1、ORGANIZATIONAL PROCESS PERFORMANCE 組織過程性能A Process Management Process Area at Maturity Level 4 成熟度4級(jí)的過程管理類過程域Purpose 目的The purpose of Organizational Process Performance (OPP) is to establish and maintain a quantitative understanding of the performance of selected processes in the organizations set o

2、f standard processes in support of achieving quality and process performance objectives, and to provide process performance data, baselines, and models to quantitatively manage the organizations projects.組織過程性能（OPP）的目的在于建立并維護(hù)對(duì)組織標(biāo)準(zhǔn)過程集中已選定的過程的量化了解，以支持達(dá)成質(zhì)量與過程性能目標(biāo)，并提供過程性能數(shù)據(jù)、基線及模式，來(lái)量化管理組織的項(xiàng)目。Introductory

3、 Notes 簡(jiǎn)介The Organizational Process Performance process area involves the following activities: 組織過程性能過程域涉及以下活動(dòng)： Establishing organizational quantitative quality and process performance objectives based on business objectives (See the definition of “quality and process performance objectives” in the

4、 glossary.)基于業(yè)務(wù)目標(biāo)，建立組織級(jí)定量的質(zhì)量和過程性能目標(biāo)（參考在術(shù)語(yǔ)表關(guān)于“質(zhì)量與過程性能目標(biāo)”的定義。） Selecting processes or subprocesses for process performance analyses選擇用于過程性能分析的過程或子過程 Establishing definitions of the measures to be used in process performance analyses (See the definition of “process performance” in the glossary.) 建立可用于過

5、程性能分析的度量項(xiàng)定義（參考在術(shù)語(yǔ)表關(guān)于“過程性能”的定義） Establishing process performance baselines and process performance models (See the definitions of “process performance baselines” and “process performance models” in the glossary.)建立過程性能基線和過程性能模型（參考在術(shù)語(yǔ)表關(guān)于“過程性能基線”和“過程性能模型”的定義）The collection and analysis of the data and

6、creation of the process performance baselines and models can be performed at different levels of the organization, including individual projects or groups of related projects as appropriate based on the needs of the projects and organization.數(shù)據(jù)的收集和分析以及建立過程性能基線和模型的活動(dòng)，可以在組織的不同層次進(jìn)行，包括單個(gè)項(xiàng)目或者根據(jù)項(xiàng)目和組織的需要建立

7、的相關(guān)聯(lián)的項(xiàng)目群都認(rèn)為是合適的。The common measures for the organization consist of process and product measures that can be used to characterize the actual performance of processes in the organizations individual projects. By analyzing the resulting measurements, a distribution or range of results can be establish

8、ed that characterize the expected performance of the process when used on an individual project.組織的公共度量由過程及產(chǎn)品度量項(xiàng)構(gòu)成，可用于描述織內(nèi)的單個(gè)項(xiàng)目的實(shí)際過程性能。通過分析度量的結(jié)果，可以建立結(jié)果的分布或范圍，當(dāng)用于單個(gè)項(xiàng)目時(shí)，他們描述期望的過程性能特征。Measuring quality and process performance can involve combining existing measures into additional derived measures to p

9、rovide more insight into overall efficiency and effectiveness at a project or organization level. The analysis at the organization level can be used to study productivity, improve efficiencies, and increase throughput across projects in the organization.質(zhì)量與過程性能度量可以將現(xiàn)有的的度量項(xiàng)組合成為另外的衍生度量，在項(xiàng)目或組織層面提供全面的效率

10、和效果方面的更深入的理解。組織層面的分析能被用來(lái)研究組織中項(xiàng)目的生產(chǎn)力，提升效率，并且增加組織中各項(xiàng)目的生產(chǎn)能力。The expected process performance can be used in establishing the projects quality and process performance objectives and can be used as a baseline against which actual project performance can be compared. This information is used to quantitati

