Archive for the
‘Learning Organization’ Category

by: Shawn P. Quigley & Jon M Quigley Measurements and Bias Solely by the process of observing something we can alter the thing which is being observed. This is a known as the observer-expectancy effect.  This effect is born out of conscience and subconscious biases of the observer.  In the case of observing people, we […]

By Shawn P. Quigley Maslow and Motivation In our previous discussions we have referred to Maslow’s Theory of Human Motivation (Hierarchy of Needs) and how this relates to work place motivation. To best continue our discussion we must first review some of the tenets of Maslow’s theory in more detail and dispel the misconception that […]

I was what was referred to later as a latch key kid.  I was not aware of this term until long after I was through high school.   My dad was in the Special Forces during the Vietnam War and stationed all over the United States.  Any army dependent will tell you this is how it works, […]

LO / OD Application by Shawn P. Quigley and Jon M Quigley We will need to start this discussion with a question: “What have you ever done that did not teach you something?” It is by the nature of any activity especially those that require coordination and preplanning either learning or development occurs. Most commonly […]

Requirements and Benchmarking One of the things we can do to understand and develop our own requirements is to explore other products that are similar to our proposed product or that solve the same or similar customer problem.  Where there are similar needs met, benchmarking is a way for us to understand how other suppliers have […]

We take a break from our requirements management run for this blog.  I was talking to an executive about some training for his organization.  He wanted the training to focus on action, on doing (he, in fact, said do, do, do).  He emphasized this very clearly and repeatedly, the action portion of continuous improvement.  This […]

Recent events have prompted us to preempt our CMMI requirements management series for this waste of company resources that we can only attribute to an overly politicized work environment and fear.  The downside of functional or siloed organizations is demonstrated in the sentiment “fix your own sandbox”. Complications of the Organization In general, the work […]

CMMI Requirements Management We decided to continue with requirements management since there are some generic goals that are probably just as important as the previously discussed specific goal and practices.  This is especially true when we consider the long-term impact on our project execution capabilities. CMMI Generic Goals The generic goals associated with requirements management […]

In the purchasing contract with a tier one supplier, the expected the “0-kilometer” quality or failure rate is not to exceed 500 parts per million (ppm).  These are failures seen before the product leaves the OEM manufacturing floor requiring product rework on the assembly line or as the vehicle rolled off the end of the […]