Title: Unit 3 Project Management Process Areas
1Unit 3Project Management Process Areas
2Project Management PAs
- Project management process areas cover the
activities related to planning, monitoring and
controlling the project. - They are
- Project Planning PP
- Project Monitoring and Control PMC
- Supplier Agreement Management SAM
- Integrated Project Management for IPPD IPM/IPPD
- Risk Management RSKM
- Integrated Teaming IT
- Integrated Supplier Management ISM
- Quantitative Project Management QPM
3Project Planning PP
- Purpose Establish and maintain plans that define
project activities. - SG1 Establish Estimates
- Estimates of project planning parameters are
established and maintained - SG2 Develop a Project Plan
- A project plan is established and maintained as
the basis for managing the project. - SG3 Obtain commitment to the Plan
- Commitments to the project plan are established
and maintained.
4SG1 Establish EstimatesEstimates of project
planning parameters are established and maintained
Requirements Definition
- SP 1.1-1 Estimate the scope of the project
- Establish a top level work breakdown structure
(WBS) to estimate the scope of the project - The WBS divides the overall project into a set of
interconnected components. This provides a scheme
for organising the logical units of work to be
managed (Work Packages) to be used as the basis
for assigning effort, schedule and
responsibility. The WBS should allow risks to be
identified and mitigated. Work products or their
components that will be acquired externally can
be identified as are those that can be reused.
5SG1 Establish EstimatesEstimates of project
planning parameters are established and maintained
- SP1.2-1 Establish Estimates of Work Product and
Task Attributes - Establish and maintain estimates of the
attributes of the work products and tasks. - Size and complexity are the main parameters for
estimating effort, cost and schedule. These might
include LOC or Function Points in software or
expected cyclomatic complexity. Also factors such
as the organisations familiarity with the
requirements (relates to complexity) and
understanding of the technology base are issues.
In fact determining a high level technical
approach for the project is an important
sub-practice here because this is essential for
appreciating complexity. - An example of a work product might be a software
module and attributes of a software module might
be LOC and complexity. - An example of a task might be maintenance and
attributes of the maintenance task might be
programmer familiarity with the problem space.
6SG1 Establish EstimatesEstimates of project
planning parameters are established and maintained
Technical Solution PA
- SP1.3-1 Define Project Life-Cycle
- Define the project life-cycle phases upon which
to scope the planning effort - Any project needs planned periods of evaluation
and decision making. These are now defined so
that logical decision points are identified where
significant commitments of resources can be made
and project course corrections determined. - For a software project this might be selection
and refinement of a software development model to
address sequencing of software project
activities. (This is not the same as determining
the high level technical approach mentioned in
SP1.2-1) - An example of a Life Cycle for software might be
Spiral model version of SSADM
7SG1 Establish EstimatesEstimates of project
planning parameters are established and maintained
- SP1.4-1 Determine estimates of effort and cost
- Estimate the project effort and cost for the work
products and tasks based on estimation rationale - Estimates of effort and cost should be based on
analysis of historical data. For example, taking
the software module mentioned earlier, we might
have LOC and Cyclomatic complexity as our
established work product estimates we must now
use our historical data to estimate the effort
required by us to create this module. - Of course it is not always the case that we have
accurate historical data this will increase
risk. - For example, we may have to maintain this module
of software but our programmers have little
familiarity with the problem space (no history)
therefore making effort and cost predictions for
this task difficult.
8SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
- SP2.1-1 Establish the Budget and Schedule
- Establish and maintain the projects budget and
schedule - The budget and schedule are based on the
determined estimates. - Subpractices include identifying milestones,
schedule assumptions (for example, the
maintenance task defined earlier may have a four
week schedule but there may be a low confidence
in this due to the lack of historical data),
constraints (for example we might be constrained
in our maintenance task with limited options for
actually performing this work), task dependencies
(optimal ordering is important through he use of
Critical Path Analysis or Program Evaluation and
Review Technique), budget and schedule with
corrective action criteria.
9SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
Risk Management PA
- SP2.2-1 Identify Project Risks
- Identify and analyse project risks.
