CMMI 201 Project Management

CMMI 201
Project Management
May 2007
Authors
This presentation was prepared by:
BearingPoint Public Services

Engineering Process Group
epg@bearingpoint.com
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© 2007 BearingPoint, Inc. All rights reserved.
© 2007 BearingPoint, Inc. CMMI 201 2

Course Objectives
Course Objectives
– Upon completing this course, you are expected to be able to:

Understand the CMMI best practices for Project Planning
Understand the CMMI best practices for Project Monitoring and
Control
Understand the CMMI best practices for Integrated Project
Management
Understand the CMMI best practices for Risk Management
The best practices described in this course are

incorporated within the activities of the
BearingPoint Delivery Framework
Guide for CMMI Software and Systems Engineering

Course Outline
– Project Management CMMI Process Areas

– Project Planning Best Practices
– Project Monitoring and Control Best Practices
– Integrated Project Management Best Practices
– Risk Management Best Practices
– Project Management in the BearingPoint Delivery Framework
Guide for CMMI Software and Systems Engineering (CSSE)
– Summary
– Appendix: CMMI Model and Project Management
Please note that this is not a course on project management, but on how the CMMI
addresses the subject matter of project management.
A good reference for the practices of project management is the Project Management
Institute’s Project Management Body of Knowledge (PMBOK).

CMMI Project Management
Process Areas
Project Management Process Areas
This section will introduce you to the CMMI Project Management Process
Areas
Project Planning
Project Monitoring and Control
Integrated Project Management
Risk Management

CMMI Project Management
At Maturity Level 3, project managers are responsible for

implementing the best practices contained with in the following
CMMI Process Areas:
 Project Planning
 Project Monitoring and Control
 Integrated Project Management
 Risk Management
At Maturity Levels 4 and 5, project managers use statistical and

other quantitative methods to manage the project based on the
best practices contained within the Quantitative Project
Management process area. (Not addressed in this course)

CMMI: Project Planning
The purpose of Project Planning (PP) is to establish and maintain

plans that define project activities.
Project Planning involves the following:
 Developing the project plan
 Interacting with the stakeholders appropriately
 Getting commitment to the plan
 Maintaining the plan

CMMI: Project Monitoring and Control
The purpose of Project Monitoring and Control (PMC) is to provide

an understanding of the project’s progress so that appropriate
corrective actions can be taken when the projects performance
deviates significantly from the plan.
Project Monitoring and Control involves the following:
 Monitoring the project against the plan
 Managing corrective actions to closure

CMMI: Integrated Project Management
The purpose of Integrated Project Management (IPM) is to establish and

manage the project and the involvement of the relevant stakeholders
according to an integrated and defined process that is tailored from the
organization’s set of standard processes.
Integrated Project Management involves the following:
 Establishing the project’s defined process by tailoring the
organization’s set of standard processes
 Managing the project using the project’s defined process
 Establishing a project work environment consistent with
organizational standards
 Using and contributing to the organizational process assets
 Enabling relevant stakeholders’ concerns to be identified,
considered, and when appropriate, addressed during the
development of the product
 Ensuring that relevant stakeholders perform their tasks in a
coordinated and timely manner

CMMI: Risk Management
The purpose of Risk Management (RSKM) is to 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.
Risk Management involves the following:
 Preparing for Risk Management
 Identifying and Analyzing Risks
 Mitigating Risks

Summary of CMMI Project Management
Process Areas
This section introduced you to the following CMMI Process

Areas
Project Planning
Risk Management

Project Planning Best Practices
Project Planning Best Practices 1
Establish Estimates
Establish
Estimate Estimates of
the Scope Work Product
of the Project and Task
Attributes Planning
Data
Determine
Estimates
of Effort
and Cost
Define
Project
Life Cycle

Estimate the Scope of the Project
Establish a top level work breakdown structure (WBS) to estimate the

scope of the project.
The scope of a project is determined from the
magnitude and complexity of its work breakdown
structure (WBS).
A WBS is a division or decomposition of the project
into an interconnected set of manageable components.
A WBS provides a scheme for identifying and
organizing the logical units of work to be managed
(work packages).
The components of a WBS are structured into a
hierarchy of tasks, for example: tasks, subtasks,
activities, and at the lowest level, work packages,
which are the logical units of work to be managed.
The development of a WBS divides the overall project into an interconnected

set of manageable components. (CMMI v1.2 PP)

Establish Estimates of Work Product and Task
Attributes
Establish and maintain estimates of the attributes of the work

products and tasks.
Work product and task attributes will serve as input to
estimation models used to estimate product size, effort, cost,
and schedule.
Examples of Size Measures
Product size and complexity • Number of functions
• Function Points
are the primary attributes. • Source Lines of Code (SLOC)
Types of work products for which • Number of Classes and Objects
size estimates are typically made: • Number of use cases
• Deliverable and Non-Deliverable • Number of requirements
• Number of interfaces
work products • Number of screens, reports
• Documents • Number of pages
• Operational and Support Software • Number of inputs and outputs
• Volume of data
By collecting historical data from projects, you can learn how measured size
relates to the resources consumed by tasks. (CMMI v1.2 PP)

Define Project Lifecycle
Define the project lifecycle phases on which to scope the planning

effort.
The project life cycle consists of phases and milestones that need
to be defined depending on the scope of requirements, the
estimates for project resources, and the nature of the project.
Understanding the project lifecycle is crucial in determining the scope of the

planning effort and the timing of the initial planning. (CMMI v1.2 PP)

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 are generally based on the results of analysis
using models or historical data applied to size, activities, and other planning
parameters. (CMMI v1.2 PP)

Planning Data
Develop a Project Plan
Establish Plan Plan for

the Budget Identify for Data Project
and Project Risks Management Resources
Schedule
Plan Establish Plan for

Stakeholder the Project Needed
Involvement Plan Knowledge
and Skills
Project Plans

Establish the Budget and Schedule
Establish and maintain the project’s budget and schedule.

