Category list

Verifying Implementation

GP 2.9 Objectively Evaluate Adherence

Objectively evaluate adherence of the integrated teaming process against its process description, standards, and procedures, and address noncompliance .

Elaboration

Examples of activities reviewed include the following:

Defined roles and responsibilities
Communication activities within and among integrated teams

Examples of work products reviewed include the following:

Descriptions of roles and responsibilities
Descriptions of product ownership boundaries and team interfaces

GP 2.10 Review Status with Higher Level Management

Review the activities, status, and results of the integrated teaming process with higher level management and resolve issues.

GG 3 Institutionalize a Defined Process

The process is institutionalized as a defined process.

A UTHORS ' N OTE : This generic goal's appearance here reflects its location in the continuous representation.

Ability to Perform

GP 3.1 Establish a Defined Process

Establish and maintain the description of a defined integrated teaming process.

Directing Implementation

GP 3.2 Collect Improvement Information

Collect work products, measures, measurement results, and improvement information derived from planning and performing the integrated teaming process to support the future use and improvement of the organization's processes and process assets.

GG 4 Institutionalize a Quantitatively Managed Process

The process is institutionalized as a quantitatively managed process.

GP 4.1 Establish Quantitative Objectives for the Process

Establish and maintain quantitative objectives for the integrated teaming process that address quality and process performance based on customer needs and business objectives .

GP 4.2 Stabilize Subprocess Performance

Stabilize the performance of one or more subprocesses to determine the ability of the integrated teaming process to achieve the established quantitative quality and process-performance objectives.

GG 5 Institutionalize an Optimizing Process

The process is institutionalized as an optimizing process.

GP 5.1 Ensure Continuous Process Improvement

Ensure continuous improvement of the integrated teaming process in fulfilling the relevant business objectives of the organization.

GP 5.2 Correct Root Causes of Problems

Identify and correct the root causes of defects and other problems in the integrated teaming process.

Measurement and Analysis: A Support Process Area at Maturity Level 2

Purpose

Introductory Notes

Related Process Areas

Specific Practices by Goal

Generic Practices by Goal

Commitment to Perform

Ability to Perform

Directing Implementation

Verifying Implementation

Ability to Perform

Directing Implementation

Purpose

The purpose of Measurement and Analysis (MA) is to develop and sustain a measurement capability that is used to support management information needs.

Introductory Notes

The Measurement and Analysis process area involves the following:

Specifying the objectives of measurement and analysis such that they are aligned with identified information needs and objectives
Specifying the measures, data collection and storage mechanisms, analysis techniques, and reporting and feedback mechanisms
Implementing the collection, storage, analysis, and reporting of the data
Providing objective results that can be used in making informed decisions, and taking appropriate corrective actions

The integration of measurement and analysis activities into the processes of the project supports the following:

Objective planning and estimating
Tracking actual performance against established plans and objectives
Identifying and resolving process- related issues
Providing a basis for incorporating measurement into additional processes in the future

The staff required to implement a measurement capability may or may not be employed in a separate organization-wide program. Measurement capability may be integrated into individual projects or other organizational functions (e.g., Quality Assurance).

The initial focus for measurement activities is at the project level. However, a measurement capability may prove useful for addressing organization-and/or enterprise-wide information needs.

Projects may choose to store project-specific data and results in a project-specific repository. When data are shared more widely across projects, the data may reside in the organization's measurement repository.

For Supplier Sourcing

Measurement and analysis of the product components provided by suppliers is essential for effective management of the quality and costs of the project. It may be possible, with careful management of supplier agreements, to provide insight into the data that support supplier-performance analysis.

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Chrissis M. B., Konrad M., Shrum S.

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