Cause analysis and decision making
A support process area with a level 5 of maturity
purpose
Cause Analysis and Decision (Car) The purpose is to identify defects and other questions and causing attention to prevent them from happening in the future.
Introduction
Cause Analysis and decision process are:
l Identify and analyze the causes of defects and other issues
l Efforts to eliminate the cause and prevent such defects and problems
Cause Analysis and Decision By preventing defects from entering the product to improve quality and production capacity. Relying on the test after the defect occurs, it is no valid value. Defects can be more efficient by integrating reason analysis and decision-making activities into each phase of the project.
Since other projects or in the current phase or in the current project, defects and problems may be encountered, then the cause analysis and decision-making activities become a mechanism for communication courses between projects.
The type of defects and other problems have been analyzed to identify any trend. Based on an understanding of the defined process and how to improve this process, the root of defects and the implication of this defect is determined.
Cause analysis may also be performed on issues that have nothing to do with defects. For example, the cause analysis may be used to improve quality properties such as life cycle. Improved recommendations, simulation, dynamic system models, engineering analysis, new business directions, or other projects may begin such an analysis.
Sometimes it may be unrealistic to perform the cause analysis of all defects. In these cases, it is necessary to trade between assessment of investment and assessment in the return on quality, productivity, life cycle, and defective targets selected.
A metric should be suitable enough. The defined metrics are useful, although new metrics in some cases may need to analyze the impact of analysis process changes.
For the purpose of establishing metrics and analysis, complete specific metrics and analysis, obtaining and analyzing metric standards, more information on report results, see metrics and analysis process.
Cause Analysis and Decision Activity For the project, assess their processes under the current level and seek improvements that can be implemented.
This message is extended to the tissue level when the improvement is determined to be valid.
For information on process grades of improved organizations through recommendations, please refer to the organization innovation and deployment process.
The material with intelligence value in this process area is written on the basis of assume that special practice is applied to a quantitative management process. If it is assumed that there is no existence, the special practice of this process domain may be applicable, but its value will decrease.
For the definition of "stable process" and "general reasons for process changes", see the progo.
Related process domain
For more information on the analysis of process performance, more information on the generation capabilities of the project process, please refer to the quantified project management process domain.
For more information on organizational processes and technological improvements, please refer to the organization innovation and deployment process.
For the purpose of establishing metrics and analysis, complete specific metrics and analysis, obtaining and analyzing metric standards, more information on report results, see metrics and analysis process.
Practice - Target Relation
Continuous
Graded
SG1 Judgment Defect Cause SG1 Judgment Defect Cause SP1.1-1 To Analytical Defect Data SP1.1-1 For Analysis Selection Defect Data SP1.2-1 Analysis Cause SG1 Location Defect Cause SG1 Location Defect SP2.1-1 Executive Activity SP2.1-1 Estimation Change of SP2.2-1 Estimation of SP2.2-1 Estimation Change SP2.3-1 Record Data SP2.3-1 Recording Data GG1 reaches a specific goal
GP1.1 completed basic practice
GG2 institutionalization a managed process GG2 institutionalization a defined process
GP2.1 releases an organization policy
GP2.1 releases an organization policy
GP2.2 planning process
GP2.2 planning process
GP2.3 provides resources GP2.3 Provide resources GP2.4 Assigning Responsibilities GP2.4 Assigning Responsibilities GP2.5 Trainers GP2.5 Trainers GP2.6 Management Configuration GP2.6 Management Configuration GP2.7 Identification and include related risk assumers GP2.7 identification and related risk bearer GP2.8 supervision and control this process GP2.8 supervision and control This process GP2.9 objective evaluation adheres to GP2.9 objective evaluation to adhere to GP2.10 with higher levels Administration Review Situation GP2.10 Create a defined process GP3.1 to establish a defined process GP3.1 to create a defined process GP3.2 collection improvement information GP3.2 collection improvements Information GG4 Institutionalization A Quantitative Management
GP4.1 quantitative goal
The implementation of the GP4.2 stabilization sub-process
GG5 institutionalization of an optimization process
GP5.1 guarantees continuous process improvement
GP5.2 correcting the root of the problem
Key practice of achieving goals
SG1 judgment defect reasons
The roots and other issues of defects require systematic determination.
The root of the so-called defect is that once it is eliminated, then defects will decrease or eliminate.
SP1.1-1 is analyzed to select defect data
Select defects and other issues for analysis.
Typical work product
1. Defects and problem data is selected for further analysis
Child practice
1. Collect relevant defect data.
The corresponding defect data instance may contain the following: l Project Management Problem Report Reports to Correct Activity L Customer's Defect Report L End User's Defect Report L. The defect L processes found in the test in the test
For more information on working product confirmation, see the confirmation process domain.
For more information on statistical management, please refer to the quantified project management process domain.