Budget estimates are derived directly from effort and cost data.
The schedule is developed from the WBS, taking into account and
reconciling resource availability (example: no one can work more than 24
hours/day), task order of precedence, and associated dependencies, and
milestones.
The project’s budget and schedule are based on the developed estimates and
ensure that budget allocation, task complexity, and task dependencies are
appropriately addressed. (CMMI v1.2 PP)

Identify Project Risks
Identify and analyze project risks.
Project planning risk identification and analysis typically includes

the following:
 Identifying and documenting risks
 Analyzing risks to determine impact,
probability of occurrence, and time
frame in which problems are likely to
occur
 Prioritizing risks
The identification of risks involves the identification of potential issues,

hazards, threats, vulnerabilities, and so on, that could negatively affect work
efforts and plans. (CMMI v1.2 PP)

Plan for Data Management
Plan for the management of project data.
Data are the various forms of documentation required to

support a program in all of its areas
Typical Project Data
- What data will be managed? • Reports • Deliverables
• Manuals • Informal Data
- Where will the data be maintained? • Notebooks • Trade Studies
• Specifications • Meeting Minutes
- Who is responsible for managing the
• Charts • Lessons Learned
data? • Drawings • Action Items
- How will the data be stored to ensure • Files • Defects
• Correspondence • Risks
security yet give access to those who
• Photographs • Issues
need it?
NOTE: Data Management is generally addressed
in a Configuration and Data Management Plan
The data management plan defines the data necessary for the project, who
owns it, where it is stored, and how it is used. (CMMI v1.2 PP)

Plan for Project Resources
Plan for necessary resources to perform the project.
Defining project resources and quantities needed to perform

project activities builds on the initial estimates and provides
additional information that can be applied to expand the WBS
used to manage the project.
PROCESS RESOURCES FACILITES/EQUIPMENT
STAFFING REQUIREMENTS
Some items (e.g. unusual skills) take time to obtain, and the need for these
should be identified early. (CMMI v1.2 PP)

Plan for Needed Knowledge and Skills
Plan for knowledge and skills needed to perform the project.
Knowledge delivery to projects involves both training of project

personnel and acquisition of knowledge from outside sources.
Training to acquire knowledge and skills can be obtained in-
house or from a third-party.
Consider all knowledge and skills required for the project, not just the
technical aspects. (CMMI v1.2 PP)

Plan Stakeholder Involvement
Plan the involvement of relevant stakeholders.
Stakeholders are identified from all phases of the project life

cycle by identifying the type of people and functions needing
representation in the project and describing their relevance and
degree of interaction for specific project activities.
Project Activities
Stakeholders
Not all stakeholders identified will be relevant stakeholders. Only a limited

number of stakeholders are selected for interaction with the project as work
progresses. (CMMI v1.2 PP)
Establish the Project Plan
Establish and maintain the overall project plan content.
Integrated Project Management Plan

Engineering Plan IPM
Plan
Configuration and Data Management
Plan
Process and Product Quality Assurance Eng C&DM PPQA MA
Plan Plan Plan Plan Plan
Measurement and Analysis Plan

Project Plan (referencing Budget and Project
Schedule) Plan
A documented plan communicates resources needed, expectations, and

commitments; contains a game plan for relevant stakeholders, including the
project team; documents the commitment to management and other providers
of resources; and is the basis for managing the project. (CMMI v1.2 PP)

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

Review Plans That Affect the Project
Review all plans that affect the project to understand project

commitments.
IPM
Plan
Eng C&DM PPQA MA

Plan Plan Plan Plan
Project
Plan
All plans that affect the project should be reviewed to ensure a common
understanding of the scope, objectives, roles, and relationships that are
required for the project to be successful. (CMMI v1.2 PP)

Reconcile Work and Resource Levels
Reconcile the project plan to reflect available and estimated resources.
Reconciliation Techniques
Revising plans and schedules
Negotiating more resources
Lowering or deferring technical
performance requirements
Finding ways to increase productivity
Outsourcing
Adjusting the staff skill mix
When the estimates are higher than the resources available, the situation must
be reconciled so that all relevant stakeholders can commit to a feasible plan.
(CMMI v1.2 PP)

Obtain Plan Commitment
Obtain commitment from relevant stakeholders responsible for

performing and supporting plan execution.
Documenting commitments makes clear the responsibilities of those
involved with the project.
Ensure project team members are committed to the plans they are
responsible for executing.
The individual or group making a commitment should have confidence that the
work can be performed within cost, schedule, and performance constraints.
(CMMI v1.2 PP)

Best Practices
Best Practices
Manage
Monitor Project Against Plans Corrective Actions
to Closure
Monitor
Monitor Monitor Conduct
Project
Project Stakeholder Milestone Analyze
Planning
Risks Involvement Reviews Issues
Parameters
Monitor Conduct Take

Monitor Data Corrective
progress
Commitments Management Actions
Reviews
Manage
Corrective
Actions
PP Project Plans

Monitor Project Planning Parameters
Monitor the actual values of the project planning parameters against

the project plan.
Parameters to Monitor
PLAN ACTUAL
Progress against the schedule
12 26
Cost and expended effort
Attributes of work products and tasks Threshold = 20
(size, complexity)
Resources provided and used
Knowledge and skills of project Corrective Action
personnel
Project planning parameters constitute typical indicators or project progress

and performance and include attributes of work products and tasks, cost,
effort, and schedule. (CMMI v1.2 PMC)

Monitor Commitments
Monitor commitments against those identified in the project plan.

