Establish and maintain the organization’s process-performance baselines.

The organization’s process-performance baselines are a measurement of performance for the organization’s set of standard processes at various levels of detail, as appropriate. The processes include the following:

·         Sequence of connected processes

·         Processes that cover the entire life of the project

·         Processes for developing individual work products

There may be several process-performance baselines to characterize performance for subgroups of the organization.

Tailoring of the organization’s set of standard processes may significantly affect the comparability of data for inclusion in process-performance baselines. Effects of tailoring should be considered in establishing baselines. Depending on the tailoring allowed, separate performance baselines may exist for each type of tailoring.

Refer to the Quantitative Project Management process area for more information about the use of process-performance baselines.

Typical Work Products

1.    Baseline data on the organization’s process performance

Subpractices

1.    Collect measurements from the organization’s projects.

The process or subprocess in use when the measurement was taken is recorded to enable appropriate use later.

Refer to the Measurement and Analysis process area for more information about collecting and analyzing data.

2.    Establish and maintain the organization’s process-performance baselines from collected measurements and analyses.

Refer to the Measurement and Analysis process area for more information about establishing objectives for measurement and analysis, specifying measures and analyses to be performed, obtaining and analyzing measures, and reporting results.

Process-performance baselines are derived by analyzing collected measurements to establish a distribution or range of results that characterize the expected performance for selected processes or subprocesses when used on a project in the organization.

The measurements from stable subprocesses in projects should be used when possible; other data may not be reliable.

3.    Review and get agreement with relevant stakeholders about the organization’s process-performance baselines.

4.    Make the organization’s process-performance information available across the organization in the organization’s measurement repository.

The organization’s process-performance baselines are used by projects to estimate the natural bounds for process performance.

5.    Compare the organization’s process-performance baselines to associated objectives.

6.    Revise the organization’s process-performance baselines as necessary.