Calidad de los datos - mySAP SCM

El proceso de abastecimiento consta de los siguientes pasos: 1-Determinación de los requerimientos de materiales, 2-Determinación de la fuentes de suministro, 3-Selección del proveedor, 4-Procesamiento de la orden de compra, 5-Monitoreo de la orden de compra, 6-Recepción de bienes, 7-Verificación de la factura, 8-Procesamiento del pago

Cada uno de estos pasos consta de datos que serán ingresados a través de transacciones. El ingreso incorrecto de ciertos datos en las transacciones puede generar graves problemas. Los usuarios del módulo serán los responsables del ingreso de la información.

Dado que la calidad tiene componentes objetivos y subjetivos es necesario catalogar los requisitos de calidad de datos de los usuarios según unas determinadas dimensiones de calidad. Se intenta definir el concepto de calidad de datos y catalogar las dimensiones de calidad en función de unos determinados criterios, como pueden ser el ciclo de vida de los datos o los tipos de investigación realizadas o simplemente la forma en la que se usan los datos. Pero todos están de acuerdo en que la calidad de datos es un concepto multidimensional que comprende distintos aspectos según las necesidades de los consumidores de datos o de los diseñadores de sistemas, y que se justifica por el hecho de la concepción de calidad que aporta ISO.

Las dimensiones de calidad serían: (1) Facilidad de acceso, (2) Cantidad apropiada de datos, (3) Facilidad de compresión, (4) Credibilidad, (5) Disponibilidad temporal, (6) Objetividad, (7) Seguridad, (8) Facilidad de interpretación, (9) Relevancia y (10) Libres de errores.

CAR y OID en CMMi SVC v1.2 (12)

CAUSAL ANALYSIS AND RESOLUTION

El propósito de ‘Causal Analysis and Resolution’ (CAR), perteneciente al Nivel de Madurez 5, es identificar las causas de los defectos u otros problemas y tomar la acción preventiva para que no suceda en un futuro. Esta área de proceso (AP) involucra la identificación y análisis de las causas de los defectos u otros problemas y efectuar las acciones correctivas para eliminar las causas y prevenir la ocurrencia de estos tipos de defectos o problemas en un futuro.

Esta AP mejora la calidad y productividad a través de la prevención de incorporación de defectos y ocurrencia de problemas. Algunos defectos o problemas pueden ser encontrados en otros proyectos. Las actividades de CAR son un mecanismo para comunicar las lecciones aprendidas entre los proyectos. Los tipos de defectos u otros problemas encontrados son analizados para identificar las tendencias. También se determinan las causas raíces de los defectos/problemas y las futuras implicaciones de los defectos. El análisis causal puede ser realizando en base a problemas no relacionados a los defectos.

CAR se relaciona con las siguientes AP: QPM, OID y MA.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Determine Causes of Defects and Problems

SP 1.1 - Select Defects and Problems

1.1.1- Gather relevant defect and problem data. 1.1.2- Determine the defects and problems to be analyzed further

SP 1.2 - Analyze Causes

1.2.1- Conduct causal analysis with those responsible for performing the task 1.2.2- Analyze selected defects and other problems to determine their root causes 1.2.3- Group selected defects and other problems based on their root causes 1.2.4- Propose and document actions to be taken to prevent the future occurrence of similar defects and problems

Productos de trabajo típicos

Defect and problem data selected for further analysis (SP 1.1) Action proposal (SP 1.2) Root cause analysis results (SP 1.2)

SG 2 - Address Causes of Defects and Problems

SP 2.1 - Implement Action Proposals

2.1.1- Analyze action proposals and determine their priorities 2.1.2- Select action proposals to be implemented 2.1.3- Create action items for implementing the action proposals 2.1.4- Identify and remove similar defects and problems that may exist in other processes and work products 2.1.5- Identify and document improvement proposals for the organization’s set of standard processes

SP 2.2 - Evaluate the Effect of Changes

2.2.1- Measure the change in the performance of the project's defined process or of subprocesses as appropriate 2.2.2- Measure the capability of the project's defined process or of subprocesses, as appropriate

SP 2.3 - Record Data

Productos de trabajo típicos

Action proposals selected for implementation (SP 2.1) Improvement proposals (SP 2.1) Measures of performance and performance change (SP 2.2) Causal analysis and resolution records (SP 2.3)

ORGANIZATIONAL INNOVATION AND DEPLOYMENT

El propósito de ‘Organizational Innovation and Deployment’ (OID), perteneciente al Nivel de Madurez 5, es seleccionar y desplegar las mejoras de innovación que permiten mejorar las tecnologías y procesos de la organización. Estas mejoras están asociadas a los objetivos de calidad y de performance del proceso. Estos objetivos incluyen lo siguiente: (1) calidad del producto mejorada, (2) aumento de la productividad, (3) disminución del tiempo del ciclo, (4) mayor satisfacción del cliente o usuario final, (5) disminución del tiempo de entrega y (6) disminución de los tiempos de adaptación de nuevas tecnologías y necesidades del negocio.

OID se relaciona con las siguientes áreas de proceso: DAR, MA, OPP y OT.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Select Improvements

SP 1.1 - Collect and Analyze Improvement Proposals

1.1.1- Collect process- and technology-improvement proposals 1.1.2- Analyze the costs and benefits of process- and technology-improvement proposals as appropriate 1.1.3- Identify the process- and technology-improvement proposals that are innovative 1.1.4- Identify potential barriers and risks to deploying each process- and technology-improvement proposal 1.1.5- Estimate the cost, effort, and schedule required for deploying each process- and technology-improvement proposal. 1.1.6- Select the process- and technology-improvement proposals to be piloted before broadscale deployment. 1.1.7- Document the results of the evaluation of each process- and technology-improvement proposal. 1.1.8- Monitor the status of each process- and technology-improvement proposal.

SP 1.2 - Identify and Analyze Innovations

1.2.1- Analyze the organization's set of standard processes to determine areas in which innovative improvements would be most helpful. 1.2.2- Investigate innovative improvements that may improve the organization's set of standard processes. 1.2.3- Analyze potential innovative improvements to understand their effects on process elements and predict their influence on the process. 1.2.4- Analyze the costs and benefits of potential innovative improvements 1.2.5- Create process- and technology-improvement proposals for those innovative improvements that would result in improving the organization's processes or technologies 1.2.6- Select the innovative improvements to be piloted before broadscale deployment. 1.2.7- Document results of evaluations of innovative improvements

SP 1.3 - Pilot Improvements

1.3.1- Plan the pilots. 1.3.2 - Review and get relevant stakeholder agreement on plans for the pilots. 1.3.3- Consult with and assist those performing the pilots. 1.3.4- Perform each pilot in an environment that is characteristic of the environment present in a broadscale deployment. 1.3.5- Track pilots against their plans. 1.3.6- Review and document the results of pilots.

SP 1.4 - Select Improvements for Deployment

1.4.1- Prioritize candidate process and technology improvements for deployment. 1.4.2- Select the process and technology improvements to be deployed 1.4.3- Determine how each process and technology improvement will be deployed 1.4.4- Document the results of the selection process.

Productos de trabajo típicos

Analyzed process- and technology-improvement proposals (SP 1.1) Candidate innovative improvements (SP 1.2) Analysis of proposed innovative improvements (SP 1.2) Pilot evaluation reports (SP 1.3) Documented lessons learned from pilots (SP 1.3) Process and technology improvements selected for deployment (SP 1.4)

SG 2 - Deploy Improvements

SP 2.1- Plan the Deployment

2.1.1- Determine how each process and technology improvement must be adjusted for organization-wide deployment. 2.1.2- Determine the changes needed to deploy each process and technology improvement. 2.1.3- Identify strategies to address potential barriers to deploying each process and technology improvement 2.1.4- Establish measures and objectives for determining the value of each process and technology improvement with respect to the organization’s quality and process-performance objectives 2.1.5- Document the plans for deploying selected process and technology improvement 2.1.6- Review and get agreement with relevant stakeholders on the plans for deploying selected process and technology improvement 2.1.7- Revise the plans for deploying selected process and technology improvement as necessary

SP 2.2 - Manage the Deployment

2.2.1- Monitor the deployment of process and technology improvements using the deployment plans. 2.2.2- Coordinate the deployment of process and technology improvements across the organization. 2.2.3- Quickly deploy process and technology improvements in a controlled and disciplined manner as appropriate. 2.2.4- Incorporate process and technology improvements into organizational process assets as appropriate. 2.2.5- Coordinate the deployment of process and technology improvements into the projects' defined processes as appropriate. 2.2.6- Provide consulting, as appropriate, to support deployment of process and technology improvements. 2.2.7- Provide updated training materials to reflect the improvements to organizational process assets. 2.2.8- Confirm that the deployment of all process and technology improvements is completed 2.2.9- Determine whether the ability of the defined process to meet quality and process-performance objectives is adversely affected by the process and technology improvement, and take corrective action as necessary. 2.2.10- Document and review results of process- and technology-improvement deployment

SP 2.3 - Measure Improvement Effects

2.3.1- Measure the actual cost, effort, and schedule for deploying each process and technology improvement. 2.3.2- Measure the value of each process and technology improvement. 2.3.3- Measure the progress toward achieving the organization's quality and process-performance objectives. 2.3.4- Analyze the progress toward achieving the organization's quality and process-performance objectives and take corrective action as needed. 2.3.5- Store the measures in the organization’s measurement repository.

Productos de trabajo típicos

Deployment plans for selected process and technology improvements (SP 2.1) Updated training materials (SP 2.2) Documented results of process- and technology-improvement deployment activities (SP 2.2) Revised process- and technology-improvement measures, objectives, priorities, and deployment plans (SP 2.2) Documented measures of the effects resulting from the deployed process and technology improvements (SP 2.3)

OPP y QPM en CMMi SVC v1.2 (11)

ORGANIZATIONAL PROCESS PERFORMANCE

El propósito de ‘Organization Process Performance’ (OPP), perteneciente al Nivel de Madurez 4, es establecer y mantener un entendimiento cuantitativo del performance del conjunto de procesos estándares de la organización, de acuerdo a los objetivos de calidad y de performance del proceso. Esta área de proceso tiene el propósito de suministrar datos acerca del performance del proceso, líneas de base y modelos para administrar cuantitativamente los proyectos de la organización.

El performance del proceso es una medida de los resultados actuales logrados por un proceso. El performance del proceso está caracterizado por las mediciones del proceso (esfuerzo, tiempo del ciclo, eficacia en la eliminación de defectos, etc.) y del producto (confiabilidad, densidad del defecto, capacidad, tiempo de respuesta y costo).

Las mediciones de la organización consisten de mediciones de proceso y producto que pueden ser usadas para caracterizar el performance actual de los procesos de los proyectos de la organización.

