CMMI - Process Management

OPF: Organizational Process Focus

Purpose

To plan and implement organizational process improvement based on a thorough understanding of the current strengths and weaknesses of the processes and process assets.

The organization's processes include the organization's set of standard processes and the defined processes that are tailored from them. The organizational process assets are used to establish, maintain, implement, and improve the defined processes.

Candidate improvements to the organizational process assets are obtained from various sources, including measurement of the processes, lessons learned in implementing the processes, results of process appraisals, results of product evaluation activities, results of benchmarking against other organizations' processes, and recommendations from other improvement initiatives in the organization.

Process improvement occurs within the context of the organization’s needs and is used to address the organization's objectives. The organization encourages participation in process-improvement activities by those who will perform the process. The responsibility for facilitating and managing the organization's process-improvement activities, including coordinating the participation of others, is typically assigned to a process group. The organization provides the long-term commitment and resources required to sponsor this group.

Careful planning is required to ensure that process-improvement efforts across the organization are adequately managed and implemented. The planning for process-improvement results in a process-improvement plan. The process-improvement plan will address appraisal planning, process action planning, pilot planning, and deployment planning. Appraisal plans describe the appraisal timeline and schedule, the scope of the appraisal, the resources required to perform the appraisal, the reference model against which the appraisal will be performed, and the logistics for the appraisal. Process action plans usually result from appraisals and document how specific improvements targeting the weaknesses uncovered by an appraisal will be implemented. In cases in which it is determined that the improvement described in the process action plan should be tested on a small group before deploying it across the organization, a pilot plan is generated. Finally, when the improvement is to be deployed, a deployment plan is used. This plan describes when and how the improvement will be deployed across the organization.

Specific Goals

Goal	Supporting Practices	Sub Practices
OPF-1: Determine Process-Improvement Opportunities Strengths, weaknesses, and improvement opportunities for the organization's processes are identified periodically and as needed.	Establish and maintain the description of the process needs and objectives for the organization.	[SP]
	Appraise the processes of the organization periodically and as needed to maintain an understanding of their strengths and weaknesses.	[SP]
	Identify improvements to the organization's processes and process assets.	[SP]
OPF-2: Plan and Implement Process-Improvement Activities Improvements are planned and implemented, organizational process assets are deployed, and process-related experiences are incorporated into the organizational process assets. Establishing and maintaining process action plans typically involves the following roles: Management steering committees to set strategies and oversee process-improvement activities Process group staff to facilitate and manage the process-improvement activities Process action teams to define and implement the improvement Process owners to manage the deployment Practitioners to perform the process This involvement helps to obtain buy-in on the process improvements and increases the likelihood of effective deployment.	Establish process action plans to address improvements to the organization's processes and process assets.	[SP]
	Implement process action plans across the organization. assets.	[SP]
	Deploy organizational process assets across the organization. ^N	[SP]
	Incorporate process-related work products, measures, and improvement information derived from planning and performing the process into the organizational process assets. ^N	[SP]

