Project Management Maturity Model (PMMM)

1.1 Project Definition

Project Lifecycle Function / Key Process Area Description:

The purpose of project definition is to gain a common and agreed understanding within an organization that it conducts discrete projects and that these projects are explicitly recognized. In defining projects, the organization should Identify some project objectives.

A Project should also managed, i.e., subject to at least some management activities, including activity identification. A project is also likely to have some form of project life cycle, which may be of benefit in high-level planning.

Functional Achievement/Process Goals:

• • To recognize and establish objectives for the project.
  • To gather the necessary resources to achieve the project objectives within a specific time scale and agree to the budget.

Approach:

• • Each project should have agreed objectives and be given the necessary resources to achieve those objectives.
  • The organization should recognize the projects they are undertaking.
  • Each project manager should be able to identify the key activities that must be carried out.

Deployment:

• • Outline Project plans are drawn up to distinguish project phases or stages.
  • Any changes in project requirements should be recognized.

Review:

• • The project should ideally be reviewed by senior management periodically.

Perception:

• • The views of stakeholders should be sought regarding the project’s progress.

Performance Measures:

• • Projects may have no measure of their planned and actual performance throughout the project lifecycle.
  • Changes in project objectives or customer requirements should be identified.

2.1 Project Establishment

Project Lifecycle Function / Key Process Area Description:

The purpose of project establishment is to ascertain the specific needs of a project team and its management in terms of profiling project skills and competency levels necessary to perform the required project activities. The project profiles can then be compared with those of individuals fulfilling specific roles.

The project’s resource needs may be fulfilled from existing resources within the organization, e.g., from a resource pool. Alternatively, the resource profiles may be used to procure suitable external resources.

Functional Achievement/Process Goals:

• • The organization selects appropriate Individuals for the key management roles and the principal project activities based on the project outline or high-level brief.
  • Project management may be involved in the selection of project team members to fulfill the task requirements or the project as described in the project plan.
  • The organization monitors the project’s actual performance against the agreed targets and objectives.

Approach:

• • Projects should recognize organizational policy for recruitment, appointment, resource allocation, and management of resources.
  • The project intent, outline plans, and the stage and activity decomposition details should form the basis for ascertaining the specific resource needs of the project.
  • Agreed changes in business requirements may lead to changes in project objectives and project plans; such changes may lead to changes in the project’s resource requirements, which should be reflected in the plans and schedules.
  • Project team members and those individuals who interface with the team and its management should be at least aware of and preferably trained in the organization’s standards, methods, and procedures.
  • Project team members responsible for conducting project roles or activities should have relevant process knowledge and experience.
  • The project manager should ascertain the resource requirements in terms of skill sets, levels of competency necessary, and quantity of resources required for managing, liaison, support, and project delivery for each project stage throughout the project lifecycle.
  • The organization should consider the supporting roles and those engaged with the management and delivery of the project throughout the project lifecycle.

Deployment:

• • Project plans are drawn up to distinguish project phases and stages. Detailed plans are prepared for each phase and the activities to be undertaken at each stage are deliverables.
  • The resource requirements in terms of resource profiles necessary to accomplish the project roles are deliverables.
  • Potential issues arising from the resource requirements should be identified. e g. availability of critical resources.
  • The resource profile for the project is compared with the profile of available resources and suitable resources are allocated to the project.
  • The project profile may also be used to evaluate the suitability of resources from external sources.
  • Inherent and acquired resource risks should be identified at the outset, considered at each project stage, and managed accordingly.
  • The requirements of the project should be assessed in terms of the work necessary to satisfy the requirements. A resource strategy should be developed, considering the partitioning and allocating requirements amongst various teams, groups, and parties.
  • Resources not under the direct control of the project manager should be identified. The commitment to meet project requirements should be ascertained, negotiated, and agreed upon with the various parties, ensuring the overall project plan is not compromised.
  • Any changes to the project plans. e.g. caused by changes in business requirements, project objectives, etc., are assessed by project management for impact on existing and planned activities and the resource skills and competency levels required to fulfill those activities.

Review:

• • The selection process for project management should be periodically reviewed by senior management against organizational resource policies and standards.
  • Project management should undertake periodic reviews of all resources assigned to their projects to ensure that the matching and selection of resources are appropriate for project needs.
  • Project resources should be assessed periodically and as part of the post-project review to update skill records and competency findings.

Perception:

• • Customers’ and other stakeholders’ views of the quality of project resources should be ascertained, and any shortcomings with existing resource profiles, e.g., levels of business domain knowledge and business communication skills, should be addressed.
  • The implications of business change plans and time scales should be assessed, and the business should be made aware of any existing constraints, e.g., in terms of project resource profiles and skill sets.

Performance Measures:

• • Projects should measure their planned and actual resource profiles, skill sets, and resource performance in qualitative and quantitative terms throughout the project live cycle.
  • Changes in project resource requirements should be identified and monitored, for example, in terms of the amount of resources required, the skills and competency levels, resource capacity and availability, etc.
  • The performance of all resources should be monitored in terms of their expected and actual performance levels.

2.2 Requirements Management

Project Lifecycle Function / Key Process Area Description:

The purpose of requirements management is to establish a common understanding between the project team and the customer(s) concerning the business needs to be addressed by the project.

The project aims to establish and maintain an ‘agreement’ with the customer on all business requirements. This agreement forms the basis for estimating, planning, performing, monitoring, and reviewing project activities throughout the lifecycle.

Functional Achievement/Process Goals:

• • The business requirements (project objectives) are documented and controlled to establish a baseline for project activities.
  • Project plans, activities, and deliverables are consistent with the specified requirements.

Approach:

• • Projects should recognize organizational policy for managing requirements, e.g., covering the need to document and review requirements.
  • Authorized and agreed changes in business requirements may lead to changes in project objectives and project plans, project activities and deliverables should all be consistent and reflect any agreed changes in requirements.
  • Changes to requirements should be traceable within the project deliverables.
  • Responsibility within the team for analyzing requirements and ensuring they are satisfied within the project deliverables should be established.
  • Project team members for requirements management activities should be trained in the standards, methods, and procedures used within the organization.
  • Project team members responsible for management activities should have relevant business domain knowledge.
  • The project should recognize and allocate responsibility for managing all requirements, including expected outcomes, functional requirements, performance requirements, design constraints, agreements, and contractual terms and conditions that affect and determine activities.
  • The project should elicit acceptance criteria to validate the project deliverables and demonstrate that the project has satisfied the business requirements and objectives.
  • The project should ascertain the resources required for managing the requirements throughout the project lifecycle and ensure that the project receives adequate funding to manage the requirements.

Deployment:

• • Requirements are reviewed, and incomplete or inconsistent requirements are identified by the project team and discussed with the relevant stakeholders.
  • The team should ascertain whether the specified requirements are verifiable.
  • Potential problems/issues arising from the specified requirements should be resolved, e.g., inconsistencies and ambiguity should be removed.
  • Risks associated with requirements, e.g., their statement or feasibility, are identified and discussed with the relevant stakeholders.
  • The project assesses all requirements, and the strategy for dealing with them is determined, including their partitioning and allocation amongst various teams/groups/parties.
  • All parties negotiate and agree upon any commitments in meeting/satisfying the allocated requirements.
  • The business requirements and project objectives form the basis of the project plans, deliverable definitions, and activities.
  • The project deliverables are managed and controlled in terms of at least version control and change control, with suitable tracking of respective requirements.
  • All requirements should be verifiable in the project and project management deliverables, e.g., project plans and success criteria.
  • If changes to requirements are requested, they should be reviewed, and the project team should assess the impact on existing commitments and negotiate, where appropriate, before incorporation into the project baseline.
  • Any changes necessitated to project plans, deliverables, and existing activities should be identified, evaluated, assessed for risk, documented, planned, and communicated to affected parties and stakeholders and should monitored to completion.

Review:

• • Requirements management undertaken by project teams should be periodically reviewed by senior management against organizational policies and documentation standards.
  • The project manager should plan and hold various project reviews of the requirements with the team or parties with allocated responsibilities for managing requirements.

Perception:

• • Quality reviews should be planned and undertaken to ensure requirements are managed effectively). For example. to ensure that:
  • The organization has adequate processes by which problems with requirements are resolved before project commitment.
  • Requirements are being monitored throughout the project lifecycle
  • Project plans, actual activities, and deliverables are revised to reflect any changes in business requirements.
  • Changes in commitments are negotiated and agreed with the affected parties.

Performance Measures:

• • Projects take measurements to determine the quantity, type, and status of requirements during the project lifecycle.
  • Projects take measurements to assess requirements’ quantity, type, and status during the project lifecycle.
  • Changes in requirements are monitored, for example, in terms of the total number of requirements items affected by the change, the number of new, amended, and deleted requirement items, and the date at which the proposed changes are approved and incorporated into the requirements.

