personAuthor: Process Fellows
Short overview of level 2 - PA2.1 Performance Management
school
PF_ASPICE_Level_2_PA2.1.pdf
arrow_forward "Sustainable Implementation of Best Practices to achieve ASPICE Level 2"
personAuthor: Alexander Feulner
Achieving Automotive SPICE Level 2 is not an overnight task, and ensuring its sustainability presents an additional challenge. Key obstacles and best practices must be addressed to establish Level 2 in a structured and lasting manner. This includes identifying common weaknesses in Level 1 and 2 assessments, shedding light on typical pitfalls organizations encounter. Implementing best practices helps bridge these gaps by standardizing workflows and enhancing process adherence. A well-defined roadmap for the early adoption of Level 2 aspects facilitates a smoother transition and long-term stability. However, organizations often struggle with process improvements due to resistance to change and integration complexities. Successfully overcoming these challenges requires a strategic approach, continuous monitoring, and a strong commitment to process maturity.
Here you find a presentation of "strategic" level 2 wokrshops to enhances sustainable implementation.
school
Sustainable Implementation of Best Practices to achieve ASPICE Level 2.pdf
arrow_forward "The idea of PDCA"
personAuthor: Process Fellows
The PDCA cycle is a four-step method used to improve processes and products continuously. But it is as well a fundamental idea in project management in general. The PDCA cycle is also known as the Deming Cycle or Shewhart Cycle, and is widely used since decades.
Why is it relevant for (A)SPICE? First, the PDCA cycle is the main idea behind those generic practices related to process attribute 2.1, which is about the management of process activities! So, it is linked to project management too. Second, like explained above, the PDCA cycle is a generic learning / improvement cycle. And that's one of the goals of (A)SPICE.
Here comes a short summary of the 4 PDCA cycle steps:
Plan:
Define the goals and processes needed to achieve desired results.
In case of process improvement, this could mean identify problems to be solved or opportunities for improvement.
In case of project management, define goals until when you want to achieve certain results, define definition of done, etc.
Develop a strategy how to achieve these goals. The strategy can be considered as a large-scale plan.
Develop a plan on a small-scale.
Do:
Implement the plan on a small scale.
Carry out related processes/ activities and collect data for analysis.
Check:
Analyze the results and compare them to expectations.
Look for differences, trends, and unexpected outcomes.
In case you implemented a process change: Evaluate whether the change worked as intended.
Act:
If the process change was successful, standardize and implement it fully.
If not, identify what went wrong and plan a new cycle.
Use insights to improve the process further.
In case of project management: If there are deviations from the goals / plans, analyze the reason and plan corrective actions.
Key Ideas:
Iterative Process: PDCA is repeated in cycles to refine and improve continuously. In case of project management: Implement an iterative approach too. Several smaller steps are better than just one huge one: That is easier to execute, easier to adapt.
Scientific Basis: It follows the logic of hypothesis, experiment, evaluation.
Flexible Use: Works for both small improvements and major changes.
Learning Tool: Encourages critical thinking and problem-solving.
arrow_forward "What can ASPICE offer to my agile team?"
personAuthor: Process Fellows
ASPICE and Agile are not opposites. Agile rituals can reflect ASPICE practices: daily standups = monitoring, DoD = criteria fulfillment, Jira logs = objective evidence. Agile teams just need to trace, structure, and prove what they already do.
arrow_forward "What is the difference between a "metric" and a "KPI"?"
personAuthor: Process Fellows
The difference lies mainly in their strategic relevance and purpose.
Metric
A metric is a measurable value used to quantify a specific aspect and then typically used to track and monitor this aspect. For example metrics can be process / activity oriented, or they can be used to measure a product characteristic. Metrics provide data and help you understand what is happening.
They can be operational, tactical, or analytical.
Not every metric is critical for strategic success.
Metrics answer the question: “What is going on?”
Examples of metrics:
Website visits
Number of support tickets
Production cycle time
Employee training hours
SW defect density (#defects/ #lines of code)
KPI (Key Performance Indicator)
A KPI is a specific type of metric that is directly linked to a strategic objective. KPIs measure how effectively an organization is achieving its key business goals.
All KPIs are metrics.
Not all metrics are KPIs.
