Subset Overview / Details
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Requirement Set: CMMI
Subset: Organizational Process
Performance (OPP)
______________________________________________________________
Notes:
·
The contents of this web page were extracted from
the following document: Capability Maturity Model® Integration
(CMMISM), Version 1.1, Continuous Representation,
CMU/SEI-2002-TR-011, March 2002 (CMMI-SE/SW/IPPD/SS). Copyright 2002 by
Carnegie Mellon University. NO WARRANTY.
·
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·
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·
In the CMMI, a subset is known as a "Process
Area (PA)" and a requirement is known as a "Practice". The
specific practices are referred to as SPs and the generic practices are
referred to as GPs.
·
This web page contains the text for SPs and GPs as
it appears in Chapter 7 of the CMMI document, in the section corresponding to
the process area named in the heading of this page. This web page does not
include the detailed description of the GPs that appears in a separate chapter
of the CMMI document; the detailed
description of the GPs is available in a separate web
page. (Note: Using the hyperlink provided here will open that web page in a
separate window.)
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Category: Process Management
Purpose
The purpose of Organizational Process Performance is to
establish and maintain a quantitative understanding of the performance of the
organization’s set of standard processes in support of quality and
process-performance objectives, and to provide the process performance data,
baselines, and models to quantitatively manage the organization’s projects. [PA164]
Introductory Notes
Process performance is a measure of the actual results achieved
by following a process. Process performance is characterized by both process
measures (e.g., effort, cycle time, and defect removal effectiveness) and
product measures (e.g., reliability and defect density). [PA164.N101]
The common measures for the organization are composed of
process and product measures that can be used to summarize the actual
performance of processes in individual projects in the organization. The
organizational data for these measures are analyzed to establish a distribution
and range of results, which characterize the expected performance of the
process when used on any individual project in the organization. [PA164.N102]
In this process area, the phrase “quality and
process-performance objectives” covers objectives and requirements for product
quality, service quality, and process performance. As indicated above, the term
“process performance” includes product quality; however, to emphasize the
importance of product quality, the phrase “quality and process-performance
objectives” is used rather than just “process-performance objectives.” [PA164.N106]
The expected process performance can be used in
establishing the project’s quality and process-performance objectives and can
be used as a baseline against which actual project performance can be compared.
This information is used to quantitatively manage the project. Each
quantitatively managed project, in turn, provides actual performance results
that become a part of the baseline data for the organizational process assets. [PA164.N103]
The associated process performance models are used to
represent past and current process performance and to predict future results of
the process. For example, the latent defects in the delivered product can be
predicted using measurements of defects identified during the product
verification activities. [PA164.N104]
When the organization has measures, data, and analytic
techniques for critical process and product characteristics, it is able to do
the following: [PA164.N105]
· Determine whether processes are behaving consistently or have stable trends (i.e., are predictable)
· Identify processes where the performance is within natural bounds that are consistent across process implementation teams
· Establish criteria for identifying whether a process or process element should be statistically managed, and determine pertinent measures and analytic techniques to be used in such management
· Identify processes that show unusual (e.g., sporadic or unpredictable) behavior
· Identify any aspects of the processes that can be improved in the organization's set of standard processes
· Identify the implementation of a process which performs best
Refer to the Quantitative Project Management process area for more
information about the use of process performance baselines and models.
[PA164.R101]
Refer to the Measurement and Analysis process area for more information
about specifying measures and collecting and analyzing data.
[PA164.R102]
Specific Goals
SG 1 Establish
Performance Baselines and Models
[PA164.IG101]
Baselines and models that characterize the expected process performance of the organization's set of standard processes are established and maintained.
Generic Goals
GG 1 Achieve
Specific Goals [CL102.GL101]
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.
GG 2 Institutionalize
a Managed Process [CL103.GL101]
The process is institutionalized as a managed process.
GG 3 Institutionalize
a Defined Process [CL104.GL101]
The process is institutionalized as a defined process.
GG 4 Institutionalize
a Quantitatively Managed Process
[CL105.GL101]
The process is institutionalized as a quantitatively managed process.