2.3 Risk Management

Project Lifecycle Function / Key Process Area Description:

Risk management aims to identify, analyze, avoid, minimize, or control the possible adverse effects associated with risks that materialize before or during the conduct of a project.

The risks may affect not only the project but the business generally and may be beyond the reach of the project to manage effectively. In such cases, the risks should be escalated to the appropriate business managers or stakeholders for mitigation.

Functional Achievement/Process Goals:

• • The risks, whether business or technical, are identified, documented, and managed effectively to reduce the possible adverse consequences on the business and project delivery.
  • Inherent risks to the project are minimized at project initiation and planning stages, while acquired risks are Identified throughout the project lifecycle and are either eliminated or mitigated through contingency measures.

Approach:

• • Projects should recognize organizational policy for the management of risks, e.g., covering the need to analyze and manage risks throughout the project lifecycle.
  • Responsibility for identifying and analyzing risks and for managing risks should be made explicit.
  • Project team members responsible for risk analysis and management activities should have relevant business domain and technical knowledge.
  • The project should ascertain resource and budgetary implications of risks throughout the project lifecycle and ensure that all contingency measures are cost-effective.
  • The business and other stakeholders should made aware of risk management activities.
  • The project should consider the internal and external support requirements, including tools necessary to manage identified risks efficiently and effectively throughout the project lifecycle.

Deployment:

• • Project-related risks associated with cost, resources, schedule, and activities should be identified, documented, and assessed by recognized procedures.
  • All identified risks should be analyzed, and their potential impact on both the project and the business should be evaluated. Where appropriate, contingency plans should be drawn up.
  • The project manager should ensure that a project risk management plan is drawn up, which identifies project risks and is used to manage risks throughout the project lifecycle.
  • Project risks are tracked and re-evaluated at selected project milestones or designated risk checkpoints and during the planning of significant changes that affect the project.
  • Contingency planning is based on project-defined processes and is performed throughout the project lifecycle as new risks emerge or are mitigated.

Review:

• • Risk management activities undertaken by project teams should be periodically reviewed by senior management against organizational policies and documented standards.
  • The project manager should review identified risks with the project team and other parties with allocated responsibilities for managing risks.
  • Senior managers should ensure that project risks are addressed adequately and evaluate the implications from the business perspective.

Perception:

• • The extent to which business managers and other stakeholders feel that projects identify and address risks associated with business change and project delivery should be surveyed periodically.
  • The extent to which stakeholders are cognizant of the level of project risk should be surveyed.
  • The levels of involvement and commitment of stakeholders in the identification of business and project risks should be surveyed regularly.

Performance Measures:

• • Projects take measurements to determine risks’ quantity, type, and status during the project lifecycle.
  • Measurements are taken to determine the effectiveness of risk management activities, e.g., for each identified project risk, the realized adverse impact, and the number and magnitude of the unanticipated effects on the project.

2.4 Project Planning

Project Lifecycle Function / Key Process Area Description:

Project planning aims to establish credible plans for undertaking the required project and to underpin other project management activities, including disseminating planning information to stakeholders and Other Interested parties.

To produce credible plans, estimates for the work necessary to meet the project objectives need to be developed. Furthermore, for the plans to be realistic, the project manager must establish resource commitments to undertake the project.

Functional Achievement/Process Goals:

• • Project phase/stage estimates are documented and used as the basis for developing project plans and monitoring the project.
  • The project activities and commitments necessary to achieve the project objectives are planned and documented.
  • Affected groups and individuals agree to their commitments to the project plan.

Approach:

• • A project manager is designated to be responsible for developing the project plan and negotiating the necessary commitments with affected groups and individuals.
  • The project follows organizational policies and standards for project planning activities.
  • The project manager should consult affected groups and individuals concerning effort/cost estimation and schedule.
  • Senior managers should review any project commitments being given to individuals or groups external to the organization.
  • Project plans should be under version control, and necessary changes should be incorporated in a controlled manner, i.e., change control.
  • The scope of the project, the organizational goals, project objectives, cost and schedule constraints, inter-dependencies, and the identification of key stakeholders should documented and approved.
  • The project manager should assign responsibilities for specific project activities and deliverables, where appropriate.
  • The organization should ensure adequate resources and funding for project planning activities and that the necessary experienced individuals are available to participate/contribute to planning activities.
  • The organization should ensure that suitable tools are available to support planning activities.
  • Individuals involved in project planning should be suitably trained in estimating and planning procedures.

Deployment

• • The project manager discusses the proposed project with the team, and in particular, the project goals and objectives, the applicable standards and procedures, and the resource schedule are reviewed.
  • The project manager should ensure that plans are formulated during the early stages of the project lifecycle and that they are reviewed with the key stakeholders and participants.
  • Project commitments with external parties are reviewed by senior management.
  • The project manager ensures a project lifecycle with pre-defined phases or stages is identified.
  • The project plan is developed according to a documented procedure. The plan should cover the project scope, organizational goals, and project objectives; the deliverables should be identified as project milestones and review points; project risks should be identified and assessed.
  • Detailed project plans should be produced for each stage of the project by the end of the preceding.
  • Other project management deliverables needed to establish and maintain control of the project should be identified.
  • All estimates of project effort and costs should be derived following a documented procedure.
  • The project schedule should be derived per a documented procedure and accommodate any imposed milestone dates, critical dependencies, and other constraints.
  • Risks associated with cost, resources, schedule, and detailed aspects of the project should be identified, assessed, and documented.
  • All identified risks should be analyzed, their potential impact on the project should be considered, and appropriate contingency plans should be drawn up.
  • The project manager should consider the necessary support environment for the project, which should be included in the project plans.
  • Project planning data should be held such that project plans and estimates can be reviewed later and lessons can be learned.

Review:

• • Project planning activities are reviewed periodically by senior management.
  • The project capabilities, cost, resource, and schedule performance should be reviewed by key stakeholders.
  • Senior management should ensure that project risks are being addressed adequately.

Perception:

• • The extent to which stakeholders are content with project planning should be ascertained.
  • The extent to which stakeholders feel that project action items and issues are addressed should ascertained.

Performance Measures:

• • The status of project plans is measured throughout the project lifecycle; typical measures include the actual achievement of milestones in comparison with planned achievement, work completed, effort, and costs expended at each stage of the project in contrast with project plans.

2.5 Project Monitoring and Control

Project Lifecycle Function / Key Process Area Description:

Project monitoring and control aims to provide adequate visibility into actual project progress so that management can take effective actions if the project’s performance deviates significantly from the project plans.

Project monitoring and control involves tracking and reviewing project accomplishments against the documented estimates, commitments, and plans and revising or adjusting plans based On actual accomplishments and results.

Functional Achievement/Process Goals:

• • Actual results and project performance measures are monitored against the stated estimates and plans.
  • When actual results and performance deviate significantly from the plan, corrective actions are taken and managed to closure.
  • The affected groups and individuals agree on any changes to project commitments.

Approach:

• • The project manager is designated to be responsible for activities and results.
  • The project manager should inform stakeholders of the status and outstanding issues.
  • Any changes in project commitments should be made With the involvement and agreement of affected groups and individuals.
  • If responsibility is assigned for particular deliverables or project activities, then assigned individuals or groups should be accountable for effort, cost, and schedule achievements.
  • The project manager should ensure that there are adequate resources and funding for project monitoring activities.
  • Project managers should be trained in managing both project activities and personnel aspects of the project.
  • Project team members should undertake the necessary induction or orientation to participate effectively in the project.

Deployment:

• • A documented project plan is used to monitor and control activities and communicate project status.
  • Project plans are updated as work progresses to reflect accomplishments, particularly when milestones are completed.
  • According to a documented procedure, project plans are revised as appropriate to incorporate refinements and more significant changes and reviewed after each revision.
  • Authorized changes that affect the project are communicated to the appropriate team members and other affected parties.
  • The size of the project stages is monitored, and actual effort is compared with the documented estimates of the project plans.
  • The overall projected size of the project is refined, monitored, and adjusted regularly.
  • Any Significant changes in estimates that affect project commitments are negotiated with the affected parties and documented.
  • Actual expenditure of effort and costs over time and against work completed are compared to estimates in the project plan to identify potential overruns.
  • Actual project resource levels are compared to the estimates given in the project plan.
  • Changes in staffing and other cost attributes that affect the project commitments are negotiated with the affected parties.
  • Critical resources that are necessary for the project are monitored, and any corrective actions are identified and reviewed.
  • The project schedule is monitored, and corrective actions are taken as necessary.
  • The effects of late and early completion of project activities and the achievement of milestones are evaluated for impacts on future activities and milestones.
  • Problems identified with any project deliverable are reported and documented; problem reports are tracked to resolution.
  • Project risks associated with cost, resources, schedule, and project activities are monitored.
  • The priorities of the risks and the contingency measures are adjusted as additional information becomes available.
  • The project manager reviews high risks regularly.

