CMMI 201 Project Management

May 2007

Authors
This presentation was prepared by: BearingPoint Public Services Engineering Process Group epg@bearingpoint.com

This document is protected under the copyright laws of the United States and other countries. This document contains information that is proprietary and confidential to BearingPoint, Inc., its subsidiaries, or its alliance partners, which shall not be disclosed outside or duplicated, used, or disclosed in whole or in part for any purpose other than to evaluate BearingPoint, Inc. Any use or disclosure in whole or in part of this information without the express written permission of BearingPoint, Inc. is prohibited. © 2007 BearingPoint, Inc. All rights reserved.

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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
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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).

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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

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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)

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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

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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

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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
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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

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Summary of CMMI Project Management Process Areas
This section introduced you to the following CMMI Process Areas
Project Planning Project Monitoring and Control Integrated Project Management Risk Management

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Project Planning Best Practices

Project Planning Best Practices 1

Establish Estimates Estimate the Scope of the Project Establish Estimates of Work Product and Task Attributes Determine Estimates of Effort and Cost Define Project Life Cycle

Planning Data

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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)
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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. Product size and complexity are the primary attributes.
Examples of Size Measures

• 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 • Volume of data

Types of work products for which size estimates are typically made: • Deliverable and Non-Deliverable work products • Documents • Operational and Support Software

By collecting historical data from projects, you can learn how measured size relates to the resources consumed by tasks. (CMMI v1.2 PP)

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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)

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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)
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Project Planning Best Practices 2
Planning Data Develop a Project Plan
Establish the Budget and Schedule

Identify Project Risks

Plan for Data Management

Plan for Project Resources

Plan Stakeholder Involvement

Establish the Project Plan

Plan for Needed Knowledge and Skills

Project Plans

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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)
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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)
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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
- What data will be managed? - Where will the data be maintained? - Who is responsible for managing the data? - How will the data be stored to ensure security yet give access to those who need it?

Typical Project Data • Reports • Deliverables • Manuals • Informal Data • Notebooks • Trade Studies • Specifications • Meeting Minutes • Charts • Lessons Learned • Drawings • Action Items • Files • Defects • Correspondence • Risks • Photographs • Issues

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)
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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)
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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 inhouse or from a third-party.

Consider all knowledge and skills required for the project, not just the technical aspects. (CMMI v1.2 PP)
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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)
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Establish the Project Plan
Establish and maintain the overall project plan content.
Integrated Project Management Plan Engineering Plan Configuration and Data Management Plan Process and Product Quality Assurance Plan Measurement and Analysis Plan Project Plan (referencing Budget and Schedule)
Project Plan Eng Plan IPM Plan

C&DM Plan

PPQA Plan

MA 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)
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Project Planning Best Practices 3

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

Project Plans

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

IPM Plan

Eng Plan

C&DM Plan

PPQA Plan

MA 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)
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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)
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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)
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Project Monitoring and Control Best Practices

Project Monitoring and Control Best Practices
Monitor Project Against Plans Monitor Project Planning Parameters Manage Corrective Actions to Closure Conduct Milestone Reviews

Monitor Project Risks

Monitor Stakeholder Involvement

Analyze Issues

Monitor Commitments

Monitor Data Management

Conduct progress Reviews

Take Corrective Actions

PP

Project Plans

Manage Corrective Actions

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Monitor Project Planning Parameters
Monitor the actual values of the project planning parameters against the project plan.
Parameters to Monitor Progress against the schedule Cost and expended effort Attributes of work products and tasks (size, complexity) Resources provided and used Knowledge and skills of project personnel

PLAN 12

ACTUAL 26

Threshold = 20

Corrective Action

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)
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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)
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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)
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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)
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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)
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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 Track action items to closure
Status Meeting Status Meeting 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)

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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)
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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 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)
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Analyze Issues

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)
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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)
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Integrated Project Management Best Practices

Integrated Project Management Best Practices
Use the Project’s Defined Process
OPF

