Los famosos 14 puntos de Deming

Es sorprendente ver cuán vigentes se mantienen hoy las ideas de Deming. Las dejo en inglés:

1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimise total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of an overhaul, as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company.
9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
11. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
    b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
12. a. Remove barriers that rob the hourly paid worker of his right to pride in workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
    b. Remove barriers that rob people in management and engineering of their right to pride in workmanship. This means, inter alia, abolishment of the annual or merit rating and management by objective.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

Servicios de TI

La semana pasada, junto a Jorge Mazzini y Héctor Sambucetti, participé de un webinar organizado por el Foro Help Desk. El tema fue el diseño de servicios basados en tecnología informática.
La charla tuvo muy buena aceptación -participaron cerca de 250 personas- y promete expandirse en tres cursos que se estarán lanzando próximamente.
El video y el audio de la charla pueden descargarse aquí.

Eclipse Process Framework

Gratamente me ha sorprendido la versatilidad del Eclipse Process Framework para especificar procesos. Es una herramienta libre basada en el Rational Process Composer de IBM.

Si bien puede parecer complicada al principio, es muy fácil de usar cuando se entienden algunos puntos clave. De ahí en más, el camino es en bajada. Los sites generados lucen sumamente profesionales y se resuelven automáticamente muchas relaciones (roles vs. actividades, roles vs. artefactos, etc.) que de otra manera habría que construir a mano.

No puedo menos que reomendarlo.

¡Ya salió CMMI for Services!

El SEI acaba de publicar -increíblemente, antes de lo estimado- la nueva constelación de CMMI, llamada CMMI for Services o CMMI-SVC.

Claramente inspirado en ITIL y en IT-CMM, este nuevo trabajo busca cubrir el vacío dejado por CMMI-DEV en todo lo relacionado con el desarrollo de sistemas de servicio y su posterior gestión.

El reporte está disponible para su descarga en http://www.sei.cmu.edu/publications/documents/09.reports/09tr001.html.