Organizational Innovation and Development (OID) Category: Process Management
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.
·
Ignore the identifiers
in square brackets that appear at the end of paragraphs.
·
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be the same as in the printed CMMI document. The web page is best viewed in
Internet Explorer.
·
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.)
Purpose The purpose of Organizational Innovation and Deployment is
to select and deploy incremental and innovative improvements that measurably
improve the organization's processes and technologies. The improvements support
the organization's quality and process-performance objectives as derived from
the organization's business objectives.
[PA161]
Introductory Notes The Organizational Innovation and Deployment process area enables the selection and deployment of improvements that can enhance the organization's ability to meet its quality and process-performance objectives. See Chapter 3 for an explanation of how “quality and process-performance objectives” is used in the CMMI Product Suite. The term “improvement,” as used in this process area, refers to all ideas (proven and unproven) that would change the organization’s processes and technologies to better meet the organization’s quality and process-performance objectives. [PA161.N109]
Quality and process-performance objectives that this
process area might address include the following:
[PA161.N101]
· Improved product quality (e.g., functionality, performance)
· Increased productivity
· Decreased cycle time
· Greater customer and end-user satisfaction
· Shorter development or production time to change functionality, add features, or adapt to new technologies
Achievement of these objectives depends on the successful establishment of an infrastructure that enables and encourages all people in the organization to propose potential improvements to the organization's processes and technologies. Achievement of these objectives also depends on being able to effectively evaluate and deploy proposed improvements to the organization’s processes and technologies. All members of the organization can participate in the organization's process- and technology-improvement activities. Their proposals are systematically gathered and addressed. [PA161.N102]
Pilots are conducted to evaluate significant changes involving untried, high-risk, or innovative improvements before they are broadly deployed. [PA161.N103]
Process and technology improvements that will be deployed
across the organization are selected from process- and technology-improvement
proposals based on the following criteria:
[PA161.N104]
· A quantitative understanding of the organization's current quality and process performance
· The organization's quality and process-performance objectives
· Estimates of the improvement in quality and process performance resulting from deploying the process and technology improvements
· Estimated costs of deploying process and technology improvements, and the resources and funding available for such deployment
The expected benefits added by the process and technology improvements are weighed against the cost and impact to the organization. Change and stability must be balanced carefully. Change that is too great or too rapid can overwhelm the organization, destroying its investment in organizational learning represented by organizational process assets. Rigid stability can result in stagnation, allowing the changing business environment to erode the organization's business position. [PA161.N105]
Improvements are deployed, as appropriate, to new and ongoing projects. [PA161.N106]
In this process area, the term “process and technology improvements” refers to incremental and innovative improvements to processes and also to process or product technologies. [PA161.N107]
The informative material in this process area is written with the assumption that the specific practices are applied to a quantitatively managed process. The specific practices of this process area may be applicable, but with reduced value, if the assumption is not met. [PA161.N110]
The specific practices in this process area complement and
extend those found in the Organizational Process Focus process area. The focus
of this process area is process improvement that is based on a quantitative
knowledge of the organization’s set of standard processes and technologies and
their expected quality and performance in predictable situations. In the
Organizational Process Focus process area, no assumptions are made about the
quantitative basis of improvement. [PA161.N108]
Refer to the Organizational Process Definition process area for more
information about incorporating the deployed process improvements into
organizational process assets. [PA161.R101]
Refer to the Organizational Process Focus process area for more information
about soliciting, collecting, and handling process-improvement proposals and
coordinating the deployment of process improvement into the project’s defined
processes. [PA161.R102]
Refer to the Organizational Training process area for more information
about providing updated training to support deployment of process and technology
improvements. [PA161.R103]
Refer to the Organizational Process Performance process area for more
information about quality and process-performance objectives and process
performance models. Quality and process-performance objectives are used to
analyze and select process- and technology-improvement proposals for deployment.