Establish The Project’s Defined Process

Use Org. Proc. Assets For Planning Project Activities

Establish The Project’s Work Environment

Coordinate and Collaborate with Relevant Stakeholders Manage Stakeholder Involvement

- Process and Product Measures - Documentation - Lessons Learned
OPD

Project’s Defined Process

Integrated Project Plans

Collaborative Activities and Issues Manage Dependencies

Contribute To the Organizational Process Assets

Manage The Project Using the Integrated Plans

Documented Critical Dependencies Integrate Plans Stakeholder Coordination Issues

Resolve Coordination Issues

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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

Tailoring Chart

Projects Defined Process

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)
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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 Repository

Project Planning

Process Asset Library

Project Planning

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)
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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 Requirements management tools Design tools 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)
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En W v o St iron rk an m da e n rd t s

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 Engineering Plan Configuration and Data Management Plan Process and Product Quality Assurance Plan Measurement and Analysis Plan Project Plan (referencing Budget and Schedule)
Project Plan Eng Plan C&DM Plan PPQA Plan MA Plan IPM 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)
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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 Plan

C&DM Plan

PPQA Plan

MA 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)
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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

Measurement Repository

Project Planning Project Execution Project Planning Project Execution

Process Asset Library

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)
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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)
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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)
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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)
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Risk Management Best Practices

Risk Management Best Practices
Prepare for Risk Management Determine Risk Sources and Categories Establish a Risk Management Strategy Identify and Analyze Risks

Define Risk Parameters

Identify Risks

PP

Risk Repository Evaluate, Categorize, and Prioritize Risks

Mitigate Risks Implement Risk Mitigation Plans Develop Risk Mitigation Plans

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Determine Risk Sources and Categories
Determine risk sources and categories.
Sources of Risk (Internal and External) Uncertain requirements Unprecedented efforts Infeasible design Unavailable technology Unrealistic schedule estimates Inadequate staffing and skills Cost or funding issues Uncertain/Inadequate subcontractor ability Uncertain/inadequate vendor ability
Risk Categories/Taxonomy (Bins) Project Lifecycle Phases Processes Products Program Management Risks  Contract risks  Budget/cost risks  Schedule risks  Resource risks  Etc

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)
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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)
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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)
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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 R001 R002 R003 R004 R005 Risk Statement If this occurs, then this If this occurs, then this If this occurs, then this If this occurs, then this If this occurs, then this will will will will will happen. happen. happen. happen. happen. Likelihood High Low Medium Low High Consequence Low Medium High Low 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)
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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)
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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)
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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)
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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

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Engagement Definition Project Management Activities

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Mobilize Project Management Activities

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Plan Project Management Activities (1)

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Plan Project Management Activities (2)

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Execute and Control Project Management Activities (1)

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Execute and Control Project Management Activities (2)

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

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Summary

Project Planning Establishing Estimates
1. Establish a WBS to estimate the scope of the project. 2. Establish estimates of work product and task Examples of Attribute Measures attributes. • Number of functions

?
3. Define Project Life Cycle
WBS Work Packages + Work Product & Task Attributes
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• 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

4. Determine Estimates of Effort and Cost Estimating Algorithm/ Model
Effort & Cost Estimates

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

Organizational Process Definition Integrated Project Management
Organizational Process Definition
Organizational Set of Standard Processes (OSSP)

Integrated Project Management
Project’s Defined Process (PDP)

CSSE

Lifecycle Models

Tailoring Guidelines Work Environment Standards Measurement Repository

Project Planning Project Execution Project Planning Project Execution
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Process Asset Library

Risk Management
Risk Sources & Categories
Organizational Project Management
• Project Dependencies • Resources • Funding • Prioritization •… • Estimating • Planning • Controlling • Communication •…

Risk Prioritization

Technical
• Requirements • Technology • Complexity & Interfaces • Performance & Reliability • Quality •…

External
• Suppliers • Regulatory • Market • Customer • Weather •…

Risk Parameters
Likelihood
• High • Medium • Low

Consequence
• High • Medium • Low

Risk Mitigation
RED RISKS 1. 2. 3. 4. 5. 6.