2. Determine which defects and other issues will be further analyzed.
When it is determined which defects will be analyzed, take into account the influence of defects, the similarities between the occurrence of the frequency, defects, the cost of analysis, the required time and resources, safety considerations, and more.
The methods for selecting defects and other issues are as follows: l Arrame analysis L column diagram L process capability analysis
SP1.2-1 Analysis Cause
Reasons for performing selected defects and other questions and recommending their activities.
The purpose of this analysis is to develop solutions that have reached the purpose of identifying related data and recommendations for improved productivity.
Typical work product
1. Event advice
Child practice
1. Guide the cause analysis with those who may perform this task.
Cause analysis is made by those who have a selection of defects or issues that have been selected by research (typical such as meetings). The more responsible for the people who know these defects, the more responsible for this task.
When do you perform a reason to analyze: 1. When a stable process does not meet its specific quality and process performance goals 2. In the process of tasks, if you have a legitimate reason 3. A work product exhibits departure from it with its needs intentionally
For more information on completing the quality of the project quality and process performance, see the metrics management process domain.
2. Analyze the selected defects and other questions to determine their root causes.
Based on the type and quantity of defects, it is best to packet them before identifying their root causes.
Methods for determining the root causes are, as follows: l Cause Impact (fish bone) Figure 1
3. Packets the selected defects and other questions in accordance with their root causes.
The reason for the grouping or classification is as follows: l Training is not sufficient l Information communication is not smooth L problem detail considerations No circumference (for example: print error) l process lack
4. Recommendations and development activities are used to prevent similar defects and other issues.
Suggested activities (including changes) examples: L Process L Training L Method L Communication L Some specific activities include: l For some public problems and to prevent them from providing training L to change a process Steps with error tend to occur no longer happen to automate all or part of the process L record process behavior l to increase process steps to prevent defects, such as task booting discussing ordinary defects and behavior, thereby preventing them
A event recommendation is usually written as follows:
l Suggent Suggestion
l Description
l Description of the cause of defect
l Defectant Classification
l The problem presented
l Defectly confirmed
l Description of the proposed recommendation
l Classification of the active advice
SG2 tag defect reasons
The roots and other problems of defects are systematic tags to prevent them from happening in the future.
When the operation of the project meets a better definition process, then the root cause of the operations still have problems and the process improvement is implemented to eliminate these selected issues.
SP2.1-1 implementation advice
Implement those selected activities from the cause analysis.
Activity recommends describing the root causes of defects or problems that have been analyzed and to prevent them from happen again.
Only by proven valuable changes may be considered significant.
Typical work product
1. Suggestions for the active activities selected
2. Improvement
Child practice
1. Analyze activities recommendations and determine their priority.
The standard examples of the prioritization of the active suggestions are as follows:
l Implicate with no marked defects
l Take the process of improving the process of preventing defects
l expected quality effect
2. Select those activities that will be executed.
3. Create an active item for these activities to be executed.
The information provided in an activity term includes: l Deportation of the responsible person L of the execution of the description of the field of the field to track the state information L, the next state is discussed, the basic principle L executive activity Description L Identifying defects and correcting the time and spending it takes to do not change these problems expected spending
To perform an active suggestion, the following tasks must be:
l Task assignment
l Adjust the staff
l Discussion results
l Track the activity item until it is closed
Tests may be derived from unique complex changes.
Experiment examples are as follows: l Use a temporary, improved process L uses a new tool
Activity items may be assigned to the cause of the members, members of the project group, or members of other organizations.
4. Identify and eliminate similar defects that may exist in other processes and work products.
5. Identify and record the improvement suggestions for the organization's series of standardization processes.
For more information on the selection and deployment of the improvement of the organization's series of standards, please refer to the organization innovation and deployment process.
SP2.2-1 Effect of Evaluation Change
Evaluation changes in process performance.
For more information on the analysis process performance and the creation of the process capability method for the selected process, see the integrated project management process domain.
Once a changed process is configured in the project, the process change must be collected has corrected the problem and improves the performance of performance, thus checking the effect of the change.
Typical work product
1. Measurement method of performance and performance changes.
Child practice
1. Performance changes of the appropriate metrics that have defined the process.
This sub-practice determined whether the change in this choice had affirmed the performance of the process and how much changed.
A change in the performance of the project-defined design process may become a change in defect density in the design document, as statistical metrics are the same as the previous peer review and later improvements. In a statistical process control chart, this will be manifested as an average change. 2. The ability of the appropriate metric project has defined.
This sub-practice determines whether this choice has affirmed the ability to change the process of the process has reached its quality and process performance goals, just as the corresponding risk bearer is determined.
A change in the capabilities of the project-defined design procedure may become a change in the process of replacing the ability within their process specification boundary. By calculating the scope of defect density in the design document, it is possible to be statistically measured, as in the previous collected collections in the previous peer review and post-improvement. In a statistical process control chart, this will be manifested as a low control limit.
