IT companies’ primary goal is to provide services for their customers. If these services are to be successful, they must be valuable for the customer. It must be useful and available to customers at all times. IT service providers cannot offer value-adding services without effectively managing their strategic capabilities and resources. An organization that fails to manage its strategic capabilities and resources can’t create value for its customers. This can have a negative impact on the organization’s ability generate revenue and sales. What are the ITIL foundation training’s strategic capabilities and resources for an IT organization? Let’s take a look at Strategic Capabilities and Resources for an IT Business.
Strategic Capabilities and Resources for an IT Business
First, let’s review the ITIL definitions for capabilities, resources, assets and IT organizational structures. Understanding the differences between these three components will help you to understand how they can be used in order to create value for your customers.
ITIL online courses define resource as any term that refers to IT infrastructure, people, money, or anything else that may be useful in delivering an IT Service. Strategic capabilities and strategic resources are different because you can purchase or acquire resources with a budget. Resources are therefore tangible assets for an organization.
The following are strategic resources in an IT organization:
Strategic capabilities are the ability of an organization, person or process to perform an activity. Strategic capabilities are intangible assets that an organization has. This means that you can’t buy a capability with your financial resources. The following are the strategic capabilities of an organisation:
Let’s suppose that your company hires a highly skilled manager from another company. The company’s management and organization structure are not mature enough for the skilled manager to make any changes. The output of a company will not be as good as it could be if there is not enough strategic capability to use the resources. To produce good results, resources must be used efficiently and with the support of sufficient strategic capabilities. Even though a company may have enough resources, it won’t produce successful outputs if it doesn’t have the necessary strategic capabilities to manage them.
A Service Asset is any capability, resource or ability of a Service Provider. If you look at the word “asset”, it is the designation or use of any resource or capability. Anything that can contribute to the delivery or provision of a service is considered an asset of a service provider. This perspective shows that all the strategic capabilities and resources of an organization are essential to the delivery services to customers. All of an organization’s strategic capabilities and resources are therefore assets.
When creating an IT strategy, it is important to consider the capabilities, resources, assets, and capabilities of the organization during the Service Strategy stage. A new service cannot be launched and successfully operated without the right strategic capabilities, resources, or assets.
How do services delivery affect strategic capabilities?
The capabilities of an organisation coordinate, control, deploy, and control resources. With the help of its strategic capabilities, an organization creates products and services that create value for customers. Th
Service Level Agreements (SLAs), which are part of the ITIL framework, are the contracts between an IT service provider provider and its customer. These service level targets set service quality standards to ensure that the IT service provider will provide the best service. SLA management is crucial to ensure that these SLAs remain current and that the agreed performance standards are met. This is the role and responsibilities of SLA management in ITIL, as described in ITIL foundation training or other online ITIL courses. SLA management is part of the larger theme of service level management.
Service level targets reviewed
SLA management should closely monitor services provided in a live environment to ensure that they meet the service level targets. SLAs are formulated to clearly define the service level targets that must be met by the IT service provider. SLA management ensures that SLAs are kept current. To do this, it is important to review service achievements and hold periodic review meetings with customers. These SLA management meetings analyze the performance of each service provided to customers and check if they have met the service level targets as set out in the SLAs.
Sometimes it is impossible to achieve the service level targets due to market changes or capacity constraints. A service level review can establish that service level targets were not met. However, it is not possible to immediately pinpoint the cause. Only proper root cause analysis can pinpoint the source of pain. Although it may seem like there is a problem with the breach, root cause analysis can help identify the real problem. This could be something that no one on the team had considered initially. SLA management must identify the root cause of problems in order to achieve service level targets.
Root Cause Analysis
If it is determined that a service cannot meet its service level targets through SLA management, appropriate action must been taken by the customer and/or the IT service provider. These actions must be documented. If a service fails to meet its 98% availability target, it is important to determine the cause and find the root cause. Root cause analysis of breaches of services is an important part of SLA management.
Each breach of service level should be addressed in SLA management. This will allow you to pinpoint the cause and prevent future incidents. If the supplier is responsible for the breach of the service availability target, then the SLA management phase must include actions on either the supplier or partner. If the root cause of the breach was a failure of the servers that provide this service, then strengthening these servers should be taken to prevent future breaches.