11、vely manage the project. Each quantitatively managed project, in turn, provides actual performance results that become a part of organizational process assets that are made available to all projects.預(yù)期過程性能可用來(lái)設(shè)定項(xiàng)目的質(zhì)量及過程性能目標(biāo)，亦可作為與實(shí)際項(xiàng)目性能比較的基線。這些信息用來(lái)以量化方式管理項(xiàng)目。反過來(lái)，每個(gè)已量化管理的項(xiàng)目所提供實(shí)際的性能結(jié)果，將成為組織過程資產(chǎn)的一部分，這些數(shù)據(jù)對(duì)

12、所有項(xiàng)目是可用的。Process performance models are used to represent past and current process performance and to predict future results of the process. For example, the latent defects in the delivered product can be predicted using measurements of work product attributes such as complexity and process attribut

13、es such as preparation time for peer reviews.過程性能模型用于展現(xiàn)過去及目前的過程性能，并用來(lái)預(yù)測(cè)過程的未來(lái)的結(jié)果。例如，在預(yù)測(cè)交付產(chǎn)品中潛在的缺陷時(shí)，可以通過使用諸如復(fù)雜度這樣的工作產(chǎn)品屬性以及諸如同行評(píng)審準(zhǔn)備時(shí)間這樣的過程屬性來(lái)進(jìn)行預(yù)測(cè)。When the organization has sufficient measures, data, and analytical techniques for critical process, product, and service characteristics, it is able to do t

14、he following: 當(dāng)組織對(duì)各項(xiàng)關(guān)鍵過程、產(chǎn)品及服務(wù)特性有足夠的度量項(xiàng)、數(shù)據(jù)及分析技術(shù)時(shí)，就可以開展下列工作： Determine whether processes are behaving consistently or have stable trends (i.e., are predictable)確定過程的表現(xiàn)是否具備一致性或有穩(wěn)定的趨勢(shì)(如，是可預(yù)測(cè)的) Identify processes in which performance is within natural bounds that are consistent across projects and could

15、 potentially be aggregated 識(shí)別性能在自然邊界內(nèi)的過程，此自然邊界在項(xiàng)目間是一致的，并且有可能進(jìn)行聚合 Identify processes that show unusual (e.g., sporadic, unpredictable) behavior識(shí)別表現(xiàn)出異常行為的過程(例如，偶發(fā)的、不可預(yù)測(cè)的) Identify aspects of processes that can be improved in the organizations set of standard processes 識(shí)別組織標(biāo)準(zhǔn)過程集中可進(jìn)行的改進(jìn) Identify the imp

16、lementation of a process that performs best識(shí)別最佳的過程This process area interfaces with and supports the implementation of other high maturity process areas. The assets established and maintained as part of implementing this process area (e.g., the measures to be used to characterize subprocess behavior

17、, process performance baselines, process performance models) are inputs to the quantitative project management, causal analysis and resolution, and organizational performance management processes in support of the analyses described there. Quantitative project management processes provide the qualit

18、y and process performance data needed to maintain the assets described in this process area.本過程域與其他高成熟度過程域相互作用，并支持它們的實(shí)施。作為實(shí)施此過程域的已建立和維護(hù)資產(chǎn)的一部分（如：被用來(lái)描述子過程的行為的度量項(xiàng)，過程性能基線及過程性能模型）都是定量項(xiàng)目管理、原因分析與解決和組織性能管理過程的輸入，支持在那些過程域中描述的分析。定量項(xiàng)目管理過程提供了維護(hù)本過程域中描述的資產(chǎn)所需的質(zhì)量與過程性能數(shù)據(jù)。Related Process Areas 相關(guān)過程域Refer to the Measur

19、ement and Analysis process area for more information about specifying measures, obtaining measurement data, and analyzing measurement data. 關(guān)于如何指定度量項(xiàng)，獲得度量數(shù)據(jù)以及分析度量數(shù)據(jù)的更多信息，請(qǐng)參考度量與分析過程域。Refer to the Organizational Performance Management process area for more information about proactively managing the or

20、ganizations performance to meet its business objectives.關(guān)于主動(dòng)管理組織性能以滿足業(yè)務(wù)目標(biāo)的更多信息，請(qǐng)參考組織性能管理過程域。Refer to the Quantitative Project Management process area for more information about quantitatively managing the project to achieve the projects established quality and process performance objectives.關(guān)于量化管理項(xiàng)目