Process performance models are used to quantify the impact and benefits of
innovations. [PA161.R104]
Refer to the Measurement and Analysis process area for more information
about establishing objectives for measurement and analysis, specifying the
measures and analyses to be performed, obtaining and analyzing measures, and
reporting results. [PA161.R105]
Refer to the Integrated Project Management process area for more
information about coordinating the deployment of process and technology
improvements into the project’s defined process. [PA161.R106]
Refer to the Decision Analysis and Resolution process area for more
information about formal evaluations related to improvement proposals and
innovations. [PA161.R108]
Specific Goals
SG 1
Select Improvements [PA161.IG101]
Process and technology improvements that contribute to meeting quality and process-performance objectives are selected.
SG 2
Deploy Improvements [PA161.IG102]
Measurable improvements to the organization's processes and technologies are continually and systematically deployed.
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 Select Improvements
[PA161.IG101]
SP 1.1-1 Collect and Analyze Improvement Proposals
SP 1.2-1 Identify and Analyze Innovations
SP 1.3-1 Pilot Improvements
SP 1.4-1 Select Improvements for Deployment
SG 2 Deploy Improvements
[PA161.IG102]
SP 2.1-1 Plan the Deployment
SP 2.2-1 Manage the Deployment
SP 2.3-1 Measure Improvement Effects
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 Select Improvements
Process and technology improvements that contribute to meeting quality and
process-performance objectives are selected. [PA161.IG101]
SP 1.1-1 Collect and Analyze Improvement Proposals
Collect and analyze process- and technology-improvement proposals. [PA161.IG101.SP101]
Each process- and technology-improvement proposal must be
analyzed.
[PA161.IG101.SP101.N101]
Simple process and technology improvements, with
well-understood benefits and effects, will not usually undergo detailed
evaluations.
[PA161.IG101.SP101.N102]
Examples of
simple process and technology improvements include the following: [PA161.IG101.SP101.N104]
· Add an item to a peer review checklist.
· Combine the technical review and management review for suppliers into a single technical/management review.
Typical Work Products
1. Analyzed
process- and technology-improvement proposals [PA161.IG101.SP101.W101]
Subpractices
1. Collect process- and
technology-improvement proposals. [PA161.IG101.SP101.SubP101]
A process- and
technology-improvement proposal documents proposed incremental and innovative
improvements to specific processes and technologies. Managers and staff in the
organization, as well as customers, end users, and suppliers can submit process-
and technology-improvement proposals. Process and technology improvements may be
implemented at the local level before being proposed for the organization.
[PA161.IG101.SP101.SubP101.N101]
Examples of sources for process- and technology-improvement proposals include
the following: [PA161.IG101.SP101.SubP101.N102]
· Findings and recommendations from process appraisals
· The organization’s quality and process-performance objectives
· Analysis of data about customer and end-user problems as well as customer and end-user satisfaction
· Analysis of data about project performance compared to quality and productivity objectives
· Analysis of technical performance measures
· Results of process and product benchmarking efforts
· Analysis of data on defect causes
· Measured effectiveness of process activities
· Examples of process- and technology-improvement proposals that were successfully adopted elsewhere
· Feedback on previously submitted process- and technology-improvement proposals
· Spontaneous ideas from managers and staff
Refer to the Organizational Process Focus process area for more information
about process- and technology-improvement proposals.
[PA161.IG101.SP101.SubP101.N102.R101]
2. Analyze the costs and benefits
of process- and technology-improvement proposals as appropriate.
[PA161.IG101.SP101.SubP102]
Process- and
technology-improvement proposals that have a large cost-to-benefit ratio are
rejected.
[PA161.IG101.SP101.SubP102.N101]
Criteria for evaluating costs and
benefits include the following:
[PA161.IG101.SP101.SubP102.N102]
· Contribution toward meeting the organization’s quality and process-performance objectives
· Effect on mitigating identified project and organizational risks
· Ability to respond quickly to changes in project requirements, market situations, and the business environment
· Effect on related processes and associated assets
· Cost of defining and collecting data that supports the measurement and analysis of the process- and technology-improvement proposal
· Expected life span of the proposal
Process- and
technology-improvement proposals that would not improve the organization's
processes are rejected.
[PA161.IG101.SP101.SubP102.N103]
Process performance models provide
insight into the effect of process changes on process capability and
performance.
[PA161.IG101.SP101.SubP102.N104]
Refer to the Organizational Process Performance process area for more
information about process performance models.
