1. Interim Maturity Evaluation
Questionnaires
Answer the statements on the next questionnaires with:
?? 0-1: this practice is not required and is (almost) never done
?? 2-3: this practice is sometimes required or is sometimes done
?? 4-5: this practice is required but not always done, or
the practice is regularly performed although is not not required or checked
?? 6-7: this practice is normally required and usually done
?? 8-9: this practice is required, is done and it is checked (the practice is institutionalized)
?? 10: this practice is institutionalized and is a world class example
?? ?: if the participant doesn't know the answer
?? na: if the practice is not applicable

2. Level 2
Requirements Management
Co1 The project follows a written organizational policy for managing the allocated system requirements
Ab1 For each project, responsibility is established for analyzing the system requirements and allocating them to
hardware, software, and other system components
Ab2 The allocated requirements are documented
Ab3 Adequate resources and funding are provided for managing the allocated requirements
Ab4 Members of the engineering group and other related groups are trained to perform their requirements
management activities
Ac1 The engineering groups review the allocated requirements before they are incorporated into the project
Ac2 The engineering groups use the allocated requirements as the basis for plans, work products, and activities
Ac3 Changes to the allocated requirements are reviewed and incorporated into the project
Me1 Measurements are made and used to determine the status of the activities for managing the allocated
requirements
Ve1 The activities for managing the allocated requirements are reviewed with senior management on a periodic basis
Ve2 The activities for managing the allocated requirements are reviewed with the project manager on both a periodic
and event-driven basis
Ve3 The quality assurance group reviews and/or audits the activities and work products for managing the allocated
requirements and reports the results

3. Project Planning
Co1 A project leader is designated to be responsible for negotiating commitments and developing the project
management plan
Co2 The project follows a written organizational policy for planning a project
Ab1 A documented and approved statement of work exists for the project
Ab2 Responsibilities for developing the project managem ent plan are assigned
Ab3 Adequate resources and funding are provided for planning the project
Ab4 The managers, engineers, and other individuals involved in the project planning are trained in the estimating and
planning procedures applicable to their areas of responsibility
Ac1 The engineering group participates on the project proposal team
Ac2 Project planning for engineering is initiated in the early stages of, and in parallel with, the overall project planning
Ac3 The engineering group participates with other affected groups in the overall project planning throughout the
project’s life
Ac4 Project commitments made to individuals and groups external to the organization are reviewed with senior
management according to a documented procedure
Ac5 A life cycle with predefined stages of manageable size is identified or defined
Ac6 The project management plan is developed according to a documented procedure
Ac7 The plan for the project is documented
Ac8 Work products that are needed to establish and maintain control of the project are identified
Ac9 Estimates for the size of the work products (or changes in the size of work products) are derived according to a
documented procedure
Ac10 Estimates for the project’s effort and costs are derived according to a documented procedure
Ac11 Estimates for the project’s critical computer resources are derived according to a documented procedure
Ac12 The project’s schedule is derived according to a documented procedure
Ac13 The risks associated with the cost, resource, schedule, and technical aspects of the project are identified,
assessed, and documented
Ac14 Plans for the project’s engineering facilities and support tools are prepared
Ac15 Planning data are recorded
Me1 Measurements are made and used to determine the cost and schedule status for the planning activities
Ve1 The activities for project planning are reviewed with senior management on a periodic basis
Ve2 The activities for project planning are reviewed with the project manager on both a periodic and event-driven
basis
Ve3 The quality assurance group reviews and/or audits the activities and work products for project planning and
report the results

