ISO 9241-221:2023
Ergonomics of human-system interaction — Part 221: Human-centred design process assessment model
This document specifies the process references model (PRM) for human-centred design (HCD) according to ISO 9241-220, as well as the process assessment model (PAM) for assessing these processes, based on ISO/IEC 33020 and in accordance with the requirements of ISO/IEC 33004.
This HCD PAM contains a set of indicators to be considered while interpreting the intent of the HCD PRM defined in ISO 9241-220. These indicators can also be applied when implementing a process improvement programme post an assessment.
NOTE 1 The PRM in this document focuses on assessing HCD processes rather than system life cycle, for example as in ISO/IEC/IEEE 15288, or software life cycle, as in ISO/IEC/IEEE 12207.
NOTE 2 If processes beyond the scope of ISO 9241-220 are required, appropriate processes from other PRMs, such as ISO/IEC/IEEE 12207, ISO/IEC/IEEE 15288 or ISO/TS 18152, can be added based on the business needs of the organization.
The intended application of this document is computer-based interactive systems. While the processes apply to interactive systems that deliver services, they do not cover the design of those services. The relevant aspects of the processes can also be applied to simple or non-computer-based interactive systems.
NOTE 3 HCD concentrates on the human-centred aspects of design and not on other aspects of design, such as mechanical construction, programming or the basic design of services.
The process descriptions in this document provide the basis for a rigorous assessment of an enterprise’s capability to carry out human-centred processes in conformity with the ISO/IEC 33004 and ISO/IEC 33020.
This document is intended for use by organizations that want to address and improve their treatment of human-centred design of either their internal systems or the products and services they provide, and the procurement of systems and parts of systems. The processes can be applied by small- and medium-sized enterprises as well as by large organizations.
NOTE 4 The scope of application of the PAM is the same as that of the PRM, which is described in ISO 9241-220:2019, Clause 1.
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Foreword
Introduction
1 Scope
2 Normative references
3 Terms, definitions and abbreviated terms
3.1 Terms and definitions
3.2 Abbreviated terms
4 Conformity
5 PAM and capability determination
5.1 General
5.2 Process capability levels and process attributes
5.3 Process performance indicators
5.4 Process capability indicators
5.5 Process attribute rating
5.6 Process capability level model
6 Process reference model (PRM) and process performance indicators (PPIs) (Level 1)
6.1 General
6.2 HCP.1 process group: ensure enterprise focus on human-centred quality
6.2.1 Purpose and outcomes of HCP.1
6.2.2 HCP.1.1 – Incorporate human-centred quality in business strategy
6.2.3 HCP.1.2 – Institutionalize human-centred quality
6.3 HCP.2 process group: enable human-centred design across projects and systems
6.3.1 Purpose and outcomes of HCP.2
6.3.2 HCP.2.1 – Integration of human-centred design
6.3.3 HCP.2.2 – Resources for human-centred design
6.3.4 HCP.2.3 – Authorization and control of human-centred quality
6.4 HCP.3 process group: execute human-centred design within a project
6.4.1 Purpose and outcomes of HCP.3
6.4.2 HCP.3.1 process sub-group: plan and manage human-centred design for the project
6.4.3 HCP.3.2 process sub-group: identify the context of use
6.4.4 HCP.3.3 process sub-group: establish the user requirements
6.4.5 HCP.3.4 process sub-group: design solutions that meet user requirements
6.4.6 HCP.3.5 process sub-group: user-centred evaluation
6.5 HCP.4 process group: introduction, operation and end of life of a system
6.5.1 Purpose and outcomes of HCP.4
6.5.2 HCP.4.1 – Introducing the system
6.5.3 HCP.4.2 – Human-centred quality in operation
6.5.4 HCP.4.3 – Human-centred quality during upgrades
6.5.5 HCP.4.4 – Human-centred quality at the end of life of a system
7 Process capability levels and process attributes (Levels 0 to 5)
7.1 General