GG 5 Institutionalize
an Optimizing Process [CL106.GL101]
The process is institutionalized as an optimizing process.
Practice-to-Goal Relationship Table
SG 1 Establish Performance Baselines and Models [PA164.IG101]
SP 1.1-1 Select Processes
SP 1.2-1 Establish Process Performance Measures
SP 1.3-1 Establish Quality and Process-Performance Objectives
SP 1.4-1 Establish Process Performance Baselines
SP 1.5-1 Establish Process Performance Models
GG 1 Achieve Specific Goals [CL102.GL101]
GP 1.1 Perform Base Practices
GG 2 Institutionalize a Managed Process [CL103.GL101]
GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.5 Train People
GP 2.6 Manage Configurations
GP 2.7 Identify and Involve Relevant Stakeholders
GP 2.8 Monitor and Control the Process
GP 2.9 Objectively Evaluate Adherence
GP 2.10 Review Status with Higher Level Management
GG 3 Institutionalize a Defined Process [CL104.GL101]
GP 3.1 Establish a Defined Process
GP 3.2 Collect Improvement Information
GG 4 Institutionalize a Quantitatively Managed Process [CL105.GL101]
GP 4.1 Establish Quantitative Objectives for the Process
GP 4.2 Stabilize Subprocess Performance
GG 5 Institutionalize an Optimizing Process [CL106.GL101]
GP 5.1 Ensure Continuous Process Improvement
GP 5.2 Correct Root Causes of Problems
Specific Practices by Goal
SG 1 Establish Performance Baselines and Models
Baselines and models that characterize the
expected process performance of the organization's set of standard processes
are established and maintained.
[PA164.IG101]
Prior to establishing process performance baselines and
models, it is necessary to determine which processes are suitable to be
measured (the Select Processes specific practice), which measures are useful
for determining process performance (the Establish Process Performance Measures
specific practice), and the quality and process-performance objectives for
those processes (the Establish Quality and Process-Performance Objectives
specific practice). These specific practices are often interrelated and may
need to be performed concurrently to select the appropriate processes,
measures, and quality and process-performance objectives. Often, the selection
of one process, measure, or objective will constrain the selection of the
others. For example, if a certain process is selected, the measures and objectives
for that process may be constrained by the process itself. [PA164.IG101.N101]
Select
the processes or process elements in the organization's set of standard
processes that are to be included in the organization's process performance
analyses. [PA164.IG101.SP101]
Refer to the Organizational Process Definition process area for more
information about the structure of the organizational process assets.
[PA164.IG101.SP101.R101]
The organization's set of standard processes consists of
a set of standard processes that, in turn, are composed of process elements. [PA164.IG101.SP101.N101]
Typically, it will not be possible, useful, or
economically justifiable to apply statistical management techniques to all
processes or process elements of the organization's set of standard processes.
Selection of the processes and/or process elements is based upon the needs and
objectives of both the organization and projects.
[PA164.IG101.SP101.N102]
Typical Work Products
1. List of processes or process
elements identified for process performance analyses
[PA164.IG101.SP101.W101]
SP 1.2-1 Establish Process Performance Measures
Establish
and maintain definitions of the measures that are to be included in the
organization's process performance analyses.
[PA164.IG101.SP102]
Refer to the Measurement and Analysis process area for more information
about selecting measures. [PA164.IG101.SP102.R101]
Typical Work Products
1. Definitions for the
selected measures of process performance
[PA164.IG101.SP102.W101]
Subpractices
1. Determine which of the organization's
business objectives for quality and process performance need to be addressed by
the measures. [PA164.IG101.SP102.SubP101]
2. Select measures that provide appropriate insight
into the organization's quality and process performance.
[PA164.IG101.SP102.SubP102]
The Goal Question Metric paradigm
is an approach that can be used to select measures that provide insight into
the organization’s business objectives. [PA164.IG101.SP102.SubP102.N101]
Examples
of criteria used to select measures include the following: [PA164.IG101.SP102.SubP102.N102]
· Relationship of the measures to the organization’s business objectives
· Coverage that the measures provide over the entire life of the product
· Visibility that the measures provide into the process performance
· Availability of the measures
· Extent to which the measures are objective
· Frequency at which the observations of the measure can be collected
· Extent to which the measures are controllable by changes to the process
· Extent to which the measures represent the users’ view of effective process performance
3. Incorporate the selected measures into the
organization's set of common measures. [PA164.IG101.SP102.SubP103]
Refer
to the Organizational Process Definition process area for more information
about establishing organizational process assets.
