Principles, Approaches, Definition Tools Advantages and disadvantages and Quality circles of continuous improvement
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You really need to get a couple books. The Kaizen Blitz and Lean Thinking are two good ones. Lean Thinking will teach you all about the Toyota continuous improvement systems including real exercises you can implement in your business.
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1> Too much chatting on Yahoo or MSN\n2> Too slow in implementing immediate solutions\n3> Take more time to complete the project than expected\n4> Very expensive to maintain\n5> Travel a lot for personal issues on company's funds
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Integrity in leadership.
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Hi Ricardo,\n\nI think you need to look at the centralisation of the management structure and production processes.\n\nReduction in overheads.\n\nPossibly more effective inter-departmental lines of communication.\n\nEasier customer/supplier liason.\n\nPossible reduction in staff liabilities. (wages etc.)\n\nJust a few ideas to get you going. \nHope your studies are progressing well.\n\nGood luck
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Organizational Effectiveness\n\nWhy is balancing such a difficult act for leaders and organizations to achieve these days? \n\nWhy do we waste precious energy struggling to become more independent while working in an interdependent environment?\n\nWhat if we could significantly improve individual and team productivity and organizational effectiveness with existing resources?\n\nBALANCE, ENERGY and ORGANIZATIONAL EFFECTIVENESS are key elements of successful business enterprises. \n\nThe HPS Mobile Enterprise™ was conceived as a metaphor representing the parts of an enterprise. A mobile – like any business - can be simple or extremely complex and can include few or many parts – shapes, sizes, color - which are all interconnected and, at least to some extent, interdependent. Changing (i.e. adding, eliminating, restructuring, etc.) any part can significantly affect the balance of the mobile and, ultimately, organizational effectiveness. \n\nWebster’s dictionary defines mobile as follows: adj. – 1. Capable of being moved or moving. 2. Changing readily in mood, expression, or appearance. 3. Enjoying or affording opportunities for change from one social status to another. – n A sculpture consisting of parts that move, especially in response to air currents. \n\nEXEMPLARY LEADERS ensure that all parts are balanced and energy is focused toward desired outcomes in order to maximize individual and team productivity and organizational effectiveness. Leadership Development\n\nEXEMPLARY LEADERS create and sustain an organizational environment and culture whereby: \n\nA compelling vision is established and sense of purpose is understood \nClear and timely communication occurs using effective voice systems \nEmployees are inspired to perform at their best and sustain their best performance \nKey talent retention is improved and employee attrition declines \nInnovation and creativity are fostered at all levels of the organization \nEmployee morale, motivation and satisfaction levels are improved \nSuperior customer service is delivered and competitive advantage established \nBusiness results reflect high-performance throughout the organization \nHuman Performance Strategies combines traditional cognitive intelligence (IQ) with non-cognitive intelligence (EI) to help leaders perform at their best and inspire the best from their people. Combining and leveraging these distinct competencies forms a foundation for leadership effectiveness and achieving full organizational potential. In simple terms: IQ + EI = 100% of POTENTIAL. Emotional Intelligence \n\nHuman Performance Strategies will soon introduce some exciting new research-based information regarding organizational effectiveness. This new concept is called ORGANIZATIONAL INTELLIGENCE and will underscore the significance of the HPS Mobile Enterprise™ to an even greater extent. \n\nEXEMPLARY TEAMS achieve and sustain high-performance levels on a consistent basis. High-performance teams do not evolve randomly or arbitrarily. Exemplary leaders must facilitate a progression of developmental stages to create the conditions for high-performance. Exemplary leaders understand and leverage this progression to improve individual, team and organizational performance. High-Performance Teams\n\nEXEMPLARY ORGANIZATIONS achieve and sustain maximum effectiveness or 100% of POTENTIAL. The TRUE POTENTIAL of an organization occurs when individuals and teams are aligned, energized and committed to accomplish or perhaps exceed business goals and objectives. Closing the GAP between the present and potential often translates to performance improvement and productivity gains enjoyed only by world-class enterprises. \n\nHuman Performance Strategies offers a fully integrated systems approach to improve individual and team productivity and organizational effectiveness. If you are interested in learning more about how world-class enterprises achieve and sustain 100% of POTENTIAL at the individual, team and
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Communication, Organization, and Attitude...