Review:

• • Project monitoring and control activities are reviewed periodically by senior management.
  • Project costs, staffing, and schedule performance should be periodically reviewed and Issues addressed.
  • Project risks should be reviewed, addressed, and escalated if necessary.
  • Problems and project issues should be reviewed and addressed appropriately.

Perception:

• • The extent to which stakeholders feel that they are given adequate visibility of progress should be ascertained.
  • The extent to which stakeholders feel that action is taken to address any significant project deviations from the plan should be ascertained.

Performance Measures:

• • Indicative measurements of project progress to allow tracking and review of accomplishments. e.g., of actual effort against estimate.

2.6 Management of Suppliers and External Parties

Project Lifecycle Function / Key Process Area Description:

The purpose of supplier management and that of other external parties is to ensure they are selected and managed effectively. Partnerships also need careful management to ensure that there are common objectives and shared aims.

In all cases, management involves selection, the establishment of mutual commitments, and monitoring both performance and results. Suppliers, partners, and other parties may be selected based on strategic business alliances and project considerations.

Functional Achievement/Process Goals:

• • The organization selects appropriate suppliers and parties that can contribute to or meet specific needs and requirements of the project.
  • The organization, partners, suppliers, and other parties agree to their commitments to each other.
  • The organization maintains a good relationship and ongoing communications with partners, suppliers, and other parties with the intent of cooperation.
  • The organization monitors partners’, suppliers’, and other parties’ actual performance and results against their commitments.

Approach:

• • The project follows organizational policies and standards for partnerships and managing suppliers and other parties.
  • The project manager is designated responsible for establishing and managing any contracts or other agreements necessary for delivering the project.
  • The project manager is responsible for coordinating any work package’s scope and the applicable terms and conditions.
  • The appropriate business functions establish and monitor the terms and conditions of any contracts with suppliers or other parties.
  • The project manager should ensure adequate resources and funding for selecting suppliers and other parties and managing the necessary contracts and agreements.
  • Project managers should be trained in preparing and planning for subcontracting or joint working, evaluating suppliers/bidders’ capability, evaluating suppliers/bidders’ estimates and plans, selecting suppliers and other parties, and managing the necessary contracts and agreements.
  • Project team members who may be involved in managing supplie0 and other parties should receive the necessary orientation in the detailed aspects of any agreements or contracts.

Deployment:

• • Any project work to be conducted by other parties is defined and planned according to a documented procedure.
  • Project activities and deliverables to be supplied by other parties are selected based on a balanced assessment of the project characteristics, i.e., based on a systematic analysis and appropriate partitioning of requirements and selection to match the skills and capabilities of potential parties.
  • Specifying all work and the standards and procedures to be followed are derived from the project brief/charter, business requirements, project objectives, and project plan.
  • A statement of work is prepared, reviewed, and agreed upon by appropriate stakeholders for all work to be conducted by other parties, e.g., subcontractors.
  • Statements of work, e.g., Terms of Reference, should be managed, controlled, and revised when necessary.
  • Any contractual agreement between the organization, partners, and other parties is used to manage the contract.
  • The contractual agreement may include terms and conditions, the statement of work, requirements, dependencies, deliverables definition, acceptance procedures and criteria, and performance measures.
  • The plans of partners, suppliers, and other parties should be reviewed and approved by the organization, and the organization should directly reference the appropriate items in the overall project plan.
  • A documented and approved plan is used to monitor the activities of partners and other parties and communicate status.
  • Periodic status and coordination reviews are conducted between the organization, partners, suppliers, and other parties.
  • Project activities, costs, staffing, and schedule performance are reviewed against the appropriate project plans.

Review:

• • The activities of managing partners, suppliers, and other parties are reviewed periodically by senior management.
  • The project manager should review arrangements with suppliers and other parties on a periodic and event-driven basis.
  • There should be planned reviews with project participants, particularly to establish the completion of key project milestones or stages.
  • Critical dependencies and commitments between the various parties are reviewed periodically.
  • Project reviews and interchanges are held with partners and other parties.
  • Formal reviews to address accomplishments and results are conducted at selected milestones according to a documented procedure.
  • The organization conducts suitable validation of the project deliverables according to a documented

Perception:

• • The extent to which stakeholders are content with project deliverables, irrespective of the source, should be ascertained.

Performance Measures:

• • All parties’ performance is evaluated periodically, and results are discussed with those affected.

2.7 Project Quality Control

Project Lifecycle Function / Key Process Area Description:

The purpose of project quality control is to provide management with confidence that the project processes are resulting in project deliverables of a suitable level of quality. i.e., products conform with stated quality attributes. Furthermore, quality control can provide an early indication of non-conformance With the stated requirements and other quality attributes, facilitating management action to address the process weaknesses and the resultant deviation from deliverable expectations.

Functional Achievement/Process Goals:

• • Project quality controls are designated in the project plan.
  • As far as project activities are concerned, adherence to the applicable standards and procedures is verified objectively.
  • The project deliverables are verified objectively against the stated requirements, acceptance criteria, and explicit quality attributes.
  • Non-compliance issues that the project cannot resolve are escalated and addressed by senior management.

Approach:

• • The project follows explicit procedures for project quality control, e.g., the method of review, type, and frequency of review.
  • The project manager reports to senior management on project quality matters.
  • The business should assess the appropriateness of project quality control activities and the level of involvement, e.g., Business Reviews, they require during the project’s lifetime.
  • The organization should ensure that there are adequate resources and funding for participating In project review activities.
  • The business should nominate senior management with authority and be able to make appropriate decisions to address non-compliance issues.
  • Individuals involved with project quality control activities should be suitably trained, e.g., in project management standards, procedures, and methods.
  • Project team members should receive orientation on their roles and responsibilities concerning project quality control, e.g., review methods and testing strategy.

Deployment:

• • Quality expectations should be stated for each project, and explicit acceptance and other quality criteria should be noted for each deliverable.
  • The quality expectations of the customer and other stakeholders should be ascertained during the early stages of the project and considered in overall project planning activities.
  • Affected groups or individuals should review the quality criteria and should be under version and change control.
  • Customers and other stakeholders should be encouraged to participate appropriately in project reviews and quality verification and validation activities.
  • Project products to be delivered to customers should be evaluated against quality criteria before release.
  • Project management should establish procedures for documenting and tracking non-compliance issues through to resolution.
  • Project management should provide suitable feedback to the project team on their activities and deliverables.
  • The business should periodically review project quality control activities and findings.

Review:

• • The project quality controls and activities are reviewed by senior management periodically.
  • The project manager should review quality control arrangements on both a periodic and event-driven basis with the project team.

Perception:

• • The extent to which stakeholders are committed to the quality criteria and review deliverables against them should be ascertained.

Performance Measures:

• • Measurements are taken and used to determine the status of project quality control activities. Typical measurements might include completion of project reviews compared with those given in the project plan, work completed, effort expended compared to the plan, amount of rework or effort expended in addressing non-conformance issues carried out, and effect on the project plan and budget.

2.8 Configuration Definition and Control

Project Lifecycle Function / Key Process Area Description:

The purpose of configuration definition and control is to establish and maintain the integrity of the project documentation and other deliverables throughout the project’s lifecycle

Configuration definition and control involves identifying essential documentation and specific products (configuration items) and their relationships, such that the impact of any changes to a configuration item can be assessed quickly and accurately.

A project library should be established containing the baseline documentation as it is developed. Changes to the baseline and the release of project documents should be systematically controlled to help maintain integrity and traceability throughout the project lifecycle.

Functional Achievement/Process Goals:

• • Configuration definition and control activities are planned and managed
  • Selected project deliverables are identified and made available under configuration control.
  • Changes to project deliverables are identified and controlled.
  • Affected groups and individuals are informed of the status and content of the project baselines.

Approach:

• • The project follows organizational policies and standards for implementing configuration definition and control.
  • The business should ensure that responsibility for configuration definition and control activities Within each project is explicitly assigned.
  • The business should maintain configuration definition and control throughout the project’s lifecycle.
  • The project manager should ensure that the project has a suitable repository for storing project documentation and deliverables and the associated configuration information.
  • The project manager should ensure that access to the repository and changes to its content are managed and controlled.
  • The business should approve the project baselines and the identification schema used by the project.
  • The business should review and authorize changes to the project baselines.
  • The configuration management role should be defined, and the person in charge should be responsible for coordinating and implementing configuration definition and control for the project.
  • Adequate resources and funding should be provided for configuration definition and control activities.
  •  Configuration management should undertake the necessary training and have appropriate support tools.
  • The project team should have suitable awareness training in configuration management.

