Dolkree Stress the confidentiality policy and the benefit of assessment outputs. AmazonGlobal Ship Orders Internationally. Alexa Actionable Analytics for the Web. What procfss the relative risk if the gap in assessed capability at each maturity level is Substantial, Significant or Slight, e.
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Objectives for the performance of the process are identified. The performance objectives, scoped together with assumptions and constraints, are defined and communicated. GWP 1. GWP 2. Performance of the process is planned and monitored. Basic measures of process performance linked to business objectives are established and monitored. They include key milestones, required activities,estimates and schedules. GWP 3. Note: At this level, the record of process performance may be in the form of reports, issue registers and informal records.
Performance of the process is adjusted to meet plans. Action is taken when planned performance is not achieved. Actions include identification of process performance issues and adjustment of plans and schedules as appropriate. GWP 4. The mapping must be complete, clear and unambiguous. The mapping of the indicators within the Process Assessment Model will be: the purpose and outcome of the processes in the specified Process Reference Model; the Process Attribute including the results of achievements listed for each Process Attribute in the measurement framework.
The mapping enables Process Assessment Models that are structurally different to be related to the same Process Reference Model. In the next section, we discuss the process capability levels. Process Capability Levels The image below lists the attributes of each process capability level.
Here, the process is not implemented or fails to achieve its process purpose. At this level, there is little or no evidence of any systematic achievement of the process purpose. Level 1 also known as the Performed process has one attribute. The implemented process achieves its process purpose. Level 2 is known as the Managed process and has two attributes. The previously described performed process is now implemented in a managed fashion that is, the process is planned, monitored and adjusted and its work products are appropriately established, controlled and maintained.
Level 3 also known as the Established process has two attributes. The previously described managed process is now implemented using a defined process that is capable of achieving its process outcomes. Level 4 known as the Predictable process has two attributes. The previously described established process now operates within defined limits to achieve its process outcomes. Level 5 known as the optimizing process has two attributes. The previously described predictable process is continuously improved to meet relevant current and projected business goals.
It is to be noted that each capability level can be achieved only when the level below has been fully achieved. For example, a process capability level 4 which is, Predictable process, requires the process measurement and process control attributes to be largely achieved, and the attributes for the process capability level 3 to be fully achieved. In the next section, we discuss the Process Attribute rating scale.
There is little or no evidence of achievement of the defined attribute in the assessed process. There is some evidence of an approach to, and some achievement of, the defined attribute in the assessed process. There is evidence of a sound, systematic approach to the significant achievement of the defined attribute in the assessment. There is evidence of a complete and systematic approach and full achievement of the defined attribute in the assessment.
In the next section, we will focus on Process Attribute ratings and capability levels. Process Attribute Ratings and Capability Levels The following table illustrates how the Process Attributes are organized into logical levels representing the capability levels. For example: Achieving level 1 capability requires PA 1. Achieving level 2 requires both PA 2. Achieving level 3 requires both PA 3. This continues till capability levels 4 and 5 are achieved.
In the next section, we will discuss target process capabilities. Target Process Capabilities Depending on the purpose of the assessment, the assessed capability is compared with a target or desired capability. The table given below shows an example of the same: This table may be used as reference while conducting actual assessments. However, on assessment, the achieved rating may either fall short of the target rating or meet the target rating. In the next section, we will focus on consequence of capability gaps.
It is a prescriptive approach for the assessment of process capability. Two facts on this approach are as follows: an assessment is not done in isolation. It is done for process improvement purposes Therefore, deficiencies or gaps have some consequences. The table below summarises the nature of any gap that may exist within a given process capability and the seriousness of consequence if such gaps are not plugged in or filled.
Capability level where the gap occurs Nature of consequence.
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