[PA161.IG101.SP101.SubP102.N104.R101]
3. Identify the process- and
technology-improvement proposals that are innovative.
[PA161.IG101.SP101.SubP103]
Innovative improvements are also
identified and analyzed in the Identify and Analyze Innovations specific
practice.
[PA161.IG101.SP101.SubP103.N101]
Whereas this specific practice
analyzes proposals that have been passively collected, the purpose of the
Identify and Analyze Innovations specific practice is to actively search for and
locate innovative improvements. The search primarily involves looking outside
the organization.
[PA161.IG101.SP101.SubP103.N102]
Innovative improvements are
typically identified by reviewing process- and technology-improvement proposals
or by actively investigating and monitoring innovations that are in use in other
organizations or are documented in research literature. Innovation may be
inspired by internal improvement objectives or by the external business
environment.
[PA161.IG101.SP101.SubP103.N103]
Innovative improvements are
typically major changes to the process that represent a break from the old way
of doing things (e.g., changing the life-cycle model). Innovative improvements
may also include changes in the products that support, enhance, or automate the
process (for example, using off-the-shelf products to support the process).
[PA161.IG101.SP101.SubP103.N104]
Examples of innovative improvements include the following:
[PA161.IG101.SP101.SubP103.N105]
· Advances in computer and related hardware products
· New support tools
· New techniques, methodologies, processes, or life-cycle models
· New interface standards
· New reusable components
· New management techniques
· New quality-improvement techniques
· New process-development and deployment-support tools
4. Identify potential barriers
and risks to deploying each process- and technology-improvement proposal. [PA161.IG101.SP101.SubP104]
Examples of barriers to deploying process and technology improvements include
the following: [PA161.IG101.SP101.SubP104.N101]
· Turf guarding and parochial perspectives
· Unclear or weak business rationale
· Lack of short-term benefits and visible successes
· Unclear picture of what is expected from everyone
· Too many changes at the same time
· Lack of involvement and support of relevant stakeholders
Examples of risk factors that affect the deployment of process and technology
improvements include the following:
[PA161.IG101.SP101.SubP104.N102]
· Compatibility of the improvement with existing processes, values, and skills of potential end users
· Complexity of the improvement
· Difficulty implementing the improvement
· Ability to demonstrate the value of the improvement before widespread deployment
· Justification for large, up-front investments in areas such as tools and training
· Inability to overcome “technology drag” where the current implementation is used successfully by a large and mature installed base of end users
5. Estimate the cost, effort, and
schedule required for deploying each process- and technology-improvement
proposal. [PA161.IG101.SP101.SubP105]
6. Select the process- and
technology-improvement proposals to be piloted before broadscale deployment. [PA161.IG101.SP101.SubP106]
Since innovations, by definition,
usually represent a major change, most innovative improvements will be piloted.
[PA161.IG101.SP101.SubP106.N101]
7. Document the results of the
evaluation of each process- and technology-improvement proposal.
[PA161.IG101.SP101.SubP107]
8. Monitor the status of each
process- and technology-improvement proposal.
[PA161.IG101.SP101.SubP108]
SP 1.2-1 Identify and Analyze Innovations
Identify and analyze innovative improvements that could increase the
organization’s quality and process performance.
[PA161.IG101.SP102]
The specific practice Collect and Analyze Improvement
Proposals analyzed proposals that were passively collected. The purpose of this
specific practice is to actively search for, locate, and analyze innovative
improvements. This search primarily involves looking outside the organization. [PA161.IG101.SP102.N101]
Typical Work Products
1. Candidate
innovative improvements [PA161.IG101.SP102.W101]
2. Analysis of
proposed innovative improvements [PA161.IG101.SP102.W102]
Subpractices
1. Analyze the organization's set
of standard processes to determine areas where innovative improvements would be
most helpful. [PA161.IG101.SP102.SubP101]
These analyses are performed to
determine which subprocesses are critical to achieving the organization's
quality and process-performance objectives and which ones are good candidates to
be improved.
[PA161.IG101.SP102.SubP101.N101]
2. Investigate innovative
improvements that may improve the organization's set of standard processes.
