Project Planning SG 1 establish estimates SP 1.1-1 Estimate scope of the project Develop a WBS based on the product architecture Identified risks and their mitigation tasks Tasks for deliverables and supporting activities Tasks for skill and knowledge acquisition Tasks for development of needed support plans, such as configuration management, quality assurance, and verification plans Tasks for integration and management of non-developmental items Identify the work packages in sufficient detail to specify estimates of project tasks, responsibilities, and schedule Identify work products (or components of work products) that will be externally acquired Identify work products that will be reused SP 1.2-1 Establish estimates of work product and task attributes Determine the technical approach for the project Use appropriate methods to determine the attributes of the work products and tasks that will be used to estimate the resource requirements Estimate the attributes of the work products and tasks Estimate, as appropriate, the labor, machinery, materials, and methods that will be required by the project SP 1.3-1 Define project lifecycle Software engineering Systems engineering SP 1.4-1 Determine estimates of effort and cost Collect the models or historical data that will be used to transform the attributes of the work products and tasks into estimates of the labor hours and cost Include supporting infrastructure needs when estimating effort and cost Estimate effort and cost using models and/or historical data SG 2 Develop a project plan SP 2.1-1 Establish the budget and schedule Identify major milestones Identify schedule assumptions Identify constraints Identify task dependencies Critical Path Method (CPM) Program Evaluation and Review Technique (PERT) Resource-limited scheduling Define the budget and schedule Defining the committed or expected availability of resources and facilities Determining time phasing of activities Determining a breakout of subordinate schedules Defining the dependencies between the activities (predecessor or successor relationships) Defining the schedule activities and milestones to support accuracy in progress measurement Identifying milestones for delivery of products to the customer Defining activities of appropriate duration Defining milestones of appropriate time separation Defining a management reserve based on the confidence level in meeting the schedule and budget Using appropriate historical data to verify the schedule Defining incremental funding requirements Documenting project assumptions and rationale Establish corrective action criteria SP 2.2-1 Identify project risks Identify risks Risk taxonomies Risk assessments Checklists Structured interviews Brainstorming Performance models Cost models Network analysis Quality factor analysis Document the risks Review and obtain agreement with relevant stakeholders on the completeness and correctness of the documented risks Revise the risks as appropriate When new risk is identified When risks become problems When risks are retired When project circumstances change significantly SP 2.3-1 Plan for data management Establish requirements and procedures to ensure privacy and security of the data Establish a mechanism to archive data and to access archived data Determine the project data to be identified, collected, and distributed SP 2.4-1 Plan for project resources Determine process requirements Determine staffing requirements Determine facilities, equipment, and component requirements SP 2.5-1 Plan for needed knowledge and skills Identify the knowledge and skills needed to perform the project Assess the knowledge and skills available Select mechanisms for providing needed knowledge and skills In-house training (both organizational and project) External training Staffing and new hires External skill acquisition Incorporate selected mechanisms in the project plan SP 2.6-1 Plan Stakeholder Involvement List of all relevant stakeholders Rationale for stakeholder involvement Roles and responsibilities of the relevant stakeholders with respect to the project, by project life-cycle phase Relationships between stakeholders Relative importance of the stakeholder to success of the project, by project life-cycle phase Resources (e.g., training, materials, time, funding) needed to ensure stakeholder interaction Schedule for phasing of stakeholder interaction SP 2.7-1 Establish the project plan Integrated Master Plan – an event-driven plan that documents significant accomplishments with pass/fail criteria for both business and technical elements of the project and ties each accomplishment to a key program event. Integrated Master Schedule – an integrated and networked multi-layered schedule of program tasks required to complete the work effort documented in a related Integrated Master Plan. Systems-Engineering Management Plan – a plan that details the integrated technical effort across the project. Systems-Engineering Master Schedule – an event-based schedule that contains a compilation of key technical accomplishments, each with measurable criteria, requiring successful completion to pass identified events. Systems-Engineering Detailed Schedule – a detailed, time-dependent, task-oriented