Organizational Process Definition (OPD) 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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·
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 Process Definition is to
establish and maintain a usable set of organizational process assets. [PA153]
Introductory Notes Organizational process assets enable consistent process performance across the organization and provide a basis for cumulative, long-term benefits to the organization. See Chapter 3 for an explanation of how “organizational process assets” is used in the CMMI Product Suite. [PA153.N101]
The organization's process asset library is a collection of items maintained by the organization for use by the people and projects of the organization. This collection of items includes descriptions of processes and process elements, descriptions of life-cycle models, process tailoring guidelines, process-related documentation, and data. The organization’s process asset library supports organizational learning and process improvement by allowing the sharing of best practices and lessons learned across the organization. [PA153.N103]
The organization's set of standard processes is tailored by projects to create their defined processes. The other organizational process assets are used to support tailoring as well as the implementation of the defined processes. [PA153.N104]
A standard process is composed of other processes or process elements. A process element is the fundamental (e.g., atomic) unit of process definition and describes the activities and tasks to consistently perform work. Process architecture provides rules for connecting the process elements of a standard process. The organization's set of standard processes may include multiple process architectures. [PA153.N105]
See the definitions of “standard process” and “process element” in Appendix C, the glossary. See Chapter 3 for an explanation of how “process architecture” is used in the CMMI Product Suite. [PA153.N107]
The
organizational process assets may be organized in many ways, depending on the
implementation of the Organizational Process Definition process area. Examples
include the following:
[PA153.N106]
· Descriptions of life-cycle models may be documented as part of the organization's set of standard processes, or they may be documented separately.
· The organization's set of standard processes may be stored in the organization's process asset library, or they may be stored separately.
· A single repository may contain both the measurements and the process-related documentation, or they may be stored separately.
Refer to the Organizational Process Focus process area for more information
about organizational process-related matters.
[PA153.R101]
Specific Goals
SG 1
Establish Organizational Process Assets
[PA153.IG101]
A set of organizational process assets is established and maintained.
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 Establish Organizational Process Assets [PA153.IG101]
SP 1.1-1 Establish Standard Processes
SP 1.2-1 Establish Life-Cycle Model Descriptions
SP 1.3-1 Establish Tailoring Criteria and Guidelines
SP 1.4-1 Establish the Organization’s Measurement Repository
SP 1.5-1 Establish the Organization’s Process Asset Library
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 Establish Organizational Process Assets
A set of organizational process assets is established and maintained. [PA153.IG101]
For Integrated Product and Process Development
Integrated processes that emphasize parallel rather than serial development are a cornerstone of IPPD implementation. Product development processes and product-related life-cycle processes, such as the manufacturing process development and the support process development processes, are conducted concurrently. Such integrated processes should accommodate the information provided by stakeholders representing all phases of the product life cycle from both business and technical functions. Processes for effective teamwork are also needed. [PA153.IG101.AMP101]
SP 1.1-1 Establish Standard Processes
Establish and maintain the organization's set of standard processes. [PA153.IG101.SP101]
For Integrated Product and Process Development
In an IPPD environment, the organization’s shared vision is included in the organizational process assets. [PA153.IG101.SP101.AMP101]
Standard processes may be defined at multiple levels in an
enterprise and they may be related in a hierarchical manner. For example, an
enterprise may have a set of standard processes that is tailored by individual
organizations (e.g., a division or site) in the enterprise to establish their
set of standard processes. The set of standard processes may also be tailored
for each of the organization’s business areas or product lines. 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 only have a single
level of standard processes. See the definition of “standard process” in
Appendix C, the glossary. See Chapter 3 for an explanation of how
“organization’s set of standard processes” is used in the CMMI Product Suite. [PA153.IG101.SP101.N101]
Multiple standard processes may be needed to address the
needs of different application domains, life-cycle 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 the relationships
among these process elements. Processes may be composed of other processes or
process elements.
[PA153.IG101.SP101.N102]
The organization's set of standard processes typically
includes technical, management, administrative, support, and organizational
processes.
[PA153.IG101.SP101.N103]
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. [PA153.IG101.SP101.N104]
Typical Work Products
1.
