Global Process Innovations

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About Us

GPI was set up in 2002 originally exclusively to help software development organisations to follow the widely accepted model of best practice as defined by the maturity levels of the SEI-CMMI (Software Engineering Institute - Capability Maturity Model Integrated).
Having helped many large organisations, often through a significant (and painful) change programme, to successfully implement standards and model-based working practices we have made several observations.

Firstly, that the underlying principles of most of the standards and models are similar; the most fundamental being that following consistent ways of doing things within an organisation is essential to business success and excellence.
However the number, detail, jargon and complexity of the standards and models themselves can be confusing and make it difficult for an organisation to identify, prioritise and implement those practices which will have a real impact.
A major problem for those organisations who choose to follow a standard is to avoid a box-ticking mentality where the mechanics of the standard are followed but the spirit is absent; e.g. document review takes place but insufficient attention is paid to the content.

We realised that improvements need to take into account the whole of the business, where the spirit and fundamentals of doing things differently are paramount, where the jargon doesn't get in the way and the changes are purposeful, lasting and relevant.

We decided that a different approach is required. One which:

- takes a
holistic view of the whole business
- implements
standard practices only as required and appropriate to improve the business and to solve acknowledged problems.
- has the
support of managers and practitioners alike because they can see the difference it makes.
- is
not obsessed with standards 'labelling'.

Other issues which we are keen to avoid include:
- where the primary motivation is to obtain the badge of achievement rather than implementing the underlying spirit of the standard.
- where effort of maintaining standards in one level of the organisation are undermined by the lack of standards at other levels or departments - often managerial.
- where the implementations turn out to be sledgehammers to crack nuts.
- where following the standards makes work not saves it.
- where standards only remain in place as long as the manager who mandated them.
- where an organisation has one or more 'standards' related software packages that were bought several years ago at great expense as a 'quick and easy' fix which are no longer used

Traditionally the way of implementing a change programme to introduce a 'standard' in an organisation involves hiring several consultants who take up valuable desk space for months if not years. This marries well with the primary intention of the consultant organisation - to have as many staff on-site for as long as possible.
At worst they are given total responsibility for defining, implementing and maintaining the standard because the current staff are 'too busy'. Then when the money runs out they walk away with all the knowledge and the company gradually slips back to where it all started due to lack of involvement. All that remains, for a short while at least, is the 'badge'.

This is the antithesis of our business model. We advocate a
'learn by doing' philosophy. Our engagement with our customers is to have the 'lightest touch necessary', 'sufficient' to identify the most significant change benefits, transfer knowledge and guide in their implementation. The motivation, impetus and responsibility for the change is in the hands of the customer who implements practices appropriate to them. In this way they are more likely to be relevant and to last.

This minimises consultancy costs for our customers and maximises the number of organisations we can help at any one time.

Shadow to Light


Wood and Trees

Room to Grow

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