ISO/IEC TS 33062:2025

Technical
Specification
ISO/IEC TS 33062
First edition
Information technology — Process
2025-03
assessment — Process assessment
model for quantitative processes
to support higher levels of process
capability in ISO/IEC 33020
Technologies de l'information — Évaluation du processus —
Modèle d'évaluation du processus pour les processus quantitatifs
pour prendre en charge des niveaux plus élevés de capacité du
processus dans l'ISO/IEC 33020
Reference number
© ISO/IEC 2025
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© ISO/IEC 2025 – All rights reserved
ii
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 The process assessment model . 1
4.1 General .1
4.2 Structure of the process assessment model .2
4.2.1 General .2
4.2.2 Processes .2
4.2.3 Process dimension .3
4.2.4 Quality dimension .3
4.3 Assessment indicators .3
5 The process dimension . 4
5.1 General .4
5.2 Quantitative processes (QNT) .5
6 The quality dimension . 8
Annex A (informative) Information item description . 9
Bibliography .18

© ISO/IEC 2025 – All rights reserved
iii
Foreword
ISO (the International Organization for Standardization) and IEC (the International Electrotechnical
Commission) form the specialized system for worldwide standardization. National bodies that are
members of ISO or IEC participate in the development of International Standards through technical
committees established by the respective organization to deal with particular fields of technical activity.
ISO and IEC technical committees collaborate in fields of mutual interest. Other international organizations,
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The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types
of document should be noted. This document was drafted in accordance with the editorial rules of the ISO/
IEC Directives, Part 2 (see www.iso.org/directives or www.iec.ch/members_experts/refdocs).
ISO and IEC draw attention to the possibility that the implementation of this document may involve the
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received notice of (a) patent(s) which may be required to implement this document. However, implementers
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responsible for identifying any or all such patent rights.
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Organization (WTO) principles in the Technical Barriers to Trade (TBT) see www.iso.org/iso/foreword.html.
In the IEC, see www.iec.ch/understanding-standards.
This document was prepared by Joint Technical Committee ISO/IEC JTC 1, Information technology,
Subcommittee SC 7, Software and systems engineering.
Any feedback or questions on this document should be directed to the user’s national standards
body. A complete listing of these bodies can be found at www.iso.org/members.html and
www.iec.ch/national-committees.

© ISO/IEC 2025 – All rights reserved
iv
Introduction
The standards on process assessment developed by ISO/IEC JTC 1/SC 7 define the requirements and
resources needed for process assessment. The overall architecture and content of standards on process
assessment developed by ISO/IEC JTC 1/SC 7 is described in ISO/IEC 33001. Several standards on process
assessment developed by ISO/IEC JTC 1/SC 7 are intended to replace and extend parts of the ISO/IEC 15504
series. Abstracts and previews of on process assessment developed by ISO/IEC JTC 1/SC 7 can be found on
the ISO and IEC websites.
A process assessment model is related to one or more process reference models. The process reference
model for quantitative processes is used as the basis for the process assessment model in this document.
A process assessment model incorporates a process measurement framework conforming to the
requirements of ISO/IEC 33003 and is expressed as a process quality characteristic with a defined set of
process attributes.
A process assessment model includes a set of assessment indicators. Process performance indicators
address the process purpose and outcomes of each process in the process assessment model. Process
quality indicators demonstrate the achievement of the process attributes in the process measurement
framework. These indicators may also provide a reference source of practices when implementing a process
improvement program.
The assessment indicators are used as a basis for collecting objective evidence to support an assessor’s
judgement in assigning ratings of the performance and quality of an implemented process. The set of
indicators defined in this document are not intended to be an all-inclusive set and applicable in its entirety.
Subsets appropriate to the context and scope of the assessment should be selected and potentially augmented
with additional indicators.
A process assessment is conducted according to a documented assessment process. A documented
assessment process identifies the rating method to be used in rating process attributes and identifies or
defines the aggregation method to be used in determining ratings.

