Project Management Success with CMMI: Seven CMMI Process Areas

Description

Use CMMI to Improve Project Management Efficiency, Effectiveness, and Accountability The Capability Maturity Model Integration (CMMI) Maturity Level 2 offers powerful, end-to-end tools for improvement throughout your organization. In Project Management Success with CMMI®, James Persse demonstrates exactly how to apply CMMI Level 2 to virtually any project, program, or process. User friendly, concise, and easy to follow, this book helps you implement all seven CMMI Level 2 process areas; customize CMMI for your unique projects and organization; and achieve powerful, quantifiable results. The author takes a practical approach to the business and operational needs of project management, carefully linking the realities of business and technical projects with CMMI recommendations. Drawing on his unsurpassed CMMI field experience, Persse presents case studies, anecdotes, and examples―all designed to illuminate what works and what doesn't. Persse introduces the substance and intention of all seven CMMI Level 2 process areas. For each area, he shows how to define goals, implement best practices, understand issues of sizing and scope, and avoid pitfalls and misinterpretations. He is also the first to explain how CMMI can integrate with the tools and skills of the Project Management Institute's Project Management Body of Knowledge, improving the effectiveness of both. Coverage includes Understanding project management as value management Planning projects and structuring expectations Monitoring and controlling projects Managing requirements, configurations, and supplier agreements Implementing effective measurement and analysis Assuring process and product quality Project Management Success with CMMI® is an invaluable resource for anyone responsible for managing projects, programs, or processes―including those who are new to CMMI and project management. The book's companion Web site (www.prenhallprofessional.com/title/0132333058) contains an extensive library of downloadable CMMI project management resources corresponding to each of the seven CMMI process areas. Cover Contents Preface Acknowledgments About the Author Chapter 1: Introduction Project Management as Value Management Visible Management through Process Chapter 2: Project Management Success through Process The Capability Maturity Model—A Process Improvement Framework CMMI Is Not a Process Program A Framework of Integrated Constellations Disciplines Covered by CMMI-DEV CMMI-DEV for Process Improvement A Commitment to Process A Commitment to Time CMMI-DEV Process Areas Project Management Process Areas Process Management Process Areas Engineering Process Areas Support Process Areas Institutionalizing Process Areas with Generic Goals GG 1: Achieve Specific Goals GG 2: Institutionalize a Managed Process GG 3: Institutionalize a Defined Process GG 4: Institutionalize a Quantitatively Managed Process GG 5: Institutionalize an Optimizing Process Two Ways to Implement CMMI The Continuous Representation The Staged Representation CMMI and Project Management Project Management Success with CMMI The Seven Process Areas of Maturity Level 2 Level 2 Is the Beginning A Note on CMMI and the PMI’s PMBOK Chapter 3: Project Planning The Purpose of Project Planning Establish Realistic Estimates Document a Management Approach for the Project Obtain Commitment to the Approach from Relevant Parties What Is a Plan? Project Planning Goals and Practices SG 1: Establish Estimates SP 1.1: Estimate the Scope of the Project SP 1.2: Establish Estimates of Work Product and Task Attributes SP 1.3: Define Project Lifecycle SP 1.4: Determine Estimates of Effort and Cost SG 2: Develop a Project Plan SP 2.1: Establish the Budget and Schedule SP 2.2: Identify Project Risks SP 2.3: Plan for Data Management SP 2.4: Plan for Project Resources SP 2.5: Plan for Needed Knowledge and Skills SP 2.6: Plan Stakeholder Involvement SP 2.7: Establish the Project Plan SG 3: Obtain Commitment to the Plan SP 3.1: Review Plans That Affect the Project SP 3.2: Reconcile Work and Resource Levels SP 3.3: Obtain Plan Commitment The Benefits of Controlled Project Planning A Regimen for Realistic Planning A Definition of Success A Contract of Agreement and Action A Common Basis for Decision Making Some Example Program Components A Project Planning Policy A Project Plan Template A Set of Estimation Guidelines A Procedure to Create the Project Plan A Procedure to Review and Approve the Plan A Policy on Acceptable Forms of Commitment Look to the Web Site for Chapter 4: Project Monitoring & Control The Purpose of Project Monitoring & Control Guide the Work Protect the Commitments Promote Communications Facilitate Correction, Adjustment, and Focus The Heart of the Project Project Monitoring & Control Goals and Practices SG 1: Monitor Project Against Plan SP 1.1: Monitor Project Planning Parameters SP 1.2: Monitor Commitments SP 1.3: Monitor Project Risks SP 1.4: Monitor Data Management SP 1.5: Monitor Stakeholder Involvement SP 1.6: Conduct Progress Reviews SP 1.7: Conduct Milestone Reviews SG 2: Manage Corrective Action to Closure SP 2.1: Analyze Issues SP 2.2: Take Corrective Action SP 2.3: Manage Corrective Action The Benefits of Project Monitoring & Control A Platform for Value Management A Common Language of Progress and Oversight A Project Management Performance Bar Consistency in PMO Operations Some Example Program Components Tracking Policy Status Report Forms Project Tracking Metrics Look to the Web Site for Chapter 5: Requirements Management The Purpose of Requirements Management A Core Project Management Responsibility Requirements—What Qualifies? A Continuous Activity