SP 1.3 Establish Quality and Process-Performance Objectives

CMMI for Acquisition, version 1.2

4. Generic Goals and Generic Practices, and the Process Areas

4.15. Organizational Process Performance

SG 1 Establish Performance Baselines and Models

SP 1.3 Establish Quality and Process-Performance Objectives

Process Area	OPP
Level	4
Goal	SG 1
Practice	SP 1.3

Establish and maintain the organization’s quantitative objectives for quality and process performance.

The organization’s quality and process-performance objectives should have the following attributes:

· Based on the organization’s business objectives

· Based on the past performance of projects

· Gauges process performance in areas such as product quality, productivity, cycle time, or response time

· Accounts for the inherent variability or natural bounds of the selected process or subprocess

· Accounts for the inherent variability or natural bounds of supplier performance

Typical Work Products

1. The organization’s quality and process-performance objectives

2. Supplier service levels based on quality and process-performance objectives

Subpractices

1. Review the organization’s business objectives related to quality and process performance.

Examples of business objectives include the following:

· Achieve a development cycle of a specified duration for a specified release of a product

· Deliver the functionality of the product for a target percentage of estimated cost

· Decrease the cost of product maintenance by a specified percent

2. Define the organization’s quantitative objectives for quality and process performance.

Objectives may be established for process or subprocess measurements (e.g., effort, cycle time, and defect removal effectiveness) as well as for product measurements (e.g., reliability and defect density) and service measurements (e.g., capacity and response times) as appropriate.

Examples of quality and process-performance objectives include the following:

· Achieve a specified productivity

· Deliver work products with no more than a specified number of latent defects

· Shorten time to delivery within +/-5 percent of the process-performance baseline

· Reduce total lifecycle cost of new and existing products by 15 percent

· Deliver 100 percent of the specified functionality of the product

· Improve supplier performance and relationship scores to 4.8 (out of 5)

3. Define the priorities of the organization’s objectives for quality and process performance.

4. Review, negotiate, and obtain commitment to the organization’s quality and process-performance objectives and their priorities from relevant stakeholders.

5. Revise the organization’s quantitative objectives for quality and process performance as necessary.

Examples of when the organization’s quantitative objectives for quality and process performance may need to be revised include the following:

· When the organization’s business objectives change

· When the organization’s processes change

· When actual quality and process performance differs significantly from the objectives