Deployment:

• • A configuration management plan should be prepared for each project according to a documented procedure.
  • The configuration management plan should be developed within the early stages of the project and in conjunction with overall project planning activities.
  • Affected groups or individuals should review the configuration management plan and should be under version and change control.
  • Configuration definition and control activities should be performed based on the configuration management plan, i.e., the plan should describe the activities to be performed, assigned responsibilities, and the resources required, Including support tools.
  • A project library should be established as a repository for project baselines and should facilitate multiple control levels, sharing and transfer of configuration items, and storage and recovery of versions of configuration items throughout the project lifecycle.
  • The project deliverables to be placed under configuration management should be identified following the configuration management plan.
  • The impact of change requests on configuration items should be assessed.
  • Changes to project baselines should be managed and controlled; reviews should be conducted to ensure that changes have not caused side effects on the integrity of the project baseline.
  • Project products should be created from the deliverables within the project library, and their release should be controlled following a documented procedure.
  • The status of configuration items/units should recorded so that the current status and history (i.e., changes and Other actions) are maintained.
  • Standard reports documenting the contents of the project library should be developed and made available to interested parties, e.g., change request summary and status, a summary of changes made to project baselines, revision history, and results of project audits.

Review:

• • The configuration management activities are reviewed periodically by senior management.
  • The project manager should review configuration definition and control arrangements on both a periodic and event-driven basis.
  • The project manager should ensure that the project deliverable baselines are reviewed and that configuration definition and control activities are audited periodically.

Perception:

• • The understanding by stakeholders of the importance of configuration management and the success of these project activities should be ascertained.

Performance Measures:

• • The status of configuration definition and control activities should be evaluated.

3.1 Organizational Focus

Project Lifecycle Function / Key Process Area Description:

The purpose of organizational focus is to establish the leadership and necessary responsibility for project management activities to improve the organization’s overall project management capability.

Organizational focus is necessary to ensure that project management activities become standardized and integrated into the business processes. The organization should be committed in the long term to coordinating and developing project management activities across existing and future projects.

Functional Achievement/Process Goals:

• • Project management process development and improvement activities are coordinated across the organization.
  • The strengths and weaknesses of existing project management processes are identified concerning organization goals and project management reference frameworks and standards.
  • Organization-level project management process development and improvement activities are planned.

Approach:

• • The organization has an explicit policy for coordinating project management development and improvement activities.
  • Responsibilities for organization-level project management activity coordination and liaison with individual projects are assigned.
  • The project management processes used on individual projects are assessed periodically to determine their strengths and weaknesses.
  • Standard project management processes may be tailored to meet specific project needs.
  • Improvements to and other helpful information on project management processes, tools, and methods are made available to other projects.
  • Senior management sponsors the organization’s project management process development and improvement activities.
  • Senior management demonstrates their commitment through long-term plans, budgets, and other resources.
  • Senior management oversees project management process improvement, supporting business goals and strategies, and advising on business priorities and issues.
  • An organization’s individual or group is responsible for project management process development/improvement and receives the necessary training for this role.
  • Adequate resources and funding are provided for project management development activities.
  • Project management support tools and individuals experienced in project management are made available.
  • Project teams are made aware of project management development and improvement initiatives.

Deployment:

• • Project management is assessed periodically, and action plans are developed to address the assessment findings.
  • The action plan should identify which assessment findings will be addressed, the priorities, guidelines for implementing changes, and the groups or individuals responsible for implementing the changes.
  • The organization should develop and maintain a project management process development and improvement activities plan. The plan should take into account the action plans from process assessments and other organization improvement initiatives.
  • The organization’s and projects’ activities for developing and Improving project management should be coordinated at the organizational level.
  • The organization should develop and maintain standard process specifications for project management at the organizational level.
  • The organization should establish a project repository to collect information on project management processes and outcomes.
  • Training in the organization’s project management approach and processes should be coordinated, i.e., through a training program across the organization.
  • Individuals involved in implementing project management processes are informed of organization-level and project activities to develop and improve project management.

Review:

• • The project management process development and improvement activities should be reviewed by senior management periodically.
  • Project managers should ensure that action plans are monitored and action items are assigned, reviewed, and tracked to closure.
  • Issues raised at the project level that cannot be resolved by the project manager should be escalated to the organizational level for review.

Perception:

• • The findings of project management assessments should be considered with the organizational goals and business objectives.
  • The organization should ensure that project management has adequate processes by which project risks are minimized and a quality outcome is more likely.
  • Project management process development and improvement plans should be cognizant of the business needs and priorities.

Performance Measures:

• • Measurements are taken to determine the status of the organization’s project management process development and improvement activities. For example, in terms of the resources expended on process assessment, project management development, and improvement, compared to the plans for these activities.
  • The results of project management assessments should be compared to the results and recommendations from previous assessments.

3.2 Project Management Process Definition

Project Lifecycle Function/Key Process Area Description:

The purpose of process definition •s to develop and maintain a set of project management process assets that can be used by all projects within the organization to improve project performance and provide the basis for cumulative benefits to the organization Such assets include the definition Of the organization’s standard project management process, and related project management assets such as project life-cycle descriptions. templates, process tailoring guidelines and criteria, and the organization project database. and documentation libraries.

Functional Achievement/Process Goals:

• • A standard management approach for use by the organization is developed and maintained. Information related to the use of the organization’s standard project management processes is collected, reviewed, and made available

Approach:

• • The organization has an explicit policy for the development and maintenance of a standard management approach and related process assets.
  • Process assets for use by project teams are developed to include: guidelines and criteria for tailoring standard processes, descriptions of project management life cycles approved for use by the project teams, and a library Of project management-related documentation templates previously developed and available for re-use.
  • The organization should ensure that the project management process assets are maintained to reflect the organization’s policy and standards
  • Project management information should be collected from projects and analyzed to improve the organization’s standard processes. This information may include process and product measurements. lessons learned, and other process-related documentation.
  • Adequate resources and funding are provided for developing and maintaining the organization’s standard project management process and related assets.
  • The development and maintenance of the organization’s standard project management process and related assets is coordinated by nominated individuals or specific groups with allocated responsibility.
  • Tools to support process development and maintenance are made available to the nominated individuals or group responsible.
  • The individuals or groups responsible for process development and maintenance receive the required training to perform these activities. e.g. project management methods. process modeling and documentation.

Deployment:

• • The organization’s standard project management approach is developed and maintained according to a documented procedure.
  • The procedure should typically specify that the standard approach should be cognizant of the organization’s policies and standards and those commonly imposed by customers, as appropriate. The standard project management approach should take into account the tools and methods recommended by the organization, as appropriate.
  • The process interfaces between project management, the organization, and customers should be described.
  • Changes to the organization’s standard project management approach should be documented. reviewed and approved by the process owner or group responsible, before they are incorporated,
  • Plans or introducing changes to project management processes of ongoing projects should be defined, as appropriate.
  • The standard project management approach should be decomposed into constituent process elements to the level of granularity necessary to understand and describe the process. (Each process element covers a well-defined, bounded, closely related set of activities).
  • The relationship of the process elements should be described including sequencing, interfaces, and interdependencies.
  • The approved project management lifecycles should be documented and maintained. These should be compatible with the organization’s standard project management approach.
  • Guidelines and criteria to enable projects to tailor the organization’s standard project management processes should be developed and maintained.
  • The organization’s project management process database should be established and maintained.
  • The organization should collect and make available data on project management processes and the resulting deliverables.
  • The data contained within the database should be reviewed to ensure the integrity of the project database.
  • A library of project management process-related documentation should be established and maintained.

Review:

• • Quality management should review and/or audit the organization’s activities and deliverables relating to the development and maintenance of the organization’s standard project management process and related project management assets.
  • The results or findings of such reviews and/or audits should be presented 10 the organization’s senior management.

Perception:

• • The findings of project management process definition reviews should be considered about the organizational goals and business objectives.
  • The organization should ensure that project management has defined processes by which project risks are minimized and a quality outcome is more likely.
  • The findings of project management process reviews should be compared with the perception of customers and other stakeholders.
  • Project management processes should be cognizant of the business needs and priorities.

Performance Measures:

• • Measurements are taken to determine the status of the organization’s project management process definition activities. For example, in terms of the status of the scheduled milestones for process development and maintenance.

3.3 Project Training

Project Lifecycle Function / Key Process Area Description:

The purpose of a project training program is to develop the skills and knowledge of project managers. their team and other personnel engaged with the project so they can perform their roles more effectively

The training program takes into account the needs of the organization, projects, and Individuals, Suitable training modules may be developed or procured to meet the identified needs

Functional Achievement/Process Goals:

• • Training activities are planned.
  • Training for developing the skills and knowledge needed to perform project management and other team roles is provided.
  • Individuals in project teams or support roles receive the training necessary to perform their work activities.