Risk Identification & Analysis
Risk ID R001 R002 R003 R004 R005 Risk Statement If this occurs, then this If this occurs, then this If this occurs, then this If this occurs, then this If this occurs, then this will will will will will happen. happen. happen. happen. happen. Likelihood High Low Medium Low High Consequence Low Medium High Low Medium

Realized Risks Are Managed As Issues
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Knowledge Check

Question 1

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Question 2

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Question 3

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Question 4

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Question 5

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

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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.

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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 Project Monitoring and Control Integrated Project Management Risk Management

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

Generic Practices

Specific Practices

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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

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CMMI: Project Planning (PP) (2)
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.

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CMMI: Project Planning (PP) (3)
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.

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CMMI: Project Planning (PP) (4)
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.

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CMMI: Project Planning (PP) (5)
Specific Goal 2: Develop a Project Plan A project plan is established and maintained as the basis for managing the 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.

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CMMI: Project Planning (PP) (6)
Specific Goal 2: Develop a Project Plan A project plan is established and maintained as the basis for managing the project. Specific Practice 2.7: Establish the Project Plan Establish and maintain the overall project plan content.

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CMMI: Project Planning (PP) (7)
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.

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CMMI: Project Planning (PP) (8)
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.

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CMMI: Project Planning (PP) (9)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined 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.

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CMMI: Project Planning (PP) (10)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined 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.

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CMMI: Project Planning (PP) (11)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. 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.

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CMMI: Project Planning (PP) (12)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. 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.

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CMMI: Project Planning (PP) (13)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. 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.

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CMMI: Project Monitoring and Control (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

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CMMI: Project Monitoring and Control (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.

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CMMI: Project Monitoring and Control (PMC) (3)
Specific Goal 1: Monitor Project Against Plan Actual performance and progress of the project are monitored against the 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 issues. Periodically review the project’s progress, performance, and

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CMMI: Project Monitoring and Control (PMC) (4)
Specific Goal 1: Monitor Project Against Plan Actual performance and progress of the project are monitored against the project plan. Specific Practice 1.7: Conduct Milestone Reviews Review the accomplishments and results of the project at selected project milestones.

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CMMI: Project Monitoring and Control (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.

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CMMI: Project Monitoring and Control (PMC) (6)
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 monitoring and control process. Generic Practice 2.2: Plan the Process Establish and maintain the plan for performing the project monitoring and control process.

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CMMI: Project Monitoring and Control (PMC) (7)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 2.3: Provide Resources Provide adequate resources for performing the project monitoring and control 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 monitoring and control process.

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CMMI: Project Monitoring and Control (PMC) (8)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 2.5: Train People Train the people performing or supporting the project monitoring and control process as needed. Generic Practice 2.6: Manage Configurations Place designated work products of the project monitoring and control process under appropriate levels of control.

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CMMI: Project Monitoring and Control (PMC) (9)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 2.7: Identify and Involve Relevant Stakeholders Identify and involve the relevant stakeholders of the project monitoring and control process as planned. Generic Practice 2.8: Monitor and Control the Process Monitor and control the project monitoring and control process against the plan for performing the process and take appropriate corrective action.

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CMMI: Project Monitoring and Control (PMC) (10)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 2.9: Objectively Evaluate Adherence Objectively evaluate adherence of the project monitoring and control 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 monitoring and control process with higher level management and resolve issues.

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CMMI: Project Monitoring and Control (PMC) (11)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 3.1: Establish a Defined Process Establish and maintain the description of a defined project monitoring and control process. Generic Practice 3.2: Collect Improvement Information Collect work products, measures, measurement results, and improvement information derived from planning and performing the project monitoring and control process to support the future use and improvement of the organization’s processes and process assets.

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CMMI: Integrated Project Management (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 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  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

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CMMI: Integrated Project Management (IPM) (2)
Specific Goal 1: Use the Project’s Defined Process The project is conducted using a defined process that is tailored from the organization’s set of standard processes. 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.

