PA3.1 Process Definition

Linked Knowledge Nuggets:
arrow_forward "Competitive despite processes!"

person Author: Timo Karasch
We live in tricky times. Cost pressure is constantly rising, complexity continues to increase, we have less and less time and our employees are groaning under all this pressure. And that's not all. Then the “quality experts” come along and demand “process-compliant implementation in accordance with applicable standards”. How are we supposed to manage this without losing out to the lurking competition? So that we are not defenceless against these outrageous demands, I would like to try to give you a few powerful arguments. With a little finesse, we will learn in this webinar how we can use the following 5 theses to remain competitive despite processes:

1. standards block our flexibility!
2. processes slow us down!
3. projects only ever need more resources!
4. documentation is an annoying overhead!
5. more roles always means more staff!

• school Webinar recording and slides
  

arrow_forward "Too busy to improve?"

person Author: Florian Schmitt
Many projects nowadays have the challenge that they are not based on sufficient resources. Besides the omnipresent lack of skilled professionals, we often experience that companies decide to start additional projects, although the resources are actually not even sufficient for the running ones. To find out why this happens so often (although actually nobody wants it), we will investigate the root causes and mechanisms of organizational psychology. We show the mid-term consequences, illustrated by practical examples, and conclude with a set of recommendations how to cope with such situations and how to avoid that they come up at all.

• school Webinar recording and slides
  

arrow_forward "What is the difference between a "standard" process and a "defined" process?"

person Author: Process Fellows
Standard Process: This is a general process model that a company defines for a specific purpose. It describes how things should be done across projects — like a recipe that everyone follows. It typically includes roles, activities, expected outcomes, tools, templates, checklists, guidance / procedures, etc. While it’s not yet tailored to a specific project, it usually also defines tailoring criteria and the tailoring process — that is, how the standard process should be adapted for individual projects.

Defined Process: This is a customized version of the standard process, adapted for a particular project. It includes all the elements of the standard process, but also adds project-specific details — like adjusting the recipe for a special occasion. Tailoring doesn’t just mean adding things; it can also involve removing or modifying process elements. In general, tailoring means adapting the process to best fit the project’s needs — making it as efficient and effective as possible. Importantly, the result of the tailoring (i.e., the defined process) should be verified before it is formally approved.

• A1 A standard process is developed, established, and maintained that describes the fundamental elements (Element = Elements are all structural objects on architectural and design level on the left side of the "V". Such elements can be further decomposed into more fine-grained sub-elements of the architecture or design across appropriate hierarchical levels.) that must be incorporated into a defined process.
• A2 The required inputs and the expected outputs for the standard process are defined.
• A3 Roles, responsibilities, authorities, and required competencies for performing the standard process are defined.
• A4 Tailoring guidelines for deriving the defined process from the standard process are defined.
• A5 Required physical and material resources and process infrastructure needs are determined as part of the standard process.
• A6 Suitable methods and required activities for monitoring the effectiveness, suitability and adequacy of the process are determined.

GP3.1.1 Establish and maintain the standard process. ( A1, A2, A3, A4 )

A suitable standard process is developed including required activities and their interactions.
Inputs and outputs of the standard process are defined including the corresponding entry and exit criteria to determine the interactions and sequence with other processes.
Process performance roles are identified and assigned to the standard process activities including their type of involvement, responsibilities, and authorities.
Note 1: An example for describing the involvement of the process roles in the activities is a RASI/RASIC representation.
Suitable guidance, procedures, and templates are provided to support the execution of the process as needed.
Note 2: Procedures may also include description of specific methods to be used.
Appropriate tailoring guidelines including predefined unambiguous criteria as well as predefined and unambiguous proceedings are defined based on identified deployment needs and context of the standard process.
The standard process is maintained according to corresponding feedback from the monitoring of the deployed processes.
Note 3: For guidance on how to perform process improvements see the Process Improvement process (PIM.3).

