Course V (Rev A) - The Business Case for CMII

Abstract

Outline

The first section describes how good CM can minimize legal liabilities. Good CM is also a prerequisite for good internal controls Recent incidents of financial fraud could have been prevented if internal controls had not been deficient.

The second section reviews some of the most popular industry standards and process improvement initiatives and also describes their strengths and weaknesses. It describes how CM has continued to evolve and its growing potential for improving financial performance.

The third section describes some of the most successful and proven business practices. It also describes the best CM practices. It describes how the best practices compliment each other and are integrated into the CMII model.

The fourth section describes how to build a business case for implementing CMII. It describes how to benchmark other CMII implementations and select the right subject matter experts to help build the case. Students are encouraged to create their own tailored version of the CMII model.

Legal Liabilities and Internal Controls

A.       CM From a Legal Point-of-View

B.       Contract Law and Tort Law

C.      Disclaimers, Immunity, Fraud and Qui Tam

D.      Financial Fraud and Internal Controls

Business Processes and Lessons Learned

E.       Quality Standards, Awards and Views

F.       Six Sigma, CMMI, ITIL and CM Database

G.      CM Process: Past, Present and Future

H.      Cost of CM and Cost of Sales/Services

Path to Integrated Process Excellence

I.         Business Process Breakthroughs

J.        Ensure Quality and Protect Property

K.       Best CM Practices per CMII

L.       The CMII Model

Build the Business Case

M.      Define Problem and Justify Solution

N.      Benchmark to Enhance Business Case

O.      Get Input from Subject Matter Experts

P.       Course Review and Summary

Course VI (Rev I) - CMII Implementation and Application

Abstract

Outline

This course describes how to evaluate your organizational readiness for imple­menting CMII or perhaps reviving a previous implementation effort. Those with minimal support must proceed slowly. Those will strong support can be more aggressive. A good plan is essential.

This course describes how to select the appropriate implementation team and define the destination. It describes how to conduct an assessment and use the results to prepare a transition plan.

The first day includes workshops wherein students will simulate the steps needed to prepare the appropriate transition plan. The second day includes workshops wherein students will simulate the actual transition phase and management of the application process.

Job descriptions are provided for each of five key positions. Recommended metrics for monitoring performance and guiding continuous improvement are also pro­vided.

CMII Destination and Transition Plan

A.      CMII Implementation Plans & Approaches

¨  W/S (1) Organizational Readiness for CMII

B.     Select Team, Define Destination & Goals

¨  W/S (2) Select CMII Principles to be Implemented

¨  W/S (3) Interdependencies of Selected Principles

C.     Assessment of Existing Practices

¨  W/S (4) Establish Team and Assess Existing Practices

D.     Create Transition Plan

¨  W/S (5) Prepare Transition Plan and Identify Phases

Plan Execution and Metrics

E.    Transition Plan Extension and Execution

F.      Enabling Software Tools

¨  W/S (6) Evaluate Capabilities of Existing Tools

G.     Plans for Organizational Realignment

¨  W/S (7) Fill Change Specialists I and II Positions

¨  W/S (8) Permanent Process Improvement Team

H.     Application and Performance Metrics

¨  W/S (9) Impromptu Meeting with Top Management

I.        Course Review and Summary

For more information on

 the Institute of Configuration Management or the CMII model: www.icmhq.com