Common Anti-Patterns in Process Improvement
It is often said that the road to hell is paved with good intentions. That a business can recognise the need to improve itself and in response initiate a programme of change, is excellent, but it is only the first step on the path to continuing improvement. Anywhere along that path, miss-steps can be taken; some are easy to recover from, whilst other can have serious implications. Anti-patterns are classes of commonly reinvented bad solutions to problems. The practices that underpin the CMMI® are actually targeted at resolving and removing anti-patterns in the management and delivery of an organisation’s core business. The danger for a low maturity business is that it can be very easy to introduce into the improvement work those very same ‘bad solutions’.
The ability to identify and combat the occurrence of anti-patterns in a process improvement initiative can increase significantly the probability of achieving a sustainable platform for continuing improvement. Identified through personal experience, a range of anti-patterns is presented, together with practical approaches to successful resolution.
Speakers
"John" , Process Improvement Manager, GCHQ
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