The process is institutionalized as a defined process.
Commitment to Perform
GP 2.1 (CO 1) Establish an Organizational Policy
Establish and maintain an organizational policy for planning and performing the organizational process focus process.
Elaboration:
This policy establishes organizational expectations for determining process-improvement opportunities for the processes being used and for planning and implementing process-improvement activities across the organization.
Ability to Perform
GP 3.1 (AB 1) Establish a Defined Process
Establish and maintain the description of a defined organizational process focus process.
GP 2.2 (AB 2) Plan the Process
Establish and maintain the plan for performing the organizational process focus process.
Elaboration:
The plan for performing the organizational process focus process,which is often called “the process-improvement plan,” differs from the process action plans described in specific practices in this process
area. The plan called for in this generic practice addresses the comprehensive planning for all of the specific practices in this process area, from the establishment of organizational process needs all the way through to the incorporation of process-related experiences into the organizational process assets.
GP 2.3 (AB 3) Provide Resources
Provide adequate resources for performing the organizational process focus process, developing the work products, and providing the services of the process.
Elaboration:
Examples of resources provided include the following tools:
· Database management systems
· Process-improvement tools
· Web page builders and browsers
· Groupware
· Quality-improvement tools (e.g., quality-improvement tools, cause-and-effect diagrams, affinity diagrams, Pareto charts)
GP 2.4 (AB 4) Assign Responsibility
Assign responsibility and authority for performing the process,developing the work products, and providing the services of the organizational process focus process.
Elaboration:
Two groups are typically established and assigned responsibility for process improvement:
(1) a management steering committee for process improvement to provide senior-management sponsorship;
(2) a process group to facilitate and manage the process-improvement activities.
GP 2.5 (AB 5) Train People
Train the people performing or supporting the organizational process focus process as needed.
Elaboration:
Examples of training topics include the following:
· CMMI and other process and process-improvement reference models
· Planning and managing process improvement
· Tools, methods, and analysis techniques
· Process modeling
· Facilitation techniques
· Change management
Directing Implementation
GP 2.6 (DI 1) Manage Configurations
Place designated work products of the organizational process management.
Elaboration:
Examples of work products placed under configuration management include the following:
· Process-improvement proposals
· Organization’s approved process action plans
· Training materials for deploying organizational process assets
· Plans for the organization’s process appraisals
GP 2.7 (DI 2) Identify and Involve Relevant Stakeholders
Identify and involve the relevant stakeholders of the organizational process focus process as planned.
Elaboration:
Examples of activities for stakeholder involvement include the following:
· Coordinating and collaborating on process-improvement activities with process owners, those that are or will be performing the process, and support organizations (e.g., training staff and quality assurance representatives)
· Establishing the organizational process needs and objectives
· Appraising the organization’s processes
· Implementing process action plans
· Coordinating and collaborating on the execution of pilots to test selected improvements
· Deploying organizational process assets and changes to organizational process assets
· Communicating the plans, status, activities, and results related to the implementation of process-improvement activities
GP 2.8 (DI 3) Monitor and Control the Process
Monitor and control the organizational process focus process against the plan for performing the process and take appropriate corrective action.
Elaboration:
Examples of measures used in monitoring and controlling include the following:
· Number of process-improvement proposals submitted, accepted, or implemented
· CMMI maturity level or capability level
GP 3.2 (DI 4) Collect Improvement Information
Collect work products, measures, measurement results, and improvement information derived from planning and performing the organizational process focus process to support the future use and improvement of the organization’s processes and process assets.
Verifying Implementation
GP 2.9 (VE 1) Objectively Evaluate Adherence
Objectively evaluate adherence of the organizational process focus process against its process description, standards, and procedures, and address noncompliance.
Elaboration:
Examples of activities reviewed include the following:
· Determining process-improvement opportunities
· Planning and coordinating process-improvement activities
Examples of work products reviewed include the following:
· Process-improvement plans
· Process action plans
· Plans for the organization’s process appraisals
GP 2.10 (VE 2) Review Status with Higher Level Management
Review the activities, status, and results of the organizational process focus process with higher level management and resolve issues.
Elaboration:
These reviews are typically in the form of a briefing presented to the management steering committee by the process group and the process action teams.
Examples of presentation topics include the following:
· Status of improvements being developed by process action teams
· Results of pilots
· Results of deployments
· Schedule status for achieving significant milestones (e.g., readiness for an appraisal, or progress towards achieving a targeted organizational maturity level or capability level profile)