Institutionalizing the Processes

Basic (Managed) Goals

Advanced Goals

Establish Policy: This policy establishes organizational expectations for determining process-improvement opportunities for the processes being used and for planning and implementing process-improvement activities across the organization.
Plan the Process: The plan for performing the organizational process focus process, which is often called “the process-improvement plan,” differs from the process action plans described in specific practices in this process area. The plan called for in this generic practice addresses the comprehensive planning for all of the specific practices in this process area, from the establishment of organizational process needs all the way through to the incorporation of process-related experiences into the organizational process assets.
Provide Resources: Examples of resources provided include:
- Database management systems
- Process-improvement tools
- Web page builders and browsers
- Groupware
- Quality-improvement tools (e.g., quality-improvement tools, cause-and-effect diagrams, affinity diagrams, Pareto charts)
Assign Responsibility: Two groups are typically established and assigned responsibility for process improvement: (1) a management steering committee for process improvement to provide senior-management sponsorship; and (2) a process group to facilitate and manage the process-improvement activities.
Train People: Examples of training topics include:
- CMMI and other process and process-improvement reference models
- Planning and managing process improvement
- Tools, methods, and analysis techniques
- Process modeling
- Facilitation techniques
- Change management
Manage Configurations: Examples of work products placed under configuration management include :
- Process-improvement proposals
- Organization’s approved process action plans
- Training materials for deploying organizational process assets
- Plans for the organization’s process appraisals
Identify and Involve Relevant Stakeholders: Examples of activities for stakeholder involvement include:
- Coordinating and collaborating on process-improvement activities with process owners, those that are or will be performing the process, and support organizations (e.g., training staff and quality assurance representatives)
- Establishing the organizational process needs and objectives
- Appraising the organization’s processes
- Implementing process action plans
- Coordinating and collaborating on the execution of pilots to test selected improvements
- Deploying organizational process assets and changes to organizational process assets
- Communicating the plans, status, activities, and results related to the implementation of process-improvement activities
Monitor and Control the Process: Examples of measures used in monitoring and controlling include :
- Number of process-improvement proposals submitted, accepted, or implemented
- CMMI maturity level or capability level
Objectively Evaluate Adherence: Examples of activities reviewed include:
- Determining process-improvement opportunities
- Planning and coordinating process-improvement activities
Examples of work products reviewed include:
- Process-improvement plans
- Process action plans
- Plans for the organization’s process appraisals
Review Status with Higher Level Management: These reviews are typically in the form of a briefing presented to the management steering committee by the process group and the process action teams. Examples of presentation topics include:
- Status of improvements being developed by process action teams
- Results of pilots
- Results of deployments
- Schedule status for achieving significant milestones (e.g., readiness for an appraisal, or progress towards achieving a targeted organizational maturity level or capability level profile)

Defined

Establish Defined Process: Establish and maintain the description of a defined organizational process focus process.
Collect Improvement Information: Collect work products, measures, measurement results, and improvement information derived from planning and performing the organizational process focus process to support the future use and improvement of the organization’s processes and process assets.

Quantitatively Managed

None

Optimizing

None

OPD: Organizational Process Definition

Purpose

To establish and maintain a usable set of organizational process assets.

Organizational process assets enable consistent process performance across the organization and provide a basis for cumulative, long-term benefits to the organization.

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 process asset library supports organizational learning and process improvement by allowing the sharing of best practices and lessons learned across the organization.

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.

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.

Specific Goals

Goal	Supporting Practices	Sub Practices
OPD-1: Establish Organizational Process Assets A set of organizational process assets is established and maintained. 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 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 ^N. Multiple standard processes may be needed to address the needs of different application domains, life-cycle models, methodologies, and tools. The 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.	Establish and maintain a set of standard processes.	[SP]
	Establish and maintain descriptions of approved life-cycle models. ^N	[SP]
	Establish and maintain tailoring criteria and guidelines for the set of standard processes.	[SP] [Tailoring Criteria]
	Establish and maintain the measurement repository. ^N.	[SP]
	Establish and maintain the process asset library. ^N.	[SP]