Organization's set of standard processes [PA153.IG101.SP101.W101]
Subpractices
1. Decompose each standard
process into constituent process elements to the detail needed to understand and
describe the process. [PA153.IG101.SP101.SubP101]
Each process element covers a
bounded and closely related set of activities. The descriptions of the 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 sufficient detail such that the
process, when fully defined, can be consistently performed by appropriately
trained and skilled people.
[PA153.IG101.SP101.SubP101.N101]
Examples of process elements include the following:
[PA153.IG101.SP101.SubP101.N102]
· Template for generating work product size estimates
· Description of work product design methodology
· Tailorable peer review methodology
· Template for conduct of management reviews
2. Specify the critical
attributes of each process element. [PA153.IG101.SP101.SubP102]
Examples of critical attributes include the following:
[PA153.IG101.SP101.SubP102.N101]
· Process roles
· Applicable process and product standards
· Applicable procedures, methods, tools, and resources
· Process performance objectives
· Entry criteria
· Inputs
· Product and process measures to be collected and used
· Verification points (e.g., peer reviews)
· Outputs
· Interfaces
· Exit criteria
3. Specify the relationships of
the process elements. [PA153.IG101.SP101.SubP103]
Examples of relationships include the following:
[PA153.IG101.SP101.SubP103.N101]
· Ordering of the process elements
· Interfaces among the process elements
· Interfaces with external processes
· Interdependencies among the process elements
The rules for describing the
relationships among process elements are referred to as “process architecture.”
The process architecture covers the essential requirements and guidelines. The
detailed specifications of these relationships are covered in the descriptions
of the defined processes that are tailored from the organization's set of
standard processes.
[PA153.IG101.SP101.SubP103.N102]
4. Ensure that the organization's
set of standard processes adheres to applicable policies; process standards and
models; and product standards. [PA153.IG101.SP101.SubP104]
Adherence to applicable process
standards and models is typically demonstrated by developing a mapping from the
organization’s set of standard processes to the relevant process standards and
models. In addition, this mapping will be a useful input to future appraisals.
[PA153.IG101.SP101.SubP104.N101]
5. Ensure that the organization’s
set of standard processes satisfies the process needs and objectives of the
organization. [PA153.IG101.SP101.SubP105]
Refer to the Organizational Process Focus process area for more information
about establishing and maintaining the organization’s process needs and
objectives. [PA153.IG101.SP101.SubP105.R101]
6. Ensure that there is
appropriate integration among the processes that are included in the
organization’s set of standard processes. [PA153.IG101.SP101.SubP106]
7. Document the organization's
set of standard processes. [PA153.IG101.SP101.SubP107]
8. Conduct peer reviews on the
organization's set of standard processes. [PA153.IG101.SP101.SubP108]
Refer to the Verification process area for more information about peer review. [PA153.IG101.SP101.SubP108.R101]
9. Revise the organization's set
of standard processes as necessary. [PA153.IG101.SP101.SubP109]
SP 1.2-1 Establish Life-Cycle Model Descriptions
Establish and maintain descriptions of the life-cycle models approved for use in
the organization. [PA153.IG101.SP102]
Life-cycle models may be developed for a variety of
customers or in a variety of situations, since one life-cycle model may not be
appropriate for all situations. The organization may identify more than one
life-cycle model for use. Typically, the organization needs both product and
project life-cycle models, for the types of products that it produces and for
defining the phases of the project.
[PA153.IG101.SP102.N101]
Product life-cycle models partition the product life cycle
into phases for which activities and requirements can be defined to promote a
complete solution, from initiating development of the product to its ultimate
disposal.
[PA153.IG101.SP102.N102]
Typical Work Products
1. Descriptions
of life-cycle models [PA153.IG101.SP102.W101]
Subpractices
1. Select life-cycle models based
on the needs of projects and the organization.
[PA153.IG101.SP102.SubP101]
For example, in the case of a development project, project life-cycle models
include the following: [PA153.IG101.SP102.SubP101.N101]
· Waterfall
· Spiral
· Evolutionary
· Incremental
· Iterative
Examples of project characteristics that could affect the project life-cycle
models include the following: [PA153.IG101.SP102.SubP101.N102]
· Size of the project
· Experience and familiarity of project staff in implementing the process
· Constraints such as cycle time and acceptable defect levels
2. Document the descriptions of
the life-cycle models. [PA153.IG101.SP102.SubP102]
The life-cycle models may be
documented as part of the organization's standard process descriptions or they
may be documented separately.
