CMMI 201 Project Management

CMMI 201Project Management

May 2007

© 2007 BearingPoint, Inc. CMMI 201 2

Authors

This presentation was prepared by:

BearingPoint Public ServicesEngineering Process [email protected]

This document is protected under the copyright laws of the United States and other countries. This documentcontains information that is proprietary and confidential to BearingPoint, Inc., its subsidiaries, or its alliance partners, which shall not be

disclosed outside or duplicated, used, or disclosed in whole or in part for any purpose other than to evaluate BearingPoint, Inc. Any use or disclosure in whole or in part of this information without the express written permission of BearingPoint, Inc. is prohibited.

© 2007 BearingPoint, Inc. All rights reserved.

Course Objectives


Course Objectives

– Upon completing this course, you are expected to be able to:

Understand the CMMI best practices for Project Planning

Understand the CMMI best practices for Project Monitoring and Control

Understand the CMMI best practices for Integrated Project Management

Understand the CMMI best practices for Risk Management

The best practices described in this course are incorporated within the activities of the

BearingPoint Delivery FrameworkGuide for CMMI Software and Systems Engineering


Course Outline

– Project Management CMMI Process Areas

– Project Planning Best Practices

– Project Monitoring and Control Best Practices

– Integrated Project Management Best Practices

– Risk Management Best Practices

– Project Management in the BearingPoint Delivery Framework Guide for CMMI Software and Systems Engineering (CSSE)

– Summary

– Appendix: CMMI Model and Project Management

Please note that this is not a course on project management, but on how the CMMI addresses the subject matter of project management.

A good reference for the practices of project management is the Project Management Institute’s Project Management Body of Knowledge (PMBOK).

CMMI Project Management Process Areas


Project Management Process Areas

This section will introduce you to the CMMI Project Management Process Areas

Project Planning

Project Monitoring and Control

Integrated Project Management

Risk Management


At Maturity Level 3, project managers are responsible for implementing the best practices contained with in the following CMMI Process Areas:

Project Planning



Risk Management

At Maturity Levels 4 and 5, project managers use statistical and other quantitative methods to manage the project based on the best practices contained within the Quantitative Project Management process area. (Not addressed in this course)

CMMI Project Management


CMMI: Project Planning

The purpose of Project Planning (PP) is to establish and maintain plans that define project activities.

Project Planning involves the following:

Developing the project plan

Interacting with the stakeholders appropriately

Getting commitment to the plan

Maintaining the plan


CMMI: Project Monitoring and Control

The purpose of Project Monitoring and Control (PMC) is to provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the projects performance deviates significantly from the plan.

Project Monitoring and Control involves the following:

Monitoring the project against the plan

Managing corrective actions to closure


CMMI: Integrated Project Management

The purpose of Integrated Project Management (IPM) is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes.

Integrated Project Management involves the following:

Establishing the project’s defined process by tailoring the organization’s set of standard processes

Managing the project using the project’s defined process

Establishing a project work environment consistent with organizational standards

Using and contributing to the organizational process assets

Enabling relevant stakeholders’ concerns to be identified, considered, and when appropriate, addressed during the development of the product

Ensuring that relevant stakeholders perform their tasks in a coordinated and timely manner


CMMI: Risk Management

The purpose of Risk Management (RSKM) is to identify potential problems before they occur so that risk-handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives.

Risk Management involves the following:

Preparing for Risk Management

Identifying and Analyzing Risks

Mitigating Risks


Summary of CMMI Project Management Process Areas

This section introduced you to the following CMMI Process AreasProject Planning



Risk Management

Project Planning Best Practices


Project Planning Best Practices 1

Determine Estimates

of Effortand Cost

PlanningData

Establish Estimates

Estimate the Scope

of the Project

EstablishEstimates of

Work Product and Task Attributes

Define ProjectLife Cycle


Estimate the Scope of the Project

Establish a top level work breakdown structure (WBS) to estimate the scope of the project.

The scope of a project is determined from the magnitude and complexity of its work breakdownstructure (WBS).

A WBS is a division or decomposition of the projectinto an interconnected set of manageable components.

A WBS provides a scheme for identifying andorganizing the logical units of work to be managed(work packages).

The components of a WBS are structured into a hierarchy of tasks, for example: tasks, subtasks,activities, and at the lowest level, work packages,which are the logical units of work to be managed.

The development of a WBS divides the overall project into an interconnected set of manageable components. (CMMI v1.2 PP)


Establish Estimates of Work Product and Task Attributes

Establish and maintain estimates of the attributes of the work products and tasks.

Work product and task attributes will serve as input to estimation models used to estimate product size, effort, cost, and schedule.

Product size and complexityare the primary attributes.

By collecting historical data from projects, you can learn how measured size relates to the resources consumed by tasks. (CMMI v1.2 PP)

Types of work products for whichsize estimates are typically made:• Deliverable and Non-Deliverable work products• Documents• Operational and Support Software

Examples of Size Measures• Number of functions• Function Points• Source Lines of Code (SLOC)• Number of Classes and Objects• Number of use cases• Number of requirements• Number of interfaces• Number of screens, reports• Number of pages• Number of inputs and outputs• Volume of data


Define Project Lifecycle

Define the project lifecycle phases on which to scope the planning effort.