schedule that associates specific dates and milestones with the Systems-Engineering Master Schedule. SG 3 obtain commitment to the plan SP 3.1-1 review plans that effect the project SP 3.2-1 reconcile work and resource levels SP 3.3-1 Obtain plan commitment Identify needed support and negotiate commitments with relevant stakeholders Document all organizational commitments, both full and provisional, ensuring appropriate level of signatories Review internal commitments with senior management as appropriate Review external commitments with senior management as appropriate Identify commitments on interfaces between elements in the project, and with other projects and organizational units, so they can be monitored GG 1 Achieve specific goals GP 1.1 perform base practices GG 2 Institutionalize a managed process GP 2.1 establish an organizational policy GP 2.2 plan the process GP 2.3 provide resources GP 2.4 assign responsibility GP 2.5 train people Estimating Budgeting Negotiating Risk identification and analysis Data management Planning Scheduling GP 2.6 manage configurations Work breakdown structure Project plan Data management plan Stakeholder involvement plan GP 2.7 identify and involve relevant stakeholders Establishing estimates Reviewing and resolving issues on the completeness and correctness of the project risks Reviewing data management plans Establishing project plans Reviewing project plans and resolving issues on work and resource issues GP 2.8 monitor and control the process Number of revisions to the plan Cost, schedule, and effort variance per plan revision GP 2.9 objectively evaluate adherence WBS Project plan Data management plan Stakeholder involvement plan GP 2.10 Review status with higher level management GG 3 Institutionalize a defined process GP 3.1 Establish a Defined Process GP 3.2 Collect improvement information GG 4 Institutionalize a Quantitatively Managed Process GP 4.1 Establish Quantitative Objectives for the Process GP 4.2 Stabilize Subprocess Performance GG 5 Institutionalize an Optimizing Process GP 5.1 Ensure Continuous Process Improvement GP 5.2 Correct Root Causes of Problems Project Monitoring and Control SG 1 Monitor Project Against Plan SP 1.1-1 Monitor Project Planning Parameters Monitor progress against the schedule Periodically measuring the actual completion of activities and milestones Comparing actual completion of activities and milestones against the schedule documented in the project plan Identifying significant deviations from the schedule estimates in the project plan Monitor the project's cost and expended effort Periodically measuring the actual effort and cost expended and staff assigned Comparing actual effort, costs, staffing, and training to the estimates and budgets documented in the project plan Identifying significant deviations from the budgets in the project plan Monitor the attributes of the work products and tasks Periodically measuring the actual attributes of the work products and tasks, such as size or complexity (and the changes to the attributes) Comparing the actual attributes of the work products and tasks (and the changes to the attributes) to the estimates documented in the project plan Identifying significant deviations from the estimates in the project plan Monitor resources provided and used Monitor the knowledge and skills of project personnel Periodically measuring the acquisition of knowledge and skills by project personnel Comparing the actual training obtained to that documented in the project plan Identifying significant deviations from the estimates in the project plan Document the significant deviations in the project planning parameters SP 1.2-1 Monitor Commitments Regularly review commitments (both external and internal) Identify commitments that have not been satisfied or which are at significant risk of not being satisfied Document the results of the commitment reviews. SP 1.3-1 Monitor Project Risks Periodically review the documentation of the risks in the context of the project’s current status and circumstances.  Revise the documentation of the risks, as additional information becomes available, to incorporate changes.  Communicate risk status to relevant stakeholders. SP 1.4-1 Monitor Data Management Periodically review data management activities against their description in the project plan.  Identify and document significant issues and their impacts.  Document the results of data management activity reviews.  SP 1.5-1 Monitor Stakeholder Involvement Periodically review the status of stakeholder involvement.  Identify and document significant issues and their impacts.  Document the results of the stakeholder involvement status reviews.  