Systematic process improvement using ISO 9001:2000 and CMMI
Systematic process improvement using ISO 9001:2000 and CMMI
Systematic process improvement using ISO 9001:2000 and CMMI
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
92 Revised Frameworks: <strong>ISO</strong> <strong>9001</strong>:<strong>2000</strong> <strong>and</strong> the <strong>CMMI</strong> ®<br />
The structure <strong>and</strong> the packaging of the plan are left to the organization.<br />
It may choose to document all of the <strong>process</strong>es in a separate <strong>process</strong> document<br />
<strong>and</strong> then refer to them from each plan or it may include <strong>process</strong> descriptions<br />
in each plan. A separate <strong>process</strong> document is usually the preferred approach<br />
because it makes <strong>process</strong> changes easier <strong>and</strong> reduces the documentation<br />
effort.<br />
Generic Practice GP 2.3: Provide Resources<br />
Provide adequate resources for performing the <strong>process</strong>, developing the work<br />
products, <strong>and</strong> providing the services of the <strong>process</strong>.<br />
Why is this important<br />
To implement <strong>and</strong> perform a <strong>process</strong>, adequate resources must be available<br />
when needed. Resources include funding, appropriate physical facilities,<br />
appropriate tools, skilled people, <strong>and</strong> training that will help the existing staff<br />
gain necessary knowledge <strong>and</strong> skills. Interpretation of ‘‘adequate resources’’<br />
can be tricky. It means that resources are available to perform the <strong>process</strong><br />
as defined by the organization under GP 2.2. Where resources cannot be<br />
made adequate, <strong>process</strong> objectives may have to be adjusted.<br />
Generic Practice GP 2.4: Assign Responsibility<br />
Assign responsibility <strong>and</strong> authority for performing the <strong>process</strong>, developing<br />
the work products, <strong>and</strong> providing the services of the <strong>process</strong>.<br />
Why is this important<br />
For an organization to perform effectively, responsibilities <strong>and</strong> authorities<br />
must be clearly defined, understood, <strong>and</strong> accepted. Responsibilities can be<br />
assigned in <strong>process</strong> plans or can be assigned dynamically as <strong>process</strong>es are<br />
executed. In all cases, they have to be clearly communicated to the affected<br />
stakeholders. This GP ensures that there are no ‘‘orphan’’ <strong>process</strong>es; somebody<br />
is assigned responsibility for the <strong>process</strong>, its documentation, implementation,<br />
<strong>and</strong> institutionalization. In some organizations, the assignee is called a<br />
<strong>process</strong> owner. In many cases, several individuals may be working on different<br />
aspects of <strong>process</strong> institutionalization, such as planning, documenting, or<br />
training. All such assignments should include a clear underst<strong>and</strong>ing of the<br />
division of responsibility <strong>and</strong> accountability.<br />
Generic Practice GP 2.5: Train People<br />
Train the people performing or supporting the <strong>process</strong> as needed.