Misime Questionaires

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Misime Questionaires

  1. 1. Interim Maturity Evaluation Questionnaires Answer the statements on the next questionnaires with: ?? 0-1: this practice is not required and is (almost) never done ?? 2-3: this practice is sometimes required or is sometimes done ?? 4-5: this practice is required but not always done, or the practice is regularly performed although is not not required or checked ?? 6-7: this practice is normally required and usually done ?? 8-9: this practice is required, is done and it is checked (the practice is institutionalized) ?? 10: this practice is institutionalized and is a world class example ?? ?: if the participant doesn't know the answer ?? na: if the practice is not applicable
  2. 2. Level 2 Requirements Management Co1 The project follows a written organizational policy for managing the allocated system requirements Ab1 For each project, responsibility is established for analyzing the system requirements and allocating them to hardware, software, and other system components Ab2 The allocated requirements are documented Ab3 Adequate resources and funding are provided for managing the allocated requirements Ab4 Members of the engineering group and other related groups are trained to perform their requirements management activities Ac1 The engineering groups review the allocated requirements before they are incorporated into the project Ac2 The engineering groups use the allocated requirements as the basis for plans, work products, and activities Ac3 Changes to the allocated requirements are reviewed and incorporated into the project Me1 Measurements are made and used to determine the status of the activities for managing the allocated requirements Ve1 The activities for managing the allocated requirements are reviewed with senior management on a periodic basis Ve2 The activities for managing the allocated requirements are reviewed with the project manager on both a periodic and event-driven basis Ve3 The quality assurance group reviews and/or audits the activities and work products for managing the allocated requirements and reports the results
  3. 3. Project Planning Co1 A project leader is designated to be responsible for negotiating commitments and developing the project management plan Co2 The project follows a written organizational policy for planning a project Ab1 A documented and approved statement of work exists for the project Ab2 Responsibilities for developing the project managem ent plan are assigned Ab3 Adequate resources and funding are provided for planning the project Ab4 The managers, engineers, and other individuals involved in the project planning are trained in the estimating and planning procedures applicable to their areas of responsibility Ac1 The engineering group participates on the project proposal team Ac2 Project planning for engineering is initiated in the early stages of, and in parallel with, the overall project planning Ac3 The engineering group participates with other affected groups in the overall project planning throughout the project’s life Ac4 Project commitments made to individuals and groups external to the organization are reviewed with senior management according to a documented procedure Ac5 A life cycle with predefined stages of manageable size is identified or defined Ac6 The project management plan is developed according to a documented procedure Ac7 The plan for the project is documented Ac8 Work products that are needed to establish and maintain control of the project are identified Ac9 Estimates for the size of the work products (or changes in the size of work products) are derived according to a documented procedure Ac10 Estimates for the project’s effort and costs are derived according to a documented procedure Ac11 Estimates for the project’s critical computer resources are derived according to a documented procedure Ac12 The project’s schedule is derived according to a documented procedure Ac13 The risks associated with the cost, resource, schedule, and technical aspects of the project are identified, assessed, and documented Ac14 Plans for the project’s engineering facilities and support tools are prepared Ac15 Planning data are recorded Me1 Measurements are made and used to determine the cost and schedule status for the planning activities Ve1 The activities for project planning are reviewed with senior management on a periodic basis Ve2 The activities for project planning are reviewed with the project manager on both a periodic and event-driven basis Ve3 The quality assurance group reviews and/or audits the activities and work products for project planning and report the results
  4. 4. Project Tracking and Oversight Co1 A project leader is designated to be responsible for the project's activities and results Co2 The project follows a written organizational policy for managing a project Ab1 A project management plan for the project is documented and approved Ab2 The project leader explicitly assigns responsibilities for work products and activities Ab3 Adequate resources and funding are provided for tracking the project Ab4 The managers are trained in managing the technical and personnel aspects of the project Ab5 First-line managers receive orientation in the technical aspects of the project Ac1 A documented project management plan is used for tracking the activities and communicating status Ac2 The project’s project management plan is revised according to a documented procedure Ac3 Project commitments and changes to commitments made individuals and groups external to the organization are reviewed with senior management according to a documented procedure Ac4 Approved changes to commitments that affect the project are communicated to the members of the engineering group and other related groups Ac5 The sizes of the work products (or sizes of the changes to the work products) are tracked, and corrective actions are taken as necessary Ac6 The project's effort and costs are tracked and corrective actions are taken as necessary Ac7 The project's critical computer resources are tracked and corrective actions are taken as necessary Ac8 The project's schedule