The project life cycle consists of phases and milestones that need to be defined depending on the scope of requirements, the estimates for project resources, and the nature of the project.

Understanding the project lifecycle is crucial in determining the scope of the planning effort and the timing of the initial planning. (CMMI v1.2 PP)


Determine Estimates of Effort and Cost

Estimate the project effort and cost for the work products and tasks based on estimation rationale.

Estimates of effort and cost are generally based on the results of analysis using models or historical data applied to size, activities, and other planning parameters. (CMMI v1.2 PP)



Establish the Budget

andSchedule

Planning Data

Develop a Project Plan

Planfor Data

Management

Plan Stakeholder

Involvement

Plan forProject

Resources

Project Plans

Establishthe Project

Plan

IdentifyProject Risks

Plan forNeeded

Knowledge and Skills


Establish the Budget and Schedule

Establish and maintain the project’s budget and schedule.

Budget estimates are derived directly from effort and cost data.

The schedule is developed from the WBS, taking into account and reconciling resource availability (example: no one can work more than 24 hours/day), task order of precedence, and associated dependencies, and milestones.

The project’s budget and schedule are based on the developed estimates and ensure that budget allocation, task complexity, and task dependencies are appropriately addressed. (CMMI v1.2 PP)


Identify Project Risks

Identify and analyze project risks.

Project planning risk identification and analysis typically includes the following:

Identifying and documenting risks

Analyzing risks to determine impact,probability of occurrence, and time frame in which problems are likely tooccur

Prioritizing risks

The identification of risks involves the identification of potential issues, hazards, threats, vulnerabilities, and so on, that could negatively affect work efforts and plans. (CMMI v1.2 PP)


Plan for Data Management

Plan for the management of project data.

Data are the various forms of documentation required to support a program in all of its areas

- What data will be managed?

- Where will the data be maintained?

- Who is responsible for managing thedata?

- How will the data be stored to ensuresecurity yet give access to those whoneed it?

The data management plan defines the data necessary for the project, who owns it, where it is stored, and how it is used. (CMMI v1.2 PP)

Typical Project Data• Reports• Manuals• Notebooks• Specifications• Charts• Drawings• Files• Correspondence• Photographs

• Deliverables• Informal Data• Trade Studies• Meeting Minutes• Lessons Learned• Action Items• Defects• Risks• Issues

NOTE: Data Management is generally addressed in a Configuration and Data Management Plan


Plan for Project Resources

Plan for necessary resources to perform the project.

Defining project resources and quantities needed to perform project activities builds on the initial estimates and provides additional information that can be applied to expand the WBS used to manage the project.

Some items (e.g. unusual skills) take time to obtain, and the need for these should be identified early. (CMMI v1.2 PP)

PROCESS RESOURCES

STAFFING REQUIREMENTS

FACILITES/EQUIPMENT


Plan for Needed Knowledge and Skills

Plan for knowledge and skills needed to perform the project.

Knowledge delivery to projects involves both training of project personnel and acquisition of knowledge from outside sources.

Training to acquire knowledge and skills can be obtained in-house or from a third-party.

Consider all knowledge and skills required for the project, not just the technical aspects. (CMMI v1.2 PP)


Plan Stakeholder Involvement

Plan the involvement of relevant stakeholders.

Stakeholders are identified from all phases of the project life cycle by identifying the type of people and functions needing representation in the project and describing their relevance and degree of interaction for specific project activities.

Not all stakeholders identified will be relevant stakeholders. Only a limited number of stakeholders are selected for interaction with the project as work progresses. (CMMI v1.2 PP)

Project Activities

Sta

keho

lde

rs


Establish the Project Plan

Establish and maintain the overall project plan content.

A documented plan communicates resources needed, expectations, and commitments; contains a game plan for relevant stakeholders, including the project team; documents the commitment to management and other providers of resources; and is the basis for managing the project. (CMMI v1.2 PP)

Integrated Project Management Plan

Engineering Plan

Configuration and Data Management Plan

Process and Product Quality Assurance Plan

Measurement and Analysis Plan

Project Plan (referencing Budget and Schedule)

IPMPlan

EngPlan

C&DMPlan

PPQAPlan

MAPlan

ProjectPlan



Obtain Commitment to the Plan

ReconcileWork andResource

Levels

ProjectPlans

ReviewPlans that

Affect the Project

ObtainPlan

Commitment


Review Plans That Affect the Project

Review all plans that affect the project to understand project commitments.

All plans that affect the project should be reviewed to ensure a common understanding of the scope, objectives, roles, and relationships that are required for the project to be successful. (CMMI v1.2 PP)

IPMPlan

EngPlan

C&DMPlan

PPQAPlan

MAPlan

ProjectPlan


Reconcile Work and Resource Levels

Reconcile the project plan to reflect available and estimated resources.

