Project Monitoring & Control (PMC) Category: Project Management
Notes:
·
The contents of this web page were extracted from
the following document: Capability Maturity Model® Integration
(CMMISM), Version 1.1, Continuous Representation,
CMU/SEI-2002-TR-011, March 2002 (CMMI-SE/SW/IPPD/SS). Copyright 2002 by Carnegie
Mellon University. NO WARRANTY.
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·
In the CMMI, a subset is known as a "Process Area
(PA)" and a requirement is known as a "Practice". The specific practices are
referred to as SPs and the generic practices are referred to as GPs.
·
This web page contains the text for SPs and GPs as
it appears in Chapter 7 of the CMMI document, in the section corresponding to
the process area named in the heading of this page. This web page does not
include the detailed description of the GPs that appears in a separate chapter
of the CMMI document; the
detailed description of the GPs is available in a separate web
page. (Note: Using the hyperlink provided here will open that web page in a
separate window.)
______________________________________________________________
Purpose The purpose of Project Monitoring and Control is to
provide 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. [PA162]
Introductory Notes 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 within the project schedule or work breakdown structure. Appropriate visibility 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. [PA162.N101]
The term “project plan” is used throughout these practices to refer to the overall plan for controlling the project. [PA162.N102]
When actual status deviates significantly from the
expected values, corrective actions are taken as appropriate. These actions may
require re-planning, which may include revising the original plan, establishing
new agreements, or including additional mitigation activities within the current
plan. [PA162.N103]
Specific Goals
SG 1
Monitor Project Against Plan [PA162.IG101]
Actual performance and progress of the project are monitored against the project plan.
SG 2
Manage Corrective Action to Closure
[PA162.IG102]
Corrective actions are managed to closure when the project's performance or results deviate significantly from the plan.
Generic Goals
GG 1
Achieve Specific Goals [CL102.GL101]
The process supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products.
GG 2
Institutionalize a Managed Process [CL103.GL101]
The process is institutionalized as a managed process.
GG 3
Institutionalize a Defined Process [CL104.GL101]
The process is institutionalized as a defined process.
GG 4
Institutionalize a Quantitatively Managed Process
[CL105.GL101]
The process is institutionalized as a quantitatively managed process.
GG 5
Institutionalize an Optimizing Process [CL106.GL101]
The process is institutionalized as an optimizing process.
Practice-to-Goal Relationship Table
SG 1 Monitor Project Against Plan
[PA162.IG101]
SP 1.1-1 Monitor Project Planning Parameters
SP 1.2-1 Monitor Commitments
SP 1.3-1 Monitor Project Risks
SP 1.4-1 Monitor Data Management
SP 1.5-1 Monitor Stakeholder Involvement
SP 1.6-1 Conduct Progress Reviews
SP 1.7-1 Conduct Milestone Reviews
SG 2 Manage Corrective Action to Closure [PA162.IG102]
SP 2.1-1 Analyze Issues
SP 2.2-1 Take Corrective Action
SP 2.3-1 Manage Corrective Action
GG 1 Achieve Specific Goals [CL102.GL101]
GP 1.1 Perform Base Practices
GG 2 Institutionalize a Managed Process [CL103.GL101]
GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.5 Train People
GP 2.6 Manage Configurations
GP 2.7 Identify and Involve Relevant Stakeholders
GP 2.8 Monitor and Control the Process
GP 2.9 Objectively Evaluate Adherence
GP 2.10 Review Status with Higher Level Management
GG 3 Institutionalize a Defined Process [CL104.GL101]
GP 3.1 Establish a Defined Process
GP 3.2 Collect Improvement Information
GG 4 Institutionalize a Quantitatively Managed Process [CL105.GL101]
GP 4.1 Establish Quantitative Objectives for the Process
GP 4.2 Stabilize Subprocess Performance
GG 5 Institutionalize an Optimizing Process [CL106.GL101]
GP 5.1 Ensure Continuous Process Improvement
GP 5.2 Correct Root Causes of Problems
Specific Practices by Goal
SG 1 Monitor Project Against Plan
Actual performance and progress of the project are monitored against the project
plan.