Los modelos de performance del proceso son usados para representar el performance actual y pasado del proceso; y predecir los futuros resultados del proceso. OPP se relaciona con las siguientes áreas de proceso: CAM, SSM, MA y QPM.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Establish Performance Baselines and Models

SP 1.1 - Select Processes

SP 1.2 - Establish Process Performance Measures

1.2.1- Determine which of the organization’s business objectives for quality and process performance should be addressed by the measures. 1.2.2- Select measures that provide appropriate insight into the organization’s quality and process performance 1.2.3- Incorporate selected measures into the organization’s set of common measures. 1.2.4- Revise the set of measures as necessary

SP 1.3 - Establish Quality and Process-Performance Objectives

1.3.1- Review the organization’s business objectives related to quality and process performance 1.3.2- Define the organization’s quantitative objectives for quality and process performance 1.3.3- Define the priorities of the organization’s objectives for quality and process performance. 1.3.4- Review, negotiate, and obtain commitment for the organization’s quality and process-performance objectives and their priorities from relevant stakeholders. 1.3.5- Revise the organization’s quantitative objectives for quality and process performance as necessary.

SP 1.4 - Establish Process Performance Baselines

1.4.1- Collect measurements from the organization’s projects. 1.4.2- Establish and maintain the organization’s process-performance baselines from collected measurements and analyses 1.4.3- Review and get agreement with relevant stakeholders about the organization's process-performance baselines. 1.4.4- Make the organization's process-performance information available across the organization in the organization's measurement repository. 1.4.5- Compare the organization’s process-performance baselines to associated objectives. 1.4.6- Revise the organization’s process-performance baselines as necessary.

SP 1.5 - Establish Process Performance Models

1.5.1- Establish process-performance models based on the organization’s set of standard processes and the organization’s process-performance baselines. 1.5.2- Calibrate process-performance models based on the organization’s past results and current needs. 1.5.3- Review process-performance models and get agreement with relevant stakeholders. 1.5.4- Support the projects’ use of the process-performance models. 1.5.5- Revise process-performance models as necessary.

Productos de trabajo típicos

List of processes or subprocesses identified for process-performance analyses (SP 1.1) Definitions of selected measures of process performance (SP 1.2) Organization's quality and process-performance objectives (SP 1.3) Baseline data on the organization’s process performance (SP 1.4) Process-performance models (SP 1.5)

QUANTITATIVE PROJECT MANAGEMENT

El propósito de ‘Quantitative Project Management’ (QPM), perteneciente al Nivel de Madurez 4, es administrar cuantitativamente el proceso definido del proyecto para lograr los objetivos de performance del proceso y de calidad.

Para la implementación de esta área de proceso, la organización debe tener un conjunto de procesos estándar establecidos y relacionado a las ventajas del proceso organizacional, así como repositorio de las mediciones realizadas. El proceso definido del proyecto es un conjunto de subprocesos que forman una estructura de actividades del proyecto.

El performance del proceso es una medición de los resultados logrados del actual proceso. Este performance está caracterizado por mediciones de proceso (p.e esfuerzo, tiempo del ciclo y eficacia en la eliminación de defectos) y mediciones de producto (p.e confiabilidad, densidad del defecto y tiempo de respuesta).

QPM se relaciona con las siguientes áreas de proceso: CAM, SSM, CAR, IPM, MA, OID, OPD, OPP y PMC.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Quantitatively Manage the Project

SP 1.1 - Establish the Project’s Objectives

1.1.1- Review the organization's objectives for quality and process performance 1.1.2- Identify the quality and process performance needs and priorities of the customer, suppliers, end users, and other relevant stakeholders. 1.1.3- Identify how quality and process performance is to be measured. 1.1.4- Define and document measurable quality and process-performance objectives for the project. 1.1.5- Derive interim objectives for each lifecycle phase, as appropriate, to monitor progress toward achieving the project’s objectives. 1.1.6- Resolve conflicts among the project’s quality and process-performance objectives 1.1.7- Establish traceability to the project’s quality and process-performance objectives from their sources. 1.1.8- Define and negotiate quality and process-performance objectives for suppliers 1.1.9- Revise the project’s quality and process-performance objectives as necessary

SP 1.2 - Compose the Defined Process

1.2.1- Establish the criteria to use in identifying which subprocesses are valid candidates for use. 1.2.2- Determine whether the subprocesses that are to be statistically managed, and were obtained from organizational process assets are suitable for statistical management 1.2.3- Analyze the interaction of subprocesses to understand relationships among subprocesses and measured attributes of the subprocesses. 1.2.4- Identify the risk when no subprocess is available that is known to be capable of satisfying quality and process-performance objectives

SP 1.3 - Select Subprocesses to be Statistically Managed

1.3.1- Identify which of the project’s quality and process-performance objectives will be statistically managed. 1.3.2- Identify criteria to be used in selecting subprocesses that are the main contributors to achieving identified quality and process-performance objectives and for which predictable performance is important. 1.3.3- Select subprocesses to be statistically managed using selection criteria. 1.3.4- Identify product and process attributes of selected subprocesses to be measured and controlled.

SP 1.4 - Manage Project Performance

1.4.1- Periodically review the performance and capability of each subprocess selected to be statistically managed to appraise progress toward achieving the project’s quality and process-performance objectives. 1.4.2- Periodically review actual results achieved against established interim objectives for each phase of the project lifecycle to appraise progress toward achieving the project’s quality and process-performance objectives 1.4.3- Track suppliers results for achieving their quality and process-performance objectives. 1.4.4- Use process-performance models calibrated with obtained measures of critical attributes to estimate progress toward achieving the project’s quality and process-performance objectives. 1.4.5- Identify and manage risks associated with achieving the project’s quality and process-performance objectives. 1.4.6- Determine and document actions needed to address deficiencies in achieving the project’s quality and process-performance objectives.

Productos de trabajo típicos

The project’s quality and process-performance objectives (SP 1.1) Criteria used to identify which subprocesses are valid candidates for inclusion in the project’s defined process (SP 1.2) Candidate subprocesses for inclusion in the project’s defined process (SP 1.2) Subprocesses to be included in the project’s defined process (SP 1.2) Identified risks when selected subprocesses lack a process-performance history (SP 1.2)

Quality and process-performance objectives to be addressed by statistical management (SP 1.3) Criteria used in selecting which subprocesses will be statistically managed (SP 1.3) Subprocesses to be statistically managed (SP 1.3) Identified process and product attributes of selected subprocesses that should be measured and controlled (SP 1.3)

Estimates (predictions) of the achievement of the project’s quality and process-performance objectives (SP 1.4) Documentation of risks in achieving the project’s quality and process-performance objectives (SP 1.4) Documentation of actions needed to address deficiencies in achieving project objectives (SP 1.4)

SG 2 - Statistically Manage Subprocess Performance

SP 2.1 - Select Measures and Analytic Techniques

2.1.1- Identify common measures from the organizational process assets that support statistical management. 2.1.2- Identify additional measures that may be needed for this instance to cover critical product and process attributes of the selected subprocesses. 2.1.3- Identify the measures that are appropriate for statistical management. 2.1.4- Specify the operational definitions of measures, their collection points in subprocesses, and how the integrity of measures will be determined. 2.1.5- Analyze the relationship of identified measures to the objectives of the organization and its projects, and derive objectives that state target measures or ranges to be met for each measured attribute of each selected subprocess. 2.16- Instrument the organizational or project support environment to support collection, derivation, and analysis of statistical measures. 2.17- Identify appropriate statistical analysis techniques that are expected to be useful in statistically managing the selected subprocesses. 2.1.8- Revise the measures and statistical analysis techniques as necessary.

SP 2.2 - Apply Statistical Methods to Understand Variation

2.2.1- Establish trial natural bounds for subprocesses having suitable historical performance data 2.2.2- Collect data, as defined by the selected measures, on subprocesses as they execute 2.2.3- Calculate the natural bounds of process performance for each measured attribute 2.2.4- Identify special causes of variation 2.2.5- Analyze special causes of process variation to determine the reasons why the anomaly occurred 2.2.6- Determine the corrective action to be taken when special causes of variation are identified 2.2.7- Recalculate natural bounds for each measured attribute of the selected subprocesses as necessary

SP 2.3 - Monitor the Performance of Selected Subprocesses

2.3.1- Compare quality and process-performance objectives to the natural bounds of the measured attribute. 2.3.2- Monitor changes in quality and process-performance objectives and the process capability of the selected subprocess. 2.3.3- Identify and document deficiencies in subprocess capability. 2.3.4- Determine and document actions needed to address deficiencies in subprocess capability.

SP 2.4 - Record Statistical Management Data

Productos de trabajo típicos

Definitions of measures and analytic techniques to be used to statistically manage subprocesses (SP 2.1) Operational definitions of measures, their collection points in subprocesses, and how the integrity of measures will be determined (SP 2.1) Traceability of measures back to the project’s quality and process-performance objectives (SP 2.1) Instrumented organizational support environment that support automatic data collection (SP 2.1)

Collected measurements (SP 2.2) Natural bounds of process performance for each measured attribute of each selected subprocess (SP 2.2) Process performance compared to the natural bounds of process performance for each measured attribute of each selected subprocess (SP 2.2)

Natural bounds of process performance for each selected subprocess compared to its established (derived) objectives (SP 2.3) The process capability of each subprocess (SP 2.3) The actions needed to address deficiencies in the process capability of each subprocess (SP 2.3) Statistical and quality management data recorded in the organization’s measurement repository (SP 2.4)

Kaizen - mySAP SCM

La estrategia de Kaizen es el concepto de mayor importancia en la administración japonesa- la clave del éxito competitivo japonés. Los dos pilares que sustentan Kaizen son los equipos de trabajo y la ingeniería industrial, que se emplean para mejorar los procesos productivos. De hecho, Kaizen se enfoca a la gente y a la estandarización de los procesos. Su práctica requiere de un equipo integrado por personal de producción, mantenimiento, calidad, ingeniería, compras y demás empleados que el equipo considere necesario.

Kaizen significa “mejoramiento continuo” como un todo en la vida personal, hogareña, social y en el trabajo. Esto se encuentra en la industria, en la agricultura, en el gobierno, en la educación o en su propia vida personal.

Los objetivos de Kaizen son: (1) Reducir las pérdidas, (2) Mejorar la calidad, (3) Reducir los tiempos de entrega, (4) Aumentar la satisfacción del trabajador y (5) Aumentar la satisfacción del cliente

Kaizen es una propuesta de equipo orientada a resultados y que permite un rápido mejoramiento continuo. La aplicación de Kaizen implica que los empleados realicen mejoramientos dentro de un área o proyecto específico de manera inmediata. A través de esta participación, los empleados obtienen conocimientos y entienden las herramientas de Kaizen y aprenden cómo implementarlas para así dar a la compañía un marco competitivo con mayores beneficios económicos.

El Modelo de implementación de Kaizen está organizado en 4 etapas:

Etapa 1 – Inicio y Demostración de la propuesta Kaizen: Crear la estrategia, visión y estructura organizacional para implementar el proceso Kaizen. Esta etapa se caracteriza por un gran y significativo mejoramiento en las áreas del modelo.

Etapa 2 – Modelizar y practicar el proceso Kaizen: Desarrollar áreas piloto dentro de los modelos de clase mundial a ser imitados por otras áreas. Alinear e integrar las estructuras y metas de la organización con el proceso Kaizen. Durante esta etapa, el proceso traslada los eventos de alto nivel de mejoramiento a una cultura sostenida del mejoramiento continuo.

