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Process Development: Methodology and Implementation Strategy Public Deposited

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  • This white paper investigates methods to conduct effective and efficient process development within the context of the NSF funded construction of the Ocean Observatory Facility. The basis of this process development investigation was the CGSN Sensor Life Cycle project. During the course of this project the sensor life process was developed with CGSN project team members and sensor manufacturers. Initial process collaboration meetings were also conducted across the OOI organization with the Regional Scale Node (RSN) and CyberInfrastructure (CI) implementing organizations. The CGSN Sensor Life Cycle project provided valuable insights into collaborative process development. The input and feedback from CGSN, RSN, and CI captured during the collaborative process development are reflected throughout this white paper. Process development is defined as creating and implementing business processes--the steps and procedures that govern how resources are used to create products and services that meet the needs of particular customers.1 Process development is part of an extensive body of knowledge often referred to as business process management (BPM). Process development is not new; and there are many existing methodologies. 2-8 This white paper focuses on process development within the context of the Ocean Observatories Initiative (OOI) program. OOI process development faces the same challenges as any large organization: Complex cross functional processes, individual contribution vs. standardization, resistance to changing existing processes, organizational silos of activity, reliance on complex technology, remote locations and virtual teams, scarce project resources, and a diverse customer base. This white paper provides a practical guide and methodology that addresses these challenges. This “how to” guide for process development is comprised of three main components: 1) The Process Development Template, a series of steps for developing processes; 2) the Process Development Implementation Steps, a series of steps for managing process development within an organization; and 3) Step-by-step examples created during the Sensor Life Cycle project that illustrate process development deliverables. An integral part of process development is leveraging existing best practices. During the CGSN Sensor Life Cycle project, best practice organizations and individuals were identified, contacted, and engaged. The CGSN process project team continues to nurture these relationships, and collect and analyze information. The source documents have been placed in the Confluence project repository under CGSN Process Development (pending). The OOI Implementing Organizations (IOs) operations and maintenance strategies refer to a Telecom Operations Map (TOM).9-11 The TOM, a best practices publication developed by the TeleManagement Forum, is a reference framework for categorizing processes. This white paper discusses how the TOM, the Process Development Template (PDT), and the Process Development Implementation Steps (PDIS) complement each other. Together they provide a complete process development methodology. Process development may cross Implementing Organization (IO) boundaries or be contained within an IO. The scale of process development projects range from a simple process involving a few resources, to a complex process executed over many months. This practical process development methodology accommodates different levels of effort, efficiently and effectively utilizes project resources, and rapidly develops sustainable processes. This white paper may be seen as a “living training document” that can be applied, improved and updated as the OOI process development methodology continues to evolve. The organization of the white paper is as follows. Section 1 provides a general process development methodology overview, and demonstrates the complimentary aspects of the TOM, PDT and PDIS. Section 2 introduces the PDT and describes it in detail. Section 3 provides process development implementation steps that greatly increase the quality, speed, and collaborative nature of process development. Section 4 provides examples of PDT project deliverables, providing insights into understanding the application of the PDT.
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  • description.provenance : Submitted by Thomas Kearney (kearneyt@onid.orst.edu) on 2009-08-18T15:49:20Z No. of bitstreams: 1 OOI Process White Paper for COAS.pdf: 1109554 bytes, checksum: 4ebe577bdd1a5e66064358ed18431147 (MD5)
  • description.provenance : Made available in DSpace on 2009-08-18T19:36:57Z (GMT). No. of bitstreams: 1 OOI Process White Paper for COAS.pdf: 1109554 bytes, checksum: 4ebe577bdd1a5e66064358ed18431147 (MD5)
  • description.provenance : Approved for entry into archive by Linda Kathman(linda.kathman@oregonstate.edu) on 2009-08-18T19:36:57Z (GMT) No. of bitstreams: 1 OOI Process White Paper for COAS.pdf: 1109554 bytes, checksum: 4ebe577bdd1a5e66064358ed18431147 (MD5)



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