The purpose of Organizational Process Focus (OPF) (CMMI-DEV) is to plan, implement, and deploy organizational process improvements based on a thorough understanding of current strengths and weaknesses of the organization’s processes and process assets.
Description Introductory Notes The organization’s processes include all processes used by the organization and its projects. Candidate improvements to the organization’s processes and process assets are obtained from various sources, including the measurement of processes, lessons learned in implementing processes, results of process appraisals, results of product and service evaluation activities, results of customer satisfaction evaluations, results of benchmarking against other organizations’ processes, and recommendations from other improvement initiatives in the organization.
Article: (OPF) What is Organizational Process Focus (OPF) and how it helps in Process Improvement? by Rajendra Khare
www.cmmiconsultantblog.com - Organizational Process Focus (OPF) is CMMI Maturity Level 3 Process Area under the Process Management category.
It helps in the planning of the process improvement, deploying organizational process improvements and sharing the project team experiences in the form of lessons learn and artifacts prepared.
Organizational Process Focus (OPF) Implementation Steps
Identify Process Improvement Opportunities: Process needs and objectives shall be identified for process improvement. This includes identification of all applicable standards, processes, policies, procedures and associated artefacts. Refer to Measurement Analysis Reports and QA Reports for identifying process Quantitative and Qualitative improvement ideas. Document these improvement objectives.
Article: (OT) The Essentials of Skill-Based Training Programs by Bruce R. Duncil
www.demix.org - Effective training of the personnel performing development and management activities are integral to the success of those efforts. Although that statement seems self-evident, getting it done has often proven an entirely different matter.
Training programs have been beset by problems common to all such functions: misunderstanding of purpose, lack of management sponsorship and participation, inability to plan a program, poor program implementation and misuse of resources. But perhaps the largest roadblock to success has been insufficient understanding on the part of key personnel as to how to go about establishing a training program that meets their organization's needs. The Software Engineering Institute’s (SEI) Capability Maturity Model® for software,v1.1 (CMM®) outlines fundamental elements of a program designed to equip personnel with the skills needed to fulfill the responsibilities of their assigned roles. This article addresses the elements of an effective training program and how to put them in place in a software organization. These principles, however, are extensible to product development organizations at large. This article is one in a set of articles entitled “The Essentials…” focusing on reference models and appraisal methods to achieve business objectives. Whether you are struggling to implement improvements or you are an assessor striving for team consensus in the field, these thoughts are offered to stimulate discussion, guide decision making and facilitate achievement of your goals.
Article: (CMMI) Which CMMI® Institute Model Will Take Your Organization to the Next Level? by CMMI Institute
www.cmmiinstitute.com - Discover Which CMMI® Institute Model Will Take Your Organization to the Next Level!
CMMI Institute models help identify and improve the key capabilities that elevate your organization's performance, quality, and profitability. Many times in business, the problem or solution is not so obvious. With proven best practices, CMMI Institute models allow you to see how your organization's existing processes measure up and where performance improvements are needed. The result?
