Project Management-CMMI Version 1.3

Capability Maturity Model Integration version 1.
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PARTICIPANTS MANUAL
CMMI- Dev V1.3

PROJECT MANAGEMENT
Author : on c
E-mail: dedoan@gmail.com
Cell phone: (+084)938491888
@Author : on c dedoan@gmail.com
Agenda
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Managing the Project Process Areas

Requirement Management
Project Planning (PP)
Project Monitoring and Control (PMC)
Risk Management (RSKM)
Supplier Agreement Management (SAM)
Intergrated Project Management(IPM)
Managing the Project Summary
Q&A
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Capability Maturity Model Integration version 1.3
PARTICIPANTS MANUAL
Organization of Process Areas

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

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

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

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

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v Estimating the scope and work that needs to be performed

v Developing mechanisms to acquire identified products
v Developing a project plan
v Getting commitments to the plan
v Working with suppliers to acquire identified products
v Monitoring progress against the plan

v Identifying and analyzing risks
v Taking action to address significant deviations from the plan
v Taking action to appropriately mitigate risks
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Requirements Management (REQM)

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Purpose
v Manage requirements of the projects products and product
components and to ensure alignment between those
requirements and the projects plans and work products.
Relevant Terminology
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Requirements Traceability
v A discernable association between requirements and
related requirements, implementations, and verifications.
Bidirectional Traceability
v An association among two or more logical entities that
is discernable in either direction (i.e., to and from an
entity).
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When Requirements Management Is Not Done Well

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Requirements are accepted by staff from any source they

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

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

incorrect testing of the product.
Requirements Management Goals

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

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

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Requirements Management
Manage
Requirements
List of Criteria f or Distin g u ish in g Ap p rop riate Req u iremen ts

Provid ers
Un d erstan d Req u iremen ts Criteria f or Evalu ation an d Accep tan ce of Req u iremen ts
Resu lts of An alysis Ag ain st Criteria
An Ag reed -to set of Req u iremen ts
Ob tain Commitmen t to Req u iremen ts Imp act Assessmen ts

Req u iremen ts Docu men ted Commitmen ts to Req u iremen ts an d
Req u iremen ts Ch an g es
M an ag e Req u iremen ts Req u iremen ts S tatu s

Ch an g es Req u iremen ts Datab ase
Req u iremen ts Decision Datab ase
Goals
Pr actices M ain tain Bid irection al

Traceab ility of Req u iremen ts Traceab ility M atrix
Req u iremen ts Req u iremen ts Trackin g S ystem
Typical Wor k Pr oducts
Id en tif y In con sisten cies Docu men tation of In con sisten cies In clu d in g S ou rces,
Betw een Project Work an d Con d ition s, an d Ration ale
Req u iremen ts Corrective Action s
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Requirements Management Sampling of Work Products

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SP 1.1 SP 1.2
Obtain
Understand Commitment
Requirements to
Requirements
Requirements Traceability
Matrix
SP 1.3 SP 1.5 SP 1.4

Ensure
Manage Alignment Maintain
Requirements Between Project
Bidirectional
Changes Work and Traceability of
Requirements Requirements
Requirements Management Sampling of PA Relationships

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RD SP 2.1
Establish
Product and
RD SP 3.3 SP 1.1 SP 1.2 SP 1.3 Product
Component
Obtain Manage Requirements
Analyze Understand Commitment Requirements
Requirements Requirements to Changes
Requirements CM SP 2.1
Track
SP 1.4 SP 1.5 Change
Ensure Requests
Maintain Alignment
Bidirectional Between Project
Traceability of Work and
Requirements Requirements
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Requirements Management - Case Study Example Focus Area

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

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Which of the following examples of requirements traceability are

adequate?
1. Customer requirements to system requirements and vice versa, but

no other traceability
2. System requirements to software and hardware requirements and