[PA161.IG101.SP102.SubP102]
Investigating innovative
improvements involves the following: [PA161.IG101.SP102.SubP102.N101]
· Systematically maintaining awareness of leading relevant technical work and technology trends
· Periodically searching for commercially available innovative improvements
· Collecting proposals for innovative improvements from the projects and the organization
· Systematically reviewing processes and technologies used externally and comparing them to those used within the organization
· Identifying areas where innovative improvements have been used successfully, and reviewing data and documentation of experience using these improvements
3. Analyze potential innovative
improvements to understand their effects on process elements and predict their
influence on the process. [PA161.IG101.SP102.SubP103]
Process performance models can
provide a basis for analyzing possible effects of changes to process elements.
[PA161.IG101.SP102.SubP103.N101]
Refer to the Organizational Process Performance process area for more
information about process performance models.
[PA161.IG101.SP102.SubP103.N101.R101]
4. Analyze the costs and benefits
of potential innovative improvements. [PA161.IG101.SP102.SubP104]
Innovative improvements that have
a very large cost-to-benefit ratio are rejected. [PA161.IG101.SP102.SubP104.N101]
5. Create process- and
technology-improvement proposals for those innovative improvements that would
result in improving the organization's processes or technologies.
[PA161.IG101.SP102.SubP105]
6. Select the innovative
improvements to be piloted before broadscale deployment.
[PA161.IG101.SP102.SubP106]
Since innovations, by definition,
usually represent a major change, most innovative improvements will be piloted.
[PA161.IG101.SP102.SubP106.N101]
7. Document the results of the
evaluations of innovative improvements. [PA161.IG101.SP102.SubP107]
Pilot process and technology improvements to select which ones to implement. [PA161.IG101.SP103]
Pilots are performed to assess new and unproven major
changes before they are broadly deployed, as appropriate. [PA161.IG101.SP103.N101]
The implementation of this specific practice may overlap
with the implementation of the Implement the Action Proposals specific practice
in the Causal Analysis and Resolution process area (e.g., when causal analysis
and resolution is implemented organizationally or across multiple projects). [PA161.IG101.SP103.N102]
Typical Work Products
1. Pilot
evaluation reports [PA161.IG101.SP103.W101]
2. Documented
lessons learned from pilots [PA161.IG101.SP103.W102]
Subpractices
1. Plan the pilots.
[PA161.IG101.SP103.SubP101]
When planning pilots, it is
critical to define criteria to be used for evaluating pilot results.
[PA161.IG101.SP103.SubP101.N101]
2. Review and get relevant
stakeholder agreement on the plans for the pilots.
[PA161.IG101.SP103.SubP102]
3. Consult with and assist the
people performing the pilots. [PA161.IG101.SP103.SubP103]
4. Perform each pilot in an
environment that is characteristic of the environment present in a broadscale
deployment. [PA161.IG101.SP103.SubP104]
5. Track the pilots against their
plans. [PA161.IG101.SP103.SubP105]
6. Review and document the
results of pilots. [PA161.IG101.SP103.SubP106]
Reviewing and documenting the
results of pilots usually involves the following: [PA161.IG101.SP103.SubP106.N101]
· Deciding whether to terminate the pilot, re-plan and continue the pilot, or proceed with deploying the process and technology improvement
· Updating the disposition of process- and technology-improvement proposals associated with the pilot
· Identifying and documenting new process- and technology-improvement proposals as appropriate
· Identifying and documenting lessons learned and problems encountered during the pilot
SP 1.4-1 Select Improvements for Deployment
Select process- and technology-improvement proposals for deployment across the
organization. [PA161.IG101.SP104]
Selection of process- and technology-improvement proposals
for deployment across the organization is based on quantifiable criteria derived
from the organization’s quality and process-performance objectives. [PA161.IG101.SP104.N101]
Typical Work Products
1. Process- and
technology-improvement proposals selected for deployment
[PA161.IG101.SP104.W101]
Subpractices
1. Prioritize the candidate
process and technology improvements for deployment.
[PA161.IG101.SP104.SubP101]
Priority is based on an evaluation
of the estimated cost-to-benefit ratio with regard to the quality and
process-performance objectives. [PA161.IG101.SP104.SubP101.N101]
Refer to the Organizational Process Performance process area for more
information about quality and process-performance objectives.