Both the IT service provider as well as the customer are responsible for SLA management. Each breach of the service levels targets must be analyzed to determine the root cause. Then, the appropriate actions must taken to prevent future breaches and ensure that customers receive the service they expect.
It is crucial that corrective actions are based on a thorough root cause analysis, not just what the team thinks has gone wrong. A proper root cause analysis will ensure that the problem is fixed. It is not possible to solve a problem by ignoring the root cause. This can lead to financial loss and indirect sales losses.
Six Sigma is a data-driven approach for problem-solving. Six Sigma involves many mathematical and statistical concepts, such as the normal distribution curve. Lean Six Sigma courses cover the most important statistical concepts needed to solve problems according 6 sigma rules. Six Sigma principles are heavily based on understanding the normal distribution curve, as briefly explained in the free online Six Sigma courses. Let’s take a look at the normal distribution curve.
What is the normal distribution curve of data?
The mathematical concept of normal distribution, also known as Gaussian distribution, is sometimes called “Normal Distribution Curve” (or “Bell Curve”) and used to describe it. It is the shape created when a line is drawn using data points that correspond to the criteria of “Normal Distribution”.
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Natural phenomena follow a normal distribution curve
Many natural phenomena exhibit a pattern known as the ‘Normal Distribution Curve or ‘Bell Curve. The results of measuring the height of women around the world will look like a bell if you take the measurements. This pattern also applies to temperature. If you measured the average July day temperature in the US each year, the bell curve pattern would be apparent. You can also measure the heights of your coworkers at work or how long they take to brew a cup of tea. This will give you an approximate normal distribution curve.
The structure of a normal distributions curve
Let’s take a look at the structure and function of a normal distribution curve. The center is the point at which the most data points are found. It would also be the highest point of the arc. This point is also known as the average or mean of the normal distribution curve. Let’s take the example of height. There will be more women of average height than other heights, so the normal distribution curve will have the highest value for women worldwide.
The normal distribution curve’s mean, median, or mode.
In the case of normally distributed data, both the median (or the mode) will equal the mean. Let’s look at the difference between mode, median, and mean. The mean is the sum total of all data points divided by the number. The median is the average value if you add all the values, from the smallest to the largest. The mode, on the other hand, is the number that appears the most often in a collection of data points. Normal distributions will have the mean, median, and mode all being the same.
Outliers in a normal distribution
The normal distribution curve has a concentrated center and decreases on both sides. This is significant because the data tends to have fewer instances of unusually high values (outliers or special causes for variation (SCV) than other distributions. The curve flattens because there are few extreme numbers at either the lower or higher ends of the scale. This is what gives normal distribution curve its bell-like appearance.
Normal distributions in terms standard deviations and means
Let’s take a look at the normal distribution curve from a different angle. A curve graph is dependent on two factors: the mean and the standard deviation. Let’s review briefly the definition of standard deviation. The standard deviation measures how closely grouped or widely spaced data appear. It is one measure of dispersion. A standard normal distribution has an average of zero and a standard error of one. The center is identified by the mean, while the standard deviation determines height and width.
A large standard deviation, for example, creates a flat and wide-shaped bell. However, a small deviation can result in a smaller bell.
CTQ stands for Critical-To Quality in 6 Sigma. Customer requirements, which are identified as CTQs, are actually a handful of elements that are considered critical to the executive team in determining the success of the project/product/process. The Six Sigma approach originally created CTQ trees. You can use them in many situations, including when developing products, processes and services for internal customers.
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An example of this is “Improve customer services” which is too broad for us to implement. However, a CTQ Tree allows you to drill-down the general goal and identify specific and measurable requirements that can be used to improve performance. Lean Six Sigma training can help you determine Critical-to-Quality customer requirements. Let’s take a look at how to identify and manage QTC parameters.
What is Critical for Quality Trees?
