ORGANIZATIONAL PERFORMANCE MANAGEMENT PROCESS MANAGEMENT (ML5)
The purpose of Organizational Performance Management (OPM) is to proactively manage the organization’s performance to meet its business objectives.
SG 1 The organization’s business performance is managed using statistical and other quantitative techniques to understand process performance shortfalls and identify areas for process improvement.
SP 1.1 Maintain business objectives based on an understanding of business strategies and actual performance results.
SP 1.2 Analyze process performance data to determine the organization’s ability to meet identified business objectives.
SP 1.3 Identify potential areas for improvement that could contribute to meeting business objectives.
SG 2 Improvements are proactively identified, evaluated using statistical and other quantitative techniques, and selected for deployment based on their contribution to meeting quality and process performance objectives.
SP 2.1 Elicit and categorize suggested improvements.
SP 2.2 Analyze suggested improvements for their possible impact on achieving the organization’s quality and process performance objectives.
SP 2.3 Validate selected improvements.
SP 2.4 Select and implement improvements for deployment throughout the organization based on an evaluation of costs, benefits and other factors.
SG 3 Measurable improvements to the organization’s processes and technologies are deployed and evaluated using statistical and other quantitative techniques.
SP 3.1 Establish and maintain plans for deploying selected improvements.
SP 3.2 Manage the deployment of selected improvements.
SP 3.3 Evaluate the effects of deployed improvements on quality and process performance using statistical and other quantitative techniques.
quinta-feira, 17 de março de 2016
CMMI-DEV: OPF Process Area
ORGANIZATIONAL PROCESS FOCUS PROCESS MANAGEMENT (ML3)
The purpose of Organizational Process Focus (OPF) is to plan, implement, and deploy organizational process improvements based on a thorough understanding of current strengths and weaknesses of the organization’s processes and process assets.
SG 1 Strengths, weaknesses, and improvement opportunities for the organization’s processes are identified periodically and as needed.
SP 1.1 Establish and maintain the description of process needs and objectives for the organization.
SP 1.2 Appraise the organization’s processes periodically and as needed to maintain an understanding of their strengths and weaknesses.
SP 1.3 Identify improvements to the organization’s processes and process assets.
SG 2 Process actions that address improvements to the organization’s processes and process assets are planned and implemented.
SP 2.1 Establish and maintain process action plans to address improvements to the organization’s processes and process assets.
SP 2.2 Implement process action plans.
SG 3 Organizational process assets are deployed across the organization and process related experiences are incorporated into organizational process assets.
SP 3.1 Deploy organizational process assets across the organization.
SP 3.2 Deploy the organization’s set of standard processes to projects at their startup and deploy changes to them as appropriate throughout the life of each project.
SP 3.3 Monitor the implementation of the organization’s set of standard processes and use of process assets on all projects.
SP 3.4 Incorporate process related experiences derived from planning and performing the process into organizational process assets.
The purpose of Organizational Process Focus (OPF) is to plan, implement, and deploy organizational process improvements based on a thorough understanding of current strengths and weaknesses of the organization’s processes and process assets.
SG 1 Strengths, weaknesses, and improvement opportunities for the organization’s processes are identified periodically and as needed.
SP 1.1 Establish and maintain the description of process needs and objectives for the organization.
SP 1.2 Appraise the organization’s processes periodically and as needed to maintain an understanding of their strengths and weaknesses.
SP 1.3 Identify improvements to the organization’s processes and process assets.
SG 2 Process actions that address improvements to the organization’s processes and process assets are planned and implemented.
SP 2.1 Establish and maintain process action plans to address improvements to the organization’s processes and process assets.
SP 2.2 Implement process action plans.
SG 3 Organizational process assets are deployed across the organization and process related experiences are incorporated into organizational process assets.
SP 3.1 Deploy organizational process assets across the organization.
SP 3.2 Deploy the organization’s set of standard processes to projects at their startup and deploy changes to them as appropriate throughout the life of each project.
SP 3.3 Monitor the implementation of the organization’s set of standard processes and use of process assets on all projects.