SP2.3-1 record data
Recording cause analysis and results data share use in projects and organizations.
Data is recorded so that other projects and organizations can make appropriate process changes and achieve similar results.
Record the following:
l Analysis of defects and other issues of other issues
l The basic principle of resolution
l From reason analysis meeting activities
l Results from the active proposal
l Analysis and decision-making activities
l Measurement of performance changes from the defined process that occurred from decision
Typical work product
1. Cause analysis and decision history
General practice of goals
GG1 Completes a specific goal
By transitioning identifiable input work products into identifiable output work products, process support and can make specific targets for process domains.
GP1.1 performing basic practice
Performing the Basic Practice of Cause Analysis and Decision Process Develop Work Products and provides services to special goals to meet process areas.
GG2 institutionalization a managed process
The process is subjected to a managed process.
Just suitable for continuous
GG3 institutionalization a defined process
The process is institutional as a defined process.
Editor Press: The appearance of this type of goal reflects its position in the grading representation.
Just suitable for hierarchical
Guarantee
GP2.1 establishes organizational policy
Establish and maintain a historical approach to planning and implementation of historical approaches.
Detailed detail
This policy establishes systemic tags for identifying organizational expectations and the root causes of defects and other issues.
Ability to perform
GP2.2 is a process development plan
Establish and maintain a plan for performing reason to analyze and decision making.
Detailed detail
According to the description in the project plan, the implementation cause analysis and decision-making process may include (or reference) in the project plan. This plan is different from the activities suggestions and related activities described in many of the special practice in this process. Planning this usual practice should mark all the causes of the project and the decision process (perhaps cut from a standard process maintained). In contrast, process activities suggestions and related activity items need to eliminate a special root cause of activities.
GP2.3 provides resources
Provide sufficient resources for performing reasons for analysis and decision making processes, developing work products, and services for providing processes.
Detailed detail
The resources provided include the following tools: l Database system L Process Modeling Tools L Statistical Analysis Package L Tools, Methods, Analysis Technology (for example, ishakawa or fish bone chart, Pareto) analysis, histogram, process Ability research, control chart)
GP2.4 allocation responsibilities
Assign the execution process, develop work products, and provide the duties of the analysis and decision-making process services.
GP2.5 Trainer
Trainers do or support cause analysis and decision-making processes.
Detailed detail
The training topic is, for example,: l Quality management method (for example, analysis of root causes)
Direct execution
GP2.6 management configuration
Work products that will be analyzed and decision-making processes are placed under the appropriate configuration management level.
Detailed detail
An example of a work product stored under configuration management:
l Active suggestion L For improved activities Suggestions L Cause Analysis and Decision Record
GP2.7 identifies and contains related risk bearers
Like the plan, identify and include the cause analysis and the relevant risks of the decision process.
Detailed detail
An activity of the risk bearer is now as follows:
l Management Cause Analysis L Approval Activity Advice
GP2.8 supervision and control process
According to the analysis and decision-making process of planning supervision and control, the process is implemented and appropriate corrective activities.
Detailed detail
An example of a metric method for monitoring and control is,
l The number of quantities of the root causes Limit the quality or the process performance of each reason analysis and decision-making process
Verify execution
GP2.9 objective evaluation insists
According to the process description, standards, and products and impossible to find, objective evaluation cause analysis and decision-making process.
Detailed detail
Reviewing the event is as follows:
l Determining the cause of defects l Lage reasons for finding defects
Examples of work products are as follows:
l Reason analysis and decision-making record for active suggestions for execution selection
GP2.10 with higher level management review status
Review the results of activities, status and cause analysis with higher level management and resolution views.
GG3 institutionalization a defined process
The process is institutional as a defined process.
Editor Press: The appearance of this type of goal reflects its position in the continuous representation.
Just suitable for continuous
Ability to perform
GP3.1 establishes a defined process
Establish and maintain a description of a defined reason to analyze and decision making processes.
Direct execution
GP3.2 Collection Improvement Information
Collect work products, metrics, metrics, and improve information from planning and implementation reasons and decision-making processes, thereby supporting future use and improvements in the organization process and process domain.
GG4 institutionalization an integrated management process
The process is institutionalized as an integrated process.
GP4.1 establishes integration targets for the process
To analyze and maintain integration goals for the reason for the decision-making process, clear quality and process implementation is based on customer needs and business goals.
GP4.2 stabilization sub-process execution
Stabilizing the implementation of one or more sub-processes to determine the ability to analyze and decision-making processes to achieve the establishment of integrated quality and process implementation goals.
GG5 institutionalization a optimized process
The process is institutionalized as an optimized process.
GP5.1 ensures continuous process improvement
Ensure continuous reasons and decision-making process improvements during the relevant business goals of the organization.
GP4.2 Correcting Root Reason
The root causes of defects and other problems are identified and correcting defects and other issues in the cause analysis.
Just suitable for continuous
