| While generic goals and generic practices are the model components that directly address the institutionalization of a process across the organization, many process areas likewise address institutionalization by supporting the implementation of the generic practices. Knowing these relationships will help you effectively implement the generic practices. Such process areas contain one or more specific practices that when implemented may also fully implement a generic practice. generate a work product that is used in the implementation of a generic practice. An example is the Configuration Management process area and GP 2.6, "Place designated work products of the process under appropriate levels of configuration management." To implement the generic practice for one or more process areas, you might choose to implement the Configuration Management process area, all or in part, to implement the generic practice. Another example is the Organizational Process Definition process area and GP 3.1, "Establish and maintain the description of a defined process." To implement this generic practice for one or more process areas, you should first implement the Organizational Process Definition process area, all or in part, to establish the organizational process assets that are needed to implement the generic practice. Table 3.2 identifies which process areas support the implementation of which generic practices, and briefly summarizes their relationships. These relationships are important to remember during appraisals because observations can be duplicated between the generic practices and their related process areas. Given the dependencies that generic practices have on these process areas, and given the more "holistic" view that many of these process areas provide, these process areas are often implemented early, in whole or in part, before or concurrent with implementing the associated generic practices. There are also a few situations where the result of applying a generic practice to a particular process area would seem to make a whole process area redundant, but, in fact, it does not. It may be natural to think that applying GP 3.1, Establish a Defined Process, to the Project Planning and Project Monitoring and Control process areas gives the same effect as the first specific goal of Integrated Project Management, "The project is conducted using a defined process that is tailored from the organization's set of standard processes." Although it is true that there is some overlap, the application of the generic practice to these two process areas provides defined processes covering project planning and project monitoring and control activities. These defined processes do not necessarily cover support activities (such as configuration management), other project-management processes (such as Supplier Agreement Management), or the engineering processes. In contrast, the project's defined process, provided by the Integrated Project Management process area, covers all fundamental project management, engineering, and support processes. Table 3.2. Generic Practice and Process Area Relationships | Generic Practice | Roles of Process Areas in Implementation of the Generic Practice | | GP 2.2 Plan the Process | Project Planning: The project planning process can implement GP 2.2 in full for all project-related process areas (except for Project Planning itself). | | GP 2.5 Train People | Organizational Training and Project Planning: The organizational training process supports the implementation of GP 2.5 as applied to all process areas by making the training that addresses strategic or organization-wide training needs available to those who will perform or support the process. In addition, the part of the project planning process that implements Project Planning SP 2.5-1, "Plan for knowledge and skills needed to perform the project," together with the organizational training process, supports the implementation of GP 2.5 in full for all project-related process areas. | | GP 2.6 Manage Configurations | Configuration Management: The configuration management process can implement GP 2.6 in full for all project-related process areas as well as some of the organizational process areas. | | GP 2.7 Identify and Involve Relevant Stakeholders | Project Planning: The part of the project planning process that implements Project Planning SP 2.6-1, "Plan the involvement of identified stakeholders," can implement the stakeholder identification part (first two subpractices) of GP 2.7 in full for all project-related process areas. | | GP 2.8 Monitor and Control the Process | Project Monitoring and Control and Measurement and Analysis: The project monitoring and control process can implement GP 2.8 in full for all project-related process areas. For all processes, not just project-related processes, the Measurement and Analysis process area provides general guidance about measuring, analyzing, and recording information that can be used in establishing measures for monitoring actual performance of the process. | | GP 2.9 Objectively Evaluate Adherence | Process and Product Quality Assurance: The process and product quality assurance process can implement GP 2.9 in full for all process areas (except perhaps for Process and Product Quality Assurance itself). | | GP 3.1 Establish a Defined Process | Integrated Project Management and Organizational Process Definition: The part of the integrated project-management process that implements Integrated Project Management SP 1.1-1, "Establish and maintain the project's defined process," can implement GP 3.1 in full for all project-related process areas. For all processes, not just project-related processes, the organizational process definition process establishes the organizational process assets needed to implement GP 3.1. | | GP 3.2 Collect Improvement Information | Integrated Project Management, Organizational Process Focus, and Organizational Process Definition: The part of the integrated project management process that implements Integrated Project Management SP 1.5-1, "Contribute work products, measures, and documented experiences to the organizational process assets," can implement GP 3.2 in full for all project-related process areas. Also, the part of the organizational process focus process that implements Organizational Process Focus SP 2.4-1, "Incorporate process-related work products, measures, and improvement information derived from planning and performing the process into the organizational process assets," can implement GP 3.2 in part or full for all process areas. For all processes, the organizational process definition process establishes the organizational process assets needed to implement GP 3.2. | | GP 4.1 Establish quantitative objectives for process | Quantitative Project Management and Organizational Process Performance: The part of the project-management process Objectives for that implements Quantitative Project Management SP 1.1-1, "Establish the Process and maintain the project's quality and process-performance objectives," supports the implementation of GP 4.1 for all project-related areas by providing objectives from which the objectives for each particular process can be derived. If these objectives become addressed as part of implementing subpractices 5 and 8 of Quantitative Project Management SP1.1-1, then the quantitative project-management process implements GP 4.1 in full. Similarly, the part of the organizational process performance process that implements Organizational Process Performance SP 1.3-1, "Establish and maintain quantitative quality and process performance for the organization," supports the implementation of GP 4.1 for all process areas. | | GP 4.2 Stabilize Subprocess Performance | Quantitative Project Management and Organizational Process Performance: The part of the quantitative project-management process that implements Quantitative Project Management SG 2, "Statistically Manage Subprocess Performance," can implement GP 4.2 in full for all project-related process areas to which a statistically managed subprocess can be mapped. For all processes, not just project-related processes, the organizational process performance process establishes organizational process assets that may be needed to implement GP 4.2. | | GP 5.1 Ensure Continuous Process Improvement | Organizational Innovation and Deployment: The organizational innovation and deployment can implement GP 5.1 in full for all process areas providing that quality and process-performance objectives for the organization have been defined. (The latter would be the case, say, if the Organizational Process Performance process area has been implemented.) | | GP 5.2 Correct Root Causes of Problems | Causal Analysis and Resolution: The causal analysis and resolution process can implement GP 5.2 in full for all project-related process areas. | |
