Processes Management CMMI

@Author : Đoàn Đức Đề dedoan@gmail.com
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Author : Đoàn Đức Đề
E-mail: dedoan@gmail.com
Cell phone: (+084)938491888
CMMI- Dev V1.3
PROCESS MANAGEMENT

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►Improvement Infrastructure Process Areas
►Organizational Process Focus (OPF)
►Organizational Process Definition (OPD)
►Integrated Project Management (IPM)
►Organizational Training (OT)
►Process Management Summary
►Q&A
Agenda

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Organization of Process Areas
Process Area Sampling of
Work Products – graphic
showing a sampling of work
products in relation to PA
specific practices
Process Area Sampling of
PA Relationships – graphic
showing a sampling of PA
relationship to PA specific
practices
PA Case Study Example –
example application of the PA
to the case study
SG 1
SP 1
Select
Solutions
DAR SP 1.6
Focus
Areas
Purpose
describes the purpose of the process
area
Relevant Terminology
definitions of important terms
from the model glossary
When a PA Is Not Done Well…
discussion points for when a
PA is not done well
Process Area Specific Goals
PA specific goal statements
Process Area Specific Practices
PA specific practice titles*
Project
Plans
* Only PA specific practice titles are presented, not PA specific practice statements which may provide more information.
For example, the specific practice statement for PP SP 1.1, “Establish a top-level work breakdown structure (WBS) to estimate
the scope of the project.” provides more information than the specific practice title, “Estimate the Scope of the Project”.

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Improvement Infrastructure Process Areas
Organizational Process Focus (OPF)
Organizational Process Definition (OPD)
Integrated Project Management (IPM)
Organizational Training (OT)
Improvement Infrastructure Summary
Topics

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This Module Focuses On
PAs
CM
PPQA
MA
DAR
Providing
Infrastructure for
Projects and
Organizations
Project and Org
Support
PAs
PP, PMC
REQD
RSKM
SAM
Organizing and
Managing
the Work
Managing the
Project
Doing the Work of the
Organization
* Understanding the
Work
* Performing the Work
Product
Development
PAs
RD,TS
PI
VER
VAL
PAs
OPF
OPD
IPM
OT
Enabling
Improvement of
the Work
Processes
Management

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Improvement Infrastructure Involves
 Establishing the infrastructure for continuous process
improvement
 Establishing organizational assets and guidelines for
using the assets
 Establishing ways for projects to take advantage of
the advances of others
 Training people to help them perform

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Managed Process
A performed process that is planned and executed in
accordance with policy; employs skilled people having
adequate resources to produce controlled outputs;
involves relevant stakeholders; is monitored, controlled,
and reviewed; and is evaluated for adherence to its
process description.
Defined Process
A managed process that is tailored from the
organization’s set of standard processes according to
the organization’s tailoring guidelines:
• has a maintained process description
• contributes process related experiences to the organizational process
assets

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The Improvement Infrastructure
Organization’s
Measurement
Repository
Organization’s
Set of Standard
Processes
Training of
People
Tailoring
Guidelines
Organization’s
Process Asset
Library
The Organization
A Project
Project’s
Defined
Process
Project Plans
Process
Improvement

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Topics

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Purpose : 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.
Improvements
Standard Process

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Organizational Process Assets
 Artifacts that relate to describing, implementing, and
improving processes.
 Examples of these artifacts include policies,
measurement descriptions, process descriptions,
process implementation support tools.
 The term “process assets” is used to indicate that
these artifacts are developed or acquired to meet the
business objectives of the organization and that they
represent investments by the organization that are
expected to provide current and future business value.
Project Startup
 When a set of interrelated resources for a project are
directed to develop or deliver one or more products or
services for a customer or end user.