SP 1.6-1 Conduct Progress Reviews Regularly communicate status on assigned activities and work products to relevant stakeholders Review the results of collecting and analyzing measures for controlling the project Identify and document significant issues and deviations from the plan Document change requests and problems identified in any of the work products and processes Document the results of the reviews Track change requests and problem reports to closure SP 1.7-1 Conduct Milestone Reviews Conduct reviews at meaningful points in the project's schedule, such as the completion of selected stages, with relevant stakeholders Review the commitments, plan, status, and risks of the project Identify and document significant issues and their impacts Document the results of the review, action items, and decisions Track action items to closure SG 2 Manage Corrective Action to Closure SP 2.1-1 Analyze Issues Gather issues for analysis Analyze issues to determine need for corrective action SP 2.2-1 Take Corrective Action Determine and document the appropriate actions needed to address the identified issues Modifying the statement of work Modifying requirements Revising estimates and plans Renegotiating commitments Adding resources Changing processes Revising project risks Review and get agreement with relevant stakeholders on the actions to be taken Negotiate changes to internal and external commitments SP 2.3-1 Manage Corrective Action Monitor corrective actions for completion Analyze results of corrective actions to determine the effectiveness of the corrective actions Determine and document appropriate actions to correct deviations from planned results for corrective actions GG 1 Achieve Specific Goals GP 1.1 Perform Base Practices GG 2 Institutionalize a Managed Process GG 3 Institutionalize a Defined Process Supplier agreement management SG 1 Establish Supplier Agreements SP 1.1-1 Determine Acquisition Type SP 1.2-1 Select Suppliers Establish and document criteria for evaluating potential suppliers Identify potential suppliers and distribute solicitation material and requirements to them Evaluate proposals according to evaluation criteria Evaluate risks associated with each proposed supplier Evaluate proposed suppliers' ability to perform the work Select the supplier SP 1.3-1 Establish Supplier Agreements Revise the requirements to be fulfilled by the supplier to reflect negotiations with the supplier when necessary Document what the project will provide to the supplier Document the supplier agreement Ensure all parties to the agreement understand and agree to all requirements before implementing the agreement Revise the supplier agreement as necessary Revise the project’s plans and commitments as necessary to reflect the supplier agreement SG 2 Satisfy Supplier Agreements SP 2.1-1 Review COTS Products Develop criteria for evaluating COTS products Evaluate candidate COTS products against the associated requirements and criteria Evaluate the impact of candidate COTS products on the project's plans and commitments Assess the suppliers' performance and ability to deliver Identify risks associated with the selected COTS product and the supplier agreement Select the COTS product to be acquired Plan for the maintenance of the COTS product SP 2.2-1 Execute the Supplier Agreement Monitor supplier progress and performance (schedule, effort, cost, and technical performance) as defined in the supplier agreement Monitor selected supplier processes and take corrective action when necessary Conduct reviews with the supplier as specified in the supplier agreement Conduct technical reviews with the supplier as defined in the supplier agreement Conduct management reviews with the supplier as defined in the supplier agreement Use the results of reviews to improve the supplier's performance and to establish and nurture long-term relationships with preferred suppliers Monitor risks involving the supplier and take corrective action as necessary Revise the supplier agreement and project plans and schedules as necessary SP 2.3-1 Accept the Acquired Product Define the acceptance procedures Review and obtain agreement with relevant stakeholders on the acceptance procedures before the acceptance review or test Verify that the acquired products satisfy their requirements Confirm that the nontechnical commitments associated with the acquired work product are satisfied Document the results of the acceptance review or test Establish and obtain supplier agreement on an action plan for any acquired work products that do not pass their acceptance review or test Identify, document, and track action items to closure SP 2.4-1 Transition Products Ensure that there are appropriate facilities to receive, store, use, and maintain the acquired products Ensure that appropriate training is provided for those involved in receiving, storing, using, and maintaining the acquired products Ensure that storing, distributing, and using the acquired products are performed according to the terms and conditions specified in the supplier agreement or license GG 1 Achieve Specific Goals GP 1.1 Perform Base Practices GG 2 Institutionalize a Managed Process GP 2.1 Establish an Organizational Policy GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.5 Train People GP 2.6 Manage Configurations GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management GG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information GG 4 Institutionalize a Quantitatively Managed Process GP 4.1 Establish Quantitative Objectives for the Process GP 4.2 Stabilize Subprocess Performance GG 5 Institutionalize an Optimizing Process GP 5.1 Ensure Continuous Process Improvement GP 5.2 Correct Root Causes of Problems Integrated Project Management