The internal critical quality parameters (CTQs) that relate to the customer’s wants and needs are called Critical-To-Quality (CTQ). The Critical-To-Quality features (CTQ) are based on the customer’s (internal as well as external) requirements. These CTQs are the criteria for evaluating what good looks like, i.e. how well the project scope meets requirements. CTQ is a powerful tool that converts customer needs into meaningful, measurable and actionable metrics for individuals or groups.
CTQs answer the following question: How does my work relate with customer requirements and how can I tell when I have fulfilled them. CTQs help you to understand the customer’s requirements in a more specific way. CTQs are a bridge between the customer’s satisfaction and the internal process.
How do you identify CTQ parameters?
This figure shows how to identify CTQ using a simple example.
It is a step by step process to identify CTQs that meet critical customer requirements. You will notice the order in which the events are organized that help you identify QTCs. This is the seven-step process:
VoC Six Sigma: It was noted by the customer
CTQ Name: It was noted in the words the organization
CTQ Measure: As determined by the organization
CTQ Specification: As defined by the organization
Defect: As defined in the organization
Unit: It is an organizational/process metric
As determined by the company/process
How to create a CTQ Tree
Identify the most important customer needs
First, we need to identify the most critical needs that the product/service must meet. You should create a CTQ tree for each need you identify. This is the first step. We ask: “What is essential for this product? “. It is best to describe these needs in broad terms. If customers are not able to be directly asked about their needs, the project team can brainstorm them with representatives from customer service and sales who will also work with you.
Find quality drivers
It is important that you identify the quality drivers that must be in place to fulfill the requirements that were identified in the previous step. These are the key factors that customers need to believe that you deliver a high-quality product. It is important that we identify all the drivers that are important for customers. This is where tools such as KANO Analysis can be of great help. Using the KANO model, you can identify product features that will delight customers.
Identify your performance requirements
We must also identify the minimum performance requirements for each quality driver in order to provide quality products. It is important to remember that there are many things.
Six Sigma is a data-driven approach for problem-solving. Because we work with data, it is only natural that we will use statistics, as you will learn in any Six Sigma Green Belt training. One particular statistical term is crucial for Six Sigma. It is also essential for understanding Six Sigma processes as they are briefly explained in Six Sigma courses. Sigma Level is that term. This is the foundation of all Six Sigma projects.
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This article will discuss Six Sigma’s definition and correlation between Defects Per Million Opportunities (DPMO), and how to calculate this metric using examples.
What is Sigma Level in Six Sigma
Let’s first understand the meaning of the word “Sigma”. Sigma is a statistical term. It is the symbol for Standard Deviation. Standard Deviation can be described as an absolute measure of data dispersion or variation. The Standard Deviation or variation in a process’s performance can be determined by analyzing data. Sigma is a measure that uses past data to predict how the process will perform in future.
Let’s now look at Sigma Level. It is a baseline metric that helps to understand the process capability needed to meet customer needs. To calculate the Sigma Level of a product or process, we use the Defects Per Million Opportunities (or DPMO) metric. The Sigma Levels of all processes are used to compare the performance of an entire organization. These include One Sigma, Two Sigma and Three Sigma. Four Sigma, Four Sigma and Six Sigma. must be determined.
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Examples of real-world Sigma Levels
Sometimes, statistical terms can seem abstract and arbitrary. The meaning of Sigma Levels becomes clear when we look at real-world examples. What is a good sevel? Two short or long landings at major airports are possible in a world with a level of 3.8. A world that operates on levels 6 has only one short or long landing per five years. A world with a Sigma Level of 3.0 means that doctors can prescribe 200,000 incorrect drug prescriptions each year, whereas a world with 6 Sigma Levels would only have 68. These are quite drastic differences in process performance, even though they are only 2.2 Sigma levels apart. It is common for companies to aim for processes that operate at a Six Sigma level. These real-world examples show why.
The correlation between DPMO Level and Sigma Level
It is time to review DPMO. DPMO is a measure of the long-term success rate of a process. It measures the number of defects a process produces. Sigma Level examines variation in a process, while DPMO considers the rate at which defects are produced in a process (i.e. Outputs that are not specified, it is easy to see a correlation. The DPMO of a procedure increases, and vice versa, so does the Sigma level. The yield will increase as the level rises. In other words, Sigma level is directly proportional to yield. Let’s quickly recall the definition of yield: it is the ratio between the number of quality products produced and the total number produced.
