Project Management-CMMI Version 1.3

CMMI- Dev V1.
3
PROJECT MANAGEMENT
Author : Đoàn Đức Đề

E-mail: dedoan@gmail.com
Cell phone: (+084)938491888
@Author : Đoàn Đức Đề dedoan@gmail.com

Agenda
2
►Managing the Project Process Areas

►Requirement Management
►Project Planning (PP)
►Project Monitoring and Control (PMC)
►Risk Management (RSKM)
►Supplier Agreement Management (SAM)
►Intergrated Project Management(IPM)
►Managing the Project Summary
►Q&A

Organization of Process Areas
3
Purpose Project
Plans Process Area Sampling of Work
describes the purpose of the process Products – graphic showing a
area sampling of work products in
Relevant Terminology relation to PA specific practices
definitions of important terms DAR SP 1.6 Process Area Sampling of
from the model glossary Select
Solutions PA Relationships – graphic
When a PA Is Not Done Well… showing a sampling of PA
discussion points for when a relationship to PA specific
PA is not done well practices
SG 1 Process Area Specific Goals Focus PA Case Study Example –

Areas
PA specific goal statements example application of the PA
to the case study
SP 1 Process Area Specific Practices
PA specific practice titles*
* Only PA specific practice titles are presented, not PA specific practice statements which may provide more information.
For example, the specific practice statement for PP SP 1.1, “Establish a top-level work breakdown structure (WBS) to estimate
the scope of the project.” provides more information than the specific practice title, “Estimate the Scope of the Project”.

This Module Focuses On
4
Managing the
PAs Project
REQM,
PP,PMC Organizing
Managing
and
RSKM the Work
SAM,IPM
Project and Org Product

PAs Support PAs Development
CM Providing TS, RD Doing the Work of the
PI Organization
PPQA Infrastructure for * Understanding the
MA Projects and VER Work
DAR Organizations VAL * Performing the Work
Improvement
PAs Infrastructure
OPF
OPD Enabling
Improvement of
IPM the Work
OT

Managing the Project Involves
5
 Estimating the scope and work that needs to be performed

 Developing mechanisms to acquire identified products
 Developing a project plan
 Getting commitments to the plan
 Working with suppliers to acquire identified products
 Monitoring progress against the plan
 Identifying and analyzing risks
 Taking action to address significant deviations from the plan
 Taking action to appropriately mitigate risks

Topics
6
Managing the Project Process Areas
Requirement Management
Project Planning (PP)

Project Monitoring and Control (PMC)
Risk Management (RSKM)
Supplier Agreement Management (SAM)
Intergrated Project Management(IPM)
Managing the Project Summary

Requirements Management (REQM)
7
Purpose
Manage requirements of the project’s products and product
components and to ensure alignment between those
requirements and the project’s plans and work products.

Relevant Terminology
8
Requirements Traceability
A discernable association between requirements and
related requirements, implementations, and verifications.
Bidirectional Traceability
An association among two or more logical entities that
is discernable in either direction (i.e., to and from an
entity).

When Requirements Management Is Not Done Well…
9
Requirements are accepted by staff from any source they

deem to be authoritative.
The project experiences a high level of requirements changes.
There are high levels of rework throughout the project.
There is an inability to prove that the product meets the

approved requirements.
Lack of requirements traceability often results in incomplete or

incorrect testing of the product.

Requirements Management Goals
10
Manage Requirements
SG 1 Requirements are managed and inconsistencies
with project plans and work products are identified.
The process area also has generic goals to support institutionalization.

Requirements Management Specific Practices
11
Manage Requirements
SP 1.1 Understand Requirements
SP 1.2 Obtain Commitment to Requirements
SP 1.3 Manage Requirements Changes
SG 1 SP 1.4 Maintain Bidirectional Traceability of
Requirements
SP 1.5 Ensure Alignment Between Project
Work and Requirements

Requirements Management Specific Practices
12
Requirements Management
Manage
Requirements
• List of Criteria for Distinguishing Appropriate Requirements

Providers
Understand Requirements • Criteria for Evaluation and Acceptance of Requirements
• Results of Analysis Against Criteria
• An Agreed-to set of Requirements
Obtain Commitment to • Requirements Impact Assessments

Requirements • Documented Commitments to Requirements and
Requirements Changes
Manage Requirements • Requirements Status

Changes • Requirements Database
• Requirements Decision Database
Goals
Practices Maintain Bidirectional

Traceability of • Requirements Traceability Matrix
Requirements • Requirements Tracking System
Typical Work Products
Identify Inconsistencies • Documentation of Inconsistencies Including Sources,