© ISO/IEC 2025 – All rights reserved
v
Technical Specification ISO/IEC TS 33062:2025(en)
Information technology — Process assessment — Process
assessment model for quantitative processes to support
higher levels of process capability in ISO/IEC 33020
1 Scope
This document defines a process assessment model for quantitative processes, conforming to the
requirements of ISO/IEC 33004, for use in performing a process assessment in accordance with the
requirements of ISO/IEC 33002.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO/IEC 33001, Information technology — Process assessment — Concepts and terminology
ISO/IEC 33004:2015, Information technology — Process assessment — Requirements for process reference,
process assessment and maturity models
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO/IEC 33001 apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
4 The process assessment model
4.1 General
This document provides a basis for a process assessment model that is two-dimensional. In one dimension,
the process dimension, the processes are defined and classified into process groups together with the set
of assessment indicators of process performance. In the other dimension, the quality dimension, for each
process attribute in the process measurement framework a set of process quality indicators is defined for
the selected process quality characteristic.

© ISO/IEC 2025 – All rights reserved
Figure 1 — Structure of the process assessment model
Figure 1 shows the process assessment model as a two-dimensional model, the process dimension with its
relationship to quantitative processes, and the quality dimension in relationship to a process measurement
framework.
Users of this document may freely reproduce the detailed descriptions contained in the assessment model as
part of any tool or other material to support the performance of process assessments, so that it can be used
for its intended purpose.
4.2 Structure of the process assessment model
4.2.1 General
This subclause describes the detailed structure of the process assessment model and its key components.
The process dimension comprises the set of processes defined with process purpose and process outcomes
together with a set of assessment indicators of process performance.
Processes included in a process reference model shall be in accordance with ISO/IEC 33004:2015, 5.4.
The processes in this document meet the ISO/IEC 33004 requirements for process descriptions, process
purposes and outcomes.
The quality dimension comprising a set of process attributes for a selected process quality characteristic is
incorporated as a process measurement framework together with a set of process quality indicators.
NOTE ISO/IEC 33020 provides a process measurement framework for the assessment of process capability which
can be incorporated into this document. ISO/IEC 33020 also includes a set of process quality indicators for each
process attribute in the process measurement framework.
4.2.2 Processes
Figure 2 lists the processes that are included in the process dimension of the process assessment model and
shows their classification into a process group.
The process group and its associated processes are described in Clause 5. The description of each process
group includes a characterization of the processes it contains. In this process assessment model, each
process belonging to a group is identified with a process identifier [ID] consisting of the group abbreviated
name and the sequential number of the process in that group.

© ISO/IEC 2025 – All rights reserved
Figure 2 — Process groups
4.2.3 Process dimension
Each process is described in terms of a purpose statement. These statements contain the unique functional
objectives of the process when performed in a particular environment. A list of specific process outcomes is
associated with each of the process purpose statements, as a list of expected positive results of the process
performance.
4.2.4 Quality dimension
For the quality dimension, the minimum requirement is that the process is performed, i.e. the implemented
process achieves its process purpose and the expected outcomes are observable.
Process attributes are features of a process that can be evaluated on a scale of achievement, providing a
measure of the quality of the process and are applicable to all processes.
4.3 Assessment indicators
A process assessment model is based on the principle that the quality of a process can be assessed by
demonstrating the achievement of process attributes on the basis of evidences related to assessment
indicators.
There are two types of assessment indicators: process performance indicators and process quality
indicators. Process performance indicators address the process purpose and outcomes of each process in
the process dimension. Process quality indicators demonstrate the achievement of the process attributes in
the quality dimension.
The process performance indicators are:
— base practice (BP);
— process input (PI);
— process output (PO).
The performance of base practices (BPs) provides an indication of the extent of achievement of the process
purpose and process outcomes. Process outputs (POs) are either used or produced (or both), when
performing the process. Information items that are the key outputs of the processes are primarily used as
performance indicators.
Annex A provides the list of process outputs associated with the processes in Clause 5. The process outputs
are identified by categories. The process outputs are indicated by process IDs.
Process quality indicators depend on the process quality characteristic of interest. The minimum
requirement is that at least one of the process attributes shall comprise the achievement of the defined
process purpose and process outcomes for the process; this is termed the process performance attribute
(see ISO/IEC 33003:2015, 4.2.1). Other process quality attributes can be defined as needed.
The process performance and process quality indicators represent types of objective evidence that might be
found in an instantiation of a process and therefore could be used to judge achievement of quality. Figure 3
shows how the assessment indicators are related to process performance and process quality.

