Summary

Integrate the project plan and other plans that affect the project to describe the project’s defined process.

Description

Refer to the Organizational Process Definition (OPD) (CMMI-ACQ) process area for more information about establishing organizational process assets and, in particular, establishing the organization’s measurement repository.


Refer to the Organizational Process Focus (OPF) (CMMI-ACQ) process area for more information about establishing organizational process needs and determining process improvement opportunities.


Refer to the Project Planning (PP) (CMMI-ACQ) process area for more information about developing a project plan.


This specific practice extends the specific practices for establishing and maintaining a project plan to address additional planning activities such as incorporating the project’s defined process, coordinating with relevant stakeholders, using organizational process assets, incorporating plans for peer reviews, and establishing objective entry and exit criteria for tasks.

The development of the project plan should account for current and projected needs, objectives, and requirements of the organization, customer, suppliers, and end users as appropriate.

Example Work Products



  1. Integrated plans


Example Supplier Deliverables



  1. Supplier plans


Subpractices



1. Integrate other plans that affect the project with the project plan.

 

Other plans that affect the project plan can include the following:
  • Quality assurance plans
  • Risk management strategy
  • Verification and validation plans
  • Transition to operations and support plans
  • Configuration management plans
  • Documentation plans
  • Staff training plans



2. Incorporate into the project plan the definitions of measures and measurement activities for managing the project.

 

Examples of measures that would be incorporated include the following:
  • Organization’s common set of measures
  • Additional project specific measures


Refer to the Measurement and Analysis (MA) (CMMI-ACQ) process area for more information about developing and sustaining a measurement capability used to support management information needs.



3. Identify and analyze product and project interface risks.

Refer to the Risk Management (RSKM) (CMMI-ACQ) process area for more information about identifying and analyzing risks.



4. Schedule tasks in a sequence that accounts for critical development and delivery factors and project risks.

 

Examples of factors considered in scheduling include the following:
  • Size and complexity of tasks
  • Needs of the customer and end users
  • Availability of critical resources
  • Availability of key staff



5. Incorporate plans for performing peer reviews on work products of the project’s defined process.

6. Incorporate the training needed to perform the project’s defined process in the project’s training plans.

This task typically includes negotiating with the organizational training group on the support they will provide.



7. Establish objective entry and exit criteria to authorize the initiation and completion of tasks described in the work breakdown structure (WBS).

Refer to the Project Planning (PP) (CMMI-ACQ) process area for more information about estimating the scope of the project.



8. Ensure that the project plan is appropriately compatible with the plans of relevant stakeholders.

Typically the plan and changes to the plan will be reviewed for compatibility.



9. Identify how conflicts will be resolved that arise among relevant stakeholders.

Refer to the Agreement Management (AM) (CMMI-ACQ) process area for more information about ensuring that the supplier and the acquirer perform their work according to the terms of the supplier agreement.