[PA162.IG101]
SP 1.1-1 Monitor Project Planning Parameters
Monitor the actual values of the project planning parameters against the project
plan. [PA162.IG101.SP101]
Project planning parameters constitute typical indicators
of project progress and performance and include attributes of work products and
tasks, cost, effort, and schedule. Attributes of the work products and tasks
include such items as size, complexity, weight, form, fit, or function. [PA162.IG101.SP101.N101]
Monitoring typically involves measuring the actual values
of project planning parameters, comparing actual values to the estimates in the
plan, and identifying significant deviations. Recording actual values of the
project planning parameters includes recording associated contextual information
to help understand the measures. An analysis of the impact that significant
deviations have on determining what corrective actions to take is handled in the
second specific goal and its specific practices in this process area. [PA162.IG101.SP101.N102]
Typical Work Products
1. Records of
project performance [PA162.IG101.SP101.W101]
2. Records of
significant deviations [PA162.IG101.SP101.W102]
Subpractices
1. Monitor progress against the
schedule. [PA162.IG101.SP101.SubP101]
Progress monitoring typically
includes the following:
[PA162.IG101.SP101.SubP101.N101]
· Periodically measuring the actual completion of activities and milestones
· Comparing actual completion of activities and milestones against the schedule documented in the project plan
· Identifying significant deviations from the schedule estimates in the project plan
2. Monitor the project's cost and
expended effort. [PA162.IG101.SP101.SubP102]
Effort and cost monitoring
typically includes the following: [PA162.IG101.SP101.SubP102.N101]
· Periodically measuring the actual effort and cost expended and staff assigned
· Comparing actual effort, costs, staffing, and training to the estimates and budgets documented in the project plan
· Identifying significant deviations from the budgets in the project plan
3. Monitor the attributes of the
work products and tasks. [PA162.IG101.SP101.SubP103]
Refer to the Project Planning process area for information about the attributes
of work products and tasks. [PA162.IG101.SP101.SubP103.R101]
Monitoring the attributes of the
work products and tasks typically includes the following:
[PA162.IG101.SP101.SubP103.N101]
· Periodically measuring the actual attributes of the work products and tasks, such as size or complexity (and the changes to the attributes)
· Comparing the actual attributes of the work products and tasks (and the changes to the attributes) to the estimates documented in the project plan
· Identifying significant deviations from the estimates in the project plan
4. Monitor resources provided and
used. [PA162.IG101.SP101.SubP104]
Refer to the Project Planning process area for information about planned
resources. [PA162.IG101.SP101.SubP104.R101]
For Software Engineering
Examples of software-engineering resources include the following: [PA162.IG101.SP101.SubP104.AMP101]
· Host computers and peripherals
· Networks
· Software test computers and peripherals
· Target computer environment software
· Software-engineering environment (e.g., software tools)
Examples of resources include: [PA162.IG101.SP101.SubP104.N101]
· Physical facilities
· Computers, peripherals, and software used in design, manufacturing, testing and operation
· Networks
· Security environment
· Project staff
· Processes
5. Monitor the knowledge and
skills of project personnel. [PA162.IG101.SP101.SubP105]
Refer to the Project Planning process area for information about planning for
knowledge and skills needed to perform the project.
[PA162.IG101.SP101.SubP105.R101]
Monitoring the knowledge and
skills of the project personnel typically includes the following:
[PA162.IG101.SP101.SubP105.N101]
· Periodically measuring the acquisition of knowledge and skills by project personnel
· Comparing the actual training obtained to that documented in the project plan
· Identifying significant deviations from the estimates in the project plan
6. Document the significant
deviations in the project planning parameters.
[PA162.IG101.SP101.SubP106]
Monitor commitments against those identified in the project plan. [PA162.IG101.SP102]
Typical Work Products
1. Records of
commitment reviews [PA162.IG101.SP102.W101]
Subpractices
1. Regularly review commitments
(both external and internal). [PA162.IG101.SP102.SubP101]
2. Identify commitments that have
not been satisfied or which are at significant risk of not being satisfied. [PA162.IG101.SP102.SubP102]
3. Document the results of the
commitment reviews. [PA162.IG101.SP102.SubP103]
SP 1.3-1 Monitor Project Risks
Monitor risks against those identified in the project plan.