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

cases and vice versa, but no other traceability
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Topics
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Purpose
Establish and maintain plans that define project activities.
Product
Planning
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Project
A managed set of interrelated activities and resources, including
people, that delivers one or more products or services to a customer
or end user.
A project has an intended beginning (i.e., project startup) and end.
Projects typically operate according to a plan. Such a plan is
frequently documented and specifies what is to be delivered or
implemented, the resources and funds to be used, the work to be
done, and a schedule for doing the work. A project can be composed
of projects.
In some contexts, the term program is used to refer to a project.
Work breakdown structure (WBS)

An arrangement of work elements and their relationship to each
other and to the end product or service.
When Project Planning Is Not Done Well

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

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

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

SG 3 Commitments to the project plan are established
and maintained.
Project Planning Specific Practices -1

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Establish Estimates
SP 1.1 Estimate the Scope of the Project
SP 1.2 Establish Estimates of Work Product and
SG 1 Task Attributes
SP 1.3 Define Project Lifecycle Phases
SP 1.4 Estimate Effort and Cost
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SP 2.1 Establish the Budget and Schedule
SP 2.2 Identify Project Risks
SP 2.3 Plan Data Management
SG 2 SP 2.4 Plan the Projects Resources
SP 2.5 Plan Needed Knowledge and Skills
SP 2.6 Plan Stakeholder Involvement
SP 2.7 Establish the Project Plan
Obtain Commitment to the Plan
SP 3.1 Review Plans That Affect the Project
SG 3 SP 3.2 Reconcile Work and Resource Levels
SP 3.3 Obtain Plan Commitment
Project Planning Specific Practices - 1

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Project Planning
Develop a Project Obtain Commitment

Establish Estimates
Plan To the Plan
Estimate th e S cop e of Task Descrip tion s

Th e Project Work Packag e Descrip tion s
WBS
Estab lish Estimates of Work Tech n ical Ap p roach

Prod u ct & Task Attrib u tes S ize an d Comp lexity of Tasks an d Work Prod u cts
Estimatin g M od els
Def in e Project Lif e
Cycle Ph ases Project Lif e-Cycle Ph ases
Goals
Estimate Estimation Ration ale
Project Ef f ort Estimates Pr actices
Ef f ort an d Cost
Project Cost Estimates
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Project Planning Specific Practices - 2

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Project Planning

Establish Estimates
Plan To the Plan
Estab lish th e Bu d g et & Project S ch ed u les

S ch ed u le S ch ed u le Dep en d en cies
Project Bu d g et
Id en tif ied Risks

Id en tif y Project Risks Risk Imp acts an d Prob ab ility of Occu rren ce
Risk Priorities
Data M an ag emen t Plan

Plan Data M an ag emen t M aster List of M an ag ed Data
Data Con ten t an d Format Descrip tion
Plan th e WBS Work Packag es

Projects Resou rces WBS Task Diction ary
S taf f in g Req u iremen ts Based on Project S ize & S cop e
Plan Need ed Kn ow led g e In ven tory of S kill Need s

Goals S taf f in g an d New Hire Plan s
an d S kills
Datab ases (e.g ., S kills an d Train in g )
Pr actices
Typical Wor k Pr oducts Plan S takeh old er

S takeh old er In volvemen t Plan
In volvemen t
Estab lish th e Project Plan Overall Project Plan

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Project Planning

Establish Estimates To the Plan
Plan
Review Plan s Th at Af f ect Record of th e Review s of

Th e Project Plan s th at Af f ect th e Project
Revised M eth od s an d Corresp on d in g

Estimatin g Parameters
Recon cile Work an d Ren eg otiated Bu d g ets
Resou rce Levels Revised S ch ed u les
Revised req u iremen ts list
Goals Ren eg otiated stakeh old er ag reemen ts
Pr actices Ob tain Plan Commitmen t Docu men ted Req u ests f or Commitmen ts
Docu men ted Commitmen ts
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Project Planning - Sampling of Work Products -1

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SP 1.1 SP 1.2 SP 1.4 SP 1.3

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

Relevant
Stakeholders
SP 3.2 SP 3.1 SP 3.3

Reconcile Review Plans
Work and that Affect the Obtain Plan
Resource Project Commitment
Levels
Project Planning - Sampling of Work Products -2