When the estimates are higher than the resources available, the situation must be reconciled so that all relevant stakeholders can commit to a feasible plan. (CMMI v1.2 PP)

Reconciliation Techniques

Revising plans and schedules

Negotiating more resources

Lowering or deferring technical performance requirements

Finding ways to increase productivity

Outsourcing

Adjusting the staff skill mix


Obtain Plan Commitment

Obtain commitment from relevant stakeholders responsible for performing and supporting plan execution.

Documenting commitments makes clear the responsibilities of those involved with the project.

Ensure project team members are committed to the plans they are responsible for executing.

The individual or group making a commitment should have confidence that the work can be performed within cost, schedule, and performance constraints. (CMMI v1.2 PP)

Project Monitoring and Control Best Practices


Project Monitoring and ControlBest Practices

Project Plans

Monitor Project Risks

Monitor Commitments

Analyze Issues

TakeCorrective

Actions

ConductMilestoneReviews

MonitorData

Management

Monitor ProjectPlanning

Parameters

ManageCorrective Actions

to Closure

Monitor Project Against Plans

ConductprogressReviews

Monitor StakeholderInvolvement

ManageCorrective Actions

PP


Monitor Project Planning Parameters

Monitor the actual values of the project planning parameters against the project plan.

Project planning parameters constitute typical indicators or project progress and performance and include attributes of work products and tasks, cost, effort, and schedule. (CMMI v1.2 PMC)

PLAN ACTUAL

12 26

Threshold = 20

Corrective Action

Parameters to Monitor

Progress against the schedule

Cost and expended effort

Attributes of work products and tasks (size, complexity)

Resources provided and used

Knowledge and skills of project personnel


Monitor Commitments

Monitor commitments against those identified in the project plan.

Regularly review commitments (external and internal)

Identify commitments that have not been satisfied

Identify commitments at risk of not being satisfied

Document the results and take corrective action

Things happen that prevent follow-through with commitments. Therefore it is necessary to monitor commitments and take corrective action when commitments change. (CMMI v1.2 PMC)


Monitor Project Risks

Monitor risks against those identified in the project plan.

Review the risks in the context ofthe project’s current status andcircumstances

Review the documentation of risksas additional information becomesavailable

Communicate risk status to relevantstakeholders

This practice is reactive and involves minimal risk management activities. More proactive handling of project risks is addressed in Risk Management. (CMMI v1.2 PMC)


Monitor Data Management

Monitor the management of project data against the project plan.

Review data management activities against the description in theConfiguration and Data Management Plan

Ensure data is maintained in the correct location in the correct repository

Ensure data is named according to established standards

Ensure data access and security are being maintained

Identify and document significant issues

Document the results of the review/audit

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. (CMMI v1.2 PMC)


Monitor Stakeholder Involvement

Monitor the stakeholder involvement against the project plan.

Review the status of stakeholder involvement

Identify and document significant issues

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. (CMMI v1.2 PMC)

Project Activities

Sta

keho

lde

rs

?


Conduct Progress Reviews

Periodically review the project’s progress, performance, and issues.

Communicate status on assignedactivities and work products torelevant stakeholders

Review the results of projectmeasurement and analysis

Identify and document significantissues

Document the results of the reviewin Meeting Minutes

Track action items to closure

Progress reviews are reviews on the project to keep stakeholders informed. Progress reviews are held regularly. (CMMI v1.2 PMC)

Status MeetingMinutes 9-30-06

Status MeetingMinutes 10-15-06


Conduct Milestone Reviews

Review the accomplishments and results of the project at selected project milestones.

Conduct reviews at meaningful pointsin the project’s schedule with relevantstakeholders

Review the commitments, plan, status,and risks of the project

Identify and document significantissues

Document the results of the reviewin Meeting Minutes

Track action items to closure

Milestones are major events in a project and are typically formal reviews. If you are using a project lifecycle model, milestones may be predetermined. (CMMI v1.2 PMC)


Analyze Issues

Collect and analyze issues and determine the corrective actions necessary to address the issues.

Examples of Issues:

Significant deviations in the projectplanning parameters from the estimates in the project plan

Unsatisfied commitments

Realized risks

Issues discovered throughverification and validation activities

Data access, collection, privacy, orsecurity issues

Stakeholder involvement issues

Corrective action is required when the issue, if left unresolved, may prevent the project from meeting its objectives. (CMMI v1.2 PMC)

Analyze Issues


Take Corrective Action

Collect and analyze issues and determine the corrective actions necessary to address the issues.

Examples of Potential Actions

Modifying the statement of work

Modifying requirements

Revising estimates and plans

Renegotiating commitments

Adding resources

Changing processes

Revising project risks

In some cases, the corrective action can be to monitor the situation. A corrective action does not always result in a complete solution to the problem. (CMMI v1.2 PMC)


Manage Corrective Action

Manage corrective actions to closure.