- Identifying risks involves the identification of
potential issues, hazard, threats etc that could
negatively affect work efforts and plans. The use
of Risk Taxonomies, Checklists, Brainstorming,
Quality Factor Analysis are all ways of
identifying and analysing risks. The results
should be agreed upon by relevant stakeholders
before being carefully documented.
10SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
- SP2.3-1 Plan for Data Management
- Plan for the management of project data
- The data to support a project in all its areas
(administration, technical, financial, quality,
safety etc) may take any form (reports, manuals.
specifications, files etc) and may exist in any
medium. - Once the project data to be collected and
distributed has been determined, mechanism to
archive and access data might be established and
indeed procedures for the privacy and security of
such data.
11SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
- SP2.4-1 Plan for Project Resources
- Plan for necessary resources to perform the
project - Defining project resources and determining
quantities needed builds on the initial
estimates. - The determination and acquisition of assets in a
timely manner is crucial for project success.
12SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
- SP2.5-1 Plan for Needed Knowledge and Skills
- Plan for knowledge and skills needed to perform
the project. - Assess the knowledge and skills available to the
project after understanding the knowledge and
skills needed by the project. Decide on the
mechanisms to be used to plug the gaps (new hire,
training etc). - These mechanisms must be incorporated into the
project plan so that they can be scheduled and
resourced.
13SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
- SP2.6-1 Plan Stakeholder Involvement
- Plan the involvement of identified stakeholders.
- Stakeholders are identified by examining the type
of functions and people who need to be
represented in the project. A rationale for
involvement and their respective roles and degree
and type of interaction might be planned
14SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
PMC
- SP2.7-1 Establish the Project Plan
- Establish and maintain the overall project plan
content - A documented plan that addresses all necessary
planning items is necessary to achieve the mutual
understanding, commitment and performance of
stakeholders and organisations which must support
the plan.
15SG3 Obtain Commitment to the PlanCommitments to
the project plan are established and maintained
- SP3.1-1 Review Plans that Affect the Project
- Review all plans that affect the project to
understand project commitments - As there is a plan the process generic practice,
it is reasonable that other Pas will have their
own plans containing similar information to that
in the overall project plan. The additional
detailed guidance contained in these should be
checked for compatibility with the overall plan.
16SG3 Obtain Commitment to the PlanCommitments to
the project plan are established and maintained
- SP3.2-1 Reconcile Work and Resource Levels
- Reconcile the project plan to reflect available
and estimated resources. - It is important to reconcile differences in
estimated and actual resources by lowering
requirements, negotiating further resources,
changing the schedule etc. If not reconciled this
could be a serious obstacle to obtaining
commitment.
17SG3 Obtain Commitment to the PlanCommitments to
the project plan are established and maintained
- SP3.3-1 Obtain Plan Commitment
- Obtain commitment from relevant stakeholders
responsible for performing and supporting plan
execution. - Commitments should be negotiated with
stakeholders and commitments both full and
provisional (sometimes necessary before full
commitment can be given) should be documented and
signed. - Internal and external commitments might be
reviewed with senior management - Well defined interface specifications should form
the basis of commitments.
18PP Generic Goals
19GG2 Institutionalise a Managed ProcessThe
process is institutionalised as a managed process
- GP2.1 Establish an Organisational Policy
- Establish and maintain an organisational policy
for planning and performing the project planning
process. - This policy sets expectations in the organisation
for any project plan devised within the
organisation - GP2.2 Plan the Process
- Establish and maintain the plan for performing
the project planning process - This plan relates to the planning for all the
specific practices within the PPPA. i.e. In a
sense you are required to plan the plan in
contrast to the project plan which relates to the
project effort itself. (The SPs need to be
scheduled and staffed).