[PA162.IG101.SP103]
Refer to the Project Planning process area for more information about
identifying project risks. [PA162.IG101.SP103.R101]
Refer to the Risk Management process area for more information about risk
management activities. [PA162.IG101.SP103.R102]
Typical Work Products
1. Records of
project risk monitoring [PA162.IG101.SP103.W101]
Subpractices
1. Periodically review the
documentation of the risks in the context of the project’s current status and
circumstances. [PA162.IG101.SP103.SubP101]
2. Revise the documentation of
the risks, as additional information becomes available, to incorporate changes. [PA162.IG101.SP103.SubP102]
3. Communicate risk status to
relevant stakeholders. [PA162.IG101.SP103.SubP103]
Examples of risk status include the following:
[PA162.IG101.SP103.SubP103.N101]
· A change in the probability that the risk occurs
· A change in risk priority
SP 1.4-1 Monitor Data Management
Monitor the management of project data against the project plan. [PA162.IG101.SP106]
Refer to the Plan for Data Management specific practice in the Project
Planning process area for more information about identifying the types of data
that should be managed and how to plan for their management.
[PA162.IG101.SP106.R101]
Once the plans for the management of project data are
made, the management of that data must be monitored to ensure that those plans
are accomplished.
[PA162.IG101.SP106.N101]
Typical Work Products
1. Records of
data management [PA162.IG101.SP106.W101]
Subpractices
1. Periodically review data
management activities against their description in the project plan. [PA162.IG101.SP106.SubP101]
2. Identify and document
significant issues and their impacts. [PA162.IG101.SP106.SubP102]
3. Document the results of data
management activity reviews. [PA162.IG101.SP106.SubP103]
SP 1.5-1 Monitor Stakeholder Involvement
Monitor stakeholder involvement against the project plan.
[PA162.IG101.SP107]
Refer to the Plan Stakeholder Involvement specific practice in the Project
Planning process area for more information on identifying relevant stakeholders
and planning the appropriate involvement with them.
[PA162.IG101.SP107.R101]
Once the stakeholders are identified and the extent of
their involvement within the project is specified in project planning, that
involvement must be monitored to ensure that the appropriate interactions are
occurring.
[PA162.IG101.SP107.N101]
Typical Work Products
1. Records of
stakeholder involvement [PA162.IG101.SP107.W101]
Subpractices
1. Periodically review the status
of stakeholder involvement. [PA162.IG101.SP107.SubP101]
2. Identify and document
significant issues and their impacts. [PA162.IG101.SP107.SubP102]
3. Document the results of the
stakeholder involvement status reviews.
[PA162.IG101.SP107.SubP103]
SP 1.6-1 Conduct Progress Reviews
Periodically review the project's progress, performance, and issues. [PA162.IG101.SP104]
Progress reviews are reviews on the project to keep
stakeholders informed. These project reviews can be informal reviews and may not
be specified explicitly in the project plans.
[PA162.IG101.SP104.N101]
Examples of
these reviews include the following: [PA162.IG101.SP104.N102]
· Reviews with staff
· Reviews with project engineers and support
· Reviews with management
For Supplier Sourcing
Examples of these reviews also include the following: [PA162.IG101.SP104.N102.AMP101]
· Reviews with key suppliers
Typical Work Products
1. Documented
project review results [PA162.IG101.SP104.W101]
Subpractices
1. Regularly communicate status
on assigned activities and work products to relevant stakeholders.
[PA162.IG101.SP104.SubP101]
Managers, staff members,
customers, end users, suppliers, and other relevant stakeholders within the
organization are included in the reviews as appropriate.
[PA162.IG101.SP104.SubP101.N101]
2. Review the results of
collecting and analyzing measures for controlling the project.
[PA162.IG101.SP104.SubP102]
Refer to the Measurement and Analysis process area for more information about
the process for measuring and analyzing project performance data. [PA162.IG101.SP104.SubP102.R101]
3. Identify and document
significant issues and deviations from the plan. [PA162.IG101.SP104.SubP103]
4. Document change requests and
problems identified in any of the work products and processes.
[PA162.IG101.SP104.SubP104]
Refer to the Configuration Management process area for more information about
how changes are managed. [PA162.IG101.SP104.SubP104.R101]
5. Document the results of the
reviews. [PA162.IG101.SP104.SubP105]
6. Track change requests and
problem reports to closure. [PA162.IG101.SP104.SubP106]
SP 1.7-1 Conduct Milestone Reviews
Review the accomplishments and results of the project at selected project
milestones. [PA162.IG101.SP105]
Refer to the Project Planning process area for more information about
milestone planning. [PA162.IG101.SP105.R101]
Milestone reviews are planned during project planning and
are typically formal reviews.
