That is because the people who staff it (the EPG) are as
unfamiliar with process improvement as everyone else in the organization. If
you decide to staff this group with personnel who have supposedly already
???done??? process improvement somewhere else, make sure they are flexible. Just
because they did it one way at another organization, does not mean that way
will work for you. Please read our Chapter 12 concerning people, roles, and
responsibilities for more hints on how to set up an effective EPG.
Don??™t try to change everything at once. Do a little at a time.
After one or two years on the EPG, rotate some of the members out! You need
new blood, new ways of thinking, new ways of meeting new challenges. Plus,
the members of the EPG are more likely to create and implement usable processes
if they must return to their previous jobs and follow those processes.
Also, we have noticed that once an EPG struggles with creating and implementing
processes, they are reluctant to make changes to them.
n
n n
Understanding Maturity Level 3: Defined n 97
The generic practice that most closely maps to this process area is GP 3.
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