Linked Knowledge Nuggets:
arrow_forward "Combining ASPICE with functional safety requirements"

person Author: Process Fellows
When ASPICE meets ISO 26262, overlap is inevitable. Instead of duplicating effort, align processes, project planning and documentation: Define interfaces early between safety and other roles, use shared terminology, and clarify ownership of key artifacts like safety plans, requirements, and validations. One important key for success is an integrated process approach!

arrow_forward "Competitive despite processes!"

person Author: Timo Karasch
We live in tricky times. Cost pressure is constantly rising, complexity continues to increase, we have less and less time and our employees are groaning under all this pressure. And that's not all. Then the “quality experts” come along and demand “process-compliant implementation in accordance with applicable standards”. How are we supposed to manage this without losing out to the lurking competition? So that we are not defenceless against these outrageous demands, I would like to try to give you a few powerful arguments. With a little finesse, we will learn in this webinar how we can use the following 5 theses to remain competitive despite processes:

1. standards block our flexibility!
2. processes slow us down!
3. projects only ever need more resources!
4. documentation is an annoying overhead!
5. more roles always means more staff!

• school Webinar recording and slides
  

arrow_forward "Cross-referencing ASPICE with other standards"

person Author: Process Fellows
Use mappings between ASPICE and ISO 26262, ISO 21434 or others to streamline efforts. Unified models reduce duplication and improve coherence.

arrow_forward "How much customization does an ASPICE process allow?"

person Author: Process Fellows
ASPICE encourages tailoring – if it’s done thoughtfully and documented. Justify why a step is adapted, show how it still fulfills the intent, and ensure consistency. One-size-fits-all rarely works in real projects. Besides tailoring, an organiaztion can define different standard processes, e.g. for different product lines, for platform development.

arrow_forward "How to create process compliance without killing creativity?"

person Author: Process Fellows
A common misconception: process equals rigidity. In reality, frameworks like ASPICE offer room for tailoring. Instead of prescribing how to do things, they ask you to prove that you're achieving results in a repeatable, structured way. Creativity thrives when it’s grounded in clarity — not chaos.

arrow_forward "Process Improvement Starts with Listening"

person Author: Process Fellows
Don’t improve alone. Talk to the people doing the work. What slows them down? What helps? Let experience drive improvement – and ASPICE will follow naturally.

arrow_forward "Process debt is real – pay it off regularly"

person Author: Process Fellows
Like technical debt, process complexity grows silently. Revisit ownership, simplify wording, remove dead templates. Keep it clean and aligned.

arrow_forward "The art of assessment – GP3.1.1 vs. GP3.2.1"

person Author: Process Fellows
GP3.1.1 asks if a process exists and is defined. GP3.2.1 asks if it’s actually used. Many teams stop at documentation. An assessor will dig deeper. Can your team explain how they apply the process in their daily work?

arrow_forward "The hidden cost of missing entry criteria"

person Author: Process Fellows
Starting with half-baked inputs leads to chaos. Entry criteria protect the next step. Be brave enough to stop and clarify before investing effort.

arrow_forward "The power of process ownership"

person Author: Process Fellows
Assigning clear ownership to each process area leads to real engagement. A process owner drives improvement, supports teams, gathers metrics, and ensures process intent is understood. Without ownership, processes become orphaned and lose effectiveness.

arrow_forward "Too busy to improve?"

person Author: Florian Schmitt
Many projects nowadays have the challenge that they are not based on sufficient resources. Besides the omnipresent lack of skilled professionals, we often experience that companies decide to start additional projects, although the resources are actually not even sufficient for the running ones. To find out why this happens so often (although actually nobody wants it), we will investigate the root causes and mechanisms of organizational psychology. We show the mid-term consequences, illustrated by practical examples, and conclude with a set of recommendations how to cope with such situations and how to avoid that they come up at all.

• school Webinar recording and slides
  

arrow_forward "What ASPICE does not cover?"

person Author: Process Fellows
ASPICE doesn’t replace engineering judgment, common sense, or domain expertise. It also doesn't define lifecycle models or toolchains. Use it for what it is — a scaffold, not a script.