Organizational Concepts and Systems

A group of people and facilities with defined responsibilities, authorities, and relationships.

Any entity that enters into an agreement.

A difficulty, uncertainty, or undesirable event that requires investigation and correction.

A set of interconnected activities that transform inputs into outputs.

The main goal of a process and the expected positive results if done correctly.

The result of a process. Can be tangible (physical) or intangible (services).

An effort with a clear start and finish, aimed at creating a product or service.

A unique process involving coordinated activities from Project and Technical Processes.

Man-made entities designed to provide products or services in specific environments, benefiting users and stakeholders.

Components that make up a system, such as hardware, software, data, humans, processes, procedures, facilities, materials, and natural entities.

The perspective of a system depends on the individual or group involved, influencing their understanding of its purpose and components.

A system's boundaries are defined to encompass relevant objectives and practical solutions, providing a clear scope for its operation.

System elements are interconnected in a hierarchical or structured manner, allowing for complex interactions within the system.

Any part of a system can be considered as a smaller, independent system on its own, promoting modularity and understanding of its function.

A system is composed of integrated and defined elements that work together to achieve its overall objectives.

Humans can interact with systems as external users or as internal operators, playing distinct roles within the system's functioning.

Each life cycle process has a strong link between its results, actions, and tasks. Processes should be as independent as possible, and a single organization should be able to execute each process.

Processes in ISO/IEC/IEEE 15288 are described by their title, purpose, outcomes, activities, and tasks.

Processes in ISO/IEC/IEEE 15288 can be characterized by attributes such as title, purpose, outcomes, activities, and tasks.

The set of cohesive tasks that make up a process.

A requirement, recommendation, or permissible action intended to support the achievement of the outcomes of a process.

The observable results expected from the successful performance of a process.

A process in which a standard is adapted to specific needs.

Tailoring should not diminish the perceived value of a claim of conformance to a standard. It's important for others to understand how tailoring has affected the standard.

The process organizations use to obtain products or services that meet their needs.

An agreement between an acquirer and a supplier, outlining the exchange of goods or services.

One or more organizations that provide products or services to an acquirer.

The party who wants to obtain a product or service.

The process by which organizations provide products or services to others.

A formal request made by an acquirer to obtain a specific product or service.

A change request to an agreement made by either the acquirer or supplier.

The process of accepting a delivered product or service after confirming it meets the agreement's terms.

The process of planning and carrying out the purchase of a product or service from an external supplier.

A strategy that outlines how the acquisition process will be managed, including risks, milestones, and selection criteria.

Evaluating and ranking potential suppliers based on defined criteria to determine the most suitable one.

A formal agreement outlining all the terms and conditions of the supply, including price, delivery, and performance expectations.

The process of monitoring and controlling the cost, schedule, and performance of the product or service being acquired.

The process of documenting the justification for supplier selection decisions.

The process of communicating with suppliers about their evaluation results, including why they were or were not selected.

Organizational Project-Enabling Processes handle the resources needed to meet the organization's expectations and stakeholders' needs. They influence the project's overall environment, ensuring it aligns with the organization's strategy and goals.

These processes are concerned with the technical aspects of a project, including planning, execution, and monitoring to ensure technical tasks are completed on time and within budget.

Organizational Project-Enabling Processes encompass a range of activities that establish the framework for project management within an organization. This includes defining procedures, selecting life cycle models, approving or canceling projects, and setting quality standards for deliverables.

Technical Management Processes typically involve activities like planning technical tasks, managing technical information, assessing technical progress, controlling technical work, and making informed technical decisions.

The goal of Organizational Project-Enabling Processes is to create a positive and supportive environment for projects. They establish a clear path for projects to follow, ensuring alignment with the organization's overall strategy and objectives.

Technical Management Processes are crucial because they directly manage the technical aspects of a project. They help to ensure that the technical work is done correctly, efficiently, and effectively, leading to high-quality deliverables.

Organizational Project-Enabling Processes apply to both profit-making and non-profit organizations. Both types of organizations are accountable to stakeholders and need to manage resources effectively, making these processes relevant across various sectors.

The Technical Management Processes are a vital link between the technical effort of a project and its overall success. They ensure that the technical work aligns with the project plans and contributes to achieving the intended goals.