PA2.1
Process performance management process attribute
Linked Knowledge Nuggets: 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
A strategy for the performance of the process is defined based on the identified objectives.
A2
The performance of the process is planned.
A3
The performance of the process is monitored and adjusted to meet the planning.
A4
The needs for human resources including responsibilities and authorities for performing the process are determined.
A5
The needs for physical and material resources are determined.
A6
The persons performing the process are prepared for executing their responsibilities.
A7
The physical and material resources for performing the process are identified, made available, allocated and used.
A8
The 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. The process performance objectives and associated criteria are identified. Note 1: Process performance objectives are not identical to (Project = Endeavor with defined start and finish dates undertaken to create a product or service in accordance with specified resources requirements.) goals, nor are they a repetition of process outcomes at capability level 1. Examples:
SUP.8: Max. ratio of configuration items in status “in work” at certain milestones before next delivery / (Release = A product delivered to a customer, including a defined set of functionalities and properties.) date
SYS.2: End of req writing = (Release = A product delivered to a customer, including a defined set of functionalities and properties.) date - x weeks
SWE.6: Test coverage of Functional Safety Requirements at (Baseline = A defined and coherent set of read-only information, serving as an input information for the affected parties.) y is 100%
SUP.10: all incoming CRs are analyzed within z days
Note 2: Performance objectives are the basis for planning and monitoring.
Assumptions and constraints are considered when identifying the performance objectives. The 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 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. The process activities and work packages are defined. The estimates for the 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.
Imagine You Enjoy Improvement
Sponsored
At Process Fellows, we believe that progress should be both inspiring and rewarding. With a pragmatic approach and a strong team spirit, our internationally recognized experts help organizations worldwide optimize their processes and projects providing assessment, consulting, coaching, and training services.
Join us in shaping success. Because improvement isn’t just a goal—it’s an experience.
Let’s improve together!
The required amount of human resources, and experience, knowledge and skill needs for the 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.
The 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 the 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 )
The 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. The responsibilities are assigned to the relevant individuals or parties. The communication mechanisms between the involved parties are determined. An effective communication between the involved parties is established and maintained.
# OUTPUT INFORMATION ITEMS
13-52
Communication evidence (
A8 )
Evidence of interpersonal communication.Identifies:
Scope of information
Need for feedback, for example an expected confirmation within one week
Meta data, for example time when communication was done or how information was distributed.
Includes:
Personal information
Work-flows, for example within tools
Examples and References:
E-mails and other forms of memos
Verbal statements
Meeting minutes, for example in standups
Electronic media, for example webcasts, blog posts intranet forum
Chat protocols
Wiki pages
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 Reuse of Products
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 Process performance management process attribute
08-62
Communication matrix (
A8 )
Relationships and dependencies of an organization to manage communication.Identifies:
Affected internal and external stakeholders
Roles
Contact information
Definition of affected interfaces between stakeholders
Communication subject
Includes:
Communication means and frequency
Documentation needs of the communication, for example type of record.
Used by these process attributes:
PA2.1 Process performance management process attribute
18-58
Process performance objectives (
A1 )
Description of performance goals and targets to be achieved by a process.Identifies:
Evaluation criteria
(Metric = A quantitative or qualitative measurable indicator that matches defined information needs.), for example number of change requests
Timing definitions, for example duration until change requests are to be analyzed
Events, for example demonstration milestone
Includes:
Assumptions and constraints
Examples and References:
Effort or cost targets
Budget limitations
Frequency of (Task = A definition, but not the execution, of a coherent set of atomic actions.)
Limits of parallel work items for an employee
Used by these process attributes:
PA2.1 Process performance management process attribute
19-01
Process performance strategy (
A1 )
Description of an approach to achieve performance objectives of a process.Identifies:
Proceedings
Methodology
Scope of the strategy
Includes:
Monitoring requirements, for example of performance
Domain specific references
Socio-cultural differences
Examples and References:
Performance specific to development sites
Configuration management approaches for software
Used by these process attributes:
PA2.1 Process performance management process attribute
13-14
Progress status (
A3 )
Set of indicators to document the achievements created by performing process activities according to the committed work to the former phase.Identifies:
Status of work activities, for example in respect to a plan
Evidence of the committed outcome
Fulfilment of criteria within the state model
Limitations of outcome or achievements in respect to the committed objectives, for example deviations of performed verification
Includes:
Timing references, for example in relation to schedule, milestones
Efforts
Examples and references:
Status of actual quality against planned quality
Used by these processes:
ACQ.4 Supplier Monitoring
Used by these process attributes:
PA2.1 Process performance management process attribute
08-61
Resource allocation (
A6, A7 )
Distribution of resources to (Task = A definition, but not the execution, of a coherent set of atomic actions.) and locations.Identifies:
Resources identification information
(Task = A definition, but not the execution, of a coherent set of atomic actions.)
Locations
Timing needs
Roles
Restrictions of availability
Includes:
Workload evaluation
Physical and material resources Examples and references:
Resource allocation for a test team, for example persons, tool licenses, test (Hardware = Assembled and interconnected electrical or electronic hardware components or parts which perform analog or digital functions or operations.)
Used by these process attributes:
PA2.1 Process performance management process attribute
17-55
Resource needs (
A4, A5 )
Identification of required resources for process performance.Identifies:
Human resources
Competencies
Skills and authorities
Material
Infrastructure and equipment
Tooling
Time
Budgets
Includes:
Relation to work breakdown structure and planning information
Used by these process attributes:
PA2.1 Process performance management process attribute
08-56
Schedule (
A2, A3 )
A plan that defines the times and sequences for events, (Task = A definition, but not the execution, of a coherent set of atomic actions.), or activities.Identifies:
Activities
Timing requirements, for example start and due dates
Dependencies between activities
Critical path
Includes:
Progress evaluation, for example completion of individual activities
Scheduled resources
Input data
Evaluation of resource workload
Shared resources
Used by these processes:
MAN.3 Project Management
Used by these process attributes:
PA2.1 Process performance management process attribute
14-10
Work package (
A2 )
Activities required to be performed in order to complete a set of work.Identifies:
Activities to be performed
Ownership, for example to a specific domain like verification.
Dependencies to other activities and work products
Input and output work products
Required information
Includes:
Estimation of efforts and duration
Examples and References:
Work package can be a statement of work document for example to outsource activities to an engineering service.
Used by these processes:
MAN.3 Project Management
Used by these process attributes:
PA2.1 Process performance management process attribute
PA2.1
Process performance management process attribute