Approach:

• • The organization has an explicit policy for meeting its training needs.
  • The organization’s policy should specify the skills and knowledge requirements for project management, project team, and support roles.
  • Training vehicles for imparting skills and knowledge should be identified and approved, including mentoring programs.
  • Training should be provided to build the skills base of the organization, to fill specific project needs, and to develop the skills of individuals.
  • Training is developed within the organization or obtained from external sources when appropriate. Nominated individuals or groups should be responsible for fulfilling the training needs of the organization.
  • There should be adequate resources and funding provided to implement the training program There should be suitable tools and facilities to support the training program.
  • The individuals or groups responsible for the training program should have the necessary skills and knowledge to perform their training activities.
  • Project managers and personnel engaged in direction, delivery, and supporting roles should be aware of or receive orientation on the organization’s training program.

Deployment:

• • Each project should develop and maintain a training plan that specifies the naming.
  • Projects should identify the set of skills needed and when those skills are needed. the skills for which training is required and the skills that will obtained via other vehicles
  • Projects should identify the training that is required and for whom. and when u is required, and how that training can be provided.
  • The organization’s plan is based on the projects’ needs identified in their training plans; it identifies the specific training to be provided based on the skills needed by the organization
  • The organization’s plan should be readily available to affected project teams, groups, and individuals
  • Training for the organization is performed m accordance with the organization’s training plan.
  • The organization’s training plan covers the specific types of training needed and when it is needed, the source Of the training. the funding and resource requirements, standards for instructional material, and the schedule for developing or revising training material, as appropriate
  • Training courses prepared at the organizational level are developed and maintained
  • Individuals should be assessed to determine whether they possess the necessary skills and knowledge required to perform designated roles.
  • Training records should be maintained for all individuals and should be made available for future allocation to new assignments.

Review:

• • Training programs should be reviewed With Senior Management periodically.
  • The training program should be evaluated to ascertain the level of consistency with. and relevance to. the organization’s needs.
  • The training program and deliverables should be reviewed and/or audited to verify the processes for developing and revising the organization’s training plan. and the courses being followed The review should also ensure that training records are properly maintained.

Perception:

• • Training programs should be reviewed with Senior Management periodically
  • The training program should be evaluated to ascertain the level of consistency with. and relevance to. the organization’s needs.
  • The training program and deliverables should be reviewed and/or audited to verify the processes for developing and revising the organization’s training plan. and the courses being followed The review should also ensure that training records are properly maintained.

Performance Measures:

• • Measurements are taken to determine the status of the training program activities. For example, actual attendance at training courses compared to projected attendance, progress in providing training courses compared to the organization’s and project training plans
  • Measurements are defined and used to determine the quality of the training program, e.g. results of post-training tests. course reviews, and feedback from project managers.

3.4 Integrated Management

Project Lifecycle Function / Key Process Area Description:

The purpose is to ensure that all project activities, including managerial and administrative aspects, form a coherent set tailored to the organization’s standard approach and related process assets

Integrated management necessitates the development of a project plan that addresses the specific project characteristics. The plan should be based on defined processes and describe how the activities will be implemented and managed, taking into account the project’s size, effort, cost,  schedule, and staffing. The emphasis of integrated management is to anticipate problems and other Issues and to act to prevent or minimize the effects of these problems.

Functional Achievement/Process Goals:

• • The processes undertaken by the project team are tailored from the organization’s standard project approach and process elements.
  • Projects are planned and managed according to their defined processes and these should be cognizant of the project’s objectives and have stakeholder approval.

Approach:

• • The organization should have an explicit policy requiring projects to be planned and managed using the organization’s standard project processes and related process assets.
  • Each project should document its defined process and approach by tailoring the organization’s standard processes.
  • Deviations from the organizational standards should be documented and approved.
  • Projects should undertake their activities by their defined processes.
  • Projects should collect and store appropriate project measures in the organization’s project management database.
  • Adequate resources and funding should be provided for managing projects using the defined project management processes
  • The individuals responsible for tailoring the project’s processes should receive the appropriate training in the use of the organization’s standard processes and project management assets.
  • Project managers should be trained in managing the project teamwork. administrative and personnel aspects of a project.

Deployment:

• • A project lifecycle is selected from those approved by the organization, to satisfy the project’s contractual and operational constraints.
  • The project lifecycle and project management processes may be modified or tailored under organizational guidelines and criteria and should be documented. Any tailoring should be reviewed by those responsible for coordinating the organization’s project management activities and approved by senior management.
  • Estimating, planning, and monitoring activities should be tied to the key tasks and project deliverables defined for the project.
  • Readiness and completion criteria should be established and used to authorize initiation and determine completion of key project tasks.
  • There should be documented criteria to indicate when it is necessary to re-plan a project.
  • Project lessons learned should be documented and stored in the organization’s  project library
  • A staffing plan should address the project’s needs for individuals with specific skills or domain knowledge.
  • Training needs should be identified and documented to meet the specific needs Of the project.
  • The project plan and processes followed in interacting with other groups may need to be adjusted to account for disparities or other potential problems.
  • The organization’s project management database should be used for project planning and estimating purposes.
  • Projects should provide appropriate planning data, and actual measurements for storage in the organization’s project management database.
  • Critical dependencies and critical paths on the project schedule should be recognized and managed according to a documented procedure.
  • Project risks are identified, assessed, documented, and managed according to a documented procedure.
  • A project risk management plan is produced and used to identify and manage project risks.
  • Contingency planning is based on the project-defined processes and is performed throughout the project lifecycle.
  • Project risks are tracked and re-evaluated at selected project milestones or designated risk checkpoints. and during the planning of significant changes that affect the project.

Review:

• • The project management activities should be reviewed with Senior Management periodically.
  • Quality assurance should review or audit project management activities and report the results.
  • Project reviews are periodically performed to determine the actions necessary to bring project performance in line with the current and projected needs of the business, and the customer, as appropriate

Perception:

• • The findings of project management reviews should be considered in relation to the organizational goals and business objectives.
  • The findings of project management reviews should be compared with the perception of customers and other stakeholders.

Performance Measures:

• • Measurements are taken to determine the effectiveness of integrated management activities. For example,
    • effort expended over time in managing projects, compared to plan;
    • frequency, causes, and magnitude of re-planning effort;
    • for each identified project risk the realized adverse impact. and the number and magnitude of unanticipated impacts to the project.
  • There should be suitable provisions made to gather, analyze, and report measurements needed to manage the project

3.5 Lifecycle Control

Project Lifecycle Function / Key Process Area Description:

The purpose of lifecycle control is to consistently perform the project activities in terms of a well-defined process and to produce consistent products effectively and efficiently.

Lifecycle control ensures that the necessary activities to design, build, and maintain the desired products are accomplished using the appropriate tools and methods, and that the process of transformation is conducted economically and value can be demonstrated.

Functional Achievement/Process Goals:

• • The project activities are defined, and integrated. and consistently performed to produce the desired project deliverables.
  • Deliverables produced at various stages of the project lifecycle are kept consistent with each other.

Approach:

• • The project activities should be performed in accordance with the project’s defined process and using appropriate methods and tools.
  • The project plans. tasks and products should be traceable in terms of the agreed project requirements and objectives.
  • Adequate resources and funding should be provided for performing the project activities.
  • Project activities, including requirements analysis, design, construction, verification and validation, and maintenance, should be undertaken by skilled individuals utilizing the prescribed toolsets.
  • Project managers should also have training or experience in both the wider business and customer domains.
  • Project management should undertake some orientation in the working practice aspects of the project, including methods and tools.

Deployment:

