The capability levels of a process area are achieved through the application of generic practices or suitable alternatives to the processes associated with that process area.

Reaching capability level 1 for a process area is equivalent to saying that the processes associated with that process area are performed processes.

Reaching capability level 2 for a process area is equivalent to saying that there is a policy that indicates you will perform the process. There is a plan for performing it, resources are provided, responsibilities are assigned, training to perform it is provided, selected work products related to performing the process are controlled, and so on. In other words, a capability level 2 process can be planned and monitored just like any work or support activity.

Reaching capability level 3 for a process area is equivalent to saying that an organizational standard process exists associated with that process area, which can be tailored to the needs of the work. The processes in the organization are now more consistently defined and applied because they are based on organizational standard processes.

After an organization has reached capability level 3 in the process areas it has selected for improvement, it can continue its improvement journey by addressing high maturity process areas (Organizational Process Performance, Quantitative Work Management, Causal Analysis and Resolution, and Organizational Performance Management).

The high maturity process areas focus on improving the performance of those processes already implemented. The high maturity process areas describe the use of statistical and other quantitative techniques to improve organizational and work group processes to better achieve business objectives.

When continuing its improvement journey in this way an organization can derive the most benefit by first selecting the OPP and QWM process areas, and bringing those process areas to capability levels 1, 2, and 3. In doing so, work groups and organizations align the selection and analyses of processes more closely with their business objectives.

After the organization attains capability level 3 in the OPP and QWM process areas, the organization can continue its improvement path by selecting the CAR and OPM process areas. In doing so, the organization analyzes the business performance using statistical and other quantitative techniques to determine performance shortfalls, and identifies and deploys process and technology improvements that contribute to meeting quality and process performance objectives. Work groups and the organization use causal analysis to identify and resolve issues affecting performance and promote the dissemination of best practices.