Purpose:

Establishes organizational expectations for identifying and systematically addressing causal analysis of selected outcomes.

Objective:

Identify causes of selected outcomes and take action to improve process performance.

Description:

Causal Analysis and Resolution improves quality and productivity by preventing the introduction of defects or problems and by identifying and appropriately  incorporating the causes of superior process performance.

The Causal Analysis and Resolution process  involves the following activities:

    • Identifying and analyzing causes of selected outcomes. The selected outcomes can represent defects and problems that can be prevented from happening in the future or successes that can be implemented in projects or the organization.
      • Taking actions to complete the following:
        • Remove causes and prevent the recurrence of those types of defects and problems in the future
        • Proactively analyze data to identify potential problems and prevent them from occurring
        • Incorporate the causes of successes into the process to improve future process performance

Reliance on detecting defects and problems after they have been introduced is not cost effective. It is more effective to prevent defects and problems by integrating Causal Analysis and Resolution activities into each phase of the project.

Since similar outcomes may have been previously encountered in other projects or in earlier phases or tasks of the current project, Causal Analysis and Resolution activities are mechanisms for communicating lessons learned among projects.

Types of outcomes encountered are analyzed to identify trends. Based on an understanding of the defined process and how it is implemented, root causes of these outcomes and future implications of them are determined.

Since it is impractical to perform causal analysis on all outcomes, targets are selected by tradeoffs on estimated investments and estimated returns of quality, productivity, and cycle time.

Measurement and Analysis processes should already be in place. Existing defined measures can be used, though in some instances new measurement definitions, redefinitions, or clarified definitions may be needed to analyze the effects of the process change.

Causal Analysis and Resolution activities provide a mechanism for projects to evaluate their processes at the local level and look for improvements that can be implemented.

When improvements are judged to be effective, the information is submitted to the organizational level for potential deployment in the organizational processes.

Causal Analysis and Resolution apply to a process that is selected for Quantitative Project Management. Use of the specific practices of this process area can add value in other situations, but the results may not provide the same degree of impact to the Organizational Performance Management and process performance objectives.

Entrance Criteria:

  • Need for Causal Analysis and Resolution

Exit Criteria:

  • Causal Analysis and Resolution

Process and Procedures:

Tailoring Guidelines:

Using Online-PMO’s Causal Analysis and Resolution process and procedures, organizations can tailor the process to fit their organization, or may choose to purchase a configuration management practices rather than to develop them.

Process Verification Record(s):

  • Action proposals
    • Stored By: [PMO Director]
  • Number of action plans that are open and for how long
    • Stored By: [PMO Director]
  • Action plan status reports
    • Stored By: [PMO Director]

Measure(s):

  • Number of Outcomes Analyzed
    • Maintained By: [the PMO Director]
    • Submitted By: [the Project Manager]
    • Frequency of Submission: Reported in the Monthly PMO review meeting
  • Change in Quality or Process Performance Per Instance of the Causal Analysis and Resolution Process
    • Maintained By: [the PMO Director]
    • Submitted By: [the Project Manager]
    • Frequency of Submission: Reported in the Monthly PMO review meeting
  • Schedule of Activities for Implementing a Selected Action Proposal
    • Maintained By: [the PMO Director]
    • Submitted By: [the Project Manager]
    • Frequency of Submission: Reported in the Monthly PMO review meeting

References:

  • CMMI® for Development, Version 1.3, Software Engineering Process Management Program, November 2010
  • CMMI® for Acquisition, Version 1.3, Software Engineering Process Management Program, November 2010
  • CMMI® for Services, Version 1.3, Software Engineering Process Management Program, November 2010