is tracked and corrective actions are taken as necessary Ac9 Engineering technical activities are tracked and corrective actions are taken as necessary Ac10 The risks associated with cost, resource, schedule, and technical aspects of the project are tracked Ac11 Actual measurement data and replanning data for the project are recorded Ac12 The engineering group conducts periodic internal reviews to track technical progress, plans, performance, and issues against the project management plan Ac13 Formal reviews to address the accomplishments and results of the project are conducted at selected project milestones according to a documented procedure Me1 Measurements are made and used to determine the status of the project tracking and oversight activities Ve1 The activities for project tracking and oversight are reviewed with senior management on a periodic basis Ve2 The activities for project tracking and oversight are reviewed with the project manager on both a periodic and event-driven basis Ve3 The quality assurance group reviews and/or audits the activities and work products for project tracking and oversight and reports the results
  5. 5. Subcontract Management Co1 The project follows a written organizational policy for managing the subcontract Co2 A subcontract manager is designated to be responsible for establishing and managing the subcontract Ab1 Adequate resources and funding are provided for selecting the subcontractor and managing the subcontract Ab2 Managers and other individuals who are involved in establishing and managing the subcontract are trained to perform these activities Ab3 Managers and other individuals who are involved in managing the subcontract receive orientation in the technical aspects of the subcontract Ac1 The work to be subcontracted is defined and planned according to a documented procedure Ac2 The subcontractor is selected, based on an evaluation of the subcontractor bidders’ ability to perform the work, according to a documented procedure Ac3 The contractual agreement between the prime contractor and the subcontractor is used as the basis for managing the subcontract Ac4 A documented subcontractor’s project management plan is reviewed and approved by the prime contractor Ac5 A documented and approved subcontractor’s project management plan is used for tracking the activities and communicating status Ac6 Changes to the subcontractor’s statement of work, subcontract terms and conditions, and other commitments are resolved according to a documented procedure Ac7 The prime contractor’s management conduct periodic status/coordination reviews with the subcontractor’s management Ac8 Periodic technical reviews and interchanges are held with the subcontractor Ac9 Formal reviews to address the subcontractor’s engineering accomplishments and results are conducted at selected milestones according to a documented procedure Ac10 The prime contractor’s quality assurance group monitors the subcontractors’ quality assurance activities according to a documented procedure Ac11 The prime contractor’s configuration management group monitors the subcontractor’s activities for configuration management according to a documented procedure Ac12 The prime contractor conducts acceptance testing as part of the delivery of the subcontractor’s products according to a documented procedure Ac13 The subcontractor’s performance is evaluated on a periodic basis, and the evaluation is reviewed with the subcontractor Me1 Measurements are made and used to determine the status of the activities for managing the subcontract Ve1 The activities for managing the subcontract are reviewed with senior management on a periodic basis Ve2 The activities for managing the subcontract are reviewed with the project manager on both a periodic and event- driven basis Ve3 The quality assurance group reviews and/or audits the activities and work products for managing the subcontract and reports the results
  6. 6. Quality Assurance Co1 The organization follows a written policy for implementing quality assurance (QA) Ab1 A group that is responsible for coordinating and implementing QA for the project (ie the QA group) exists Ab2 Adequate resources and funding are provided for performing the QA activities Ab3 Members of the QA staff are trained to perform their QA activities Ab4 The members of the project receive orientation on the role, responsibilities, authority, and value of the QA group Ac1 A QA plan is prepared for each project according to a documented procedure Ac2 The QA group’s activities are performed in accordance with the QA plan Ac3 The QA group participates in the preparation and review of the project’s project management plan, standards, and procedures Ac4 The QA group reviews the engineering activities to verify compliance Ac5 The QA group audits designated work products (eg all deliverable products) to verify compliance Ac6 The QA group periodically reports the results of its activities to the engineering group Ac7 Deviations identified in the activities and work products are documented and handled according to a documented procedure Ac8 The QA group conducts periodic reviews of its activities and findings with the customer's QA personnel, as appropriate Me1 Measurements are made and used to determine the cost and schedule status of the QA activities Ve1 The QA activities are reviewed with senior management on a regular basis Ve2 The QA activities are reviewed with the project manager on both a periodic and event-driven basis Ve3 Experts independent of the QA group periodically review the activities and work products of the project’s QA group
