The deviation does not originate from the supplier. The change to requirements is permanent.
Archive for the
‘Configuration Management’ Category
by Jon M. Quigley and Kim L. Robertson Words have specific meanings across all industries sectors which allow us to decode what is said by another and come to some understanding. This is a very important activity, as without effective communication not much will happen in a collaborative setting. Waiver: After it is manufactured it […]
By: Kim L. Robertson and Jon M. Quigley Pragmatic and Agile Sometime back, I wrote a brief rant on the use of the word pragmatic. I had seen the word hijacked by executives to justify what could be characterized as a reckless product launch. Reduce or minimize testing, just get the product to market, and […]
Our Configuration Management, Theory, Practice and Application book description and reviews
Joe Dager’s Business901 podcast with Kim L. Robertson Configuration Management Tales #2 The second part of a two part podcast on configuration management tales. If you missed the first part Configuration Management Tales #1 it can be found at https://www.valuetransform.com/configuration-management-tales-podcast-part-1/
Joe Dager’s Business901 podcast with Kim L. Robertson Configuration Management Tales #1 The first part of a two part podcast on configuration management tales.
Tools and Improvement I have seen companies go through great gyrations to improve the efficiency and effectively of their projects and as a result their organization. For large distributed companies or company subsidiaries, the ability to easily share information and details can save considerable time and trauma. One example is recounted in a story about […]
The early testimonials for our Configuration Management book out early next year.
Scope Change and Failure Change happens in that there can be no doubt. Projects must contend with this pitching deck of an operating environment while achieving the end objective. A significant negative impact can be change. Even controlled change can have a detrimental effect on the project success. To fit the classification of controlled change […]
What is concurrent engineering? Concurrent engineering is when activities are paralleled that could be sequenced. Concurrent engineering can help us deliver the product earlier since we have compressed the schedule by overlapping the various development activities. There are certain risks associated with this way of working. To be successful and not incur massive rework, it […]