The capability maturity model: guidelines for improving the software process
The capability maturity model: guidelines for improving the software process
Electronic workflow for transaction-based work cells in a financial services firm
Proceedings of the 32nd conference on Winter simulation
Simulation with Arena
Simulation Modeling and Analysis
Simulation Modeling and Analysis
Six sigma: enhancing six sigma through simulation with iGrafx process for six sigma
Proceedings of the 33nd conference on Winter simulation
Dow chemical design for six sigma rail delivery project
Proceedings of the 33nd conference on Winter simulation
Use of six sigma to optimize cordis sales administration and order and revenue management process
Proceedings of the 33nd conference on Winter simulation
Perspectives on the Evolution of Simulation
Operations Research
Fixing the emergency department: a transformational journey with EDSIM
WSC '04 Proceedings of the 36th conference on Winter simulation
The application of simulation methodology in a hospital's six sigma project
WSC '05 Proceedings of the 37th conference on Winter simulation
Maximizing hospital finanacial impact and emergency department throughput with simulation
Proceedings of the 39th conference on Winter simulation: 40 years! The best is yet to come
Investigating software process in practice: A grounded theory perspective
Journal of Systems and Software
Applying UML and software simulation for process definition, verification, and validation
Information and Software Technology
Allocating outpatient clinic services using simulation and linear programming
Proceedings of the 40th Conference on Winter Simulation
Estimating patient surge impact on boarding time in several regional emergency departments
Winter Simulation Conference
Decision making support in CMMI process areas using multiparadigm simulation modeling
Proceedings of the Winter Simulation Conference
Improving simulation results with static models
Proceedings of the Winter Simulation Conference
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Simulation and the Capability Maturity Model Integrated (CMMI) are both fundamentally process focused with common objectives. Both are tools used to advance process capabilities and performance. Can organizations apply simulation to their business practices to help them achieve higher levels of CMMI maturity? Which specific Process Areas would simulation add the most value? Simulation projects usually involve development of end-to-end "As-Is" process models. This activity is useful for organizations developing level 3 capabilities where explicit process definitions are necessary. Next, simulation analysts instrument their processes with defined, consistent measurements. These measures usually coincide with the same type of process measures which level 4 organizations use to understand their process and project performance. Finally, the most powerful feature of simulation is testing incremental or transformational changes in "To-Be" models. This feature will add value to level 5 organizations, who continuously anayze the cost/benefits of new technologies and proposed process changes.