[PA153.IG101.SP102.SubP102.N101]
3. Conduct peer reviews on the
life-cycle models. [PA153.IG101.SP102.SubP103]
Refer to the Verification process area for more information about conducting
peer reviews. [PA153.IG101.SP102.SubP103.R101]
4. Revise the descriptions of the
life-cycle models as necessary. [PA153.IG101.SP102.SubP104]
SP 1.3-1 Establish Tailoring Criteria and Guidelines
Establish and maintain the tailoring criteria and guidelines for the
organization's set of standard processes.
[PA153.IG101.SP103]
For Integrated Product and Process Development
In
creating the tailoring criteria and guidelines, include considerations for
concurrent development and operating with integrated teams. For example, how one
tailors the manufacturing process will be different depending on whether it is
done serially after the product has been developed or in parallel with the
development of the product, as in IPPD. Processes, such as resource allocation,
will also be tailored differently if the project is operating with integrated
teams. [PA153.IG101.SP103.AMP101]
The tailoring criteria and guidelines describe the
following:
[PA153.IG101.SP103.N101]
· How the organization's set of standard processes and organizational process assets are used to create the defined processes
· Mandatory requirements that must be satisfied by the defined processes (e.g., the subset of the organizational process assets that are essential for any defined process)
· Options that can be exercised and criteria for selecting among the options
· Procedures that must be followed in performing and documenting process tailoring
Examples of
reasons for tailoring include the following: [PA153.IG101.SP103.N102]
· Adapting the process for a new product line or host environment
· Customizing the process for a specific application or class of applications (e.g., initial development, maintenance, or creation of prototypes)
· Elaborating the process description so that the resulting defined process can be performed
Flexibility in tailoring and defining processes is
balanced with ensuring appropriate consistency in the processes across the
organization. Flexibility is needed to address contextual variables such as the
domain; nature of the customer; cost, schedule, and quality tradeoffs; technical
difficulty of the work; and experience of the people implementing the process.
Consistency across the organization is needed so that organizational standards,
objectives, and strategies are appropriately addressed, and process data and
lessons learned can be shared.
[PA153.IG101.SP103.N103]
Tailoring criteria and guidelines may allow for using a
standard process “as is,” with no tailoring.
[PA153.IG101.SP103.N104]
Typical Work Products
1. Tailoring
guidelines for the organization's set of standard processes
[PA153.IG101.SP103.W101]
Subpractices
1. Specify the selection criteria
and procedures for tailoring the organization's set of standard processes. [PA153.IG101.SP103.SubP101]
Examples of criteria and procedures include the following:
[PA153.IG101.SP103.SubP101.N101]
· Criteria for selecting life-cycle models from those approved by the organization
· Criteria for selecting process elements from the organization's set of standard processes
· Procedures for tailoring the selected life-cycle models and process elements to accommodate specific process characteristics and needs
Examples of tailoring actions include the following:
[PA153.IG101.SP103.SubP101.N102]
· Modifying a life-cycle model
· Combining elements of different life-cycle models
· Modifying process elements
· Replacing process elements
· Reordering process elements
2. Specify the standards for
documenting the defined processes. [PA153.IG101.SP103.SubP102]
3. Specify the procedures for
submitting and obtaining approval of waivers from the requirements of the
organization's set of standard processes. [PA153.IG101.SP103.SubP103]
4. Document the tailoring
guidelines for the organization's set of standard processes.
[PA153.IG101.SP103.SubP104]
5. Conduct peer reviews on the
tailoring guidelines. [PA153.IG101.SP103.SubP105]
Refer to the Verification process area for more information about conducting
peer reviews. [PA153.IG101.SP103.SubP105.R101]
6. Revise the tailoring
guidelines as necessary. [PA153.IG101.SP103.SubP106]
SP 1.4-1 Establish the Organization’s Measurement Repository
Establish and maintain the organization’s measurement repository. [PA153.IG101.SP104]
Refer to the Use Organizational Process Assets for Planning Project
Activities specific practice of the Integrated Project Management process area
for more information about the use of the organization’s measurement repository
in planning project activities. [PA153.IG101.SP104.R101]
The repository contains both product and process measures
that are related to the organization's set of standard processes. It also
contains or refers to the information needed to understand and interpret the
measures and assess them for reasonableness and applicability. For example, the
definitions of the measures are used to compare similar measures from different
processes.
