Project Management Success with CMMI Seven CMMI Process Areas

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  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2007-06-25
  • Publisher: Prentice Hall
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Use CMMI to Improve Project Management Efficiency, Effectiveness, and Accountability The Capability Maturity Model Integration (CMMI) Maturity Level 2 offers you powerful, end-to-end tools for improving project management effectiveness, efficiency, and accountability throughout your organization. InProject Management Success with CMMI ,author 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. Persse takes a practical approach to the business and operational needs of project management, carefully linking the realities of business and technical projects with CMMI's recommendations. Drawing on his unsurpassed CMMI field experience, Persse presents case studies, anecdotes, and example artifacts--all designed to illuminate whatworksand whatdoesn'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. This book 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 Understanding and using CMMI appraisal processes 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 contains an extensive library of downloadable CMMI project management resources.

Author Biography

James Persse, managing partner of Altair Solutions, Inc.

Table of Contents

Prefacep. xv
Acknowledgmentsp. xix
About the Authorp. xxi
Introductionp. 1
Project Management as Value Managementp. 4
Visible Management through Processp. 7
Project Management Success through Processp. 13
The Capability Maturity Model-A Process Improvement Frameworkp. 14
CMMI Is Not a Process Programp. 15
A Framework of Integrated Constellationsp. 15
Disciplines Covered by CMMI-DEVp. 16
CMMI-DEV for Process Improvementp. 17
A Commitment to Processp. 20
A Commitment to Timep. 22
CMMI-DEV Process Areasp. 23
Project Management Process Areasp. 26
Process Management Process Areasp. 29
Engineering Process Areasp. 32
Support Process Areasp. 35
Institutionalizing Process Areas with Generic Goalsp. 38
Achieve Specific Goalsp. 39
Institutionalize a Managed Processp. 39
Institutionalize a Defined Processp. 40
Institutionalize a Quantitatively Managed Processp. 40
Institutionalize an Optimizing Processp. 40
Two Ways to Implement CMMIp. 41
The Continuous Representationp. 41
The Staged Representationp. 45
CMMI and Project Managementp. 49
Project Management Success with CMMIp. 50
The Seven Process Areas of Maturity Level 2p. 52
Level 2 Is the Beginningp. 53
A Note on CMMI and the PMI's PMBOKp. 54
Project Planningp. 57
The Purpose of Project Planningp. 58
Establish Realistic Estimatesp. 59
Document a Management Approach for the Projectp. 60
Obtain Commitment to the Approach from Relevant Partiesp. 60
What Is a Plan?p. 61
Project Planning Goals and Practicesp. 62
Establish Estimatesp. 63
Estimate the Scope of the Projectp. 66
Establish Estimates of Work Product and Task Attributesp. 67
Define Project Lifecyclep. 69
Determine Estimates of Effort and Costp. 70
Develop a Project Planp. 71
Establish the Budget and Schedulep. 73
Identify Project Risksp. 75
Plan for Data Managementp. 77
Plan for Project Resourcesp. 78
Plan for Needed Knowledge and Skillsp. 80
Plan Stakeholder Involvementp. 82
Establish the Project Planp. 83
Obtain Commitment to the Planp. 85
Review Plans That Affect the Projectp. 87
Reconcile Work and Resource Levelsp. 89
Obtain Plan Commitmentp. 90
The Benefits of Controlled Project Planningp. 92
A Regimen for Realistic Planningp. 92
A Definition of Successp. 92
A Contract of Agreement and Actionp. 93
A Common Basis for Decision Makingp. 93
Some Example Program Componentsp. 94
A Project Planning Policyp. 94
A Project Plan Templatep. 94
A Set of Estimation Guidelinesp. 94
A Procedure to Create the Project Planp. 95
A Procedure to Review and Approve the Planp. 95
A Policy on Acceptable Forms of Commitmentp. 95
Look to the Web Site forp. 95
Project Monitoring & Controlp. 97
The Purpose of Project Monitoring & Controlp. 98
Guide the Workp. 99
Protect the Commitmentsp. 99
Promote Communicationsp. 100
Facilitate Correction, Adjustment, and Focusp. 100
The Heart of the Projectp. 101
Project Monitoring & Control Goals and Practicesp. 102
Monitor Project Against Planp. 103
Monitor Project Planning Parametersp. 105
Monitor Commitmentsp. 108
Monitor Project Risksp. 110
Monitor Data Managementp. 111
Monitor Stakeholder Involvementp. 112
Conduct Progress Reviewsp. 114
Conduct Milestone Reviewsp. 115
Manage Corrective Action to Closurep. 116
Analyze Issuesp. 118
Take Corrective Actionp. 118
Manage Corrective Actionp. 120
The Benefits of Project Monitoring & Controlp. 121
A Platform for Value Managementp. 121
A Common Language of Progress and Oversightp. 122
A Project Management Performance Barp. 122
Consistency in PMO Operationsp. 123
Some Example Program Componentsp. 124
Tracking Policyp. 124
Status Report Formsp. 124
Project Tracking Metricsp. 125
Look to the Web Site forp. 125
Requirements Managementp. 127
The Purpose of Requirements Managementp. 128
A Core Project Management Responsibilityp. 129
Requirements-What Qualifies?p. 132
A Continuous Activityp. 133
Requirements Management Goals and Practicesp. 134
Manage Requirementsp. 135
Obtain an Understanding of the Requirementsp. 137
Obtain Commitment to the Requirementsp. 140
Manage Requirements Changesp. 144
Maintain Bi-directional Traceability of Requirementsp. 148
Identify Inconsistencies between Project Work and Requirementsp. 150
Some Other Ways to Achieve the Practicesp. 152
The Benefits of Sound Requirements Managementp. 153
Synchronicityp. 154
Enhanced Controlp. 154
Management Visibilityp. 155
A Standard for Fulfillmentp. 155