Institutionalizing the Processes

Basic (Managed) Goals

Advanced Goals

Establish Policy: Establish and maintain an organizational policy for planning and performing the organizational process definition process. 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.
Plan the Process: Typically, this plan for performing the organizational process definition process is a part of the process-improvement plan.
Provide Resources: 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:
- Project management
- The appropriate engineering disciplines
- Configuration management
- Quality assurance
Examples of other resources provided include:
- Database management systems
- Process modeling tools
- Web page builders and browsers
Assign Responsibility: Assign responsibility and authority for performing the process, developing the work products, and providing the services of the organizational process definition process.
Train People: Examples of training topics include:
- CMMI and other process and process-improvement reference models
- Planning, managing, and monitoring processes
- Process modeling and definition
- Developing a tailorable standard process
Manage Configurations: Examples of work products placed under configuration management include:
- set of standard processes
- Descriptions of the life-cycle models
- Tailoring guidelines for the set of standard processes
- Definitions of the common set of product and process measures
- measurement data
Identify and Involve Relevant Stakeholders: Examples of activities for stakeholder involvement include:
- Reviewing the set of standard processes
- Reviewing life-cycle models
- Resolving issues on the tailoring guidelines
- Assessing the definitions of the common set of process and product measures
Monitor and Control the Process: Examples of measures used in monitoring and controlling include:
- Percentage of projects using the process architectures and process elements of the set of standard processes
- Defect density of each process element of the set of standard processes
Objectively Evaluate Adherence: Examples of activities reviewed include Establishing organizational process assets. Examples of work products reviewed include:
- set of standard processes
- Descriptions of the life-cycle models
- Tailoring guidelines for the set of standard processes
- measurement data
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.

Defined

Establish Defined Process: Establish and maintain the description of a defined organizational process definition process.
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 processes and process assets.

Quantitatively Managed

None

Optimizing

None

OT: Organizational Training

Purpose

To establish and to develop the skills and knowledge of people so they can perform their roles effectively and efficiently.

Organizational Training includes training to support the strategic business objectives and to meet the tactical training needs that are common across projects and support groups. Specific training needs identified by individual projects and support groups are handled at the project and support group level and are outside the scope of Organizational Training^N.

An organizational training program involves:

Identifying the training needed by the organization
Obtaining and providing training to address those needs
Establishing and maintaining training capability
Establishing and maintaining training records
Assessing training effectiveness

The identification of process training needs is primarily based on the skills that are required to perform the organization's set of standard processes. These skills and knowledge may be:

Technical skills pertain to the ability to use the equipment, tools, materials, data, and processes required by a project or process.
Organizational skills pertain to behavior within and according to the employee's organization structure, role and responsibilities, and general operating principles and methods. ^N
Contextual skills are the self-management, communication, and interpersonal abilities needed to successfully perform in the organizational and social context of the project and support groups.

Effective training requires assessment of needs, planning, instructional design, and appropriate training media (e.g., workbooks, computer software), as well as a repository of training process data. As an organizational process, the main components of training include a managed training-development program, documented plans, personnel with appropriate mastery of specific disciplines and other areas of knowledge, and mechanisms for measuring the effectiveness of the training program.

Certain skills may be effectively and efficiently imparted through vehicles other than in-class training experiences (e.g., informal mentoring). Other skills require more formalized training vehicles, such as in a classroom, by Web-based training, through guided self study, or via a formalized on-the-job training program. The formal or informal training vehicles employed for each situation should be based on an assessment of the need for training and the performance gap to be addressed. The term “training” used throughout this process area is used broadly to include all of these learning options.

Success in training can be measured in terms of the availability of opportunities to acquire the skills and knowledge needed to perform new and ongoing enterprise activities.

Specific Goals

Goal	Supporting Practices	Sub Practices
OT-1: Establish an Organizational Training Capability The organization identifies the training required to develop the skills and knowledge necessary to perform enterprise activities. Once the needs are identified, a training program addressing those needs is developed.	Establish and maintain the strategic training needs of the organization. ^N	[SP]
	Determine which training needs are the responsibility of the organization and which will be left to the individual project or support group.	[SP]
	Establish and maintain an organizational training tactical plan.	[SP]
	Establish and maintain training capability to address organizational training needs.	[SP]
OT-2: Provide Necessary Training Training necessary for individuals to perform their roles effectively is provided. In selecting people to be trained consider: Background of the target population of training participants Prerequisite background to receive training Skills and abilities needed by people to perform their roles Need for cross-discipline technical-management training for all disciplines, including project management Need for managers to have training in appropriate organizational processes Need for training in the basic principles of discipline-specific engineering to support personnel in quality management, configuration management, and other related support functions Need to provide competency development for critical functional areas	Deliver the training following the training tactical plan.	[SP]
	Establish and maintain records of the organizational training.	[SP]
	Assess the effectiveness of the training program.	[SP]