[PA162.IG101.SP105.N101]
Typical Work Products
1. Documented
milestone review results [PA162.IG101.SP105.W101]
Subpractices
1. Conduct reviews at meaningful
points in the project's schedule, such as the completion of selected stages,
with relevant stakeholders. [PA162.IG101.SP105.SubP101]
Managers, staff members,
customers, end users, suppliers, and other relevant stakeholders within the
organization are included in the milestone reviews as appropriate.
[PA162.IG101.SP105.SubP101.N101]
2. Review the commitments, plan,
status, and risks of the project. [PA162.IG101.SP105.SubP102]
3. Identify and document
significant issues and their impacts. [PA162.IG101.SP105.SubP103]
4. Document the results of the
review, action items, and decisions. [PA162.IG101.SP105.SubP104]
5. Track action items to closure. [PA162.IG101.SP105.SubP105]
SG 2 Manage Corrective Action to Closure
Corrective actions are managed to closure when the project's performance or
results deviate significantly from the plan. [PA162.IG102]
Collect and analyze the issues and determine the corrective actions necessary to
address the issues.
[PA162.IG102.SP101]
Typical Work Products
1. List of
issues needing corrective actions [PA162.IG102.SP101.W101]
Subpractices
1. Gather issues for analysis. [PA162.IG102.SP101.SubP101]
Issues are collected from reviews
and the execution of other processes. [PA162.IG102.SP101.SubP101.N101]
Examples of issues to be gathered include:
[PA162.IG102.SP101.SubP101.N102]
· Issues discovered through performing verification and validation activities
· Significant deviations in the project planning parameters from the estimates in the project plan
· Commitments (either internal or external) that have not been satisfied
· Significant changes in risk status
· Data access, collection, privacy, or security issues
· Stakeholder representation or involvement issues
2. Analyze issues to determine
need for corrective action. [PA162.IG102.SP101.SubP102]
Refer to the Project Planning process area for information about corrective
action criteria. [PA162.IG102.SP101.SubP102.R101]
Corrective action is required when
the issue, if left unresolved, may prevent the project from meeting its
objectives.
[PA162.IG102.SP101.SubP102.N101]
SP 2.2-1 Take Corrective Action
Take corrective action on identified issues.
[PA162.IG102.SP102]
Typical Work Products
1. Corrective
action plan [PA162.IG102.SP102.W101]
Subpractices
1. Determine and document the
appropriate actions needed to address the identified issues.
[PA162.IG102.SP102.SubP101]
Refer to the Project Planning process area for more information about the
project plan when re-planning is needed.
[PA162.IG102.SP102.SubP101.R101]
Examples of potential actions include the following:
[PA162.IG102.SP102.SubP101.N101]
· Modifying the statement of work
· Modifying requirements
· Revising estimates and plans
· Renegotiating commitments
· Adding resources
· Changing processes
· Revising project risks
2. Review and get agreement with
relevant stakeholders on the actions to be taken.
[PA162.IG102.SP102.SubP102]
3. Negotiate changes to internal
and external commitments. [PA162.IG102.SP102.SubP103]
SP 2.3-1 Manage Corrective Action
Manage corrective actions to closure.
[PA162.IG102.SP103]
Typical Work Products
1. Corrective
action results [PA162.IG102.SP103.W101]
Subpractices
1. Monitor corrective actions for
completion. [PA162.IG102.SP103.SubP101]
2. Analyze results of corrective
actions to determine the effectiveness of the corrective actions.
[PA162.IG102.SP103.SubP102]
3. Determine and document
appropriate actions to correct deviations from planned results for corrective
actions. [PA162.IG102.SP103.SubP103]
Lessons learned as a result of
taking corrective action can be inputs to planning and risk management
processes.
[PA162.IG102.SP103.SubP103.N101]
Generic Practices by Goal
(Note: The detailed description of the GPs is available in a separate web page. Using the hyperlink provided here will open that web page in a separate window. However, the GP elaborations pertinent to the process area of this web page are available below.)
GG 1 Achieve Specific Goals
The process supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products.