[PA164.IG101.SP102.SubP103.R101]
4. Revise the set of measures as necessary. [PA164.IG101.SP102.SubP104]
SP 1.3-1 Establish Quality and Process-Performance Objectives
Establish
and maintain quantitative objectives for quality and process performance for
the organization.
[PA164.IG101.SP103]
The organization's quality and process-performance objectives
should have the following attributes:
[PA164.IG101.SP103.N101]
· Based on the organization's business objectives
· Based on the past performance of projects
· Defined to gauge process performance in areas such as product quality, productivity, or cycle time
· Constrained by the inherent variability or natural bounds of the process
Typical Work Products
1. Organization's quality and
process-performance objectives [PA164.IG101.SP103.W101]
Subpractices
1. Review the organization's business
objectives related to quality and process performance.
[PA164.IG101.SP103.SubP101]
Examples
of business objectives include the following:
[PA164.IG101.SP103.SubP101.N101]
· Achieve a development cycle of a specified duration for a specified release of a product
· Decrease the cost of maintenance of the products by a specified percent
2. Define the organization's quantitative
objectives for quality and process performance.
[PA164.IG101.SP103.SubP102]
Objectives may be established for
both process measurements (e.g., effort, cycle time, and defect removal
effectiveness) and product measurements (e.g., reliability and defect density). [PA164.IG101.SP103.SubP102.N101]
Examples
of quality and process-performance objectives include the following: [PA164.IG101.SP103.SubP102.N102]
· Achieve a specified productivity
· Deliver work products with no more than a specified number of latent defects
3. Define the priorities of the organization's
objectives for quality and process performance.
[PA164.IG101.SP103.SubP103]
4. Review, negotiate, and obtain commitment for
the organization's quality and process-performance objectives and their
priorities from the relevant stakeholders.
[PA164.IG101.SP103.SubP104]
5. Revise the organization's quantitative
objectives for quality and process performance as necessary. [PA164.IG101.SP103.SubP105]
Examples
of when the organization’s quantitative objectives for quality and process
performance may need to be revised include the following: [PA164.IG101.SP103.SubP105.N101]
· When the organization’s business objectives change
· When the organization’s processes change
· When actual quality and process performance differs significantly from the objectives
SP 1.4-1 Establish Process Performance Baselines
Establish
and maintain the organization's process performance baselines. [PA164.IG101.SP104]
The organization's process performance baselines are a
measurement of performance for the organization's set of standard processes at
various levels of detail, as appropriate. The processes include the following: [PA164.IG101.SP104.N101]
· Individual process elements (e.g., test-case inspection element)
· Sequence of connected processes
· Processes that cover the entire life of the project
· Processes for developing individual work products
There may be several process performance baselines to
characterize performance for subgroups of the organization. [PA164.IG101.SP104.N102]
Examples of
criteria used to categorize subgroups include the following: [PA164.IG101.SP104.N104]
· Product line
· Application domain
· Complexity
· Team size
· Work product size
· Process elements from the organization's set of standard processes
Allowable tailoring of the organization’s set of standard
processes may significantly affect the comparability of the data for inclusion
in process performance baselines. The effects of tailoring should be considered
in establishing baselines.
[PA164.IG101.SP104.N103]
Refer to the Quantitative Project Management process area for more
information about the use of process performance baselines.