© ISO/IEC 2025 – All rights reserved
Figure 3 — Assessment indicators
5 The process dimension
5.1 General
The process dimension comprises the set of processes defined with process purpose and process outcomes
together with a set of assessment indicators of process performance.
The individual processes each have a process identifier [ID] consisting of the process group abbreviated
name and the sequential number of the process in that group and are described in terms of process name,
process purpose, and process outcomes as described in ISO/IEC/IEEE 24774.
In addition, the process dimension of the process assessment model provides information in the form of a set of:
a) base practices for the process providing a definition of the tasks and activities needed to accomplish
the process purpose and fulfil the process outcomes; each base practice is associated to one or more
process outcomes; and
b) process outputs that are related to one or more process outcomes.
The process purposes, outcomes, base practices and process outputs associated with the processes are
included in this clause. The base practices and process outputs constitute the set of indicators of process
performance.
A documented assessment process and assessor judgment is needed to ensure that process context
(application domain, business purpose, development methodology, size of the organization, etc.) is
considered when using this information.

© ISO/IEC 2025 – All rights reserved
5.2 Quantitative processes (QNT)
The process dimension comprises the set of quantitative processes defined with process purpose and process
outcomes together with a set of assessment indicators of process performance, namely, base practices and
input and output information items. See Table 1 and Table 2.
Table 1 — QNT.1 Quantitative performance management
Process ID QNT.1
Name Quantitative performance management
Purpose The purpose of the quantitative performance management process is to establish and maintain a
quantitative understanding of the performance of the organization's processes through measure-
ment and the use of appropriate quantitative techniques to ensure that performance of the organ-
ization's implemented processes support the achievement of the organization's relevant business
goals.
Process out- As a result of full achievement of this process attribute:
come
1) Processes or process elements are selected for quantitative management on the basis of their
relevance and significance to the achievement of business goals;
2) Measures and analytical techniques to be used in quantitatively managing the processes or
process elements are established and maintained;
3) Process performance data is collected and analysed using appropriate statistical or other
quantitative techniques to establish an understanding of the variation of the selected
processes or process elements;
4) Special causes of variation (assignable causes) in process performance are identified;
5) Corrective and preventive actions are implemented to address the special and other causes of
variation to the business quality and performance objectives;
6) Performance of the selected processes or process elements is monitored and controlled to
establish stable, capable and predictable processes within control limits.
Base practices QNT.1.BP1 Determine the business goals to be addressed by quantitative management.
1) Select the relevant business goals from the organization's business goals to be addressed by
quantitative measurement. [Process outcome 1]
QNT.1.BP2 Select the processes or process elements to be addressed by quantitative man-
agement based on the relevant business goals.
1) Select the processes or process elements from the organization's set of standard processes
that are to be included in the organization's quantitative measurement. [Process outcome 1]
QNT.1.BP3 Establish the organization's set of appropriate quantitative techniques.
1) Establish the organization's set of statistical or other quantitative techniques to manage the
organization's set of processes. [Process outcomes 1,2]
QNT.1.BP4 Collect and analyse the measurement data.
1) Analyse the measurement data using the organization's set of statistical or quantitative
techniques to establish an understanding of the variation of the selected processes or process
elements. [Process outcomes 3,6]
QNT.1.BP5 Establish the control limits of process performance.
1) Establish and maintain the control limits of process performance for the process or process
elements based on historical data. [Process outcome 6]
QNT.1.BP6 Identify and analyse special causes of variation.
1) Identify and analyse special causes of variation to determine the root cause. [Process outcome
4]
QNT.1.BP7 Determine the corrective and preventative actions.
1) Determine corrective and preventative actions (as needed) to be taken to address the special
and other causes of variation to prevent re-occurrence. [Process outcomes 5,6]
QNT.1.BP8 Implement the corrective and preventative actions.