SP 3.4 Incorporate process related experiences derived from planning and performing the process into organizational process assets.
CMMI-DEV: OPD Process Area
ORGANIZATIONAL PROCESS DEFINITION PROCESS MANAGEMENT (ML3)
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.
SG 1 A set of organizational process assets is established and maintained.
SP 1.1 Establish and maintain the organization’s set of standard processes.
SP 1.2 Establish and maintain descriptions of lifecycle models approved for use in the organization.
SP 1.3 Establish and maintain tailoring criteria and guidelines for the organization’s set of standard processes.
SP 1.4 Establish and maintain the organization’s measurement repository.
SP 1.5 Establish and maintain the organization’s process asset library.
SP 1.6 Establish and maintain work environment standards.
SP 1.7 Establish and maintain organizational rules and guidelines for the structure, formation, and operation of teams.
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.
SG 1 A set of organizational process assets is established and maintained.
SP 1.1 Establish and maintain the organization’s set of standard processes.
SP 1.2 Establish and maintain descriptions of lifecycle models approved for use in the organization.
SP 1.3 Establish and maintain tailoring criteria and guidelines for the organization’s set of standard processes.
SP 1.4 Establish and maintain the organization’s measurement repository.
SP 1.5 Establish and maintain the organization’s process asset library.
SP 1.6 Establish and maintain work environment standards.
SP 1.7 Establish and maintain organizational rules and guidelines for the structure, formation, and operation of teams.
CMMI-DEV: MA Process Area
MEASUREMENT AND ANALYSIS SUPPORT (ML2)
The purpose of Measurement and Analysis (MA) is to develop and sustain a measurement capability used to support management information needs.
SG 1 Measurement objectives and activities are aligned with identified information needs and objectives.
SP 1.1 Establish and maintain measurement objectives derived from identified information needs and objectives.
SP 1.2 Specify measures to address measurement objectives.
SP 1.3 Specify how measurement data are obtained and stored.
SP 1.4 Specify how measurement data are analyzed and communicated.
SG 2 Measurement results, which address identified information needs and objectives, are provided.
SP 2.1 Obtain specified measurement data.
SP 2.2 Analyze and interpret measurement data.
SP 2.3 Manage and store measurement data, measurement specifications, and analysis results.
SP 2.4 Communicate results of measurement and analysis activities to all relevant stakeholders.
The purpose of Measurement and Analysis (MA) is to develop and sustain a measurement capability used to support management information needs.
SG 1 Measurement objectives and activities are aligned with identified information needs and objectives.
SP 1.1 Establish and maintain measurement objectives derived from identified information needs and objectives.
SP 1.2 Specify measures to address measurement objectives.
SP 1.3 Specify how measurement data are obtained and stored.
SP 1.4 Specify how measurement data are analyzed and communicated.
SG 2 Measurement results, which address identified information needs and objectives, are provided.
SP 2.1 Obtain specified measurement data.
SP 2.2 Analyze and interpret measurement data.
SP 2.3 Manage and store measurement data, measurement specifications, and analysis results.
SP 2.4 Communicate results of measurement and analysis activities to all relevant stakeholders.
CMMI-DEV: IPM Process Area
INTEGRATED PROJECT MANAGEMENT PROJECT MANAGEMENT (ML3)
The purpose of Integrated Project Management (IPM) is to establish and manage the project and the involvement of relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes.
SG 1 The project is conducted using a defined process tailored from the organization’s set of standard processes.
SP 1.1 Establish and maintain the project’s defined process from project startup through the life of the project.
SP 1.2 Use organizational process assets and the measurement repository for estimating and planning project activities.
SP 1.3 Establish and maintain the project’s work environment based on the organization’s work environment standards.
SP 1.4 Integrate the project plan and other plans that affect the project to describe the project’s defined process.
SP 1.5 Manage the project using the project plan, other plans that affect the project, and the project’s defined process.
SP 1.6 Establish and maintain teams.
SP 1.7 Contribute process related experiences to organizational process assets.
SG 2 Coordination and collaboration between the project and relevant stakeholders are conducted.