Between Project Work and Conditions, and Rationale
Requirements • Corrective Actions

Requirements Management Sampling of Work Products
13
SP 1.1 SP 1.2
Obtain
Understand Commitment
Requirements to
Requirements
Requirements Traceability
Matrix
SP 1.3 SP 1.5 SP 1.4

Ensure Maintain
Manage Alignment Bidirectional
Requirements Between Project Traceability of
Changes Work and Requirements
Requirements

Requirements Management Sampling of PA Relationships
14
RD SP 2.1
Establish
Product and
RD SP 3.3 SP 1.1 SP 1.2 SP 1.3 Product
Component
Obtain Manage Requirements
Analyze Understand Commitment Requirements
Requirements Requirements to Changes
Requirements CM SP 2.1
Track
SP 1.4 SP 1.5 Change
Ensure Requests
Maintain Alignment
Bidirectional Between Project
Traceability of Work and
Requirements Requirements

Requirements Management - Case Study Example Focus Area
15
Manage Requirements
SP 1.1 Understand Requirements
SP 1.2 Obtain Commitment to Requirements
SG 1 SP 1.3 Manage Requirements Changes
Focus
Area SP 1.4 Maintain Bidirectional Traceability of
Requirements
SP 1.5 Ensure Alignment Between Project
Work and Requirements

Requirements Management Case Study Example
16
Which of the following examples of requirements traceability are

adequate?
1. Customer requirements to system requirements and vice versa, but
no other traceability
2. System requirements to software and hardware requirements and

vice versa, but no other traceability
3. Software/hardware requirements to design components and test
cases and vice versa, but no other traceability

Topics
17


18
Purpose
Establish and maintain plans that define project activities.
Product
Planning

19
Project
A managed set of interrelated activities and resources, including
people, that delivers one or more products or services to a customer
or end user.
A project has an intended beginning (i.e., project startup) and end.
Projects typically operate according to a plan. Such a plan is
frequently documented and specifies what is to be delivered or
implemented, the resources and funds to be used, the work to be
done, and a schedule for doing the work. A project can be composed
of projects.
In some contexts, the term “program” is used to refer to a project.
Work breakdown structure (WBS)

An arrangement of work elements and their relationship to each
other and to the end product or service.

When Project Planning Is Not Done Well…
20
Estimates of project attributes are inaccurate.
It is difficult to identify deviations from poorly documented plans.
Resources are not available/applied when needed.
Future projects cannot learn from completed projects because there are no
lessons learned.

Project Planning Goals
21
Establish Estimates
SG 1 Estimates of project planning parameters are
established and maintained.
Develop a Project Plan

SG 2 A project plan is established and maintained as the
basis for managing the project.
Obtain Commitment to the Plan

SG 3 Commitments to the project plan are established
and maintained.

Project Planning Specific Practices -1
22
Establish Estimates
SP 1.1 Estimate the Scope of the Project
SP 1.2 Establish Estimates of Work Product and
SG 1 Task Attributes
SP 1.3 Define Project Lifecycle Phases
SP 1.4 Estimate Effort and Cost

23

SP 2.1 Establish the Budget and Schedule
SP 2.2 Identify Project Risks
SP 2.3 Plan Data Management
SG 2 SP 2.4 Plan the Project’s Resources
SP 2.5 Plan Needed Knowledge and Skills
SP 2.6 Plan Stakeholder Involvement
SP 2.7 Establish the Project Plan
Obtain Commitment to the Plan
SP 3.1 Review Plans That Affect the Project
SG 3 SP 3.2 Reconcile Work and Resource Levels
SP 3.3 Obtain Plan Commitment

Project Planning Specific Practices - 1
24
Project Planning
Develop a Project Obtain Commitment

Establish Estimates
Plan To the Plan
Estimate the Scope of • Task Descriptions

The Project • Work Package Descriptions
• WBS
Establish Estimates of Work • Technical Approach

Product & Task Attributes • Size and Complexity of Tasks and Work Products
• Estimating Models
Define Project Life
Cycle Phases • Project Life-Cycle Phases
Goals
Estimate • Estimation Rationale
Effort and Cost • Project Effort Estimates Practices
• Project Cost Estimates

Project Planning Specific Practices - 2
25
Project Planning

Establish Estimates
Plan To the Plan
Establish the Budget & • Project Schedules

Schedule • Schedule Dependencies
• Project Budget
• Identified Risks
Identify Project Risks • Risk Impacts and Probability of Occurrence
• Risk Priorities
• Data Management Plan