Etapa 3 – Estandarizar y Ampliar el proceso de Kaizen: Ampliar el proceso Kaizen estandarizado a todos los sistemas y niveles de la organización. Alinear e integrar las estructuras y metas de la organización al proceso Kaizen.

Etapa 4 –Sistematizar el proceso Kaizen: Difundir el proceso Kaizen en todas las partes de la organización, incluyendo vendedores y distribuidores. Kaizen impacta en los elementos estratégicos de una organización. La capacidad de la organización de responder a las demandas competitivas se reafirma en forma constante.

Todo lo mencionado anteriormente puede ser aplicado al proceso de abastecimiento, el cual consta de los siguientes pasos: 1-Determinación de los requerimientos de materiales, 2-Determinación de la fuentes de suministro, 3-Selección del proveedor, 4-Procesamiento de la orden de compra, 5-Monitoreo de la orden de compra, 6-Recepción de bienes, 7-Verificación de la factura, 8-Procesamiento del pago

Cada uno de estos puede ser analizado, cambiado y/o mejorado para de esta forma contribuir a los objetivos de la empresa. Este mejoramiento puede incluir añadir nuevas aplicaciones a las existentes en módulo MM.

Stock especiales externos - mySAP SCM

Se tienen stocks especiales externos pertenecientes a un proveedor o cliente que se almacenan en su empresa. En el Sistema están disponibles los siguientes tipos de stocks especiales externos: (1) Consignación en proveedor, (2) Embalaje retornable para transporte, (3) Stock para pedido de cliente y (4) Stock para proyecto. Puesto que estos stocks especiales están ubicados en su propia empresa, se gestionan a nivel de almacén.

Estos stocks especiales pueden asignarse a tres tipos de stocks diferentes: (1) Stock de libre utilización, (2) Stock en control de calidad y (3) Stock bloqueado Todos los tipos de stocks pueden inventariarse.

Consignación en proveedor

Este tipo de stocks comprende material en consignación perteneciente al proveedor que se almacena en sus dependencias. Los stocks de artículos en consignación del proveedor están disponibles para la planificación de necesidades de material.

Embalaje retornable para transporte

Medio de embalaje retornable (como palets o containers) con el que pueden transportarse las mercancías entre proveedores y clientes. Al ser propiedad del proveedor, no está incluido en el stock valorado del cliente.

Stock para pedido de cliente

Es el stock que se utiliza para un pedido de cliente. Se asigna directamente a un pedido de cliente. Los componentes sólo pueden utilizarse para fabricar material solicitado por el cliente y sólo puede entregarse el producto terminado al cliente mediante un pedido de cliente.

Stock para proyecto

Es la cantidad de un material que se retiene en stock para la conclusión de un proyecto. El stock para proyecto se asigna a un elemento del plan de la estructura del proyecto (elemento PEP). Los componentes sólo pueden retirarse para ese elemento PEP.

SST y SSM en CMMi SVC V1.2 (10)

SERVICE SYSTEM TRANSITION

El propósito de ‘Service System Transition’ (SST), perteneciente al Nivel de Madurez 3, es realizar componentes nuevos o actualizados del sistema de servicio mientras se administra su efecto en el suministro del servicio. Esta área de proceso trata todos los aspectos de planificación, comunicación, manejo, despliegue y confirmación que los componentes del sistema de servicio realizan en la transición al ambiente de suministro. El alcance de esta área de proceso abarca los nuevos componentes y los cambios de los existentes.

Los aspectos críticos de una transición de sistema de servicio incluye lo siguiente: (1) Control de la configuración de los componentes del sistema de servicio, (2) Administración de las interfaces internas y externas, (3) Despliegue de los componentes del sistema de servicio en el ambiente de entrega, (4) Aceptación de las partes interesadas de los componentes nuevos o revisados del sistema de servicio y (5) Administración de los impactos de la transición.

SST se relaciona con las siguientes áreas de proceso: IRP, SC, SD, SSD, CAR y CM.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 – Prepare the Service System Transition

SP 1.1 – Analyze Service System Transition Needs

1.1.1- Establish a baseline of the current service system, if it has not been done previously. 1.1.2-Analyze the current service system as it operates within the current delivery environment. 1.1.3- Analyze the service system components that are proposed for transition (e.g., the post-transition or to-be service system) for potential compatibility, functionality, or interface issues. 1.1.4- Identify and mitigate potential issues.

SP 1.2 – Develop Service System Transition Plans

1.2.1- Define the deployment approach for each specific service system transition 1.2.2- Determine the cost, resources, and schedule required for transition of the service system to a new or changed operational state 1.2.3- Identify relevant stakeholders for transition activities. 1.2.4- Develop a service system transition plan. 1.2.5- Obtain stakeholder commitment to the plan 1.2.6- Establish a baseline of the transition plan. 1.2.7- If new or significantly changed essential functions are part of a transition, ensure that the service continuity plan is refreshed to include the new functionality.

SP 1.3 – Prepare Stakeholders for Changes

1.3.1- Establish and maintain a transition notification strategy. 1.3.2- Implement the notification strategy to keep relevant stakeholders informed about scheduled changes in services and service availability during the transition. 1.3.3- Establish and maintain a transition training strategy. 1.3.4- Implement the training strategy.

Productos de trabajo típicos

Compatibility analysis of current and post-transition service systems (SP 1.1) Issues to be addressed and risks to be mitigated associated with the transition (SP 1.1) Plans for service system transition (SP 1.2) Transition notification strategy (SP 1.3) Transition training strategy (SP 1.3)

SG 2 – Deploy the Service System

SP 2.1 – Deploy Service System Components

2.1.1- Confirm that service system components to be deployed are placed under configuration control as appropriate 2.1.2- Install the service system into the delivery environment. 2.1.3- Validate service system components in the delivery environment. 2.1.4- In the case of service system component retirement, archive the service system components appropriately and remove them from the delivery environment

SP 2.2 – Assess and Control the Impact of the Transition

2.2.1- Use data gathering methods to obtain input from relevant stakeholders about the deployment 2.2.2- Proactively communicate information about deployment impacts 2.2.3- For significant impacts, refer to the tactical plan for details about how and when deployment backout or rollback should be performed. 2.2.4- Continue to assess and control impacts until deployment issues are resolved. 2.2.5- Conduct a post-deployment review.

Productos de trabajo típicos

Installation records (SP 2.1) Deployment evaluation artifacts (SP 2.1) Post deployment review (SP 2.2) Deployment assessment artifacts (SP 2.2)

STRATEGIC SERVICE MANAGEMENT

El propósito de ‘Strategic Service Management’ (SSM), perteneciente al Nivel de Madurez 3, es establecer y mantener servicios estándares que se correspondan con las necesidades estratégicas y planes. Esta área de proceso tiene como objetivo tener información necesaria para la toma de decisiones estratégicas acerca del conjunto de servicio estándares que tiene la organización. Los servicios estándares son descriptos en un catálogo que está orientado a las necesidades de información de los clientes.

SST se relaciona con las siguientes áreas de proceso: IRP, SD, SSD, OPD, PMC y REQM Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 – Establish Strategic Needs and Plans for Standard Services

SP 1.1 – Gather and Analyze Relevant Data

1.1.1 - Gather and analyze data on the organization’s capabilities. 1.1.2 - Gather and analyze data on the organization’s strategic needs. 1.1.3 - Describe the organization’s capabilities and strategic needs. 1.1.4 - Communicate the descriptions to relevant stakeholders

SP 1.2 – Establish Plans for Standard Services

1.2.1 - Confirm strategic business objectives 1.2.2 -Recommend requirements for standard services based on strategic business objectives, the organization’s capabilities, and strategic needs. 1.2.3 - Identify needed actions on standard services 1.2.4 - Review and get agreement from relevant stakeholders on the standard services to be established and maintained

Productos de trabajo típicos

Analyzed data on the organization’s capabilities (SP 1.1) Analyzed data on strategic needs (SP 1.1) Descriptions of the organization’s capabilities (SP 1.1) Descriptions of strategic needs (SP 1.1)

Descriptions of strategic business objectives (SP 1.2) Prospective service descriptions (SP 1.2) Analysis of service system needs (SP 1.2) Decision or approval packages for selected services (SP 1.2) Plans for standard services (SP 1.2)

SG 2 – Establish Standard Services

SP 2.1 – Establish Properties of Standard Services and Service Levels

2.1.1 - Select standard services 2.1.2 - Specify the critical attributes of each service 2.1.3 - Determine common and variable parts of standard services. 2.1.4 - Organize services into service lines as needed 2.1.5 - Define service levels. 2.1.6 - Establish tailoring criteria as appropriate

SP 2.2 – Establish Descriptions of Standard Services

2.2.1 - Develop the descriptions of standard services for all relevant users 2.2.2 - Conduct peer reviews on the descriptions with relevant stakeholders. 2.2.3 - Revise the descriptions as necessary. 2.2.4 - Store the descriptions in a location and medium where all intended users have access

Productos de trabajo típicos

Critical attributes of standard services (SP 2.1) Organization’s set of standard service levels (SP 2.1) Templates for service level agreements (SLAs) (SP 2.1) Tailoring criteria (SP 2.1) Common and variable parts of standard services (SP 2.1) Grouping of services into service lines (SP 2.1)

Descriptions of services (SP 2.2) Service catalog or menu (SP 2.2) Adjunct materials such as instructions for delivery staff, sales force instructions, proposal and pricing information, and contracting information (SP 2.2)

SC y SSD en CMMI SVC V1.2 (9)

SERVICE CONTINUITY

El propósito de ‘Service Continuity’ (SC), perteneciente al Nivel de Madurez 3, es establecer y mantener planes para asegurar la continuidad de los servicios durante la irrupción de las operaciones. La continuidad del servicio es el proceso que consiste en preparar la mitigación de irrupciones en la entrega del servicio. Las practicas de esta área de proceso describen como preparar los sistemas de servicios y los recursos para asegurar un nivel crítico mínimo del servicio pueda continuar si se produce un riesgo significativo.

Esta área de proceso se puede aplicar a nivel organizacional y a nivel proyecto. La irrupción de un servicio es una situación que involucra un evento que hace imposible que el proveedor del servicio realice su negocio.

SC abarca el desarrollo, prueba y mantenimiento de los planes de continuidad del servicio. SC se relaciona con las siguientes áreas de proceso: SD, DAR, OT, PP y RSKM.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 – Identify Essential Service Dependencies

SP 1.1 - Identify and Prioritize Essential Functions

1.1.1- Identify and prioritize the essential services of the organization. 1.1.2- Identify the essential functions on which services rely. 1.1.3- Analyze the criticality of providing those functions and the impact to services if the essential functions cannot be performed. 1.1.4- Prioritize the list of essential functions that must be provided despite a significant disruption.

