QPM.SP 1.1 Establish the Work Objectives

When establishing the quality and process performance objectives for the work, think about the processes that will be included in the defined process for the work and what the historical data indicate regarding their process performance. These considerations, along with others such as technical capability, will help in establishing realistic objectives for the work.

The objectives for quality and process performance for the work are established and negotiated at an appropriate level of detail (e.g., for individual product components, subprocesses, work groups) to permit an overall evaluation of the objectives and risks at the work group level. As the work progresses, work objectives can be updated as the actual work performance becomes known and more predictable, and to reflect changing needs and priorities of relevant stakeholders.

Example Work Products

1. The quality and process performance objectives for the work
2. Assessment of the risk of not achieving the objectives for the work

Subpractices

1. Review the organization’s objectives for quality and process performance.

This review ensures that work group members understand the broader business context in which the work operates. The objectives for quality and process performance for the work are developed in the context of these overarching organizational objectives.

2. Identify the quality and process performance needs and priorities of the customer, suppliers, end users, and other relevant stakeholders.

Typically, the identification of relevant stakeholders’ needs will begin early (e.g., during development of the service strategy). Needs are further elicited, analyzed, refined, prioritized, and balanced during development of stakeholder and service system requirements.

 

3. Define and document measurable quality and process performance objectives for the work.

Defining and documenting objectives for the work involve the following:

• Incorporating appropriate organizational quality and process performance objectives
• Writing objectives that reflect the quality and process performance needs and priorities of the customer, end users, and other relevant stakeholders
• Determining how each objective will be achieved
• Reviewing the objectives to ensure they are sufficiently specific, measurable, attainable, relevant, and time-bound

 

 

 

4. Derive interim objectives to monitor progress toward achieving the work objectives.

Interim objectives can be established for attributes of selected lifecycle phases, milestones, work products, and subprocesses.

Since process performance models characterize relationships among product and process attributes, these models can be used to help derive interim objectives that guide the work group toward achieving its objectives.

5. Determine the risk of not achieving the quality and process performance objectives for the work.

The risk is a function of the established objectives, the product architecture, the defined process for the work, availability of needed knowledge and skills, etc. Process performance baselines and models can be used to evaluate the likelihood of achieving a set of objectives and provide guidance in negotiating objectives and commitments. The assessment of risk can involve various stakeholders and can be conducted as part of the conflict resolution described in the next subpractice.

6. Resolve conflicts among the quality and process performance objectives (e.g., if one objective cannot be achieved without compromising another).

Process performance models can help to identify conflicts and help to ensure that the resolution of conflicts does not introduce new conflicts or risks.

 

7. Establish traceability to the quality and process performance objectives from their sources.

 

 

8. Define and negotiate quality and process performance objectives for suppliers.

9. Revise the quality and process performance objectives as necessary.