Introductory Notes

The Organizational Innovation and Deployment process area enables the selection and deployment of improvements that can enhance the organization's ability to meet its quality and process-performance objectives. (See the definition of "quality and process-performance objectives" in the glossary.) The term "improvement," as used in this process area, refers to all of the ideas (proven and unproven) that would change the organization's processes and technologies to better meet the organization's quality and process-performance objectives.

Quality and process-performance objectives that this process area might address include the following:

  • Improved product quality (e.g., functionality, performance)

  • Increased productivity

  • Decreased cycle time

  • Greater customer and end-user satisfaction

  • Shorter development or production time to change functionality, add features, or adapt to new technologies

Achievement of these objectives depends on the successful establishment of an infrastructure that enables and encourages all people in the organization to propose potential improvements to the organization's processes and technologies. Achievement of these objectives also depends on being able to effectively evaluate and deploy proposed improvements to the organization's processes and technologies. All members of the organization can participate in the organization's process- and technology-improvement activities. Their proposals are systematically gathered and addressed.

Pilots are conducted to evaluate significant changes involving untried, high-risk, or innovative improvements before they are broadly deployed.

Process and technology improvements that will be deployed across the organization are selected from process- and technology-improvement proposals based on the following criteria:

  • A quantitative understanding of the organization's current quality and process performance

  • The organization's quality and process-performance objectives

  • Estimates of the improvement in quality and process performance resulting from deploying the process and technology improvements

  • Estimated costs of deploying process and technology improvements, and the resources and funding available for such deployment

The expected benefits added by the process and technology improvements are weighed against the cost and impact to the organization. Change and stability must be balanced carefully. Change that is too great or too rapid can overwhelm the organization, destroying its investment in organizational learning represented by organizational process assets. Rigid stability can result in stagnation, allowing the changing business environment to erode the organization's business position.

Improvements are deployed, as appropriate, to new and ongoing projects.

In this process area, the term "process and technology improvements" refers to incremental and innovative improvements to processes and also to process or product technologies.

The informative material in this process area is written with the assumption that the specific practices are applied to a quantitatively managed process. The specific practices of this process area may be applicable, but with reduced value, if the assumption is not met.

The specific practices in this process area complement and extend those found in the Organizational Process Focus process area. The focus of this process area is process improvement that is based on a quantitative knowledge of the organization's set of standard processes and technologies and their expected quality and performance in predictable situations. In the Organizational Process Focus process area, no assumptions are made about the quantitative basis of improvement.

Table . Practice-to-Goal Relationship Table

Continuous Representation

Staged Representation

SG 1 Select Improvements

SG 1 Select Improvements

SP 1.1-1 Collect and Analyze Improvement Proposals

SP 1.1-1 Collect and Analyze Improvement Proposals

SP 1.2-1 Identify and Analyze Innovations

SP 1.2-1 Identify and Analyze Innovations

SP 1.3-1 Pilot Improvements

SP 1.3-1 Pilot Improvements

SP 1.4-1 Select Improvements for Deployment

SP 1.4-1 Select Improvements for Deployment

SG 2 Deploy Improvements

SG 2 Deploy Improvements

SP 2.1-1 Plan the Deployment

SP 2.1-1 Plan the Deployment

SP 2.2-1 Manage the Deployment

SP 2.2-1 Manage the Deployment

SP 2.3-1 Measure Improvement Effects

SP 2.3-1 Measure Improvement Effects

GG 1 Achieve Specific Goals

 

GP 1.1 Perform Base Practices

 

GG 2 Institutionalize a Managed Process

GG 3 Institutionalize a Defined Process

GP 2.1 Establish an Organizational Policy

GP 2.1 Establish an Organizational Policy

GP 2.2 Plan the Process

GP 2.2 Plan the Process

GP 2.3 Provide Resources

GP 2.3 Provide Resources

GP 2.4 Assign Responsibility

GP 2.4 Assign Responsibility

GP 2.5 Train People

GP 2.5 Train People

GP 2.6 Manage Configurations

GP 2.6 Manage Configurations

GP 2.7 Identify and Involve Relevant Stakeholders

GP 2.7 Identify and Involve Relevant Stakeholders

GP 2.8 Monitor and Control the Process

GP 2.8 Monitor and Control the Process

GP 2.9 Objectively Evaluate Adherence

GP 2.9 Objectively Evaluate Adherence

GP 2.10 Review Status with Higher Level Management

GP 2.10 Review Status with Higher Level Management

GG 3 Institutionalize a Defined Process

 

GP 3.1 Establish a Defined Process

GP 3.1 Establish a Defined Process

GP 3.2 Collect Improvement Information

GP 3.2 Collect Improvement Information

GG 4 Institutionalize a Quantitatively Managed Process

 

GP 4.1 Establish Quantitative Objectives for the Process

 

GP 4.2 Stabilize Subprocess Performance

 

GG 5 Institutionalize an Optimizing Process

 

GP 5.1 Ensure Continuous Process Improvement

 

GP 5.2 Correct Root Causes of Problems

 



CMMI (c) Guidelines for Process Integration and Product Improvement
CMMI (c) Guidelines for Process Integration and Product Improvement
ISBN: N/A
EAN: N/A
Year: 2006
Pages: 378

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