At the Defined Level , the standard process for any activity across the organization is documented, including both production and management processes, and these processes are integrated into a coherent whole. This standard process is referred to throughout the CMM as the organization's standard process. Processes established at Level 3 are used (and changed, as appropriate) to help the managers and staff perform more effectively. The organization exploits effective production practices when standardizing its processes. There is a group that is responsible for the organization's process activities, e.g., a standard process group or SPG. An organization-wide training program is implemented to ensure that the staff and managers have the knowledge and skills required to fulfill their assigned roles.
Projects tailor the organization's standard process to develop their own defined process, which accounts for the unique characteristics of the project. This tailored process is referred to in the CMM as the project's defined process. A defined process contains a coherent, integrated set of well-defined production and management processes. A well-defined process can be characterized as including readiness criteria, inputs, standards, and procedures for performing the work, verification mechanisms (such as peer reviews), outputs, and completion criteria. Because the process is well defined, management has good insight into technical progress on all projects.
The process capability is Level 3 organizations can be summarized as standard and consistent because both production and management activities are stable and repeatable. Within established product lines, cost, schedule and functionality are under control, and product quality is tracked. This process capability is based on a common, organization-wide understanding of the activities, roles, and responsibilities in a defined process.
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Last modified: Jan-09