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SP 2.1 SP 2.2 SP 2.3
Establish the Identify Plan

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

Project Needed Stakeholder Establish the
Resources Knowledge Involvement Project Plan
and Skills
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Project Planning -Sampling of PA Relationships -1

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SP 1.1 SP 1.2 SP 1.3

Establish Define
Estimate the Estimates of Project
PMC SP 1.1 Scope of the Work Product Lifecycle
Project and Task Phases
Monitor Attributes
Project
Planning
Parameters SP 1.4 SP 2.1 SP 2.2 PMC SP 1.3
Estimate Establish the Identify
Effort and Budget and Monitor
Cost Schedule Project Risks Project Risks
PMC SP 1.4 SP 2.3 RSKM SP 2.1
Monitor Plan Identify

Data Data Risks
Management Management
Project Planning - Sampling of PA Relationships -2

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SP 2.4 SP 2.5 OT SP 1.2

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

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

Stakeholder that Affect the Work and Obtain Plan
Involvement Project Resource Commitment
Levels
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Project Planning - Case Study Example Focus Area

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SP 2.1 Establish the Budget and Schedule
SP 2.2 Identify Project Risks
SG 2 SP 2.3 Plan Data Management
Focus
Area SP 2.4 Plan the Projects Resources
SP 2.5 Plan Needed Knowledge and Skills
SP 2.6 Plan Stakeholder Involvement
SP 2.7 Establish the Project Plan
Project Planning - Case Study Example

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PASS is planning their resources. What project resources

should be included?
1. Tools
2. Budget/funding
3. Staff
4. Project plans
5. Facilities
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Topics
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Purpose
Provide understanding of the projects progress so that
appropriate corrective actions can be taken when the
projects performance deviates significantly from the plan.
Plan vs Actual
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PARTICIPANTS MANUAL
When Project Monitoring and Control Is Not Done Well

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Too much time is spent trying to determine project status.
Data needed for management decisions are not available

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

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

reporting.
Project Monitoring and Control Goals

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Monitor the Project Against Plan

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

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

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Project Monitoring and Control Specific Practices -1

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Monitor the Project Against Plan

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

SP 2.1 Analyze Issues
SG 2 SP 2.2 Take Corrective Action
SP 2.3 Manage Corrective Actions
Project Monitoring and Control Specific Practices - 1

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Project Monitoring & Control
Monitor the Project Manage Corrective

Against the Plan Action to Closure
M on itor Project Plan n in g Record s of Project Perf orman ce

Parameters Record s of S ig n if ican t Deviation s
M on itor Commitmen ts
Record s of Commitmen t Review s
M on itor Project Risks Record s of Project Risk M on itorin g
M on itor Data M an ag emen t Record s of Data M an ag emen t
M on itor S takeh old er

Record s of S takeh old er In volvemen t
In volvemen t Goals
Pr actices
Con d u ct Prog ress Review s Docu men ted Project Review Resu lts
Con d u ct M ileston e Review s Docu men ted M ileston e Review Resu lts
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Project Monitoring and Control Specific Practices - 2

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Project Monitoring & Control
Monitor the Project Manage Corrective

Against the Plan Action to Closure
An alyze Issu es List of Issu es Need in g Corrective Action s
Take Corrective Action Corrective Action Plan
Goals
Pr actices M an ag e Corrective Action Corrective Action Resu lts
Project Monitoring and Control - Sampling of Work Products

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SP 1.1 SP 1.2 SP 1.3 SP 1.4 SP 1.5

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

Progress Milestone Issues Corrective Corrective
Reviews Reviews Action Actions
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Project Monitoring and Control - Sampling of PA Relationships

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PP SP 2.3 SP 1.1 SP 1.2 SP 1.3 PP SP 2.2

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

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

Stakeholder Stakeholder Issues Corrective Corrective
Involvement Involvement Action Actions
Project Monitoring and Control Case Study Example