SP 1.2 - Identify and Prioritize Essential Resources

1.2.1- Identify and document internal and external dependencies. 1.2.2- Identify and document key personnel and their roles in relation to service delivery. 1.2.3- Identify and document organizational and relevant stakeholder responsibilities. 1.2.4- Identify and document resources required by essential functions to ensure continuity. 1.2.5- Prioritize resources based on an evaluation of impact from their loss or from lack of access. 1.2.6- Ensure safety provisions are made for personnel, both internal and external, within the delivery environment and for organizational supporting functions. 1.2.7- Ensure that records and databases are protected, accessible, and usable in an emergency.

Productos de trabajo típicos

A business impact analysis (SP 1.1) Orders of succession (SP 1.2) Delegations of authority (SP 1.2) Directory of critical personnel with contact information (SP 1.2) Data and systems required to support identified essential service functions (SP 1.2) Records of service agreements and contracts (SP 1.2) Records of legal operating charters (e.g., articles of incorporation, authorization by local, state, or national government agencies) (SP 1.2) Personnel benefit balances, payroll, and insurance records (SP 1.2) List of internal and external resources required (SP 1.2) List of dependencies and interdependencies of resources (SP 1.2)

SG 2 – Prepare for Service Continuity

SP 2.1 – Establish Service Continuity Plans

2.1.1- Identify and document threats and vulnerabilities to ongoing service delivery. 2.1.2- Document the service continuity plan. 2.1.3- Review the service continuity plan with relevant stakeholders 2.1.4- Ensure that secure storage and access methods exist for the service continuity plan and critical information and functions needed to implement the plan. 2.1.5- Ensure that vital data and systems are adequately protected. 2.1.6- Document the acceptable service level agreed to by the customer for when a shift between the normal delivery environment and the recovery environment (e.g., site affected by disruption, alternate site) is necessary. 2.1.7- Plan for returning to normal working conditions. 2.1.8- Develop procedures for implementing the service continuity plan. 2.1.9- Revise the service continuity plan as necessary.

SP 2.2 – Establish Service Continuity Training

2.2.1- Develop a strategy for conducting service continuity training. 2.2.2- Develop and document service continuity training for each category of threat and vulnerability to service delivery. 2.2.3- Review service continuity training material with relevant stakeholders 2.2.4- Revise the training material as needed to reflect changes in the service continuity plan and feedback on training effectiveness.

SP 2.3 – Provide and Evaluate Service Continuity Training

2.3.1- Deliver training that covers the execution of the service continuity plan to appropriate personnel. 2.3.2- Maintain records of those who successfully complete service continuity training. 2.3.3- Solicit feedback on how well service continuity training prepared those who will execute the service continuity plan. 2.3.4- Analyze training feedback and document suggested improvements to the service continuity plan and service continuity training.

Productos de trabajo típicos

Formal statement of who has the authority to initiate and execute the service continuity plan (SP 2.1) List of communication mechanisms needed to initiate the execution of the service continuity plan (SP 2.1) List of threats and vulnerabilities that could impede the ability of the organization to deliver services (SP 2.1) List of alternate resources and locations that support the organization’s essential functions (SP 2.1) Documentation of the recovery sequence (SP 2.1) List of key personnel’s roles and responsibilities (SP 2.1) List of stakeholders and the methods used for communicating with them (SP 2.1) Documented methods for handling security-related material, as appropriate (SP 2.1)

Service continuity training material (SP 2.2) Training records (SP 2.3) Evaluations of training effectiveness by students and training specialists (SP 2.3) Suggested improvements to the service continuity plan (SP 2.3)

SG 3 – Verify and Validate the Service Continuity Plan

SP 3.1 – Prepare for the Verification and Validation of the Service Continuity Plan

3.1.1- Develop a plan for conducting service continuity verification and validation. 3.1.2- Review with relevant stakeholders the verification and validation plan, including evaluation methods and the environments and other resources that will be needed. 3.1.3- Determine the procedures and criteria for verification and validation of the service continuity plan. 3.1.4- Identify changes to the service continuity plan from the preparation for verification and validation.

SP 3.2 Verify and Validate the Service Continuity Plan

Prepare the environment to conduct verification and validation. 2. Conduct verification and validation of the service continuity plan. 3. Record the results of verification and validation activities

SP 3.3 - Analyze Results of Verification and Validation

3.3.1- Compare actual to expected results of service continuity plan verification and validation. 3.3.2- Evaluate whether restoration to agreed service levels or some other planned state was achieved or not. 3.3.3- Document recommendations for improving the service continuity plan. 3.3.4- Document recommended improvements to the verification and validation of the service continuity plan. 3.3.5- Collect improvement proposals for services or service system components as appropriate based on the analyses of results. 3.3.6- Provide information on how defects can be resolved (including verification methods, criteria, and the verification environment) and initiate corrective action.

Productos de trabajo típicos

Verification and validation plan for assuring service continuity (SP 3.1) Evaluation methods used for verification and validation (SP 3.1) Description of environments necessary to conduct verification and Validation (SP 3.1) Verification and validation procedures (SP 3.1) Criteria for what constitutes successful verification and validation (SP 3.1)

Roster of personnel and stakeholders involved in service continuity verification and validation (SP 3.2) Results of service continuity plan verification and validation (SP 3.2)

Verification and validation analysis reports (SP 3.3) Improvement recommendations for the service continuity plan (SP 3.3) Verification and validation improvement recommendations (SP 3.3)

SERVICE SYSTEM DEVELOPMENT

El propósito de ‘Service System Development’ (SSD), perteneciente al Nivel de Madurez 3, es analizar, diseñar, desarrollar, verificar y validar los sistemas de servicios, incluyendo los componentes del servicio, para satisfacer los acuerdos de servicio actuales y anticipados.Esta área de proceso es aplicable a todos los aspectos de un sistema de servicio. Se puede aplicar a nuevos sistemas de servicios y a cambios de los sistemas de servicios actuales.

Un sistema de servicio es una combinación integrada e interdependiente de los componentes del sistema de servicio que satisface los requerimientos de las partes interesadas.

Un componente de sistema de servicio es un proceso, producto de trabajo, persona, producto, cliente u otro recurso necesario para que el sistema de servicio tenga valor. SSD se relaciona con las siguientes áreas de proceso: SD, SST, SSM, DAR, OID y REQM.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 – Develop and Analyze Stakeholder Requirements

SP 1.1 – Develop Stakeholder Requirements 1.1.1- Engage relevant stakeholders using methods for eliciting needs, expectations, constraints, and external interfaces. 1.1.2- Transform stakeholder needs, expectations, constraints, and interfaces into stakeholder requirements 1.1.3- Define constraints for verification and validation

SP 1.2 – Develop Service System Requirements

1.2.1- Develop requirements and express them in the terms necessary for service and service system design. 1.2.2- Derive requirements that result from solution selections and design decisions. 1.2.3- Establish and maintain relationships among requirements for consideration during change management and requirements allocation. 1.2.4- Allocate the requirements to service system components. 1.2.5- Identify interfaces both external and internal to the service system. 1.2.6- Develop requirements for the identified interfaces.

SP 1.3 – Analyze and Validate Requirements

1.3.1- Develop operational concepts and scenarios that include functionality, performance, maintenance, support, and disposal as appropriate 1.3.2- Develop a detailed operational concept that defines the interaction of the service system, end users, and the environment, and that satisfies operational, maintenance, support, and disposal needs. 1.3.3- Establish and maintain a definition of required functionality. 1.3.4- Analyze requirements to ensure that they are necessary, sufficient, and balance stakeholder needs and constraints. 1.3.5- Validate requirements to ensure the resulting service system will perform as intended in the user’s environment

Productos de trabajo típicos

Customer requirements (SP 1.1) End-user requirements (SP 1.1) Customer and end-user constraints on the conduct of verification and validation (SP 1.1) Staffing level constraints Evaluation (SP 1.1)

Derived requirements with relationships and priorities (SP 1.2) Service requirements (SP 1.2) Service system requirements (SP 1.2) Requirement allocations (SP 1.2) Design constraints (SP 1.2) Interface requirements (SP 1.2) Skill-level requirements (SP 1.2)

Operational concepts, use cases, activity diagrams, and timeline scenarios (SP 1.3) Service system and service system component installation, training, operational, maintenance, support, and disposal concepts (SP 1.3) New requirements (SP 1.3) Functional architecture (SP 1.3) Requirements defects reports and proposed changes to resolve (SP 1.3) Assessment of risks related to requirements (SP 1.3) Record of analysis methods and results (SP 1.3)

SG 2 – Develop Service System

SP 2.1 – Select Service System Solutions

2.1.1- Establish defined criteria for selection. 2.2.2- Develop alternative solutions. 2.2.3- Select the service system solutions that best satisfy the criteria established

SP 2.2 – Develop the Design

2.2.1- Develop a design for the service system 2.2.2- Ensure that the design adheres to allocated requirements 2.2.3- Document the design 2.2.4- Design interfaces for the service system components using established criteria 2.2.5- Evaluate whether the components of the service system should be developed, purchased, or reused based on established criteria

SP 2.3 – Ensure Interface Compatibility

2.3.1- Review interface descriptions for coverage and completeness. 2.3.2- Manage internal and external interface definitions, designs, and changes for service system components.

SP 2.4 – Implement the Service System Design

2.4.1- Use effective methods to implement the service system design. 2.4.2- Adhere to applicable standards and criteria. 2.4.3- Conduct peer reviews of selected service system components. 2.4.4- Perform standalone testing of service system components as appropriate. 2.4.5- Revise the service system as necessary

SP 2.5 – Integrate Service System Components

2.5.1- Ensure the readiness of the integration environment. 2.5.2- Confirm that each service system component required for integration has been properly identified, functions according to its description, and that all interfaces comply with their interface descriptions. 2.5.3- Evaluate the assembled service system for interface compatibility, functionality, and performance.

Productos de trabajo típicos

Alternative solution screening criteria (SP 2.1) Selection criteria (SP 2.1) Service system component selection decisions and rationale (SP 2.1) Documented relationships between requirements and service system components (SP 2.1) Documented solutions, evaluations, and rationale (SP 2.1)

Service system architecture (SP 2.2) Service system component and consumable designs (SP 2.2) Skill descriptions and details of the staffing solution (e.g., allocated from available staff, hired as permanent or temporary staff) (SP 2.2) Interface design specifications and control documents (SP 2.2) Criteria for design and service system component reuse (SP 2.2) Results of make-or-buy analyses (SP 2.2)

Categories of interfaces with lists of interfaces per category (SP 2.3) Table or mapping of interface relationships among service system components and the external environment (SP 2.3) List of agreed interfaces defined for each pair of service system components when applicable (SP 2.3) Reports from meetings of the interface control working group (SP 2.3) Action items for updating interfaces (SP 2.3) Updated interface description or agreement (SP 2.3)

Implemented service system components (SP 2.4) Training materials (SP 2.4) User, operator, and maintenance manuals (SP 2.4) Procedure descriptions (SP 2.4) Records of new hires and staff transfers (SP 2.4) Records of communications about organizational changes (SP 2.4)

Service system integration sequence with rationale (SP 2.5) Documented and verified environment for service system integration (SP 2.5) Service system integration procedures and criteria (SP 2.5) Exception reports (SP 2.5) Assembled service system components (SP 2.5) Interface evaluation reports (SP 2.5) Service system integration summary reports (SP 2.5) Staffing plans that show the sequence of where and when staff members are provided (SP 2.5)

SG 3 – Verify and Validate Service Systems

SP 3.1 – Prepare for Verification and Validation

3.1.1- Select the components to be verified and validated and the verification and validation methods that will be used for each. 3.1.2- Establish and maintain the environments needed to support verification and validation. 3.1.3- Establish and maintain verification and validation procedures and criteria for selected service system components.

