When I review an organization's processes and procedures, I frequently encounter the same problem. Often the organization’s process writers do not understand how to properly document a procedure. Rather than simply telling someone HOW to perform the process, process writers record a set of requirements that individuals must meet in order to perform the procedure. A procedure that is written in that manner allows individuals to perform the procedure in multiple ways. The conventional wisdom that states that commands and directives tell an individual HOW to perform a process is misleading. Instead, commands and directives communicate WHAT an individual should do.
To better understand this issue, let us first review some basic definitions. A process is the set of activities that can be recognized as the implementation of practices in a CMMI model. These activities can be mapped to one or more practices in the CMMI process areas – in order to allow a model to be useful for process improvement and process appraisal.
A procedure is a set of step-by-step instructions that explain how to perform an activity or task. To be useful and repeatable, each step should be written so that anyone who follows the instructions can perform the task. Basically then, a process explains “what to do” and a procedure explains how to complete the steps of the process.
Specifically, procedures include the following:
- Sequence of activities
- Deliverables
- Controls
- Inspections and reviews
- Guidelines and standards used
Given these definitions, it is then important to note how an organization’s process behavior changes as an organization matures.
At Maturity Level 2, the organization’s project teams have:
- Planned and executed their processes in accordance with policies
- Employed skilled people with adequate resources to produce controlled outputs
- Involved relevant stakeholders
- Monitored, controlled, and reviewed their processes
- Objectively evaluated their processes for adherence to their process descriptions.
The process discipline reflected by Maturity Level 2 helps to ensure that existing practices are retained during times of stress. When these practices are in place, projects are performed and managed according to their documented plans.
At Maturity Level 3, the organization has established a set of processes that are based on the best practices in use by the project teams (described in the standards, procedures, tools, and methods). The organization establishes and improves its standard processes over time. When an organization uses these types of standard processes, there is consistency across the organization. The project teams then establish their defined processes by tailoring the organization’s set of standard processes according to the established tailoring guidelines.