  7. 7. Configuration Management Co1 The project follows a written organizational policy for implementing configuration management (CM) Ab1 A board having the authority for managing the project’s baselines exists or is established Ab2 A group that is responsible for coordinating and implementing CM for the project exists Ab3 Adequate resources and funding are provided for performing the CM activities Ab3 Members of the CM group are trained in the objectives, procedures, and methods for performing their CM activities Ab5 Members of the engineering group and other related groups are trained to perform their CM activities Ac1 A CM plan is prepared for each project according to a documented procedure Ac2 A documented and approved CM plan is used as the basis for performing the CM activities Ac3 A configuration management library system is established as a repository for the baselines Ac4 The work products to be placed under configuration management are identified Ac5 Change requests and problem reports for all configuration items/units are initiated, recorded, reviewed, approved, and tracked according to a documented procedure Ac6 Changes to baselines are controlled according to a documented procedure Ac7 Products from the baseline are created and their release is controlled according to a documented procedure Ac8 The status to configuration items/units is recorded according to a documented procedure Ac9 Standard reports documenting the CM activities and the contents of the baseline are developed and made available to affected groups and individuals Ac10 Baseline audits are conducted according to a documented procedure Me1 Measurements are made and used to determine the status of the CM activities Ve1 The CM activities are reviewed with senior management on a periodic basis Ve2 The CM activities are reviewed with the project manager on both a periodic and event-driven basis Ve3 The CM group periodically audits baselines to verify that they conform to the documentation that defines them Ve4 The quality assurance group reviews and/or audits the activities and work products for CM and reports the results
  8. 8. Level 3 Process Focus Co1 The organization follows a written organizational policy for coordinating process development and improvement activities across the organization Co2 Senior management sponsors the organization’s activities for process development and improvement Co3 Senior management oversees the organization’s activities for process development and improvement Ab1 A group that is responsible for the organization’s process activities exists Ab2 Adequate resources and funding are provided for the organization’s process activities Ab3 Members of the group responsible for the organization’s process activities receive required training to perform these activities Ab4 Members of the engineering group and other related groups receive orientation on the organization’s process activities and their roles in those activities Ac1 The process is assessed periodically, and action plans are developed to address the assessment findings Ac2 The organization develops and maintains a plan for its process development and improvement activities Ac3 The organization’s and projects’ activities for developing and improving their processes are coordinated at the organization level Ac4 The use of the organization’s process database is coordinated at the organizational level Ac5 New processes, methods, and tools in limited use in the organization are monitored, evaluated, and, where appropriate, transferred to other parts of the organization Ac6 Training for the organization’s and projects’ processes is coordinated across the organization Ac7 The groups involved in implementing the processes are informed of the organization’s and projects’ activities for process development and improvement Me1 Measurements are made and used to determine the status of the organization’s process development and improvement activities Ve1 The activities for process development and improvement are reviewed with senior management on a periodic basis
  9. 9. Process Definition Co1 The organization follows a written organizational policy for developing and maintaining a standard process and related process assets Ab1 Adequate resources and funding are provided for developing and maintaining the organization’s standard process and related process assets Ab2 The individuals who develop and maintain the organization’s standard process and related process assets receive required training to perform these activities Ac1 The organization’s standard process is developed and maintained according to a documented procedure Ac2 The organization’s standard process is documented according to established organization standards Ac3 Descriptions of life cycles that are approved for use by the projects are documented and maintained Ac4 Guidelines and criteria for the projects’ tailoring of the organization’s standard process are developed and maintained Ac5 The organization’s process database is established and maintained Ac6 A library of process-related documentation is established and maintained Me1 Measurements are made and used to determine the status of the organization’s process definition Ve1 The quality assurance group reviews and/or audits the organization’s activities and work products for developing and maintaining the organization’s standard process and related process assets and reports the results
  10. 10. Training Program Co1 The project follows a written policy for meeting its training needs Ab1 A group responsible for fulfilling the training needs of the organization exists Ab2 Adequate resources and funding are provided for implementing the training program Ab3 Members of the training group have the necessary skills and knowledge to perform their training activities Ab4 Managers receive orientation on the training program Ac1 Each project develops and maintains a training plan that specifies its training needs Ac2 The organization’s training plan is developed and revised according to a documented procedure Ac3 The training for the organization is performed in accordance with the organization’s training plan Ac4 Training courses prepared at the organization level are developed and maintained according to organization standards Ac5 A waiver procedure for required training is established and used to determine whether individuals already possess the knowledge and skills required to perform in their designated roles Ac6 Records of training are maintained Me1 Measurements are made and used to determine the status of the training program activities Me2 Measurements are made and used to determine the quality of the training program Ve1 The training program activities are reviewed with senior management on a periodic basis Ve2 The training program is independently evaluated on a periodic basis for consis tency with, and relevance to, the organization’s needs Ve3 The training program activities and work products are reviewed and/or audited and the results are reported