21、以達(dá)成項(xiàng)目建立的質(zhì)量與過程性能目標(biāo)的更多信息，請(qǐng)參考定量項(xiàng)目管理過程域。Specific Goal and Practice Summary 特定目標(biāo)及實(shí)踐摘要SG1 Establish Performance Baselines and Models 建立性能基線及模型SP1.1 Establish Quality and Process Performance Objectives 建立質(zhì)量及過程性能目標(biāo)SP1.2 Select Processes 選擇過程SP1.3 Establish Process Performance Measures 建立過程性能度項(xiàng)SP1.4 Analyze

22、Process Performance and Establish Process Performance Baselines 分析過程性能并建立過程性能基線SP1.5 Establish Process Performance Models 建立過程性能模型Specific Practices by Goal 特定目標(biāo)的特定實(shí)踐SG 1 Establish Performance Baselines and Models 建立性能基線及模型Baselines and models, which characterize the expected process performance of

23、the organizations set of standard processes, are established and maintained.建立并維護(hù)描述組織標(biāo)準(zhǔn)過程集期望的過程性能特征的基線和模型。Prior to establishing process performance baselines and models, it is necessary to determine the quality and process performance objectives for those processes (the Establish Quality and Process

24、 Performance Objectives specific practice), which processes are suitable to be measured (the Select Processes specific practice), and which measures are useful for determining process performance (the Establish Process Performance Measures specific practice).在建立過程性能基線和模型之前，應(yīng)先確定那些適合被度量的過程的(“選擇過程”特定實(shí)踐

25、)質(zhì)量與過程性能目標(biāo)（“建立質(zhì)量與過程性能目標(biāo)”特定實(shí)踐），這些度量對(duì)決定過程性能是有用的(“建立過程性能度量項(xiàng)”特定實(shí)踐)。The first three practices of this goal are interrelated and often need to be performed concurrently and iteratively to select quality and process performance objectives, processes, and measures. Often, the selection of one quality and pr

26、ocess performance objective, process, or measure will constrain the selection of the others. For example, selecting a quality and process performance objective relating to defects delivered to the customer will almost certainly require selecting the verification processes and defect related measures

27、.本目標(biāo)的前三個(gè)實(shí)踐是相互關(guān)聯(lián)的，常常需要同時(shí)并且迭代地執(zhí)行，以選擇質(zhì)量與過程性能目標(biāo)、過程和度量項(xiàng)。通常，一個(gè)質(zhì)量與過程性能目標(biāo)、過程或度量的選擇，往往會(huì)約束其他的選擇。例如，選擇一個(gè)與交付給客戶的缺陷有關(guān)的質(zhì)量與過程性能目標(biāo)，幾乎肯定需要選擇驗(yàn)證過程以及與缺陷相關(guān)的度量項(xiàng)。The intent of this goal is to provide projects with the process performance baselines and models they need to perform quantitative project management. Many times

28、 these baselines and models are collected or created by the organization, but there are circumstances in which a project may need to create the baselines and models for themselves. These circumstances include projects that are not covered by the organizations baselines and models. For these cases th

29、e project follows the practices in this goal to create its baselines and models.本目標(biāo)的目的就是為項(xiàng)目提供需要執(zhí)行定量項(xiàng)目管理的過程性能基線和模型。很多時(shí)候，這些基線和模型都是由組織來(lái)收集和創(chuàng)建。但有些情況下，項(xiàng)目可能需要建立自己的基線和模型。這些情況包括項(xiàng)目沒有被組織基線和模型所覆蓋。對(duì)于這樣的情況，項(xiàng)目需要遵照本目標(biāo)的實(shí)踐去創(chuàng)建它自己的基線與模型。SP 1.1 Establish Quality and Process Performance Objectives 建立質(zhì)量及過程性能目標(biāo)Establish an

30、d maintain the organizations quantitative objectives for quality and process performance, which are traceable to business objectives.建立并維護(hù)組織質(zhì)量及過程性能的定量目標(biāo)，這些目標(biāo)可追溯到業(yè)務(wù)目標(biāo)。The organizations quality and process performance objectives can be established for different levels in the organizational structure (