Monitor corrective actions forcompletion

Analyze results of corrective actionsto determine the effectiveness ofthe corrective action

Determine and document additionalcorrective action if the desiredresults are not achieved

Managing corrective action to closure is critical. It is not enough to identify the action item; you must confirm that it has been completed. (CMMI v1.2 PMC)

Integrated Project Management Best Practices


Integrated Project ManagementBest Practices

IntegratedProject Plans

- Process and Product Measures- Documentation- Lessons Learned

Project’s Defined Process

Collaborative Activities and Issues

Documented CriticalDependencies

Stakeholder Coordination Issues

Coordinate andCollaborate withRelevantStakeholders

ManageStakeholderInvolvement

ManageDependencies

ResolveCoordination

Issues

EstablishThe Project’s

DefinedProcess

Use Org.Proc. AssetsFor Planning

ProjectActivities

EstablishThe Project’s

WorkEnvironment

ContributeTo the

OrganizationalProcessAssets

ManageThe ProjectUsing theIntegrated

Plans

IntegratePlans

Use the Project’s Defined Process

OPF

OPD


Establish the Project’s Defined Process

Establish and maintain the project’s defined process from project startup through the life of the project.

The Project’s Defined Process is documented in the set of plans governing the activities of the project.

The project’s defined process consists of defined processes that form an integrated, coherent lifecycle for the project. The standard processes are tailored to address the project’s specific situation. (CMMI v1.2 IPM)

OrganizationalSet of Standard

Processes

ProjectsDefinedProcess

Tailoring Chart


Use Organizational Process Assets for Planning Project Activities

Use the organizational process assets and measurement repository for estimating and planning the project’s activities.

Use organizational process assets for estimating and planning the projects activities.

An understanding of the relationships among the various tasks and work products of the project’s defined process, and of the roles to be performed by the relevant stakeholders, is a basis for developing a realistic plan. (CMMI v1.2 IPM)

MeasurementRepository

Process AssetLibrary

Project Planning

Project Planning


Establish the Project’s Work Environment

Establish and maintain the project’s work environment based on the organization’s work environment standards.

Office software

Project management tools

Requirements management tools

Design tools

Configuration management tools

Test and evaluation tools

Decision support software

Development, Integration, Test Environments

An appropriate work environment for a project comprises an infrastructure of facilities, tools, and equipment that people need to perform their jobs effectively in support of business and project objectives. (CMMI v1.2 IPM)

WorkEnvironment

Standards


Integrate Plans

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

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. (CMMI v1.2 IPM)

IPMPlan

EngPlan

C&DMPlan

PPQAPlan

MAPlan

ProjectPlan

Integrated Project Management Plan

Engineering Plan

Configuration and Data Management Plan

Process and Product Quality Assurance Plan

Measurement and Analysis Plan

Project Plan (referencing Budget and Schedule)


Manage the Project Using the Integrated Plans

Manage the project using the project plan, the other plans that affect the project, and the project’s defined process.

Say what you do – do what you say. Other practices establish the plans for performing the project – this practice implements and manages the project against those plans. (CMMI v1.2 IPM)

IPMPlan

EngPlan

C&DMPlan

PPQAPlan

MAPlan

ProjectPlan


Contribute to the Organizational Process Assets

Contribute work products, measures, and documented experiences to the organizational process assets.

Contribute work products, measures, and documented experiences to the organization’s process assets. This will help other projects jump start their effort.

Lessons-learned and improvement proposals generated from implementing the process should be communicated to the Engineering Process Group (EPG) and submitted to the Process Assets Library. The EPG will evaluate these and incorporate them in the OSSP as appropriate

Provide feedback to the organization so that the organizational assets can be improved, and data and experiences can be shared with other projects. (CMMI v1.2 IPM)



Project Planning

Project Planning

Project Execution

Project Execution


Manage Stakeholder Involvement

Manage the involvement of the relevant stakeholders in the project.

Coordinate with relevant stakeholders who should participate in the project’s activities.

Stakeholder involvement is managed according to the project’s integrated and defined process. (CMMI v1.2 IPM)

Project Activities

Sta

keho

lde

rs

?


Manage Dependencies

Participate with relevant stakeholders to identify, negotiate, and track critical dependencies.

Review and get agreement on the commitments to address each critical dependency with the people responsible for providing the work product and the people receiving the work product.

Coordination helps ensure that all involved parties contribute to the product in a timely way to minimize rework and delays. (CMMI v1.2 IPM)


Resolve Coordination Issues

Resolve issues with relevant stakeholders.

Examples of coordination issues

Late critical dependencies andcommitments

Product requirements anddesign defects

Product-level problems

Unavailability of critical resourcesor personnel

Since stakeholders may be from outside the project, issues may need to be escalated to the appropriate level of management to be resolved. (CMMI v1.2 IPM)

Risk Management Best Practices


Risk Management Best Practices

IdentifyRisks

Evaluate, Categorize,

andPrioritize

Risks

Identify and Analyze Risks

DevelopRisk

MitigationPlans

ImplementRisk

MitigationPlans

Mitigate Risks

Risk Repository

DetermineRisk

Sourcesand

Categories

DefineRisk

Parameters

Prepare for Risk Management

Establish a Risk

ManagementStrategy

PP


Determine Risk Sources and Categories

Determine risk sources and categories.

