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.

        The formatting may not 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 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.

GP 1.1        Perform Base Practices

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]

GP 2.2        Plan the Process

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]

GP 2.3        Provide Resources

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

 

GP 2.4        Assign Responsibility

Assign responsibility and authority for performing the process, developing the work products, and providing the services of the organizational process definition process.  [GP106]

GP 2.5        Train People

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

 

GP 2.6        Manage Configurations

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]