One of the problems with many process
models (e.g., SW-CMM, CMMI, ISO 9000) is that these models were
designed and written with the proces model appraiser or auditor
in mind, NOT on those who have to develop processes to support
process or performance improvement.
For example, the CMMI® distinguishes
risk management as a unique process area (RSKM). Yet managing
risks is an integral part of how a project is managed. That is,
most project managers don't think about identifying risks as a
separate process from project planning. Therefore, it makes better
sense to integrate risk management activities into the project
management process than to create artificial distinctions between
the two just because the model separates the practices this way.
A reference
process therefore can be thought of as an interface between
the process models being used and how a company or project might
enact their processes naturally. The RPI reference process architecture
is the form or framework describing those natural processes. Relevant
information in the process model or standard (e.g., practices
in the CMMI) is then mapped into this structure to create the
associated reference process.
Furthermore, by using a common architecture
for this structure, various process models and standards can be
overlaid, facilitating simultaneous gap analyses and an integrated
improvement focus. This greatly improves the efficiency of modelling
when using more than one model/standard or when transitioning
from one model to another.
Currently, there are nine process
components in the RPA.
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Organizational Environment (OE)
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Process Improvement (PI)
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Quality Management (QM)
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Training Program (TP)
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Project Management (PM)
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Product Engineering (PE)
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Quality Assurance (QA)
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Supplier Management (SM)
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Configuration Management (CM)
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These processes represent a more
natural sequencing of activities performed within an organisation
and its projects. The elements within each process are also defined
using a simple visual process representation format.