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Analysis\nDesign\nCode\nImplementation\nTests
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There is usually another step in the process - product readiness - it's a separate group of people / different dept.  Prevents those crazy QA guys and gals from taking over the world :)
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When you are creating new processes, you use the DMADV method (Define, Measure, Analyze, Design, verify), instead of the typical DMAIC (Define, Measure, Analyze, Improve, Control).  There are a number of books for both Six Sigma and DFSS (Design For Six Sigma) which should get you on your way.\n\nI like the author Pyzdek, but there are a ton of books and authors out there- search Amazon or go to your local bookstore.
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Definition:\n\nThe development of an organization and, particularly, how management changes are handeled. Organization development activities intervene in the interactions of people systems such as formal and informal groups, work culture and climate, and organization design to increase their effectiveness using a variety of applied behavioral sciences.
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Logic\nCritical thinking\nQuantatative reasoning\n\nyou can't live without these tools for life. Without them one is lost and will not be productive.
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Selecting a Software Development Life Cycle (SDLC) Methodology: A Practical Decision Framework to Maximize Business Value (the D3 Cube)\n\nSource: Project Management Solutions\n\nDate:  May 2003\n\nPages: 12\n\n \n\n\nFREE Registration\nis required\n\n\nFormat: PDF\n\nSize: 288KB\n\nOverview: Selecting a Software Development Life Cycle (SDLC) methodology is a challenging task for many organizations. What tends to make it challenging is the fact that few organizations know what criteria to use in selecting a methodology to add value to the organization. Fewer still understand that a methodology might apply to more than one Life Cycle Model. Whether you are a Fortune 500 firm or an Armed Services agency, today's demanding time-to-market conditions have organizations focused on how to deliver the needed solutions faster. Business budget, time, and functionality requirements are driving business value and defining market changes.\n\nTopics:  Methodology, Software Engineering\n\nTags:  project management, software development, software, Project Management Solutions Inc.\n\n(Is this item miscategorized? Does it need more tags? Let us know.)\n\n\n \n\nPeople who downloaded this item also downloaded\nWhite Paper Integrating Human-Computer Interaction Development Into SDLC: A Methodology Syracuse University August 2004\nWhite Paper Managing Requirements Changes in SDLC Borland Software September 2004\nWhite Paper Project Management Methodologies AEW Services July 2005\nWhite Paper The Development Process Made Easy Goda Software July 2005\n \n\nTop results from Methodology\n\nFree Member Benefit\nWhite Paper Forrester Report: The Changing Face of Application Lifecycle Management SERENA Software August 2006\nWhite Paper IDC Executive Brief: Driving Enterprise Change Management for Business Responsiveness SERENA Software May 2006\nResearch Report Taking Your PMO to the Next Step: The Office of the CIO Forrester Research September 2005\nWhite Paper Requirements Management: The Proven Way to Accelerate Development SERENA Software May 2005\nWhite Paper Offshore Software Test Automation: A Strategic Approach to Cost and Speed Effectiveness LogiGear \n\n\nvisit here\nhttp://whitepapers.techrepublic.com.com/whitepaper.aspx?&kw=SDLC&docid=158378
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Requirements\nDesign\nImplementation\nTest\nDeploy\nMaintenance
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Organization.\n\nBreak down larger parts of a problem (project) into smaller parts and get each of those done in time. Bring the parts back together and you have your whole project finished.
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You could do either expert-lead evaluations, or user-focussed evaluations. Given that this is an assignment (and i therefore assume you have no budget constraints) then user-focussed testing would be the most effective method. \n\nEssentially you would get a bunch of people you have identified as being current, or possible users of the site (10-12 is normally enough) and then watch them whilst they perform various tasks that you have set them with the site. By asking them to think aloud whilst they go you can see and understand where they are having confusion in the process. \n\nAlternatively you could simply take one or 2 experts to look at the site and do either a heuristic evaluation or a cognitive walkthrough or some such evaluation method. These are all slightly different methodologies but effectively the same thing - some guy who supposedly knows a lot about usability uses the site and gives his expert opinion on where he thinks users might have issues.
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I think people naturally want to improve their efforts, and that is what is being done to serve the clients better. However, there are those who have a hard time with change. It sounds as though you do. Actually, I have used both formats and find them equally well-done, although if I had to choose, I would choose the original.
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While my response is "Microsoft-centric", the MSDN Web site does have a decent section on "Patterns & Practices" which may be useful to you.  I've supplied the link to the site below.