How to calculate Sigma Level in a process
First, calculate the DPMO of your product or process. Once you have the DPMO figures, you can refer the Sigma Conversion Table or a Sigma Level Calculator to determine the corresponding sigma levels. The conversion table shows a column for Sigma Short Term & Sigma Long Term.
Sigma Short Term
Let’s take a look at the Sigma Short Term column. Why is this only the ‘Sigma Short Term column? It is important to understand that the sigma level in a process is a unilateral figure of merit. This is the merit of term
Jennifer Morris’ article is a great reminder of the importance of project management communication basics.
You should also watch this mini-lesson from pmStudent for quick communication tips!
There are always ways to improve project management and find new ways to stay ahead of the curve. These timeless tips will help you, whether you’re new to project management or have been in the field for years. Some of them were inspired by Brad Egeland from ProjectInsight.net. This is a refresher course for those who have been managing clients or projects for a while. If you are new to management, keep reading to learn some “new to me” ideas.
Communication is key
You must communicate clearly and confidently to be a successful project manager. Also, it is important to keep in touch with your team. Remember that you are the point person between the client and your company. You are also the representative of your company, the person the client will contact with any questions or concerns. This is something you should work on. If you have issues with communication,?Egeland suggests to use reminders on your project resource management calendar to follow up with project sponsors or clients. It is important to keep in touch with your team so you can share information about each stage of the client’s project with clients and during company meetings.
Keep your agenda straight and schedule meetings
Before meeting with your client or team, create a game plan that allows for unexpected changes but is flexible enough to ensure everyone is on the same page. You can do this by using a web-based project management system that you can modify to suit your project’s needs. Microsoft Outlook’s calendar application allows you to schedule biweekly or weekly meetings with your client and your creative team. You should ensure that your agenda is appropriate for the planning phase of each meeting, so you don’t skip ahead of a phase in your project’s development.
Start an internal kickoff meeting
A meeting that brings all elements of the project together. If you are able to ask the right questions and have a clear understanding of your client’s needs and who they are, this can be done easily. A team meeting is a great way for your team to discuss ideas and concepts, as well as budget their time. The kickoff meeting does not have to be a lengthy discussion. You don’t need to address every issue right then. Keep the meeting short and to-the-point. Although your client may have all the time in the world for glowing praises, time is money. You and your team must get to work.
These simple tips will help you succeed, no matter if your company has unlimited funds or a tight budget.
Jennifer Morris is a passionate follower of cloud solutions trends and database security improvements. She shares her tips and advice on several business-related websites.
Travis Anderson Guest?post
The Three Phases of a Trader’s Education: Psychology, Money management, Method by Jeffery Kennedy
This article is an advisory excerpt written by Jeffrey Kennedy (Elliot Wave International) Chief Commodity Analyst. He recommends that aspiring traders adhere to three phases of trader’s education. The first phase is?Methodology?. This refers to the development of a trading platform. ?Money Management? The next phase is called?Money Management? This phase provides an analogous framework of examples for managing portfolio wealth and tactical risk mitigation. The final phase of the article is?Psychology?. Here the author discusses the importance and benefits of group and personal psychology.
The author also mentions that traders who are aspiring to trade should use the phases in reverse. The author recommends that traders first understand psychology on a personal level, then learn from the crowd to be able to manage their money. Focusing on the task at hand will reduce distractions.
To my dismay, the three phases of Mr. Kennedy are very applicable to everything we do professionally or in our personal lives. Take a second to think about it. We all belong to an organization, or at the very least, a group of people. Psychology is a constant part of our lives. Money management is essential for everyone in this money-driven world. What about?Methodology? Everything has a system! Consider your daily routine ….wake, get up, make coffee, put on your pants, check email, and start work. Let’s go on a journey with these phases in the suggested order. This will help me to understand how project management works.