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Match PASS problems with PMC SPs

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

schedules
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Topics
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v Purpose
Identify potential problems before they occur so that risk
handling activities can be planned and invoked as needed
across the life of the product or project to mitigate adverse
impacts on achieving objectives.
Risks
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When Risk Management Is Not Done Well

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It is easy to ignore risks when they are not being tracked.
Risks that are known to project staff are often not known to
management.
Repeated project failures due to unforeseen (but predictable)

risks can cost you business.
Risk Management Goals

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Prepare for Risk Management

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

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

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

SG 2 SP 2.1 Identify Risks
SP 2.2 Evaluate, Categorize, and Prioritize Risks
Mitigate Risks
SG 3 SP 3.1 Develop Risk Mitigation Plans
SP 3.2 Implement Risk Mitigation Plans
Risk Management Specific Practices - 1

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Risk Management
Prepare for Risk Identify and Analyze

Mitigate Risks
Management Risks
Determin e Risk S ou rces an d Risk S ou rce Lists (extern al an d in tern al)

Categ ories Risk Categ ories List
Risk Evalu ation , Categ orization , an d Prioritization Criteria

Def in e Risk Parameters Risk M an ag emen t Req u iremen ts (con trol an d ap p roval
levels, reassessmen t in tervals, etc.)
Estab lish a Risk

Project Risk M an ag emen t S trateg y
M an ag emen t S trateg y
Goals
Pr actices
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Risk Management
Prepare for Risk Identify and Analyze Mitigate Risks

Management Risks
Id en tif y Risks List of Id en tif ied Risks, In clu d in g th e Con text,

Con d ition s, an d Con seq u en ces of Risk Occu rren ce
Evalu ate, Categ orize, an d

List of Risks, With a Priority Assig n ed to Each Risk
Prioritize Risks
Goals
Pr actices

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Risk Management
Prepare for Risk Identify and Analyze

Mitigate Risks
Management Risks
Docu men ted Han d lin g Op tion s f or

Each Id en tif ied Risk
Develop Risk M itig ation Risk M itig ation Plan s
Plan s Con tin g en cy Plan s
List of th ose resp on sib le f or Trackin g
an d Ad d ressin g each Risk
Up d ated Lists of Risk S tatu s

Up d ated Assessmen t of Risk Likelih ood ,
Goals Imp lemen t Risk M itig ation
Con seq u en ce, an d Th resh old s
Plan s Up d ated Lists of Risk-Han d lin g Op tion s
Pr actices Up d ated List of Action s Taken to Han d le Risks
Risk M itig ation Plan s
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Risk Management Sampling of Work Products

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SP 1.1 SP 1.2 SP 1.3

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

Evaluate, Develop Risk Implement
Categorize, Identify Mitigation Risk
and Prioritize Risks Plans Mitigation
Risks Plans
Risk Management Sampling of PA Relationships

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SP 1.1 SP 1.2 SP 1.3

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

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

Mitigation Risk Monitor
Plans Mitigation Project Risks
Plans
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Risk Management Case Study Example Focus Areas

53

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

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Match the first column with the second column.

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

innovative technology
4) Impact can be high, medium, or low
5) At the risk management meeting, the

status of some risks were changed
to retired, mitigated, or closed
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Topics
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Purpose
The purpose of Supplier Agreement Management (SAM) is
to manage the acquisition of products and services from
suppliers.
PA
S S
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Supplier
An entity delivering products or performing services being acquired.
An individual, partnership, company, corporation, association, or
other entity having an agreement with an acquirer for the design,
development, manufacture, maintenance, modification, or supply of
items under the terms of an agreement.
Supplier agreement
A documented agreement between the acquirer and supplier.
Supplier agreements are also known as contracts, licenses, and

memoranda of agreement.
When Supplier Agreement Management Is Not Done Well

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Supplier selection is not based on the right criteria.
The management and technical staff do not have insight into supplier
activities.
Supplier products are accepted even when they do not meet the
product requirements.
Integration of supplier products into a product baseline is

problematic.
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Supplier Agreement Management Goals

