Establish and maintain process-performance models for the organization’s set of standard processes.

Process-performance models are used to estimate or predict the value of a process-performance measure from the values of other process, product, and service measurements. These process-performance models typically use process and product measurements collected throughout the life of the project to estimate progress toward achieving objectives that cannot be measured until later in the project’s life.

Process-performance models are used to estimate or predict when to fund, hold, cancel, migrate, re-engineer, or retire a project. Process-performance models allow the acquirer to synchronize processes with customer needs. The organization’s process-performance baselines provide quantitative data on those aspects of the projects and organization that can approximate the throughput potential of its processes. Focusing on these critical constraints, process-performance models allow the acquirer to predict how to best maximize the flow of work through projects and the organization.

Process-performance models are used as follows:

·         The organization uses them for estimating, analyzing, and predicting the process performance associated with processes in and changes to the organization’s set of standard processes.

·         The organization uses them to assess the (potential) return on investment for process improvement activities.

·         Projects use them for estimating, analyzing, and predicting the process performance of their defined processes.

·         Projects use them for selecting processes or subprocesses for use.

Process-performance models are also used to set process-performance objectives for suppliers and to provide data that can help suppliers achieve these objectives.

These measures and models are defined to provide insight into and to provide the ability to predict critical process and product characteristics that are relevant to business value.

Results of the acquirer’s process-performance models are shared with suppliers to help ensure the synchronized delivery of products and services.

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

Typical Work Products

1.    Process-performance models

Typical Supplier Deliverables

1.    Supplier process-performance models

Subpractices

1.    Establish process-performance models based on the organization’s set of standard processes and the organization’s process-performance baselines.

2.    Calibrate process-performance models based on the organization’s past results and current needs.

3.    Review process-performance models and get agreement with relevant stakeholders.

4.    Support the projects’ use of the process-performance models.

5.    Revise process-performance models as necessary.