4. Project Tracking and Oversight
Co1 A project leader is designated to be responsible for the project's activities and results
Co2 The project follows a written organizational policy for managing a project
Ab1 A project management plan for the project is documented and approved
Ab2 The project leader explicitly assigns responsibilities for work products and activities
Ab3 Adequate resources and funding are provided for tracking the project
Ab4 The managers are trained in managing the technical and personnel aspects of the project
Ab5 First-line managers receive orientation in the technical aspects of the project
Ac1 A documented project management plan is used for tracking the activities and communicating status
Ac2 The project’s project management plan is revised according to a documented procedure
Ac3 Project commitments and changes to commitments made individuals and groups external to the organization are
reviewed with senior management according to a documented procedure
Ac4 Approved changes to commitments that affect the project are communicated to the members of the engineering
group and other related groups
Ac5 The sizes of the work products (or sizes of the changes to the work products) are tracked, and corrective actions
are taken as necessary
Ac6 The project's effort and costs are tracked and corrective actions are taken as necessary
Ac7 The project's critical computer resources are tracked and corrective actions are taken as necessary
Ac8 The project's schedule is tracked and corrective actions are taken as necessary
Ac9 Engineering technical activities are tracked and corrective actions are taken as necessary
Ac10 The risks associated with cost, resource, schedule, and technical aspects of the project are tracked
Ac11 Actual measurement data and replanning data for the project are recorded
Ac12 The engineering group conducts periodic internal reviews to track technical progress, plans, performance, and
issues against the project management plan
Ac13 Formal reviews to address the accomplishments and results of the project are conducted at selected project
milestones according to a documented procedure
Me1 Measurements are made and used to determine the status of the project tracking and oversight activities
Ve1 The activities for project tracking and oversight are reviewed with senior management on a periodic basis
Ve2 The activities for project tracking and oversight are reviewed with the project manager on both a periodic and
event-driven basis
Ve3 The quality assurance group reviews and/or audits the activities and work products for project tracking and
oversight and reports the results

5. Subcontract Management
Co1 The project follows a written organizational policy for managing the subcontract
Co2 A subcontract manager is designated to be responsible for establishing and managing the subcontract
Ab1 Adequate resources and funding are provided for selecting the subcontractor and managing the subcontract
Ab2 Managers and other individuals who are involved in establishing and managing the subcontract are trained to
perform these activities
Ab3 Managers and other individuals who are involved in managing the subcontract receive orientation in the technical
aspects of the subcontract
Ac1 The work to be subcontracted is defined and planned according to a documented procedure
Ac2 The subcontractor is selected, based on an evaluation of the subcontractor bidders’ ability to perform the work,
according to a documented procedure
Ac3 The contractual agreement between the prime contractor and the subcontractor is used as the basis for
managing the subcontract
Ac4 A documented subcontractor’s project management plan is reviewed and approved by the prime contractor
Ac5 A documented and approved subcontractor’s project management plan is used for tracking the activities and
communicating status
Ac6 Changes to the subcontractor’s statement of work, subcontract terms and conditions, and other commitments
are resolved according to a documented procedure
Ac7 The prime contractor’s management conduct periodic status/coordination reviews with the subcontractor’s
management
Ac8 Periodic technical reviews and interchanges are held with the subcontractor
Ac9 Formal reviews to address the subcontractor’s engineering accomplishments and results are conducted at
selected milestones according to a documented procedure
Ac10 The prime contractor’s quality assurance group monitors the subcontractors’ quality assurance activities
according to a documented procedure
Ac11 The prime contractor’s configuration management group monitors the subcontractor’s activities for configuration
management according to a documented procedure
Ac12 The prime contractor conducts acceptance testing as part of the delivery of the subcontractor’s products
according to a documented procedure
Ac13 The subcontractor’s performance is evaluated on a periodic basis, and the evaluation is reviewed with the
subcontractor
Me1 Measurements are made and used to determine the status of the activities for managing the subcontract
Ve1 The activities for managing the subcontract are reviewed with senior management on a periodic basis
Ve2 The activities for managing the subcontract are reviewed with the project manager on both a periodic and event-
driven basis
Ve3 The quality assurance group reviews and/or audits the activities and work products for managing the subcontract
and reports the results

