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SD 4. The service system is maintained to assure continuous service delivery.
In practical terms this means migrating software development from a traditional project management format (PMI [2013]) to a continuous service delivery management format (TSO [2011]).
Restructuring software development in the format of continuous service delivery, guided by a service reference model, is feasible and for suitable contexts can provide significant benefits concerning quality, productivity, and customer satisfaction.
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It is argued that OPRAS makes up "an integrated system for building a shared vision, understanding and agreement about the results to be achieved, and the approach, deployment, assessment and review of activities for continuous improvement in standards of service delivery" (italics in original) [ 24]:24].
Makerere University School of Public Health (MakSPH) with funding support from the Centers for Disease Control and Prevention CDCC) developed an eight-month modular, in-service work-based training program aimed at strengthening the capacity for monitoring and evaluation (M&E) and continuous quality improvement (CQI) in health service delivery.
It is required to establish a structured framework that leads employees to make efforts to improve their service delivery processes and supports continuous improvement of service delivery processes based on the data about the process performance from the customer-perceived value-oriented viewpoint.
Moreover, it involves legal aspects related to the responsibility of delivery and sustaining a continuous service of information that becomes vital with the ongoing threat of climate change.
The dynamics that have given rise to it – shifting consumer expectations and the growing complexity of product or service delivery channels – do not have a shelf life and will continue to dictate continuous innovation and improvement of the customer experience.
ASAP also has a strong management structure with a data-driven culture that encourages accountability for clearly articulated student outcomes and program service delivery benchmarks that are constantly reviewed to allow for continuous improvement.
Moreover, the CHWs were exposed to the continuous turnover of officials so it was difficult to hold specific individuals, or departments, accountable for poor service delivery.
As with other health services, contraceptives have relatively intense administrative requirements because of the need for continuous administrative resources to be allocated to procurement, storage and distribution of contraceptive commodities, and the technical skills required for effective service delivery.
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