Esta AP (área de proceso), perteneciente al Nivel de Madurez 5, selecciona y despliega las mejoras de innovación que permiten que la organización cumpla con los objetivos de calidad y de performance del proceso. La identificación de las mejoras está alineada con los valores del negocio y con los objetivos de la organización.
OID se relaciona con las siguientes AP: OPD (Organizational Process Definition), OPF (Organizational Process Focus), OT (Organizational Training), OPP (Organizational Process Performance), MA (Measurement and Analysis), IPM (Integrated Project Management) y DAR (Decision Analysis and Resolution).
Los objetivos específicos (SG), prácticas especificas (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 where 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 the results of the 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 the plans for the pilots. 1.3.3- Consult with and assist the people 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 the 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 the 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.
Los productos de trabajo de las SP son: - 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 necessary 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 plan for deploying each process and technology improvement 2.1.6- Review and get agreement with relevant stakeholders on the plan for deploying each process and technology improvement 2.1.7- Revise the plan for deploying each process and technology improvement as necessary
SP 2.2 - Manage the Deployment
2.2.1- Monitor the deployment of the process and technology improvements using the deployment plan 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 the process and technology improvements into organizational process assets, as appropriate 2.2.5- Coordinate the deployment of the process and technology improvements into the projects' defined processes as appropriate 2.2.6- Provide consulting, as appropriate, to support deployment of the process and technology improvements. 2.2.7- Provide updated training materials to reflect the improvements to the 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 the 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.
Los productos de trabajo de las SP son: - Deployment plan for selected process and technology improvements (SP 2.1) - Updated training materials (to reflect deployed process and technology improvements) (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)
Causal Analysis and Resolution (CAR)
Esta área de proceso (AP), perteneciente al Nivel de Madurez 5, permite que los miembros de un proyecto identifiquen las causas de los defectos seleccionados u otros problemas y tomar la acción preventiva para que no suceda en un futuro. Los procesos del proyecto son un elemento fundamental en la identificación de la causa del defecto. Las propuestas de mejoramiento del proceso previene la ocurrencia de defectos en la organización.
CAR se relaciona con las siguientes AP: QPM (Quantitative Project Management), OID (Organizational Innovation and Deployment) y MA (Measurement and Analysis).
Los objetivos específicos (SG), prácticas especificas (SP) y subprácticas de esta AP son:
SG 1 - Determine Causes of Defects
SP 1.1 - Select Defect Data for Analysis
1.1.1- Gather relevant defect or problem data. 1.1.2- Determine which defects and other problems will be analyzed further
SP 1.2 - Analyze Causes
1.2.1- Conduct causal analysis with the people who are responsible for performing the task 1.2.2- Analyze selected defects and other problems to determine their root causes 1.2.3- Group the selected defects and other problems based on their root causes 1.2.4- Propose and document actions that need to be taken to prevent the future occurrence of similar defects or other problems
Los productos de trabajo de las SP son:
- Defect and problem data selected for further analysis (SP 1.1) - Action proposal (SP 1.2)
SG 2 - Address Causes of Defects
SP 2.1 - Implement the Action Proposals
2.1.1- Analyze the action proposals and determine their priorities 2.1.2- Select the action proposals that will be implemented 2.1.3- Create action items for implementing the action proposals 2.1.4- Identify and remove similar defects 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 as appropriate 2.2.2- Measure the capability of the project's defined process as appropriate
SP 2.3 - Record Data
Los productos de trabajo de las SP son: - 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)
Prácticas Genéricas por Objetivo de OID y CAR
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GG 1 - Achieve Specific Goals
The process supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products.
GP 1.1 - Perform Specific Practices
Perform the specific practices of the causal analysis and resolution process to develop work products and provide services to achieve the specific goals of the process area.
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GG 2 - Institutionalize a Managed Process
The process is institutionalized as a managed process.
GP 2.1 - Establish an Organizational Policy
Establish and maintain an organizational policy for planning and performing the causal analysis and resolution process.
GP 2.2 - Plan the Process
Establish and maintain the plan for performing the causal analysis and resolution process.
GP 2.3 - Provide Resources
Provide adequate resources for performing the causal analysis and resolution process, developing the work products, and providing the services of the process.
GP 2.4 - Assign Responsibility
Assign responsibility and authority for performing the process, developing the work products, and providing the services of the causal analysis and resolution process.
GP 2.5 - Train People
Train the people performing or supporting the causal analysis and resolution process as needed.
GP 2.6 - Manage Configurations
Place designated work products of the causal analysis and resolution process under appropriate levels of control.
GP 2.7 - Identify and Involve Relevant Stakeholders
Identify and involve the relevant stakeholders of the causal analysis and resolution process as planned.
GP 2.8 - Monitor and Control the Process
Monitor and control the causal analysis and resolution process against the plan for performing the process and take appropriate corrective action.
GP 2.9 - Objectively Evaluate Adherence
Objectively evaluate adherence of the causal analysis and resolution process against its process description, standards, and procedures, and address noncompliance.
GP 2.10 - Review Status with Higher Level Management
Review the activities, status, and results of the causal analysis and resolution process with higher level management and resolve issues.
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GG 3 Institutionalize a Defined Process
The process is institutionalized as a defined process.
GP 3.1- Establish a Defined Process
Establish and maintain the description of a defined causal analysis and resolution process
GP 3.2 - Collect Improvement Information
Collect work products, measures, measurement results, and improvement information derived from planning and performing the causal analysis and resolution process to support the future use and improvement of the organization’s processes and process assets.
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GG 4 - Institutionalize a Quantitatively Managed Process
The process is institutionalized as a quantitatively managed process
GP 4.1 - Establish Quantitative Objectives for the Process
Establish and maintain quantitative objectives for the causal analysis and resolution process, which address quality and process performance, based on customer needs and business objectives.
GP 4.2- Stabilize Subprocess Performance
Stabilize the performance of one or more subprocesses to determine the ability of the causal analysis and resolution process to achieve the established quantitative quality and process-performance objectives.
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GG 5 - Institutionalize an Optimizing Process
The process is institutionalized as an optimizing process.
GP 5.1 - Ensure Continuous Process Improvement
Ensure continuous improvement of the causal analysis and resolution process in fulfilling the relevant business objectives of the organization.
GP 5.2 - Correct Root Causes of Problems
Identify and correct the root causes of defects and other problems in the causal analysis and resolution process.