  11. 11. Integrated Management Co1 The project follows a written organizational policy requiring that the project be planned and managed using the organization’s standard process and related process assets Ab1 Adequate resources and funding are provided for managing the project using the project’s defined process Ab2 The individuals responsible for developing the project’s defined process receive required training in how to tailor the organization’s standard process and use the related process assets Ab3 The managers receive required training in managing the technical, administrative, and personnel aspects of the project based on the project’s defined process Ac1 The project’s defined process is developed by tailoring the organization’s standard process according to a documented procedure Ac2 Each project’s defined process is revised according to a documented procedure Ac3 The project’s development plans, which describes the use of the project’s defined process, is developed and revised according to a documented procedure Ac4 The project is managed in accordance with the project’s defined process Ac5 The organization’s process database is used for planning and estimating Ac6 The size of the work products (or size of changes to the work products) is managed according to a documented procedure Ac7 The project’s effort and costs are managed according to a documented procedure Ac8 The project’s critical computer resources are managed according to a documented procedure Ac9 The critical dependencies and critical paths of the project’s schedule are managed according to a documented procedure Ac10 The project’s risks are identified, assessed, documented, and managed according to a documented procedure Ac11 Reviews of the project are periodically performed to determine the actions needed to bring the project’s performance and results in line with the current and projected needs of the business, customer, and end users, as appropriate Me1 Measurements are made and used to determine the effectiveness of the integrated management activities Ve1 The activities for managing the project are reviewed with senior management on a periodic basis Ve2 The activities for managing the project are reviewed with the project manager on both a periodic and event- driven basis Ve3 The quality assurance group reviews and/or audits the activities and work products for managing the project and reports the results
  12. 12. Product Engineering Co1 The project follows a written organizational policy for performing the engineering activities Ab1 Adequate resources and funding are provided for performing the engineering tasks Ab2 Members of the engineering technical staff receive required training to perform their technical assignments Ab3 Members of the engineering technical staff receive orientation in related engineering disciplines Ab4 The project manager and all managers receive orientation in the technical aspects of the project Ac1 Appropriate engineering methods and tools are integrated into the project’s defined process Ac2 The requirements are developed, maintained, documented, and verified by systematically analyzing the allocated requirements according to the project’s defined process Ac3 The design is developed, maintained, documented, and verified, according to the project’s defined process, to accommodate the requirements and to form the framework for implementation Ac4 The implementation is developed, maintained, documented, and verified, according to the project’s defined process, to implement the requirements and design Ac5 Testing is perform ed according to the project’s defined process Ac6 Integration testing of the implemented parts is planned and performed according to the project’s defined process Ac7 System and acceptance testing of the implementation are planned and performed to demonstrate that the implementation satisfies its requirements Ac8 The documentation that will be used to operate and maintain the implementation is developed and maintained according to the project’s defined process Ac9 Data on defects identified in Peer Reviews and testing are collected and analyzed according to the project’s defined process Ac10 Consistency is maintained across work products, including the plans, process descriptions, allocated requirements, requirements, design, implementation, test plans, and test procedures Me1 Measurements are made and used to determine the functionality and quality of the products Me2 Measurements are made and used to determine the status of the product engineering activities Ve1 The activities for product engineering are reviewed with senior management on a periodic basis Ve2 The activities for product engineering are reviewed with the project manager on both a periodic and event-driven basis Ve3 The quality assurance group reviews and/or audits the activities and work products for product engineering and reports the results
  13. 13. Intergroup Coordination Co1 The project follows a written organizational policy for establishing interdisciplinary engineering teams Ab1 Adequate resources and funding are provided for coordinating the engineering activities with other engineering groups Ab2 The support tools used by the different engineering groups are compatible to enable effective communication and coordination Ab3 All managers in the organization receive required training in teamwork Ab4 All task leaders in each engineering group receive orientation in the processes, methods, and standards used by the other engineering groups Ab5 The members of the engineering group receive orientation in working as a team Ac1 The engineering group and the other engineering groups participate with the customer and end users, as appropriate, to establish the system requirements Ac2 Representatives of the project’s engineering group work with representatives of the other engineering groups to monitor and coordinate technical activities and resolve technical issues