Institutionalizing as a Managed Process

Basic (Managed) Goals

Advanced Goals

Establish Policy: This policy establishes organizational expectations for determining process-improvement opportunities for the processes being used and for planning and implementing process-improvement activities across the organization.
Plan the Process: This plan for performing the organizational training process differs from the tactical plan for organizational training 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 the establishment of strategic training needs all the way through to the assessment of the effectiveness of the organizational training effort. In contrast, the organizational training tactical plan called for in the specific practice would address the periodic planning for the delivery of individual training offerin
Provide Resources: Examples of people (full or part time, internal or external), and skills needed include:
- Subject matter experts
- Curriculum designers
- Instructional designers
- Instructors
- Training administrators
Special facilities may be required for training. When necessary, the facilities required for the activities in the Organizational Training process area are developed or purchased. Examples of other resources provided include:
- Instruments for analyzing training needs
- Workstations to be used for training
- Instructional design tools
- Packages for developing presentation materials
Assign Responsibility: Assign responsibility and authority for performing the process, developing the work products, and providing the services of the organizational training process.
Train People: Examples of training topics include:
- Knowledge and skills needs analysis
- Instructional design
- Instructional techniques (e.g., train the trainer)
- Refresher training on subject matter
Manage Configurations: Examples of work products placed under configuration management include:
- Organizational training tactical plan
- Training records
- Training materials and supporting artifacts
- Instructor evaluation forms
Identify and Involve Relevant Stakeholders: Examples of activities for stakeholder involvement include:
- Establishing a collaborative environment for discussion of training needs and training effectiveness to ensure that the organization’s training needs are met
- Identifying training needs
- Reviewing the organizational training tactical plan
- Assessing training effectiveness
Monitor and Control the Process: Examples of measures used in monitoring and controlling include:
- Number of training courses delivered (e.g., planned versus actual)
- Post-training evaluation ratings
- Training program quality survey ratings
Objectively Evaluate Adherence: Examples of activities reviewed include:
- Identifying training needs and making training available
- Providing necessary training
Examples of work products reviewed include:
- Organizational training tactical plan
- Training materials and supporting artifacts
- Instructor evaluation forms
Review Status with Higher Level Management: Review the activities, status, and results of the organizational training process with higher level management and resolve issues.

Defined

Establish Defined Process: Establish and maintain the description of a defined organizational training process.
Collect Improvement Information: Collect work products, measures, measurement results, and improvement information derived from planning and performing the organizational training process to support the future use and improvement of the organization’s processes and process assets.

Quantitatively Managed

Establish and maintain quantitative objectives for the organizational training process that address quality and process performance based on customer needs and business objectives.
Stabilize the performance of one or more sub-processes to determine the ability of the organizational training process to achieve the established quantitative quality and process performance objectives.

Optimizing

Ensure continuous improvement of the organizational training process in fulfilling the relevant business objectives of the organization.
Identify and correct the root causes of defects and other problems in the organizational training process.

OPP: Organizational Process Performance

Purpose

To establish and maintain a quantitative understanding of the performance of the set of standard processes in support of quality and process-performance objectives, and to provide the process performance data, baselines, and models to quantitatively manage the organization’s projects.

Process performance is a measure of the actual results achieved by following a process. Process performance is characterized by both process measures (e.g., effort, cycle time, and defect removal effectiveness) and product measures (e.g., reliability and defect density).

The common measures for the organization are composed of process and product measures that can be used to summarize the actual performance of processes in individual projects in the organization. The organizational data for these measures are analyzed to establish a distribution and range of results, which characterize the expected performance of the process when used on any individual project in the organization.

In this process area, the phrase “quality and process-performance objectives” covers objectives and requirements for product quality, service quality, and process performance. As indicated above, the term “process performance” includes product quality; however, to emphasize the importance of product quality, the phrase “quality and process performance objectives” is used rather than just “process-performance objectives.”

