Organizational Process Definition: A Process Management Process Area at Maturity Level 3
Purpose
The purpose of Organizational Process Definition (OPD) is to establish and maintain a usable set of organizational process assets, work environment standards, and rules and guidelines for teams.
Introductory Notes
Organizational process assets enable consistent process execution across the organization and provide a basis for cumulative, long-term benefits to the organization. (See the definition of “organizational process assets” in the glossary.)
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. (See the definition of “organizational process assets” in the glossary.)
The organization’s set of standard processes also describes standard interactions with suppliers. Supplier interactions are characterized by the following typical items: deliverables expected from suppliers, acceptance criteria applicable to those deliverables, standards (e.g., architecture and technology standards), and standard milestone and progress reviews.
The organization’s “set of standard processes” is tailored by work groups to create their defined processes. Other organizational process assets are used to support tailoring and implementing defined processes. Work environment standards are used to guide the creation of work environments. Rules and guidelines for teams are used to aid in their structuring, formation, and operation.
A “standard process” is composed of other processes (i.e., subprocesses) or process elements. A “process element” is the fundamental (i.e., atomic) unit of process definition that describes activities and tasks to consistently perform work. The process architecture provides rules for connecting the process elements of a standard process. The organization’s set of standard processes can include multiple process architectures.
(See the definitions of “standard process,” “process architecture,” “subprocess,” and “process element” in the glossary.)
Related Process Areas
Refer to the Strategic Service Management process area for more information about establishing and maintaining standard services in concert with strategic needs and plans.
Refer to the Organizational Process Focus process area for more information about deploying organizational process assets.
Specific Practices by Goal
SG 1 Establish Organizational Process Assets
A set of organizational process assets is established and maintained.
SP 1.1 Establish Standard Processes
Establish and maintain the organization’s set of standard processes.
Standard processes can be defined at multiple levels in an enterprise and they can be related hierarchically. For example, an enterprise can have a set of standard processes that is tailored by individual organizations (e.g., a division, a site) in the enterprise to establish their set of standard processes. The set of standard processes can also be tailored for each of the organization’s business areas, product lines, or standard services. 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 have only one level of standard processes. (See the definitions of “standard process” and “organization’s set of standard processes” in the glossary.)
Multiple standard processes may be needed to address the needs of different application domains, lifecycle 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 relationships among process elements.
The organization’s set of standard processes typically includes technical, management, administrative, support, and organizational processes.
The organization’s set of standard processes should collectively cover all processes needed by the organization and work groups, including those processes addressed by the process areas at maturity level 2.
Example Work Products
1. Organization’s set of standard processes
Subpractices
1. Decompose each standard process into constituent process elements to the detail needed to understand and describe the process.
Each process element covers a closely related set of activities. The descriptions of 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 such detail that the process, when fully defined, can be consistently performed by appropriately trained and skilled people.
2. Specify the critical attributes of each process element.
3. Specify relationships among process elements.
The rules for describing relationships among process elements are referred to as the “process architecture.” The process architecture covers essential requirements and guidelines. Detailed specifications of these relationships are covered in descriptions of defined processes that are tailored from the organization’s set of standard processes.
4. Ensure that the organization’s set of standard processes adheres to applicable policies, standards, and models.
Adherence to applicable process standards and models is typically demonstrated by developing a mapping from the organization’s set of standard processes to relevant process standards and models. This mapping is a useful input to future appraisals.
5. Ensure that the organization’s set of standard processes satisfies process needs and objectives of the organization.
Refer to the Organizational Process Focus process area for more information about establishing organizational process needs.
6. Ensure that there is appropriate integration among processes that are included in the organization’s set of standard processes.
7. Document the organization’s set of standard processes.
8. Conduct peer reviews on the organization’s set of standard processes.
9. Revise the organization’s set of standard processes as necessary.
SP 1.2 Establish Lifecycle Model Descriptions
Establish and maintain descriptions of lifecycle models approved for use in the organization.
Lifecycle models can be developed for a variety of customers or in a variety of situations, since one lifecycle model may not be appropriate for all situations. Lifecycle models are often used to define phases of the work. Also, the organization can define different lifecycle models for each type of product and service it delivers.
Example Work Products
1. Descriptions of lifecycle models
Subpractices
1. Select lifecycle models based on the needs of work groups and the organization.
The selection of a service lifecycle model depends on the characteristics of the services and the environment. Some service providers define lifecycle phases based on their standard service definitions.
Often, individual service domains have implicit lifecycles associated with them that involve points of communication, evaluation, and decision. Descriptions of these points can be included in the set of descriptions of lifecycle models approved for use in the organization.
2. Document descriptions of lifecycle models.
Lifecycle models can be documented as part of the organization’s standard process descriptions or they can be documented separately.
3. Conduct peer reviews on lifecycle models.
4. Revise the descriptions of lifecycle models as necessary.
SP 1.3 Establish Tailoring Criteria and Guidelines
Establish and maintain tailoring criteria and guidelines for the organization’s set of standard processes.
Tailoring criteria and guidelines describe the following:
• How the organization’s set of standard processes and organizational process assets are used to create defined processes
• Requirements that must be satisfied by defined processes (e.g., the subset of organizational process assets that are essential for any defined process)
• Options that can be exercised and criteria for selecting among options
• Procedures that must be followed in performing and documenting process tailoring
Flexibility in tailoring and defining processes is balanced with ensuring appropriate consistency of processes across the organization. Flexibility is needed to address contextual variables such as the domain; the nature of the customer; cost, schedule, and quality tradeoffs; the technical difficulty of the work; and the 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.