Plan Data Management • Master List of Managed Data
• Data Content and Format Description
Plan the • WBS Work Packages

Project’s Resources • WBS Task Dictionary
• Staffing Requirements Based on Project Size & Scope
Plan Needed Knowledge • Inventory of Skill Needs

Goals and Skills • Staffing and New Hire Plans
• Databases (e.g., Skills and Training)
Practices
Typical Work Products Plan Stakeholder

• Stakeholder Involvement Plan
Involvement
Establish the Project Plan • Overall Project Plan

26
Project Planning

Establish Estimates To the Plan
Plan
Review Plans That Affect • Record of the Reviews of

The Project Plans that Affect the Project
• Revised Methods and Corresponding

Estimating Parameters
Reconcile Work and • Renegotiated Budgets
Resource Levels • Revised Schedules
• Revised requirements list
Goals • Renegotiated stakeholder agreements
Practices Obtain Plan Commitment • Documented Requests for Commitments

• Documented Commitments

Project Planning - Sampling of Work Products -1
27
SP 1.1 SP 1.2 SP 1.4 SP 1.3

Establish Determine Define
Estimate the Estimates of Estimates of Project
Scope of the Work Product Effort and Lifecycle
Project and Task Cost Phases
Attributes
Planning Data Project Plans

Relevant
Stakeholders
SP 3.2 SP 3.1 SP 3.3

Reconcile Review Plans
Work and that Affect the Obtain Plan
Resource Project Commitment
Levels

Project Planning - Sampling of Work Products -2
28
SP 2.1 SP 2.2 SP 2.3
Establish the Identify Plan

Budget and Project Risks Data
Schedule Management
Project Plans Planning Data
SP 2.4 SP 2.5 SP 2.6 SP 2.7
Plan for Plan for Plan

Project Needed Stakeholder Establish the
Resources Knowledge Involvement Project Plan
and Skills

Project Planning -Sampling of PA Relationships -1
29
SP 1.1 SP 1.2 SP 1.3

Establish Define
Estimate the Estimates of Project
PMC SP 1.1 Scope of the Work Product Lifecycle
Project and Task Phases
Monitor Attributes
Project
Planning
Parameters SP 1.4 SP 2.1 SP 2.2 PMC SP 1.3
Estimate Establish the Identify

Effort and Budget and Monitor
Cost Schedule Project Risks Project Risks
PMC SP 1.4 SP 2.3 RSKM SP 2.1
Monitor Plan Identify

Data Data Risks
Management Management

Project Planning - Sampling of PA Relationships -2
30
SP 2.4 SP 2.5 OT SP 1.2

Determine
Plan the Plan Needed Which Training
Project’s Knowledge Needs are the
Resources and Skills Responsibility of
the Organization
PMC SP 1.5 SP 2.6 SP 2.7
Monitor Plan Establish the

Stakeholder Stakeholder Project Plan
Involvement Involvement
IPM SP 2.1 SP 3.1 SP 3.2 SP 3.3
Manage Review Plans Reconcile

Stakeholder that Affect the Work and Obtain Plan
Involvement Project Resource Commitment
Levels

Project Planning - Case Study Example Focus Area
31

SP 2.1 Establish the Budget and Schedule
SP 2.2 Identify Project Risks
SG 2 SP 2.3 Plan Data Management
Focus
Area SP 2.4 Plan the Project’s Resources
SP 2.5 Plan Needed Knowledge and Skills
SP 2.6 Plan Stakeholder Involvement
SP 2.7 Establish the Project Plan

Project Planning - Case Study Example
32
PASS is planning their resources. What project resources

should be included?
1. Tools
2. Budget/funding
3. Staff
4. Project plans
5. Facilities

Topics
33


34
Purpose
Provide understanding of the project’s progress so that
appropriate corrective actions can be taken when the
project’s performance deviates significantly from the plan.
Plan vs Actual

When Project Monitoring and Control Is Not Done Well…
35
Too much time is spent trying to determine project status.
Data needed for management decisions are not available

when needed.
Corrective action is not taken early when it is least expensive.
Lack of management insight makes project results highly

unpredictable.
The customer does not have confidence in the project status

reporting.

Project Monitoring and Control Goals
36
Monitor the Project Against Plan

SG 1 Actual project progress and performance are
monitored against the project plan.
Manage Corrective Action to Closure

Corrective actions are managed to closure when
SG 2 the project’s performance or results deviate
significantly from the plan.

