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The previously described Predictable process is now continually improved to respond to change aligned with organizational goals.
The following process attributes, together with the previously defined process attributes, demonstrate the achievement of this level:
5.6.1. PA 5.1 Process innovation process attribute
The process innovation process attribute is a measure of the extent to which changes to the process are identified from investigations of innovative approaches to the definition and deployment of the process. As a result of full achievement of this process attribute:
a) Process innovation objectives are defined that support the relevant business goals;
b) Appropriate data are analysed to identify opportunities for innovation;
c) Innovation opportunities derived from new technologies and process concepts are identified;
d) An implementation strategy is established to achieve the process innovation objectives.
Generic practices | GP 5.1.1 Define the process innovation objectives for the process that support the relevant business goals. [ACHIEVEMENT a] New business visions and goals are analyzed to give guidance for new process objectives and potential areas of process innovation. GP 5.1.2 Analyze data of the process to identify opportunities for innovation. [ACHIEVEMENT b] |
Common causes of variation in process performance are identified and analyzed to get a quantitative understanding of their impact. Identify opportunities for innovation based on the quantitative understanding of the analyzed data. GP 5.1.3 Analyze new technologies and process concepts to identify opportunities for innovation. [ACHIEVEMENT c] Industry best practices, new technologies and process concepts are identified and evaluated. Feedback on opportunities for innovation is actively sought. Emergent risks are considered in evaluating improvement opportunities. GP 5.1.4 Define and maintain an implementation strategy based on innovation vision and objectives. [ACHIEVEMENT d] Commitment to innovation is demonstrated by organizational management including the process owner(s) and other relevant stakeholders. Define and maintain an implementation strategy to achieve identified opportunities for innovation and objectives. Based on implementation strategy process changes are planned, prioritized based on their impact on defined innovations. Measures that validate the results of process changes are defined to determine the expected effectiveness of the process changes and the expected impact on defined business objectives. | |
Generic resources | Process improvement framework [ACHIEVEMENT a, c, d] Process feedback and analysis system (measurement data, causal analysis results etc.) [ACHIEVEMENT b, c] Piloting and trialing mechanism [ACHIEVEMENT c, d] |
5.6.2. PA 5.2 Process innovation implementation process attribute
The process innovation process implementation attribute is a measure of the extent to which changes to the definition, management and performance of the process achieves the relevant process innovation objectives. As a result of full achievement of this process attribute:
a) Impact of all proposed changes is assessed against the objectives of the defined process and standard process;
b) Implementation of all agreed changes is managed to ensure that any disruption to the process performance is understood and acted upon;
c) Effectiveness of process change on the basis of actual performance is evaluated against the defined product requirements and process objectives.
Generic practices | GP 5.2.1 Assess the impact of each proposed change against the objectives of the defined and standard process. [ACHIEVEMENT a] Objective priorities for process innovation are established. |
Specified changes are assessed against product quality and process performance requirements and goals. Impact of changes to other defined and standard processes is considered. GP 5.2.2. Manage the implementation of agreed changes. [ACHIEVEMENT b] A mechanism is established for incorporating accepted changes into the defined and standard process(es) effectively and completely. The factors that impact the effectiveness and full deployment of the process change are identified and managed, such as: Economic factors (productivity, profit, growth, efficiency, quality, competition, resources, and capacity ); Human factors (job satisfaction, motivation, morale, conflict/cohesion, goal consensus, participation, training, span of control); Management factors (skills, commitment, leadership, knowledge, ability, organizational culture and risks); Technology factors (sophistication of system, technical expertise, development methodology, need of new technologies). Training is provided to users of the process. Process changes are effectively communicated to all affected parties. Records of the change implementation are maintained. GP 5.2.3 Evaluate the effectiveness of process change. [ACHIEVEMENT c] Performance and capability of the changed process are measured and evaluated against process objectives and historical data. A mechanism is available for documenting and reporting analysis results to management and owners of standard and defined process. Measures are analyzed to determine whether the process performance has improved with respect to common causes of variations. Other feedback is recorded, such as opportunities for further innovation of the predictable process. | |
Generic resources | Change management system [ACHIEVEMENT a, b, c] Process evaluation system (impact analysis, etc.) [ACHIEVEMENT a, c] |