20GG2 Institutionalise a Managed ProcessThe
process is institutionalised as a managed process
- GP2.3 Provide Resources
- Provide adequate resources for performing the
project planning process, developing the work
products, and providing the services of the
process. - Special expertise may be required such as that
provided by experiences estimators. Project
planning and scheduling tools may be required. - GP2.4 Assign Responsibility
- Assign responsibility and authority for
performing the process, developing the work
products and providing the services of the
project planning process - People need to be made responsible for example
the creation and writing of the overall project
plan and for other work products such as a
stakeholder/function matrix (which might be used
in SP2.6-1)
21GG2 Institutionalise a Managed ProcessThe
process is institutionalised as a managed process
GP 2.5 Train People Train the people performing
or supporting the project management process as
needed. GP 2.6 Manage Configurations Place
designated work products of the project planning
process under appropriate levels of configuration
management. Examples of PP related work products
include the WBS, the Stakeholder involvement plan
and the Project Plan itself. GP 2.7 Identify and
Involve Relevant Stakeholders Identify and
involve the relevant stakeholders of the project
planning process as planned This GP is different
from SP 2.6-1. This GP relates to the
identification and involvement of all those
groups and functions which pertain to Project
Planning. SP-2.6-1 relates to stakeholders
pertaining to the overall project itself. A
programming group may be a stakeholder in the
overall project but may not be a stakeholder in
relation to the project plan process
22GG2 Institutionalise a Managed ProcessThe
process is institutionalised as a managed process
GP 2.8 Monitor and Control the Process Monitor
and control the project planning process against
the plan for performing the process and take
appropriate corrective action. GP 2.9
Objectively Evaluate Adherence Objectively
evaluate adherence of the project planning
process against its process description,
standards and procedures and address
noncompliance Examples of activities reviewed
include establishing estimates and obtaining
commitment to plans. Work products of the process
such as WBS and the Stakeholder Involvement Plan
may also be evaluated for compliance to
standards. GP 2.10 Review Status with Higher
Level Management Review the activities, status
and results of the project planning process with
higher level management and resolve issues.
23GP3 Institutionalise a Defined ProcessThe
process is institutionalised as a defined process
- GP3.1 Establish a Defined Process
- Establish and maintain the description of a
defined project planning process. - The point at which a managed process becomes
defined is where it is an integral process, well
understood and used by people across the
organisation as appropriate. If a common PP
process were used and understood across the many
projects undertaken then it might well be
institutionalised, - GP3.2 Collect Improvement Information
- Collect work products, measures, measurement
results and improvement information derived from
planning and performing the project planning
process to support the future use and improvement
of the organisations processes and process
assets. - As PP is now a defined process we need to capture
information from the use of this process which
may have an impact on other processes. Good
practice in a sense which must be shared with
other process assets. Further, measures that
could be collected in relation to PP may have a
direct impact on improving PP
24GG 4 Institutionalise a Quantitatively Managed
ProcessThe process is institutionalised as a
quantitatively managed process
- GP 4.1 Establish Quantitative Objectives for the
Process - Establish and maintain quantitative objectives
for the project planning process that address
quality and process performance based on customer
needs and business objectives. - We may have collected improvement information and
act on it to improve the process assets and PP
but here we need to specify quantitative
objectives for PP, For example, the gap between
estimated resources for a project and the actual
resources consumed may be a measure that we take
as for GP3.2. An organisation may have been
alarmed at this and indeed taken action to
address the problem by using different estimation
techniques. However, in GP4.1 the organisation
might well have defined a statistical objective
such that there should be no more than a 10
difference between the estimate and actual
figures. In GP3.2 the company knew there was an
issue that had to addressed but this is different
from knowing quantitatively what is reasonable to
target.
25GG 4 Institutionalise a Quantitatively Managed
ProcessThe process is institutionalised as a
quantitatively managed process
- GP 4.2 Stabilize Subprocess Performance
- Stabilize the performance of one or more
subprocesses to determine the ability of the
project planning process to achieve the
established quantitative quality and process
performance objectives. - An organisation must be confident that the target
quantitative objectives are reasonable and
realistic given the existing PP. GP 4.2 is really
about stabilizing subprocesses so that tests can
be made of the process. For example, using the
gap between estimated and actual resources used.
An agreed approach for this calculation may be
introduced and stabilized to test if it
continually produces a gap of 10 or less on most
occasions.