SP 2.1 Manage the involvement of relevant stakeholders in the project.
SP 2.2 Participate with relevant stakeholders to identify, negotiate, and track critical dependencies.
SP 2.3 Resolve issues with relevant stakeholders.
The purpose of Integrated Project Management (IPM) is to establish and manage the project and the involvement of relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes.
SG 1 The project is conducted using a defined process tailored from the organization’s set of standard processes.
SP 1.1 Establish and maintain the project’s defined process from project startup through the life of the project.
SP 1.2 Use organizational process assets and the measurement repository for estimating and planning project activities.
SP 1.3 Establish and maintain the project’s work environment based on the organization’s work environment standards.
SP 1.4 Integrate the project plan and other plans that affect the project to describe the project’s defined process.
SP 1.5 Manage the project using the project plan, other plans that affect the project, and the project’s defined process.
SP 1.6 Establish and maintain teams.
SP 1.7 Contribute process related experiences to organizational process assets.
SG 2 Coordination and collaboration between the project and relevant stakeholders are conducted.
SP 2.1 Manage the involvement of relevant stakeholders in the project.
SP 2.2 Participate with relevant stakeholders to identify, negotiate, and track critical dependencies.
SP 2.3 Resolve issues with relevant stakeholders.
CMMI-DEV: DAR Process Area
DECISION ANALYSIS AND RESOLUTION SUPPORT (ML3)
The purpose of Decision Analysis and Resolution (DAR) is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.
SG 1 Decisions are based on an evaluation of alternatives using established criteria.
SP 1.1 Establish and maintain guidelines to determine which issues are subject to a formal evaluation process.
SP 1.2 Establish and maintain criteria for evaluating alternatives and the relative ranking of these criteria.
SP 1.3 Identify alternative solutions to address issues.
SP 1.4 Select evaluation methods.
SP 1.5 Evaluate alternative solutions using established criteria and methods.
SP 1.6 Select solutions from alternatives based on evaluation criteria.
The purpose of Decision Analysis and Resolution (DAR) is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.
SG 1 Decisions are based on an evaluation of alternatives using established criteria.
SP 1.1 Establish and maintain guidelines to determine which issues are subject to a formal evaluation process.
SP 1.2 Establish and maintain criteria for evaluating alternatives and the relative ranking of these criteria.
SP 1.3 Identify alternative solutions to address issues.
SP 1.4 Select evaluation methods.
SP 1.5 Evaluate alternative solutions using established criteria and methods.
SP 1.6 Select solutions from alternatives based on evaluation criteria.
CMMI-DEV: CM Process Area
CONFIGURATION MANAGEMENT SUPPORT (ML2)
The purpose of Configuration Management (CM) is to establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.
SG 1 Baselines of identified work products are established.
SP 1.1 Identify configuration items, components, and related work products to be placed under configuration management.
SP 1.2 Establish and maintain a configuration management and change management system for controlling work products.
SP 1.3 Create or release baselines for internal use and for delivery to the customer.
SG 2 Changes to the work products under configuration management are tracked and controlled.
SP 2.1 Track change requests for configuration items.
SP 2.2 Control changes to configuration items.
SG 3 Integrity of baselines is established and maintained.
SP 3.1 Establish and maintain records describing configuration items.
SP 3.2 Perform configuration audits to maintain the integrity of configuration baselines.
The purpose of Configuration Management (CM) is to establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.
SG 1 Baselines of identified work products are established.
SP 1.1 Identify configuration items, components, and related work products to be placed under configuration management.
SP 1.2 Establish and maintain a configuration management and change management system for controlling work products.
SP 1.3 Create or release baselines for internal use and for delivery to the customer.
SG 2 Changes to the work products under configuration management are tracked and controlled.
SP 2.1 Track change requests for configuration items.
SP 2.2 Control changes to configuration items.
SG 3 Integrity of baselines is established and maintained.
SP 3.1 Establish and maintain records describing configuration items.
SP 3.2 Perform configuration audits to maintain the integrity of configuration baselines.
Subscrever:
Mensagens (Atom)