Summary

Process Management (CMMI-SVC) process areas contain the cross-project activities related to defining, planning, deploying, implementing, monitoring, controlling, appraising, measuring, and improving processes.

Description

The Process Management process areas of CMMI are as follows:

Basic Process Management Process Areas

The Basic Process Management process areas provide the organization with a capability to document and share best practices, organizational process assets, and learning across the organization. Figure 4.1 provides a bird’s-eye view of the interactions among the Basic Process Management process areas and with other process area categories. As illustrated in Figure 4.1, the Organizational Process Focus process area helps the organization to plan, implement, and deploy organizational process improvements based on an understanding of the current strengths and weaknesses of the organization’s processes and process assets. Project and Work Management (CMMI-SVC)Support (CMMI-SVC)Service Establishment and Delivery (CMMI-SVC)Organizational Training (OT) (CMMI-SVC)Organizational Process Definition (OPD) (CMMI-SVC)Organizational Process Focus (OPF) (CMMI-SVC)There is no text description available, yet

Figure 4.1 Basic Process Management Process Areas

Candidate improvements to the organization’s processes are obtained through various sources. These activities include process improvement proposals, measurement of the processes, lessons learned in implementing the processes, and results of process appraisal and product evaluation activities. The Organizational Process Definition process area establishes and maintains the organization’s set of standard processes, process environment standards, and other assets based on the process needs and objectives of the organization. These other assets include descriptions of lifecycle models, process tailoring guidelines, and process related documentation and data. Projects tailor the organization’s set of standard processes to create their defined processes. The other assets support tailoring as well as implementation of the defined processes. Experiences and process products from performing these defined processes, including measurement data, process descriptions, process artifacts, and lessons learned, are incorporated as appropriate into the organization’s set of standard processes and other assets. The Organizational Training process area identifies the strategic training needs of the organization as well as the tactical training needs that are common across projects and support groups. In particular, training is developed or obtained to develop the skills required to perform the organization’s set of standard processes. The main components of training include a managed training development program, documented plans, staff with appropriate knowledge, and mechanisms for measuring the effectiveness of the training program.

Advanced Process Management Process Areas

The Advanced Process Management process areas provide the organization with an improved capability to achieve its quantitative objectives for quality and process performance. Figure 4.2 provides a bird’s-eye view of the interactions among the Advanced Process Management process areas and with other process area categories. Each of the Advanced Process Management process areas depends on the ability to develop and deploy processes and supporting assets. The Basic Process Management process areas provide this ability. Project and Work Management (CMMI-SVC)Support (CMMI-SVC)Service Establishment and Delivery (CMMI-SVC)Organizational Performance Management (OPM) (CMMI-SVC)Organizational Process Performance (OPP) (CMMI-SVC)There is no text description available, yet

Figure 4.2 Advanced Process Management Process Areas

The organization provides projects and support groups with common measures, process performance baselines, and process performance models. These additional organizational assets support composing a defined process that can achieve the project’s quality and process performance objectives and support quantitative management. The organization analyzes the process performance data collected from these defined processes to develop a quantitative understanding of product quality, service quality, and process performance of the organization’s set of standard processes. In Organizational Performance Management, process performance baselines and models are analyzed to understand the organization’s ability to meet its business objectives and to derive quality and process performance objectives. Based on this understanding, the organization proactively selects and deploys incremental and innovative improvements that measurably improve the organization’s performance. The selection of improvements to deploy is based on a quantitative understanding of the likely benefits and predicted costs of deploying candidate improvements. The organization can also adjust business objectives and quality and process performance objectives as appropriate.

Contains

Organizational Process Definition (OPD) (CMMI-SVC)
The purpose of Organizational Process Definition (OPD) (CMMI-SVC) is to establish and maintain a usable set of organizat…
Organizational Process Focus (OPF) (CMMI-SVC)
The purpose of Organizational Process Focus (OPF) (CMMI-SVC) is to plan, implement, and deploy organizational process im…
Organizational Training (OT) (CMMI-SVC)
The purpose of Organizational Training (OT) (CMMI-SVC) is to develop skills and knowledge of people so they can perform …
Organizational Performance Management (OPM) (CMMI-SVC)
The purpose of Organizational Performance Management (OPM) (CMMI-SVC) is to proactively manage the organization’s perfor…
Organizational Process Performance (OPP) (CMMI-SVC)
The purpose of Organizational Process Performance (OPP) (CMMI-SVC) (OPP) is to establish and maintain a quantitative und…