Regularly review commitments (external and internal)
Identify commitments that have not been satisfied
Identify commitments at risk of not being satisfied
Document the results and take corrective action
Things happen that prevent follow-through with commitments. Therefore it is

necessary to monitor commitments and take corrective action when
commitments change. (CMMI v1.2 PMC)

Monitor Project Risks
Monitor risks against those identified in the project plan.

Review the risks in the context of
the project’s current status and
circumstances
Review the documentation of risks
as additional information becomes
available
Communicate risk status to relevant
stakeholders
This practice is reactive and involves minimal risk management activities.

More proactive handling of project risks is addressed in Risk Management.
(CMMI v1.2 PMC)

Monitor Data Management
Monitor the management of project data against the project plan.

Review data management activities against the description in the
Configuration and Data Management Plan
 Ensure data is maintained in the correct location in the correct repository
 Ensure data is named according to established standards
 Ensure data access and security are being maintained
Identify and document significant issues

Document the results of the review/audit
Once the plans for the management of project data are made, the management
of that data must be monitored to ensure that those plans are accomplished.
(CMMI v1.2 PMC)

Monitor Stakeholder Involvement
Monitor the stakeholder involvement against the project plan.

Review the status of stakeholder involvement
Identify and document significant issues
Project Activities
Stakeholders
Once the stakeholders are identified and the extent of their involvement within
the project is specified in project planning, that involvement must be monitored
to ensure that the appropriate interactions are occurring. (CMMI v1.2 PMC)

Conduct Progress Reviews
Periodically review the project’s progress, performance, and issues.

Communicate status on assigned
activities and work products to
relevant stakeholders
Review the results of project
measurement and analysis
Identify and document significant
issues
Document the results of the review
in Meeting Minutes
Status Meeting Status Meeting
Track action items to closure Minutes 9-30-06 Minutes 10-15-06
Progress reviews are reviews on the project to keep stakeholders informed.

Progress reviews are held regularly. (CMMI v1.2 PMC)

Conduct Milestone Reviews
Review the accomplishments and results of the project at selected

project milestones.
Conduct reviews at meaningful points
in the project’s schedule with relevant
stakeholders
Review the commitments, plan, status,
and risks of the project
Identify and document significant
issues
Document the results of the review
in Meeting Minutes
Track action items to closure
Milestones are major events in a project and are typically formal reviews. If
you are using a project lifecycle model, milestones may be predetermined.
(CMMI v1.2 PMC)

Analyze Issues
Collect and analyze issues and determine the corrective actions

necessary to address the issues.
Examples of Issues:
Significant deviations in the project
planning parameters from the
estimates in the project plan
Unsatisfied commitments
Realized risks Analyze
Issues
Issues discovered through
verification and validation activities
Data access, collection, privacy, or
security issues
Stakeholder involvement issues
Corrective action is required when the issue, if left unresolved, may prevent
the project from meeting its objectives. (CMMI v1.2 PMC)

Take Corrective Action
Collect and analyze issues and determine the corrective actions

necessary to address the issues.
Examples of Potential Actions
Modifying the statement of work
Modifying requirements
Revising estimates and plans
Renegotiating commitments
Adding resources
Changing processes
Revising project risks
In some cases, the corrective action can be to monitor the situation. A

corrective action does not always result in a complete solution to the
problem. (CMMI v1.2 PMC)

Manage Corrective Action
Manage corrective actions to closure.

Monitor corrective actions for
completion
Analyze results of corrective actions
to determine the effectiveness of
the corrective action
Determine and document additional
corrective action if the desired
results are not achieved
Managing corrective action to closure is critical. It is not enough to identify

the action item; you must confirm that it has been completed. (CMMI v1.2
PMC)

Best Practices
Best Practices
Use the Project’s Defined Process
Use Org. Coordinate and

OPF Proc. Assets Establish Collaborate with
For Planning The Project’s Relevant
Establish Project Work Stakeholders
The Project’s Activities Environment
Defined
Process Manage
Stakeholder
Involvement
Collaborative
- Process and Product Project’s Integrated Activities
Measures Defined Project and Issues
- Documentation Process Plans
- Lessons Learned Manage
Dependencies
OPD Documented
Critical
Manage Dependencies
Contribute
The Project Integrate
To the
Using the Plans
Organizational
Integrated Resolve
Process Stakeholder
Plans Coordination
Assets Coordination
Issues Issues

Establish the Project’s Defined Process
Establish and maintain the project’s defined process from project

startup through the life of the project.
The Project’s Defined Process is documented in the set of plans
governing the activities of the project.
Organizational
Set of Standard
Processes
Projects
Defined
Process
Tailoring Chart
The project’s defined process consists of defined processes that form an

integrated, coherent lifecycle for the project. The standard processes are
tailored to address the project’s specific situation. (CMMI v1.2 IPM)