KPIs answer the question: “Are we achieving our strategic goals?”
Example
Imagine a company whose strategic goal is to increase customer satisfaction.
Metric: Average response time of customer support
Metric: Number of resolved tickets
KPI: Customer Satisfaction Score (CSAT) with a target of 90%
Why?
The response time and resolved tickets are useful metrics. However, the CSAT score is the KPI because it directly measures whether the strategic objective (improving customer satisfaction) is being achieved.
Simple Summary Metric = Any measurable value KPI = A strategically important metric tied to a business goal
In short: A KPI is a metric that matters most.
# PROCESS ATTRIBUTE SCOPE
The performance management process attribute is a (Measure = An activity to achieve a certain intent.) of the extent to which the performance of the process is managed.
# PROCESS ATTRIBUTE ACHIEVEMENTS
A1
Strategy for the performance of the process is defined based on identified objectives.
A2
Performance of the process is planned.
A3
Performance of the process is monitored and adjusted to meet the planning.
A4
Needs for human resources including responsibilities and authorities for performing the process are determined.
A5
Needs for physical and material resources are determined.
A6
Persons performing the process are prepared for executing their responsibilities.
A7
Physical and material resources for performing the process are identified, made available, allocated and used.
A8
Interfaces between the involved parties are managed to ensure both effective communication and the assignment of responsibilities.
# GENERIC PRACTICES
GP2.1.1
Identify the objectives and define a strategy for the performance of the process. (
A1 )
The scope of the process activities including the management of process performance and the management of work products are determined. Corresponding results to be achieved are determined. Process performance objectives and associated criteria are identified. Note 1: Budget targets and delivery dates to the customer, targets for test coverage and process lead time are examples for process performance objectives. Note 2: Performance objectives are the basis for planning and monitoring. Assumptions and constraints are considered when identifying the performance objectives. Approach and methodology for the process performance is determined. Note 3: A process performance strategy may not necessarily be documented specifically for each process. Elements applicable for multiple processes may be documented jointly, e.g, as part of a common (Project = Endeavor with defined start and finish dates undertaken to create a product or service in accordance with specified resources and requirements.) handbook or in a joint test strategy.
GP2.1.2
Plan the performance of the process. (
A2 )
The planning for the performance of the process is established according to the defined objectives, criteria, and strategy. Process activities and work packages are defined. Estimates for work packages are identified using appropriate methods. Note 4: Schedule and milestones are defined.
Linked Knowledge Nuggets: arrow_forward "What are typical approaches to consider risks during estimation?"
personAuthor: Process Fellows
When estimating effort, cost, or duration in a project, it's essential to account for uncertainty and potential risks. Here are common approaches used to incorporate risks into estimation:
Three-Point Estimation:
Uses optimistic, most likely, and pessimistic estimates, helps quantify uncertainty and calculate expected values.
Expert Judgment (e.g. as part of Delphi method):
Involves consulting experienced team members or stakeholders.
Helps identify hidden risks and validate assumptions.
Risk-Based Estimation:
Identify specific risks and assess their potential impact on estimates.
Adjust estimates based on probability and severity, considering as well preventive and corrective actions. This is typically supported by a risk register and impact analysis.
Historical Data and Lessons Learned:
Use data from previous similar projects to anticipate common risks.
Helps refine estimates and improve accuracy.
arrow_forward "What is a work break down structure?"
personAuthor: Process Fellows
A Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.
The WBS:
Organizes and defines the entire scope of the project.
Breaks down the project into manageable sections, called work packages.
Serves as a foundation for estimation and planning, scheduling, budgeting, and resource allocation.
Helps ensure that nothing is overlooked and that all deliverables are accounted for.
The so called "100% rule" is a fundamental principle in WBS design. It states that: The WBS must include 100% of the work defined by the project scope and capture all deliverables—internal, external, and interim—required to complete the project. No work should be omitted, and no extra work (outside the scope) should be included. It ensures complete coverage of the project scope and helps avoid scope creep or gaps in planning.
A frequent mistake in Work Breakdown Structure (WBS) development is the exclusive focus on development-related activities, while supporting processes such as change management, documentation, training, or deployment are omitted.