The expected process performance can be used in establishing the project’s quality and process-performance objectives and can be used as a baseline against which actual project performance can be compared. This information is used to quantitatively manage the project. Each quantitatively managed project, in turn, provides actual performance results that become a part of the baseline data for the organizational process assets.

The associated process performance models are used to represent past and current process performance and to predict future results of the process. For example, the latent defects in the delivered product can be predicted using measurements of defects identified during the product verification activities.

When the organization has measures, data, and analytic techniques for critical process and product characteristics, it is able to do:

Determine whether processes are behaving consistently or have stable trends (i.e., are predictable)
Identify processes where the performance is within natural bounds that are consistent across process implementation teams
Establish criteria for identifying whether a process or process element should be statistically managed, and determine pertinent measures and analytic techniques to be used in such management
Identify processes that show unusual (e.g., sporadic or unpredictable) behavior
Identify any aspects of the processes that can be improved in the organization's set of standard processes
Identify the implementation of a process which performs best

Generic Goals

GG1: Perform Base Practices
Perform the base practices of the organizational process performance process to develop work products and provide services to achieve the specific goals of the process area.
GG 2-5: Institutionalize Organizational Process Performance at a Maturity Level
The process is institutionalized at a defined maturity level (2 through 5)

The process is institutionalized as a process at the designated Maturity Level.

Basic (Managed) Goals Advanced Goals

Establish and maintain an organizational policy for planning and performing the organizational process performance process. This policy establishes organizational expectations for establishing and maintaining process performance baselines for the organization's set of standard processes.
Establish and maintain the plan for performing the organizational process performance process. This plan for performing the organizational process performance process may be included in or referenced by the process-improvement plan, which is described in the Organizational Process Focus process area, or it may be documented in a separate plan that describes only the plan for the organizational process performance process.
Provide adequate resources for performing the organizational process performance process, developing the work products, and providing the services of the process. Special expertise in statistics and statistical process control may be needed to establish the process performance baselines for the organization's set of standard processes.
Assign responsibility and authority for performing the process, developing the work products, and providing the services of the organizational process performance process.
Train the people performing or supporting the organizational process performance process as needed.
Place designated work products of the organizational process performance process under appropriate levels of configuration management. Examples of work products placed under configuration management include the following:

quality and process-performance objectives

Definition for the selected measures of process performance

Baseline data on the organization's process performance

Identify and involve the relevant stakeholders of the organizational process performance process as planned. Examples of activities for stakeholder involvement include:

Establishing the quality and process-performance objectives and their priorities

Reviewing and resolving issues on the process performance baselines and models

Monitor and control the organizational process performance process against the plan for performing the process and take appropriate corrective action.
Objectively evaluate adherence of the organizational process performance process against its process description, standards, and procedures, and address noncompliance.
Review the activities, status, and results of the organizational process performance process with higher level management and resolve issues.

Defined

Establish and maintain the description of a defined organizational process performance process.
Collect work products, measures, measurement results, and improvement information derived from planning and performing the organizational process performance process to support the future use and improvement of the processes and process assets.

Quantitatively Managed Process

Establish and maintain quantitative objectives for the organizational process performance process that address quality and process performance based on customer needs and business objectives.
Stabilize the performance of one or more sub-processes to determine the ability of the organizational process performance process to achieve the established quantitative quality and process-performance objectives.

Optimizing

Ensure continuous improvement of the organizational process performance process in fulfilling the relevant business objectives of the organization.
Identify and correct the root causes of defects and other problems in the organizational process performance process.

