Select processes or subprocesses in the organization’s set of standard processes to be included in the organization’s process-performance analyses.

Refer to the Organizational Process Definition process area for more information about the structure of organizational process assets.

The organization’s set of standard processes consists of a set of standard processes that, in turn, are composed of subprocesses.

Typically, it will not be possible, useful, or economically justifiable to apply statistical management techniques to all processes or subprocesses of the organization’s set of standard processes. Selection of processes or subprocesses is based on the needs and objectives of both the organization and its projects.

The selection of subprocesses for analysis, the determination of process-performance objectives, and the selection of appropriate measures are often concurrent and iterative processes of both the organization and its projects.

When selecting processes or subprocesses for analyses, it is critical to understand the relationships between different processes and subprocesses and their impact on the acquirer and supplier delivering the product specified by the customer. Such an approach helps to ensure that quantitative and statistical management are applied where they have the most overall value to the organization.

The existence of project data that indicates the process or subprocess has been or can be stabilized is a useful criterion that can be used for selecting a process or subprocess.

Typical Work Products

1.    List of processes or subprocesses identified for process-performance analyses