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CMMI for Services
Organizational Process Focus
Specific Goal and Practice Summary
SG 1 Determine Process Improvement Opportunities
SP 1.1 Establish Organizational Process Needs
SP 1.2 Appraise the Organizationís Processes
SP 1.3 Identify the Organizationís Process Improvements
SG 2 Plan and Implement Process Actions
SP 2.1 Establish Process Action Plans
SP 2.2 Implement Process Action Plans
SG 3 Deploy Organizational Process Assets and Incorporate Experiences
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
Process Management Process Area at Maturity Level 3
The purpose of Organizational Process Focus (OPF) is to plan, implement, and deploy organizational process improvements based on a thorough understanding of current strengths and weaknesses of the organizationís processes and process assets.
The organizationís processes include all processes used by the organization and its work groups. Candidate improvements to the organizationís processes and process assets are obtained from various sources, including the measurement of processes, lessons learned in implementing processes, results of process appraisals, results of product and service evaluation activities, results of customer satisfaction evaluations, results of benchmarking against other organizationsí processes, and recommendations from other improvement initiatives in the organization.
Process improvement occurs in the context of the organizationís needs and is used to address the organizationís objectives. The organization encourages participation in process improvement activities by those who perform the process. The responsibility for facilitating and managing the organizationís process improvement activities, including coordinating the participation of others, is typically assigned to a process group. The organization provides the long-term commitment and resources required to sponsor this group and to ensure the effective and timely deployment of improvements.
Careful planning is required to ensure that process improvement efforts across the organization are adequately managed and implemented. Results of the organizationís process improvement planning are documented in a process improvement plan.
The ďorganizationís process improvement planĒ addresses appraisal planning, process action planning, pilot planning, and deployment planning. Appraisal plans describe the appraisal timeline and schedule, the scope of the appraisal, resources required to perform the appraisal, the reference model against which the appraisal will be performed, and logistics for the appraisal.
Process action plans usually result from appraisals and document how improvements targeting weaknesses uncovered by an appraisal will be implemented. Sometimes the improvement described in the process action plan should be tested on a small group before deploying it across the organization. In these cases, a pilot plan is generated.
When the improvement is to be deployed, a deployment plan is created. This plan describes when and how the improvement will be deployed across the organization.
Organizational process assets are used to describe, implement, and improve the organizationís processes. (See the definition of ďorganizational process assetsĒ in the glossary.)
Related Process Areas
Refer to the Organizational Process Definition process area for more information about establishing organizational process assets.