Project Monitoring and Control Specific Practices -1
37
Monitor the Project Against Plan

SP 1.1 Monitor Project Planning Parameters
SP 1.2 Monitor Commitments
SP 1.3 Monitor Project Risks
SG 1 SP 1.4 Monitor Data Management
SP 1.5 Monitor Stakeholder Involvement
SP 1.6 Conduct Progress Reviews
SP 1.7 Conduct Milestone Reviews
Manage Corrective Action to Closure

SP 2.1 Analyze Issues
SG 2 SP 2.2 Take Corrective Action
SP 2.3 Manage Corrective Actions

Project Monitoring and Control Specific Practices - 1
38
Project Monitoring & Control
Monitor the Project Manage Corrective

Against the Plan Action to Closure
Monitor Project Planning • Records of Project Performance

Parameters • Records of Significant Deviations
Monitor Commitments
• Records of Commitment Reviews
Monitor Project Risks • Records of Project Risk Monitoring
Monitor Data Management • Records of Data Management
Monitor Stakeholder
• Records of Stakeholder Involvement
Involvement
Goals
Practices
Conduct Progress Reviews • Documented Project Review Results
Conduct Milestone Reviews • Documented Milestone Review Results

Project Monitoring and Control Specific Practices - 2
39
Project Monitoring & Control
Monitor the Project Manage Corrective

Against the Plan Action to Closure
Analyze Issues • List of Issues Needing Corrective Actions
Take Corrective Action • Corrective Action Plan
Goals
Practices Manage Corrective Action • Corrective Action Results

Project Monitoring and Control - Sampling of Work Products
40
SP 1.1 SP 1.2 SP 1.3 SP 1.4 SP 1.5

Monitor Monitor
Project Monitor Monitor Monitor Data Stakeholder
Planning Commitments Project Risks Management Involvement
Parameters
Issues and
Project Plans Corrective
Actions
SP 1.6 SP 1.7 SP 2.1 SP 2.2 SP 2.3
Conduct Conduct Analyze Take Manage

Progress Milestone Issues Corrective Corrective
Reviews Reviews Action Actions

Project Monitoring and Control - Sampling of PA Relationships
41
PP SP 2.3 SP 1.1 SP 1.2 SP 1.3 PP SP 2.2

Monitor
Plan Data Project Monitor Monitor Identify
Management Planning Commitments Project Risks Project Risks
Parameters
PP SP 2.6 SP 1.4 SP 1.6 SP 1.7
Plan Monitor Data Conduct Conduct

Stakeholder Management Progress Milestone
Involvement Reviews Reviews
IPM SP 2.1 SP 1.5 SP 2.1 SP 2.2 SP 2.3
Manage Monitor Analyze Take Manage

Stakeholder Stakeholder Issues Corrective Corrective
Involvement Involvement Action Actions

Project Monitoring and Control Case Study Example
42
Match PASS problems with PMC SPs

Project Problems PMC SPs
1) People are not showing up at a) SP 1.1 Monitor Project Planning
peer review meetings Parameters
2) Actual costs continually b) SP 1.2 Monitor Commitments
exceed planned costs
c) SP 1.5 Monitor Stakeholder
3) People are delinquent on their Involvement
action items
d) SP 1.6 Conduct Progress Reviews
4) Management does not know
PASS status e) SP 2.3 Manage Corrective Action
5) People are not meeting

schedules

Topics
43


44
Purpose
Identify potential problems before they occur so that risk
handling activities can be planned and invoked as needed
across the life of the product or project to mitigate adverse
impacts on achieving objectives.
Risks

When Risk Management Is Not Done Well…
45
It is easy to ignore risks when they are not being tracked.
Risks that are known to project staff are often not known to
management.
Repeated project failures due to unforeseen (but predictable)

risks can cost you business.

Risk Management Goals
46
Prepare for Risk Management

SG 1 Preparation for risk management is conducted.
Identify and Analyze Risks

SG 2 Risks are identified and analyzed to determine
their relative importance.
Mitigate Risks
SG 3 Risks are handled and mitigated as appropriate to
reduce adverse impacts on achieving objectives.