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 There is high staff turnover in the engineering
process group.
 There is little visible senior management support for
process improvement.
 Improvement activities are not aligned with business
priorities.
 Improvement efforts often result in false starts and
difficult implementations.
When Organizational Process Focus Is Not Done Well…

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Organizational Process Focus Goals
Process actions that address improvements to the
organization’s processes and process assets are planned and
implemented.
Determine Process Improvement Opportunities
Strengths, weaknesses, and improvement opportunities for
the organization's processes are identified periodically and as
needed.
SG 1
Plan and Implement Process Actions
SG 2
The process area also has generic goals to support institutionalization.
Organizational process assets are deployed across the
organization and process-related experiences are
incorporated into organizational process assets.
SG 3
Deploy Organizational Process Assets
and Incorporate Experiences

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Determine Process Improvement Opportunities
SP 1.1 Establish Organizational Process Needs
SP 1.2 Appraise the Organization’s Processes
SP 1.3 Identify the Organization's Process
Improvements
SG 1
Plan and Implement Process Actions
SP 2.1 Establish Process Action Plans
SP 2.2 Implement Process Action Plans
SG 2
Organizational Process Focus Specific Practices -1

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SP 3.1 Deploy Organizational Process Assets
SP 3.2 Deploy Standard Processes
SP 3.3 Monitor the Implementation
SP 3.4 Incorporate Experiences
into Organizational Process Assets
SG 3
Organizational Process Focus Specific Practices -2

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Organizational Process Focus Specific Practices - 1
Determine Process
Improvement
Opportunities
Organizational Process Focus
Establish Organizational
Process Needs
Deploy
Organizational
Process Assets and
Incorporate
Experiences
Appraise the Organization’s
Processes
Identify the Organization's
Process Improvements
Goals
Practices
Typical Work Products
• Organization’s Process Needs and Objectives
• Plans for the Organization’s Process Appraisals
• Appraisal Findings That Address Strengths and Weaknesses of the Organization’s Processes
• Improvement Recommendations for the Organization’s Processes
• Analysis of Candidate Process Improvements
• Identification of Improvements for the Organization’s Processes
Plan and Implement
Process Action

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Determine Process
Improvement
Opportunities
Plan and Implement
Process Actions
Establish Process Action
Plans
Implement Process Action
Plans
Goals
Practices
• Organization’s Approved Process Action Plans
• Commitments among process action teams
• Status and results of implementing process action plans
• Plans for Pilots
Deploy
Organizational
Process Assets and
Incorporate
Experiences

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Determine Process
Improvement
Opportunities
Plan and Implement
Process
Improvements
Deploy Organizational
Process Assets
Deploy Standard Processes
Monitor the Implementation
Incorporate Experiences Into
Organizational Process
Assets
Goals
Practices
• Results of Monitoring Process Implementation on Projects
• Status and Results of Process-Compliance Evaluations
• Results of Reviewing Selected Process Artifacts Created As
Part of Process Tailoring and Implementation
• Organization’s List of Projects and Status of Process
Deployment on Each Project (i.e., existing and planned projects)
• Guidelines for Deploying the Organization’s Set of Standard
Processes on New Projects
• Records of Tailoring the Organization’s Set of Standard
Processes and Implementing Them on Identified Projects
• Plans for Deploying Organizational Process Assets and Changes
to Them Across The Organization
• Training Materials for Deploying Organizational Process Assets
and Changes to Organizational Process Assets
• Documentation of Changes to the Organizational Process Assets
• Support Materials for Deploying Organizational Process Assets
and Change to Them
• Process Improvement Proposals
• Process Lessons Learned
• Measurements on the Organizational Process Assets
• Improvement Recommendations for the Organizational Process
Assets
• Records of the Organization’s Process Improvement Activities
• Information on the Organizational Process Assets and
Improvements to Them
Deploy
Organizational
Process Assets and
Incorporate
Experiences

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Organizational Process Focus - Sampling of Work Products
Organizational
Process Assets Improvements
Appraise the
Organization’
s Processes
SP 1.2
Establish
Organization
al Process
Needs
SP 1.1
Establish
Process
Action Plans
SP 2.1
Identify the
Organization'
s Process
Improvement
s
SP 1.3
Monitor the
Implementatio
n
SP 3.3
Deploy
Standard
Processes
SP 3.2
Deploy
Organization
al Process
Assets
SP 3.1
Implement
Process
Action Plans
SP 2.2
Incorporate
Experiences
into
Organizational
Process Assets
SP 3.4