Use Organizational Process Assets for Planning
Project Activities
Use the organizational process assets and measurement repository for

estimating and planning the project’s activities.
Use organizational process assets for estimating and planning the
projects activities.
Measurement Project Planning

Repository
Process Asset Project Planning

Library
An understanding of the relationships among the various tasks and work

products of the project’s defined process, and of the roles to be performed by
the relevant stakeholders, is a basis for developing a realistic plan. (CMMI v1.2
IPM)

Establish the Project’s Work Environment
Establish and maintain the project’s work environment based on the

organization’s work environment standards.
Office software
Project management tools
En W
Requirements management tools v o
St iron rk
an m
Design tools da e n
rd t
s
Configuration management tools
Test and evaluation tools
Decision support software
Development, Integration, Test Environments
An appropriate work environment for a project comprises an infrastructure of

facilities, tools, and equipment that people need to perform their jobs
effectively in support of business and project objectives. (CMMI v1.2 IPM)

Integrate Plans
Integrate the project plan and the other plans that affect the project to
describe the project’s defined process.
Integrated Project Management Plan

IPM
Engineering Plan Plan
Configuration and Data Management
Plan
Eng C&DM PPQA MA
Process and Product Quality Assurance
Plan Plan Plan Plan
Plan
Measurement and Analysis Plan
Project Plan (referencing Budget and Project
Schedule) Plan
The development of the project plan should account for current and projected
needs, objectives, and requirements of the organization, customer, suppliers,
and end users as appropriate. (CMMI v1.2 IPM)

Manage the Project Using the Integrated Plans
Manage the project using the project plan, the other plans that affect
the project, and the project’s defined process.
IPM
Plan
Eng C&DM PPQA MA

Plan Plan Plan Plan
Project
Plan
Say what you do – do what you say. Other practices establish the plans for
performing the project – this practice implements and manages the project
against those plans. (CMMI v1.2 IPM)

Contribute to the Organizational Process Assets
Contribute work products, measures, and documented experiences to

the organizational process assets.
Contribute work products, measures, and documented experiences to the
organization’s process assets. This will help other projects jump start their effort.
Lessons-learned and improvement proposals generated from implementing the
process should be communicated to the Engineering Process Group (EPG) and
submitted to the Process Assets Library. The EPG will evaluate these and
incorporate them in the OSSP as appropriate

Repository
Project Execution

Library
Project Execution
Provide feedback to the organization so that the organizational assets can be
improved, and data and experiences can be shared with other projects. (CMMI
v1.2 IPM)
Manage Stakeholder Involvement
Manage the involvement of the relevant stakeholders in the project.

Coordinate with relevant stakeholders who should participate in the
project’s activities.
Project Activities
Stakeholders
Stakeholder involvement is managed according to the project’s integrated

and defined process. (CMMI v1.2 IPM)

Manage Dependencies
Participate with relevant stakeholders to identify, negotiate, and track

critical dependencies.
Review and get agreement on the commitments to address each critical
dependency with the people responsible for providing the work product
and the people receiving the work product.
Coordination helps ensure that all involved parties contribute to the product
in a timely way to minimize rework and delays. (CMMI v1.2 IPM)

Resolve Coordination Issues
Resolve issues with relevant stakeholders.
Examples of coordination issues

Late critical dependencies and
commitments
Product requirements and
design defects
Product-level problems
Unavailability of critical resources
or personnel
Since stakeholders may be from outside the project, issues may need to be
escalated to the appropriate level of management to be resolved. (CMMI v1.2
IPM)

Risk Management
Best Practices
Risk Management Best Practices
Prepare for Risk Management Identify and

Analyze Risks
Determine Establish
Risk Define a Risk
Sources Risk Management
and Parameters Identify
Strategy Risks
Categories
PP Risk Repository
Evaluate,
Mitigate Risks Categorize,
and
Prioritize
Implement Develop Risks
Risk Risk
Mitigation Mitigation
Plans Plans

Determine Risk Sources and Categories
Determine risk sources and categories.

Sources of Risk (Internal and External) Risk Categories/Taxonomy (Bins)
Uncertain requirements Project Lifecycle Phases

Processes
Unprecedented efforts
Products
Infeasible design
Program Management Risks
Unavailable technology  Contract risks
Unrealistic schedule estimates  Budget/cost risks
Inadequate staffing and skills  Schedule risks
Cost or funding issues  Resource risks

 Etc
Uncertain/Inadequate subcontractor ability
Uncertain/inadequate vendor ability
A standard list of risk sources enables a project to be thorough in its

identification of risks at each point in the project. (CMMI v1.2 RSKM)

Define Risk Parameters
Define the parameters used to analyze and categorize risks, and the
parameters used to control the risk management effort.
Parameters for evaluating, categorizing, and prioritizing risks include:
Risk likelihood (probability)
Risk consequence (impact/severity)
Thresholds
Risk parameters are used to provide common and consistent criteria for
comparing the various risks to be managed. (CMMI v1.2 RSKM)

Establish a Risk Management Strategy
Establish and maintain the strategy to be used for risk management.

The Risk Management Strategy is typically addressed in the Risk
Management Plan (may be part of the Integrated Project Management
Plan)
 Scope of the risk management effort
 Methods and tools used for risk identification, risk analysis, risk mitigation,
risk monitoring, and communication
 Project-specific sources and categories of risks
 Parameters including likelihood, consequence, and thresholds for taking
action on identified risks
 Risk mitigation techniques to be used
 Definition of risk measures to monitor the status of the risks
 Time intervals for risk monitoring or reassessment
An important part of the strategy is to determine the frequency of monitoring

activities and of reassessing risks for changes in status. (CMMI v1.2 RSKM)

Identify Risks
Identify and document the risks.