31、e.g., business area, product line, function, project) as well as at different levels in the process hierarchy. When establishing quality and process performance objectives, consider the following:組織的質(zhì)量與過程性能目標(biāo)可以在組織架構(gòu)的不同層級(jí)以及過程的不同層次而建立（例如，業(yè)務(wù)領(lǐng)域，產(chǎn)品線，職責(zé)，項(xiàng)目）。在建立質(zhì)量和過程性能目標(biāo)時(shí)，應(yīng)考慮如下幾點(diǎn): Traceability to the organ

32、izations business objectives 可追溯到組織的業(yè)務(wù)目標(biāo) Past performance of the selected processes or subprocesses in context (e.g., on projects) 在一定環(huán)境中所選過程或子過程的以往性能（如，在項(xiàng)目級(jí)別） Multiple attributes of process performance (e.g., product quality, productivity, cycle time, response time)過程性能的多個(gè)屬性（如，產(chǎn)品質(zhì)量，生產(chǎn)力，周期時(shí)間，響應(yīng)時(shí)間） I

33、nherent variability or natural bounds of the selected processes or subprocesses 選定的過程或子過程的固有變化或自然邊界The organizations quality and process performance objectives provide focus and direction to the process performance analysis and quantitative project management activities. However, it should be noted

34、that achieving quality and process performance objectives that are significantly different from current process capability requires use of techniques found in Causal Analysis and Resolution and Organizational Performance Management.組織質(zhì)量與過程性能目標(biāo)提供了過程性能分析和定量項(xiàng)目管理活動(dòng)的關(guān)注點(diǎn)和方面。然而，應(yīng)當(dāng)注意，在建立與現(xiàn)有過程能力存在顯著差異的質(zhì)量與過程性

35、能目標(biāo)時(shí)，需要使用在“原因分析與解決”和“組織級(jí)績(jī)效管理”過程域中的技術(shù)。Example Work Products 工作產(chǎn)品樣例1. Organizations quality and process performance objectives 組織的質(zhì)量與過程性能目標(biāo)Subpractices 子實(shí)踐1. Review the organizations business objectives related to quality and process performance. 評(píng)審質(zhì)量與過程性能相關(guān)的組織業(yè)務(wù)目標(biāo)。Examples of business objectives incl

36、ude the following: 業(yè)務(wù)目標(biāo)舉例如下： Deliver products within budget and on time 在預(yù)算內(nèi)且按時(shí)交付產(chǎn)品 Improve product quality by a specified percent in a specified timeframe在規(guī)定時(shí)間內(nèi)將產(chǎn)品的質(zhì)量提高到規(guī)定的百分比 Improve productivity by a specified percent in a specified timeframe在規(guī)定的時(shí)間內(nèi)將生產(chǎn)率提高到規(guī)定的百分比 Maintain customer satisfaction rat

37、ings 保持客戶滿意度 Improve time-to-market for new product or service releases by a specified percent in a specified timeframe在規(guī)定的時(shí)間內(nèi)將新產(chǎn)品上市或服務(wù)交付的時(shí)間提高到規(guī)定百分比 Reduce deferred product functionality by a specified percent in a specified timeframe在規(guī)定的時(shí)間內(nèi)將延期交付產(chǎn)品功能率降低到規(guī)定的百分比 Reduce the rate of product recalls by a

38、 specified percent in a specified timeframe在規(guī)定的時(shí)間內(nèi)將產(chǎn)品召回率降低到規(guī)定的百分比 Reduce customer total cost of ownership by a specified percent in a specified timeframe在規(guī)定的時(shí)間內(nèi)將客戶擁有總成本降低到規(guī)定的百分比 Decrease the cost of maintaining legacy products by a specified percent in a specified timeframe在規(guī)定的時(shí)間內(nèi)降低維護(hù)產(chǎn)品遺留問題的成本到規(guī)定的百分

39、比2. Define the organizations quantitative objectives for quality and process performance. 定義組織的質(zhì)量與過程性能定量目標(biāo)。Quality and process performance objectives can be established for process or subprocess measurements (e.g., effort, cycle time, defect removal effectiveness) as well as for product measurements