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Organizational Process Focus - Sampling of PA Relationships
Deploy
Organization
al Process
Assets
SP 3.1
Implement
Process
Action Plans
SP 2.2
Establish
Process
Action Plans
SP 2.1
Identify the
Organization'
s Process
Improvement
s
SP 1.3
Appraise the
Organization’
s Processes
SP 1.2
Establish
Organization
al Process
Needs
SP 1.1
Incorporate
Experiences
into
Organizational
Process Assets
SP 3.4
Monitor the
Implementatio
n
SP 3.3
Deploy
Standard
Processes
SP 3.2
Establish
Standard
Processes
OPD SP 1.1
Contribute to
Organization
al Process
Assets
IPM SP 1.7

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Organizational Process Focus - Case Study Example Focus Area
SP 3.1 Deploy Organizational Process Assets
SP 3.2 Deploy Standard Processes
SP 3.3 Monitor the Implementation
SP 3.4 Incorporate Experiences
into Organizational Process Assets
SG 3
Focus
Area

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Organizational Process Focus - Case Study Example
1) PASS Process Group (PG) has monthly meetings with projects to get
feedback
2) PASS PG notices a process step was poorly written and corrects it
3) PASS PG looks at how projects are using the templates and updates the
templates
4) PASS PG analyzes appraisal metrics to determine which processes need
to be improved
5) PASS PG updates a process because of information found on the internet
Which show incorporating experiences?

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Exercise 5: Process Asset Library “Match Game”
Exercise 6: Scenario Evaluation
Topic

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Purpose
Establish and maintain a usable set of
organizational process assets, work environment
standards, and rules and guidelines for teams.
Organizational
Process Assets
Project A
Project B
Project C

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Standard Process
 An operational definition of the basic process that
guides the establishment of a common process in an
organization
 A standard process describes the fundamental
process elements that are expected to be
incorporated into any defined process. It also
describes relationships (e.g., ordering, interfaces)
among these process elements.
Process Architecture
 (1) The ordering, interfaces, interdependencies, and
other relationships among the process elements in a
standard process, or
 (2) the interfaces, interdependencies, and other
relationships between process elements and external
processes

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 Staff members resist using the guidance in the
standard processes.
 There are too many requests for process waivers.
 An extreme amount of tailoring is performed by
projects.
 Project managers and staff do not use information
collected from previous projects to improve their
project.
When Organizational Process Definition Is Not Done Well…

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Organizational Process Definition Goals
Establish Organizational Process Assets
A set of organizational process assets is
established and maintained.
SG 1

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Organizational Process Definition Specific Practices -1
SP 1.1 Establish Standard Processes
SP 1.2 Establish Lifecycle Model Descriptions
SP 1.3 Establish Tailoring Criteria and Guidelines
SP 1.4 Establish the Organization’s Measurement
Repository
SP 1.5 Establish the Organization’s Process
Asset Library
SP 1.6 Establish Work Environment Standards
SP 1.7 Establish Rules and Guidelines for Teams
Establish Organizational Process Assets
SG 1

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Organizational Process Definition Specific Practices -2
Organizational Process Definition
Establish
Organizational
Process Assets
Establish Standard Processes
Establish Life-cycle Model
Descriptions
Establish Tailoring Criteria
and Guidelines
Establish the Organization’s
Measurement Repository
Establish the Organization’s
Process Asset Library
Goals
Practices
• Organization’s Set of Standard Processes
• Descriptions of Life-Cycle Models
• Tailoring Guidelines for the Organization’s
Set of Standard Processes
• Definition of the Common Set of Product and Process
Measures for the Organization’s Set of Standard Processes
• Design of the Organization’s Measurement Repository
• Organization’s Measurement Repository (i.e., the
repository structure and support environment)
• Organization’s Measurement Data
• Design of the Organization’s Process Asset Library
• Organization’s Process Asset Library
• Selected Items to be Included in the Organization’s Process
Asset Library
• Catalog of Items in the Organization’s Process Asset Library
Establish Work Environment
Standards
• Work Environment Standards
Establish Rules and
Guidelines for Teams
• Rules and guidelines for structuring and forming teams
• Operating rules for teams