Use the Project’s Defined Process SP 1.1-1 Establish the Project’s Defined Process Select a life-cycle model from those available from the organizational process assets Select the standard processes from the organization's set of standard processes that best fit the needs of the project Tailor the organization's set of standard processes and other organizational process assets according to the tailoring guidelines to produce the project’s defined process Use other artifacts from the organization's process asset library as appropriate Document the project's defined process Project planning Project monitoring and controlling Requirements development Requirements management Design and implementation Verification and validation Product integration Supplier agreement management Configuration management Quality assurance Conduct peer reviews of the project's defined process Revise the project's defined process as necessary SP 1.2-1 Use Organizational Process Assets for Planning Project Activities Base the activities for estimating and planning on the tasks and work products of the project's defined process Use the organization’s measurement repository in estimating the project’s planning parameters Using appropriate historical data from this project or similar projects Accounting for and recording similarities and differences between the current project and those projects whose historical data will be used Independently validating the historical data Recording the reasoning, assumptions, and rationale used to select the historical data SP 1.3-1 Integrate Plans Integrate other plans that affect the project with the project plan Incorporate into the project plan the definitions of measures and measurement activities for managing the project Identify and analyze product and project interface risks Schedule the tasks in a sequence that accounts for critical development factors and project risks Incorporate the plans for performing peer reviews on the work products of the project's defined process Incorporate the training needed to perform the project’s defined process in the project’s training plans Establish objective entry and exit criteria to authorize the initiation and completion of the tasks described in the work breakdown structure (WBS) Ensure that the project plan is appropriately compatible with the plans of relevant stakeholders Identify how conflicts will be resolved that arise among relevant stakeholders SP 1.4-1 Manage the Project Using the Integrated Plans Implement the project’s defined process using the organization's process asset library Monitor and control the project’s activities and work products using the project’s defined process, project plan, and other plans that affect the project Obtain and analyze the selected measures to manage the project and support the organization’s needs Periodically review the adequacy of the environment to meet the project’s needs and to support coordination Periodically review and align the project’s performance with the current and anticipated needs, objectives, and requirements of the organization, customer, and end users, as appropriate SP 1.5-1 Contribute to the Organizational Process Assets Propose improvements to the organizational process assets Store process and product measures in the organization’s measurement repository Submit documentation for possible inclusion in the organization's process asset library Document lessons learned from the project for inclusion in the organization's process asset library SG 2 Coordinate and Collaborate with Relevant Stakeholders SP 2.1-1 Manage Stakeholder Involvement Coordinate with the relevant stakeholders who should participate in the project’s activities Ensure that work products that are produced to satisfy commitments meet the requirements of the recipient projects Develop recommendations and coordinate the actions to resolve misunderstandings and problems with the product and product-component requirements, product and product-component architecture, and product and product-component design SP 2.2-1 Manage Dependencies Conduct reviews with relevant stakeholders Identify each critical dependency Establish need dates and plan dates for each critical dependency based on the project schedule 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 Document the critical dependencies and commitments Track the critical dependencies and commitments and take corrective action as appropriate SP 2.3-1 Resolve Coordination Issues Identify and document issues Communicate issues to the relevant stakeholders Resolve issues with the relevant stakeholders Escalate to the appropriate managers those issues not resolvable with the relevant stakeholders Track the issues to closure Communicate with the relevant stakeholders on the status and resolution of the issues SG 3 Use the Project's Shared Vision for IPPD SP 3.1-1 Define Project’s Shared-Vision Context Identify expectations, constraints, interfaces, and operational conditions about the organization and project that affect the project’s shared vision Elicit project members’ perspectives and aspirations for the project Create a description of the project’s shared-vision context SP 3.2-1 Establish the Project’s Shared