How does project psychology impact our decisions? Each person’s answer will be different, depending on the project. One thing is certain for everyone: Everyday, people are emotional beings with a variety of behaviors that impact our lives. Whether you are a project manager for a large group or a handful of programmers, your decisions have a profound impact on the rest of the team. It is important to understand yourself and control the effects of your decisions by communicating effectively at all levels (up and down) of the organization.
Reality is what you perceive! How do you perceive the project?
We will examine how a project manager manages a capital investment opportunity after understanding the effects of psychology on a project environment.
The CEO has chosen you to be the most competent to evaluate a capital opportunity for $100,000 today. Depending on the economy at the end, the investment could fetch one of these equally probable returns:
Pessimistic: ? $80,000
Most Likely: $110,000
Get deep, get rid of those old texts books, and get ready for some fun! Your sponsor is confident that you will use logic and money management techniques to decide whether to?go? or ?no go? This project opportunity.
Given that all scenarios have the exact same probability, the expected payoff for each scenario is:
C1 = (probability)(pess+most+opt)=(1/3)(80,000+110,000+140,000)=$110,000
This is a 10% expected return on an investment of $100,000. Remember that there is a discount rate.
You could put your money into the stock market. You can find a common stock with the same risk that is perfect for you by doing some research. Stock X is expected to reach $110 in a normal economy. Stock X will drop in a slump, and rise in a boom. Stock X and your investment look identical:
Pessimistic: ? $80
Most Likely: $110
Stock X currently has a price of $95.65 and offers an expected return rate of 15%
By Leif Rogell
Anyone who does routine work in a traditional organisational structure (e.g. Paying salaries in large companies or manufacturing screws in factories, you can in principle work with the same colleagues from training until retirement. You get to know them, both their good and bad sides, and their unique characteristics. You learn how to interact with your colleagues individually and how to maintain order in the department over the years.
Project work is constantly evolving. To meet the challenges ahead, different tasks require different skills. The project organization and the project team are both reorganized for each project. This collaborative approach to working is becoming more popular, as can be seen in the form of e.g. You can see matrix organisations.
The likelihood of colleagues not knowing each other well working together increases when the working group, or the project team is constantly being reorganized. This increases the likelihood of miscommunications and conflicts.
Project managers are required to deal with these’superficial relationships’ in their daily work. Understanding the psychology of these situations will help project managers assess their colleagues’ behaviour and guide them in the right direction if necessary. It’s about how people react to each other when they first meet, how they behave in unfamiliar situations, how project teams develop from project groups, how corporate culture influences project work, how personal conflicts can quickly become disruptive, and how project work can be disrupted by personal conflicts.
Projects are new, temporary and one-off tasks. You cannot know how to do something if it is your first or only time doing it. This means that you will need to learn the tasks yourself or along the way. There are many similarities between teaching new skills and knowledge and how to approach a task. It is therefore important for project managers to understand the learning process and the different learning styles. These can help them explain the behaviours of their project group. Some people prefer to experiment and reflect on new tasks. Others prefer active learning. This is interesting because different learning styles work well at different stages of the project’s life cycle. When working on the project scope, imagination works brilliantly. Reflection works well during planning and hands-on mentality is great for project execution. These phenomena can be used by project managers to help emphasize a positive attitude and helpful behavior.
A project manager who is successful will be able to manage all aspects of human behavior and to consider them in his project management and guide accordingly. A project manager must be able to deal with all aspects of human cooperation in the project environment, including economic issues and project organization.
About Leif Rogell
Bad project e.K. founder Leif is Leif’s owner. Leif is the founder and owner of bad project e.K. in Mannheim, Germany. He is also the author of ‘Psychological Project Management.
Visit him at: www.bad-project.com/English/
Participated in several projects, including the Global360 Imaging MIS Project, a variety of small projects that improved usability, automation, report distribution, and projects related to integrating production systems into MIS systems.
If I was a project leader, I would consider myself “technical lead for several projects” or whatever language is appropriate. If I had managed these projects, I might use the phrase “Successfully managed many projects” or another form of language that suits your situation. Don’t claim they were successful projects if they weren’t. Do you have any tips to optimize your resume for project management jobs? Leave a comment and share your tips for optimizing a resume for project management positions. My PM Career Coaching Course will help you get started in project management.