A Process Management Process Area at Maturity Level 4. The purpose of Organizational Process Performance (OPP) is to establish and maintain a quantitative understanding of the performance of the organization's 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.
Specific Goals and Practices
SG 1 Establish Performance Baselines and Models
- SP 1.1 Select Processes
Select the processes or subprocesses in the organization's set of standard processes that are to be included in the organization's process-performance analyses. Examples of criteria which may be used for the selection of a process or subprocess for organizational analysis include the following:
. The relationship of the subprocess to key business objectives.
. Current availability of valid historical data relevant to the subprocess.
. The current degree of variability of this data.
. Subprocess stability (e.g. stable performance in comparable instances).
. The availability of corporate or commercial information that can be used to build predictive models.
- SP 1.2 Establish Process Performance Measures
Establish and maintain definitions of the measures that are to be included in the organization’s process-performance analyses. Examples of criteria used to select measures include the following:
. Relationship of the measures to the organization’s business objectives.
. Coverage that the measures provide over the entire life of the product or service.
. Visibility that the measures provide into the process performance.
. Availability of the measures.
. Extent to which the measures are objective.
. Frequency at which the observations of the measure can be collected.
. Extent to which the measures are controllable by changes to the process or subprocess.
. Extent to which the measures represent the users’ view of effective process performance.
- SP 1.3 Establish Quality and Process Performance Objectives
Establish and maintain quantitative objectives for quality and process performance for the organization. Examples of business objectives include the following:
. Achieve a development cycle of a specified duration for a specified release of a product.
. Achieve an average response time less than a specified duration for a specified version of a service.
. Deliver functionality of the product to a target percentage of estimated cost.
. Decrease the cost of maintenance of the products by a specified percent.
- SP 1.4 Establish Process Performance Baselines
Establish and maintain the organization's process-performance baselines. Examples of criteria used to categorize subgroups include the following:
. Product line.
. Line of business.
. Application domain.
. Complexity.
. Team size.
. Work product size.
. Process elements from the organization’s set of standard processes.
- SP 1.5 Establish Process Performance Models
Establish and maintain the process-performance models for the organization’s set of standard processes. Process-performance models are used to estimate or predict the value of a process-performance measure from the values of other process, product, and service measurements. Examples of areas of concern to projects in which models may be useful include the following:
. Schedule and cost.
. Reliability.
. Defect identification and removal rates.
. Defect removal effectiveness.
. Latent defect estimation.
. Response time.
. Project progress.
. Combinations of these areas.
