Project Monitoring and Control (PMC) (CMMI-ACQ)

A project’s documented plan is the basis for monitoring activities, communicating status, and taking corrective action. Progress is primarily determined by comparing actual work product and task attributes, effort, cost, and schedule to the plan at prescribed milestones or control levels in the project schedule or WBS. Appropriate visibility of progress enables timely corrective action to be taken when performance deviates significantly from the plan. A deviation is significant if, when left unresolved, it precludes the project from meeting its objectives.

The term “project plan” is used throughout this process area to refer to the overall plan for controlling the project.

Monitoring and control functions are established early in the project as the project’s planning is performed and the acquisition strategy is defined. As the acquisition of technology solutions unfolds, monitoring and control activities are essential to ensure that appropriate resources are being applied and that acquirer activities are progressing according to plan.

When actual status deviates significantly from expected values, corrective actions are taken as appropriate. These actions can require replanning, which can include revising the original plan, establishing new agreements, or including additional mitigation activities in the current plan.

If corrective action is required to resolve variances from project plans, these actions should be defined and tracked to closure.

After one or more suppliers are selected and agreements are established, the role of monitoring and control becomes twofold: (1) the acquirer continues to monitor and control its activities and work products while also (2) monitoring and controlling supplier project progress and performance for impacts to the overall project plan.

The supplier project progress and performance reporting requirements are established in the supplier agreement consistent with the needs of the project.