26Understanding GG4
- Apply the principles of statistical process
control - address special causes of process variation
Identify the problem in the process
Control Chart With Special Causes
27GG 5 Institutionalize an Optimizing Process
- GP 5.1 Ensure Continuous Process Improvement
- Ensure continuous process improvement of the
project planning process in fulfilling the
relevant business objectives of the organisation - There are now quantitative objectives for the PP
process. Effort must be made to seek out
continually, ways of improving on these process
objectives. Taking the 10 gap measure it may be
that the organisation maintains an improvement
goal of reducing this gap every year for the next
five years, - GP 5.2 Correct Root Causes of Problems
- Identify and correct the root causes of defects
and other problems in the project planning
process - The organisation is not content with the odd
problem in the process as depicted in the
previous slide. The company seeks to remedy the
root cause of such unusual problems
28Understanding GG5
- Identify and eliminate chronic causes of poor
performance -
Control Chart With Common Causes
Original zone of
quality control
Chronic waste
New zone of
quality control
Continuously improve the software process
29Project Monitoring and Control PMC
- Purpose To provide an understanding of the
projects progress so that appropriate corrective
actions can be taken when the projects
performance deviates significantly from the plan - SG1 Monitor Project against Plan
- Actual performance and progress of the project
are monitored against the project plan -
- SG2 Manage Corrective Action to Closure
- Corrective actions are managed to closure when
the projects performance or results deviate
significantly from the plan.
30SG1Monitor Project against PlanActual
performance and progress of the project are
monitored against the project plan
PP
- SP 1.1-1 Monitor Project Planning
ParametersMonitor the actual values of the
project planning parameters against the project
plan - Periodically measure the actual completion of
activities and milestones against the schedule in
the project plan. Measure also the effort and
cost expended and resources used. Monitor the
attributes of the work products and tasks (for
example LOC/complexity). Monitor training,
assessing the knowledge and skills acquired. - In all cases seek to compare actual with planned!
Document significant deviations in the project
planning parameters
31SG1Monitor Project against PlanActual
performance and progress of the project are
monitored against the project plan
- SP 1.2-1 Monitor Commitments
- Monitor commitments against those identified in
the project plan. - Periodically review both internal and external
commitments identifying those which are at risk
of not being satisfied. - SP 1.3-1 Monitor Project Risks
- Monitor risks against those identified in the
project - Communicate risk status to stakeholders
- SP 1.4-1 Monitor Data Management
- Monitor the management of project data against
the project plan - For example check regularly that privacy and
security standards are not being breeched
RSKM
32SG1Monitor Project against PlanActual
performance and progress of the project are
monitored against the project plan
- SP 1.5-1 Monitor Stakeholder Involvement
- Monitor stakeholder involvement against the
project plan - The planned interactions must be occurring.
- SP 1.6-1 Conduct Progress Reviews
- Periodically review the projects progress,
performance and issues. - Communicate status of assigned activities and
work products to stakeholders. Review the results
of collected measures (SP1.1-1). - Negotiate and track any change requests to the
project plan. - SP1.7-1 Conduct Milestone Reviews
- Review the accomplishments and results of the
project at selected project milestones - These are typically formal reviews planned during
project planning and involve discussing all
project issues up to the milestone
33SG2 Manage Corrective Action to
ClosureCorrective actions are managed to closure
when the projects performance or results deviate
significantly from the plan.
- SP 2.1-1 Analyse Issues
- Collect and analyse the issues and determine the
corrective actions necessary to address the
issue. - Issues are collected from the reviews and
execution of other processes. These might
include, commitments that have faultered, risks
that have increased, security issues, stakeholder
representation issues etc. Corrective action on
all issues needs to be determined. (Corrective
action criteria should be part of the project
plan). - SP 2.2-1 Take corrective action
- Take corrective action on identified issues.
- Obtain agreement on the actions to be taken with
stakeholders and negotiate any changes to
commitments - SP 2.3-1 Manage Corrective Action
- Manage corrective action to closure
- Monitor and then analyse results of corrective
actions. Correct any deviations from expected
results.