• • The project support tools should be placed under configuration management control
  • The project requirements are systematically analyzed and developed in accordance with the defined engineering process.
  • Issues affecting the design, development, and build of the project deliverables are identified and resolved.
  • Effective methods of requirements analysis are used and the results of the analysis and the rationale for the selected alternative are documented.
  • The project should ensure that it is feasible to deliver a solution that satisfies the requirements.
  • The group or individuals responsible for verifying or validating project deliverables review the documented requirements to ensure they can be verified.
  • The methods to be employed for verifying and validating that the requirement has been satisfied are identified and documented.
  • The requirements documentation undergoes peer review before it is considered to be complete.
  • Requirements and design documentation are under configuration management control.
  • Requirements can be tracked throughout the project lifecycle and remain traceable through the various project stages: analysis, design, development, incorporation, etc.
  • Design criteria are developed and reviewed, where appropriate.
  • Individuals involved in design review the requirements to ensure that all issues affecting design are identified and resolved.
  • Appropriate standards are applied and effective design methods are used.
  • The design is suitably documented in terms of the design item components, and internal and external interfaces, and undergoes peer review before it is considered complete.
  • The sequence in which design units or components are developed is based on a plan that accounts for factors such as criticality, difficulty, integration and verification issues, and the needs of customers and users, as appropriate.
  • Verification or validation of project deliverables are performed in accordance with the project’s defined process; for example, verification criteria are developed and reviewed with the customer and users, as appropriate.
  • The adequacy of verification and validation activities is determined based on the level of verification performed, the strategy selected, and the amount of verification and/or validation achieved.
  • For each level of product verification, the readiness criteria for verification activities are established and used; plans and procedures for verification, and appropriate cases undergo peer review before use.
  • Verification plans, procedures, and verification data are managed and controlled and are appropriately changed whenever there are changes in project requirements, product design, or build constructs.
  • Resources for product verification and validation are assigned early enough within the project lifecycle to enable adequate preparation for deliverable verification.
  • Verification procedures and suitable checks should be planned and prepared by a verification group that is independent of the development team.
  • Verification activities are performed against base-lined products, and problems identified during verification are documented and tracked to closure.
  • The results of verification activities are documented and used as the basis for determining whether the project deliverables satisfy the customer/user requirements
  • The documentation that will be used to ensure a smooth handover of project deliverables into operational service and throughout the operational service life is developed and maintained according to the project’s defined process.
  • Documentation specialists actively participate in planning. developing and maintaining operational service documentation.
  • Preliminary versions Of the documentation are developed and made available early in the project lifecycle for the customer/user and other stakeholders to review and provide feedback.
  • Final versions of project documentation are reviewed and approved, as appropriate.
  • Data on defects identified in review and verification activities are collected and analyzed.

Review:

• • The lifecycle control activities should be reviewed with Senior Management periodically.
  • The lifecycle control activities should also be reviewed by project management on a periodic and event-driven basis.
  • Quality Management periodically undertakes reviews and/or audits of project deliverables and lifecycle control activities and reports the results.

Perception:

• • The findings of lifecycle reviews should be considered in relation to project goals and objectives.
  • The findings of lifecycle reviews should assure customers that requirements are complete and consistent. feasible, and verifiable, that readiness and completion criteria are satisfied, and that the necessary verification is completed satisfactorily. Stakeholder perception should be compared and contrasted with the findings of such reviews

Performance Measures:

• • Measurements are taken to determine the functionality and quality of the project deliverables. Project requirements are summarized by category (e.g. security, configuration, performance, reliability). and are traced through the specifications and appropriate verification processes.
  • There should be suitable measurements to determine the status of the lifecycle control activities, e.g. problem reports by severity and elapsed time to resolution and closure, change activity, including the effort to analyze proposed changes, size and cost to implement, verify, and validate incorporated changes.

3.6 Inter-term Coordination

Project Lifecycle Function / Key Process Area Description:

The purpose of inter-team coordination is to establish the means for project teams to communicate and actively engage with other teams in order to satisfy the business and customer needs efficiently and effectively.

Functional Achievement/Process Goals:

• • The customer’s requirements are agreed to by all affected groups.
  • Commitments between project teams are negotiated and agreed upon by all parties.
  • Senior management identifies, tracks, and resolves inter-group issues

Approach:

• • The organization recognizes the need for establishing interdisciplinary reams, e.g. for conducting verification activities, quality assurance, configuration management, contract management, and documentation support.
  • Project-level objectives and plans are reviewed by all affected groups.
  • Senior management ensures that there is adequate coordination of plans and project activities by establishing and maintaining a suitable environment to facilitate interaction, coordination, support, and teamwork.
  • Adequate resources and funding are provided for coordinating project(s) activities with other groups.
  • The support tools used by different project teams and groups are made compatible to enable effective communication and coordination.
  • All managers in the organization receive training in teamwork.
  • Project staff within interdisciplinary groups receive orientation in the processes, methods, and standards used within project teams or other groups.

Deployment:

• • The project team and related groups participate with the customer and users, as appropriate to establish the requirements.
  • Any critical characteristics of the requirements. critical dependencies are defined by the project team and the acceptance criteria for the project deliverables are documented.
  • Senior organizational management ensures that all issues affecting more than one project, or inter-team co-ordination activities are managed and controlled.
  • Senior organizational management assesses, develop recommendations, and manages risks affecting many teams or interdisciplinary groups.
  • A documented plan is used to communicate inter-team commitments to coordinate group activities and to monitor the work performed.
  • Critical dependencies between project teams or groups are identified, negotiated, and monitored according to a documented procedure.
  • Project deliverables that are produced as input to other teams or groups are reviewed by group representatives to ensure that the deliverables meet their specified needs.
  • Inter-team issues that are not resolvable by the groups or parties concerned are escalated to Senior Management for resolution.
  • Senior Management participates in periodic reviews and interchanges to provide visibility Of the customer perspective. and to ensure that the project team(s) interpret and implement their requirements correctly.
  • Senior Management reviews the various commitments of interdisciplinary groups to determine whether they are being met.
  • Senior Management reviews project risks throughout the project lifecycle to ascertain the effect on business risks.

Review:

• • Inter-team coordination activities should be reviewed with Senior Management periodically.
  • Inter-team coordination activities are reviewed by project management on both a periodic and event-driven basis.
  • Quality management review and/or audit inter-team coordination and report the results to Senior Management.

Perception:

• • The findings of project management reviews should be considered in relation to the organizational goals and business objectives.
  • The findings of project management reviews should be compared with the perception of customers and other stakeholders.

Performance Measures:

• • The organization may determine the status of inter-team coordination activities by measuring, for example:
    • actual effort expended by other groups in support of a project team;
    • actual completion of specific tasks and milestones by other groups to support the activities of the project team

3.7 Quality Assurance

Project Lifecycle Function / Key Process Area Description:

The purpose of quality assurance is to provide organizational assurance that the project has suitable quality plans and measures to ensure that the project processes are suitably controlled and are likely to result in deliverables that meet explicit quality criteria.

Quality assurance augments quality control in ensuring that quality is planned into the project, rather than relying on inspection and removal of defects in deliverables during the project lifecycle

Functional Achievement/Process Goals:

• • Formal review activities should be planned throughout the project lifecycle and involve stakeholders where appropriate.
  • A Quality Plan should show how the quality criteria for the project are to be achieved by the project
  • The standards and procedures recommended for use by projects should be periodically assessed to ensure that they are fit for purpose.

Approach:

• • The project should follow a written policy for performing forma/ reviews; the policy should identify a standard set of project deliverables that are subject to formal reviews.
  • Any peer reviews conducted for the project are led by trained review leaders.
  • Peer reviews should focus on the project deliverables and not the project processes, people, or technology.
  • Adequate resources and funding should be provided for performing peer reviews.
  • Quality assurance reviews should assure the project management approach, and the project methods and be conducted by independent (of the project team) reviewers.
  • Quality assurance should make recommendations to the project team to improve the Quality Plan and improve the likelihood of quality deliverables and reduce the level of business and project risk.
  • Quality reviews should be planned and undertaken to ensure that the skills and competencies required for existing and forthcoming projects are recognized and categorized adequately.
  • Quality reviews should be planned and undertaken to ensure that the risks are managed effectively.
  • Quality reviews should ensure that the contingency measures and plans are both feasible and economical.
  • The organization should consider the development of organizational standards for quality control activities to be adopted by all projects.

Deployment:

• • Formal reviews are planned and documented; the plan identifies the project deliverables to be reviewed and the review schedule.
  • Peer reviews are performed according to a documented procedure.
  • The review materials should include the relevant inputs to the development of the project deliverables under review, e.g. applicable standards, relevant requirements, etc.
  • Review materials should be distributed in advance so that reviewers can prepare adequately.
  • Reviewers should have assigned roles.
  • Readiness and completion criteria for reviews should be specified and enforced; any issues are reported to the appropriate manager.
  • Checklists can be usefully used to identify criteria for the review, the checklists being tailored for specific types of project deliverables.
  • Actions identified through reviews are monitored through to completion/resolution.
  • Data on the conduct and results of formal reviews are recorded

Review:

• • Quality assurance review project reports and audit project activities and report the results to Senior Management.

Perception:

• • The findings of quality assurance reviews should be considered in relation to the organizational goals and business objectives.
  • The findings of quality assurance reviews should be compared with the perception of customers and other stakeholders.

Performance Measures:

• • Measurements are taken to determine the status of peer review activities. For example,
    • the number of formal reviews performed compared to the plan,
    • overall effort expended on peer reviews compared to the plan,
    • number of project deliverables reviewed compared to the plan.

4.1 Project Metrics

Project Lifecycle Function / Key Process Area Description:

The purpose of project management metrics is to monitor and control project performance in quantitative terms, i.e. to predict and compare the likely project outcome from following the specified and defined processes.

Quantitative process management involves establishing project goals, taking measurements of project performance, analyzing these measurements, and making adjustments to processes to maintain project performance.