© ISO/IEC 2025 – All rights reserved
TTabablele 1 1 ((ccoonnttiinnueuedd))
1) Implement the corrective and preventative actions (as needed) to address variances outside
control and performance limits. [Process outcome 5]
QNT.1.BP9 Monitor the performance of the selected processes or process elements.
1) Monitor the performance of the selected processes or process elements to establish stable,
capable and predictable processes within control and performance limits. NOTE An
organization may establish process performance models based on organizational process
performance baselines to establish predictable processes. [Process outcome 3]
Inputs
03-04 Customer satisfaction data [Process outcome 3]
03-06 Process performance data [Process outcome 3]
07-05 Project measure [Process outcome 2]
07-06 Quality measure [Process outcome 2]
08-13 Quality plan [Process outcome 1]
Outputs
03-06 Process performance data [Process outcome 3]
07-01 Customer satisfaction survey [Process outcome 3]
07-04 Process measure for performance management [Process outcome 2]
07-10 Process performance model for performance management [Process outcome 2]
10-06 Process control limit [Process outcomes 4,6]
14-02 Corrective action register for performance management [Process outcome 5]
14-12 Preventive action register for performance management [Process outcome 5]
15-01 Analysis report for performance management [Process outcome 3]
15-08 Risk analysis report [Process outcome 6]
15-18 Process performance report [Process outcome 6]
16-06 Process repository [Process outcome 1]
16-07 Measurement repository [Process outcome 3]
19-02 Process strategy [Process outcome 1]
19-15 List of selected processes and/or process elements [Process outcome 1]
Table 2 — QNT.2 Quantitative process improvement
Process ID QNT.2
Name Quantitative process improvement
Purpose The purpose of the quantitative process improvement process is to improve the performance of
selected processes that are fundamental to achieve an organization's business goals in a systemati-
cally planned and predictable manner, based on quantitative analysis of the impact of the proposed
changes.
Process out- As a result of full achievement of this process attribute:
come
1) New processes, new technologies and new process concepts are examined to identify
improvement opportunities on the basis of their relevance and significance to the achievement
of key business goals;
2) Results of data analysis are used to identify common causes of variation in process performance
and opportunities for best practice and innovation;
3) Each improvement opportunity is analysed and selected based on their relevance and
significance to the achievement of business goals;
4) Process improvements are piloted to select those for implementation across the organization;
and
5) Process improvements are deployed and the effects of implementation are quantitatively
analysed on the basis of actual performance against the defined process improvement objectives.
Base prac- QNT.2.BP01 Identify improvement opportunities.
tices
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1) Identify potential improvement opportunities for processes, arising from new technologies and
process concepts. [Process outcome 1]
QNT.2.BP02 Identify common causes of variation.
1) Analyse process performance and other data using of statistical or quantitative techniques to
identify common causes of variation. [Process outcome 2]
QNT.2.BP03 Identify opportunities for best practice and innovation.
1) Analyse process performance and other data to identify opportunities for best practice and
innovation. [Process outcome 2]
QNT.2.BP04 Select the improvement opportunities.
1) Select the improvement opportunities based on their relevance and significance to the
achievement of business goals. [Process outcome 3]
QNT.2.BP05 Establish process improvement objectives for improvement opportunities.
1) Analyse the costs, benefits, and risks of the improvement opportunities and the contribution
towards meeting the organization's process performance objectives. [Process outcome 3]
QNT.2.BP06 Establish quantitative measures for the improvement opportunities.
1) Establish quantitative measures for improvement opportunities with respect to the process
improvement objectives. [Process out
...