OPD.SP 1.1 Establish Standard Processes

Standard processes can be defined at multiple levels in an enterprise and they can be related hierarchically. For example, an enterprise can have a set of standard processes that is tailored by individual organizations (e.g., a division, a site) in the enterprise to establish their set of standard processes. The set of standard processes can also be tailored for each of the organization’s business areas, product lines, or standard services. Thus the organization’s set of standard processes can refer to the standard processes established at the organization level and standard processes that may be established at lower levels, although some organizations may have only one level of standard processes. (See the definitions of “standard process” and “organization’s set of standard processes” in the glossary.)

Multiple standard processes may be needed to address the needs of different application domains, lifecycle models, methodologies, and tools. The organization’s set of standard processes contains process elements (e.g., a work product size estimating element) that may be interconnected according to one or more process architectures that describe relationships among process elements.

The organization’s set of standard processes typically includes technical, management, administrative, support, and organizational processes.

Basing standard processes on industry standards and widely accepted models, with common terminology and lexicon, enables seamless interactions between the acquirer and supplier. In a multi-supplier environment, this seamless interaction is most important for acquirer standard processes that directly interface with supplier processes. Also, there can be cost and coordination benefits from having suppliers work together to develop or reconcile common support processes that are aligned with acquirer processes.

The level of detail required for standard processes depends on the flexibility needed by an enterprise, for instance, based on differences in business context, project types, and application domains.

The organization’s set of standard processes should collectively cover all processes needed by the organization and projects, including those processes addressed by the process areas at maturity level 2.

Example Work Products

1. Organization’s set of standard processes

Subpractices

1. Decompose each standard process into constituent process elements to the detail needed to understand and describe the process.

Each process element covers a closely related set of activities. The descriptions of process elements may be templates to be filled in, fragments to be completed, abstractions to be refined, or complete descriptions to be tailored or used unmodified. These elements are described in such detail that the process, when fully defined, can be consistently performed by appropriately trained and skilled people.

 

2. Specify the critical attributes of each process element.

 

3. Specify relationships among process elements.

 

The rules for describing relationships among process elements are referred to as the “process architecture.” The process architecture covers essential requirements and guidelines. Detailed specifications of these relationships are covered in descriptions of defined processes that are tailored from the organization’s set of standard processes.

4. Ensure that the organization’s set of standard processes adheres to applicable policies, standards and models.

Adherence to applicable process standards and models is typically demonstrated by developing a mapping from the organization’s set of standard processes to relevant process standards and models. This mapping is a useful input to future appraisals.

5. Ensure that the organization’s set of standard processes satisfies process needs and objectives of the organization.

6. Ensure that there is appropriate integration among processes that are included in the organization’s set of standard processes.

7. Document the organization’s set of standard processes.

8. Conduct peer reviews on the organization’s set of standard processes.

The acquirer’s review of its standard processes can include the participation of suppliers for those processes and process elements that define standard interactions with suppliers.

9. Revise the organization’s set of standard processes as necessary.