Sources of Risk (Internal and External)

Uncertain requirements

Unprecedented efforts

Infeasible design

Unavailable technology

Unrealistic schedule estimates

Inadequate staffing and skills

Cost or funding issues

Uncertain/Inadequate subcontractor ability

Uncertain/inadequate vendor ability

A standard list of risk sources enables a project to be thorough in its identification of risks at each point in the project. (CMMI v1.2 RSKM)

Risk Categories/Taxonomy (Bins)

Project Lifecycle Phases

Processes

Products

Program Management Risks

Contract risks

Budget/cost risks

Schedule risks

Resource risks

Etc


Define Risk Parameters

Define the parameters used to analyze and categorize risks, and the parameters used to control the risk management effort.

Parameters for evaluating, categorizing, and prioritizing risks include:

Risk likelihood (probability)

Risk consequence (impact/severity)

Thresholds

Risk parameters are used to provide common and consistent criteria for comparing the various risks to be managed. (CMMI v1.2 RSKM)


Establish a Risk Management Strategy

Establish and maintain the strategy to be used for risk management.

The Risk Management Strategy is typically addressed in the Risk Management Plan (may be part of the Integrated Project Management Plan)

Scope of the risk management effort

Methods and tools used for risk identification, risk analysis, risk mitigation, risk monitoring, and communication

Project-specific sources and categories of risks

Parameters including likelihood, consequence, and thresholds for taking action on identified risks

Risk mitigation techniques to be used

Definition of risk measures to monitor the status of the risks

Time intervals for risk monitoring or reassessment

An important part of the strategy is to determine the frequency of monitoring activities and of reassessing risks for changes in status. (CMMI v1.2 RSKM)


Identify Risks

Identify and document the risks.

Identify the risks associated with cost, schedule, and performance.

Identify the environmental risks that may impact the project.

Identify risks within all elements of the project plan and work breakdown structure.

Document the context, conditions, and potential consequences of the risk.

A good risk statement is fact based, actionable, and brief

“If X occurs, then Y might happen, resulting in Z”

Context, conditions, and consequences of a risk statement provide much of the information that is needed to later understand and evaluate the risk. (CMMI v1.2 RSKM)

Risk ID Risk Statement Likelihood ConsequenceR001 If this occurs, then this will happen. High LowR002 If this occurs, then this will happen. Low MediumR003 If this occurs, then this will happen. Medium HighR004 If this occurs, then this will happen. Low LowR005 If this occurs, then this will happen. High Medium


Evaluate, Categorize, and Prioritize Risks

Evaluate and categorize each identified risk using the defined risk categories and parameters, and determine its relative priority.

Evaluate the identified risksusing the defined riskparameters

Categorize and group risksaccording to the defined riskcategories (You can simplifyrisk management when youcan treat a number of risks asone group from evaluationand mitigation perspectives)

Prioritize risks for mitigation

The evaluation of risks is needed to assign relative importance to each identified risk, and is used in determining when appropriate management attention is required. (CMMI v1.2 RSKM)


Develop Risk Mitigation Plans

Develop a risk mitigation plan for the most important risks to the project as defined by the risk management strategy.

The risk mitigation plan for a given risk includes techniques and methods used to avoid, reduce, or control the probability of occurrence of the risk, the extent of damage incurred should the risk occur, or both.

Risk Mitigation Plans are developed and implemented for selected risks to proactively reduce the potential impact of risk occurrence. (CMMI v1.2 RSKM)


Implement Risk Mitigation Plans

Monitor the status of each risk periodically and implement the risk mitigation plan as appropriate.

Monitor risk status

Invoke risk-handling options whenmonitored risks exceed definedthresholds

Track risk-handling action itemsto closure

To be sure risk mitigation activities are performed properly they must be planned, scheduled, and resourced, just as any other project activity. (CMMI v1.2 RSKM)

Project Management in the BearingPoint Delivery FrameworkGuide for CMMI Software and Systems Engineering (CSSE)


Project Management in the CSSE

Project Management Activities are included in the following CSSE phases:

Engagement Definition

Mobilize

Plan

Execute and Control

Close


Engagement DefinitionProject Management Activities


MobilizeProject Management Activities


PlanProject Management Activities (1)


PlanProject Management Activities (2)


Execute and ControlProject Management Activities (1)


Execute and ControlProject Management Activities (2)


CloseProject Management Activities

The Operate Phase is performed using the base BearingPoint Delivery Framework Methodology Operate Phase – there is no content specific to this Guide.

