The purpose of Organizational Process Focus (OPF) is to plan, implement, and deploy organizational process improvements based on a thorough understanding of current strengths and weaknesses of the organization’s processes and process assets.
SG 1 Strengths, weaknesses, and improvement opportunities for the organization’s processes are identified periodically and as needed.
SP 1.1 Establish and maintain the description of process needs and objectives for the organization. SP 1.2 Appraise the organization’s processes periodically and as needed to maintain an understanding of their strengths and weaknesses. SP 1.3 Identify improvements to the organization’s processes and process assets.
SG 2 Process actions that address improvements to the organization’s processes and process assets are planned and implemented.
SP 2.1 Establish and maintain process action plans to address improvements to the organization’s processes and process assets. SP 2.2 Implement process action plans.
SG 3 Organizational process assets are deployed across the organization and process related experiences are incorporated into organizational process assets.
SP 3.1 Deploy organizational process assets across the organization. SP 3.2 Deploy the organization’s set of standard processes to projects at their startup and deploy changes to them as appropriate throughout the life of each project. SP 3.3 Monitor the implementation of the organization’s set of standard processes and use of process assets on all projects. SP 3.4 Incorporate process related experiences derived from planning and performing the process into organizational process assets.
ORGANIZATIONAL PERFORMANCE MANAGEMENT -- PROCESS MANAGEMENT (ML5)
The purpose of Organizational Performance Management (OPM) is to proactively manage the organization’s performance to meet its business objectives.
SG 1 Manage the organization’s business performance using statistical and other quantitative techniques to understand process performance shortfalls and identify areas for process improvement.
SP 1.1 Maintain business objectives based on an understanding of business strategies and actual performance results. SP 1.2 Analyze process performance data to determine the organization’s ability to meet identified business objectives. SP 1.3 Identify potential areas for improvement that could contribute to meeting business objectives.
SG 2 Improvements are proactively identified, evaluated using statistical and other quantitative techniques, and selected for deployment based on their contribution to meeting quality and process performance objectives.
SP 2.1 Elicit and categorize suggested improvements. SP 2.2 Analyze suggested improvements for their possible impact on achieving the organization’s quality and process performance objectives. SP 2.3 Validate selected improvements. SP 2.4 Select and implement improvements for deployment throughout the organization based on an evaluation of costs, benefits and other factors.
SG 3 Measurable improvements to the organization’s processes and technologies are deployed and evaluated using statistical and other quantitative techniques.
SP 3.1 Establish and maintain plans for deploying selected improvements. SP 3.2 Manage the deployment of selected improvements. SP 3.3 Evaluate the effects of deployed improvements on quality and process performance using statistical and other quantitative techniques.
ORGANIZATIONAL PROCESS PERFORMANCE -- PROCESS MANAGEMENT (ML4)
The purpose of Organizational Process Performance (OPP) is to establish and maintain a quantitative understanding of the performance of selected processes in the organization’s set of standard processes in support of achieving quality and process performance objectives, and to provide process performance data, baselines, and models to quantitatively manage the organization’s projects.
SG 1 Baselines and models, which characterize the expected process performance of the organization’s set of standard processes, are established and maintained.
SP 1.1 Establish and maintain the organization’s quantitative objectives for quality and process performance, which are traceable to business objectives. SP 1.2 Select processes or subprocesses in the organization’s set of standard processes to be included in the organization’s process performance analyses and maintain traceability to business objectives. SP 1.3 Establish and maintain definitions of measures to be included in the organization’s process performance analyses. SP 1.4 Analyze the performance of the selected processes, and establish and maintain the process performance baselines. SP 1.5 Establish and maintain process performance models for the organization’s set of standard processes.
ORGANIZATIONAL TRAINING -- PROCESS MANAGEMENT (ML3)
The purpose of Organizational Training (OT) is to develop skills and knowledge of people so they can perform their roles effectively and efficiently.
SG 1 A training capability, which supports the roles in the organization, is established and maintained.
SP 1.1 Establish and maintain strategic training needs of the organization. SP 1.2 Determine which training needs are the responsibility of the organization and which are left to the individual project or support group. SP 1.3 Establish and maintain an organizational training tactical plan. SP 1.4 Establish and maintain a training capability to address organizational training needs.
SG 2 Training for individuals to perform their roles effectively is provided.
SP 2.1 Deliver training following the organizational training tactical plan. SP 2.2 Establish and maintain records of organizational training. SP 2.3 Assess the effectiveness of the organization’s training program. PRODUCT INTEGRATION -- ENGINEERING (ML3)
The purpose of Product Integration (PI) is to assemble the product from the product components, ensure that the product, as integrated, behaves properly (i.e., possesses the required functionality and quality attributes), and deliver the product.
SG 1 Preparation for product integration is conducted.
SP 1.1 Establish and maintain a product integration strategy. SP 1.2 Establish and maintain the environment needed to support the integration of the product components. SP 1.3 Establish and maintain procedures and criteria for integration of the product components.
SG 2 The product component interfaces, both internal and external, are compatible.
SP 2.1 Review interface descriptions for coverage and completeness. SP 2.2 Manage internal and external interface definitions, designs and changes for products and product components.
SG 3 Verified product components are assembled and the integrated, verified and validated product is delivered.
SP 3.1 Confirm, prior to assembly, that each product component required to assemble the product has been properly identified, behaves according to its description, and that the product component interfaces comply with the interface descriptions. SP 3.2 Assemble product components according to the product integration strategy and procedures. SP 3.2 Evaluate assembled product components for interface compatibility. SP 3.2 Package the assembled product or product component and deliver it to the customer.