[PA161.IG101.SP104.SubP101.N101.R101]
2. Select the process and
technology improvements to be deployed.
[PA161.IG101.SP104.SubP102]
The selection of the process
improvements is based on their priorities and the available resources.
[PA161.IG101.SP104.SubP102.N101]
3. Determine how each process and
technology improvement will be deployed.
[PA161.IG101.SP104.SubP103]
Examples of how the process and technology improvements may be deployed include
incorporating these improvements into the following:
[PA161.IG101.SP104.SubP103.N101]
· Organizational process assets
· All or a subset of the organization's product families
· All or a subset of the organization's projects
· All or a subset of the organizational groups
4. Document the results of the
selection process. [PA161.IG101.SP104.SubP104]
The results of the selection
process usually include the following: [PA161.IG101.SP104.SubP104.N101]
· The selection criteria
· The disposition of each proposal
· The rationale for the disposition of each proposal
· The assets to be changed for each selected proposal
SG 2 Deploy Improvements
Measurable improvements to the organization's processes and technologies are
continually and systematically deployed. [PA161.IG102]
Establish and maintain the plans for deploying the selected process and
technology improvements. [PA161.IG102.SP101]
The plans for deploying each process and technology
improvement may be included in the organization's plan for organizational
innovation and deployment or they may be documented separately. [PA161.IG102.SP101.N101]
This specific practice plans the deployment of individual
process and technology improvements. The Plan the Process generic practice
addresses comprehensive planning that covers the specific practices in this
process area.
[PA161.IG102.SP101.N102]
Typical Work Products
1. Deployment
plan for selected process and technology improvements
[PA161.IG102.SP101.W101]
Subpractices
1. Determine how each process and
technology improvement must be adjusted for organization-wide deployment.
[PA161.IG102.SP101.SubP101]
Process and technology
improvements proposed within a limited context (e.g., for a single project)
might have to be modified to work across the organization.
[PA161.IG102.SP101.SubP101.N101]
2. Determine the changes
necessary to deploy each process and technology improvement.
[PA161.IG102.SP101.SubP102]
Examples of changes needed to deploy a process and technology improvement
include the following: [PA161.IG102.SP101.SubP102.N101]
· Process descriptions, standards, and procedures
· Development environments
· Education and training
· Skills
· Existing commitments
· Existing activities
· Continuing support to end users
· Organizational culture and characteristics
3. Identify strategies to address
potential barriers to deploying each process and technology improvement. [PA161.IG102.SP101.SubP103]
4. Establish measures and
objectives for determining the value of each process and technology improvement
with respect to the organization’s quality and process-performance objectives. [PA161.IG102.SP101.SubP104]
Examples of measures for determining the value of a process and technology
improvement include the following: [PA161.IG102.SP101.SubP104.N101]
· Return on investment
· Time to recover the cost of the process or technology improvement
· Measured improvement in the project’s or organization's process performance
· Number and types of project and organizational risks mitigated by the process or technology improvement
· Ability to respond quickly to changes in project requirements, market situations, and the business environment
Refer to the Measurement and Analysis process area for more information about
establishing objectives for measurement and analysis, specifying the measures
and analyses to be performed, obtaining and analyzing measures, and reporting
results. [PA161.IG102.SP101.SubP104.N101.R101]
5. Document the plan for
deploying each process and technology improvement.
[PA161.IG102.SP101.SubP105]
6. Review and get agreement with
relevant stakeholders on the plan for deploying each process and technology
improvement. [PA161.IG102.SP101.SubP106]
7. Revise the plan for deploying
each process and technology improvement as necessary.