Functional Achievement/Process Goals:

• • The organization collects process performance data from projects and uses this data to characterize the process capability
  • Process capability is used to describe the likely project outcome anticipated from the specified project approach

Approach:

• • The project should be under quantitative project control in terms of the expected and actual performance
  • Sensitive data relating to individuals’ performance is protected and access to this data is controlled
  • The organization follows a written policy for analyzing project management capability about the project’s defined process.
  • The process capability baseline for the organization’s standard project management approach is used by individual projects in establishing their process performance goals.
  • The organization ensures that an individual or group is responsible for coordinating quantitative performance data concerning project management activities.
  • Adequate resources and funding are made available for data collection and analysis.
  • An organization-wide measurement program is established which includes the definition of the organizational measurement goals, metrics, and the collection and analysis of measurement data.
  • The individuals implementing or supporting project metric activities receive the training necessary to perform this role.
  • Those taking part in the metrics program receive orientation on the goals and value of quantitative project control and performance measurement.

Deployment:

• • Project plans should explicitly state what quantitative process measurements are being taken in accordance with the organization’s strategic goals for product quality, productivity, and project lifecycle duration.
  • Project measurement activities are undertaken in accordance with the plan which states the project activities that will be measured and analyzed.
  • The strategy for measuring project activities and for data collection, and the quantitative analyses to be performed are based on defined project processes. Consideration is given to the project activities and their relationships, the project deliverables and their relationships, and process control points and data collection techniques.
  • The measurement data used to control the project’s processes are collected according to a documented procedure that typically specifies how the measurements support both the organization’s and project’s measurement goals and objectives; the precise definition of the metrics and intended use.
  • Measurements should be chosen from the entire project lifecycle, covering the properties of the key process areas and major project deliverables.
  • Measurements that relate to the organization’s standard project management approach are uniformly collected across the organization’s projects.
  • The validity of the measurement data should be independently assessed and collected data stored in the organization’s project management database, as appropriate.
  • The project’s defined processes are analyzed and brought under quantitative control according to a documented procedure, e.g. the specific data analysis techniques are predefined.
  • Expected values are specified for each measurement, as appropriate, and the project’s performance baseline is established
  • Actual measurement values are compared with expected values and process adjustments are made to bring the project performance back in line with acceptable limits, as appropriate.
  • The process performance baseline for the project is managed and controlled.
  • Reports documenting the results of process management activities at the project level are prepared.
  • The findings are reviewed by the project team, project management, and organization management.
  • The process capability baseline for the organization is established and monitored and individual project capability is evaluated against the baseline.

Review:

• • Senior management reviews the project metrics and the quantitative process management measurements and reports findings periodically.
  • Project ‘managers analyze the trends from the findings of process management reports on both a periodic and event-driven basis

Perception:

• • Quality management review or audit the process management reports and activities and analyze the results in terms of the achievement of both organization and project goals
  • The trends indicated by the process management reports are compared and contrasted with the views of customers and other stakeholders

Performance Measures:

• • Measurements are used to determine the status of project metrics and process management activities. For example,
    • the achievement of metrics program milestones.
    • the establishment of project measures,
    • determining the efficacy of data collection and analysis.

4.2 Organizational Quality Management

Project Lifecycle Function / Key Process Area Description:

The purpose of organizational quality management within the project context is to develop a quantitative understanding of the quality of project deliverables and achieve specific organizational quality goals.

Quality management ensures that the projects define quality goals for their deliverables and establish suitable plans to achieve these goals. The goals should recognize the needs and desires of customers and stakeholders in terms of the project intent.

Functional Achievement/Process Goals:

• • Project quality assurance activities should be planned.
  • Measurable goals for project deliverable quality should defined.
  • Project priorities in relation to quality attributes should explicit
  • Actual progress in achieving the quality intent of the organization should be quantified and measured

Approach:

• • Projects should follow a written policy for managing quality that typically specifies how their quality activities support the organization’s commitment to quality.
  • Project define and collect the measurements used for quality management based on the specified processes.
  • Projects define their quality goals and monitor progress in achieving them.
  • Responsibilities for quality management are assigned, and criteria are established on which to determine the success in achieving project quality goals.
  • Adequate resources and funding are provided for managing quality, including the provision of specialists to advise on, for example, safety and reliability issues.
  • Consideration is given to the necessary tools to support quality management activities.
  • The individuals involved in quality management are suitably trained to perform their activities.

Deployment:

• • The quality plan for the project is developed and maintained according to a documented procedure Project quality is directly related to the needs and priorities of the business and its customers. For example, customer requirements should be traceable in the project goals and deliverables.
  • The capability of the project’s defined process to satisfy the quality goals should be assessed and documented, e.g. in terms of the chosen project lifecycle, management approach, and methods.
  • The project quality plan should be aligned with the organization’s quality plans.
  • The project quality plan should be maintained throughout the project lifecycle and should be updated at project milestones or whenever the requirements change.
  • The project’s quality plan is the basis for the quality management activities undertaken by the project
  • The project’s quality plan should identify the points in the project where deliverable quality is measured, the actions that will be implemented to address quality issues, and the measurement techniques used throughout the project lifecycle, e.g. peer reviews, prototyping, simulation, and verification activities.
  • The quantitative quality characteristics, e.g. functionality, reliability, maintainability, etc. to be achieved by project deliverables should be defined. monitored, and revised throughout the project lifecycle.
  • The measurements used to quantify the quality characteristics of project deliverables should be identified and numeric values selected as quality goals for the project, e.g. reliability in terms of Mean Time Between Failures (MTBF.)
  • Quality goals should be documented in the project’s quality plan.
  • Quality goals should be defined and documented for each stage of the project life-cycle and may be revised as the understanding of the products, the organization’s, and the customer’s needs evolve during the project lifecycle.
  • The quality of project deliverables is measured, analyzed, and compared to the quality goals for the project.
  • Project activities are planned and performed to address the project quality goals explicitly.
  • Conflicting project quality goals are analyzed and considered in terms of the business strategy and customer priorities.
  • Senior management and customers participate in quality tradeoffs as appropriate

Review:

• • Project quality management activities are reviewed with Senior Management periodically. and by project management on both a periodic and event-driven basis.
  • The organization’s quality function reviews and/or audits the deliverables and activities of project quality assurance.

Perception:

• • The findings of the quality function should be considered in relation to the organizational goals and business objectives.
  • The findings of the quality function should be compared with the perception of customers and other stakeholders.

Performance Measures:

• • Measurements are taken to determine the status of quality management activities. For example, measurements may include the cost of poor quality in terms of customer dissatisfaction and rework, and the costs of achieving quality goals.

5.1 Proactive Problem Management

Project Lifecycle Function / Key Process Area Description:

The purpose of proactive problem management is to identify potential problems in the project context and to prevent them from occurring.

The underlying cause of existing project issues should be identified and changes put forward to minimize the likelihood of such issues disrupting this or other projects in the future. Based on the project lifecycle and defined processes, the root cause of problems should be established and proposals made to prevent reoccurrence where practical

Functional Achievement/Process Goals:

• • Proactive problem management activities should be planned.
  • Common causes of project issues and problems are sought and identified
  • Common causes of project problems are prioritized and systematically addressed

Approach:

• • The organization has a written policy for proactive problem management that specifies the long-term plans and commitments.
  • Proactive problem management activities are implemented across the organization to improve the organization’s performance.
  • Proactive problem management activities are reviewed to ensure their effectiveness.
  • Management and other actions identified as a result of proactive issue management are addressed.
  • The proactive management activities within projects are carried out in accordance with the overall organizational policy framework.
  • The organization ensures that the necessary coordination is achieved between the proactive problem management activities of the various project teams.
  • Adequate resources and funding are provided for proactive problem management activities at the project and organization levels.
  • Management participation in problem management and resolution activities is planned.
  • Each project is represented in the overall coordination of proactive problem management for the organization, as appropriate.
  • Project team members receive the necessary training to perform problem resolution and prevention activities, e.g. in quality assurance, configuration management, documentation support, etc.

Deployment:

• • The project develops and maintains a plan for its issue and problem-resolution activities. covering the assigned responsibilities and schedule.
  • Kick-off meetings are held to initiate project tasks and to familiarize the project team with the defined project processes, and recent changes if applicable.
  • The quality goals for the project deliverables are discussed and reviewed by the individuals responsible for delivery.
  • Following peer reviews of project deliverables, a causal analysis should be conducted in accordance with a documented procedure to identify the root cause of any significant defects with the products.
  • Identified defects should be assigned to categories of root cause, e.g. inadequate training, failure in group or team communications, inadequate analysis or understanding, human error, etc.
  • Actions to prevent the re-occurrence of such defects in project deliverables should be developed and documented, e.g. modification to the process, training, methods, etc.
  • The results of problem meetings and root causal analysis are recorded for use by the organization and other projects.
  • At the organizational level, a nominated individual or team should review the output from causal analysis meetings, set priorities, and coordinate prevention activities across projects.
  • At the organizational level, the status of action proposals and action items should be monitored through to completion.
  • Process improvement proposals to the organizations’ standard project management approach should be documented and tried perhaps on a limited number of projects, before incorporation into organizational standards for adoption across all projects.
  • Proposal documentation should include details of the individuals or groups affected, a description of the proposal and implementation actions, review points, the rationale for key decisions, time and cost estimates, and the estimated cost of not addressing the problem.
  • Coordinators and project team members should receive feedback on the status and results of the organization’s and project’s proactive problem management activities periodically.