Identify the risks associated with cost, schedule, and performance.
Identify the environmental risks that may impact the project.
Identify risks within all elements of the project plan and work breakdown
structure.
Document the context, conditions, and potential consequences of the risk.
 A good risk statement is fact based, actionable, and brief
 “If X occurs, then Y might happen, resulting in Z”
Risk ID Risk Statement Likelihood Consequence
R001 If this occurs, then this will happen. High Low
R002 If this occurs, then this will happen. Low Medium
R003 If this occurs, then this will happen. Medium High
R004 If this occurs, then this will happen. Low Low
R005 If this occurs, then this will happen. High Medium
Context, conditions, and consequences of a risk statement provide much of

the information that is needed to later understand and evaluate the risk.
(CMMI v1.2 RSKM)
Evaluate, Categorize, and Prioritize Risks
Evaluate and categorize each identified risk using the defined risk
categories and parameters, and determine its relative priority.
Evaluate the identified risks
using the defined risk
parameters
Categorize and group risks
according to the defined risk
categories (You can simplify
risk management when you
can treat a number of risks as
one group from evaluation
and mitigation perspectives)
Prioritize risks for mitigation
The evaluation of risks is needed to assign relative importance to each

identified risk, and is used in determining when appropriate management
attention is required. (CMMI v1.2 RSKM)

Develop Risk Mitigation Plans
Develop a risk mitigation plan for the most important risks to the project
as defined by the risk management strategy.
The risk mitigation plan for a given risk includes techniques and methods
used to avoid, reduce, or control the probability of occurrence of the risk,
the extent of damage incurred should the risk occur, or both.
Risk Mitigation Plans are developed and implemented for selected risks to
proactively reduce the potential impact of risk occurrence. (CMMI v1.2 RSKM)

Implement Risk Mitigation Plans
Monitor the status of each risk periodically and implement the risk
mitigation plan as appropriate.
Monitor risk status
Invoke risk-handling options when
monitored risks exceed defined
thresholds
Track risk-handling action items
to closure
To be sure risk mitigation activities are performed properly they must be

planned, scheduled, and resourced, just as any other project activity. (CMMI
v1.2 RSKM)

Project Management in the
BearingPoint Delivery Framework
Guide for CMMI Software and Systems
Engineering (CSSE)
Project Management in the CSSE
Project Management Activities are included in the following CSSE phases:

 Engagement Definition
 Mobilize
 Plan
 Execute and Control
 Close

Engagement Definition
Project Management Activities

Mobilize

Plan
Project Management Activities (1)

Plan

Execute and Control

Execute and Control

Close
The Operate Phase is performed using the base BearingPoint Delivery Framework
Methodology Operate Phase – there is no content specific to this Guide.

Summary
Project Planning
Establishing Estimates
1. Establish a WBS to 2. Establish estimates of

estimate the scope work product and task Examples of Attribute Measures
of the project. attributes. • Number of functions
• Function Points
• Source Lines of Code (SLOC)
?
• Number of Classes and Objects
• Number of use cases
• Number of requirements
• Number of interfaces
• Number of screens, reports
• Number of pages
• Number of inputs and outputs
• Number of technical risk items
• Volume of data
3. Define Project Life Cycle 4. Determine Estimates of Effort and Cost
WBS Work
Packages Estimating Effort &
+ Algorithm/ Cost
Work Product Model Estimates
& Task
Attributes

Project Planning
Project Monitoring & Control
Project Planning Project Monitoring & Control

• PROJECT PLANS • PROGRESS REVIEWS
• Monitor Planning Parameters
• BUDGET • Monitor Commitments
• Monitor Risks
• SCHEDULE • Monitor Data Management
• Monitor Stakeholder Involvement
• RISKS
• MILESTONE REVIEWS
• RESOURCES • Planned Events
• Formal Reviews & Major Milestones
• DATA MANAGEMENT
• ISSUE MANAGEMENT
• KNOWLEDGE & SKILLS • Identify
• Analyze
• STAKEHOLDERS • Track

Organizational Process Definition
Organizational Process Definition Integrated Project Management

Organizational Set of Project’s Defined Process (PDP)
Standard Processes (OSSP)
CSSE
Lifecycle Models
Tailoring Guidelines
Work Environment Standards

Repository
Project Execution

Library
Project Execution
Risk Management
Risk Sources & Categories Risk Prioritization

Organizational Project Management Technical External
• Project • Estimating • Requirements • Suppliers
Dependencies • Planning • Technology • Regulatory
• Resources • Controlling • Complexity & • Market
• Funding • Communication Interfaces • Customer
• Prioritization •… • Performance • Weather
•… & Reliability •…
• Quality
•…
Risk Parameters
Likelihood Consequence Risk Mitigation

• High • High
• Medium • Medium RED RISKS
• Low • Low 1.
2.
3.
4.
5.
Risk Identification & Analysis 6.
Risk ID Risk Statement Likelihood Consequence

R001 If this occurs, then this will happen. High Low
R002 If this occurs, then this will happen. Low Medium
R003 If this occurs, then this will happen. Medium High
R004
R005
If this occurs, then this
If this occurs, then this
will
will
happen.
happen.
Low
High
Low
Medium
Realized Risks Are
Managed As Issues

Knowledge Check
Question 1

Question 2

Question 3

Question 4

Question 5

Summary
– This course addressed the project management best practices

contained with the following CMMI Process Areas:
Project Planning
Risk Management
– The best practices described in this course are incorporated within the
BearingPoint Delivery Framework Guide for CMMI Software and
Systems Engineering (CSSE).