[PA164.IG101.SP104.N103.R101]
Typical Work Products
1. Baseline data on the
organization’s process performance [PA164.IG101.SP104.W101]
Subpractices
1. Collect measurements from the organization’s
projects. [PA164.IG101.SP104.SubP101]
The process in use when the
measurement was taken is recorded to enable appropriate use at a later date. [PA164.IG101.SP104.SubP101.N101]
Refer
to the Measurement and Analysis process area for information about collecting
and analyzing data. [PA164.IG101.SP104.SubP101.N101.R101]
2. Establish and maintain the organization's
process performance baselines from the collected measurements and analyses. [PA164.IG101.SP104.SubP102]
Refer
to the Measurement and Analysis process area for information about establishing
objectives for measurement and analysis, specifying the measures and analyses
to be performed, obtaining and analyzing measures, and reporting results. [PA164.IG101.SP104.SubP102.R101]
Process performance baselines are
derived by analyzing the collected measures to establish a distribution and
range of results that characterize the expected performance for selected
processes when used on any individual project in the organization. [PA164.IG101.SP104.SubP102.N102]
The measurements from stable
processes from projects should be used; other data may not be reliable. [PA164.IG101.SP104.SubP102.N101]
3. Review and get agreement with relevant
stakeholders about the organization's process performance baselines. [PA164.IG101.SP104.SubP103]
4. Make the organization's process performance
information available across the organization in the organization's measurement
repository. [PA164.IG101.SP104.SubP104]
The organization's process
performance baselines are used by the projects to estimate the natural bounds
for process performance.
[PA164.IG101.SP104.SubP104.N101]
Refer
to the Organizational Process Definition process area for more information
about establishing the organization’s measurement repository. [PA164.IG101.SP104.SubP104.N101.R101]
5. Compare the organization’s process
performance baselines to the associated objectives.
[PA164.IG101.SP104.SubP105]
6. Revise the organization's process
performance baselines as necessary. [PA164.IG101.SP104.SubP106]
Examples
of when the organization’s process performance baselines may need to be revised
include the following: [PA164.IG101.SP104.SubP106.N101]
· When the processes change
· When the organization’s results change
· When the organization’s needs change
SP 1.5-1 Establish Process Performance Models
Establish
and maintain the process performance models for the organization's set of
standard processes.
[PA164.IG101.SP105]
Process performance models are used to estimate or
predict the value of a process performance measure from the values of other
process and product measurements. These process performance models typically
use process and product measurements collected throughout the life of the
project to estimate progress toward achieving objectives that cannot be
measured until later in the project’s life.
[PA164.IG101.SP105.N101]
The process performance models are used as follows: [PA164.IG101.SP105.N102]
· The organization uses them for estimating, analyzing, and predicting the process performance associated with the processes in the organization's set of standard processes.
· The organization uses them to assess the (potential) return on investment for process-improvement activities.
· Projects use them for estimating, analyzing, and predicting the process performance for their defined processes.
· Projects use them for selecting processes for use.
These measures and models are defined to provide insight
into and to provide the ability to predict critical process and product
characteristics that are relevant to business value. [PA164.IG101.SP105.N103]
Examples of
areas of concern to projects in which models may be useful include the
following:
[PA164.IG101.SP105.N104]
· Schedule and cost
· Reliability
· Defect identification and removal rates
· Defect removal effectiveness
· Latent defect estimation
· Project progress
· Combinations of these areas
Examples of
process performance models include the following: [PA164.IG101.SP105.N105]
· System dynamics models
· Reliability growth models
· Complexity models
Refer to the Quantitative Project Management process area for more
information about the use of process performance models.
[PA164.IG101.SP105.N105.R101]
Typical Work Products
1. Process performance models [PA164.IG101.SP105.W101]
Subpractices
1. Establish the process performance models
based on the organization's set of standard processes and the organization's
process performance baselines. [PA164.IG101.SP105.SubP101]
2. Calibrate the process performance models
based on the organization’s past results and current needs. [PA164.IG101.SP105.SubP102]
3. Review the process performance models and
get agreement with relevant stakeholders.
[PA164.IG101.SP105.SubP103]
4. Support the projects' use of the process
performance models. [PA164.IG101.SP105.SubP104]
5. Revise the process performance models as
necessary. [PA164.IG101.SP105.SubP105]
Examples
of when the process performance models may need to be revised include the
following: [PA164.IG101.SP105.SubP105.N101]
· When the processes change
· When the organization's results change
· When the organization's needs change
Generic Practices by Goal
(Note: The detailed description of the GPs is available in a separate web page. Using the hyperlink provided here will open that web page in a separate window. However, the GP elaborations pertinent to the process area of this web page are available below.)