Some Example Program Componentsp. 155
Requirements Management Policyp. 156
Requirements Document Review Procedurep. 156
Requirements Review Checklistp. 156
Requirements Document Stakeholder ID Formp. 157
Requirements Review and Comments Formp. 157
Requirements Change Request Procedurep. 157
Requirements Baseline Sign-Off Formp. 158
Look to the Web Site forp. 158
Configuration Managementp. 159
The Purpose of Configuration Managementp. 160
A Mechanism of Managementp. 162
Configuration Management Goals and Practicesp. 166
Establish Baselinesp. 167
Identify Configuration Itemsp. 169
Establish a Configuration Management Systemp. 172
Create or Release Baselinesp. 175
Track and Control Changesp. 177
Track Change Requestsp. 178
Control Configuration Itemsp. 180
Establish Integrityp. 182
Perform Configuration Auditsp. 182
Establish Configuration Management Recordsp. 184
The Benefits of Sound Configuration Managementp. 186
Referential Integrityp. 186
Change Controlp. 187
Statutory Compliancep. 187
Workflow Controlp. 188
Some Example Program Componentsp. 188
Configuration Management Plan Templatep. 189
Change Control Board Charterp. 189
Change Request Form and Procedurep. 190
Change Assessment Procedurep. 190
Change Assessment Criteriap. 191
Baseline Update and Release Procedurep. 191
Look to the Web Site forp. 192
Supplier Agreement Managementp. 193
The Purpose of Supplier Agreement Managementp. 194
Shop Smartp. 195
Control the Supply Chainp. 195
Forge Reliable Supplier Relationshipsp. 196
Protect Qualityp. 196
Supplier Agreement Management Goals and Practicesp. 198
Establish Supplier Agreementsp. 199
Determine Acquisition Typep. 201
Select Suppliersp. 203
Establish Supplier Agreementsp. 205
Satisfy Supplier Agreementsp. 207
Execute the Supplier Agreementp. 208
Monitor Selected Supplier Processesp. 209
Evaluate Selected Supplier Work Productsp. 212
Accept the Acquired Productp. 214
Transition Productsp. 215
The Benefits of Supplier Agreement Managementp. 217
Consistent Management of the Supply Chainp. 217
Heightened Purchasing Efficienciesp. 218
Mutually Beneficial Supplier Relationshipsp. 218
Visible Performance and Quality Controlp. 219
Some Example Program Componentsp. 219
Supplier Agreement Management Policyp. 220
Acquisition-Specific Supplier Agreementsp. 220
Corrective Action Procedurep. 220
Product Acceptance Procedurep. 221
Look to the Web Site forp. 221
Measurement & Analysisp. 223
The Purpose of Measurement & Analysisp. 224
Establish Success Criteria Up Frontp. 226
Bound the Focus of Project Managementp. 226
Provide Empirical and Consistent Progress Markersp. 227
Establish a Basis for Improvementp. 227
Measurement & Analysis Goals and Practicesp. 228
Align Measurement & Analysis Activitiesp. 229
Establish Measurement Objectivesp. 231
Specify Measuresp. 233
Specify Data Collection and Storage Proceduresp. 234
Specify Analysis Proceduresp. 236
Provide Measurement Resultsp. 237
Collect Measurement Datap. 237
Analyze Measurement Datap. 238
Store Data and Resultsp. 238
Communicate Resultsp. 239
The Benefits of Measurement & Analysisp. 239
A Tool for Ongoing Project Controlp. 240
A Standard for Reporting Project Performancep. 241
A Foundation for Understanding Organizational Performancep. 241
Some Example Program Componentsp. 242
MA Plan Templatep. 242
MA Business Objectivesp. 243
MA Collection and Analysis Procedurep. 243
MA Reporting Procedurep. 244
MA Repositoryp. 244
Look to the Web Site forp. 245
Process & Product Quality Assurancep. 247
The Purpose of Process & Product Quality Assurancep. 248
Support Established Workflowsp. 250
Promote Organizational Consistencyp. 251
Provide Online Coaching and Mentoringp. 251
Provide a Window on Improvementp. 252
Process & Product Quality Assurance Goals and Practicesp. 253
Objectively Evaluate Processes and Work Productsp. 254
Objectively Evaluate Processes and SP 1.2: Objectively Evaluate Work Products and Servicesp. 256
Some PPQA Tipsp. 259
Provide Objective Insightp. 261
Communicate and Ensure Resolution of Noncompliance Issuesp. 262
Establish Recordsp. 265
Some Other Ways to Achieve the Practicesp. 268
The Benefits of Process & Product Quality Assurancep. 270
Support for Project Management Goalsp. 271
Insight into Project and Organizational Movementp. 271
An Open Window on Improvementp. 272
A Source for Value Managementp. 272
Some Example Program Componentsp. 273
PPQA Policyp. 273
PPQA Plan Templatep. 274
PPQA Audit Procedurep. 274
PPQA Audit Notificationp. 274
Audit Form and Checklistp. 275
Audit Results Report Formp. 275
Look to the Web Site forp. 275
Supporting Success with the Generic Goalsp. 277
The Purpose of CMMI's Generic Goalsp. 278
Maturity Level 2-A Recapp. 280
The Concept of Institutionalizationp. 281
Maturity Level 2 Generic Goals and Practicesp. 281
Achieve Specific Goalsp. 283
Perform Specific Practicesp. 283
Institutionalize a Managed Processp. 284
Establish an Organizational Policyp. 284
Plan the Processp. 284
Provide Resourcesp. 285
Assign Responsibilityp. 285
Train Peoplep. 286
Manage Configurationsp. 287
Identify and Involve Relevant Stakeholdersp. 287
Monitor and Control the Processp. 288
Objectively Evaluate Adherencep. 289
Review Status with Higher Level Managementp. 289
The Benefits of the Generic Goalsp. 290
Project Planning Consistencyp. 291
Project Management Consistencyp. 291
Standardized Expectationsp. 292
An Integrated Approach to Project Management Successp. 293
Project Management Disciplinesp. 294
CMMI without PMP (or CPM or MPM)p. 295
CMMI Maturity Level 2 and the PMBOKp. 297
Process Groupsp. 298
Knowledge Areasp. 300
Conclusionp. 303
Understandingp. 304
Controlp. 304
Flexibilityp. 305
Communicationp. 305
Indexp. 307
Table of Contents provided by Ingram. All Rights Reserved.


