Establish and maintain the organization’s set of standard processes.
Standard processes can be defined at multiple levels in an enterprise and they can be related hierarchically. For example, an enterprise can have a set of standard processes that is tailored by individual organizations (e.g., a division, a site) in the enterprise to establish their set of standard processes. The set of standard processes can also be tailored for each of the organization’s business areas, product lines, or standard services. Thus the organization’s set of standard processes can refer to the standard processes established at the organization level and standard processes that may be established at lower levels, although some organizations may have only one level of standard processes. (See the definitions of “standard process” and “organization’s set of standard processes” in the glossary.)
Multiple standard processes may be needed to address the needs of different application domains, lifecycle models, methodologies, and tools. The organization’s set of standard processes contains process elements (e.g., a work product size estimating element) that may be interconnected according to one or more process architectures that describe relationships among process elements.
The organization’s set of standard processes typically includes technical, management, administrative, support, and organizational processes.
The organization’s set of standard processes should collectively cover all processes needed by the organization and projects, including those processes addressed by the process areas at maturity level 2.
Example Work Products
- Organization’s set of standard processes
1. Decompose each standard process into constituent process elements to the detail needed to understand and describe the process.
Each process element covers a closely related set of activities. The descriptions of process elements may be templates to be filled in, fragments to be completed, abstractions to be refined, or complete descriptions to be tailored or used unmodified. These elements are described in such detail that the process, when fully defined, can be consistently performed by appropriately trained and skilled people.
- Template for generating work product size estimates
- Description of work product design methodology
- Tailorable peer review methodology
- Template for conducting management reviews
- Templates or task flows embedded in workflow tools
- Description of methods for prequalifying suppliers as preferred suppliers
2. Specify the critical attributes of each process element.
- Process roles
- Applicable standards
- Applicable procedures, methods, tools, and resources
- Process performance objectives
- Entry criteria
- Verification points (e.g., peer reviews)
- Exit criteria
- Product and process measures
3. Specify relationships among process elements.
- Order of the process elements
- Interfaces among process elements
- Interfaces with external processes
- Interdependencies among process elements
The rules for describing relationships among process elements are referred to as the “process architecture.” The process architecture covers essential requirements and guidelines. Detailed specifications of these relationships are covered in descriptions of defined processes that are tailored from the organization’s set of standard processes.
4. Ensure that the organization’s set of standard processes adheres to applicable policies, standards, and models.
Adherence to applicable process standards and models is typically demonstrated by developing a mapping from the organization’s set of standard processes to relevant process standards and models. This mapping is a useful input to future appraisals.
5. Ensure that the organization’s set of standard processes satisfies process needs and objectives of the organization.
6. Ensure that there is appropriate integration among processes that are included in the organization’s set of standard processes.
7. Document the organization’s set of standard processes.
8. Conduct peer reviews on the organization’s set of standard processes.
9. Revise the organization’s set of standard processes as necessary.
- When improvements to the process are identified
- When causal analysis and resolution data indicate that a process change is needed
- When process improvement proposals are selected for deployment across the organization
- When the organization’s process needs and objectives are updated