40、 (e.g., reliability, defect density) and service measurements (e.g., capacity, response times) as appropriate.可以針對(duì)過程或子過程度量(例如，工作量、周期時(shí)間及缺陷移除的有效性)、產(chǎn)品度量(例如，可靠性，缺陷密度)，以及服務(wù)度量(例如，容量及響應(yīng)時(shí)間)建立質(zhì)量與過程性能目標(biāo)。Examples of quality and process performance objectives include the following:質(zhì)量與過程性能目標(biāo)舉例如下： Achieve a speci

41、fied defect escape rate, productivity, duration, capacity, or cost target達(dá)到規(guī)定的缺陷逃逸率，生產(chǎn)率，周期，能力或成本目標(biāo) Improve the defect escape rate, productivity, duration, capacity, or cost performance by a specified percent of the process performance baseline in a specified timeframe 在規(guī)定的時(shí)間內(nèi)，改進(jìn)缺陷逃逸率、生產(chǎn)率、周期、能力或成本性能，

42、達(dá)到過程性能基線規(guī)定的百分比 Improve service level agreement performance by a specified percent of the process performance baseline in a specified timeframe在規(guī)定的時(shí)間內(nèi)，提高服務(wù)滿意度達(dá)到過程性能基線規(guī)定的百分比3. Define the priorities of the organizations objectives for quality and process performance. 定義組織質(zhì)量與過程性能目標(biāo)的優(yōu)先級(jí)。4. Review, negoti

43、ate, and obtain commitment to the organizations quality and process performance objectives and their priorities from relevant stakeholders. 與利益相關(guān)方一起評(píng)審和協(xié)商組織質(zhì)量和過程績(jī)效目標(biāo)及其優(yōu)先次序，并獲得承諾。5. Revise the organizations quantitative objectives for quality and process performance as necessary. 必要時(shí)修訂組織質(zhì)量與過程性能的定量目標(biāo)。E

44、xamples of when the organizations quantitative objectives for quality and process performance may need to be revised include the following:組織質(zhì)量與過程性能定量目標(biāo)的修訂時(shí)機(jī)舉例如下： When the organizations business objectives change 當(dāng)組織業(yè)務(wù)目標(biāo)改變時(shí) When the organizations set of standard processes change 當(dāng)組織標(biāo)準(zhǔn)過程改變時(shí) When actu

45、al quality and process performance differ significantly from objectives當(dāng)實(shí)際的質(zhì)量與過程性能與目標(biāo)有顯著差異時(shí)SP 1.2 Select Processes 選擇過程Select processes or subprocesses in the organizations set of standard processes to be included in the organizations process performance analyses and maintain traceability to busines

46、s objectives.在組織標(biāo)準(zhǔn)過程集中，選擇欲納入組織過程性能分析的過程或子過程并維護(hù)與業(yè)務(wù)目標(biāo)的追溯性。Refer to the Organizational Process Definition process area for more information about establishing organizational process assets.關(guān)于建立組織過程資產(chǎn)集的更多信息，請(qǐng)參考組織過程定義過程域。The organizations set of standard processes consists of a set of standard processes

47、that, in turn, are composed of subprocesses.組織的標(biāo)準(zhǔn)過程集由一系列的標(biāo)準(zhǔn)過程組成，而標(biāo)準(zhǔn)過程又由一些子過程組成。Typically, it is not possible, useful, or economically justifiable to apply statistical management techniques to all processes or subprocesses of the organizations set of standard processes. Selection of processes or subp

48、rocesses is based on the quality and process performance objectives of the organization, which are derived from business objectives as described in the previous specific practice.通常情況下，將統(tǒng)計(jì)管理技術(shù)應(yīng)用到組織標(biāo)準(zhǔn)過程集的所有過程或子過程是不可能、無(wú)用的或是不經(jīng)濟(jì)的。以組織的質(zhì)量與過程性能目標(biāo)為依據(jù)，選擇過程或子過程。這些質(zhì)量與過程性能目標(biāo)源于前述特定實(shí)踐中描述的業(yè)務(wù)目標(biāo)。Example Work Product