This book is intended to help shed some practical light on how companies can use process to help promote and achieve project management success. The termproject management successcan, of course, mean many different things. The definition will vary from company to company, and this can be particularly true for technology companies. The nature of their work, their industrial focus, their size, the makeup of different customer bases--all of these contribute to how a project is viewed, managed, and in the end deemed successful. And so this book will begin with a look at what the domains of project management typically entail, what performance factors are typically pursued, and what measures (or perceptions) usually shape the picture of success. But first, I offer a few quick words about the process center of this book, the Capability Maturity Model Integration (CMMI), and about the book itself. The Purpose of This Book This book explains how the Capability Maturity Model Integration, specifically CMMI-DEV, version 1.2, can be used to foster project management success in technology development shops. More specifically, I discuss how the seven Process Areas defined for Maturity Level 2 particularly address the needs of project management in shops large and small. This book--and I have kept its focus condensed to the realm of project management--is not intended as a full-bore explanation of all 22 Process Areas in CMMI. Nor is it positioned as a tome on process improvement or what might be called the art of project management. This book takes a practical approach to the business and operational needs of project management, illustrates these against the recommendations contained under CMMI Maturity Level 2, and then describes ways and methods of realizing these recommendations in your organization. If you read through this book carefully, I hope that in the end you'll be able to better appreciate four factors relevant to CMMI, process improvement, and project management: The general requirements for project management success The general scope and purpose of CMMI The structure, use, and benefits to be derived from CMMI Maturity Level 2 The complementary relationship that can exist between CMMI and project management bodies of knowledge such as the Project Management Body of Knowledge (PMBOK) by the Project Management Institute (PMI). The Audience for This Book This book has been designed for two distinct but related audiences, project managers and process managers. Both of these groups should find value in the ways that CMMI can contribute to the management of technology projects and connect with specific project management disciplines, as well as how it can support environments in which these disciplines have not yet been introduced. Project Managers If you are a project manager, you may come to this book with a Project Management Professional (PMP) certification or you may not. You may be certified by the American Management Association (AMA). You might have no formal credentials but possess solid management and organizational skills. You might work in a formalized environment--one supported by long-standing methods and practices. Or you might operate in a more freeform culture, one with a get-up-and-go approach to doing business. Whatever the situation, project managers remain the driving force behind the coordinated execution of project work in any enterprise, so this book is written especially to address the issues that surround that mission. The intention of the book is to introduce you to what might be new techniques and management strategies founded in CMMI, not as a total or complete project management solution, but rather as a foundation for growing a capable and effective project management program that can help you better achieve your tactical goals and objectives. Process Managers This book is

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