Improvements are planned and implemented, organizational process assets are deployed, and process-related experiences are incorporated into the organizational process assets. Successful implementation of improvements requires participation in the process definition and improvement activities by process owners, those performing the process, and support organizations.
SP 2.1 Establish Process Action Plans
Establish and maintain process action plans to address improvements to the organization's processes and process assets.
Establishing and maintaining process action plans typically involves the following roles:
· Management steering committees to set strategies and oversee process-improvement activities
· Process group staff to facilitate and manage the process improvement activities
· Process action teams to define and implement the improvement
· Process owners to manage the deployment
· Practitioners to perform the process
This involvement helps to obtain buy-in on the process improvements and increases the likelihood of effective deployment.
Process action plans are detailed implementation plans. These plans differ from the organization’s process-improvement plan in that they are plans targeting specific improvements that have been defined to
address weaknesses usually uncovered by appraisals.
Typical Work Products
1. Organization's approved process action plans
Subpractices
1. Identify strategies, approaches, and actions to address the identified process improvements. New, unproven, and major changes are piloted before they are incorporated into normal use.
2. Establish process action teams to implement the actions.
The teams and people performing the process-improvement actions are called “process action teams.” Process action teams typically include process owners and those who perform the process.
3. Document process action plans. Process action plans typically cover the following:
· Process-improvement infrastructure
· Process-improvement objectives
· Process improvements that will be addressed
· Procedures for planning and tracking process actions
· Strategies for piloting and implementing the process actions
· Responsibility and authority for implementing the process actions
· Resources, schedules, and assignments for implementing the process actions
· Methods for determining the effectiveness of the process actions
· Risks associated with process action plans
4. Review and negotiate process action plans with relevant stakeholders.
5. Review process action plans as necessary.
SP 2.2 Implement Process Action Plans
Implement process action plans across the organization.
Typical Work Products
1. Commitments among the various process action teams
2. Status and results of implementing process action plans
3. Plans for pilots
Subpractices
1. Make process action plans readily available to relevant stakeholders.
2. Negotiate and document commitments among the process action teams and revise their process action plans as necessary.
3. Track progress and commitments against process action plans.
4. Conduct joint reviews with the process action teams and relevant stakeholders to monitor the progress and results of the process actions.
5. Plan pilots needed to test selected process improvements.
6. Review the activities and work products of process action teams.
7. Identify, document, and track to closure issues in implementing process action plans.
8. Ensure that the results of implementing process action plans satisfy the organization’s process-improvement objectives.
SP 2.3 Deploy Organizational Process Assets
Deploy organizational process assets across the organization.
Deployment of organizational process assets or of changes to organizational process assets should be performed in an orderly manner. Some organizational process assets or changes to organizational process assets may not be appropriate for implementation in some parts of the organization (because of customer
requirements or the current lifecycle phase being implemented, for example). It is therefore important that those that are or will be executing the process, as well as other organization functions (such as training and quality assurance) be involved in the deployment as necessary.
Typical Work Products
1. Plans for deploying the organizational process assets and changes to organizational process assets
2. Training materials for deploying the organizational process assets and changes to organizational process assets
3. Documentation of changes to the organizational process assets
4. Support materials for deploying the organizational process assets and changes to organizational process assets
Subpractices
1. Deploy organizational process assets and associated methods and tools.
Typical activities performed as a part of this deployment include the following:
· Planning the deployment
· Identifying the organizational process assets that should be adopted by those who will be performing the process
· Ensuring that training is available for the organizational process assets that are being deployed
· Identifying the support resources (e.g., tools) needed to transition the deployed organizational process assets
· Determining the schedule for deploying the organizational process assets
2. Deploy the changes that were made to the organizational process assets.
Typical activities performed as a part of this deployment include the following:
· Planning the deployment
· Determining which changes are appropriate for those that are or will be performing the process
· Determining the time frame for deploying the changes
· Arranging for the associated support needed to successfully transition the changes
3. Document the changes to the organizational process assets.
The documentation of changes is used to understand the relationship of the changes to resulting changes in process performance and results.
4. Provide guidance and consultation on the use of the organizational process assets.
SP 2.4 Incorporate Process-Related Experiences into the Organizational Process Assets
Incorporate process-related work products, measures, and improvement information derived from planning and performing the process into the organizational process assets.
Typical Work Products
1. Process-improvement proposals
2. Process lessons learned
3. Measurements on the organizational process assets
4. Improvement recommendations for the organizational process assets
5. Records of the organization's process-improvement activities
6. Information on the organizational process assets and improvements to them
Subpractices
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.
2. Obtain feedback about the use of the organizational process assets.
3. Derive lessons learned from defining, piloting, implementing, and deploying the organizational process assets.
4. Make lessons learned available to the people in the organization as appropriate.
Actions may have to be taken to ensure that lessons learned are used appropriately.
Examples of inappropriate use of lessons learned include the following:
· Evaluating the performance of people
· Judging process performance or results
Examples of ways to prevent inappropriate use of lessons learned include the following:
· Controlling access to the lessons learned
· Educating people about the appropriate use of lessons learned
5. Analyze the organization's common set of measures.
6. Appraise the processes, methods, and tools in use in the organization and develop recommendations for improving the organizational process assets.
This appraisal typically includes the following:
· Determining which of the processes, methods, and tools are of potential use to other parts of the organization
· Appraising the quality and effectiveness of the organizational process assets
· Identifying candidate improvements to the organizational process assets
· Determining compliance with the organization’s set of standard processes and tailoring guidelines
7. Make the best use of the organization's processes, methods, and tools available to the people in the organization as appropriate.
8. Manage process-improvement proposals.
The activities for managing process-improvement proposals typically include the following:
· Soliciting process-improvement proposals
· Collecting process-improvement proposals
· Reviewing the process-improvement proposals
· Selecting the process-improvement proposals that will be implemented
· Tracking the implementation of the process-improvement proposals
Process-improvement proposals are documented as process change requests or problem reports, as appropriate.
Some process-improvement proposals may be incorporated into the organization’s process action plans.
9. Establish and maintain records of the organization's processimprovement
activities.