59
Establish Supplier Agreements

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

SG 2 Agreements with suppliers are satisfied by both the
project and the supplier.
Supplier Agreement Management Specific Practices

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Establish Supplier Agreements

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

SP 2.1 Execute the Supplier Agreement
SG 2 SP 2.2 Accept the Acquired Product
SP 2.3 Ensure Transition of Products
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Supplier Agreement Management Specific Practices - 1

61
Supplier Agreement Management
Establish Supplier Satisfy Supplier

Agreements Agreements
List of th e Acq u isition Typ es Th at Will

Determin e Acq u isition Typ e b e Used f or All Prod u cts an d Prod u ct
Comp on en ts to b e Acq u ired
M arket stu d ies

List of Can d id ate S u p p liers
S elect S u p p liers Pref erred S u p p lier List
Ration ale f or S election of S u p p liers
S olicitation materials an d req u iremen ts
S tatemen ts of Work
Estab lish S u p p lier Con tracts
Ag reemen ts M emoran d a of Ag reemen t
Licen sin g ag reemen t
Goals
Pr actices
Supplier Agreement Management Specific Practices - 2

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Supplier Agreement Management
Establish Supplier Satisfy Supplier

Agreements Agreements
S u p p lier Prog ress Rep orts an d Perf orman ce M easu res
S u p p lier Review M aterials an d Rep orts
Execu te th e S u p p lier Action items tracked to Closu re
Ag reemen t Docu men tation of Prod u ct an d Docu men t Deliveries
Accep tan ce Test Proced u res

Accep t th e Acq u ired Prod u ct
Accep tan ce Test Resu lts
Discrep an cy Rep orts or Corrective Action Plan s
Tran sition Plan s

Goals En su re Tran sition Prod u cts Train in g Rep orts
S u p p ort an d M ain ten an ce Rep orts
Pr actices
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Supplier Agreement Management - Sampling of Work Products

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SP 1.1 SP 1.2 SP 1.3
Determine Select Establish

Acquisition Suppliers Supplier
Type Agreements
Supplier Supplier Product

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

Supplier Acquired Transition of
Agreement Product Products
Supplier Agreement Management - Sampling of PA Relationships

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TS SP 2.4 SP 1.1 SP 1.2 SP 1.3

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

Supplier Acquired Transition of Product
Agreement Product Products Components
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Supplier Agreement Management Case Study Example

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PASS uses a supplier for motion sensors.

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

67
Purpose
v Establish and manage the project and the involvement of relevant
stakeholders according to an integrated and defined process that
is tailored from the organizations set of standard processes.
Project B
Project C
Organizational
Organizational
Process Assets
Process Assets
Project A
When Integrated Project Management Is Not Done Well

68
Projects do not take advantage of standard processes.
Facilities and tools are not available when needed.
Information to support future similar projects is not made

available.
No integrated master schedule is available to guide the

stakeholders of the project.
There are unclear responsibilities across groups.
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Integrated Project Management Goals

69
Use the Projects Defined Process

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

Stakeholders
SG 2 Coordination and collaboration between the project
and relevant stakeholders are conducted.
Integrated Project Management Specific Practices -1

70

SP 1.1 Establish the Projects Defined Process
SP 1.2 Use Organizational Process Assets for
Planning Project Activities
SG 1 SP 1.3 Establish the Project's Work Environment
SP 1.4 Integrate Plans
SP 1.5 Manage the Project Using Integrated Plans
SP 1.6 Establish Teams
SP 1.7 Contribute to Organizational Process Assets
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PARTICIPANTS MANUAL
Integrated Project Management Specific Practices -2

71
Coordinate and Collaborate with Relevant

Stakeholders
SG 2 SP 2.1 Manage Stakeholder Involvement
SP 2.2 Manage Dependencies
SP 2.3 Resolve Coordination Issues
Integrated Project Management Specific Practices - 1

