第4章 过程域之间的关系
本章通过对过程域之间的相互作用的描述来帮助您了解组织在“过程改进”和“哪些过程域是在其他过程域实现的前提下构建”方面的看法。过程域之间的关系体现在（如下）两个方面：
第一个方面包含了用于表明“信息和产品如何从一个过程域流向另一个过程域”的个体过程域间的相互作用。本章中提供了大量的图表和说明，可以帮助您了解关于过程改进的较为广泛的见解。
第二个方面包含了过程域组织间的相互作用。我们将过程域分为基本和高级2类，这些分类说明基本过程域应该在高级过程域之前实现，这是高级过程域取得成功的先决体条件。
成功的实施过程改进必须以组织的商业目的为驱动。举例来说，一个普通的商业目的就是缩短向市场交付产品所花费的时间。过程改进的目的源于可以通过改进项目管理过程来确保（产品的）按时交付;这些改进依赖于在项目计划和项目监控过程域方面的最佳实践。
CMMI过程域的4个种类
过程域可以划分为如下4类：
l 过程管理
l 项目管理
l 工程
l 支持
尽管我们将过程域以这种方式分了组来讨论它们之间的相互作用，过程域之间还是会相互影响并对分组之外的其他过程域有作用。例如，决策分析与解决方案过程域为技术方案过程域（用于从多个方案中做出选择）用到的正规评估提供了特殊的实践。技术方案过程域是工程过程域，决策分析与解决方案过程域（却）是一个支持过程域。
认识到过程域之间存在相互作用以及哪些过程域是基本的、哪些是高级的将帮助您以有用和有效的方式来实施CMMI。随后的章节描述了分类内部各过程域之间的相互作用并主要描述其与其他分类中过程域间的相互影响。
过程管理
过程管理过程域包括与项目全程相关的一系列活动：定义、计划、发布、实施、跟踪、控制、评价、测量和改进过程。
CMMI的过程管理过程域包括如下内容：
l 组织级过程焦点
l 组织级过程定义+IPPD
[注]？
l 组织级培训
l 组织级过程行能
l 组织级改革和实施
基本的过程管理过程域
基本的过程管理过程域为组织提供文档化和共享最佳实践、组织的过程资产、组织的知识的能力。
图4.1是基本过程管理过程域之间以及与其它过程域相互关系的鸟瞰图。如图所示，有组织的过程关注点过程域帮助组织在对目前组织的过程和过程资产的优劣势了解的基础上进行计划、实施和发布组织的过程。
伴随组织过程的改进可以通过多种途径来获得。这些（途径）包括改进建议、过程检测、过程实施的教训学习以及过程评价和产品评估活动的结果。
过程域“组织级过程定义”产生和维护组织的一系列标准过程、工作环境标准和基于过程需要和组织目标的其他资产。所谓的其他资产包括生命期模型的描述、过程裁减指南和过程相关的文档及数据。项目通过对组织的一系列标准过程的裁减来构建它们定义的过程。其他资产也支持对已定义过程的实现部分的裁减。通过实施这些定义了的过程形成的经验和工作产出，包括度量数据、过程描述、过程产出和学习教训，以适当的方式融入了组织的系列标准过程和其他资产。还有+IPPD，组织的过程定义+IPPD为项目提供了IPPD规则和指南。
过程域“组织级培训”识别组织的战略培训需求和在项目和团队支持过程中所共有的战术培训需求。特别地，发展或获取那些用于发展在执行组织的系列过程标准中所要求的技能的培训。培训的主要组件包括一个管理培训发展计划、文档计划、具有适当知识的职员和检测培训计划有效性的机构。
高级过程管理过程域
高级过程管理过程域为组织提供了一种为质量和过程行为达成定量目标的改进能力。图4.2给出了关于高级过程管理过程域之间以及与其它类别过程域之间相互关系的鸟瞰图。每个高级过程管理过程域都依赖于开发和发布过程以及资产支持的能力。基本的过程管理过程域（正好）提供这一能力。
如图所示，过程域“组织级过程性能”源于为组织的商业目标服务的质量和过程行为的定量目标。组织为项目和支持组提供了公用的度量、过程性能基线和过程性能模型。这些附加的组织资产为项目和支持组提供定量的项目管理和关键子过程的统计管理。组织通过分析从这些定义的过程中收集来的数据来发展一种对于产品质量、服务质量和组织的系列标准过程的过程性能定量的理解。
过程域“组织级改革和实施”选择和发布提议的用于改进组织能力的渐进的和创新的改进来满足质量和过程行为目标。对于有可能的渐进的和创新的改进的识别应该包含一个与组织的商业价值和目标相一致的授权团队的参与。实施改进的选择基于对可能的利益和实施改进伴随的可预测的成本以及对这样的实施的可用资金的定量的理解。
In this chapter, we describe interactions among process areas to help you see the organization’s view of process improvement and which process areas build on the implementation of other process areas. Relationships among process areas are presented in two dimensions.