34Supplier Agreement Management SAM
- Purpose To manage the acquisition of products
from suppliers for which there exists a formal
agreement - SG1 Establish Supplier Agreement
- Agreements with the suppliers are established and
maintained -
- SG2 Satisfy Supplier Agreements
- Agreements with the suppliers are satisfied by
both the project and the supplier
35SG1 Establish Supplier AgreementAgreements with
the suppliers are established and maintained
- SP 1.1-1 Determine Acquisition Type
- Determine the type of acquisition for each
product or product component to be acquired - Many different types of acquisition can be used
to acquire products (contractual agreements,
through in-house vendors, purchasing COTS
products etc). - SP 1.2-1 Select Suppliers
- Select suppliers based on an evaluation of their
ability to meet the specified requirements and
established criteria. - The subpractices are to document criteria for
evaluation of supplier, identify and issue
requirements, evaluate supplier proposals,
evaluate the risks for each supplier, evaluate
capability (Interestingly, many organisations
specify that a supplier of bespoke systems must
be CMMI assessed and be at a particular level of
capability in software development before they
can be a suppler of software) then select the
supplier
Decision Analysis and Resolution
36SG1 Establish Supplier AgreementAgreements with
the suppliers are established and maintained
- SP 1.3-1 Establish Supplier Agreements
- Establish and maintain formal agreements with the
supplier - What the project will provide the supplier should
be documented and understood by both parties. The
agreement should include a statement of work, a
specification, terms and conditions, a list of
deliverables, a schedule, a budget and a defined
acceptance process.
Requirements Development
37SG2 Satisfy Supplier AgreementsAgreements with
the suppliers are satisfied by both the project
and the supplier
- SP 2.1-1 Review COTS Products
- Review candidate COTS products to ensure they
satisfy the specified requirements that are
covered under the supplier agreement - Similar to SP1.2-1 but in this case it is COTS
products that are desired and so some
subpractices might differ slightly (for example
those concerning support for the product. - SP 2.2-1 Execute the Supplier Agreement
- Perform activities with the supplier as specified
in the supplier agreement. - Monitor supplier progress and performance.
Conduct technical and managerial reviews with the
supplier - SP 2.3-1 Accept the Acquired Product
- Ensure that the supplier agreement is satisfied
before accepting the acquired product. - Verify that the products satisfy their
requirements and that all non-technical
commitments have been met. Discuss and create
action plan for products which fail test. - SP 2.4-1 Transition Products
- Transition the acquired products from the
supplier to the project - Ensure that the products are received, stored,
used and maintained according to the terms and
conditions specified in the supplier agreement
and that all concerned with the products receive
the appropriate training as necessary, in a
timely manner
PMC
Verification
Product Integration
38Basic Project Management Process Areas
Component Requirements Acceptance Reviews
Engineering and Support Process Areas
SAM
What to Build
What to do
Corrective actions
Reviews
Commitments
Plans
PP
What to monitor
PMC
Need for replanning
39Risk Management RSKM
- Purpose To identify potential problems before
they occur, so that risk-handling activities may
be planned and invoked as needed across the life
of the product or project to mitigate adverse
impacts on achieving objectives - SG1 Prepare for Risk Management
- Preparation for risk management is conducted
- SG2 Identify and Analyse Risks
- Risks are identified and analysed to determine
their relative importance - SG3 Mitigate Risks
- Risks are handled and mitigated, where
appropriate, to reduce adverse impacts on
achieving objectives
40SG1 Prepare for Risk ManagementPreparation for
risk management is conducted
- SP 1.1-1 Determine Risk Sources and Categories
- Risk sources (areas where risks originate), both
internal and external to the project are
identified. Possible sources include uncertain
requirements, inadequate staffing, cost or
funding issues, inadequate subcontractor
capability etc. Categorisation is used as a means
of collecting and organising risks and management
attention can be drawn to categories of risk
which represent the most significant threats to
the project. -
- SP1.2-1 Define Risk Parameters
- Define the parameters used to control the risk
management effort - Parameters might include risk consequence and
threshold to trigger management activities. For
example, a code complexity metric might exceed
the expected complexity by 20 or more thereby
triggering senior programming management
attention.