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CMMI: Integrated Project Management (IPM) (3)
Specific Goal 1: Use the Project’s Defined Process The project is conducted using a defined process that is tailored from the organization’s set of standard processes. 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.

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CMMI: Integrated Project Management (IPM) (4)
Specific Goal 1: Use the Project’s Defined Process The project is conducted using a defined process that is tailored from the organization’s set of standard processes. Specific Practice 1.5: Contribute to the Organizational Process Assets Contribute work products, measures, and documented experiences to the organizational process assets.

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CMMI: Integrated Project Management (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 project. Manage the involvement of the relevant stakeholders in the 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.

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CMMI: Integrated Project Management (IPM) (6)
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 integrated project management process. Generic Practice 2.2: Plan the Process Establish and maintain the plan for performing the integrated project management process.

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CMMI: Integrated Project Management (IPM) (7)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 2.3: Provide Resources Provide adequate resources for performing the integrated project management 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 integrated project management process.

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CMMI: Integrated Project Management (IPM) (8)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 2.5: Train People Train the people performing or supporting the integrated project management process as needed. Generic Practice 2.6: Manage Configurations Place designated work products of the integrated project management process under appropriate levels of control.

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CMMI: Integrated Project Management (IPM) (9)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 2.7: Identify and Involve Relevant Stakeholders Identify and involve the relevant stakeholders of the integrated project management process as planned. Generic Practice 2.8: Monitor and Control the Process Monitor and control the integrated project management process against the plan for performing the process and take appropriate corrective action.

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CMMI: Integrated Project Management (IPM) (10)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 2.9: Objectively Evaluate Adherence Objectively evaluate adherence of the integrated project management process against its process description, standards, procedures, and address noncompliance. Generic Practice 2.10: Review Status with Higher Level Management Review the activities, status, and results of the integrated project management process with higher level management and resolve issues. and

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CMMI: Integrated Project Management (IPM) (11)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 3.1: Establish a Defined Process Establish and maintain the description of a defined integrated project management process. Generic Practice 3.2: Collect Improvement Information Collect work products, measures, measurement results, and improvement information derived from planning and performing the integrated project management process to support the future use and improvement of the organization’s processes and process assets.

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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

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CMMI: Risk Management (RSKM) (2)
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.

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CMMI: Risk Management (RSKM) (3)
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. Risks Specific Practice 2.2: Evaluate, Categorize, and Prioritize Evaluate and categorize each risk using the defined risk categories and parameters, and determine its relative priority.

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CMMI: Risk Management (RSKM) (4)
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.

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CMMI: Risk Management (RSKM) (5)
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 risk management process. Generic Practice 2.2: Plan the Process Establish and maintain the plan for performing the risk management process.

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CMMI: Risk Management (RSKM) (6)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 2.3: Provide Resources Provide adequate resources for performing the risk management 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 risk management process.

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CMMI: Risk Management (RSKM) (7)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 2.5: Train People Train the people performing or supporting the risk management process as needed. Generic Practice 2.6: Manage Configurations Place designated work products of the risk management process under appropriate levels of control.

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CMMI: Risk Management (RSKM) (8)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 2.7: Identify and Involve Relevant Stakeholders Identify and involve the relevant stakeholders of the risk management process as planned. Generic Practice 2.8: Monitor and Control the Process Monitor and control the risk management process against the plan for performing the process and take appropriate corrective

action.

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CMMI: Risk Management (RSKM) (9)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 2.9: Objectively Evaluate Adherence Objectively evaluate adherence of the risk management 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 risk management process with higher level management and resolve issues.

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CMMI: Risk Management (RSKM) (10)
Generic Goal 3: Institutionalize a Defined Process The process is institutionalized as a defined process. Generic Practice 3.1: Establish a Defined Process Establish and maintain the description of a defined risk management process. Generic Practice 3.2: Collect Improvement Information Collect work products, measures, measurement results, and improvement information derived from planning and performing the risk management process to support the future use and improvement of the organization’s processes and process assets.

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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 Project Monitoring and Control Integrated Project Management Risk Management

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