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3.7.1 Process Implementation
Author(s) -
Sheard Sarah A.
Publication year - 2003
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2003.tb02687.x
Subject(s) - process (computing) , process management , audit , institutionalisation , computer science , management process , business process , risk analysis (engineering) , business , work in process , operations management , engineering , management system , political science , accounting , law , operating system
Process improvement requires two major steps. First, new processes must be defined (or existing processes modified). Second, the organization must begin to use those new or changed process descriptions. The literature has provided good guidance on writing new process descriptions, but very little has stated clearly what actions must be taken to implement and then institutionalize the use of the processes. This paper provides a list of implementation and institutionalization actions that organizations should consider to ensure that the new processes are used. These actions fall into the categories of training, ensuring management support, obtaining a measurement baseline, auditing the use of the processes, collecting and maintaining a library of process assets, tailoring the processes, improving the processes, and appraising the organization.