Since the WBS serves as the foundation for project estimation and planning, any missing elements will lead to inaccurate budgeting and scheduling from the very beginning of the project.
An incomplete WBS is one of the primary reasons why projects fail to meet their objectives, as it results in overlooked tasks, underestimated effort, and misaligned resource allocation.
A Work Breakdown Structure (WBS) does not need to be fully detailed at the very beginning of a project. Typically, a high-level structure is established during project initiation, covering the entire scope of the project.
Detailed planning is usually available only for the upcoming months, depending on the project’s complexity and methodology. As the project progresses, the WBS is incrementally refined, adding more granular detail to reflect evolving requirements, deliverables, and resource needs.
This progressive elaboration ensures that planning remains flexible and responsive, while still maintaining alignment with the overall project goals and timeline.
arrow_forward "What is the "critical path" and why is it important?"
personAuthor: Process Fellows
The critical path is the longest sequence of dependent activities in a project schedule that determines the shortest possible duration to complete the project. This means, any delays along the critical path directly impact the project timeline and pose a risk to milestone achievement!
Therefore, understanding the critical path helps to identify tasks that must be closely monitored to avoid delays. This supports as well effective resource allocation to high-impact areas and it is crucial for risk management and schedule optimization.
GP2.1.3
Determine resource needs. (
A4, A5 )
The required amount of human resources, and experience, knowledge and skill needs for the for process performance are determined based on the planning. The needs for physical and material resources are determined based on the planning. Note 5: Physical and material resources may include equipment, laboratories, materials, tools, licenses etc. Required responsibilities and authorities to perform the process, and to manage the corresponding work products are determined. Note 6: The definition of responsibilities and authorities does not necessarily require formal role descriptions.
GP2.1.4
Identify and make available resources. (
A6, A7 )
The individuals performing and managing the process are identified and allocated according to the determined needs. The individuals performing and managing the process are being qualified to execute their responsibilities. Note 7: Qualification of individuals may include training, mentoring, or coaching. The other resources, necessary for performing the process are identified, made available, allocated and used according to the determined needs.
GP2.1.5
Monitor and adjust the performance of the process. (
A3 )
Process performance is monitored to identify deviations from the planning. Appropriate actions in case of deviations from the planning are taken. The planning is adjusted as necessary.
Linked Knowledge Nuggets: arrow_forward "GP2.1.5 – Monitoring isn’t just for managers"
personAuthor: Process Fellows
This generic practice requires monitoring process performance. But it’s not top-down only. Teams can use Kanban boards, burndown charts, and daily syncs to self-monitor. Make it visual and regular. Don’t just collect data – use it.
GP2.1.6
Manage the interfaces between involved parties. (
A8 )
The individuals and groups including required external parties involved in the process performance are determined. Communication mechanisms between the involved parties are determined. Effective communication between the involved parties is established and maintained.
# OUTPUT INFORMATION ITEMS
13-52
Communication evidence (
A8 )
All forms of interpersonal communication such as
e-mails, also automatically generated ones
tool-supported workflows
meeting, verbally or via meeting minutes (e.g., daily standups)
podcast
blog
videos
forum
live chat
wikis
photo protocol
Used by these processes:
ACQ.4 Supplier Monitoring
HWE.1 Hardware Requirements Analysis
HWE.2 Hardware Design
HWE.3 Verification against Hardware Design
HWE.4 Verification against Hardware Requirements
MAN.3 Project Management
MLE.1 Machine Learning Requirements Analysis
MLE.2 Machine Learning Architecture
MLE.3 Machine Learning Training
MLE.4 Machine Learning Model Testing
PIM.3 Process Improvement
REU.2 Management of Products for Reuse
SUP.1 Quality Assurance
SUP.11 Machine Learning Data Management
SWE.1 Software Requirements Analysis
SWE.2 Software Architectural Design
SWE.3 Software Detailed Design and Unit Construction
SWE.4 Software Unit Verification
SWE.5 Software Component Verification and Integration Verification
SWE.6 Software Verification
SYS.1 Requirements Elicitation
SYS.2 System Requirements Analysis
SYS.3 System Architectural Design
SYS.4 System Integration and Integration Verification
SYS.5 System Verification
VAL.1 Validation
Used by these process attributes:
PA2.1 Performance Management
08-62
Communication matrix (
A8 )
List of relevant process internal / external stakeholders