Vision Hold meetings or workshops to create the project’s shared vision Articulate the project’s shared vision in terms of purpose or mission, vision, values, and objectives Reach consensus on the project’s shared vision Establish a strategy to communicate the project’s shared vision both externally and internally Make presentations suitable for the various audiences that need to be informed about the project’s shared vision Check that project and individual activities and tasks are aligned with the project’s shared vision SG 4 Organize Integrated Teams for IPPD SP 4.1-1 Determine Integrated Team Structure for the Project Determine the risks in the products and product suite Determine likely resource requirements and availability Establish work-product-based responsibilities Consider organizational process assets for opportunities, constraints, and other factors that might influence integrated team structure Develop an understanding of the organization’s shared vision, the project’s shared vision, and the organization’s standard processes and organizational process assets applicable to teams and team structures Identify alternative integrated team structures Evaluate alternatives and select an integrated team structure SP 4.2-1 Develop a Preliminary Distribution of Requirements to Integrated Teams Assemble requirements and interfaces for integrated teams Check that the preliminary distribution of requirements and interfaces covers all specified product requirements and other requirements Define responsibilities and authorities for integrated teams Designate the sponsor for each integrated team SP 4.3-1 Establish Integrated Teams Choose integrated team leaders Allocate responsibilities and requirements to each integrated team Allocate resources to each integrated team Create each integrated team Integrated team composition and structures are periodically evaluated and modified to best reflect project needs When a change of team leader or a significant change of membership of the team occurs, review the integrated team composition and its place in the integrated team structure When a change in team responsibility occurs, review the team composition and its tasking Manage the overall performance of the teams GG 1 Achieve Specific Goals GP 1.1 Perform Base Practices GG 2 Institutionalize a Managed Process GP 2.1 Establish an Organizational Policy GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.5 Train People GP 2.6 Manage Configurations GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management GG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information GG 4 Institutionalize a Quantitatively Managed Process GP 4.1 Establish Quantitative Objectives for the Process GP 4.2 Stabilize Subprocess Performance GG 5 Institutionalize an Optimizing Process GP 5.1 Ensure Continuous Process Improvement GP 5.2 Correct Root Causes of Problems Risk Management SG 1 Prepare for Risk Management SP 1.1-1 Determine Risk Sources and Categories Determine risk sources Determine risk categories SP 1.2-1 Define Risk Parameters Define consistent criteria for evaluating and quantifying risk likelihood and severity levels Define thresholds for each risk category Define bounds on the extent to which thresholds are applied against or within a category SP 1.3-1 Establish a Risk Management Strategy The scope of the risk management effort Methods and tools to be used for risk identification, risk analysis, risk mitigation, risk monitoring, and communication Project-specific sources of risks How these risks are to be organized, categorized, compared, and consolidated Parameters, including likelihood, consequence, and thresholds, for taking action on identified risks Risk mitigation techniques to be used, such as prototyping, simulation, alternative designs, or evolutionary development Definition of risk measures to monitor the status of the risks Time intervals for risk monitoring or reassessment SG 2 Identify and Analyze Risks SP 2.1-1 Identify Risks Identify the risks associated with cost, schedule, and performance in all appropriate product life-cycle phases Review environmental elements that may impact the project Review all elements of the work breakdown structure as part of identifying risks to help ensure that all aspects of the work effort have been considered Review all elements of the project plan as part of identifying risks to help ensure that all aspects of the project have been considered Document the context, conditions, and potential consequences of the risk Identify the relevant stakeholders associated with each risk SP 2.2-1 Evaluate, Categorize, and Prioritize Risks Evaluate the identified risks using the defined risk parameters Categorize and group risks according to the defined risk categories Prioritize risks for mitigation SG 3 Mitigate Risks SP 3.1-1 Develop Risk Mitigation Plans Determine the levels and thresholds that define when a risk becomes unacceptable and triggers the execution of a risk mitigation plan or a contingency plan Identify the person or group responsible for addressing each risk Determine the cost-to-benefit ratio of implementing the risk mitigation plan for each risk Develop an overall risk mitigation plan for the project