Summary
– CMMI compliance in a nutshell means the following:

 The engagement has a set of plans, based on an organizational set of
standard processes, which describe “HOW” the activities of the engagement
will be performed.
 These plans describe processes which consist of the best practices
articulated in the CMMI as specific practices.
 The engagement team performs the processes as described in the plans
with the assistance of institutionalization features articulated in the CMMI as
generic practices (Policy, Plan, Responsibility Assignment, Training, etc).
 An engagement Process and Product Quality Assurance (PPQA) function
reviews the performed activities for consistency with the established plans.
 At Maturity Levels 4 and 5, detailed metrics are captured for the key
subprocesses of the engagement and quantitative techniques are used to
maintain and improve stable process performance and quality objectives.

Appendix
CMMI and Project Management
CMMI Process Areas
This section will introduce you to the purpose, goals, generic,

and specific practices of the following CMMI Process Areas:
Project Planning
Risk Management

CMMI Process Area Architecture
(Staged Representation)
All CMMI process areas have the following architecture:
Maturity
Level
Process Process Process

Area Area Area
Generic Specific
Goals Goals
Generic
Specific Practices
Practices

CMMI: Project Planning (PP) (1)
The purpose of Project Planning (PP) is to establish and maintain

plans that define project activities.
Project Planning involves the following:
 Developing the project plan
 Interacting with the stakeholders appropriately
 Getting commitment to the plan
 Maintaining the plan

Specific Goal 1: Establish Estimates

Estimates of project planning parameters are established and maintained.
Specific Practice 1.1: Estimate the Scope of the Project
Establish a top-level work breakdown structure (WBS) to estimate
the scope of the project.
Specific Practice 1.2: Establish Estimates of Work Product and
Task Attributes
Establish and maintain estimates of the attributes of the work
products and tasks.

Specific Goal 1: Establish Estimates

Estimates of project planning parameters are established and maintained.
Specific Practice 1.3: Define Project Life Cycle
Define the project life-cycle phases on which to scope the planning
effort.
Specific Practice 1.4: Determine Estimates of Effort and Cost
Estimate the project effort and cost for the work products and
tasks based on estimation rationale.

Specific Goal 2: Develop a Project Plan

A project plan is established and maintained as the basis for managing the
project.
Specific Practice 2.1: Establish the Budget and Schedule
Establish and maintain the project’s budget and schedule.
Specific Practice 2.2: Identify Project Risks
Identify and analyze project risks.
Specific Practice 2.3: Plan for Data Management
Plan for the management of project data.


project.
Specific Practice 2.4: Plan for Project Resources
Plan for necessary resources to perform the project.
Specific Practice 2.5: Plan for Needed Knowledge and Skills
Plan for knowledge and skills needed to perform the project.
Specific Practice 2.6: Plan Stakeholder Involvement
Plan the involvement of identified stakeholders.


project.
Specific Practice 2.7: Establish the Project Plan
Establish and maintain the overall project plan content.

Specific Goal 3: Obtain Commitment to the Plan

Commitments to the project plan are established and maintained.
Specific Practice 3.1: Review Plans that Affect the Project
Review all plans that affect the project to understand project
commitments.
Specific Practice 3.2: Reconcile Work and Resource Levels
Reconcile the project plan to reflect available and estimated
resources.
Specific Practice 3.3: Obtain Plan Commitment
Obtain commitment from relevant stakeholders responsible for
performing and supporting plan execution.

Generic Goal 3: Institutionalize a Defined Process

The process is institutionalized as a defined process.
Generic Practice 2.1: Establish an Organizational Policy
Establish and maintain an organizational policy for planning and
performing the project planning process.
Generic Practice 2.2: Plan the Process
Establish and maintain the plan for performing the project
planning process.


Generic Practice 2.3: Provide Resources
Provide adequate resources for performing the project planning
process, developing the work products, and providing the services
of the process.
Generic Practice 2.4: Assign Responsibility
Assign responsibility and authority for performing the process,
developing the work products, and providing the services of the
project planning process.


Generic Practice 2.5: Train People
Train the people performing or supporting the project planning
process as needed.
Generic Practice 2.6: Manage Configurations
Place designated work products of the project planning process
under appropriate levels of control.


Generic Practice 2.7: Identify and Involve Relevant
Stakeholders
Identify and involve the relevant stakeholders of the project
planning process as planned.
Generic Practice 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.


Generic Practice 2.9: Objectively Evaluate Adherence
Objectively evaluate adherence of the project planning process
against its process description, standards, and procedures, and
address noncompliance.
Generic Practice 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.


Generic Practice 3.1: Establish a Defined Process
Establish and maintain the description of a defined project
planning process.
Generic Practice 3.2: 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 organization’s processes and process assets.