Risk Management Specific Practices
47


SP 1.1 Determine Risk Sources and Categories
SG 1 SP 1.2 Define Risk Parameters
SP 1.3 Establish a Risk Management Strategy
Identify and Analyze Risks

SG 2 SP 2.1 Identify Risks
SP 2.2 Evaluate, Categorize, and Prioritize Risks
Mitigate Risks
SG 3 SP 3.1 Develop Risk Mitigation Plans
SP 3.2 Implement Risk Mitigation Plans

Risk Management Specific Practices - 1
48
Risk Management
Prepare for Risk Identify and Analyze

Mitigate Risks
Management Risks
Determine Risk Sources and • Risk Source Lists (external and internal)
Categories • Risk Categories List
• Risk Evaluation, Categorization, and Prioritization Criteria

Define Risk Parameters • Risk Management Requirements (control and approval
levels, reassessment intervals, etc.)
Establish a Risk
Management Strategy • Project Risk Management Strategy
Goals
Practices

49
Risk Management
Prepare for Risk Identify and Analyze Mitigate Risks

Management Risks
Identify Risks • List of Identified Risks, Including the Context,

Conditions, and Consequences of Risk Occurrence
Evaluate, Categorize, and

Prioritize Risks • List of Risks, With a Priority Assigned to Each Risk
Goals
Practices

50
Risk Management
Prepare for Risk Identify and Analyze

Mitigate Risks
Management Risks
• Documented Handling Options for

Each Identified Risk
Develop Risk Mitigation • Risk Mitigation Plans
Plans • Contingency Plans
• List of those responsible for Tracking
and Addressing each Risk
• Updated Lists of Risk Status

• Updated Assessment of Risk Likelihood,
Goals Implement Risk Mitigation
Consequence, and Thresholds
Plans
• Updated Lists of Risk-Handling Options
Practices • Updated List of Actions Taken to Handle Risks
• Risk Mitigation Plans

Risk Management Sampling of Work Products
51
SP 1.1 SP 1.2 SP 1.3

Determine Establish a
Risk Sources Define Risk Risk
and Parameters Management
Categories Strategy
Plans Risk
Repository
SP 2.2 SP 2.1 SP 3.1 SP 3.2

Evaluate, Develop Risk Implement
Categorize, Identify Mitigation Risk
and Prioritize Risks Plans Mitigation
Risks Plans

Risk Management Sampling of PA Relationships
52
SP 1.1 SP 1.2 SP 1.3

Determine Establish a
Risk Sources Define Risk Risk
and Parameters Management
Categories Strategy
PP SP 2.2 SP 2.1 SP 2.2

Evaluate,
Identify Identify Categorize,
Project Risks Risks and Prioritize
Risks
SP 3.1 SP 3.2 PMC SP 1.3
Develop Risk Implement

Mitigation Risk Monitor
Plans Mitigation Project Risks
Plans

Risk Management Case Study Example Focus Areas
53

SG 1
Focus SP 1.1 Determine Risk Sources and Categories
Areas
SP 1.2 Define Risk Parameters
SP 1.3 Establish a Risk Management Strategy

Risk Management Case Study Example
54
Match the first column with the second column.

1) PASS identified risks associated with a) Risk source
their suppliers
b) Risk category
2) Risks were binned by likelihood of
occurrence and impact c) Risk parameter
3) PASS identified risks associated with

innovative technology
4) Impact can be high, medium, or low
5) At the risk management meeting, the
status of some risks were changed
to retired, mitigated, or closed

Topics
55


56
Purpose
The purpose of Supplier Agreement Management (SAM) is
to manage the acquisition of products and services from
suppliers.
PA
S S

57
Supplier
An entity delivering products or performing services being acquired.
An individual, partnership, company, corporation, association, or
other entity having an agreement with an acquirer for the design,
development, manufacture, maintenance, modification, or supply of
items under the terms of an agreement.
Supplier agreement
A documented agreement between the acquirer and supplier.
Supplier agreements are also known as contracts, licenses, and

memoranda of agreement.

When Supplier Agreement Management Is Not Done Well…
58
Supplier selection is not based on the right criteria.
The management and technical staff do not have insight into supplier
activities.
Supplier products are accepted even when they do not meet the
product requirements.
Integration of supplier products into a product baseline is

problematic.

Supplier Agreement Management Goals
59
Establish Supplier Agreements

SG 1 Agreements with the suppliers are established and
maintained.
Satisfy Supplier Agreements

SG 2 Agreements with suppliers are satisfied by both the
project and the supplier.