72
Integrated Project Management
Coordinate and Collaborate With Relevant

Stakeholders
Estab lish th e Projects Def in ed

Process The Projects Defined Process
Use Org an ization al Process

Assets f or Plan n in g Project Project Estimates
Activities Project Plans
Equipment and Tools for the Project

Estab lish th e Projects Installation, Operation, and Maintenance Manuals for the Project Work Environment
Work En viron men t User Surveys and Results
Usage, Performance, and Maintenance Records
Support Services for the Projects Work Environment
Goals
In teg rate Plan s
Integrated Plans
Practices
Typical Work Products Work Products Created by Performing the Projects Defined Process
M an ag e th e Project Usin g th e Collected Measures ( Actual) and Progress Records or Reports
In teg rated Plan s Revised Requirements, Plans, and Commitments
Integrated Plans
Documented shared vision

List of members assigned to each team
Estab lish Teams
Team charters
Periodic team status reports
Proposed Improvements to the Organizational Process Assets
Actual Process and Product Measures Collected From the Project
Con trib u te to th e Documentation ( e.g., exemplary process descriptions, plans, training modules, checklists,
Org an ization al Process Assets and lessons learned)
Process Artifacts Associated with Tailoring and Implementing the Organizations set of
Standard Processes on the Project
36
PARTICIPANTS MANUAL
Integrated Project Management Specific Practices - 2

73
Integrated Project Management
Coordinate and
Use the
Collaborate
Projects
With Relevant
Defined Process
Stakeholders
Agendas and Schedules for Collaborative Activities
Documented Issues ( e.g., issues with customer requirements,
product and product-component requirements, product architecture,
M an ag e S takeh old er and product design)
In volvemen t Recommendations for Resolving Relevant Stakeholder Issues
Defects, Issues, and Action Items Resulting From Reviews

M an ag e Dep en d en cies With Relevant Stakeholders
Critical Dependencies
Commitments to Address Critical Dependencies
Goals Status of Critical Dependencies
Practices
Resolve Coord in ation Relevant Stakeholder Coordination Issues
Typical Work Products
Issu es Status of Relevant Stakeholder Coordination Issues
Integrated Project Management Sampling of Work Products

74
SP 1.1 SP 1.2 SP 1.3 SP 1.4 SP 1.5

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

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

Contribute to Manage Resolve
Establish Organizational Stakeholder Manage Coordination
Teams Process Involvement Dependencies Issues
Assets
37
PARTICIPANTS MANUAL
Integrated Project Management Sampling of PA Relationships -1

75
OPD SP 1.1 SP 1.1 PI SP 1.2
Establish Establish the Establish the

Standard Projects Product
Processes Defined Integration
Process Environment
OPD SP 1.3 SP 1.2 SP 1.3 VER SP 1.2 OPD SP 1.6

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

Establish the Manage the Establish the
Organization Integrate Project Using Validation
s Process Plans Integrated Environment
Asset Library Plans
Integrated Project Management Sampling of PA Relationships -2

76
OPD SP 1.7 SP 1.6 SP 1.7 OPD SP 1.4

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

Stakeholder Stakeholder Manage Coordination Organization
Involvement Involvement Dependencies Issues s Process
Asset Library
PMC SP 1.2
Monitor
Commitments
38
PARTICIPANTS MANUAL
Interaction Between OPD and IPM

77
The Organization (OPD)

Organizations Lifecycle Work
Set of Standard Model Environment
Processes Descriptions Standards
Team Rules Tailoring Organizations Organizations

and Guidelines Guidelines Process Asset Measurement
Library Repository
Projects (IPM)
Project As Project Bs Project Cs

Defined Defined Defined
Process Process Process
Project As Plans Project Bs Plans Project Cs Plans
Integrated Project Management Case Study Example Focus Area

78

Focus
Area SP 1.1 Establish the Projects Defined Process
SP 1.2 Use Organizational Process Assets for
Planning Project Activities
SG 1 SP 1.3 Establish the Project's Work Environment
SP 1.4 Integrate Plans
SP 1.5 Manage the Project Using Integrated Plans
SP 1.6 Establish Teams
SP 1.7 Contribute to Organizational Process Assets
39
PARTICIPANTS MANUAL
Integrated Project Management Case Study Example