Specific Goals

Goal	Supporting Practices	Sub Practices
OPP-1: Establish Performance Baselines and Models Baselines and models that characterize the expected process performance of the organization's set of standard processes are established and maintained. Prior to establishing process performance baselines and models, it is necessary to determine which processes are suitable to be measured, which measures are useful for determining process performance, and the quality and process-performance objectives for those processes. These specific practices are often interrelated and may need to be performed concurrently to select the appropriate processes, measures, and quality and process performance objectives. Often, the selection of one process, measure, or objective will constrain the selection of the others.^N	Select the processes or process elements in the set of standard processes that are to be included in the process performance analyses.^N	[SP]
	Establish and maintain definitions of the measures that are to be included in the organization's process performance analyses.	[SP]
	Establish and maintain quantitative objectives for quality and process performance for the organization.	[SP]
	Establish and maintain the organization's process performance baselines.	[SP]
	Establish and maintain the process performance models for the set of standard processes.	[SP]

I&D: Innovation & Deployment

Purpose

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.

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.

The term “improvement,” as used in this process area, refers to all ideas (proven and unproven) that would change the processes and technologies to better meet the quality and process-performance objectives.

Quality and process-performance objectives might include:

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 processes and technologies. Achievement of these objectives also depends on being able to effectively evaluate and deploy proposed improvements to the 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.

Pilots are conducted to evaluate significant changes involving untried, high-risk, or innovative improvements before they are broadly deployed.

Process and technology improvements that will be deployed across the organization are selected from process- and technology-improvement proposals based on criteria:

A quantitative understanding of the current quality and process performance
The 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

Improvements are deployed, as appropriate, to new and ongoing projects.

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.

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.

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 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.

Generic Goals

GG 1 Perform Base Practices
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.
GG 2-5 Institutionalize Organizational Innovation and Deployment process at a Maturity Level
The process is institutionalized at a defined maturity level (2 through 5)

The process is institutionalized as a process at the designated Maturity Level.

Basic (Managed) Goals Advanced Goals

Establish and maintain an organizational policy for planning and performing the organizational innovation and deployment process. This policy establishes organizational expectations for identifying and deploying process and technology improvements that contribute to meeting quality and process-performance objectives.
Establish and maintain the plan for performing the process. 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.
Provide adequate resources for performing the process, developing the work products, and providing the services of the process.
Examples of resources provided include the following tools:

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.
Train the people performing or supporting the organizational innovation and deployment process as needed.
Place designated work products of the process under appropriate levels of configuration management. Examples of work products placed under configuration management include:

Documented lessons learned from pilots

Revised process- and technology-improvement measures, objectives, priorities, and deployment plans

Updated training material

Identify and involve the relevant stakeholders. Examples of activities for stakeholder involvement include:

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:

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

Monitor and control the process against the plan for performing the process and take appropriate corrective action.
Objectively evaluate adherence of the process against its process description, standards, and procedures, and address noncompliance.
Review the activities, status, and results of the organizational innovation and deployment process with higher level management and resolve issues.

Defined

Establish and maintain the description of a defined organizational innovation and deployment process.
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 processes and process assets.

Quantitatively Managed 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.
Stabilize the performance of one or more sub-processes to determine the ability of the process to achieve the established quantitative quality and process-performance objectives.

Optimizing Process

Ensure continuous improvement of the process in fulfilling the relevant business objectives of the organization.
Identify and correct the root causes of defects and other problems in the organizational innovation and deployment process.

Specific Goals

Goal	Supporting Practices	Sub Practices
O&D-1: Select Improvements Process and technology improvements that contribute to meeting quality and process-performance objectives are selected.	Collect and analyze process- and technology-improvement proposals.	[SP]
	Identify and analyze innovative improvements that could increase the quality and process performance.	[SP]
	Pilot process and technology improvements to select which ones to implement.^N	[SP]
	Select process- and technology-improvement proposals for deployment across the organization.	[SP]
O&D-2: Deploy Improvements Measurable improvements to the organization's processes and technologies are continually and systematically deployed..	Establish and maintain the plans for deploying the selected process and technology improvements.	[SP]
	Manage the deployment of the selected process and technology improvements. ^N	[SP]
	Measure the effects of the deployed process and technology improvements.	[SP]

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