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Organizational Performance Performance
Organizational Performance Performance
Level 4
Category: Process Management
The purpose of Organizational Process Performance (OPP) is to establish and maintain a quantitative understanding of the performance of selected processes in the organization’s set of standard processes in support of achieving quality and process performance objectives, and to provide process performance data, baselines, and models to quantitatively manage the organization’s work.
SG 1 Establish Performance Baselines and Models
SP 1.1 Establish Quality and Process Performance Objectives
SP 1.2 Select Processes
SP 1.3 Establish Process Performance Measures
SP 1.4 Analyze Process Performance and Establish Process Performance Baselines
SP 1.5 Establish Process Performance Models
SG 1 Establish Performance Baselines and Models
SG 1 Establish Performance Baselines and Models
Baselines and models, which characterize the expected process performance of the organization’s set of standard processes, are established and maintained.
Baselines and models, which characterize the expected process performance of the organization’s set of standard processes, are established and maintained.
SP 1.1 Establish Quality and Process Performance Objectives
SP 1.1 Establish Quality and Process Performance Objectives
Establish and maintain the organization’s quantitative objectives for quality and process performance, which are traceable to business objectives.
Establish and maintain the organization’s quantitative objectives for quality and process performance, which are traceable to business objectives.
Example Work Products
Example Work Products
Organization’s quality and process performance objectives
Subpractices
Subpractices
Review the organization’s business objectives related to quality and process performance.
Define the organization’s quantitative objectives for quality and process performance.
Define the priorities of the organization’s objectives for quality and process performance.
Review, negotiate, and obtain commitment to the organization’s quality and process performance objectives and their priorities from relevant stakeholders.
Revise the organization’s quantitative objectives for quality and process performance as necessary.
SP 1.2 Select Processes
SP 1.2 Select Processes
Select processes or subprocesses in the organization’s set of standard processes to be included in the organization’s process performance analyses and maintain traceability to business objectives.
Select processes or subprocesses in the organization’s set of standard processes to be included in the organization’s process performance analyses and maintain traceability to business objectives.
Example Work Products
Example Work Products
List of processes or subprocesses identified for process performance analyses with rationale for their selection including traceability to business objectives
Subpractices
Subpractices
Establish the criteria to use when selecting subprocesses.
Select the subprocesses and document the rationale for their selection.
Establish and maintain traceability between the selected subprocesses, quality and process performance objectives, and business objectives.
Revise the selection as necessary.
SP 1.3 Establish Process Performance Measures
SP 1.3 Establish Process Performance Measures
Establish and maintain definitions of measures to be included in the organization’s process performance analyses.
Establish and maintain definitions of measures to be included in the organization’s process performance analyses.
Example Work Products
Example Work Products
Definitions of selected measures of process performance with rationale for their selection including traceability to selected processes or subprocesses
Subpractices
Subpractices
Select measures that reflect appropriate attributes of the selected processes or subprocesses to provide insight into the organization’s quality and process performance.
Establish operational definitions for the selected measures.
Incorporate selected measures into the organization’s set of common measures.
Revise the set of measures as necessary.
SP 1.4 Analyze Process Performance and Establish Process Performance Baselines
SP 1.4 Analyze Process Performance and Establish Process Performance Baselines
Analyze the performance of the selected processes, and establish and maintain the process performance baselines.
Analyze the performance of the selected processes, and establish and maintain the process performance baselines.
Example Work Products
Example Work Products
Analysis of process performance data
Baseline data on the organization’s process performance
Subpractices
Subpractices
Collect the selected measurements for the selected processes and subprocesses.
Analyze the collected measures to establish a distribution or range of results that characterize the expected performance of selected processes or subprocesses when used on a set of work activities.
Establish and maintain the process performance baselines from collected measurements and analyses.
Review and get agreement with relevant stakeholders about the process performance baselines.
Make the process performance information available across the organization in the measurement repository.
Compare the process performance baselines to associated quality and process performance objectives to determine if those quality and process performance objectives are being achieved.
Revise the process performance baselines as necessary.
SP 1.5 Establish Process Performance Models
SP 1.5 Establish Process Performance Models
Establish and maintain process performance models for the organization’s set of standard processes.
Establish and maintain process performance models for the organization’s set of standard processes.
Example Work Products
Example Work Products
Process performance models
Subpractices
Subpractices
Establish process performance models based on the organization’s set of standard processes and process performance baselines.
Calibrate process performance models based on the past results and current needs.
Review process performance models and get agreement with relevant stakeholders.
Support the work groups’ use of process performance models.
Revise process performance models as necessary.
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