Ac3 A documented plan is used to communicate intergroup commitments and to coordinate and track the work performed Ac4 Critical dependencies between engineering groups are identified, negotiated, and tracked according to a documented procedure Ac5 Work products produced as input to other engineering groups are reviewed by representatives of the receiving groups to ensure that the work products meet their needs Ac6 Intergroup issues not resolvable by the individual representatives of the project engineering groups are handled according to a documented procedure Ac7 Representatives of the project engineering groups conduct periodic technical reviews and interchanges Me1 Measurements are made and used to determine the status of the intergroup coordination activities Ve1 The activities for intergroup coordination are reviewed with senior management on a periodic basis Ve2 The activities for intergroup coordination are reviewed with the project manager on both a periodic and event- driven basis Ve3 The quality assurance group reviews and/or audits the activities and work products for intergroup coordination and reports the results
  14. 14. Peer Reviews Co1 The project follows a written organizational policy for performing peer reviews Ab1 Adequate resources and funding are provided for performing peer reviews on each work product to be reviewed Ab2 Peer review leaders receive required training in how to lead peer reviews Ab3 Reviewers who participate in peer reviews receive required training in the objectives, principles, and methods of peer reviews Ac1 Peer reviews are planned, and the plans are documented Ac2 Peer reviews are performed according to a documented procedure Ac3 Data on the conduct and results of peer reviews are recorded Me1 Measurements are made and used to determine the status of the peer reviews activities Ve1 The quality assurance group reviews and/or audits the activities and work products for peer reviews and reports the results
  15. 15. Level 4 Quantitative Process Management Co1 The project follows a written organizational policy for measuring and quantitatively controlling the performance of the project's defined process Co2 The organization follows a written organizational policy for analyzing the process capability of the organization's standard process Ab1 A group is responsible for coordinating the quantitative process management activities for the organization exists Ab2 Adequate resources and funding are provided for the quantitative process management activities Ab3 Support exists for collecting, recording, and analyzing data for selected process and product measures Ab4 The individuals implementing or supporting quantitative process management receive required training to perform these tasks Ab5 The members of the engineering group and other related groups receive orientation on the goals and the value of quantitative process management Ac1 The project's project management plan for quantitative process management is developed according to a documented procedure Ac2 The project's quantitative process management activities are performed in accordance with the project's quantitative process management plan Ac3 The strategy for the data collection and the quantitative analyses to be performed are determined based on the project's defined process Ac4 The measurement data used to control the project's defined process quantitatively are collected according to a documented procedure Ac5 The project's defined process is analyzed and brought under quantitative control according to a documented procedure Ac6 Reports documenting the results of the project's quantitative process management activities are prepared and distributed Ac7 The process capability baseline for the organization's standard process is established and maintained according to a documented procedure Me1 Measurements are made and used to determine the status of the activities for quantitative process management Ve1 The activities for quantitative process management are reviewed with senior management on a periodic basis Ve2 The project's activities for quantitative process management are reviewed with the project manager on both a periodic and event-driven basis Ve3 The quality assurance group reviews and/or audits the activities and work products for quantitative process management and reports the results
  16. 16. Quality Management Co 1 The project follows a written organizational policy for managing quality Ab1 Adequate resources and funding are provided for managing the quality of the products Ab2 The individuals implementing and supporting quality management receive required training to perform their activities Ab3 The members of the engineering group and other related groups receive required training in quality management Ac1 The project's quality plan is developed and maintained according to a documented procedure Ac2 The project's quality plan is the basis for the project's activities for quality management Ac3 The project's quantitative goals for the products are defined, monitored, and revised throughout the life cycle Ac4 The quality of the project's products is meas ured, analyzed, and compared to the product's quantitative quality goals on an event-driven basis Ac5 The project's quantitative quality goals for the products are allocated appropriately to the subcontractors delivering products to the project Me1 Measurements are made and used to determine the status of the quality management activities Ve1 The activities for quality management are reviewed with senior management on a periodic basis Ve2 The activities for quality management are reviewed with the project manager on both a periodic and event-driven basis Ve3 The quality assurance group reviews and/or audits the activities and work products for quality management and reports the results