to orchestrate the implementation of the individual risk mitigation and contingency plans Develop contingency plans for selected critical risks in the event their impacts are realized SP 3.2-1 Implement Risk Mitigation Plans Monitor risk status Provide a method for tracking open risk-handling action items to closure Invoke selected risk-handling options when monitored risks exceed the defined thresholds Establish a schedule or period of performance for each risk-handling activity that includes the start date and anticipated completion date Provide continued commitment of resources for each plan to allow successful execution of the risk-handling activities Collect performance measures on the risk-handling activities GG 1 Achieve Specific Goals GP 1.1 Perform Base Practices GG 2 Institutionalize a Managed Process GP 2.1 Establish an Organizational Policy GP 2.2 Plan the Process GP 2.3 Provide Resources Risk management databases Risk mitigation tools Prototyping tools Modeling and simulation GP 2.4 Assign Responsibility GP 2.5 Train People Risk management concepts and activities (e.g., risk identification, evaluation, monitoring, mitigation) Measure selection for risk mitigation GP 2.6 Manage Configurations Risk management strategy Identified risk items Risk mitigation plans GP 2.7 Identify and Involve Relevant Stakeholders Establishing a collaborative environment for free and open discussion of risk Reviewing the risk management strategy and risk mitigation plans Participating in risk identification, analysis, and mitigation activities Communicating and reporting risk management status GP 2.8 Monitor and Control the Process Number of risks identified, managed, tracked, and controlled Risk exposure and changes to the risk exposure for each assessed risk, and as a summary percentage of management reserve Change activity for the risk mitigation plans (e.g., processes, schedule, funding) Occurrence of unanticipated risks Risk categorization volatility Comparison of estimated vs. actual risk mitigation effort and impact GP 2.9 Objectively Evaluate Adherence Establishing and maintaining a risk management strategy Identifying and analyzing risks Mitigating risks GP 2.10 Review Status with Higher Level Management GG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information GG 4 Institutionalize a Quantitatively Managed Process GP 4.1 Establish Quantitative Objectives for the Process GP 4.2 Stabilize Subprocess Performance GG 5 Institutionalize an Optimizing Process GP 5.1 Ensure Continuous Process Improvement GP 5.2 Correct Root Causes of Problems Integrated Teaming SG 1 Establish Team Composition SP 1.1-1 Identify Team Tasks Define team tasks required to deliver the assigned work products Decide which tasks need team or individual member input SP 1.2-1 Identify Needed Knowledge and Skills Identify the business functions and processes in which the integrated team must maintain competence to perform its objectives Identify the core competencies on which to base the integrated team’s activities to sustain or achieve desired capability Establish knowledge and skill profiles underlying each core and extended team competency Define staffing and competency requirements SP 1.3-1 Assign Appropriate Team Members Establish relevant criteria for evaluating team members against established knowledge and skills profiles Utilize the criteria to qualify appropriate candidates against the knowledge and skills profiles Identify and orient team members to best contribute to the team’s capability Assess and determine the integrated team’s capability to meet its objectives based on initial staffing and positioning SG 2 Govern Team Operation SP 2.1-1 Establish a Shared Vision Convey the shared-vision context to team members to align personal aspirations and objectives with the team’s expectations and envisioned future outcome Conduct meetings or workshops to discuss the shared vision Articulate the shared vision in terms of both core ideology and the desired future end state that each member can commit to Reinforce the relevance of the shared vision in performing individual and team activities and tasks Check the effectiveness of the shared vision and that individual and team activities or tasks are aligned with the shared vision Periodically reexamine clarity and applicability of the shared vision and revise or realign as necessary to better meet the current state of the team or project SP 2.2-1 Establish a Team Charter Define and list the team objectives Identify specific strategies for achieving the team objectives Establish the team’s level of empowerment and independence Identify how team and individual performance and accomplishments are measured Identify critical success factors SP 2.3-1 Define Roles and Responsibilities Map the roles, responsibilities, and expertise of the team members to the team tasks and expected deliverables Define the working relationship and reporting structure for team members SP 2.4-1 Establish Operating Procedures Define the expectations and rules that will guide how the team works collectively and what the team members will use to moderate participation and interpersonal interaction Define the degree of collective decision making and level