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Organizational Process Definition Sampling of Work Products
Repositories
Organizational
Process
Assets
Establish
Tailoring
Criteria and
Guidelines
SP 1.3
Establish
Lifecycle
Model
Descriptions
SP 1.2
Establish
Standard
Processes
SP 1.1
Establish
Work
Environment
Standards
SP 1.6
Establish the
Organization’
s Process
Asset Library
SP 1.5
Establish the
Organization’
s
Measurement
Repository
SP 1.4
Establish
Rules and
Guidelines
for Teams
SP 1.7

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Organizational Process Definition Sampling of PA Relationships
Establish
Work
Environment
Standards
SP 1.6
Establish the
Organization’
s Process
Asset Library
SP 1.5
Establish the
Organization’
s
Measurement
Repository
SP 1.4
Establish
Tailoring
Criteria and
Guidelines
SP 1.3
Establish
Lifecycle
Model
Descriptions
SP 1.2
Establish
Standard
Processes
SP 1.1
Use
Organizational
Process Assets
for Planning
Project
Activities
IPM SP 1.2
Deploy
Standard
Processes
OPF SP 3.2
Establish the
Project's
Work
Environment
IPM SP 1.3
Establish the
Project’s
Defined
Process
IPM SP 1.1
Establish
Rules and
Guidelines
for Teams
SP 1.7

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Organizational Process Definition Case Study Example
OPD SPs
a)SP 1.1 Establish Standard
Processes
b)SP 1.2 Establish Lifecycle
Model Descriptions
c)SP 1.3 Establish Tailoring
Criteria and Guidelines
d)SP 1.5 Establish the
Organization’s Process Assets
Library
e)SP 1.6 Establish Work
Environment Standards
Sample Artifacts
1) Instructions for when a process
step can be deleted or modified
2) Web site for tools, templates,
project examples, etc.
3) Standard software that comes
with all company computers
4) Spiral lifecycle description
5) Requirements process
Match sample artifacts with OPD SPs

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Topics

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Purpose
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.
Organizational
Process
Assets
Organizational
Process Assets
Project A
Project B
Project C

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 Projects do not take advantage of standard
processes.
 Facilities and tools are not available when needed.
 Information to support future similar projects is not
made available.
 No integrated master schedule is available to guide
the stakeholders of the project.
 There are unclear responsibilities across groups.
When Integrated Project Management Is Not Done Well…

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Integrated Project Management Goals
Coordination and collaboration between the project
and relevant stakeholders are conducted.
Use the Project’s Defined Process
The project is conducted using a defined process
tailored from the organization's set of standard
processes.
SG 1
Coordinate and Collaborate with Relevant
Stakeholders
SG 2

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Integrated Project Management Specific Practices -1
SP 1.1 Establish the Project’s Defined Process
SP 1.2 Use Organizational Process Assets for
Planning Project Activities
SP 1.3 Establish the Project's Work Environment
SP 1.4 Integrate Plans
SP 1.5 Manage the Project Using Integrated Plans
SP 1.6 Establish Teams
SP 1.7 Contribute to Organizational Process Assets
SG 1

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Coordinate and Collaborate with Relevant
Stakeholders
SP 2.1 Manage Stakeholder Involvement
SP 2.2 Manage Dependencies
SP 2.3 Resolve Coordination Issues
SG 2

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Integrated Project Management
Establish the Project’s Defined
Process
Coordinate and Collaborate With Relevant Stakeholders
Contribute to the
Organizational Process Assets
Manage the Project Using the
Integrated Plans
Integrate Plans
Use Organizational Process
Assets for Planning Project
Activities
Goals
Practices
• The Project’s Defined Process
• Project Estimates
• Project Plans
• Integrated Plans
• Work Products Created by Performing the Project’s Defined Process
• Collected Measures (“Actual”) and Progress Records or Reports
• Revised Requirements, Plans, and Commitments
• Integrated Plans
• Proposed Improvements to the Organizational Process Assets
• Actual Process and Product Measures Collected From the Project
• Documentation (e.g., exemplary process descriptions, plans, training modules,
checklists, and lessons learned)
• Process Artifacts Associated with Tailoring and Implementing the
Organization’s set of Standard Processes on the Project
Establish the Project’s
Work Environment
• Equipment and Tools for the Project
• Installation, Operation, and Maintenance Manuals for the Project Work Environment
• User Surveys and Results
• Usage, Performance, and Maintenance Records
• Support Services for the Project’s Work Environment
Establish Teams
• Documented shared vision
• List of members assigned to each team
• Team charters
• Periodic team status reports