6. Quality Assurance
Co1 The organization follows a written policy for implementing quality assurance (QA)
Ab1 A group that is responsible for coordinating and implementing QA for the project (ie the QA group) exists
Ab2 Adequate resources and funding are provided for performing the QA activities
Ab3 Members of the QA staff are trained to perform their QA activities
Ab4 The members of the project receive orientation on the role, responsibilities, authority, and value of the QA group
Ac1 A QA plan is prepared for each project according to a documented procedure
Ac2 The QA group’s activities are performed in accordance with the QA plan
Ac3 The QA group participates in the preparation and review of the project’s project management plan, standards,
and procedures
Ac4 The QA group reviews the engineering activities to verify compliance
Ac5 The QA group audits designated work products (eg all deliverable products) to verify compliance
Ac6 The QA group periodically reports the results of its activities to the engineering group
Ac7 Deviations identified in the activities and work products are documented and handled according to a documented
procedure
Ac8 The QA group conducts periodic reviews of its activities and findings with the customer's QA personnel, as
appropriate
Me1 Measurements are made and used to determine the cost and schedule status of the QA activities
Ve1 The QA activities are reviewed with senior management on a regular basis
Ve2 The QA activities are reviewed with the project manager on both a periodic and event-driven basis
Ve3 Experts independent of the QA group periodically review the activities and work products of the project’s QA
group

7. Configuration Management
Co1 The project follows a written organizational policy for implementing configuration management (CM)
Ab1 A board having the authority for managing the project’s baselines exists or is established
Ab2 A group that is responsible for coordinating and implementing CM for the project exists
Ab3 Adequate resources and funding are provided for performing the CM activities
Ab3 Members of the CM group are trained in the objectives, procedures, and methods for performing their CM
activities
Ab5 Members of the engineering group and other related groups are trained to perform their CM activities
Ac1 A CM plan is prepared for each project according to a documented procedure
Ac2 A documented and approved CM plan is used as the basis for performing the CM activities
Ac3 A configuration management library system is established as a repository for the baselines
Ac4 The work products to be placed under configuration management are identified
Ac5 Change requests and problem reports for all configuration items/units are initiated, recorded, reviewed,
approved, and tracked according to a documented procedure
Ac6 Changes to baselines are controlled according to a documented procedure
Ac7 Products from the baseline are created and their release is controlled according to a documented procedure
Ac8 The status to configuration items/units is recorded according to a documented procedure
Ac9 Standard reports documenting the CM activities and the contents of the baseline are developed and made
available to affected groups and individuals
Ac10 Baseline audits are conducted according to a documented procedure
Me1 Measurements are made and used to determine the status of the CM activities
Ve1 The CM activities are reviewed with senior management on a periodic basis
Ve2 The CM activities are reviewed with the project manager on both a periodic and event-driven basis
Ve3 The CM group periodically audits baselines to verify that they conform to the documentation that defines them
Ve4 The quality assurance group reviews and/or audits the activities and work products for CM and reports the
results

8. Level 3
Process Focus
Co1 The organization follows a written organizational policy for coordinating process development and improvement
activities across the organization
Co2 Senior management sponsors the organization’s activities for process development and improvement
Co3 Senior management oversees the organization’s activities for process development and improvement
Ab1 A group that is responsible for the organization’s process activities exists
Ab2 Adequate resources and funding are provided for the organization’s process activities
Ab3 Members of the group responsible for the organization’s process activities receive required training to perform
these activities
Ab4 Members of the engineering group and other related groups receive orientation on the organization’s process
activities and their roles in those activities
Ac1 The process is assessed periodically, and action plans are developed to address the assessment findings
Ac2 The organization develops and maintains a plan for its process development and improvement activities
Ac3 The organization’s and projects’ activities for developing and improving their processes are coordinated at the
organization level
Ac4 The use of the organization’s process database is coordinated at the organizational level
Ac5 New processes, methods, and tools in limited use in the organization are monitored, evaluated, and, where
appropriate, transferred to other parts of the organization
Ac6 Training for the organization’s and projects’ processes is coordinated across the organization
Ac7 The groups involved in implementing the processes are informed of the organization’s and projects’ activities for
process development and improvement
Me1 Measurements are made and used to determine the status of the organization’s process development and
improvement activities
Ve1 The activities for process development and improvement are reviewed with senior management on a periodic
basis

