|Generic Practice||Process Area|
|GP 2.2 Plan the Process||PP|
|GP 2.3 Provide Resources||PP|
|GP 2.4 Assign Responsibility||PP|
|GP 2.5 Train People||OT|
|GP 2.6 Control Work Products||CM|
|GP 2.7 Identify and Involve Relevant Stakeholders||PP/PMC/IPM|
|GP 2.8 Monitor and Control the Process||PMC/MA|
|GP 2.9 Objectively Evaluate Adherence||PPQA|
|GP 2.10 Review Status with Higher Level Management||PMC|
|GP 3.1 Establish a Defined Process||IPM/OPD|
|GP 3.2 Collect Process Related Experiences||IPM/OPF/OPD|
If you’re doing all the stuff identified in the SPs, you’re also probably hitting all the GPs, too.
Before the generics are officially discarded to the dustbin of history, I want to point out one way they can still help: process templates. A level 3 maturity organization should have a defined process for…well…defining their processes. A document that defines a process should be based on a template created by the organization. What questions should we be forcing the author documenting a new process to answer? The generics provide these questions.