Tailoring is a critical activity that allows controlled changes to processes due to the specific needs of a work group or a part of the organization. Processes and process elements that are directly related to critical business objectives should usually be defined as mandatory, but processes and process elements that are less critical or only indirectly affect business objectives may allow for more tailoring.
The amount of tailoring could also depend on the work group’s lifecycle model, the use of suppliers, and other factors.
Tailoring criteria and guidelines can allow for using a standard process “as is,” with no tailoring.
Example Work Products
1. Tailoring guidelines for the organization’s set of standard processes
Subpractices
1. Specify selection criteria and procedures for tailoring the organization’s set of standard processes.
2. Specify the standards used for documenting defined processes.
3. Specify the procedures used for submitting and obtaining approval of waivers from the organization’s set of standard processes.
4. Document tailoring guidelines for the organization’s set of standard processes.
5. Conduct peer reviews on the tailoring guidelines.
6. Revise tailoring guidelines as necessary.
SP 1.4 Establish the Organization’s Measurement Repository
Establish and maintain the organization’s measurement repository.
Refer to the Use Organizational Process Assets for Planning Work Activities specific practice in the Integrated Work Management process area for more information about the use of the organization’s measurement repository in planning work activities.
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 information needed to understand and interpret measures and to assess them for reasonableness and applicability. For example, the definitions of measures are used to compare similar measures from different processes.
Example Work Products
1. Definition of the common set of product and process measures for the organization’s set of standard processes
2. Design of the organization’s measurement repository
3. Organization’s measurement repository (i.e., the repository structure, support environment)
4. Organization’s measurement data
Subpractices
1. Determine the organization’s needs for storing, retrieving, and analyzing measurements.
2. Define a common set of process and product measures for the organization’s set of standard processes.
Measures in the common set are selected for their ability to provide visibility into processes critical to achieving business objectives and to focus on process elements significantly impacting cost, schedule, and performance within a work group and across the organization. The common set of measures can vary for different standard processes.
Measures defined include the ones related to agreement management, some of which may need to be collected from suppliers.
Operational definitions for measures specify procedures for collecting valid data and the point in the process where data will be collected.
3. Design and implement the measurement repository.
Functions of the measurement repository include the following:
• Supporting effective comparison and interpretation of measurement data among work activities
• Providing sufficient context to allow a new work group to quickly identify and access data in the repository for similar work
• Enabling work groups to improve the accuracy of their estimates by using their own and other historical data
• Aiding in the understanding of process performance
• Supporting potential statistical management of processes or subprocesses, as needed
4. Specify procedures for storing, updating, and retrieving measures.
Refer to the Measurement and Analysis process area for more information about specifying data collection and storage procedures.
5. Conduct peer reviews on definitions of the common set of measures and procedures for storing, updating, and retrieving measures.
6. Enter specified measures into the repository.
Refer to the Measurement and Analysis process area for more information about specifying measures.
7. Make the contents of the measurement repository available for use by the organization and work groups as appropriate.
8. Revise the measurement repository, the common set of measures, and procedures as the organization’s needs change.
SP 1.5 Establish the Organization’s Process Asset Library
Establish and maintain the organization’s process asset library.
Example Work Products
1. Design of the organization’s process asset library
2. The organization’s process asset library
3. Selected items to be included in the organization’s process asset library
4. The catalog of items in the organization’s process asset library
Subpractices
1. Design and implement the organization’s process asset library, including the library structure and support environment.
2. Specify criteria for including items in the library.
Items are selected based primarily on their relationship to the organization’s set of standard processes.
3. Specify procedures for storing, updating, and retrieving items.
4. Enter selected items into the library and catalog them for easy reference and retrieval.
5. Make items available for use by work groups.
6. Periodically review the use of each item.
7. Revise the organization’s process asset library as necessary.
SP 1.6 Establish Work Environment Standards
Establish and maintain work environment standards.
Work environment standards allow the organization and work groups to benefit from common tools, training, and maintenance, as well as cost savings from volume purchases. Work environment standards address the needs of all stakeholders and consider productivity, cost, availability, security, and workplace health, safety, and ergonomic factors. Work environment standards can include guidelines for tailoring and the use of waivers that allow adaptation of the work environment to meet work group needs.
Example Work Products
1. Work environment standards
Subpractices
1. Evaluate commercially available work environment standards appropriate for the organization.
2. Adopt existing work environment standards and develop new ones to fill gaps based on the organization’s process needs and objectives.
SP 1.7 Establish Rules and Guidelines for Teams
Establish and maintain organizational rules and guidelines for the structure, formation, and operation of teams.
Operating rules and guidelines for teams define and control how teams are created and how they interact to accomplish objectives. Team members should understand the standards for work and participate according to those standards.
When establishing rules and guidelines for teams, ensure they comply with all local and national regulations or laws that can affect the use of teams.
Structuring teams involves defining the number of teams, the type of each team, and how each team relates to the others in the structure. Forming teams involves chartering each team, assigning team members and team leaders, and providing resources to each team to accomplish work.
Example Work Products
1. Rules and guidelines for structuring and forming teams
2. Operating rules for teams
Subpractices
1. Establish and maintain empowerment mechanisms to enable timely decision making.
In a successful teaming environment, clear channels of responsibility and authority are established by documenting and deploying organizational guidelines that clearly define the empowerment of teams.
2. Establish and maintain rules and guidelines for structuring and forming teams.
3. Define the expectations, rules, and guidelines that guide how teams work collectively.