Supplier Agreement Management Specific Practices
60
Establish Supplier Agreements

SP 1.1 Determine Acquisition Type
SG 1 SP 1.2 Select Suppliers
SP 1.3 Establish Supplier Agreements
Satisfy Supplier Agreements

SP 2.1 Execute the Supplier Agreement
SG 2 SP 2.2 Accept the Acquired Product
SP 2.3 Ensure Transition of Products

Supplier Agreement Management Specific Practices - 1
61
Supplier Agreement Management
Establish Supplier Satisfy Supplier

Agreements Agreements
• List of the Acquisition Types That Will

Determine Acquisition Type be Used for All Products and Product
Components to be Acquired
• Market studies
• List of Candidate Suppliers
Select Suppliers • Preferred Supplier List
• Rationale for Selection of Suppliers
• Solicitation materials and requirements
• Statements of Work
Establish Supplier • Contracts
Agreements • Memoranda of Agreement
• Licensing agreement
Goals
Practices

Supplier Agreement Management Specific Practices - 2
62
Supplier Agreement Management
Establish Supplier Satisfy Supplier

Agreements Agreements
• Supplier Progress Reports and Performance Measures
• Supplier Review Materials and Reports
Execute the Supplier • Action items tracked to Closure
Agreement • Documentation of Product and Document Deliveries
• Acceptance Test Procedures

Accept the Acquired Product
• Acceptance Test Results
• Discrepancy Reports or Corrective Action Plans
• Transition Plans
Goals Ensure Transition Products • Training Reports
• Support and Maintenance Reports
Practices

Supplier Agreement Management - Sampling of Work Products
63
SP 1.1 SP 1.2 SP 1.3
Determine Select Establish

Acquisition Suppliers Supplier
Type Agreements
Supplier Supplier Product

Requirements Agreement
SP 2.1 SP 2.2 SP 2.3
Execute the Accept the Ensure

Supplier Acquired Transition of
Agreement Product Products

Supplier Agreement Management - Sampling of PA Relationships
64
TS SP 2.4 SP 1.1 SP 1.2 SP 1.3

Perform Determine Establish
Make, Buy, or Acquisition Select Supplier
Reuse Type Suppliers Agreements
Analyses
SP 2.1 SP 2.2 SP 2.3 PI SP 3.2
Execute the Accept the Ensure Assemble

Supplier Acquired Transition of Product
Agreement Product Products Components

Supplier Agreement Management Case Study Example
65
PASS uses a supplier for motion sensors.

Match PASS sample activities to SAM SPs.
Sample Activities SAM SPs
1) PASS wrote a contract with a) SP 1.1 Determine Acquisition
DetectEx Type
2) Supplier motion sensors were b) SP 1.2 Select Suppliers
provided to integration and test c) SP 1.3 Establish Supplier
3) PASS trade study selected Agreements
DetectEx for motion sensors d) SP 2.2 Accept the Acquired
4) The motion sensors passed Product
acceptance criteria e) SP 2.3 Ensure Transition of
5) Keypad uses COTS, sensors use Products
suppliers, controller re-uses PASS
in-house software

Topics
66


Integrated Project Management (IPM)
67
Purpose
 Establish and manage the project and the involvement of relevant
stakeholders according to an integrated and defined process that
is tailored from the organization’s set of standard processes.
Project B
Project C
Organizational
Organizational
Process Assets
Process Assets
Project A

When Integrated Project Management Is Not Done Well…
68
Projects do not take advantage of standard processes.
Facilities and tools are not available when needed.
Information to support future similar projects is not made

available.
No integrated master schedule is available to guide the

stakeholders of the project.
There are unclear responsibilities across groups.

Integrated Project Management Goals
69
Use the Project’s Defined Process

The project is conducted using a defined process
SG 1 tailored from the organization's set of standard
processes.
Coordinate and Collaborate with Relevant

Stakeholders
SG 2 Coordination and collaboration between the project
and relevant stakeholders are conducted.

Integrated Project Management Specific Practices -1
70

SP 1.1 Establish the Project’s Defined Process
SP 1.2 Use Organizational Process Assets for
Planning Project Activities
SG 1 SP 1.3 Establish the Project's Work Environment
SP 1.4 Integrate Plans
SP 1.5 Manage the Project Using Integrated Plans
SP 1.6 Establish Teams
SP 1.7 Contribute to Organizational Process Assets

Integrated Project Management Specific Practices -2
71
Coordinate and Collaborate with Relevant

Stakeholders
SG 2 SP 2.1 Manage Stakeholder Involvement
SP 2.2 Manage Dependencies
SP 2.3 Resolve Coordination Issues

Integrated Project Management Specific Practices - 1
72
Integrated Project Management
Coordinate and Collaborate With Relevant

Stakeholders
Establish the Project’s Defined

Process • The Project’s Defined Process
Use Organizational Process

Assets for Planning Project • Project Estimates
Activities • Project Plans
• Equipment and Tools for the Project