9. Process Definition
Co1 The organization follows a written organizational policy for developing and maintaining a standard process and
related process assets
Ab1 Adequate resources and funding are provided for developing and maintaining the organization’s standard
process and related process assets
Ab2 The individuals who develop and maintain the organization’s standard process and related process assets
receive required training to perform these activities
Ac1 The organization’s standard process is developed and maintained according to a documented procedure
Ac2 The organization’s standard process is documented according to established organization standards
Ac3 Descriptions of life cycles that are approved for use by the projects are documented and maintained
Ac4 Guidelines and criteria for the projects’ tailoring of the organization’s standard process are developed and
maintained
Ac5 The organization’s process database is established and maintained
Ac6 A library of process-related documentation is established and maintained
Me1 Measurements are made and used to determine the status of the organization’s process definition
Ve1 The quality assurance group reviews and/or audits the organization’s activities and work products for developing
and maintaining the organization’s standard process and related process assets and reports the results

10. Training Program
Co1 The project follows a written policy for meeting its training needs
Ab1 A group responsible for fulfilling the training needs of the organization exists
Ab2 Adequate resources and funding are provided for implementing the training program
Ab3 Members of the training group have the necessary skills and knowledge to perform their training activities
Ab4 Managers receive orientation on the training program
Ac1 Each project develops and maintains a training plan that specifies its training needs
Ac2 The organization’s training plan is developed and revised according to a documented procedure
Ac3 The training for the organization is performed in accordance with the organization’s training plan
Ac4 Training courses prepared at the organization level are developed and maintained according to organization
standards
Ac5 A waiver procedure for required training is established and used to determine whether individuals already
possess the knowledge and skills required to perform in their designated roles
Ac6 Records of training are maintained
Me1 Measurements are made and used to determine the status of the training program activities
Me2 Measurements are made and used to determine the quality of the training program
Ve1 The training program activities are reviewed with senior management on a periodic basis
Ve2 The training program is independently evaluated on a periodic basis for consis tency with, and relevance to, the
organization’s needs
Ve3 The training program activities and work products are reviewed and/or audited and the results are reported

11. Integrated Management
Co1 The project follows a written organizational policy requiring that the project be planned and managed using the
organization’s standard process and related process assets
Ab1 Adequate resources and funding are provided for managing the project using the project’s defined process
Ab2 The individuals responsible for developing the project’s defined process receive required training in how to tailor
the organization’s standard process and use the related process assets
Ab3 The managers receive required training in managing the technical, administrative, and personnel aspects of the
project based on the project’s defined process
Ac1 The project’s defined process is developed by tailoring the organization’s standard process according to a
documented procedure
Ac2 Each project’s defined process is revised according to a documented procedure
Ac3 The project’s development plans, which describes the use of the project’s defined process, is developed and
revised according to a documented procedure
Ac4 The project is managed in accordance with the project’s defined process
Ac5 The organization’s process database is used for planning and estimating
Ac6 The size of the work products (or size of changes to the work products) is managed according to a documented
procedure
Ac7 The project’s effort and costs are managed according to a documented procedure
Ac8 The project’s critical computer resources are managed according to a documented procedure
Ac9 The critical dependencies and critical paths of the project’s schedule are managed according to a documented
procedure
Ac10 The project’s risks are identified, assessed, documented, and managed according to a documented procedure
Ac11 Reviews of the project are periodically performed to determine the actions needed to bring the project’s
performance and results in line with the current and projected needs of the business, customer, and end users,
as appropriate
Me1 Measurements are made and used to determine the effectiveness of the integrated management activities
Ve1 The activities for managing the project are reviewed with senior management on a periodic basis
Ve2 The activities for managing the project are reviewed with the project manager on both a periodic and event-
driven basis
Ve3 The quality assurance group reviews and/or audits the activities and work products for managing the project and
reports the results

