My premise is that there must be something beyond a simple assessment of a management process and I think that is the actualisation of that management process. The idea is to not measure the theoretical effectiveness the organisation's management process but to measure how productive and effective is the output of the management process. ie the value of rapid actualisation.
I think this draws some broad similarities to the ISO System Engineering, Design for Six Sigma, AGILE, CMMI and my own rapid value actualisation method.
|ISO 15288||Six Sigma||AGILE||Capability Maturity Model Assessment||Rapid Value
|Stakeholder Requirements Definition Process
Requirements Analysis Process (Clause 6.4.2)
Earned Value Framework
|Architectural Design Process (Clause 6.4.3)||Measure||Design||Managed||Model Based Design|
|Implementation Process (Clause 6.4.4)
Verification Process (Clause 6.4.6)
|Analyse||Develop||Process Defined||Rapid Prototyping/
|Design||Integrate & Test||Quantitatively Managed||Change Management|
Maintenance Process (Clause 6.4.10)
I would have liked to have worked Prince2 into the above table but its more a management framework to be overlaid onto a product development cycle. This article has the best view I have seen of the seven Prince2 Management processes.
Although this article does have a good view on overlaying Prince2 onto a project/product development process.