Summary


Project PlanningEstablishing Estimates

1. Establish a WBS toestimate the scopeof the project.

2. Establish estimates ofwork product and taskattributes.

Examples of Attribute Measures • Number of functions• Function Points• Source Lines of Code (SLOC)• Number of Classes and Objects• Number of use cases• Number of requirements• Number of interfaces• Number of screens, reports• Number of pages• Number of inputs and outputs• Number of technical risk items• Volume of data

?4. Determine Estimates of Effort and Cost

WBS WorkPackages

+Work Product

& TaskAttributes

EstimatingAlgorithm/

Model

Effort &Cost

Estimates

3. Define Project Life Cycle


Project PlanningProject Monitoring & Control

Project Planning

• PROJECT PLANS

• BUDGET

• SCHEDULE

• RISKS

• RESOURCES

• DATA MANAGEMENT

• KNOWLEDGE & SKILLS

• STAKEHOLDERS

Project Monitoring & Control

• PROGRESS REVIEWS• Monitor Planning Parameters• Monitor Commitments• Monitor Risks• Monitor Data Management• Monitor Stakeholder Involvement

• MILESTONE REVIEWS• Planned Events• Formal Reviews & Major Milestones

• ISSUE MANAGEMENT• Identify• Analyze• Track


Organizational Process DefinitionIntegrated Project Management

Integrated Project ManagementOrganizational Process Definition

Lifecycle Models

Tailoring GuidelinesWork Environment Standards



Project Planning

Project Planning

Project Execution

Project Execution

Organizational Set of Standard Processes (OSSP)

CSSE

Project’s Defined Process (PDP)


Risk Management

Risk Sources & Categories

Organizational Project Management Technical External

• Project Dependencies• Resources• Funding• Prioritization• …

• Estimating• Planning• Controlling• Communication• …

• Requirements• Technology• Complexity & Interfaces• Performance & Reliability• Quality• …

• Suppliers• Regulatory• Market• Customer• Weather• …

Risk Parameters

Likelihood Consequence• High• Medium• Low

• High• Medium• Low

Risk Prioritization

Risk Identification & AnalysisRisk ID Risk Statement Likelihood ConsequenceR001 If this occurs, then this will happen. High LowR002 If this occurs, then this will happen. Low MediumR003 If this occurs, then this will happen. Medium HighR004 If this occurs, then this will happen. Low LowR005 If this occurs, then this will happen. High Medium

Risk Mitigation

RED RISKS

1.2.3.4.5.6.

Realized Risks Are Managed As Issues

Knowledge Check


Question 1


Question 2


Question 3


Question 4


Question 5


Summary

– This course addressed the project management best practices contained with the following CMMI Process Areas:

Project Planning



Risk Management

– The best practices described in this course are incorporated within the BearingPoint Delivery Framework Guide for CMMI Software and Systems Engineering (CSSE).


Summary

– CMMI compliance in a nutshell means the following: The engagement has a set of plans, based on an organizational set

of standard processes, which describe “HOW” the activities of the engagement will be performed.

These plans describe processes which consist of the best practices articulated in the CMMI as specific practices.

The engagement team performs the processes as described in the plans with the assistance of institutionalization features articulated in the CMMI as generic practices (Policy, Plan, Responsibility Assignment, Training, etc).

An engagement Process and Product Quality Assurance (PPQA) function reviews the performed activities for consistency with the established plans.

At Maturity Levels 4 and 5, detailed metrics are captured for the key subprocesses of the engagement and quantitative techniques are used to maintain and improve stable process performance and quality objectives.

AppendixCMMI and Project Management


CMMI Process Areas

This section will introduce you to the purpose, goals, generic, and specific practices of the following CMMI Process Areas:

Project Planning



Risk Management


CMMI Process Area Architecture(Staged Representation)

All CMMI process areas have the following architecture:

Maturity Level

Process Area Process Area Process Area

Generic Goals Specific Goals

Generic Practices

Specific Practices


CMMI: Project Planning (PP) (1)

The purpose of Project Planning (PP) is to establish and maintain plans that define project activities.

Project Planning involves the following:

Developing the project plan

Interacting with the stakeholders appropriately

Getting commitment to the plan

Maintaining the plan



Specific Goal 1: Establish Estimates

Estimates of project planning parameters are established and maintained.

Specific Practice 1.1: Estimate the Scope of the Project

Establish a top-level work breakdown structure (WBS) to estimate the scope of the project.

Specific Practice 1.2: Establish Estimates of Work Product and Task Attributes

Establish and maintain estimates of the attributes of the work products and tasks.



Specific Goal 1: Establish Estimates

Estimates of project planning parameters are established and maintained.

Specific Practice 1.3: Define Project Life Cycle

Define the project life-cycle phases on which to scope the planning effort.

Specific Practice 1.4: Determine Estimates of Effort and Cost

Estimate the project effort and cost for the work products and tasks based on estimation rationale.



Specific Goal 2: Develop a Project Plan

A project plan is established and maintained as the basis for managing the project.

Specific Practice 2.1: Establish the Budget and Schedule

Establish and maintain the project’s budget and schedule.

Specific Practice 2.2: Identify Project Risks

Identify and analyze project risks.

Specific Practice 2.3: Plan for Data Management

Plan for the management of project data.





Specific Practice 2.4: Plan for Project Resources

Plan for necessary resources to perform the project.