12. Product Engineering
Co1 The project follows a written organizational policy for performing the engineering activities
Ab1 Adequate resources and funding are provided for performing the engineering tasks
Ab2 Members of the engineering technical staff receive required training to perform their technical assignments
Ab3 Members of the engineering technical staff receive orientation in related engineering disciplines
Ab4 The project manager and all managers receive orientation in the technical aspects of the project
Ac1 Appropriate engineering methods and tools are integrated into the project’s defined process
Ac2 The requirements are developed, maintained, documented, and verified by systematically analyzing the
allocated requirements according to the project’s defined process
Ac3 The design is developed, maintained, documented, and verified, according to the project’s defined process, to
accommodate the requirements and to form the framework for implementation
Ac4 The implementation is developed, maintained, documented, and verified, according to the project’s defined
process, to implement the requirements and design
Ac5 Testing is perform ed according to the project’s defined process
Ac6 Integration testing of the implemented parts is planned and performed according to the project’s defined process
Ac7 System and acceptance testing of the implementation are planned and performed to demonstrate that the
implementation satisfies its requirements
Ac8 The documentation that will be used to operate and maintain the implementation is developed and maintained
according to the project’s defined process
Ac9 Data on defects identified in Peer Reviews and testing are collected and analyzed according to the project’s
defined process
Ac10 Consistency is maintained across work products, including the plans, process descriptions, allocated
requirements, requirements, design, implementation, test plans, and test procedures
Me1 Measurements are made and used to determine the functionality and quality of the products
Me2 Measurements are made and used to determine the status of the product engineering activities
Ve1 The activities for product engineering are reviewed with senior management on a periodic basis
Ve2 The activities for product engineering are reviewed with the project manager on both a periodic and event-driven
basis
Ve3 The quality assurance group reviews and/or audits the activities and work products for product engineering and
reports the results

13. Intergroup Coordination
Co1 The project follows a written organizational policy for establishing interdisciplinary engineering teams
Ab1 Adequate resources and funding are provided for coordinating the engineering activities with other engineering
groups
Ab2 The support tools used by the different engineering groups are compatible to enable effective communication
and coordination
Ab3 All managers in the organization receive required training in teamwork
Ab4 All task leaders in each engineering group receive orientation in the processes, methods, and standards used by
the other engineering groups
Ab5 The members of the engineering group receive orientation in working as a team
Ac1 The engineering group and the other engineering groups participate with the customer and end users, as
appropriate, to establish the system requirements
Ac2 Representatives of the project’s engineering group work with representatives of the other engineering groups to
monitor and coordinate technical activities and resolve technical issues
Ac3 A documented plan is used to communicate intergroup commitments and to coordinate and track the work
performed
Ac4 Critical dependencies between engineering groups are identified, negotiated, and tracked according to a
documented procedure
Ac5 Work products produced as input to other engineering groups are reviewed by representatives of the receiving
groups to ensure that the work products meet their needs
Ac6 Intergroup issues not resolvable by the individual representatives of the project engineering groups are handled
according to a documented procedure
Ac7 Representatives of the project engineering groups conduct periodic technical reviews and interchanges
Me1 Measurements are made and used to determine the status of the intergroup coordination activities
Ve1 The activities for intergroup coordination are reviewed with senior management on a periodic basis
Ve2 The activities for intergroup coordination are reviewed with the project manager on both a periodic and event-
driven basis
Ve3 The quality assurance group reviews and/or audits the activities and work products for intergroup coordination
and reports the results