49、s 工作產(chǎn)品樣例1. List of processes or subprocesses identified for process performance analyses with rationale for their selection including traceability to business objectives已識(shí)別的要進(jìn)行過程績(jī)效分析的過程或子過程的清單，選擇這些過程或子過程的理由以及他們與業(yè)務(wù)目標(biāo)的追溯關(guān)系Subpractices 子實(shí)踐1. Establish the criteria to use when selecting subprocesses.建立選

50、擇子過程時(shí)使用的準(zhǔn)則。Examples of criteria that can be used for the selection of a process or subprocess for the organizations process performance analysis include the following:可用于組織過程性能分析的過程或子過程選擇準(zhǔn)則的例子包括： The process or subprocess is strongly related to key business objectives.過程或子過程和關(guān)鍵業(yè)務(wù)目標(biāo)是強(qiáng)相關(guān)的 The process

51、or subprocess has demonstrated stability in the past.已經(jīng)證明過程或子過程以往是穩(wěn)定的 Valid historical data are currently available that is relevant to the process or subprocess.與過程或子過程相關(guān)的歷史數(shù)據(jù)當(dāng)前是可用的 The process or subprocess will generate data with sufficient frequency to allow for statistical management.過程或子過程可以足夠

52、的頻率產(chǎn)生數(shù)據(jù)，以用來(lái)統(tǒng)計(jì)管理 The process or subprocess is an important contributor to quality and process performance.過程或子過程是質(zhì)量與過程性能的重要貢獻(xiàn)者 The process or subprocess is an important predictor of quality and process performance.過程或子過程是質(zhì)量與過程性能的重要指示器 The process or subprocess is a factor important to understanding t

53、he risk associated with achieving the quality and process performance objectives.過程或子過程是了解與達(dá)成質(zhì)量與過程性能目標(biāo)相關(guān)風(fēng)險(xiǎn)的一個(gè)重要因素 The quality of the measures and measurements associated with the process or subprocess (e.g., measurement system error) is adequate.與過程或子過程相關(guān)的度量和度量項(xiàng)的質(zhì)量是足夠好的（例如，度量系統(tǒng)的缺陷） Multiple measurab

54、le attributes that characterize process or subprocess behavior are available描述過程或子過程行為特征的多個(gè)可度量屬性是可用的2. Select the subprocesses and document the rationale for their selection選擇子過程并文檔化選擇的理由。Example approaches to identifying and evaluating subprocess alternatives as part of a selection include the foll

55、owing: 作為選擇的一部分，識(shí)別和評(píng)估子過程備選方案的方法包括： Causal analysis 因果分析 Sensitivity analysis 敏感性分析Refer to the Decision Analysis and Resolution process area for more information about analyzing possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.關(guān)

56、于使用依據(jù)建立的準(zhǔn)則評(píng)估識(shí)別的備選方案的正式的評(píng)估過程，來(lái)分析可能的決策的更多信息，請(qǐng)參考決策分析與解決過程域。3. Establish and maintain traceability between the selected subprocesses, quality and process performance objectives, and business objectives.建立并維護(hù)在已選子過程、質(zhì)量與過程性能目標(biāo)和業(yè)務(wù)目標(biāo)之間的可追溯性。Examples of ways in which traceability can be expressed include the

57、following:能用來(lái)表示可追溯性的方式舉例如下： Mapping of subprocesses to quality and process performance objectives子過程與質(zhì)量與過程性能目標(biāo)的映射關(guān)系 Mapping of subprocesses to business objectives子過程和業(yè)務(wù)目標(biāo)的映射關(guān)系 Objective flow-down (e.g., Big Y to Vital X, Hoshin planning)目標(biāo)分解（舉例： Big Y到Vital X，方針計(jì)劃） Balanced scorecard 平衡計(jì)分卡 Quality F

58、unction Deployment (QFD) 質(zhì)量功能展開 Goal Question Metric 目標(biāo)問題度量 Documentation for a process performance model 過程性能模型文檔4. Revise the selection as necessary. 必要時(shí)修訂選擇。It may be necessary to revise the selection in the following situations:在下列情況中，修訂選擇可能是必要的： The predictions made by process performance models result in too much variation to make them useful. 過程性能模型產(chǎn)生的預(yù)測(cè)偏差過大以致無(wú)法使用 T