Perform the base practices of the project monitoring and control process to
develop work products and provide services to achieve the specific goals of the
process area. [GP102]
GG 2 Institutionalize a Managed Process
The process is institutionalized as a managed process.
GP 2.1 Establish an Organizational Policy
Establish and maintain an organizational policy for planning and performing the
project monitoring and control process. [GP103]
Elaboration:
This policy establishes organizational expectations for
monitoring performance against the project plan and managing corrective action
to closure when actual performance or results deviate significantly from the
plan. [PA162.EL101]
Establish and maintain the plan for performing the project monitoring and
control process. [GP104]
Elaboration:
This plan for performing the project monitoring and
control process is typically a part of the project plan, as described in the
Project Planning process area.
[PA162.EL102]
Provide adequate resources for performing the project monitoring and control
process, developing the work products, and providing the services of the
process. [GP105]
Elaboration:
Examples of
resources provided include the following tools: [PA162.EL103]
· Cost tracking systems
· Effort reporting systems
· Action-item-tracking systems
· Project management and scheduling programs
Assign responsibility and authority for performing the process, developing the
work products, and providing the services of the project monitoring and control
process. [GP106]
Train the people performing or supporting the project monitoring and control
process as needed. [GP107]
Elaboration:
Examples of
training topics include the following: [PA162.EL104]
· Monitoring and control of projects
· Risk management
· Data management
Place designated work products of the project monitoring and control process
under appropriate levels of configuration management.
[GP109]
GP 2.7 Identify and Involve Relevant Stakeholders
Identify and involve the relevant stakeholders of the project monitoring and
control process as planned. [GP124]
Elaboration:
This generic practice is different from monitoring
stakeholder interaction for the project, which is covered by a specific practice
in this process area.
[PA162.EL107]
Examples of
activities for stakeholder involvement include the following: [PA162.EL108]
· Assessing the project against the plan
· Reviewing commitments and resolving issues
· Reviewing project risks
· Reviewing data management activities
· Reviewing project progress
· Managing corrective actions to closure
GP 2.8 Monitor and Control the Process
Monitor and control the project monitoring and control process against the plan
for performing the process and take appropriate corrective action. [GP110]
Elaboration:
Examples of
measures used in monitoring and controlling include the following: [PA162.EL105]
· Number of open and closed corrective actions
· Project milestone dates (e.g., planned versus actual and slipped milestones)
· Number and types of reviews performed
· Review schedule (planned versus actual and slipped target dates)
GP 2.9 Objectively Evaluate Adherence
Objectively evaluate adherence of the project monitoring and control process
against its process description, standards, and procedures, and address
noncompliance. [GP113]
Elaboration:
Examples of
activities reviewed include the following: [PA162.EL106]
· Monitoring project performance against the project plan
· Managing corrective actions to closure
Examples of
work products reviewed include the following: [PA162.EL109]
· Records of project performance
· Project review results
GP 2.10 Review Status with Higher Level Management
Review the activities, status, and results of the project monitoring and control
process with higher level management and resolve issues. [GP112]
GG 3 Institutionalize a Defined Process
The process is institutionalized as a defined process.
GP 3.1 Establish a Defined Process
Establish and maintain the description of a defined project monitoring and
control process. [GP114]
GP 3.2 Collect Improvement Information
Collect work products, measures, measurement results, and improvement
information derived from planning and performing the project monitoring and
control process to support the future use and improvement of the organization’s
processes and process assets. [GP117]
GG 4 Institutionalize a Quantitatively Managed Process
The process is institutionalized as a quantitatively managed process.
GP 4.1 Establish Quantitative Objectives for the Process
Establish and maintain quantitative objectives for the project monitoring and
control process that address quality and process performance based on customer
needs and business objectives. [GP118]
GP 4.2 Stabilize Subprocess Performance
Stabilize the performance of one or more subprocesses to determine the ability
of the project monitoring and control process to achieve the established
quantitative quality and process-performance objectives.
[GP119]
GG 5 Institutionalize an Optimizing Process
The process is institutionalized as an optimizing process.
GP 5.1 Ensure Continuous Process Improvement
Ensure continuous improvement of the project monitoring and control process in
fulfilling the relevant business objectives of the organization. [GP125]
GP 5.2 Correct Root Causes of Problems
Identify and correct the root causes of defects and other problems in the
project monitoring and control process. [GP121]