SP 3.2 – Perform Peer Review

3.2.1- Determine what type of peer review will be conducted 3.2.2- Establish and maintain peer review procedures and criteria for the selected service system components and work products. 3.2.3- Define requirements for the peer review 3.2.4- Establish and maintain checklists to ensure that service system components and work products are reviewed consistently 3.2.5- Develop a detailed peer review schedule, including dates for peer review training and for when materials for peer reviews will be available. 3.2.6- Prepare for the peer review 3.2.7- Ensure that the service system component or work product satisfies the peer review entry criteria and make the component or work product available for review to participants early enough to enable them to adequately prepare for the peer review. 3.2.8- Assign roles for the peer review as appropriate 3.2.9- Conduct peer reviews on selected service system components and work products, and identify issues resulting from the peer review 3.2.10- Conduct an additional peer review if the defined criteria indicate the need. 3.2.11- Ensure that exit criteria for the peer review are satisfied. 3.2.12- Record and store data related to the preparation, conduct, and results of peer reviews. 3.2.13- Analyze peer review data

SP 3.3 – Verify Selected Service System Components

3.3.1- Perform verification of selected service system components and work products against their requirements. 3.3.2- Record the results of verification activities. 3.3.3- Identify action items resulting from the verification of service system components and work products. 3.3.4- Document the “as-run” verification method and deviations from the available methods and procedures discovered during its performance. 3.3.5- Analyze and record the results of all verification activities

SP 3.4 – Validate the Service System

3.4.1- Perform functional and nonfunctional validation on selected service system components to ensure that they are suitable for use in their intended delivery environment 3.4.2- Analyze the results of validation activities

Productos de trabajo típicos

Lists of the service system components selected for verification and validation (SP 3.1) Verification and validation methods for each selected component (SP 3.1) Verification and validation environment (SP 3.1) Verification and validation procedures (SP 3.1) Verification and validation criteria (SP 3.1)

Peer review schedule (SP 3.2) Peer review checklist (SP 3.2) Entry and exit criteria for service system components and work products (SP 3.2) Criteria for requiring another peer review (SP 3.2) Peer review training material (SP 3.2) Service system components selected for peer review (SP 3.2) Peer review results, including issues and action items (SP 3.2) Peer review data (SP 3.2)

Verification results and logs (SP 3.3) Verification reports (SP 3.3) Analysis report (e.g., statistics on performance, causal analysis of nonconformance, comparison of the behavior between the real service system and models, trends) (SP 3.3) Trouble reports (SP 3.3) Change requests for verification methods, criteria, and the environment (SP 3.3)

Validation reports and results (SP 3.4) Validation cross-reference matrix (SP 3.4) Validation deficiency reports and other issues (SP 3.4) Change requests for validation methods, criteria, and the environment (SP 3.4) User acceptance (i.e., sign off) for service delivery validation (SP 3.4) Focus group reports (SP 3.4)

Stock especiales propios - mySAP SCM

Stocks pertenecientes a la empresa que se guardan con el proveedor o el cliente. En el Sistema están disponibles los siguientes tipos de stocks especiales propios: (1) Stock de material facilitado al proveedor, (2) Stock en consignación en el cliente y (3) Stock de embalajes en el cliente. Puesto que estos stocks especiales no están ubicados en su propia empresa, se gestionan a nivel de centro y no a nivel de almacén.

Son posibles dos tipos de stocks: (1) Stock de libre utilización y (2) Stock en control de calidad. Todos los tipos de stocks pueden inventariarse.

Stock de material facilitado al proveedor

Stocks propios que se facilitan al proveedor (subcontratista) para fabricar un producto para el que se ha realizado un pedido. Sin embargo, este stock todavía es propiedad de su empresa. Este stock está disponible para la Planificación de necesidades.

Stock en consignación en el cliente

Se trata del material en consignación que pertenece a la empresa y que está almacenado en las dependencias del cliente. Este stock no está disponible para la Planificación de necesidades.

En la Gestión de stocks, se pueden contabilizar los siguientes movimientos de mercancías (con anulación): Entrada inicial de stocks (clases de movimiento 561, 563), Traspaso de centro a centro en una etapa (301), Traspaso de material a material (309). El resto de movimientos de mercancías se procesa mediante el componente Ventas (SD-SLS).

Stock de embalajes en el cliente

Se trata de materiales de embalaje o medios de transporte (por ejemplo, palets o cajones de embalaje) que su empresa suministra a un cliente y que deben ser devueltos. El stock de embalajes en el cliente no está disponible para la planificación de necesidades.

En la Gestión de stocks, se pueden contabilizar los siguientes movimientos de mercancías (con anulación): Entrada inicial de stocks (clases de movimiento 561, 563), Traspaso de centro a centro en una etapa (301), Traspaso de material a material (309)

El resto de movimientos de mercancías se procesa mediante el componente Ventas (SD-SLS). Para estos tipos de stocks se deberá considerar la planificación respecto de la disponibilidad de materiales y el control de los mismos.

Generación de lotes - mySAP SCM

La estructura del registro maestro de materiales le permite gestionar stocks de un material por valor a nivel de centro o a nivel de empresa y por cantidad hasta nivel de almacén. En determinadas condiciones, puede ser necesario realizar más subdivisiones en un material y gestionar lotes. No puede garantizarse siempre que algunas características de materiales sean exactamente iguales en la fabricación. Por ejemplo, no se puede garantizar que un color determinado tenga siempre la misma degradación. No se pueden evitar unas diferencias mínimas entre lotes de fabricación. Se debe ser capaz de identificar de manera única cada uno de los lotes de fabricación del mismo material y gestionarlos por separado en el inventario.

Los materiales que requieren una identificación muy precisa, por ejemplo, los productos farmacéuticos, se identifican y gestionan en stock no sólo en función del número de material, sino también en función del número de lote. Mediante la gestión de lotes, se pueden gestionar no sólo lotes de fabricación propia sino también lotes de fabricación de proveedores como entidades independientes. Se puede complementar la gestión de lotes estándar con la gestión de estados de lotes.

Para poder gestionar lotes de un material en stock, antes es preciso indicar en el registro maestro de materiales que el material se gestionará en lotes en el centro especificado. Para ello, se debe fijar el indicador de sujeción a lotes en el registro maestro de materiales (por ejemplo, en la vista Compras o Almacén).

Si un material está sujeto a la gestión en lotes, todas las cantidades de dicho material deben asignarse a un lote. Cada lote de material se identifica con un número de lote único, con el cual se gestiona. Este número lo ingresa el usuario (asignación de números externa) o bien lo asigna el sistema de manera automática.

Se puede definir la asignación de números para lotes a varios niveles: (1) De manera única a nivel de cliente para un material, (2) De manera única a nivel de material y (3) De manera única a nivel de centro. En el Sistema R/3 estándar, los números se asignan a los materiales individuales a nivel de centro.

Para cada lote, existen dos tipos de datos:

• Datos generales del lote (por ejemplo, fecha de caducidad, fecha de la última entrada de mercancías), que se definen en el registro maestro de lote. El registro maestro de lote se aplica a todos los almacenes en los que se encuentra el lote. A este nivel no se gestionan stocks.

• Datos de stock, gestionados por separado para cada almacén en los que se emplaza el lote. Por ejemplo, si el lote C1 de un material se distribuye entre dos almacenes, se hace un seguimiento de la cantidad de stocks en cada almacén.

Tanto el registro maestro de lote como los datos de stock del lote se crean automáticamente durante la primera entrada de mercancías. Por este motivo, no es necesario crear estos datos manualmente. Sin embargo, si desea definir datos específicos para un lote, como la fecha de caducidad, debe actualizar manualmente los datos del lote.

Los siguientes stocks se gestionan por separado a nivel de lote: (1) Stock de libre utilización, (2) Stock no libre, (3) Stock en control de calidad, (4) Stock bloqueado, (5) Stock en traslado y (6) Stock bloqueado de devoluciones

Cuando se ingresan movimientos de mercancías para materiales sujetos a lote, se debe ingresar el número de lote además del número de material. Si se desconoce el número de lote, se puede buscar el lote utilizando las características necesarias.

La Gestión de Lotes conlleva la realización de controles periódicos respecto de los materiales existentes y de los posibles pedidos. De esta forma, se podrá predecir las entregas a tiempo respecto de los pedidos establecidos y evitar las entregas atrasadas.

OT y RSKM en CMMi SVC V1.2 (8)

ORGANIZATIONAL TRAINING

El propósito de ‘Organizational Training’ (OT), perteneciente al Nivel de Madurez 3, es desarrollar las técnicas y conocimiento de la gente que cumple roles de manera eficiente y efectiva. OT incluye entrenamiento relacionado a los objetivos de negocio estratégicos y para cumplir con las necesidades de entrenamiento táctico necesarias para el proyecto y para el grupo de soporte. Los grupos del proyecto y de soporte son responsables de identificar y tratar las necesidades de entrenamiento específico.

Un programa de entrenamiento organizacional involucra lo siguiente: (1) Identificar el entrenamiento necesario, (2) Obtener y suministrar el entrenamiento que tratan las necesidades del proyecto, (3) Establecer y mantener la capacidad de entrenamiento, (4) Establecer y mantener los registros de entrenamiento y (5) Evaluar la eficacia del entrenamiento.

Un entrenamiento efectivo requiere de la evolución de las necesidades, planificación, diseño instructivo y medios de entrenamiento. Los principales componentes del entrenamiento incluyen: (1) programa de desarrollo de entrenamiento administrado, (2) planes documentados, (3) personal con conocimiento apropiado y (4) mecanismos para medir la efectividad del programa de entrenamiento.

La identificación de las necesidades de entrenamiento del proceso está basada en las técnicas que son necesarias para efectuar el conjunto de procesos estándares de la organización.

OT se relaciona con las siguientes áreas de proceso: OPD, PP y DAR.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Establish an OT Capability

SP 1.1 - Establish Strategic Training Needs

1.1.1- Analyze the organization’s strategic business objectives and process improvement plan to identify potential future training needs. 1.1.2- Document the strategic training needs of the organization. 1.1.3- Determine the roles and skills needed to perform the organization’s set of standard processes. 1.1.4- Document the training needed to perform the roles in the organization’s set of standard processes. 1.1.5- Document the training needed to maintain the safe, secure and continued operation of the business. 1.1.6- Revise the organization’s strategic needs and required training as necessary.