Requirements Management Goals and Practices SG 1: Manage Requirements SP 1.1: Obtain an Understanding of the Requirements SP 1.2: Obtain Commitment to the Requirements SP 1.3: Manage Requirements Changes SP 1.4: Maintain Bi-directional Traceability of Requirements SP 1.5: Identify Inconsistencies between Project Work and Requirements Some Other Ways to Achieve the Practices The Benefits of Sound Requirements Management Synchronicity Enhanced Control Management Visibility A Standard for Fulfillment Some Example Program Components Requirements Management Policy Requirements Document Review Procedure Requirements Review Checklist Requirements Document Stakeholder ID Form Requirements Review and Comments Form Requirements Change Request Procedure Requirements Baseline Sign-Off Form Look to the Web Site for Chapter 6: Configuration Management The Purpose of Configuration Management A Mechanism of Management Configuration Management Goals and Practices SG 1: Establish Baselines SP 1.1: Identify Configuration Items SP 1.2: Establish a Configuration Management System SP 1.3: Create or Release Baselines SG 2: Track and Control Changes SP 2.1: Track Change Requests SP 2.2: Control Configuration Items SG 3: Establish Integrity SP 3.1: Perform Configuration Audits SP 3.2: Establish Configuration Management Records The Benefits of Sound Configuration Management Referential Integrity Change Control Statutory Compliance Workflow Control Some Example Program Components Configuration Management Plan Template Change Control Board Charter Change Request Form and Procedure Change Assessment Procedure Change Assessment Criteria Baseline Update and Release Procedure Look to the Web Site for Chapter 7: Supplier Agreement Management The Purpose of Supplier Agreement Management Shop Smart Control the Supply Chain Forge Reliable Supplier Relationships Protect Quality Supplier Agreement Management Goals and Practices SG 1: Establish Supplier Agreements SP 1.1: Determine Acquisition Type SP 1.2: Select Suppliers SP 1.3: Establish Supplier Agreements SG 2: Satisfy Supplier Agreements SP 2.1: Execute the Supplier Agreement SP 2.2: Monitor Selected Supplier Processes SP 2.3: Evaluate Selected Supplier Work Products SP 2.4: Accept the Acquired Product SP 2.5: Transition Products The Benefits of Supplier Agreement Management Consistent Management of the Supply Chain Heightened Purchasing Efficiencies Mutually Beneficial Supplier Relationships Visible Performance and Quality Control Some Example Program Components Supplier Agreement Management Policy Acquisition-Specific Supplier Agreements Corrective Action Procedure Product Acceptance Procedure Look to the Web Site for Chapter 8: Measurement & Analysis The Purpose of Measurement & Analysis Establish Success Criteria Up Front Bound the Focus of Project Management Provide Empirical and Consistent Progress Markers Establish a Basis for Improvement Measurement & Analysis Goals and Practices SG 1: Align Measurement & Analysis Activities SP 1.1: Establish Measurement Objectives SP 1.2: Specify Measures SP 1.3: Specify Data Collection and Storage Procedures SP 1.4: Specify Analysis Procedures SG 2: Provide Measurement Results SP 2.1: Collect Measurement Data SP 2.2: Analyze Measurement Data SP 2.3: Store Data and Results SP 2.4: Communicate Results The Benefits of Measurement & Analysis A Tool for Ongoing Project Control A Standard for Reporting Project Performance A Foundation for Understanding Organizational Performance Some Example Program Components MA Plan Template MA Business Objectives MA Collection and Analysis Procedure MA Reporting Procedure MA Repository Look to the Web Site for Chapter 9: Process & Product Quality Assurance The Purpose of Process & Product Quality Assurance Support Established Workflows Promote Organizational Consistency Provide Online Coaching and Mentoring Provide a Window on Improvement Process & Product Quality Assurance Goals and Practices SG 1: Objectively Evaluate Processes and Work Products SP 1.1: Objectively Evaluate Processes and SP 1.2: Objectively Evaluate Work Products and Services Some PPQA Tips SG 2: Provide Objective Insight SP 2.1: Communicate and Ensure Resolution of Noncompliance Issues SP 2.2: Establish Records Some Other Ways to Achieve the Practices The Benefits of Process & Product Quality Assurance Support for Project Management Goals Insight into Project and Organizational Movement An Open Window on Improvement A Source for Value Management Some Example Program Components PPQA Policy PPQA Plan Template PPQA Audit Procedure PPQA Audit Notification Audit Form and Checklist Audit Results Report Form Look to the Web Site for Chapter 10: Supporting Success with the Generic Goals The Purpose of CMMI’s Generic Goals Maturity Level 2—A Recap The Concept of Institutionalization Maturity Level 2 Generic Goals and Practices GG 1: Achieve Specific Goals GP 1.1: Perform Specific Practices GG 2: Institutionalize a Managed Process GP 2.1: Establish an Organizational Policy GP 2.2: Plan the Process GP 2.3: Provide Resources GP 2.4: Assign Responsibility GP 2.5: Train People GP 2.6: Manage Configurations GP 2.7: Identify and Involve Relevant Stakeholders GP 2.8: Monitor and Control the Process GP 2.9: Objectively Evaluate Adherence GP 2.10: Review Status with Higher Level Management The Benefits of the Generic Goals Project Planning Consistency Project Management Consistency Standardized Expectations Chapter 11: An Integrated Approach to Project Management Success Project Management Disciplines CMMI without PMP (or CPM or MPM) CMMI Maturity Level 2 and the PMBOK Process Groups Knowledge Areas Conclusion Understanding Control Flexibility Communication Index A B C D E F G H I J K L M N O P Q R S T U V W