Build and Sustain Value Based Processes

Monday, April 30: 8:30 AM – 4:30 PM

This full-day class is one of many focused professional development opportunities at QUEST 2012. Class tracks include Agile, Requirements, Process, Test Automation, Test Design, Testing Practices, CSTE Certification Prep, and CSQA Certification Prep.

Course Abstract

This one-day course walks through the life cycle of process development and definition, improvement, maintenance, and follow-up for continuous improvement. Gail will discuss what activities are needed at each phase and what roles are of primary importance to ensuring that the processes are adding value to the organization. This course is a combination of lecture, discussion of examples and tools, and hands on exercises in topics such as planning that aligns organizational goals and objectives with process results. The class examines business and system development related processes and references techniques commonly useful for any process improvement effort including LEAN Six Sigma, capability and maturity model approaches, and industry best practices.

Course Objectives

The primary objectives of this class are to demonstrate how processes support the organization, changing as the organization changes to meet goals and objectives. The full life cycle of a process is described to help you understand if the process is still useful or if it should be adjusted or eliminated. Process work and improvement is not just for the initial benefits but also for the long term. This course will also identify common business and system processes that should be reviewed to ensure performance.

Attendees will learn:

  • The life cycle of a process
  • How to define the performance of a process
  • How to know when a process needs to be changed
  • What types of organizational changes influence a change in the process
  • How to use process improvement techniques to check the process
  • Process auditing practices and how to read process data
  • When leaders should be involved in process improvement

Course Outline

Setting up a process improvement program – Describes the planning, identification of specific process needs, and process performance required for assessing organizational goals and objectives compliance. The planning noted is part of the process life cycle for development, maintenance, and sustainment until sun setting the process.

Change happens and then the process changes – Discusses how changes in the organization impact the effectiveness of the process and how to address these changes. Once a change in the process has been made, you will learn how to check to ensure that the right change has refocused the process producing what is needed in the organization.

Tools to enhance process performance –Shows how revisiting process effectiveness and auditing process performance is important to sustaining the benefits to the organization. Examining the data resulting from process use and auditing the effectiveness of the process are two improvement assessment methods. Determining what tools and techniques work best for maximum process performance depends on many variables. The following tools and techniques will be discussed:

  • LEAN Six Sigma
  • Capability Maturity Models
  • Process Measurement
  • Process Auditing Techniques
  • Process Data Comparison Techniques

Whole organization involvement – Covers how to engage the key people in the organization, including leadership, in interpreting process performance, resulting data, and the relationship of the process to key measures of organizational goals and objectives. Educating the key people may require briefings, clear definitions of abstract concepts, and report interpretation support. Documents such as process measures data dictionary, user guides, and standard reporting will be discussed.


Gail Borotto, GoalGetters
Gail Borotto, GoalGetters
Gail Borotto has worked with processes for over 29 years defining, and building business and system process infrastructures. She is a certified greenbelt in LEAN Six Sigma and has a MA in Organizational Development and Change Management. She is an authorized SEI CMMI and CMM instructor teaching SEI’s 3 day introduction classes and informally briefing shorter versions. She also conducts upgrade CMMI version training. Gail has trained or briefed in DoD, NASA, CBP, MITRE, and many government contracting organizations such as L3, Northrop Grumman, EIS, and EDS. Gail has participated in SEI CMMI maturity level 2, 3, and 4 appraisals and lead process improvement assessments in commercial organizations. She has also managed process improvement efforts, prepared FSAM architecture business function documents, and conducted business process re-engineering for organizations such as NRC, DoD and commercial organizations.