[PA161.IG102.SP101.SubP107]
SP 2.2-1 Manage the Deployment
Manage the deployment of the selected process and technology improvements. [PA161.IG102.SP102]
The implementation of this specific practice may overlap
with the implementation of the Implement the Action Proposals specific practice
in the Causal Analysis and Resolution process area (e.g., when causal analysis
and resolution is implemented organizationally or across multiple projects). The
primary difference is that in the Causal Analysis and Resolution process area,
planning is done to manage the removal of the root causes of defects or problems
from the project’s defined processes. In the Organizational Innovation and
Deployment process area, planning is done to manage the deployment of
improvements to the organization’s processes and technologies that can be
quantified against the organization’s business objectives. [PA161.IG102.SP102.N101]
Typical Work Products
1. Updated
training materials (to reflect deployed process and technology improvements) [PA161.IG102.SP102.W101]
2. Documented
results of process- and technology-improvement deployment activities [PA161.IG102.SP102.W102]
3. Revised
process- and technology-improvement measures, objectives, priorities, and
deployment plans [PA161.IG102.SP102.W103]
Subpractices
1. Monitor the deployment of the
process and technology improvements using the deployment plan.
[PA161.IG102.SP102.SubP101]
2. Coordinate the deployment of
process and technology improvements across the organization.
[PA161.IG102.SP102.SubP102]
Coordinating deployment includes
the following activities:
[PA161.IG102.SP102.SubP102.N101]
· Coordinating the activities of projects, support groups, and organizational groups for each process and technology improvement
· Coordinating the activities for deploying related process and technology improvements
3. Quickly deploy process and
technology improvements in a controlled and disciplined manner, as appropriate. [PA161.IG102.SP102.SubP103]
Examples of methods for quickly deploying process and technology improvements
include the following: [PA161.IG102.SP102.SubP103.N101]
· Using red-lines, process change notices, or other controlled process documentation as interim process descriptions
· Deploying process and technology improvements incrementally, rather than as a single deployment
· Providing comprehensive consulting to early adopters of the process and technology improvement in lieu of revised formal training
4. Incorporate the process and
technology improvements into organizational process assets, as appropriate. [PA161.IG102.SP102.SubP104]
Refer to the Organizational Process Definition process area for more information
about organizational process assets.
[PA161.IG102.SP102.SubP104.R101]
5. Coordinate the deployment of
the process and technology improvements into the projects' defined processes as
appropriate. [PA161.IG102.SP102.SubP105]
Refer to the Organizational Process Focus process area for more information
about deploying organizational process assets.
[PA161.IG102.SP102.SubP105.R101]
6. Provide consulting, as
appropriate, to support deployment of the process and technology improvements. [PA161.IG102.SP102.SubP106]
7. Provide updated training
materials to reflect the improvements to the organizational process assets. [PA161.IG102.SP102.SubP107]
Refer to the Organizational Training process area for more information about
training materials. [PA161.IG102.SP102.SubP107.R101]
8. Confirm that the deployment of
all process and technology improvements is completed.
[PA161.IG102.SP102.SubP108]
9. Determine whether the ability
of the defined process to meet quality and process-performance objectives is
adversely affected by the process and technology improvement, and take
corrective action as necessary. [PA161.IG102.SP102.SubP109]
Refer to the Quantitative Project Management process area for more information
about quantitatively managing the project’s defined process to achieve the
project’s established quality and process-performance objectives.
[PA161.IG102.SP102.SubP109.R101]
10. Document and review the results of
process- and technology-improvement deployment.
[PA161.IG102.SP102.SubP110]
Documenting and reviewing the
results includes the following:
[PA161.IG102.SP102.SubP110.N101]
· Identifying and documenting lessons learned
· Identifying and documenting new process- and technology-improvement proposals
· Revising process- and technology-improvement measures, objectives, priorities, and deployment plans
SP 2.3-1 Measure Improvement Effects
Measure the effects of the deployed process and technology improvements. [PA161.IG102.SP103]
Refer to the Measurement and Analysis process area for more information
about establishing objectives for measurement and analysis, specifying the
measures and analyses to be performed, obtaining and analyzing measures, and
reporting results. [PA161.IG102.SP103.R101]
The implementation of this specific practice may overlap
with the implementation of the Evaluate the Effect of Changes specific practice
in the Causal Analysis and Resolution process area (e.g., when causal analysis
and resolution is implemented organizationally or across multiple projects). [PA161.IG102.SP103.N101]
Typical Work Products
1. Documented
measures of the effects resulting from the deployed process and technology
improvements [PA161.IG102.SP103.W101]
Subpractices
1. Measure the actual cost,
effort, and schedule for deploying each process and technology improvement. [PA161.IG102.SP103.SubP101]
2. Measure the value of each
process and technology improvement. [PA161.IG102.SP103.SubP102]
3. Measure the progress toward
achieving the organization's quality and process-performance objectives. [PA161.IG102.SP103.SubP103]
4. Analyze the progress toward
achieving the organization's quality and process-performance objectives and take
corrective action as needed. [PA161.IG102.SP103.SubP104]
Refer to the Organizational Process Performance process area for more
information about process performance analyses.