(PMC) (1)
The purpose of Project Monitoring and Control (PMC) is to provide
an understanding of the project’s progress so that appropriate
corrective actions can be taken when the projects performance
deviates significantly from the plan.
Project Monitoring and Control involves the following:
 Monitoring the project against the plan
 Managing corrective actions to closure

(PMC) (2)
Specific Goal 1: Monitor Project Against Plan
Actual performance and progress of the project are monitored against the
project plan.
Specific Practice 1.1: Monitor Project Planning Parameters
Monitor the actual values of the project planning parameters
against the project plan.
Specific Practice 1.2: Monitor Commitments
Monitor commitments against those identified in the project plan.
Specific Practice 1.3: Monitor Project Risks
Monitor risks against those identified in the project plan.

(PMC) (3)
project plan.
Specific Practice 1.4: Monitor Data Management
Monitor the management of project data against the project plan.
Specific Practice 1.5: Monitor Stakeholder Involvement
Monitor stakeholder involvement against the project plan.
Specific Practice 1.6: Conduct Progress Reviews
Periodically review the project’s progress, performance, and
issues.

(PMC) (4)
project plan.
Specific Practice 1.7: Conduct Milestone Reviews
Review the accomplishments and results of the project at selected
project milestones.

(PMC) (5)
Specific Goal 2: Manage Corrective Action to Closure
Corrective actions are managed to closure when the project’s performance
or results deviate significantly from the plan.
Specific Practice 2.1: Analyze Issues
Collect and analyze the issues and determine the corrective
actions necessary to address the issues.
Specific Practice 2.2: Take Corrective Action
Take corrective action on identified issues.
Specific Practice 2.3: Manage Corrective Action
Manage corrective actions to closure.

(PMC) (6)
performing the project monitoring and control process.
Establish and maintain the plan for performing the project
monitoring and control process.

(PMC) (7)
Provide adequate resources for performing the project monitoring
and control process, developing the work products, and providing
the services of the process.
project monitoring and control process.

(PMC) (8)
Train the people performing or supporting the project monitoring
and control process as needed.
Place designated work products of the project monitoring and
control process under appropriate levels of control.

(PMC) (9)
Stakeholders
Identify and involve the relevant stakeholders of the project
monitoring and control process as planned.
Monitor and control the project monitoring and control process
against the plan for performing the process and take appropriate
corrective action.

(PMC) (10)
Objectively evaluate adherence of the project monitoring and
control process against its process description, standards, and procedures,
and address noncompliance.
Management
Review the activities, status, and results of the project monitoring
and control process with higher level management and resolve
issues.

(PMC) (11)
Establish and maintain the description of a defined project
monitoring and control process.
project monitoring and control process to support the future use and

(IPM) (1)
The purpose of Integrated Project Management (IPM) is to establish and
manage the project and the involvement of the relevant stakeholders
according to an integrated and defined process that is tailored from the
Integrated Project Management involves the following:
 Establishing the project’s defined process by tailoring the organization’s set
of standard processes
 Managing the project using the project’s defined process
 Using and contributing to the organizational process assets
 Enabling relevant stakeholders’ concerns to be identified, considered, and
when appropriate, addressed during the development of the product
 Ensuring that relevant stakeholders perform their tasks in a coordinated and
timely manner

(IPM) (2)
Specific Goal 1: Use the Project’s Defined Process
The project is conducted using a defined process that is tailored from the
Specific Practice 1.1: Establish the Project’s Defined Process
Establish and maintain the project’s defined process.
Specific Practice 1.2: Use Organizational Process Assets for
Planning Project Activities
Use the organizational process assets and measurement
repository for estimating and planning the project’s activities.

(IPM) (3)
Specific Practice 1.3: Integrate Plans
Integrate the project plan and the other plans that affect the
project to describe the project’s defined process.
Specific Practice 1.4: Manage the Project Using the Integrated
Plans
Manage the project using the project plan, and other plans that
affect the project, and the project’s defined process.

(IPM) (4)
Specific Practice 1.5: Contribute to the Organizational Process
Assets
Contribute work products, measures, and documented experiences
to the organizational process assets.

(IPM) (5)
Specific Goal 2: Coordinate and Collaborate with Relevant Stakeholders
Coordination and collaboration of the project with relevant stakeholders is
conducted.
Specific Practice 2.1: Manage Stakeholder Involvement
Manage the involvement of the relevant stakeholders in the
project.
Specific Practice 2.2: Manage Dependencies
Participate with relevant stakeholders to identify, negotiate, and
track critical dependencies.
Specific Practice 2.3: Resolve Coordination Issues
Resolve issues with relevant stakeholders.

(IPM) (6)
performing the integrated project management process.
Establish and maintain the plan for performing the integrated
project management process.

(IPM) (7)
Provide adequate resources for performing the integrated project
management process, developing the work products, and
providing the services of the process.
integrated project management process.

(IPM) (8)
Train the people performing or supporting the integrated project
management process as needed.
Place designated work products of the integrated project
management process under appropriate levels of control.

(IPM) (9)
Stakeholders
Identify and involve the relevant stakeholders of the integrated
project management process as planned.
Monitor and control the integrated project management process
against the plan for performing the process and take appropriate
corrective action.

(IPM) (10)
Objectively evaluate adherence of the integrated project
management process against its process description, standards, and
procedures, and address noncompliance.
Management
Review the activities, status, and results of the integrated project
management process with higher level management and resolve
issues.