The first dimension comprises the interactions of individual process areas that show how information and artifacts flow from one process area to another. Shown by the multiple figures and descriptions in this chapter, these interactions help you see a larger view of process improvement.
The second dimension comprises the interactions of groups of process areas. Shown by the classification of some process areas as Basic and others as Advanced, these classifications illustrate that the Basic process areas should be implemented before the Advanced process areas to ensure that the prerequisites are met to successfully implement the Advanced process areas.
Successful process improvement initiatives must be driven by the business objectives of the organization. For example, a common business objective is to reduce the time it takes to get a product to market. The process improvement objective derived from that might be to improve the project management processes to ensure on-time delivery; those improvements rely on best practices in the Project Planning and Project Monitoring and Control process areas.
Process areas can be grouped into four categories:
· Process Management
· Project Management
· Engineering
· Support
Although we are grouping process areas this way to discuss their interactions, process areas often interact and have an effect on one another regardless of their defined group. For example, the Decision Analysis and Resolution process area provides specific practices to address the formal evaluation that is used in the Technical Solution process area for selecting a technical solution from alternative solutions. Technical Solution is an Engineering process area and Decision Analysis and Resolution is a Support process area.
Being aware of the interactions that exist among CMMI process areas and which process areas are Basic and Advanced will help you apply CMMI in a useful and productive way. The following sections describe the interactions of process areas within the categories and only briefly describe the interactions among process areas in other categories. Interactions among process areas that belong to different categories are described in references within the Related Process Areas section of the process areas in Part Two. Refer to Chapter 2 for more information about references.
Process Management process areas contain the cross-project activities related to defining, planning, deploying, implementing, monitoring, controlling, appraising, measuring, and improving processes.
The Process Management process areas of CMMI are as follows:
· Organizational Process Focus
· Organizational Process Definition +IPPD[1]
· Organizational Training
· Organizational Process Performance
· Organizational Innovation and Deployment
The Basic Process Management process areas provide the organization with a capability to document and share best practices, organizational process assets, and learning across the organization.
Figure 4.1 provides a bird’s-eye view of the interactions among the Basic Process Management process areas and with other process area categories. As illustrated in Figure 4.1, the Organizational Process Focus process area helps the organization to plan, implement, and deploy organizational process improvements based on an understanding of the current strengths and weaknesses of the organization’s processes and process assets.
Figure 4.1: Basic Process Management Process Areas
Candidate improvements to the organization’s processes are obtained through various means. These include process improvement proposals, measurement of the processes, lessons learned in implementing the processes, and results of process appraisal and product evaluation activities.
The Organizational Process Definition process area establishes and maintains the organization’s set of standard processes, work environment standards, and other assets based on the process needs and objectives of the organization. These other assets include descriptions of lifecycle models, process tailoring guidelines, and process-related documentation and data. Projects tailor the organization’s set of standard processes to create their defined processes. The other assets support tailoring as well as implementation of the defined processes. Experiences and work products from performing these defined processes, including measurement data, process descriptions, process artifacts, and lessons learned, are incorporated as appropriate into the organization’s set of standard processes and other assets. With the +IPPD addition, Organizational Process Definition +IPPD provides IPPD rules and guidelines to the projects.
The Organizational Training process area identifies the strategic training needs of the organization as well as the tactical training needs that are common across projects and support groups. In particular, training is developed or obtained to develop the skills required to perform the organization’s set of standard processes. The main components of training include a managed training development program, documented plans, personnel with appropriate knowledge, and mechanisms for measuring the effectiveness of the training program.
The Advanced Process Management process areas provide the organization with an improved capability to achieve its quantitative objectives for quality and process performance.
Figure 4.2 provides a bird’s-eye view of the interactions among the Advanced Process Management process areas and with other process area categories. Each of the Advanced Process Management process areas depends on the ability to develop and deploy processes and supporting assets. The Basic Process Management process areas provide this ability.
Figure 4.2: Advanced Process Management Process Areas
As illustrated in Figure 4.2, the Organizational Process Performance process area derives quantitative objectives for quality and process performance from the organization’s business objectives. The organization provides projects and support groups with common measures, process-performance baselines, and process-performance models. These additional organizational assets support quantitative project management and statistical management of critical subprocesses for both projects and support groups. The organization analyzes the process-performance data collected from these defined processes to develop a quantitative understanding of product quality, service quality, and process performance of the organization’s set of standard processes.
The Organizational Innovation and Deployment process area selects and deploys proposed incremental and innovative improvements that improve the organization’s ability to meet its quality and process-performance objectives. The identification of promising incremental and innovative improvements should involve the participation of an empowered workforce aligned with the business values and objectives of the organization. The selection of improvements to deploy is based on a quantitative understanding of the likely benefits and predictable costs of deploying candidate improvements, and the funding available for such deployment.
[1] Organizational Process Definition (OPD) has one goal that applies only when using CMMI with the IPPD group of additions.
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