Establish the Project’s • Installation, Operation, and Maintenance Manuals for the Project Work Environment
Work Environment • User Surveys and Results
• Usage, Performance, and Maintenance Records
• Support Services for the Project’s Work Environment
Goals Integrate Plans

• Integrated Plans
Practices
Typical Work Products • Work Products Created by Performing the Project’s Defined Process
Manage the Project Using the • Collected Measures (“Actual”) and Progress Records or Reports
Integrated Plans • Revised Requirements, Plans, and Commitments
• Integrated Plans
• Documented shared vision
• List of members assigned to each team
Establish Teams • Team charters
• Periodic team status reports
• Proposed Improvements to the Organizational Process Assets
• Actual Process and Product Measures Collected From the Project
Contribute to the • Documentation (e.g., exemplary process descriptions, plans, training modules, checklists,
Organizational Process Assets and lessons learned)
• Process Artifacts Associated with Tailoring and Implementing the Organization’s set of
Standard Processes on the Project
Integrated Project Management Specific Practices - 2
73
Integrated Project Management
Coordinate and
Use the
Collaborate
Project’s
With Relevant
Defined Process
Stakeholders
• Agendas and Schedules for Collaborative Activities
• Documented Issues (e.g., issues with customer requirements,
product and product-component requirements, product architecture,
Manage Stakeholder and product design)
Involvement • Recommendations for Resolving Relevant Stakeholder Issues
• Defects, Issues, and Action Items Resulting From Reviews

Manage Dependencies With Relevant Stakeholders
• Critical Dependencies
• Commitments to Address Critical Dependencies
Goals • Status of Critical Dependencies
Practices
Resolve Coordination • Relevant Stakeholder Coordination Issues
Typical Work Products Issues • Status of Relevant Stakeholder Coordination Issues

Integrated Project Management Sampling of Work Products
74
SP 1.1 SP 1.2 SP 1.3 SP 1.4 SP 1.5

Establish the Use Establish the Manage the
Project’s Organizational Project's Integrate Project Using
Defined Process Assets Work Plans Integrated
Process for Planning Environment Plans
Project Activities
Organizational Coordination Integrated

Process Assets Plans and Project Plans
Issues
SP 1.6 SP 1.7 SP 2.1 SP 2.2 SP 2.3

Contribute to Manage Resolve
Establish Organizational Stakeholder Manage Coordination
Teams Process Involvement Dependencies Issues
Assets

Integrated Project Management Sampling of PA Relationships -1
75
OPD SP 1.1 SP 1.1 PI SP 1.2
Establish Establish the Establish the

Standard Project’s Product
Processes Defined Integration
Process Environment
OPD SP 1.3 SP 1.2 SP 1.3 VER SP 1.2 OPD SP 1.6

Establish Use Organizational Establish the Establish the Establish
Tailoring Process Assets for Project's Verification Work
Criteria and Planning Project Work Environment Environment
Guidelines Activities Environment Standards
OPD SP 1.5 SP 1.4 SP 1.5 VAL SP 1.2

Establish the Manage the Establish the
Organization’ Integrate Project Using Validation
s Process Plans Integrated Environment
Asset Library Plans

Integrated Project Management Sampling of PA Relationships -2
76
OPD SP 1.7 SP 1.6 SP 1.7 OPD SP 1.4

Establish Contribute to Establish the
Rules and Establish Organizational Organization’
Guidelines for Teams Process s
Teams Assets Measurement
Repository
PP SP 2.6 SP 2.1 SP 2.2 SP 2.3 OPD SP 1.5
Plan Manage Resolve Establish the

Stakeholder Stakeholder Manage Coordination Organization’
Involvement Involvement Dependencies Issues s Process
Asset Library
PMC SP 1.2
Monitor
Commitments

Interaction Between OPD and IPM
77
The Organization (OPD)

Organization’s Lifecycle Work
Set of Standard Model Environment
Processes Descriptions Standards
Team Rules Tailoring Organization’s Organization’s

and Guidelines Guidelines Process Asset Measurement
Library Repository
Projects (IPM)
Project A’s Project B’s Project C’s

Defined Defined Defined
Process Process Process
Project A’s Plans Project B’s Plans Project C’s Plans

Integrated Project Management Case Study Example Focus Area
78

Focus
Area SP 1.1 Establish the Project’s Defined Process
SP 1.2 Use Organizational Process Assets for
Planning Project Activities
SG 1 SP 1.3 Establish the Project's Work Environment
SP 1.4 Integrate Plans
SP 1.5 Manage the Project Using Integrated Plans
SP 1.6 Establish Teams
SP 1.7 Contribute to Organizational Process Assets

Integrated Project Management Case Study Example
79
Which PASS scenarios are correct?