SP 1.2 - Determine Which Training Needs Are the Responsibility of the Organization

1.2.1- Analyze the training needs identified by projects and support groups. 1.2.2- Negotiate with projects and support groups on how their training needs will be satisfied. 1.2.3- Document the commitments for providing training support to projects and support groups.

SP 1.3 - Establish an OT Tactical Plan

1.3.1- Establish the content of the plan. 1.3.2- Establish commitments to the plan. 1.3.3- Revise the plan and commitments as necessary.

SP 1.4 - Establish a Training Capability

1.4.1- Select appropriate approaches to satisfy organizational training needs. 1.4.2- Determine whether to develop training materials internally or to acquire them externally. 1.4.3- Develop or obtain training materials. 1.4.4- Develop or obtain qualified instructors. 1.4.5- Describe the training in the organization's training curriculum. 1.4.6- Revise training materials and supporting artifacts as necessary.

Productos de trabajo típicos

Training needs (SP 1.1) Assessment analysis (SP 1.1) Common project and support group training needs (SP 1.2) Training commitments (SP 1.2) Organizational training tactical plan (SP 1.3) Training materials and supporting artifacts (SP 1.4)

SG 2 - Provide Necessary Training

SP 2.1 - Deliver Training

2.1.1- Select those will receive the training necessary to perform their roles effectively. 2.1.2- Schedule the training, including any resources, as necessary 2.1.3- Conduct the training. 2.1.4- Track the delivery of training against the plan.

SP 2.2 - Establish Training Records

2.2.1- Keep records of all students who successfully complete each training course or other approved training activity as well as those who are unsuccessful 2.2.2- Keep records of all staff who are waived from training. 2.2.3- Keep records of all students who successfully complete their required training. 2.2.4- Make training records available to the appropriate people for consideration in assignments.

SP 2.3 - Assess Training Effectiveness

2.3.1- Assess in-progress or completed projects to determine whether staff knowledge is adequate for performing project tasks. 2.3.2- Provide a mechanism for assessing the effectiveness of each training course with respect to established organizational, project, or individual learning (or performance) objectives. 2.3.3- Obtain student evaluations of how well training activities met their needs.

Productos de trabajo típicos

Delivered training course (SP 2.1) Training records (SP 2.2) Training updates to the organizational repository (SP 2.2) Training-effectiveness surveys (SP 2.3) Training program performance assessments (SP 2.3) Instructor evaluation forms (SP 2.3) Training examinations (SP 2.3)

RISK MANAGEMENT

El propósito de ‘Risk Management’ (RSKM), perteneciente al Nivel de Madurez 3, es identificar problemas potenciales antes que ocurran, identificar las actividades de manejo del riesgo que pueden ser planeadas e invocadas para mitigar los impactos de los objetivos logrados.

El manejo de riesgos es un proceso continuo importante para la administración y trata los problemas que pueden impedir el logro de los objetivos. Una propuesta continua de manejo de riesgo anticipa y mitiga riesgos que tienen un impacto crítico en el proyecto.

El manejo de riesgo puede ser dividido en 3 partes: (1) Definición de una estrategia de manejo del riesgo, (2) Identificación y análisis del riesgo; y (3) Manejo de los riesgos identificados.

RSKM se relaciona con las siguientes áreas de proceso: SC, DAR, PMC y PP.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Prepare for RSKM

SP 1.1 - Determine Risk Sources and Categories

1.1.1- Determine risk sources 1.1.2- Determine risk categories

SP 1.2 - Define Risk Parameters

1.2.1- Define consistent criteria for evaluating and quantifying risk likelihood and severity levels. 1.2.2- Define thresholds for each risk category. 1.2.3- Define bounds on the extent to which thresholds are applied against or within a category

SP 1.3 - Establish a RSKM Strategy

Productos de trabajo típicos

Risk source lists (external and internal) (SP 1.1) Risk categories list (SP 1.1) Risk evaluation, categorization, and prioritization criteria (SP 1.2) Risk management requirements (e.g., control and approval levels, and reassessment intervals) (SP 1.2) Project risk management strategy (SP 1.3)

SG 2 - Identify and Analyze Risks

SP 2.1 - Identify Risks

2.1.1- Identify the risks associated with cost, schedule, and performance 2.1.2- Review environmental elements that may impact the project 2.1.3- Review all elements of the work breakdown structure as part of identifying risks to help ensure that all aspects of the work effort have been considered 2.1.4- Review all elements of the project plan as part of identifying risks to help ensure that all aspects of the project have been considered 2.1.5- Document the context, conditions, and potential consequences of each risk 2.1.6- Identify the relevant stakeholders associated with each risk

SP 2.2 - Evaluate, Categorize, and Prioritize Risks

2.2.1- Evaluate identified risks using defined risk parameters 2.2.2- Categorize and group risks according to defined risk categories 2.2.3- Prioritize risks for mitigation

Productos de trabajo típicos

List of identified risks, including the context, conditions, and consequences of risk occurrence (SP 2.1) List of risks and their assigned priority (SP 2.2)

SG 3 - Mitigate Risks

SP 3.1 - Develop Risk Mitigation Plans

3.1.1- Determine the levels and thresholds that define when a risk becomes unacceptable and triggers the execution of a risk mitigation plan or a contingency plan 3.1.2- Identify the person or group responsible for addressing each risk 3.1.3- Determine the cost and benefits of implementing the risk mitigation plan for each risk 3.1.4- Develop an overall risk mitigation plan for the project to orchestrate the implementation of individual risk mitigation and contingency plans. 3.1.5- Develop contingency plans for selected critical risks in the event their impacts are realized.

SP 3.2 - Implement Risk Mitigation Plans

3.2.1- Monitor risk status 3.2.2- Provide a method for tracking open risk-handling action items to closure 3.2.3- Invoke selected risk-handling options when monitored risks exceed defined thresholds 3.2.4- Establish a schedule or period of performance for each risk-handling activity that includes a start date and anticipated completion date. 3.2.5- Provide a continued commitment of resources for each to allow the successful execution of risk-handling activities 3.2.6- Collect performance measures on risk-handling activities

Productos de trabajo típicos

Documented handling options for each identified risk (SP 3.1) Risk mitigation plans (SP 3.1) Contingency plans (SP 3.1) List of those responsible for tracking and addressing each risk (SP 3.1) Updated list of risk status (SP 3.2) Updated assessments of risk likelihood, consequence, and thresholds (SP 3.2) Updated list of risk-handling options (SP 3.2) Updated list of actions taken to handle risks (SP 3.2) Risk mitigation plans of risk handling options (SP 3.2) Updated list of action taken to handle risks (SP 3.2) Risk mitigation plans (SP 3.2)

OPD y OPF en CMMi SVC V1.2 (7)

ORGANIZATIONAL PROCESS DEFINITION

El propósito de ‘Organizacional Process Definition’ (OPD), perteneciente al Nivel de Madurez 3, es establecer y mantener un conjunto de ventajas del proceso organizacional y estándares de ambiente de trabajo. Una librería de ventajas del proceso de la organización es una colección de ítems utilizada por la gente y en los proyectos de la organización. Esta colección de ítems incluye descripciones de proceso y elementos de proceso, descripciones de los modelos del ciclo de vida, guía para realizar un proceso, documentación relacionada al proceso y datos.

Las ventajas del proceso organizacional son utilizadas para realizar la implementación del proceso definido. Los estándares del ambiente de trabajo son utilizados para crear el ambiente de trabajo del proyecto. Un proceso estándar está compuesto de otros procesos o elementos de proceso. Un elemento de proceso es la principal unidad de definición del proceso y describe las actividades y tareas necesarias para realizar el trabajo. La arquitectura del proceso suministra reglas para conectar los elementos del proceso pertenecientes a un proceso estándar. El conjunto de procesos estándares de la organización puede incluir varias arquitecturas de proceso.

OPD se relaciona con las siguientes áreas de proceso: SSM y OPF.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Establish Organizational Process Assets

SP 1.1 - Establish Standard Processes

1.1.1- Decompose each standard process into constituent process elements to the detail needed to understand and describe the process. 1.1.2- Specify the critical attributes of each process element. 1.1.3- Specify the relationships among process elements. 1.1.4- Ensure that the organization's set of standard processes adheres to applicable policies, standards, and models. 1.1.5- Ensure that the organization’s set of standard processes satisfies process needs and objectives of the organization. 1.1.6- Ensure that there is appropriate integration among processes that are included in the organization’s set of standard processes. 1.1.7- Document the organization's set of standard processes. 1.1.8- Conduct peer reviews on the organization's set of standard processes. 1.1.9- Revise the organization's set of standard processes as necessary.

SP 1.2 - Establish Lifecycle Model Descriptions

1.2.1- Select lifecycle models based on the needs of projects and the organization. 1.2.2- Document descriptions of lifecycle models. 1.2.3- Conduct peer reviews on lifecycle models. 1.2.4- Revise the descriptions of lifecycle models as necessary.

SP 1.3 - Establish Tailoring Criteria and Guidelines

1.3.1- Specify selection criteria and procedures for tailoring the organization's set of standard processes 1.3.2- Specify the standards for documenting the defined processes. 1.3.3- Specify the procedures used for submitting and obtaining approval of waivers from the organization’s set of standard processes. 1.3.4- Document tailoring guidelines for the organization's set of standard processes. 1.3.5- Conduct peer reviews on the tailoring guidelines. 1.3.6- Revise tailoring guidelines as necessary.

SP 1.4 - Establish the Organization’s Measurement Repository

1.4.1- Determine the organization's needs for storing, retrieving, and analyzing measurements. 1.4.2- Define a common set of process and product measures for the organization's set of standard processes. 1.4.3- Design and implement the measurement repository. 1.4.4- Specify the procedures for storing, updating, and retrieving measures. 1.4.5- Conduct peer reviews on the definitions of the common set of measures and procedures for storing, updating and retrieving measures. 1.4.6- Enter the specified measures into the repository. 1.4.7- Make the contents of the measurement repository available for use by the organization and projects as appropriate. 1.4.8- Revise the measurement repository, the common set of measures, and procedures as the organization’s needs change.

SP 1.5 - Establish the Organization’s Process Asset Library

1.5.1- Design and implement the organization’s process asset library, including the library structure and support environment. 1.5.2- Specify criteria for including items in the library. 1.5.3- Specify procedures for storing, updating and retrieving items. 1.5.4- Enter selected items into the library and catalog them for easy reference and retrieval. 1.5.5- Make the items available for use by the projects. 1.5.6- Periodically review the use of each item 1.5.7- Revise the organization’s process asset library as necessary.

SP 1.6 - Establish Work Environment Standards

1.6.1- Evaluate commercially-available work environment standards appropriate for the organization. 1.6.2- Adopt existing work environment standards and develop new ones to fill gaps based on the organization’s process needs and objectives.