14. Peer Reviews
Co1 The project follows a written organizational policy for performing peer reviews
Ab1 Adequate resources and funding are provided for performing peer reviews on each work product to be reviewed
Ab2 Peer review leaders receive required training in how to lead peer reviews
Ab3 Reviewers who participate in peer reviews receive required training in the objectives, principles, and methods of
peer reviews
Ac1 Peer reviews are planned, and the plans are documented
Ac2 Peer reviews are performed according to a documented procedure
Ac3 Data on the conduct and results of peer reviews are recorded
Me1 Measurements are made and used to determine the status of the peer reviews activities
Ve1 The quality assurance group reviews and/or audits the activities and work products for peer reviews and reports
the results

15. Level 4
Quantitative Process Management
Co1 The project follows a written organizational policy for measuring and quantitatively controlling the performance of
the project's defined process
Co2 The organization follows a written organizational policy for analyzing the process capability of the organization's
standard process
Ab1 A group is responsible for coordinating the quantitative process management activities for the organization exists
Ab2 Adequate resources and funding are provided for the quantitative process management activities
Ab3 Support exists for collecting, recording, and analyzing data for selected process and product measures
Ab4 The individuals implementing or supporting quantitative process management receive required training to
perform these tasks
Ab5 The members of the engineering group and other related groups receive orientation on the goals and the value
of quantitative process management
Ac1 The project's project management plan for quantitative process management is developed according to a
documented procedure
Ac2 The project's quantitative process management activities are performed in accordance with the project's
quantitative process management plan
Ac3 The strategy for the data collection and the quantitative analyses to be performed are determined based on the
project's defined process
Ac4 The measurement data used to control the project's defined process quantitatively are collected according to a
documented procedure
Ac5 The project's defined process is analyzed and brought under quantitative control according to a documented
procedure
Ac6 Reports documenting the results of the project's quantitative process management activities are prepared and
distributed
Ac7 The process capability baseline for the organization's standard process is established and maintained according
to a documented procedure
Me1 Measurements are made and used to determine the status of the activities for quantitative process management
Ve1 The activities for quantitative process management are reviewed with senior management on a periodic basis
Ve2 The project's activities for quantitative process management are reviewed with the project manager on both a
periodic and event-driven basis
Ve3 The quality assurance group reviews and/or audits the activities and work products for quantitative process
management and reports the results

16. Quality Management
Co 1 The project follows a written organizational policy for managing quality
Ab1 Adequate resources and funding are provided for managing the quality of the products
Ab2 The individuals implementing and supporting quality management receive required training to perform their
activities
Ab3 The members of the engineering group and other related groups receive required training in quality management
Ac1 The project's quality plan is developed and maintained according to a documented procedure
Ac2 The project's quality plan is the basis for the project's activities for quality management
Ac3 The project's quantitative goals for the products are defined, monitored, and revised throughout the life cycle
Ac4 The quality of the project's products is meas ured, analyzed, and compared to the product's quantitative quality
goals on an event-driven basis
Ac5 The project's quantitative quality goals for the products are allocated appropriately to the subcontractors
delivering products to the project
Me1 Measurements are made and used to determine the status of the quality management activities
Ve1 The activities for quality management are reviewed with senior management on a periodic basis
Ve2 The activities for quality management are reviewed with the project manager on both a periodic and event-driven
basis
Ve3 The quality assurance group reviews and/or audits the activities and work products for quality management and
reports the results