1. All PASS projects follow the standard process exactly as is
2. Projects can use their own processes and trace them to the
PASS standard process
3. PASS provides a standard process and rules for tailoring
4. Once projects tailor the PASS standard process, it is called the
projects’ standard process
5. If the customer says eliminate QA, but the standard process
requires QA with no tailoring, it’s okay for PASS projects to tailor
out QA to satisfy the customer

Topics
80


81
PAs Managing the Project

REQM, PP, PMC Organizing and
RSKM,SAM, IPM Managing the Work
REQM : Requirement Management
Adds the management of requirements to provide a well-controlled
foundation on which the product is built
PP: Project Planning
Aids project managers in planning project activities.
PMC: Project Monitoring and Control
Emphasizes managing project performance according to the plan.
RSKM: Risk Management
Enables projects to proactively identify and reduce risks
that may jeopardize achieving project objectives.

Managing the Project Summary - 2
82
PAs Managing the Project

REQM, PP, PMC Organizing and
RSKM,SAM, IPM Managing the Work
SAM: Supplier Agreement Management

Helps when working with suppliers.
IPM: Integrated Project Management
Emphasizes integration of elements within the project as well as
integration of the project with the organization.

QUESTIONS AND ANSWERS

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Author : Đoàn Đức Đề

@Author : Đoàn Đức Đề dedoan@gmail.com

►Managing the Project Process Areas

@Author : Đoàn Đức Đề dedoan@gmail.com

SG 1 Process Area Specific Goals Focus PA Case Study Example –

@Author : Đoàn Đức Đề dedoan@gmail.com

Project and Org Product

@Author : Đoàn Đức Đề dedoan@gmail.com

 Estimating the scope and work that needs to be performed

@Author : Đoàn Đức Đề dedoan@gmail.com

Managing the Project Process Areas

Project Planning (PP)

@Author : Đoàn Đức Đề dedoan@gmail.com

@Author : Đoàn Đức Đề dedoan@gmail.com

@Author : Đoàn Đức Đề dedoan@gmail.com

Requirements are accepted by staff from any source they

The project experiences a high level of requirements changes.

There are high levels of rework throughout the project.

There is an inability to prove that the product meets the

Lack of requirements traceability often results in incomplete or

@Author : Đoàn Đức Đề dedoan@gmail.com

The process area also has generic goals to support institutionalization.

@Author : Đoàn Đức Đề dedoan@gmail.com

@Author : Đoàn Đức Đề dedoan@gmail.com

• List of Criteria for Distinguishing Appropriate Requirements

Obtain Commitment to • Requirements Impact Assessments

Manage Requirements • Requirements Status

Practices Maintain Bidirectional

Identify Inconsistencies • Documentation of Inconsistencies Including Sources,

@Author : Đoàn Đức Đề dedoan@gmail.com

SP 1.3 SP 1.5 SP 1.4

@Author : Đoàn Đức Đề dedoan@gmail.com

@Author : Đoàn Đức Đề dedoan@gmail.com

@Author : Đoàn Đức Đề dedoan@gmail.com

Which of the following examples of requirements traceability are

2. System requirements to software and hardware requirements and

@Author : Đoàn Đức Đề dedoan@gmail.com

Managing the Project Process Areas

Project Planning (PP)

@Author : Đoàn Đức Đề dedoan@gmail.com

@Author : Đoàn Đức Đề dedoan@gmail.com

Work breakdown structure (WBS)

@Author : Đoàn Đức Đề dedoan@gmail.com

Estimates of project attributes are inaccurate.

It is difficult to identify deviations from poorly documented plans.

Resources are not available/applied when needed.

@Author : Đoàn Đức Đề dedoan@gmail.com

Develop a Project Plan

Obtain Commitment to the Plan

The process area also has generic goals to support institutionalization.

@Author : Đoàn Đức Đề dedoan@gmail.com

@Author : Đoàn Đức Đề dedoan@gmail.com

Develop a Project Plan

@Author : Đoàn Đức Đề dedoan@gmail.com

Develop a Project Obtain Commitment

Estimate the Scope of • Task Descriptions

Establish Estimates of Work • Technical Approach

@Author : Đoàn Đức Đề dedoan@gmail.com

Develop a Project Obtain Commitment

Establish the Budget & • Project Schedules

• Data Management Plan

Plan the • WBS Work Packages

Plan Needed Knowledge • Inventory of Skill Needs