Review:

• • The organizational level activities are reviewed with Senior Management periodically, covering the major problem categories.
  • The actual cost of defect prevention activities is reviewed against the planned cost.
  • Project activities for defect prevention are reviewed by the project manager on a periodic and event-driven basis.

Perception:

• • A summary of the effectiveness of, and savings attributable to proactive problem management is compiled, compared, and contrasted with customer perceptions.
  • The findings of quality assurance should be compared with the perception of customers and other stakeholders.
  • Quality assurance reviews or audits the reports and activities of problem management and assures that the process for action proposals and implementing action items is followed at both the organizational and project levels.

Performance Measures:

• • Measurements are taken to determine the status of proactive problem management activities. For example, measurements may include: the cost of causal analysis and implementation action meetings, the time and cost for identifying defects in project deliverables and correcting them, profiles of the number of preventive action items proposed, open, and completed

5.2 Technology Management

Project Lifecycle Function / Key Process Area Description:

The purpose of technology management within the project context is to identify new technologies (tools, methods, techniques) and manage their implementation in the organization.

Technology management involves identifying, selecting, and evaluating technologies that are pertinent to project management and incorporating effective technologies into the organization with the primary objectives of improving project quality, increasing productivity, and decreasing the project lifecycle times for product/solution development.

Functional Achievement/Process Goals:

• • Incorporation of technology changes should be planned.
  • New technologies are evaluated to determine their effect on project quality and productivity.
  • Appropriate technologies are released to the organization for embedding into the standard project processes across the organization

Approach:

• • The organization follows a written policy for improving its technology capability.
  • The organization states explicitly the objectives for technology capability improvement and documents a plan to achieve these objectives.
  • Senior management sponsors the organization’s activities for technology improvement.
  • Senior management should help define a strategy that addresses the organization’s goals for project quality, productivity, and development cycle time.
  • Senior management should ensure that business strategies address customer needs, as appropriate, and coordinate the necessary planning within the organization to ensure that organization goals are explicit and the right approaches are defined for accomplishing the organization’s strategy.
  • Senior management should make a commitment to technology management that is visible throughout the organization.
  • Senior management should oversee technology improvements and help relate the improvements to organizational strategies and objectives.
  • Senior management coordinates the organizational requirements and issues for technology management.
  • The organization should establish a group or nominate individuals responsible for technology management across the organization.
  • The technology management group explores the potential for applying new technologies, selects and plans for new technologies, acquires, installs, and customizes new technologies, and communicates with suppliers and project teams relating to technology issues.
  • Appropriate data on project processes and products is made available to support analyses performed to evaluate and select technologies.

Deployment:

• • The organization develops and maintains a plan for technology change management, defining the long-term strategy for improving project management processes and enhancing the organization’s project-based services.
  • The organizational plan should ensure that the specific needs of the organization and projects are addressed, e.g. process areas that are potential areas for technology changes should be identified
  • Where appropriate, the lifespan of particular technologies should be estimated from introduction to replacement.
  • The group or individuals responsible for technology management should work with the project teams to identify the need for technology improvement.
  • Project managers and project team members should be kept informed of new technologies and the possible impact on project management and project-defined processes.
  • The group or individuals responsible for technology management should systematically analyze the organization’s standard processes to identify areas that need or could benefit from new technology.
  • The group or individuals responsible for technology management should determine the economics of technology changes and define the outcomes of technology change from both a qualitative and quantitative perspective, as appropriate.
  • The group or individuals responsible for technology management should determine the priorities and the need for piloting new technology, and document the results of their analyses.
  • All requests for the acquisition of new technologies should be documented and management approval sought following a preliminary cost-benefit analysis.
  • Predefined selection criteria are used to identify technologies providing the highest potential benefits to the organization.
  • Requirements and plans for technology changes should be defined and documented.
  • Pilot studies should be planned and undertaken to determine the feasibility and benefits of new technologies; the results of pilot studies should be documented and analyzed before a decision is taken to proceed with broad-scale implementation.
  • Appropriate new technologies are incorporated into the organizational baseline and then rolled out to projects in accordance with their needs.

Review:

• • Technology management activities are reviewed by Senior Management periodically
  • The organization’s quality assurance function reviews and/or audits the deliverables and activities of technology management.

Perception:

• • The findings of quality assurance should be considered in relation to the organizational goals and business objectives.

Performance Measures:

• • Measurements are taken to determine the status of technology management activities. For example, measurements may include:
    • the overall technology change activity,
    • the effects of implementing technology changes at the project level to organizational goals.

5.3 Continuous Process Improvement

Project Lifecycle Function / Key Process Area Description:

• • The purpose of continuous process Improvement is to continually improve the processes used In the organization with the intent Of improving project quality, increasing productivity, and decreasing the development cycle time.

Continuous process improvement involves defining the improvement goals and with senior management sponsorship. proactively and systematically identifying, evaluating, and implementing improvements to the organization’s defined processes

Functional Achievement/Process Goals:

• • Continuous process improvement is planned.
  • Participation in project process improvement initiatives is organization-wide.
  • The organization’s standard project approach and the project-defined processes are improved continuously.

Approach:

• • The organization has quantitative measurable goals for process improvement and tracks performance against these goals.
  • The organization’s project improvement activities are directed toward improving project quality, increasing productivity, and decreasing the lead time for product/solution development.
  • All of the organization’s staff and managers are expected to participate in process improvement
  • Senior management sponsors and demonstrates their commitment to the organizational initiatives for process improvement, by establishing the long-term goals and plans for process improvement and allocating resources for process improvement activities.
  • Senior management maintains a consistent priority focus and monitors process improvement performance against organizational goals.
  • Adequate resources and funding are provided for project improvement activities, including the provision of experienced individuals with process definition and analysis expertise.
  • Tools to support process improvement initiatives are made available.
  • Managers receive the necessary training in process improvement. including the management of change, team building, and teamwork skills.
  • Senior managers receive the necessary awareness training in process improvement. including benchmarking and comparative evaluation, setting and monitoring goal achievement, motivation, and team building.

Deployment:

• • A process improvement program is established which empowers individuals within the organization to improve the business processes.
  • A group or nominated individuals should be responsible for coordinating the organizational process improvement activities, including project-level improvements.
  • The group should review the organizational goals and measurement plans with senior management and participate in the effort to define the organization’s training needs.
  • The group should review the project and other process improvement proposals and coordinate the necessary actions.
  • The organization develops and maintains a plan for process improvement according to a documented procedure, typically specifying that process Improvement is based on the organization’s business and strategic plans and customer satisfaction indicators.
  • Process improvement activities are initiated and performed in accordance with the plan.
  • The plan should address the short and long-term performance goals, the designated priority areas, and the necessary administrative support.
  • Improvement proposals are encouraged throughout the organization and should be evaluated in terms of the expected benefits; the priority of proposals selected for implementation should be determined Process improvement actions that require substantial effort should be assigned to a project team responsible for implementation.
  • The organization should monitor the status of all improvement proposals and completed actions should reviewed, and validated before they are closed.
  • Where appropriate, process improvements are implemented on a pilot basis to determine their benefits and effectiveness before they are introduced into normal organizational practice.
  • The strategy to collect and analyze data to monitor process improvement changes and their effect on organizational performance should be documented, reviewed, and agreed in advance.
  • Staff training should be continually updated to reflect changes in processes.
  • Appropriate consultation and support should be provided before installing process changes into the standard of defined working practices.
  • Records of organizational and project process improvements should be maintained and managers should provide feedback on the status and results of their improvement initiatives

Review:

• • Process improvement activities are reviewed with Senior Management periodically, to assess process performance, resolve issues, and approve changes to the process improvement plan.
  • The organization’s quality assurance function reviews and/or audits the deliverables and process improvement activities.

Perception:

• • The findings of quality assurance should be considered in relation to the organizational goals and business objectives.
  • The findings of quality assurance should be compared with the perception of customers and other stakeholders

Performance Measures:

• • Measurements are taken to determine the status of process improvement activities. For example.
    • the number of process improvement proposals submitted and implemented in specific areas;
    • the effect of implementing each process improvement compared to its defined goals;
    • overall productivity and quality trends for projects,
    • overall performance of the organization’s and project’s processes compared to their defined goals;
    • process measurements that relate to customer satisfaction indicators