Specific Practice 2.5: Plan for Needed Knowledge and Skills

Plan for knowledge and skills needed to perform the project.

Specific Practice 2.6: Plan Stakeholder Involvement

Plan the involvement of identified stakeholders.





Specific Practice 2.7: Establish the Project Plan

Establish and maintain the overall project plan content.



Specific Goal 3: Obtain Commitment to the Plan

Commitments to the project plan are established and maintained.

Specific Practice 3.1: Review Plans that Affect the Project

Review all plans that affect the project to understand project commitments.

Specific Practice 3.2: Reconcile Work and Resource Levels

Reconcile the project plan to reflect available and estimated resources.

Specific Practice 3.3: Obtain Plan Commitment

Obtain commitment from relevant stakeholders responsible for performing and supporting plan execution.



Generic Goal 3: Institutionalize a Defined Process

The process is institutionalized as a defined process.

Generic Practice 2.1: Establish an Organizational Policy

Establish and maintain an organizational policy for planning andperforming the project planning process.

Generic Practice 2.2: Plan the Process

Establish and maintain the plan for performing the project planning process.





Generic Practice 2.3: Provide Resources

Provide adequate resources for performing the project planning process, developing the work products, and providing the services of the process.

Generic Practice 2.4: Assign Responsibility

Assign responsibility and authority for performing the process, developing the work products, and providing the services of the project planning process.





Generic Practice 2.5: Train People

Train the people performing or supporting the project planning process as needed.

Generic Practice 2.6: Manage Configurations

Place designated work products of the project planning process under appropriate levels of control.





Generic Practice 2.7: Identify and Involve Relevant Stakeholders

Identify and involve the relevant stakeholders of the project planning process as planned.

Generic Practice 2.8: Monitor and Control the Process

Monitor and control the project planning process against the plan for performing the process and take appropriate corrective action.





Generic Practice 2.9: Objectively Evaluate Adherence

Objectively evaluate adherence of the project planning process against its process description, standards, and procedures, and address noncompliance.

Generic Practice 2.10: Review Status with Higher Level Management

Review the activities, status, and results of the project planning process with higher level management and resolve issues.





Generic Practice 3.1: Establish a Defined Process

Establish and maintain the description of a defined project planning process.

Generic Practice 3.2: Collect Improvement Information

Collect work products, measures, measurement results, and improvement information derived from planning and performing the project planning process to support the future use and improvement of the organization’s processes and process assets.


CMMI: Project Monitoring and Control (PMC) (1)

The purpose of Project Monitoring and Control (PMC) is to provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the projects performance deviates significantly from the plan.

Project Monitoring and Control involves the following:

Monitoring the project against the plan

Managing corrective actions to closure



Specific Goal 1: Monitor Project Against Plan

Actual performance and progress of the project are monitored against the project plan.

Specific Practice 1.1: Monitor Project Planning Parameters

Monitor the actual values of the project planning parameters against the project plan.

Specific Practice 1.2: Monitor Commitments

Monitor commitments against those identified in the project plan.

Specific Practice 1.3: Monitor Project Risks

Monitor risks against those identified in the project plan.





Specific Practice 1.4: Monitor Data Management

Monitor the management of project data against the project plan.

Specific Practice 1.5: Monitor Stakeholder Involvement

Monitor stakeholder involvement against the project plan.

Specific Practice 1.6: Conduct Progress Reviews

Periodically review the project’s progress, performance, and issues.





Specific Practice 1.7: Conduct Milestone Reviews

Review the accomplishments and results of the project at selected project milestones.



Specific Goal 2: Manage Corrective Action to Closure

Corrective actions are managed to closure when the project’s performance or results deviate significantly from the plan.

Specific Practice 2.1: Analyze Issues

Collect and analyze the issues and determine the corrective actions necessary to address the issues.

Specific Practice 2.2: Take Corrective Action

Take corrective action on identified issues.

Specific Practice 2.3: Manage Corrective Action

Manage corrective actions to closure.






Establish and maintain an organizational policy for planning and performing the project monitoring and control process.


Establish and maintain the plan for performing the project monitoring and control process.






Provide adequate resources for performing the project monitoring and control process, developing the work products, and providing the services of the process.


Assign responsibility and authority for performing the process, developing the work products, and providing the services of the project monitoring and control process.






Train the people performing or supporting the project monitoring and control process as needed.


Place designated work products of the project monitoring and control process under appropriate levels of control.






Identify and involve the relevant stakeholders of the project monitoring and control process as planned.


Monitor and control the project monitoring and control process against the plan for performing the process and take appropriate corrective action.






Objectively evaluate adherence of the project monitoring and control process against its process description, standards, and procedures, and address noncompliance.


Review the activities, status, and results of the project monitoring and control process with higher level management and resolve issues.






Establish and maintain the description of a defined project monitoring and control process.


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.


CMMI: Integrated Project Management (IPM) (1)

The purpose of Integrated Project Management (IPM) is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes.