[PA153.IG101.SP104.N101]
Typical Work Products
1. Definition of
the common set of product and process measures for the organization's set of
standard processes [PA153.IG101.SP104.W101]
2. Design of the
organization’s measurement repository [PA153.IG101.SP104.W102]
3.
Organization's measurement repository (i.e., the repository structure and
support environment) [PA153.IG101.SP104.W103]
4.
Organization’s measurement data [PA153.IG101.SP104.W104]
Subpractices
1. Determine the organization's
needs for storing, retrieving, and analyzing measurements.
[PA153.IG101.SP104.SubP101]
2. Define a common set of process
and product measures for the organization's set of standard processes. [PA153.IG101.SP104.SubP102]
The measures in the common set are
selected based on the organization's set of standard processes. The common set
of measures may vary for different standard processes.
[PA153.IG101.SP104.SubP102.N101]
Operational definitions for the
measures specify the procedures for collecting valid data and the point in the
process where the data will be collected. [PA153.IG101.SP104.SubP102.N102]
Examples of classes of commonly used measures include the following: [PA153.IG101.SP104.SubP102.N103]
· Estimates of work product size (e.g., pages)
· Estimates of effort and cost (e.g., person hours)
· Actual measures of size, effort, and cost
· Quality measures (e.g., number of defects found, severity of defects)
· Peer review coverage
· Test coverage
· Reliability measures (e.g., mean time to failure)
Refer to the Measurement and Analysis process area for more information about
defining measures. [PA153.IG101.SP104.SubP102.N103.R101]
3. Design and implement the
measurement repository. [PA153.IG101.SP104.SubP103]
4. Specify the procedures for
storing, updating, and retrieving measures.
[PA153.IG101.SP104.SubP104]
5. Conduct peer reviews on the
definitions of the common set of measures and the procedures for storing and
retrieving measures. [PA153.IG101.SP104.SubP105]
Refer to the Verification process area for more information about conducting
peer reviews. [PA153.IG101.SP104.SubP105.R101]
6. Enter the specified measures
into the repository. [PA153.IG101.SP104.SubP106]
Refer to the Measurement and Analysis process area for more information about
collecting and analyzing data.
[PA153.IG101.SP104.SubP106.R101]
7. Make the contents of the
measurement repository available for use by the organization and projects as
appropriate. [PA153.IG101.SP104.SubP107]
8. Revise the measurement
repository, common set of measures, and procedures as the organization’s needs
change. [PA153.IG101.SP104.SubP108]
Examples of when the common set of
measures may need to be revised include the following:
[PA153.IG101.SP104.SubP108.N101]
· New processes are added
· Processes are revised and new product or process measures are needed
· Finer granularity of data is required
· Greater visibility into the process is required
· Measures are retired
SP 1.5-1 Establish the Organization’s Process Asset Library
Establish and maintain the organization's process asset library. [PA153.IG101.SP105]
Examples of
items to be stored in the organization’s process asset library include the
following:
[PA153.IG101.SP105.N101]
· Organizational policies
· Defined process descriptions
· Procedures (e.g., estimating procedure)
· Development plans
· Quality assurance plans
· Training materials
· Process aids (e.g., checklists)
· Lessons-learned reports
Typical Work Products
1. Design of the
organization’s process asset library [PA153.IG101.SP105.W101]
2.
Organization's process asset library [PA153.IG101.SP105.W102]
3. Selected
items to be included in the organization’s process asset library
[PA153.IG101.SP105.W103]
4. Catalog of
items in the organization’s process asset library [PA153.IG101.SP105.W104]
Subpractices
1. Design and implement the
organization’s process asset library, including the library structure and
support environment. [PA153.IG101.SP105.SubP101]
2. Specify the criteria for
including items in the library. [PA153.IG101.SP105.SubP102]
The items are selected based
primarily on their relationship to the organization's set of standard processes.