(IPM) (11)
Establish and maintain the description of a defined integrated
project management process.
integrated project management process to support the future use and

CMMI: Risk Management (RSKM) (1)
The purpose of Risk Management (RSKM) is to 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.
Risk Management involves the following:
 Preparing for Risk Management
 Identifying and Analyzing Risks
 Mitigating Risks

Specific Goal 1: Prepare for Risk Management

Preparation for risk management is conducted.
Specific Practice 1.1: Determine Risk Sources and Categories
Determine risk sources and categories.
Specific Practice 1.2: Define Risk Parameters
Define the parameters used to analyze and categorize risks, and
the parameters used to control the risk management effort.
Specific Practice 1.3: Establish a Risk Management Strategy
Establish and maintain the strategy to be used for risk
management.

Specific Goal 2: Identify and Analyze Risks

Risks are identified and analyzed to determine their relative importance.
Specific Practice 2.1: Identify Risks
Identify and document the risks.
Specific Practice 2.2: Evaluate, Categorize, and Prioritize
Risks
Evaluate and categorize each risk using the defined risk categories
and parameters, and determine its relative priority.

Specific Goal 3: Mitigate Risks

Risks are handled and mitigated, where appropriate, to reduce adverse
impacts on achieving objectives.
Specific Practice 3.1: Develop Risk Mitigation Plans
Develop a risk mitigation plan for the most important risks to the
project, as defined by the risk management strategy.
Specific Practice 3.2: Implement Risk Mitigation Plans
Monitor the status of each risk periodically and implement the risk
mitigation plan as appropriate.


performing the risk management process.
Establish and maintain the plan for performing the risk
management process.


Provide adequate resources for performing the risk management
process, developing the work products, and providing the services
of the process.
developing the work products, and providing the services of the risk
management process.


Train the people performing or supporting the risk management
process as needed.
Place designated work products of the risk management process
under appropriate levels of control.


Stakeholders
Identify and involve the relevant stakeholders of the risk
management process as planned.
Monitor and control the risk management process against the plan
for performing the process and take appropriate corrective
action.


Objectively evaluate adherence of the risk management process
against its process description, standards, and procedures, and
address noncompliance.
Management
Review the activities, status, and results of the risk management
process with higher level management and resolve issues.


Establish and maintain the description of a defined risk
management process.
risk management process to support the future use and

Summary of CMMI Process Areas
This section introduced you to the purpose, goals, generic, and

specific practices of the following CMMI Process Areas:
Project Planning
Risk Management

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CMMI 201

This presentation was prepared by:

BearingPoint Public Services

© 2007 BearingPoint, Inc. CMMI 201 2

– Upon completing this course, you are expected to be able to:

The best practices described in this course are

© 2007 BearingPoint, Inc. CMMI 201 4

– Project Management CMMI Process Areas

© 2007 BearingPoint, Inc. CMMI 201 5

© 2007 BearingPoint, Inc. CMMI 201 7

At Maturity Level 3, project managers are responsible for

At Maturity Levels 4 and 5, project managers use statistical and

© 2007 BearingPoint, Inc. CMMI 201 8

The purpose of Project Planning (PP) is to establish and maintain

© 2007 BearingPoint, Inc. CMMI 201 9

The purpose of Project Monitoring and Control (PMC) is to provide

© 2007 BearingPoint, Inc. CMMI 201 10

The purpose of Integrated Project Management (IPM) is to establish and

© 2007 BearingPoint, Inc. CMMI 201 11

The purpose of Risk Management (RSKM) is to identify potential

© 2007 BearingPoint, Inc. CMMI 201 12

This section introduced you to the following CMMI Process

© 2007 BearingPoint, Inc. CMMI 201 13

© 2007 BearingPoint, Inc. CMMI 201 15

Establish a top level work breakdown structure (WBS) to estimate the

The development of a WBS divides the overall project into an interconnected

© 2007 BearingPoint, Inc. CMMI 201 16

Establish and maintain estimates of the attributes of the work

© 2007 BearingPoint, Inc. CMMI 201 17

Define the project lifecycle phases on which to scope the planning

Understanding the project lifecycle is crucial in determining the scope of the

© 2007 BearingPoint, Inc. CMMI 201 18

© 2007 BearingPoint, Inc. CMMI 201 19

Develop a Project Plan

Establish Plan Plan for

Plan Establish Plan for

© 2007 BearingPoint, Inc. CMMI 201 20

Establish and maintain the project’s budget and schedule.

© 2007 BearingPoint, Inc. CMMI 201 21

Identify and analyze project risks.

Project planning risk identification and analysis typically includes

The identification of risks involves the identification of potential issues,

© 2007 BearingPoint, Inc. CMMI 201 22

Plan for the management of project data.

Data are the various forms of documentation required to

© 2007 BearingPoint, Inc. CMMI 201 23

Plan for necessary resources to perform the project.

Defining project resources and quantities needed to perform

PROCESS RESOURCES FACILITES/EQUIPMENT

© 2007 BearingPoint, Inc. CMMI 201 24

Plan for knowledge and skills needed to perform the project.

Knowledge delivery to projects involves both training of project

© 2007 BearingPoint, Inc. CMMI 201 25

Plan the involvement of relevant stakeholders.

Stakeholders are identified from all phases of the project life

Not all stakeholders identified will be relevant stakeholders. Only a limited

Establish and maintain the overall project plan content.

Integrated Project Management Plan

Measurement and Analysis Plan

A documented plan communicates resources needed, expectations, and

© 2007 BearingPoint, Inc. CMMI 201 27

© 2007 BearingPoint, Inc. CMMI 201 28

Review all plans that affect the project to understand project