41SG1 Prepare for Risk ManagementPreparation for
risk management is conducted
- SP1.3-1 Establish a Risk Management Strategy
- Establish and Maintain the strategy to be used
for risk management - The risk management strategy is often documented
in an organisational plan and will address items
such as the scope of the risk management effort,
methods and tools to be used for risk
identification, monitoring, communication and
mitigation. Risk measures may be defined to
monitor the status of risks (for example, the 20
threshold on the complexity of software mentioned
earlier might be identified in the strategy).
Mitigation strategies might include prototyping,
simulation, alternative designs, use of design
patterns etc.
42SG2 Identify and Analyse RisksRisks are
identified and analysed to determine their
relative importance
- SP 2.1-1 Identify Risks
- Identify and document risks.
- Risks must be identified and described in an
understandable way in order that they can be
analysed and managed. The context, conditions and
consequence of each identified risk should be
noted. The categories and parameters developed in
the risk management strategy along with the
identified sources of risk are the precursor to
effective risk identification. The list of risks
should be reviewed periodically as conditions may
change. Methods for identifying risks include,
interviewing experts, examining lessons learned
from other projects, using a tried and tested
risk taxonomy.
43SG2 Identify and Analyse RisksRisks are
identified and analysed to determine their
relative importance
- SP2.2-1 Evaluate, Categorise and Prioritise Risks
- Evaluate and categorise each identified risk
using the defined risk categories and parameters
and determine its relative priority. - Collectively, the activities of risk evaluation,
categorisation and prioritisation are sometimes
called risk assessment or risk analysis. - Each risk should be evaluated and assigned values
according to the defined risk parameters which
may include thresholds and consequences which can
be aggregated to assess risk exposure. For
example, a particular risk source might be
uncertain requirements (the categorisation
mechanism employed might be the stages of the
life-cycle so this source lies in the RCA stage).
A threshold for this category of risk might be
created on the basis of prior experience of
creating systems incorporating the requirement.
When a particular uncertain requirement is
identified by a requirements review panel it
might be noted that this is a high risk because
it exceeds its threshold on the basis that it is
a requirement for which the organisation has no
previous experience. The consequences of this
risk are classified as critical because it
impacts on cost, schedule and performance in a
very significant way. Hence it is assigned a very
high priority and flagged to senior management.
44SG3 Mitigate RisksRisks are handled and
mitigated, where appropriate, to reduce adverse
impacts on achieving objectives
- SP 3.1-1 Develop Risk Mitigation Plans
- Develop a risk mitigation plan for the most
important risks to the project as defined in the
risk management strategy. - Alternative courses of action need to be planned
for each critical risk. The plan needs to
consider the methods used to avoid, reduce and
control the probability of occurrence of the
risk. When risks exceed the established threshold
it is the mitigation plans that are deployed. For
risks which cannot be mitigated a contingency
plan might be created. Both risk and contingency
plans are generated only for risks with the most
severe consequences. Others are simply monitored
and mitigated on the fly. - For reduce the likelihood of uncertain
requirements presenting a problem, prototyping
and simulation might be used. If a particular
uncertain requirement exceeds its threshold there
may be several course of action depending on the
when the issue was discovered. One such action
might be to assign a small team of senior
analysts to carry out further investigation in
order to improve the overall understanding of the
requirement for the project. Another alternative
might be to renegotiate the requirement with the
customer. - The mitigation plan should also consider the
cost/benefit ratios for alternative solutions and
identify groups responsible foe addressing each
risk.
45SG3 Mitigate RisksRisks are handled and
mitigated, where appropriate, to reduce adverse
impacts on achieving objectives
- SP 3.2-1 Implement Risk Mitigation Plans
- Monitor the status of each risk periodically and
implement the risk mitigation plan as appropriate - Proactively monitor risks and the status and
results of risk handling actions. When a risk is
identified it should be checked against its
threshold and if necessary the mitigation plan
should be implemented. After implementation of
the plan the risk should be monitored to closure.
A schedule for performance of each risk handling
activity is needed and sufficient resources
committed for successful completion of the
activity.
PMC