  17. 17. Level 5 Defect Prevention Co1 The organization follows a written policy for defect prevention activities Co2 The project follows a written organizational policy for defect prevention activities Ab1 An organization-level team to coordinate defect prevention activities exists Ab2 A team to coordinate defect prevention activities for the project exists Ab3 Adequate resources and funding are provided for defect prevention activities at the project and organization levels Ab4 Members of the engineering group and other related groups receive required training to perform their defect prevention activities Ac1 The project develops and maintains a plan for its defect prevention activities Ac2 At the beginning of a task, the members of the team performing the task meet to prepare for the activities of that task and the related defect prevention activities Ac3 Causal analysis meetings are conducted according to a documented procedure Ac4 Each of the teams assigned to coordinate defect prevention activities meets on a periodic basis to review and coordinate implementation of action proposals from then causal analysis meetings Ac5 Defect prevention data are documented and tracked across the teams coordinating defect prevention activities Ac6 Revisions to the organization's standard process resulting from defect prevention actions are incorporated according to a documented procedure Ac7 Revisions to the project's defined process resulting from defect prevention actions are incorporated according to a documented procedure Ac8 Members of the engineering groups and related groups receive feedback on the status and results of the organization's and project's defect prevention activities on a periodic basis Me1 Measurements are made and used to determine the status of the defect prevention activities Ve1 The organization's activities for defect prevention are reviewed with senior management on a periodic basis Ve2 The project's activities for defect prevention are reviewed with the project manager of both a periodic and event-driven basis Ve3 The quality assurance group reviews and/or audits the activities and work products for defect prevention and reports the results
  18. 18. Technology Change Management Co1 The organization follows a written policy for improving its technological capability Co2 Senior management sponsors the organization's activities for technology change management Co3 Senior management oversees the organization's technology change management activities Ab1 A group responsible for the organization's technology change management activities exists Ab2 Adequate resources and funding are provided to establish and staff a group responsible for the organization's technology change management activities Ab3 Support exists for collecting and analyzing data needed to evaluate technology changes Ab4 Appropriate data on the processes and work products are available to support analyses performed to evaluate and select technology changes Ab5 Members of the groups responsible for technology change management activities receive required training to perform these activities Ac1 The organization develops and maintains a plan for technology change management Ac2 The group responsible for the organization's technology change management activities works with the projects in identifying areas of technology change Ac3 Managers and technical staff are kept informed of new technologies Ac4 The group responsible for the organization's technology change management systematically analyzes the organization's standard process to identify areas that need or could benefit from new technology Ac5 Technologies are selected and acquired for the organization and projects according to a documented procedure Ac6 Pilot efforts for improving technology are conducted, where appropriate, before a new technology is introduced into normal practice Ac7 Appropriate new technologies are incorporated into the organization's standard process according to a documented procedure Me1 Measurements are made and used to determine the status of the organization's activities for technology change management Ve1 The organization's activities for technology change management are reviewed with senior management on a periodic basis Ve2 The quality assurance group reviews and/or audits the activities and work products for technology change management and reports the results
  19. 19. Process Change Management Co1 The organization follows a written policy for implementing process improvements Co2 Senior management sponsors the organization's activities for process improvement Ab1 Adequate resources and funding are provided for process improvement activities Ab2 Managers receive required training in process improvement Ab3 The managers and technical staff of the engineering group and other related groups receive required training in process improvement Ab4 Senior management receives required training in process improvement Ac1 A process improvement program is established which empowers the members of the organization to improve the processes of the organization Ac2 The group responsible for the organization's process activities (eg the engineering process group) coordinates the process improvement activities Ac3 The organization develops and maintains a plan for process improvement according to a documented procedure Ac4 The process improvement activities are performed in accordance with the process improvement plan Ac5 Process improvement proposals are handled according to a documented procedure Ac6 Members of the organization actively participate in teams to develop process improvements for assigned process areas Ac7 Where appropriate, the process improvements are installed on a pilot basis to determine their benefits and effectiveness before they are introduced into normal practice Ac8 When the decision is made to transfer a process improvement into normal practice, the improvement is implemented according to a documented procedure Ac9 Records of process improvement activities are maintained Ac10 Managers and technical staff receive feedback on the status and results of the process improvement activities on an event-driven basis Me1 Measurements are made and used to determine the status of the process improvement activities Ve1 The activities for process improvement are reviewed with senior management on a periodic basis Ve2 The quality assurance group reviews and/or audits the activities and work products for process improvement and report the results

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