Establish and maintain a quantitative understanding of the performance of selected processes in the organization’s set of standard processes in support of achieving quality and process performance objectives, and to provide process performance data, baselines, and models to quantitatively manage the organization’s projects.


Establishes organizational expectations for establishing and maintaining process performance baselines and process performance models for the organization’s set of standard processes.


The Organizational Process Performance process involves the following activities:

    • Establishing organizational quantitative quality and process performance objectives based on business objectives (See the definition of “quality and process performance objectives” in the glossary.)
    • Selecting processes or subprocesses for process performance analyses
    • Establishing definitions of the measures to be used in process performance analyses
    • Establishing process performance baselines and process performance models

The collection and analysis of the data and creation of the process performance baselines and models can be performed at different levels of the organization, including individual projects or groups of related projects as appropriate based on the needs of the projects and organization.

The common measures for the organization consist of process and product measures that can be used to characterize the actual performance of processes in the organization’s projects. By analyzing the resulting measurements, a distribution or range of results can be established that characterizes the expected performance of the process when used on an individual project.

Measuring quality and process performance can involve combining existing measures into additional derived measures to provide more insight into overall efficiency and effectiveness at a project or organization level. The analysis at the organizational level can be used to study productivity, improve efficiencies, and increase throughput across projects in the organization.

The expected process performance can be used in establishing the project’s quality and process performance objectives and can be used as a baseline against which actual project performance can be compared. This information is used to quantitatively manage the project. Each quantitatively managed project, in turn, provides actual performance results that become a part of organizational process assets that are made available to all projects.

Process performance models are used to represent past and current process performance and to predict future results of the process. For example, the latent defects in the delivered product can be predicted using measurements of work product attributes such as complexity and process attributes such as preparation time for peer reviews.

When the organization has sufficient measures, data, and analytical techniques for critical process, product, and service characteristics, it can do the following:

    • Determine whether processes are behaving consistently or have stable trends (i.e., are predictable)
    • Identify processes in which performance is within natural bounds that are consistent across projects and could potentially be aggregated
    • Identify processes that show unusual (e.g., sporadic, unpredictable) behavior
    • Identify aspects of processes that can be improved in the organization’s set of standard processes
    • Identify the implementation of a process that performs best

Organizational Process Performance interfaces with and supports the implementation of other high-maturity process areas. The assets established and maintained as part of implementing this process area (e.g., the measures to be used to characterize subprocess behavior, process performance baselines, and process performance models) are inputs to the quantitative project management, causal analysis and resolution, and organizational performance management processes in support of the analyses described there. Quantitative Project Management processes provide the quality and process performance data needed to maintain the assets described.

Entrance Criteria:

  • Database Management Systems
  • System Dynamics Models
  • Process Modeling Tools
  • Statistical Analysis Packages
  • Problem Tracking Packages

Exit Criteria:

  • Organization’s Quality and Process Performance Objectives
  • Definitions of the Selected Measures of Process Performance
  • Baseline Data on the Organization’s Process Performance
  • Process Performance Models

Process and Procedures:

Tailoring Guidelines:

Organizations may choose to purchase an organizational process performance process and procedures rather than develop them.  Using the Causal Analysis and Resolution process, they can tailor the process to fit their organization.

Process Verification Record(s):

  • Process performance baselines
    • Stored By: [PMO Director]
  • Percentage of measurement data that is rejected because of inconsistencies with the process performance measurement definitions
    • Stored By: [PMO Director]


  • Trends in the organization’s process performance concerning changes in work products and task attributes (i.e. size growth, effort, schedule, quality)
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  • Schedule for collecting and reviewing measures to be used for establishing a process performance baseline
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