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Use the Project’s
Defined Process
Integrated Project Management
Coordinate and
Collaborate With
Relevant
Stakeholders
Manage Stakeholder
Involvement
Manage Dependencies
Resolve Coordination
Issues
Goals
Practices
• Agendas and Schedules for Collaborative Activities
• Documented Issues (e.g., issues with customer
requirements, product and product-component
requirements, product architecture, and product design)
• Recommendations for Resolving Relevant Stakeholder
Issues
• Defects, Issues, and Action Items Resulting From
Reviews With Relevant Stakeholders
• Critical Dependencies
• Commitments to Address Critical Dependencies
• Status of Critical Dependencies
• Relevant Stakeholder Coordination Issues
• Status of Relevant Stakeholder Coordination Issues

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Integrated Project Management Sampling of Work Products
Organizational
Process Assets
Coordination
Plans and
Issues
Integrated
Project Plans
Use
Organizational
Process Assets
for Planning
Project Activities
SP 1.2
Establish the
Project’s
Defined
Process
SP 1.1
Integrate
Plans
SP 1.4
Establish the
Project's
Work
Environment
SP 1.3
Manage
Stakeholder
Involvement
SP 2.1
Contribute to
Organizational
Process
Assets
SP 1.7
Manage the
Project Using
Integrated
Plans
SP 1.5
Resolve
Coordination
Issues
SP 2.3
Manage
Dependencies
SP 2.2
Establish
Teams
SP 1.6

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Integrated Project Management Sampling of PA Relationships -1
Manage the
Project Using
Integrated
Plans
SP 1.5
Integrate
Plans
SP 1.4
Use
Organizational
Process Assets
for Planning
Project Activities
SP 1.2
Establish the
Project’s
Defined
Process
SP 1.1
Establish
Standard
Processes
OPD SP 1.1
Establish
Tailoring
Criteria and
Guidelines
OPD SP 1.3
Establish the
Organization’
s Process
Asset Library
OPD SP 1.5
Establish the
Project's
Work
Environment
SP 1.3
Establish
Work
Environment
Standards
OPD SP 1.6
Establish the
Verification
Environment
VER SP 1.2
Establish the
Validation
Environment
VAL SP 1.2
Establish the
Product
Integration
Environment
PI SP 1.2

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Integrated Project Management Sampling of PA Relationships -2
Resolve
Coordination
Issues
SP 2.3
Manage
Dependencie
s
SP 2.2
Manage
Stakeholder
Involvement
SP 2.1
Plan
Stakeholder
Involvement
PP SP 2.6
Monitor
Commitment
s
PMC SP 1.2
Contribute to
Organization
al Process
Assets
SP 1.7
Establish the
Organization’
s
Measurement
Repository
OPD SP 1.4
Establish
Teams
SP 1.6
Establish
Rules and
Guidelines
for Teams
OPD SP 1.7
Establish the
Organization’
s Process
Asset Library
OPD SP 1.5

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Interaction Between OPD and IPM
Organization’s
Measurement
Repository
Team Rules
and Guidelines
Organization’s
Set of Standard
Processes
Lifecycle
Model
Descriptions
Tailoring
Guidelines
Organization’s
Process Asset
Library
Project A’s
Defined
Process
The Organization (OPD)
Projects (IPM)
Project A’s Plans
Project B’s
Defined
Process
Project B’s Plans
Project C’s
Defined
Process
Project C’s Plans
Work
Environment
Standards

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Integrated Project Management Case Study Example Focus Area
SP 1.1 Establish the Project’s Defined Process
SP 1.2 Use Organizational Process Assets for
Planning Project Activities
SP 1.3 Establish the Project's Work Environment
SP 1.4 Integrate Plans
SP 1.5 Manage the Project Using Integrated Plans
SP 1.6 Establish Teams
SP 1.7 Contribute to Organizational Process Assets
SG 1
Focus
Area

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Integrated Project Management Case Study Example
Which PASS scenarios are correct?
1. All PASS projects follow the standard process exactly as is
2. Projects can use their own processes and trace them to the
PASS standard process
3. PASS provides a standard process and rules for tailoring
4. Once projects tailor the PASS standard process, it is called the
projects’ standard process
5. If the customer says eliminate QA, but the standard process
requires QA with no tailoring, it’s okay for PASS projects to tailor
out QA to satisfy the customer

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Topics

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Purpose
Develop skills and knowledge of people so they can perform
their roles effectively and efficiently.

