Improving involves developing, managing and Improving processes and their associated assets, with a primary focus on Improving organizational performance.
Maintaining habits and persistence ensures that processes are consistently, habitually executed and maintained throughout the organization and contributes to the effective achievement of business performance goals.
** Governance (GOV) ** provides guidance to senior managers to ensure they are performing in a way that is relevant and important to the business and organization. Objective: To guide senior management in carrying out its responsibilities in the initiation and governance of process activities.
Value: Minimizes process implementation costs, increases the likelihood of achieving objectives, and ensures that the processes implemented support and contribute to business success.
practice
Maturity Level 1
GOV 1.1 Senior management identifies the elements that are important to the performance of the work and defines the methods needed to achieve the organization’s goals.
Maturity Level 2
GOV 2.1 Senior management maintains and communicates an organization-level policy for process implementation and improvement as defined by the organization’s needs and goals. GOV 2.2 Senior management ensures that resources and training are provided to establish, support, implement, improve, and evaluate expected process compliance. GOV 2.3 Senior management identifies its information needs and uses the information collected to govern and oversee effective process implementation and improvement. GOV 2.4 Senior management urges employees to follow organization-level policies to achieve process implementation and improvement goals.
Maturity Level 3
GOV 3.1 Senior management ensures that metrics that support the goals of the entire organization are collected, analyzed, and used. GOV 3.2 Senior management ensures that competencies and processes are aligned with organizational goals.
Maturity Level 4
GOV 4.1 Senior management ensures that selected decisions are driven by statistical and quantitative analysis of performance and the achievement of quality and process performance objectives.
Implementation infrastructure ** (II) ** provides a framework to ensure the continuous use and improvement of organizational processes. Purpose: To ensure that processes that are important to the organization are consistently and habitually used and improved. Value: The ability to achieve goals consistently and effectively.
practice
Maturity Level 1
II 1.1 The process of implementing the intent for the Maturity Level 1 practices.
Maturity Level 2
II 2.1 Provide adequate resources, funding and training for development and implementation processes. II 2.2 Develop and keep processes up to date and verify that they are followed.
Maturity Level 3
II 3.1 Use organizational processes and process assets to plan, manage, and execute work. II 3.2 Assessing compliance and effectiveness of organizational processes. II 3.3 Provide process-related information or process assets to the organization.
** Managing performance and Evaluation (MPM) ** Involves: ensuring that benefits and business performance are the main drivers of performance and improvement; Paradigm shift: from “process improvement drives performance improvement” to “performance is the main driver of process improvement”; Use measurement and analysis results to manage and control performance at various levels of work and business. Purpose: Use metrics and analytics to manage performance to achieve business goals. Value: Maximizes return on business investment by focusing management and improvement efforts on cost, schedule, and quality performance.
practice
Maturity Level 1
MPM 1.1 collects metrics and records performance. MPM 1.2 identifies and resolves performance problems.
Maturity Level 2
MPM 2.1 deduces measurement and performance goals from selected business requirements and goals and records and updates them. MPM 2.2 develops, uses, and continuously updates operational definitions of metrics. MPM 2.3 Retrieves specified metrics based on the operation definition. MPM 2.4 analyzes performance and measurement data against operational definitions. MPM 2.5 stores measurement data, measurement specifications, and analysis results based on operation definitions. MPM 2.6 takes action to address identified issues that hinder the achievement of measurement and performance goals.
Maturity Level 3
MPM 3.1 develops, keeps up to date, and uses organizational metrics and performance goals that are traceable to business goals. MPM 3.2 follows organizational processes and standards to develop and use operational definitions of metrics and keep them up to date. MPM 3.3 develops, keeps updated, and follows data quality processes. MPM 3.4 Develops, keeps updated, and uses an organization’s measurement library. MPM 3.5 uses metrics and performance data to analyze organizational performance to identify performance improvement needs. MPM 3.6 regularly communicates performance results to the organization.
Maturity Level 4
MPM 4.1 uses statistics and other quantitative techniques to develop, keep up to date, and communicate quality and process performance goals that can be traced back to business goals. MPM 4.2 Select measurement and analysis techniques to quantitatively manage performance to achieve quality and process performance goals. MPM 4.3 uses statistics and other quantitative techniques to establish and analyze process performance baselines and keep them up to date. MPM 4.4 uses statistics and other quantitative techniques to build and analyze process performance models and keep them up to date. MPM 4.5 uses statistics and other quantitative techniques to determine or predict the achievement of quality and process performance goals.
Maturity Level 5
MPM 5.1 uses statistics and other quantitative techniques to ensure that business goals are aligned with business strategy and performance. MPM 5.2 uses statistics and other quantitative techniques to analyze performance data to determine an organization’s ability to achieve selected business goals and to identify potential areas for performance improvement. MPM 5.3 Carries out statistical and quantitative analysis on the expected effect of improvement suggestions to achieve business objectives, quality and process performance objectives, and selects and implements improvement suggestions based on the results of statistical and quantitative analysis.
Selecting and managing suppliers (Vendor Management view) establishes buyer and supplier partnerships to ensure quality solutions are delivered to customers and end users.
Supplier source selection ** (SSS) ** involves: selecting one or more suppliers to deliver the solution; Preparing bidding documents; Evaluate the vendor’s solution and manage the selected connections for that solution. Purpose: To develop and update a package of materials to seek suggestions from potential suppliers and to select one or more suppliers to deliver the solution. Value: Increased ability to select the most qualified supplier to provide solutions.
practice
Maturity Level 1
SSS 1.1 Determine the collection type. SSS 1.2 identifies potential suppliers and distributes proposals. SSS 1.3 Evaluates proposals and selects suppliers.
Maturity Level 2
SSS 2.1 Prepare tender documents and keep them up to date. SSS 2.2 identifies qualified potential suppliers and distributes RFP in response to them. SSS 2.3 evaluates proposed solutions against documented evaluation criteria and selects vendors.
Maturity Level 3
SSS 3.1 develops, keeps up to date and follows negotiation methods for inquiry, evaluation and supplier selection.