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Hillel Glazer is Founder, Principal, and CEO of Entinex, a consulting firm that focuses on helping companies achieve world-class levels of operational excellence. Also an SEI Visiting Scientist at Carnegie Mellon University, he is one of the few CMMI High Maturity Lead Appraisers and CMMI Instructors working with agile teams to successfully harmonize lean-thinking and systems-thinking within highly-regulated companies. His contributions have appeared in many publications, including the recent Addison-Wesley books, CMMI for Services, Second Edition; CMMI for Development, Third Edition; and Integrating CMMI and Agile Development.
Acknowledgments | p. xv |
About the Author | p. xx |
Flying a Business | p. 1 |
A Lesson from Flying | p. 1 |
A Lesson for Business | p. 5 |
The Approach: An Overview | p. 9 |
Giving Away the Goods | p. 9 |
You Need All the Parts | p. 10 |
Seeing the Parts and How They Fit Together | p. 11 |
A Few Words about Systems Engineering | p. 12 |
The Approach, with a Price | p. 14 |
Once More with Feeling | p. 16 |
Summary, Up-Front | p. 16 |
The Bureaucracy of Compliance | p. 21 |
Understand the Need | p. 21 |
Examine the System Components | p. 23 |
Properties, Contexts, and Conditions of Compliance | p. 24 |
Limitations, Constraints, and Expectations of Compliance | p. 27 |
High Performance of Excellence | p. 33 |
Competing Interests and the Solution | p. 33 |
Becoming a High Performance Operation | p. 34 |
A Compliance Focus = Profit Drag | p. 36 |
Dealing with Drag | p. 39 |
Regulation and Compliance | p. 45 |
Business Performance Versus Bureaucracy | p. 45 |
Business Requirements Versus Business Performance | p. 46 |
Time, Quality and Money (The NewTQ$) | p. 47 |
Knowing Why We Do What We Do | p. 50 |
Where Are the Issues? | p. 52 |
Different Flavors of Compliance | p. 53 |
The Man Versus The Money | p. 57 |
Painted into a Corner | p. 57 |
Compliance at the Expense of Profit | p. 60 |
Is This Really Costing Us Money? | p. 62 |
Where This Bus Is Going | p. 64 |
Focusing on the Wrong Target | p. 69 |
Good Landings and a Mistaken Snapshot | p. 69 |
What Not to Focus On | p. 71 |
How to Do It Properly | p. 73 |
What Are These Practices You Speak Of? | p. 75 |
So What Do We Focus On? | p. 76 |
Secret Sauce | p. 81 |
A Quick Reflection | p. 81 |
Birds, Bees, Chickens, and Eggs | p. 85 |
The Wisdom of Compliance | p. 88 |
Value, Customer Satisfaction, Profit | p. 95 |
Use with Care | p. 95 |
Value's Many Faces | p. 95 |
Value Stream | p. 97 |
Customer Perspective | p. 98 |
Operation's Future | p. 100 |
Being Less Valued | p. 100 |
Value Stream as Distinct from Work Stream and Bureaucracy | p. 101 |
Customer Satisfaction | p. 103 |
Profit | p. 104 |
The Solution: Defining and Sustaining Value | p. 109 |
The Goal | p. 109 |
With the End in Mind | p. 111 |
Here's How to Identify Your Operational System | p. 112 |
Home Base | p. 115 |
Sustaining Value = Quantitatively Managing Performance | p. 117 |
Operational Excellence | p. 123 |
A Definition for Operational Excellence | p. 123 |
What You Don't Know Can Hurt You | p. 126 |
Decisions without Data | p. 128 |
Services | p. 135 |
Connecting the High Performance Operation's Components | p. 135 |
Service and Value | p. 139 |
Services, Value, and Flow | p. 141 |
Services in the Work System | p. 144 |
The Price | p. 147 |
Not Exactly Your First Born, But | p. 147 |
Leadership | p. 147 |
Culture | p. 150 |
Trust | p. 152 |
Autonomy | p. 156 |
Learning and Communication | p. 158 |
Systems Thinking and Process Engineering | p. 161 |
Basis of Systems Thinking | p. 161 |
Process (Systems Engineering) Top Level | p. 163 |
Business Cycle Component | p. 167 |
Customer Activities | p. 168 |
Execution Activities | p. 168 |
Day-to-Day Activities | p. 169 |
Work Effort Cycles | p. 170 |
Process Cycles | p. 172 |
Before Moving On | p. 174 |
Operational Excellence, Take 2 | p. 177 |
The Engine in Systems Engineering | p. 177 |
Collecting Requirements | p. 178 |
Applying and Integrating Standards | p. 180 |
Architecting Process Solutions | p. 181 |
Designing and Deploying the Processes | p. 183 |
All Put Together | p. 187 |
Sanity Checks and Fringe Concepts | p. 191 |
Sanity Checks | p. 191 |
Testing for (Business) Performance | p. 193 |
Testing for (Process) Improvement | p. 196 |
Fringe Concepts | p. 198 |
Finishing Touches | p. 203 |
Process Architecture for High Performance Operations | p. 203 |
Values, Principles, and Practices | p. 203 |
Policies, Patterns, Processes, and Procedures | p. 209 |
Parting Shots | p. 213 |
Back to the Future: A Retrospective | p. 217 |
What It Looks Like When It All Works | p. 217 |
Recommended Reading | p. 235 |
Blogs and Twitter | p. 236 |
Index | p. 237 |
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