Integrated Project Management involves the following:

Establishing the project’s defined process by tailoring the organization’s set of standard processes

Managing the project using the project’s defined process

Using and contributing to the organizational process assets

Enabling relevant stakeholders’ concerns to be identified, considered, and when appropriate, addressed during the development of the product

Ensuring that relevant stakeholders perform their tasks in a coordinated and timely manner



Specific Goal 1: Use the Project’s Defined Process

The project is conducted using a defined process that is tailored from the organization’s set of standard processes.

Specific Practice 1.1: Establish the Project’s Defined Process

Establish and maintain the project’s defined process.

Specific Practice 1.2: Use Organizational Process Assets for Planning Project Activities

Use the organizational process assets and measurement repository for estimating and planning the project’s activities.





Specific Practice 1.3: Integrate Plans

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

Specific Practice 1.4: Manage the Project Using the Integrated Plans

Manage the project using the project plan, and other plans that affect the project, and the project’s defined process.





Specific Practice 1.5: Contribute to the Organizational Process Assets

Contribute work products, measures, and documented experiences to the organizational process assets.



Specific Goal 2: Coordinate and Collaborate with Relevant Stakeholders

Coordination and collaboration of the project with relevant stakeholders is conducted.

Specific Practice 2.1: Manage Stakeholder Involvement

Manage the involvement of the relevant stakeholders in the project.

Specific Practice 2.2: Manage Dependencies

Participate with relevant stakeholders to identify, negotiate, and track critical dependencies.

Specific Practice 2.3: Resolve Coordination Issues

Resolve issues with relevant stakeholders.






Establish and maintain an organizational policy for planning and performing the integrated project management process.


Establish and maintain the plan for performing the integrated project management process.






Provide adequate resources for performing the integrated project management process, developing the work products, and

providing the services of the process.


Assign responsibility and authority for performing the process, developing the work products, and providing the services of the integrated project management process.






Train the people performing or supporting the integrated project management process as needed.


Place designated work products of the integrated project management process under appropriate levels of control.






Identify and involve the relevant stakeholders of the integrated project management process as planned.


Monitor and control the integrated project management process against the plan for performing the process and take appropriate corrective action.






Objectively evaluate adherence of the integrated project management process against its process description, standards, and procedures, and address noncompliance.


Review the activities, status, and results of the integrated project management process with higher level management and resolve issues.






Establish and maintain the description of a defined integrated project management process.


Collect work products, measures, measurement results, and improvement information derived from planning and performing the integrated project management process to support the future use and improvement of the organization’s processes and process assets.


CMMI: Risk Management (RSKM) (1)

The purpose of Risk Management (RSKM) is to identify potential problems before they occur so that risk-handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives.

Risk Management involves the following: Preparing for Risk Management

Identifying and Analyzing Risks

Mitigating Risks



Specific Goal 1: Prepare for Risk Management

Preparation for risk management is conducted.

Specific Practice 1.1: Determine Risk Sources and Categories

Determine risk sources and categories.

Specific Practice 1.2: Define Risk Parameters

Define the parameters used to analyze and categorize risks, and the parameters used to control the risk management effort.

Specific Practice 1.3: Establish a Risk Management Strategy

Establish and maintain the strategy to be used for risk management.



Specific Goal 2: Identify and Analyze Risks

Risks are identified and analyzed to determine their relative importance.

Specific Practice 2.1: Identify Risks

Identify and document the risks.

Specific Practice 2.2: Evaluate, Categorize, and Prioritize Risks

Evaluate and categorize each risk using the defined risk categories and parameters, and determine its relative priority.



Specific Goal 3: Mitigate Risks

Risks are handled and mitigated, where appropriate, to reduce adverse impacts on achieving objectives.

Specific Practice 3.1: Develop Risk Mitigation Plans

Develop a risk mitigation plan for the most important risks to the project, as defined by the risk management strategy.

Specific Practice 3.2: Implement Risk Mitigation Plans

Monitor the status of each risk periodically and implement the risk mitigation plan as appropriate.






Establish and maintain an organizational policy for planning and performing the risk management process.


Establish and maintain the plan for performing the risk management process.






Provide adequate resources for performing the risk management process, developing the work products, and providing the services of the process.


Assign responsibility and authority for performing the process, developing the work products, and providing the services of the risk management process.






Train the people performing or supporting the risk management process as needed.


Place designated work products of the risk management process under appropriate levels of control.






Identify and involve the relevant stakeholders of the risk management process as planned.


Monitor and control the risk management process against the planfor performing the process and take appropriate corrective

action.






Objectively evaluate adherence of the risk management process against its process description, standards, and procedures, and address noncompliance.


Review the activities, status, and results of the risk management process with higher level management and resolve issues.






Establish and maintain the description of a defined risk management process.


Collect work products, measures, measurement results, and improvement information derived from planning and performing the risk management process to support the future use and improvement of the organization’s processes and process assets.


Summary of CMMI Process Areas

This section introduced you to the purpose, goals, generic, and specific practices of the following CMMI Process Areas:

Project Planning



Risk Management