SP 1.7 - Establish Rules and Guidelines for Integrated Teams

1.7.1- Establish and maintain empowerment mechanisms to enable timely decision making. 1.7.2- Establish rules and guidelines for structuring and forming integrated teams 1.7.3- Define the expectations, rules, and guidelines that guide how integrated teams work collectively. 1.7.4- Maintain the rules and guidelines for structuring and forming integrate teams 1.7.5- Establish and maintain organizational guidelines to help team members balance their team and home organization responsibilities

Productos de trabajo típicos

Organization's set of standard processes (SP 1.1) Descriptions of lifecycle models (SP 1.2) Tailoring guidelines for the organization's set of standard processes (SP 1.3) Definition of the common set of product and process measures for the organization’s set of standard processes (SP 1.4) Design of the organization’s measurement repository (SP 1.4) Organization's measurement repository (SP 1.4) Organization’s measurement data (SP 1.4) Design of the organization’s process asset library (SP 1.5) The organization's process asset library (SP 1.5) Selected items to be included in the organization’s process asset library (SP 1.5) The catalog of items in the organization’s process asset library (SP 1.5) Work environment standards (SP 1.6) Rules and guidelines for structuring and forming integrated teams (SP 1.7)

ORGANIZATIONAL PROCESS FOCUS

El propósito de ‘Organizacional Process Focus’ (OPF), perteneciente al Nivel de Madurez 3, es planear e implementar el mejoramiento del proceso organizacional basado en el entendimiento de las fortalezas y debilidades de los procesos de la organización y de las ventajas del proceso. Los procesos de la organización incluyen todos los procesos utilizados en la organización y en sus proyectos.

El mejoramiento del proceso ocurre dentro del contexto de las necesidades de la organización y es utilizado para tratar los objetivos de la organización. Algunas de las posibles mejoras son: (1) propuestas de mejoramiento del proceso, (2) medición de los procesos, (3) lecciones aprendidas de la implementación de los procesos y (4) resultados de la evaluación de los procesos y de las actividades de evaluación del producto.

Las ventajas del proceso organizacional son usadas para describir, implementar y mejorar los procesos de la organización. OPF se relaciona con OPD.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Determine Process Improvement Opportunities

SP 1.1 - Establish Organizational Process Needs

1.1.1- Identify policies, standards, and business objectives that are applicable to the organization's processes. 1.1.2- Examine relevant process standards and models for best practices. 1.1.3- Determine the organization’s process-performance objectives. 1.1.4- Define the essential characteristics of the organization’s processes. 1.1.5- Document the organization’s process needs and objectives. 1.1.6- Revise the organization’s process needs and objectives as needed.

SP 1.2 - Appraise the Organization’s Processes

1.2.1- Obtain sponsorship of the process appraisal from senior management. 1.2.2- Define the scope of the process appraisal. 1.2.3- Determine the method and criteria to be used for the process appraisal. 1.2.4- Plan, schedule, and prepare for the process appraisal.. 1.2.5- Conduct the process appraisal. 1.2.6- Document and deliver the appraisal’s activities and findings

SP 1.3 - Identify the Organization's Process Improvements

1.3.1- Determine candidate process improvements. 1.3.2- Prioritize candidate process improvements. 1.3.3- Identify and document the process improvements to be implemented. 1.3.4- Revise the list of planned process improvements to keep it current.

Productos de trabajo típicos

Organization’s process needs and objectives (SP 1.1) Plans for the organization's process appraisals (SP 1.2) Appraisal findings that address strengths and weaknesses of the organization's processes (SP 1.2) Improvement recommendations for the organization's processes (SP 1.2) Analysis of candidate process improvements (SP 1.3) Identification of improvements for the organization's processes (SP 1.3)

SG 2 - Plan and Implement Process Actions

SP 2.1 - Establish Process Action Plans

2.1.1- Identify strategies, approaches, and actions to address the identified process improvements. 2.1.2- Establish process action teams to implement the actions. 2.1.3- Document process action plans. 2.1.4- Review and negotiate process action plans with relevant stakeholders. 2.1.5- Review process action plans as necessary.

SP 2.2 - Implement Process Action Plans

2.2.1- Make process action plans readily available to relevant stakeholders. 2.2.2- Negotiate and document commitments among process action teams and revise their process action plans as necessary. 2.2.3- Track progress and commitments against process action plans. 2.2.4- Conduct joint reviews with process action teams and relevant stakeholders to monitor the progress and results of process actions. 2.2.5- Plan pilots needed to test selected process improvements. 2.2.6- Review the activities and work products of process action teams. 2.2.7- Identify, document, and track to closure issues when implementing process action plans. 2.2.8- Ensure that results of implementing process action plans satisfy the organization’s process improvement objectives.

Productos de trabajo típicos

The organization's approved process action plans (SP 2.1) Commitments among process action teams (SP 2.2) Status and results of implementing process action plans (SP 2.2) Plans for pilots (SP 2.2)

SG 3 - Deploy Organizational Process Assets and Incorporate Experiences

SP 3.1 - Deploy Organizational Process Assets

3.1.1- Deploy organizational process assets across the organization 3.1.2- Document changes to organizational process assets. 3.1.3- Deploy changes that were made to organization process assets across the organization 3.1.4- Provide guidance and consultation on the use of the organizational process assets.

SP 3.2 – Deploy Standard Processes

3.2.1- Identify projects in the organization that are starting up. 3.2.2- Identify active projects that would benefit from implementing the organization’s current set of standard processes. 3.2.3- Establish plans to implement the organization’s current set of standard processes on the identified projects. 3.2.4- Assist projects in tailoring the organization’s set of standard processes to meet their needs. 3.2.5- Maintain records of tailoring and implementing processes on the identified projects. 3.2.6- Ensure that the defined processes resulting from process tailoring are incorporated into plans for process-compliance audits. 3.2.7- As the organization’s set of standard processes are updated, identify which projects should implement the changes. SP 3.3 – Monitor the Implementation 3.3.1- Monitor projects ‘use of the organization’s process assets and changes to them. 3.3.2- Review selected process artifacts created during the life of each project. 3.3.3- Review results of process-compliance audits to determine how well the organization’s set of standard processes has been deployed 3.3.4- Identify, document, and track to closure issues related to implementing the organization’s set of standard processes.

SP 3.4 - Incorporate Experiences into Organizational Process Assets

3.4.1- Conduct periodic reviews of the effectiveness and suitability of the organization’s set of standard processes and related organizational process assets relative to the organization’s business objectives. 3.4.2- Obtain feedback about the use of the organizational process assets. 3.4.3- Derive lessons learned from defining, piloting, implementing, and deploying the organizational process assets. 3.4.4- Make lessons learned available to people in the organization as appropriate. 3.4.5- Analyze measurement data obtained from the use of the organization's common set of measures. 3.4.6- Appraise the processes, methods, and tools in use in the organization and develop recommendations for improving the organizational process assets. 3.4.7- Make the best use of the organization's processes, methods, and tools available to people in the organization as appropriate. 3.4.8- Manage process improvement proposals. 3.4.9- Establish and maintain records of the organization's process improvement activities.

Productos de trabajo típicos

Plans for deploying organizational process assets and changes to them across the organization (SP 3.1) Training materials for deploying organizational process assets and changes to them (SP 3.1) Documentation of changes to organizational process assets (SP 3.1) Support materials for deploying organizational process assets and changes to them (SP 3.1) The organization’s list of projects and the status of process deployment on each (SP 3.2) Guidelines for deploying the organization’s set of standard processes on new projects (SP 3.2) Records of tailoring and implementing the organization’s set of standard processes (SP 3.2) Results of monitoring process implementation on projects (SP 3.3) Status and results of process-compliance audits (SP 3.3) Results of reviewing selected process artifacts created as part of process tailoring and implementation (SP 3.3) Process improvement proposals (SP 3.4) Process lessons learned (SP 3.4) Measurements of organizational process assets (SP 3.4) Improvement recommendations for organizational process assets (SP 3.4) Records of the organization's process improvement activities (SP 3.4) Information on organizational process assets and improvements to them (SP 3.4)

Inventario - mySAP SCM

Este componente permite elaborar un inventario de los stocks en almacén de su empresa para el balance. Para tal fin, pueden aplicarse varios procesos.

En este Sistema, el inventario puede realizarse tanto para el stock propio como para un stock especial. Sin embargo, el inventario del stock propio y el del stock especial (p. ej, stock en consignación en el cliente, stock externo de artículos en consignación del proveedor o embalaje en préstamo) deben considerarse por separado (en distintos documentos para inventario).

Además, el stock puede dividirse en tipos de stocks. En el sistema estándar, se puede realizar un inventario de los siguientes tipos de stocks: (1) Stock de libre utilización en el almacén, (2) Stock en control de calidad y (3) Stock bloqueado.

Si la gestión de estados de lotes se encuentra activada, el primer tipo de stocks abarca tanto el stock de libre utilización como el stock no libre. El inventario de los dos tipos de stocks mencionados puede realizarse en una única operación. Para aquellos materiales que han de ser objeto de inventario, se crea una posición por cada tipo de stocks en el documento para inventario.

El inventario se realiza a nivel de almacén. En cada almacén, se crea un documento para inventario independiente. Si un material no existe en un almacén, esto significa que nunca ha tenido lugar ningún movimiento de mercancías para el material en el almacén. El material, por lo tanto, no ha tenido nunca ningún stock en este almacén. El material no existe a nivel de stock en el almacén. En consecuencia, no es posible hacer inventario del material en dicho almacén. Lo anterior no debe confundirse con un material que haya sufrido un movimiento de mercancías y cuya cantidad de stock en el almacén sea en la actualidad cero. En este caso se debe llevar a cabo un inventario, ya que los datos de almacén no se borran cuando la cantidad de stock en almacén es cero.

El Sistema R/3 soporta los siguientes procesos de inventario: (1) Inventario en día fijado, (2) Inventario permanente, (3) Inventario cíclico y (4) Inventario por muestreo.

Inventario en día fijado (1): En un inventario en día fijado, todos los stocks de la empresa se cuentan físicamente en la fecha clave de balance. En tal caso, debe contarse todo el material. Durante el recuento, debe bloquearse todo el almacén para los movimientos de material.

Inventario permanente (2): En el proceso de inventario permanente, los stocks se cuentan permanentemente a lo largo del ejercicio. En tal caso, es importante asegurarse de que todo el material se cuenta físicamente al menos una vez durante el ejercicio.

Inventario cíclico (3): El inventario cíclico es un método de inventario en el que el inventario se cuenta a intervalos regulares durante el ejercicio. Dichos intervalos (o ciclos) dependen del indicador de inventario cíclico establecido en los materiales. El Método de inventario cíclico permite contar más a menudo las posiciones de alta rotación que las posiciones de baja rotación.

Inventario por muestreo (4): En el Inventario por muestreo, los stocks de la empresa seleccionados aleatoriamente se cuentan físicamente en la fecha clave de balance. Si las desviaciones entre el resultado del recuento y el stock teórico son suficientemente pequeñas, se supone que los stocks teóricos para el resto de stocks son correctos.

Actualización del Sistema de información para logística (SIL)

El inventario está conectado al Sistema de información para logística (SIL). Cuando se actualizan diferencias de inventario en SIL, se visualizan según una cantidad y un valor. Las posiciones de inventario se agregan a nivel de número de inventario, de centro, de almacén y de material. Si precisa información más detallada sobre las diferencias de inventario en el SIL, puede acceder directamente a la lista de diferencias de inventario desde el SIL y continuar el análisis a nivel de posición.