79
Which PASS scenarios are correct?

1. All PASS projects follow the standard process exactly as is
2. Projects can use their own processes and trace them to the
PASS standard process
3. PASS provides a standard process and rules for tailoring
4. Once projects tailor the PASS standard process, it is called the
projects standard process
5. If the customer says eliminate QA, but the standard process
requires QA with no tailoring, its okay for PASS projects to tailor
out QA to satisfy the customer
Topics
80

40
PARTICIPANTS MANUAL

81
PAs Managing the Project

REQM, PP, PMC Organizing and
RSKM,SAM, IPM Managing the Work
REQM : Requirement Management
Adds the management of requirements to provide a well-controlled
foundation on which the product is built
PP: Project Planning
Aids project managers in planning project activities.
PMC: Project Monitoring and Control
Emphasizes managing project performance according to the plan.
RSKM: Risk Management
Enables projects to proactively identify and reduce risks
that may jeopardize achieving project objectives.
Managing the Project Summary - 2

82
PAs Managing the Project

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

Helps when working with suppliers.
IPM: Integrated Project Management
Emphasizes integration of elements within the project as well as
integration of the project with the organization.
41
PARTICIPANTS MANUAL
QUESTIONS AND ANSWERS
42

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Capability Maturity Model Integration version 1.

CMMI- Dev V1.3

Managing the Project Process Areas

Organization of Process Areas

SG 1 Process Area Specific Goals Focus PA Case Study Example

This Module Focuses On

Project and Org Product

Managing the Project Involves

v Estimating the scope and work that needs to be performed

v Monitoring progress against the plan

Managing the Project Process Areas

Project Planning (PP)

Requirements Management (REQM)

When Requirements Management Is Not Done Well

Requirements are accepted by staff from any source they

The project experiences a high level of requirements changes.

There are high levels of rework throughout the project.

There is an inability to prove that the product meets the

Lack of requirements traceability often results in incomplete or

Requirements Management Goals

The process area also has generic goals to support institutionalization.

Requirements Management Specific Practices

Requirements Management Specific Practices

List of Criteria f or Distin g u ish in g Ap p rop riate Req u iremen ts

Ob tain Commitmen t to Req u iremen ts Imp act Assessmen ts

M an ag e Req u iremen ts Req u iremen ts S tatu s

Pr actices M ain tain Bid irection al

Requirements Management Sampling of Work Products

SP 1.3 SP 1.5 SP 1.4

Requirements Management Sampling of PA Relationships

Requirements Management - Case Study Example Focus Area

Requirements Management Case Study Example

Which of the following examples of requirements traceability are

1. Customer requirements to system requirements and vice versa, but

2. System requirements to software and hardware requirements and

3. Software/hardware requirements to design components and test

Managing the Project Process Areas

Project Planning (PP)

Project Planning (PP)

Work breakdown structure (WBS)

When Project Planning Is Not Done Well

Estimates of project attributes are inaccurate.

It is difficult to identify deviations from poorly documented plans.

Resources are not available/applied when needed.

Project Planning Goals

Develop a Project Plan

Obtain Commitment to the Plan

The process area also has generic goals to support institutionalization.

Project Planning Specific Practices -1

Project Planning Specific Practices -2

Develop a Project Plan

Project Planning Specific Practices - 1

Develop a Project Obtain Commitment

Estimate th e S cop e of Task Descrip tion s

Estab lish Estimates of Work Tech n ical Ap p roach

Project Planning Specific Practices - 2

Develop a Project Obtain Commitment

Estab lish th e Bu d g et & Project S ch ed u les

Id en tif ied Risks

Data M an ag emen t Plan

Plan th e WBS Work Packag es

Plan Need ed Kn ow led g e In ven tory of S kill Need s

Typical Wor k Pr oducts Plan S takeh old er

Estab lish th e Project Plan Overall Project Plan