[PA153.IG101.SP105.SubP102.N101]
3. Specify the procedures for
storing and retrieving items. [PA153.IG101.SP105.SubP103]
4. Enter the selected items into
the library and catalog them for easy reference and retrieval.
[PA153.IG101.SP105.SubP104]
5. Make the items available for
use by the projects. [PA153.IG101.SP105.SubP105]
6. Periodically review the use of
each item and use the results to maintain the library contents.
[PA153.IG101.SP105.SubP106]
7. Revise the organization’s
process asset library as necessary. [PA153.IG101.SP105.SubP107]
Examples of when the library may
need to be revised include the following: [PA153.IG101.SP105.SubP107.N101]
· New items are added
· Items are retired
· Current versions of items are changed
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 process definition 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 process definition process.
[GP103]
Elaboration:
This policy establishes organizational expectations for
establishing and maintaining a set of standard processes for use by the
organization and making organizational process assets available across the
organization.
[PA153.EL101]
Establish and maintain the plan for performing the organizational process
definition process. [GP104]
Elaboration:
Typically, this plan for performing the organizational
process definition process is a part of the organization’s process-improvement
plan. [PA153.EL102]
Provide adequate resources for performing the organizational process definition
process, developing the work products, and providing the services of the
process. [GP105]
Elaboration:
A process group typically manages the organizational
process definition activities. This group is typically staffed by a core of
professionals whose primary responsibility is coordinating organizational
process improvement. This group is supported by process owners and people with
expertise in various disciplines such as the following: [PA153.EL108]
· Project management
· The appropriate engineering disciplines
· Configuration management
· Quality assurance
Examples of
other resources provided include the following tools: [PA153.EL106]
· Database management systems
· Process modeling tools
· Web page builders and browsers
Assign responsibility and authority for performing the process, developing the
work products, and providing the services of the organizational process
definition process. [GP106]
Train the people performing or supporting the organizational process definition
process as needed. [GP107]
Elaboration:
Examples of
training topics include the following: [PA153.EL107]
· CMMI and other process and process-improvement reference models
· Planning, managing, and monitoring processes
· Process modeling and definition
· Developing a tailorable standard process
Place designated work products of the organizational process definition process
under appropriate levels of configuration management.
[GP109]
Elaboration:
Examples of
work products placed under configuration management include the following: [PA153.EL103]
· Organization’s set of standard processes
· Descriptions of the life-cycle models
· Tailoring guidelines for the organization’s set of standard processes
· Definitions of the common set of product and process measures
· Organization’s measurement data
GP 2.7 Identify and Involve Relevant Stakeholders
Identify and involve the relevant stakeholders of the organizational process
definition process as planned. [GP124]
Elaboration:
Examples of
activities for stakeholder involvement include the following: [PA153.EL111]
· Reviewing the organization’s set of standard processes
· Reviewing the organization’s life-cycle models
· Resolving issues on the tailoring guidelines
· Assessing the definitions of the common set of process and product measures
GP 2.8 Monitor and Control the Process
Monitor and control the organizational process definition 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: [PA153.EL104]
· Percentage of projects using the process architectures and process elements of the organization's set of standard processes
· Defect density of each process element of the organization’s set of standard processes
GP 2.9 Objectively Evaluate Adherence
Objectively evaluate adherence of the organizational process definition process
against its process description, standards, and procedures, and address
noncompliance. [GP113]
Elaboration:
Examples of
activities reviewed include the following: [PA153.EL105]
· Establishing organizational process assets
Examples of
work products reviewed include the following: [PA153.EL110]
· Organization’s set of standard processes
· Descriptions of the life-cycle models
· Tailoring guidelines for the organization’s set of standard processes
· Organization’s measurement data
GP 2.10 Review Status with Higher Level Management
Review the activities, status, and results of the organizational process
definition 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 process
definition process. [GP114]
GP 3.2 Collect Improvement Information
Collect work products, measures, measurement results, and improvement
information derived from planning and performing the organizational process
definition 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 process
definition 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 process definition 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 process definition 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 process definition process. [GP121]