Restricciones

La compensación de diferencias de inventario está sujeta a ciertas restricciones temporales:

1.El período contable se fija de modo automático durante el recuento. Por lo tanto, las diferencias de inventario deben compensarse en el mismo período o, si se permiten compensaciones en el período anterior, en el período siguiente.

2.El ejercicio se fija especificando una fecha planificada de recuento de inventario al crear un documento para inventario. Todas las contabilizaciones posteriores en dicho documento deben realizarse en este ejercicio y/o en el primer período del siguiente ejercicio, si se permiten contabilizaciones en el período anterior.

El manejo de inventario implica efectuar un control de los materiales y actualización de los sistemas que manejan dicha información, ya que esto contribuye a la evaluación de la situación y a la toma de decisiones.

DAR e IMP en CMMi SVC V1.2 (6)

DECISION ANALYSIS AND RESOLUTION

El propósito de ‘Decisión Analysis and Resolution’ (DAR), perteneciente al Nivel de Madurez 3, es analizar las posibles decisiones usando un proceso de evaluación formal que evalúa las alternativas identificadas y el criterio establecido.

Esta área de proceso involucra establecer pautas para determinar qué resultados estarán sujetos a un proceso de evaluación formal. Este proceso de evaluación formal es una propuesta estructurada que permite evaluar las soluciones alternativas y un criterio establecido para determinar una solución al problema planteado.

Un proceso de evaluación formal implica las siguientes acciones: (1) Establecer un criterio para evaluar las alternativas, (2) Identificar las soluciones alternativas, (3) Seleccionar métodos para evaluar las alternativas, (4) Evaluar las soluciones alternativas usando el criterio establecido y los métodos; y (5) Seleccionar las soluciones recomendadas.

DAR se relaciona con las siguientes áreas de proceso: IPM y RSKM. Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Evaluate Alternatives

SP 1.1 - Establish Guidelines for Decision Analysis

1.1.1- Establish guidelines for when to use a formal evaluation process 1.1.2- Incorporate the use of the guidelines into the defined process as appropriate.

SP 1.2 - Establish Evaluation Criteria

1.2.1- Define the criteria for evaluating alternative solutions. 1.2.2- Define the range and scale for ranking the evaluation criteria. 1.2.3- Rank the criteria. 1.2.4- Assess the criteria and their relative importance. 1.2.5- Evolve the evaluation criteria to improve their validity. 1.2.6- Document the rationale for the selection and rejection of evaluation criteria.

SP 1.3 - Identify Alternative Solutions

1.3.1- Perform a literature search. 1.3.2- Identify alternatives for consideration in addition to those that may be provided with the issue. 1.3.3- Document the proposed alternatives.

SP 1.4 - Select Evaluation Methods

1.4.1- Select the methods based on the purpose for analyzing a decision and on the availability of the information used to support the method. 1.4.2- Select evaluation methods based on their ability to focus on the issues at hand without being overly influenced by side issues. 1.4.3- Determine the measures needed to support the evaluation method.

SP 1.5 - Evaluate Alternatives

1.5.1- Evaluate the proposed alternative solutions using the established evaluation criteria and selected methods. 1.5.2- Evaluate assumptions related to the evaluation criteria and the evidence that supports the assumptions. 1.5.3- Evaluate whether uncertainty in the values for alternative solutions affects the evaluation and address these uncertainties, as appropriate. 1.5.4- Perform simulations, modeling, prototypes, and pilots as necessary to exercise the evaluation criteria, methods, and alternative solutions. 1.5.5- Consider new alternative solutions, criteria, or methods if the proposed alternatives do not test well; repeat the evaluations until alternatives do test well. 1.5.6- Document the results of the evaluation.

SP 1.6 - Select Solutions

1.6.1- Assess the risks associated with implementing the recommended solution. 1.6.2- Document the results and rationale for the recommended solution.

Productos de trabajo típicos

Guidelines for when to apply a formal evaluation process (SP 1.1) Documented evaluation criteria (SP 1.2) Rankings of criteria importance (SP 1.2) Identified alternatives (SP 1.3) Selected evaluation methods (SP 1.4) Evaluation results (SP 1.5) Recommended solutions to address significant issues (SP 1.6)

INTEGRATED PROJECT MANAGEMENT El propósito de ‘Integrated Project Management’ (IPM), perteneciente al Nivel de Madurez 3, es establecer y administrar el proyecto; y la participación de las partes interesadas de acuerdo al proceso definido e integrado que está basado en el conjunto de procesos estándares de la organización. El proceso definido e integrado es denominado proceso definido del proyecto.

La implementación y el manejo del proceso definido del proyecto son descriptos en el plan de proyecto. Ciertas actividades pueden ser efectuadas en otros planes. Esta área de proceso trata la coordinación de todas las actividades asociadas a los proyectos. Estas actividades son: (1) Actividades de Desarrollo, (2) Actividades de Servicio, (3) Actividades de adquisición y (4) Actividades de Soporte. IPM se relaciona con las siguientes áreas de proceso: PP, PMC, OPD y MA.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Use the Project’s Defined Process

SP 1.1 - Establish the Project’s Defined Process

1.1.1- Select a lifecycle model from those available in organizational process assets. 1.1.2- Select standard processes from the organization's set of standard processes that best fit the needs of the project. 1.1.3- Tailor the organization’s set of standard processes and other organizational process assets according to tailoring guidelines to produce the project’s defined process. 1.1.4- Use other artifacts from the organization's process asset library as appropriate. 1.1.5- Document the project's defined process. 1.1.6- Conduct peer reviews of the project's defined process. 1.1.7- Revise the project's defined process as necessary.

SP 1.2 - Use Organizational Process Assets for Planning Project Activities

1.2.1- Use the tasks and work products of the project's defined process as a basis for estimating and planning project activities 1.2.2- Use the organization’s measurement repository in estimating the project’s planning parameters.

SP 1.3 - Establish the Project’s Work Environment

1.3.1- Plan, design and install a work environment for the project. 1.3.2- Provide ongoing maintenance and operational support for the project’s work environment. 1.3.3- Maintain the qualification of components of the project’s work environment. 1.3.4- Periodically review how well the work environment is meeting project needs and supporting collaboration, and take action as appropriate.

SP 1.4 - Integrate Plans

1.4.1- Integrate other plans that affect the project with the project plan. 1.4.2- Incorporate into the project plan the definitions of measures and measurement activities for managing the project. 1.4.3- Identify and analyze product and project interface risks. 1.4.4- Schedule the tasks in a sequence that accounts for critical development factors and project risks. 1.4.5- Incorporate the plans for performing peer reviews on the work products of the project's defined process. 1.4.6- Incorporate the training needed to perform the project’s defined process in the project’s training plans. 1.4.7- Establish objective entry and exit criteria to authorize the initiation and completion of the tasks described in the work breakdown structure (WBS). 1.4.8- Ensure that the project plan is appropriately compatible with the plans of relevant stakeholders. 1.4.9- Identify how conflicts will be resolved that arise among relevant stakeholders.

SP 1.5 - Manage the Project using the Integrated Plans

1.5.1- Implement the project’s defined process using the organization's process asset library. 1.5.2- Monitor and control the project’s activities and work products using the project’s defined process, project plan, and other plans that affect the project. 1.5.3- Obtain and analyze the selected measures to manage the project and support the organization’s needs. 1.5.4- Periodically review and align the project’s performance with the current and anticipated needs, objectives, and requirements of the organization, customer, and end users, as appropriate.

SP 1.6- Establish Integrated Teams

1.6.1- Establish and maintain the project’s shared vision 1.6.2- Establish and maintain the integrated team structure 1.6.3- Establish and maintain each integrated team 1.6.4- Periodically evaluate the integrated team structure and composition.

SP 1.7 - Contribute to the Organizational Process Assets

1.7.1- Propose improvements to organizational process assets. 1.7.2- Store process and product measures in the organization’s measurement repository. 1.7.3- Submit documentation for possible inclusion in the organization’s process asset library 1.7.4- Document lessons learned from the project for inclusion in the organization’s process asset library. 1.7.5- Provide process artifacts associated with tailoring and implementing the organization’s set of standard processes in support of the organization’s process monitoring activities.

Productos de trabajo típicos

The project’s defined process (SP 1.1) Project estimates (SP 1.2) Project plans (SP 1.2) Equipment and tools for the project (SP 1.3) Installation, operation, and maintenance manuals for the project work environment (SP 1.3) User surveys and results (SP 1.3) Usage, performance, and maintenance records (SP 1.3) Support services for the project’s work environment (SP 1.3) Integrated plans (SP 1.4) Work products created by performing the project’s defined process (SP 1.5) Collected measures and status records or reports (SP 1.5) Revised requirements, plans, and commitments (SP 1.5) Integrated plans (SP 1.5) Documented shared vision (SP 1.6) List of team members assigned to each integrated team (SP 1.6) Integrated team charters (SP 1.6) Periodic integrated team status reports (SP 1.6) Proposed improvements to organizational process assets (SP 1.7) Actual process and product measures collected from the project (SP 1.7) Documentation (SP 1.7) Process artifacts associated with tailoring and implementing the organization’s set of standard processes on the project (SP 1.7)

SG 2 - Coordinate and Collaborate with Relevant Stakeholders

SP 2.1 - Manage Stakeholder Involvement

2.1.1- Coordinate with relevant stakeholders who should participate in project activities. 2.1.2- Ensure work products that are produced to satisfy commitments meet the requirements of the recipient. 2.1.3- Develop recommendations and coordinate actions to resolve misunderstandings and problems with requirements.

SP 2.2 - Manage Dependencies

2.2.1- Conduct reviews with relevant stakeholders. 2.2.2- Identify each critical dependency. 2.2.3- Establish need dates and plan dates for each critical dependency based on the project schedule. 2.2.4- Review and get agreement on commitments to address each critical dependency with those responsible for providing the work product and those receiving the work product or performing or receiving the service. 2.2.5- Document critical dependencies and commitments. 2.2.6- Track critical dependencies and commitments and take corrective action as appropriate.

SP 2.3 - Resolve Coordination Issues

2.3.1- Identify and document issues. 2.3.2- Communicate issues to relevant stakeholders. 2.3.3- Resolve issues with relevant stakeholders. 2.3.4- Escalate to appropriate managers those issues not resolvable with relevant stakeholders. 2.3.5- Track the issues to closure. 2.3.6- Communicate with relevant stakeholders on the status and resolution of the issues.

Productos de trabajo típicos

Agendas and schedules for collaborative activities (SP 2.1) Documented issues (SP 2.1) Recommendations for resolving relevant stakeholder issues (SP 2.1) Defects, issues, and action items resulting from reviews with relevant stakeholders (SP 2.2) Critical dependencies (SP 2.2) Commitments to address critical dependencies (SP 2.2) Status of critical dependencies (SP 2.2) Relevant stakeholder coordination issues (SP 2.3) Status of relevant stakeholder coordination issues (SP 2.3)