17. Level 5
Defect Prevention
Co1 The organization follows a written policy for defect prevention activities
Co2 The project follows a written organizational policy for defect prevention activities
Ab1 An organization-level team to coordinate defect prevention activities exists
Ab2 A team to coordinate defect prevention activities for the project exists
Ab3 Adequate resources and funding are provided for defect prevention activities at the project and
organization levels
Ab4 Members of the engineering group and other related groups receive required training to perform their
defect prevention activities
Ac1 The project develops and maintains a plan for its defect prevention activities
Ac2 At the beginning of a task, the members of the team performing the task meet to prepare for the
activities of that task and the related defect prevention activities
Ac3 Causal analysis meetings are conducted according to a documented procedure
Ac4 Each of the teams assigned to coordinate defect prevention activities meets on a periodic basis to
review and coordinate implementation of action proposals from then causal analysis meetings
Ac5 Defect prevention data are documented and tracked across the teams coordinating defect prevention
activities
Ac6 Revisions to the organization's standard process resulting from defect prevention actions are
incorporated according to a documented procedure
Ac7 Revisions to the project's defined process resulting from defect prevention actions are incorporated
according to a documented procedure
Ac8 Members of the engineering groups and related groups receive feedback on the status and results of
the organization's and project's defect prevention activities on a periodic basis
Me1 Measurements are made and used to determine the status of the defect prevention activities
Ve1 The organization's activities for defect prevention are reviewed with senior management on a periodic
basis
Ve2 The project's activities for defect prevention are reviewed with the project manager of both a periodic
and event-driven basis
Ve3 The quality assurance group reviews and/or audits the activities and work products for defect
prevention and reports the results

18. Technology Change Management
Co1 The organization follows a written policy for improving its technological capability
Co2 Senior management sponsors the organization's activities for technology change management
Co3 Senior management oversees the organization's technology change management activities
Ab1 A group responsible for the organization's technology change management activities exists
Ab2 Adequate resources and funding are provided to establish and staff a group responsible for the
organization's technology change management activities
Ab3 Support exists for collecting and analyzing data needed to evaluate technology changes
Ab4 Appropriate data on the processes and work products are available to support analyses performed to
evaluate and select technology changes
Ab5 Members of the groups responsible for technology change management activities receive required
training to perform these activities
Ac1 The organization develops and maintains a plan for technology change management
Ac2 The group responsible for the organization's technology change management activities works with
the projects in identifying areas of technology change
Ac3 Managers and technical staff are kept informed of new technologies
Ac4 The group responsible for the organization's technology change management systematically
analyzes the organization's standard process to identify areas that need or could benefit from new
technology
Ac5 Technologies are selected and acquired for the organization and projects according to a documented
procedure
Ac6 Pilot efforts for improving technology are conducted, where appropriate, before a new technology is
introduced into normal practice
Ac7 Appropriate new technologies are incorporated into the organization's standard process according to
a documented procedure
Me1 Measurements are made and used to determine the status of the organization's activities for
technology change management
Ve1 The organization's activities for technology change management are reviewed with senior
management on a periodic basis
Ve2 The quality assurance group reviews and/or audits the activities and work products for technology
change management and reports the results

19. Process Change Management
Co1 The organization follows a written policy for implementing process improvements
Co2 Senior management sponsors the organization's activities for process improvement
Ab1 Adequate resources and funding are provided for process improvement activities
Ab2 Managers receive required training in process improvement
Ab3 The managers and technical staff of the engineering group and other related groups receive required
training in process improvement
Ab4 Senior management receives required training in process improvement
Ac1 A process improvement program is established which empowers the members of the organization to
improve the processes of the organization
Ac2 The group responsible for the organization's process activities (eg the engineering process group)
coordinates the process improvement activities
Ac3 The organization develops and maintains a plan for process improvement according to a documented
procedure
Ac4 The process improvement activities are performed in accordance with the process improvement plan
Ac5 Process improvement proposals are handled according to a documented procedure
Ac6 Members of the organization actively participate in teams to develop process improvements for
assigned process areas
Ac7 Where appropriate, the process improvements are installed on a pilot basis to determine their
benefits and effectiveness before they are introduced into normal practice
Ac8 When the decision is made to transfer a process improvement into normal practice, the improvement
is implemented according to a documented procedure
Ac9 Records of process improvement activities are maintained
Ac10 Managers and technical staff receive feedback on the status and results of the process improvement
activities on an event-driven basis
Me1 Measurements are made and used to determine the status of the process improvement activities
Ve1 The activities for process improvement are reviewed with senior management on a periodic basis
Ve2 The quality assurance group reviews and/or audits the activities and work products for process
improvement and report the results