3 Part 3: V-Modell Reference Tailoring

3.5 Project Type Variants

3.5.7 Introduction and Maintenance of an Organization-Specific Process Model

Extended project type:

Introduction and Maintenance of an Organization-Specific Process Model

Descriptions

As already described in Part 1: "»Fundamentals of the V-Modell", the V-Model provides specific project type variants, which are adapted to the different »Project Types. The project type variant »Introduction and Maintenance of an Organization-Specific Process Model describes the appropriate procedure for the project type »Introduction and Maintenance of an Organization-Specific Process Model .

This project type variant is based on the idea that:

• an organization wants to introduce a new specific process model or
• wants to improve an already existing process model.

This will be executed within the scope of a spearate project, planned and controlled like any other project by means of the Project Plan, »Project Status Report and Commercial Project Status Report.

Process Modules to be used

Due to the project type: Introduction and Maintenance of an Organization-Specific Process Model, Configuration Management, Problem and Change Management, Project Management, Quality Assurance

Project characteristics to be determined during tailoring

Due to the project type: Life Cycle Cost Management, Project Measures

Activity Flow

Figure 19: Project type variant Introduction and Maintenance of an Organization-Specific Process Model

The decision gates and the sequence of the project type variant »Introduction and Maintenance of an Organization-Specific Process Model are shown in figure Figure 19. In the following, the introduction and maintenance of an organization-specific process model will be described by means of the decision gates carried out.

Possible transitions based on 'Projektstart'

From 'Project beginning' to 'Project Approved'

If an organization recognizes the need to introduce or improve an organization-specific process model, a »Proposal for the Introduction and Maintenance of an Organization-Specific Process Model will be prepared. Based on this »Proposal for the Introduction and Maintenance of an Organization-Specific Process Model, the management decides at the decision gate »Project Approved if a project should be executed.

Possible transitions based on 'Project Approved'

From 'Project Approved' to 'Project Defined'

A Project Manual and a QA Manual will be prepared. At the decision gate »Project Defined, it will be examined whether these two products are adequate for the project.

Possible transitions based on 'Project Defined'

From 'Project Defined' to 'Process Model Analyzed'

After successful definition of the project, the current state of the processes in the organiation will be evaluated by an independent assessor and/or process assessments (e.g. in accordance with the V-Modell XT conformance, V-Modell XT assessment, »CMMI® or »SPICE model). This assessment results in the preparation and presentation of a report including the strength and weakness profile and proposals for improvement. At the decision gate »Process Model Analyzed, this report is used as basis for the further development. In case of a continuous improvement process, the decision gate »Process Model Analyzed may be executed several times. At the beginning of a new cycle, a brief process evaluation will be conducted, which is limited to the review of changes in the process portions modified during the previous improvement cycle.

Possible transitions based on 'Process Model Analyzed'

From 'Process Model Analyzed' to 'Process Model Improvement Specified'

If the requirements and concepts for the project are specified, based on the evaluation of the process model, the decision gate »Process Model Improvement Specified will be reached. The decision gate »Process Model Improvement Specified may be reached several times if change requests entailing new requirements and/or a modified concept are submitted and accepted during the realization of the process model.

Possible transitions based on 'Process Model Improvement Specified'

From 'Process Model Improvement Specified' to 'Process Model Improvement Implemented'

The »Organization-Specific Process Model will be developed and piloted on the basis of the process defined in the »Process Model Improvement Concept. At the end of the broad implementation, the decision gate »Process Model Improvement Implemented will be reached.

Possible transitions based on 'Process Model Improvement Implemented'

From 'Process Model Improvement Implemented' to 'Process Model Analyzed'

After Roll Out, the decision gate »Process Model Improvement Implemented is reached. From this gate, it is again possible to proceed to the decision gate »Process Model Analyzed in order to realize a continuous improvement process.

From 'Process Model Improvement Implemented' to 'Iteration Scheduled'

If modifications of the organization-specific process model are required, they will be considered and included in the modification plan. Thus, the decision gate »Iteration Scheduled is reached. Modifications can partly be integrated during the realization of the project.

From 'Process Model Improvement Implemented' to 'Project Completed'

If all requirements have been taken into account and all change requests are completed, it will be decided to finish the project after the acceptance has been completed. A »Final Project Report will be prepared and submitted to the acquirer. These activities are intended to reach the decision gate »Project Completed.

Possible transitions based on 'Iteration Scheduled'

From 'Iteration Scheduled' to 'Process Model Improvement Specified'

If an organization-specific process model must be changed to an extent that cannot be implemented within the framework of an iteration, change requests and/or improvement measures shall be processed separately. This will lead again to the decision gate »Process Model Improvement Specified.

From 'Iteration Scheduled' to 'Process Model Improvement Implemented'

In an additional iteration step, the functionality planned for the respective iteration - including the specified changes - will be developed and piloted. If the Roll Out has been completed, the decision gate »Process Model Improvement Implemented is reached.