007-04-22T06:52:00.000-07:00The writer, and Jeff Dalton to whom he refers, are...The writer, and Jeff Dalton to whom he refers, are absolutely correct!<BR/><BR/>If you're using this to market a meeting, then "Chris" (above) may be correct that it may read like a sales pitch, and what might work better would be some simple examples of what makes Jeff's presentation (and the assertions thereof) actually work.<BR/><BR/>A few such examples could be:<BR/><BR/><B>o</B> "Did you know that there isn't a single 'process' in CMMI?"<BR/><B>o</B> "Do you know the difference between a 'process' and a 'process area' and why that's important?"<BR/><B>o</B> "Did you know that there are parts of CMMI that are only 'expected' and not 'required'? Do you know the difference and how to take advantage of these facts to enable CMMI in your agile or small organization?"<BR/><B>o</B> There are many myths about CMMI that continue to be propagated by the majority of consultants and appraisers.<BR/><B>o</B> Did you know that fully 90% (or more) of CMMI appraisers don't have the background to effectively or accurately appraise whether process improvement is happening at the organizations they're appraising?<BR/><B>o</B> Do you know how to find, interview for and select one of the few who do?<BR/><BR/>If you're trying to provoke action or (at the very least) thought in your message, then I'd include provocative questions in there.<BR/><BR/>If you're just looking for a response to the message, then the bullet-points above should serve the same purpose.Anonymoushttps://www.blogger.com/profile/05059110138068124989noreply@blogger.comtag:blogger.com,1999:blog-36118108.post-20824504234105139142007-04-22T06:50:00.000-07:002007-04-22T06:50:00.000-07:00This comment has been removed by the author.Anonymoushttps://www.blogger.com/profile/05059110138068124989noreply@blogger.comtag:blogger.com,1999:blog-36118108.post-10822715314139434362007-04-21T01:34:00.000-07:002007-04-21T01:34:00.000-07:00Well, it's just typical sales blah-blah-blah. Soph...Well, it's just typical sales blah-blah-blah. Sophisticated organisations will bin the email immediately. Smaller ones may buy the book, and it might even help them a bit. Any movement toward examination of processes and improvement is good, in my opinion. And giving organisations which haven't thought about process improvement and producing better products systematically a taste of what's out there may impel them to search out better solutions.<BR/><BR/>Example: a company I once worked for was "captured" by a salesperson for an ISO9001 "mill". They sold the company (before I got there) a bill of goods, saying that we could be ISO9001 certified with a minimum of difficulty. They produced a mostly boilerplate quality and procedures manual, a certificate, and handed both over on receipt of the cheque. This was not optimal, and I realised it after I got there. When I discovered that the certifying company had been cited by Trading Standards for fraud in providing ISO9001 certifications, I managed to get management to ditch them and look for better solutions to product quality improvement. So out of a disaster some good things ended up happening. It's not the best way to proceed, but it's better than if management had never thought about quality at all.Chrishttps://www.blogger.com/profile/06534842755063770798noreply@blogger.com