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.
Perform
the base practices of the organizational process performance process to develop
work products and provide services to achieve the specific goals of the process
area. [GP102]
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
organizational process performance process.
[GP103]
Elaboration:
This policy establishes organizational expectations for
establishing and maintaining process performance baselines for the
organization's set of standard processes.
[PA164.EL101]
Establish
and maintain the plan for performing the organizational process performance
process. [GP104]
Elaboration:
This plan for performing the organizational process performance
process may be included in or referenced by the organization’s
process-improvement plan, which is described in the Organizational Process
Focus process area, or it may be documented in a separate plan that describes
only the plan for the organizational process performance process. [PA164.EL113]
Provide
adequate resources for performing the organizational process performance
process, developing the work products, and providing the services of the
process. [GP105]
Elaboration:
Special expertise in statistics and statistical process
control may be needed to establish the process performance baselines for the
organization's set of standard processes.
[PA164.EL111]
Examples of
other resources provided include the following tools: [PA164.EL102]
· Database management systems
· System dynamic models
· Process modeling tools
· Statistical analysis packages
· Problem-tracking packages
Assign
responsibility and authority for performing the process, developing the work
products, and providing the services of the organizational process performance
process. [GP106]
Train
the people performing or supporting the organizational process performance
process as needed. [GP107]
Elaboration:
Examples of
training topics include the following: [PA164.EL103]
· Process and process-improvement modeling
· Quantitative and statistical methods (e.g., estimating models, Pareto analysis, and control charts)
Place
designated work products of the organizational process performance process
under appropriate levels of configuration management. [GP109]
Elaboration:
Examples of
work products placed under configuration management include the following: [PA164.EL104]
· Organization’s quality and process-performance objectives
· Definition for the selected measures of process performance
· Baseline data on the organization's process performance
GP 2.7 Identify and Involve Relevant Stakeholders
Identify
and involve the relevant stakeholders of the organizational process performance
process as planned. [GP124]
Elaboration:
Examples of
activities for stakeholder involvement include the following: [PA164.EL112]
· Establishing the organization’s quality and process-performance objectives and their priorities
· Reviewing and resolving issues on the organization’s process performance baselines
· Reviewing and resolving issues on the organization’s process performance models
GP 2.8 Monitor and Control the Process
Monitor
and control the organizational process performance process against the plan for
performing the process and take appropriate corrective action. [GP110]
Elaboration:
Examples of
measures used in monitoring and controlling include the following: [PA164.EL105]
· Trends in the organization’s process performance with respect to changes in work products and task attributes (e.g., size growth, effort, schedule, and quality)
GP 2.9 Objectively Evaluate Adherence
Objectively
evaluate adherence of the organizational process performance process against
its process description, standards, and procedures, and address noncompliance. [GP113]
Elaboration:
Examples of
activities reviewed include the following: [PA164.EL106]
· Establishing process performance baselines and models
Examples of
work products reviewed include the following: [PA164.EL110]
· Process performance plans
· Organization’s quality and process-performance objectives
· Definition for the selected measures of process performance
GP 2.10 Review Status with Higher Level Management
Review
the activities, status, and results of the organizational process performance
process with higher level management and resolve issues. [GP112]
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 organizational process performance
process. [GP114]
GP 3.2 Collect Improvement Information
Collect
work products, measures, measurement results, and improvement information
derived from planning and performing the organizational process performance
process to support the future use and improvement of the organization’s
processes and process assets. [GP117]
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 organizational process performance
process that address quality and process performance based on customer needs
and business objectives. [GP118]
GP 4.2 Stabilize Subprocess Performance
Stabilize
the performance of one or more subprocesses to determine the ability of the
organizational process performance process to achieve the established
quantitative quality and process-performance objectives. [GP119]
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 organizational process performance process in
fulfilling the relevant business objectives of the organization. [GP125]
GP 5.2 Correct Root Causes of Problems
Identify
and correct the root causes of defects and other problems in the organizational
process performance process. [GP121]