Summary

Manage the project using the project plan, other plans that affect the project, and 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.


Refer to the Organizational Process Focus (OPF) (CMMI-ACQ) process area for more information about establishing organizational process needs, deploying organizational process assets, and deploying standard processes.


Refer to the Project Monitoring and Control (PMC) (CMMI-ACQ) process area for more information about providing an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.


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


Example Work Products



  1. Work products created by performing the project’s defined process
  2. Collected measures (i.e., actuals) and status records or reports
  3. Revised requirements, plans, and commitments
  4. Integrated plans


Example Supplier Deliverables



  1. Supplier project progress and performance reports


Subpractices



1. Implement the project’s defined process using the organization’s process asset library.

 

This task typically includes the following activities:
  • Incorporating artifacts from the organization’s process asset library into the project as appropriate
  • Using lessons learned from the organization’s process asset library to manage the project



2. Monitor and control the project’s activities and work products using the project’s defined process, project plan, and other plans that affect the project.

 

This task typically includes the following activities:
  • Using the defined entry and exit criteria to authorize the initiation and determine the completion of tasks
  • Monitoring activities that could significantly affect actual values of the project’s planning parameters
  • Tracking project planning parameters using measurable thresholds that will trigger investigation and appropriate actions
  • Monitoring product and project interface risks
  • Managing external and internal commitments based on plans for tasks and work products of the project’s defined process


An understanding of the relationships among tasks and work products of the project’s defined process and of the roles to be performed by relevant stakeholders, along with well-defined control mechanisms (e.g., peer reviews), achieves better visibility into project performance and better control of the project.



3. Obtain and analyze selected measurements to manage the project and support organization needs.

Refer to the Measurement and Analysis (MA) (CMMI-ACQ) process area for more information about obtaining measurement data and analyzing measurement data.



4. Periodically review and align the project’s performance with current and anticipated needs, objectives, and requirements of the organization, customer, and end users as appropriate.

This review includes alignment with organizational process needs and objectives.

 

Examples of actions that achieve alignment include the following:
  • Changing the schedule with appropriate adjustments to other planning parameters and project risks
  • Changing requirements or commitments in response to a change in market opportunities or customer and end-user needs
  • Terminating the project



5. Address causes of selected issues that can affect project objectives.

Issues that require corrective action are determined and analyzed as in the Analyze Issues and Take Corrective Actions specific practices of the Project Monitoring and Control process area. As appropriate, the project may periodically review issues previously encountered on other projects or in earlier phases of the project, and conduct causal analysis of selected issues to determine how to prevent recurrence for issues which can significantly affect project objectives. Project process changes implemented as a result of causal analysis activities should be evaluated for effectiveness to ensure that the process change has prevented recurrence and improved performance.