of consensus needed for team decisions Define how conflicts and differences of opinion within the team are addressed and resolved SP 2.5-1 Collaborate among Interfacing Teams Collaboratively establish and maintain the work product ownership boundaries among interfacing teams within the project or organization Collaboratively establish and maintain interfaces and processes among interfacing teams for the exchange of inputs, outputs, or work products Collaboratively develop, communicate, and distribute among interfacing teams the commitment lists and work plans that are related to the work product or team interfaces GG 1 Achieve Specific Goals GP 1.1 Perform Base Practices GG 2 Institutionalize a Managed Process GP 2.1 Establish an Organizational Policy GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.5 Train People Use of integrated work environments Interpersonal skills Communication skills Team building Collaborative problem solving and decision making GP 2.6 Manage Configurations List of team members List of the level of effort and resources, including access to staff, to perform each team function Work task formal commitment lists Team shared-vision statement Team charter GP 2.7 Identify and Involve Relevant Stakeholders Establishing and maintaining the team’s shared vision Establishing and maintaining the team’s charter Establishing and maintaining the team’s operating procedures Collaborating with interfacing teams GP 2.8 Monitor and Control the Process Performance according to plans, commitments, and procedures for the integrated team, and deviations from expectations Ability to achieve team objectives GP 2.9 Objectively Evaluate Adherence Defined roles and responsibilities Communication activities within and among integrated teams Descriptions of roles and responsibilities Descriptions of product ownership boundaries and team interfaces GP 2.10 Review Status with Higher Level Management GG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information GG 4 Institutionalize a Quantitatively Managed Process GP 4.1 Establish Quantitative Objectives for the Process GP 4.2 Stabilize Subprocess Performance GG 5 Institutionalize an Optimizing Process GP 5.1 Ensure Continuous Process Improvement GP 5.2 Correct Root Causes of Problems Integrated supplier management SG 1 Analyze and Select Sources of Products SP 1.1-1 Analyze Potential Sources of Products Conduct market research to identify potential sources of candidate products to be acquired, including candidates from suppliers of custom-made products and vendors of COTS products Evaluate potential sources against established criteria by performing trade studies, as appropriate Identify risks associated with the potential sources SP 1.2-1 Evaluate and Determine Sources of Products Determine the feasibility of acquiring custom-made or off-the-shelf products Determine product life-cycle costs of custom-made or off-the-shelf products Use the results of these analyses to select a supplier SG 2 Coordinate Work with Suppliers SP 2.1-1 Monitor Selected Supplier Processes Identify the supplier processes that are critical to the success of the project Monitor the selected supplier’s processes for compliance with requirements of the agreement Analyze the results of monitoring the selected processes to detect issues as early as possible that may affect the supplier’s ability to satisfy the requirements of the agreement SP 2.2-1 Evaluate Selected Supplier Work Products Identify those work products that are critical to the success of the project and that should be evaluated to help detect issues as early as possible that may affect the supplier’s ability to satisfy the requirements of the agreement Evaluate the selected work products Determine and document actions needed to address deficiencies identified in the evaluations SP 2.3-1 Revise the Supplier Agreement or Relationship Review the supplier agreement to ensure it accurately reflects the project’s relationship with the supplier and current market conditions Revise the project’s defined process or work products as necessary to reflect changes in the project-supplier relationship Ensure that the supplier’s processes or work products are revised as necessary to reflect changes in the project-supplier relationship Coordinate changes to the supplier agreement with the supplier to ensure that changes in the project-supplier relationship are understood by both the project and supplier Adapt the supplier agreement or relationship to better match the supplier’s performance based on the results of risk evaluations Communicate to project members and other relevant stakeholders all changes to the supplier agreement and to the project-supplier relationship GG 1 Achieve Specific Goals GP 1.1 Perform Base Practices GG 2 Institutionalize a Managed Process GP 2.1 Establish an Organizational Policy GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.5 Train People • Identifying potential sources for candidate products to be acquired • Acquisition feasibility and product life-cycle costs analysis • Evaluating supplier work products • Monitoring supplier processes GP 2.6 Manage Configurations • Results of the acquisition feasibility and product life-cycle costs