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 Staff members attend training courses they do not
need.
 Staff members avoid training that is provided.
 Staff members are not released to attend training they
need.
 Staff members are not appropriately skilled for tasks
required to maintain a competitive edge.
When Organizational Training Is Not Done Well…

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Organizational Training Goals
Training for individuals to perform their roles
effectively is provided.
Establish an Organizational Training Capability
A training capability, which supports the roles in the
organization, is established and maintained.
SG 1
Provide Training
SG 2

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Organizational Training Specific Practices
Provide Training
SP 2.1 Deliver Training
SP 2.2 Establish Training Records
SP 2.3 Assess Training Effectiveness
SG 2
SP 1.1 Establish Strategic Training Needs
SP 1.2 Determine Which Training Needs Are the
Responsibility of the Organization
SP 1.3 Establish an Organizational Training
Tactical Plan
SP 1.4 Establish a Training Capability
Establish an Organizational Training Capability
SG 1

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Establish an
Organizational
Training Capability
Organizational Training
Establish the Strategic
Training Needs
Provide Training
Determine Which Training
Needs Are the Responsibility
of the Organization
Establish an Organizational
Training Tactical Plan
Establish a Training Capability
Goals
Practices
• Training Needs
• Assessment Analysis
• Common Project and Support Group Training Needs
• Training Commitments
• Organizational Training Tactical Plan
• Training Materials and Supporting Artifacts
Organizational Training Specific Practices -1

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Establish an
Organizational
Training Capability
Organizational Training
Provide Necessary
Training
Deliver Training
Establish Training Records
Assess Training Effectiveness
Goals
Practices
• Delivered Training Course
• Training Records
• Training Updates to the Organizational Repository
• Training-Effectiveness Surveys
• Training Program Performance Assessments
• Instructor Evaluation Forms
• Training Examinations
Organizational Training Specific Practices - 2

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Organizational Training Sampling of Work Products
Training
Repository
Establish an
Organizational
Training
Tactical Plan
SP 1.3
Determine
Which Training
Needs are the
Responsibility of
the Organization
SP 1.2
Establish
Strategic
Training
Needs
SP 1.1
Assess
Training
Effectiveness
SP 2.3
Establish
Training
Records
SP 2.2
Deliver
Training
SP 2.1
Establish a
Training
Capability
SP 1.4
Training Plan

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Organizational Training Sampling of PA Relationships
Assess
Training
Effectiveness
SP 2.3
Establish a
Training
Capability
SP 1.4
Establish an
Organizational
Training
Tactical Plan
SP 1.3
Determine
Which Training
Needs are the
Responsibility of
the Organization
SP 1.2
Establish
Strategic
Training
Needs
SP 1.1
Establish
Training
Records
SP 2.2
Deliver
Training
SP 2.1
Plan Needed
Knowledge
and Skills
PP SP 2.5

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Organizational Training Case Study Example
OT SPs
a) SP 1.1 Establish Strategic Training
Needs
b) SP 1.2 Determine Which Training
Needs are the Responsibility of the
Organization
c) SP 1.3 Establish an Organizational
Training Tactical Plan
d) SP 1.4 Establish a Training Capability
e) SP 2.3 Assess Training Effectiveness
Sample Artifacts
1) Training classrooms
2) Plan for 3-5 years in the
future
3) Analysis of course evaluations
4) Plan states PASS, not projects,
will provide risk tool training
5) Plan for the next year
Match sample artifacts with OT SPs

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Topics

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OPF: Organizational Process Focus
Helps the organization set up a process improvement process
OPD: Organizational Process Definition
Identifies key elements of the standard process suite.
IPM: Integrated Project Management
Emphasizes integration of elements within the project as well as
integration of the project with the organization.
OT: Organizational Training
Helps ensure proper training of personnel.
Module
9
OPF
OPD
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