Roles and contact information of the parties involved
Definition of required interfaces between stakeholders
Communication subject
Communication means and frequency
Documentation needs of the communication (e.g., type of communication record)
Used by these process attributes:
PA2.1 Performance Management
18-58
Process performance objectives (
A1 )
Objectives for the process of creating the process outcomes and capability level 2 achievements, and corresponding evaluation criteria
Assumptions and constraints, if applicable
Used as the basis for deriving a detailed planning
Examples:
Effort, costs, or budget targets (e.g., min/max limits)
Process-specific deadlines in line with milestones, or frequency of activities (o e.g., dates for deliveries to the customer, quality gates)
(Metric = A quantitative or qualitative measurable indicator that matches defined information needs.) (e.g., max. number of open change requests per (Release = A physical product delivered to a customer, including a defined set of functionalities and properties.), max. ratio of configuration items in status “in work” at certain milestones before next delivery / (Release = A physical product delivered to a customer, including a defined set of functionalities and properties.) date)
Used by these process attributes:
PA2.1 Performance Management
19-01
Process performance strategy (
A1 )
The operational approach to achieve the process outcomes, consistent with the Process Performance Objectives (18-58), e.g.:
proceedings, including the monitoring of the performance of the process
methodology
scope(s) of the strategy within the process, e.g.:
disciplines (e.g., different configuration management approaches for software and (Hardware = Assembled and interconnected electrical or electronic hardware components or parts which perform analog or digital functions or operations.), or combined approaches)
options due to socio-cultural differences
Used by these process attributes:
PA2.1 Performance Management
13-14
Progress status (
A3 )
Status of a plan(s) (actual against planned) such as:
status of actual activities/work packages against planned activities/work package
status of actual results against established objectives/goals
status of actual resources allocation against planned resources
status of actual cost against budget estimates
status of actual time against planned schedule
status of actual quality against planned quality
Record of any deviations from planned activities and reason why
Used by these processes:
ACQ.4 Supplier Monitoring
Used by these process attributes:
PA2.1 Performance Management
08-61
Resource allocation (
A6, A7 )
Detailed / named resources are allocated to process (Task = A definition, but not the execution, of a coherent and set of atomic actions.)
Overall resource workload is considered (e.g., allocation of resources to multiple (Project = Endeavor with defined start and finish dates undertaken to create a product or service in accordance with specified resources and requirements.))
Note: Work breakdown structure may be used to refine the detailed resource allocation
Note: A resource allocation may be integrated in a/ be a part of the schedule, see 08-56
Note: Resources to be allocated are e.g., personnel/human resources for (Project = Endeavor with defined start and finish dates undertaken to create a product or service in accordance with specified resources and requirements.) roles and physical and material resources such as (special/limited) equipment, tool, licenses, test (Hardware = Assembled and interconnected electrical or electronic hardware components or parts which perform analog or digital functions or operations.), test vehicle, climate chambers etc.
Used by these process attributes:
PA2.1 Performance Management
17-55
Resource needs (
A4, A5 )
Identification of required resources for process performance
Staff including competencies, skills and authorities needs
Material, equipment, and infrastructure
Time and budget
Note: Needs are derived from Work Breakdown structure and schedule
Used by these process attributes:
PA2.1 Performance Management
08-56
Schedule (
A2, A3 )
Identifies the activities to be performed
Identifies the expected, and actual, start and completion date for required activities against progress/completion of activities
Identifies dependencies between activities and critical path
Has a mapping to scheduled resources and input data
Identifies resource allocation, resource workload, and critical resources
Note: A schedule is consistent with the defined work packages, see 14-10
Used by these processes:
MAN.3 Project Management
Used by these process attributes:
PA2.1 Performance Management
14-10
Work package (
A2 )
Defines activities to be performed
Documents ownership for activities e.g., by domains
Documents critical dependencies to other work packages
Documents input and output work products
Documents the critical dependencies between defined work products
Information needed to perform these activities
Estimates of effort, duration
Note: The work package descriptions may be integrated into the/be a part of a schedule, see 08-56
PA2.1
Performance Management