[PA161.IG102.SP103.SubP104.R101]
5. Store the measures in the
organization’s measurement repository. [PA161.IG102.SP103.SubP105]
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 innovation and deployment
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 innovation and deployment process.
[GP103]
Elaboration:
This policy establishes organizational expectations for
identifying and deploying process and technology improvements that contribute to
meeting quality and process-performance objectives. [PA161.EL101]
Establish and maintain the plan for performing the organizational innovation and
deployment process. [GP104]
Elaboration:
This plan for performing the organizational innovation and
deployment process differs from the deployment plans described in a specific
practice in this process area. The plan called for in this generic practice
would address the comprehensive planning for all of the specific practices in
this process area, from collecting and analyzing improvement proposals all the
way through to the measurement of improvement effects. In contrast, the
deployment plans called for in the specific practice would address the planning
needed for the deployment of individual process and technology improvements.
[PA161.EL110]
Provide adequate resources for performing the organizational innovation and
deployment process, developing the work products, and providing the services of
the process. [GP105]
Elaboration:
Examples of
resources provided include the following tools: [PA161.EL102]
· Simulation packages
· Prototyping tools
· Statistical packages
· Dynamic systems modeling
· Subscriptions to online technology databases
· Process modeling tools
Assign responsibility and authority for performing the process, developing the
work products, and providing the services of the organizational innovation and
deployment process. [GP106]
Train the people performing or supporting the organizational innovation and
deployment process as needed. [GP107]
Elaboration:
Examples of
training topics include the following: [PA161.EL103]
· Planning, designing, and conducting pilots
· Cost/benefit analysis
· Technology transition
· Change management
Place designated work products of the organizational innovation and deployment
process under appropriate levels of configuration management. [GP109]
Elaboration:
Examples of
work products placed under configuration management include the following: [PA161.EL111]
· Documented lessons learned from pilots
· Revised process- and technology-improvement measures, objectives, priorities, and deployment plans
· Updated training material
GP 2.7 Identify and Involve Relevant Stakeholders
Identify and involve the relevant stakeholders of the organizational innovation
and deployment process as planned. [GP124]
Elaboration:
Examples of
activities for stakeholder involvement include: [PA161.EL114]
· Reviewing process- and technology-improvement proposals that may have major impacts on process performance or on customer and end-user satisfaction
· Providing feedback to the organization on the status and results of the process- and technology-improvement deployment activities
The feedback typically involves: [PA161.EL115]
· Informing the people who submit process- and technology-improvement proposals about the disposition of their proposals
· Regularly informing relevant stakeholders about the plans and status for selecting and deploying process and technology improvements
· Preparing and distributing a summary of process- and technology-improvement selection and deployment activities
GP 2.8 Monitor and Control the Process
Monitor and control the organizational innovation and deployment 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: [PA161.EL106]
· Change in quality
· Change in process performance
GP 2.9 Objectively Evaluate Adherence
Objectively evaluate adherence of the organizational innovation and deployment
process against its process description, standards, and procedures, and address
noncompliance. [GP113]
Elaboration:
Examples of
activities reviewed include the following: [PA161.EL109]
· Selecting improvements
· Deploying improvements
Examples of
work products reviewed include the following: [PA161.EL113]
· Deployment plans
· Revised process- and technology-improvement measures, objectives, priorities, and deployment plans
· Updated training material
GP 2.10 Review Status with Higher Level Management
Review the activities, status, and results of the organizational innovation and
deployment 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 innovation
and deployment process. [GP114]
GP 3.2 Collect Improvement Information
Collect work products, measures, measurement results, and improvement
information derived from planning and performing the organizational innovation
and deployment 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 innovation
and deployment 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 innovation and deployment 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 innovation and deployment
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 innovation and deployment process. [GP121]