7.2 Process capability level 0: Incomplete process
7.3 Process capability level 1: Performed process
7.3.1 General
7.3.2 PA 1.1 – Process performance process attribute
7.4 Process capability level 2: Managed process
7.4.1 General
7.4.2 PA 2.1 – Performance management process attribute
7.4.3 PA 2.2 – Documented information management process attribute
7.5 Process capability level 3: Established process
7.5.1 General
7.5.2 PA 3.1 – Process definition process attribute
7.5.3 PA 3.2 – Process deployment process attribute
7.5.4 PA 3.3 – Process assurance process attribute
7.6 Process capability level 4: Predictable process
7.6.1 General
7.6.2 PA 4.1 – Quantitative analysis process attribute
7.6.3 PA 4.2 – Quantitative control process attribute
7.7 Process capability level 5: Innovating process
7.7.1 General
7.7.2 PA 5.1 – Process innovation process attribute
Annex A (informative) Explanation of the process reference and PAMs
Annex B (informative) Conformity of the process assessment and reference models with ISO/IEC 33004
Annex C (informative) Attributes to look for in work products as part of an assessment
Bibliography
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Foreword
Introduction
1 Scope
2 Normative references
3 Terms, definitions and abbreviated terms
3.1 Terms and definitions
3.2 Abbreviated terms
4 Conformity
5 PAM and capability determination
5.1 General
5.2 Process capability levels and process attributes
5.3 Process performance indicators
5.4 Process capability indicators
5.5 Process attribute rating
5.6 Process capability level model
6 Process reference model (PRM) and process performance indicators (PPIs) (Level 1)
6.1 General
6.2 HCP.1 process group: ensure enterprise focus on human-centred quality
6.2.1 Purpose and outcomes of HCP.1
6.2.2 HCP.1.1 – Incorporate human-centred quality in business strategy
6.2.3 HCP.1.2 – Institutionalize human-centred quality
6.3 HCP.2 process group: enable human-centred design across projects and systems
6.3.1 Purpose and outcomes of HCP.2
6.3.2 HCP.2.1 – Integration of human-centred design
6.3.3 HCP.2.2 – Resources for human-centred design
6.3.4 HCP.2.3 – Authorization and control of human-centred quality
6.4 HCP.3 process group: execute human-centred design within a project
6.4.1 Purpose and outcomes of HCP.3
6.4.2 HCP.3.1 process sub-group: plan and manage human-centred design for the project
6.4.3 HCP.3.2 process sub-group: identify the context of use
6.4.4 HCP.3.3 process sub-group: establish the user requirements
6.4.5 HCP.3.4 process sub-group: design solutions that meet user requirements
6.4.6 HCP.3.5 process sub-group: user-centred evaluation
6.5 HCP.4 process group: introduction, operation and end of life of a system
6.5.1 Purpose and outcomes of HCP.4
6.5.2 HCP.4.1 – Introducing the system
6.5.3 HCP.4.2 – Human-centred quality in operation
6.5.4 HCP.4.3 – Human-centred quality during upgrades
6.5.5 HCP.4.4 – Human-centred quality at the end of life of a system
7 Process capability levels and process attributes (Levels 0 to 5)
7.1 General
7.2 Process capability level 0: Incomplete process
7.3 Process capability level 1: Performed process
7.3.1 General
7.3.2 PA 1.1 – Process performance process attribute
7.4 Process capability level 2: Managed process
7.4.1 General
7.4.2 PA 2.1 – Performance management process attribute
7.4.3 PA 2.2 – Documented information management process attribute
7.5 Process capability level 3: Established process
7.5.1 General
7.5.2 PA 3.1 – Process definition process attribute
7.5.3 PA 3.2 – Process deployment process attribute
7.5.4 PA 3.3 – Process assurance process attribute
7.6 Process capability level 4: Predictable process
7.6.1 General
7.6.2 PA 4.1 – Quantitative analysis process attribute
7.6.3 PA 4.2 – Quantitative control process attribute
7.7 Process capability level 5: Innovating process
7.7.1 General
7.7.2 PA 5.1 – Process innovation process attribute
Annex A (informative) Explanation of the process reference and PAMs
Annex B (informative) Conformity of the process assessment and reference models with ISO/IEC 33004
Annex C (informative) Attributes to look for in work products as part of an assessment
Bibliography