analysis • Supplier agreements • Discrepancy reports GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process • Effort expended to manage the evaluation of sources and selection of suppliers • Number of changes to the requirements in the supplier agreement • Number of documented commitments between the project and the supplier • Interface coordination issue trends (i.e., number identified and number closed) • Quality measures of the supplied products GP 2.9 Objectively Evaluate Adherence • Managing the evaluation of sources and selection of suppliers according to the project’s defined process • Collecting data and providing appropriate data to the organization’s measurement repository • Using the organization’s measurement repository to support management activities • Ensuring that appropriate project subgroups participate in technical activities • Identifying, negotiating, and tracking critical dependencies and commitments among the functions involved with the integrated supplier management process • Handling agreement-coordination issues GP 2.10 Review Status with Higher Level Management GG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information GG 4 Institutionalize a Quantitatively Managed Process GP 4.1 Establish Quantitative Objectives for the Process GP 4.2 Stabilize Subprocess Performance GG 5 Institutionalize an Optimizing Process GP 5.1 Ensure Continuous Process Improvement GP 5.2 Correct Root Causes of Problems Quantitative project management SG 1 Quantitatively Manage the Project SP 1.1-1 Establish the Project’s Objectives Review the organization's objectives for quality and process performance Identify the quality and process performance needs and priorities of the customer, end users, and other relevant stakeholders Identify how process performance is to be measured Define and document measurable quality and process-performance objectives for the project Derive interim objectives for each life-cycle phase, as appropriate, to monitor progress toward achieving the project’s objectives Resolve conflicts among the project’s quality and process-performance objectives (e.g., if one objective cannot be achieved without compromising another objective) Establish traceability to the project’s quality and process-performance objectives from their sources Define and negotiate quality and process-performance objectives for suppliers Revise the project’s quality and process-performance objectives as necessary SP 1.2-1 Compose the Defined Process Establish the criteria to use in identifying which subprocesses are valid candidates for use Determine whether the subprocesses that are to be statistically managed, and that were obtained from the organizational process assets, are suitable for statistical management Analyze the interaction of subprocesses to understand the relationships among the subprocesses and the measured attributes of the subprocesses Identify the risk when no subprocess is available that is known to be capable of satisfying the quality and process-performance objectives (i.e., no capable subprocess is available or the capability of the subprocess is not known) SP 1.3-1 Select the Subprocesses that Will Be Statistically Managed Identify which of the quality and process-performance objectives of the project will be statistically managed Identify the criteria to be used in selecting the subprocesses that are the main contributors to achieving the identified quality and process-performance objectives and for which predictable performance is important Select the subprocesses that will be statistically managed using the selection criteria Identify the product and process attributes of the selected subprocesses that will be measured and controlled SP 1.4-1 Manage Project Performance Periodically review the performance of each subprocess and the capability of each subprocess selected to be statistically managed, to appraise progress toward achieving the project’s quality and process-performance objectives Periodically review the actual results achieved against the established interim objectives for each phase of the project life cycle to appraise progress toward achieving the project’s quality and process-performance objectives Track suppliers' results for achieving their quality and process-performance objectives Use process performance models calibrated with obtained measures of critical attributes to estimate progress toward achieving the project’s quality and process-performance objectives. Process performance models are used to estimate progress toward achieving objectives that cannot be measured until a future phase in the project life cycle. An example is the use of process performance models to predict the latent defects in the delivered product using interim measures of defects identified during peer reviews Identify and manage the risks associated with achieving the project’s quality and process-performance objectives Determine and document actions needed to address the deficiencies in achieving the project’s quality and process-performance objectives SG 2 Statistically Manage Subprocess Performance SP 2.1-1 Select Measures and Analytic Techniques Identify common measures from the organizational process assets that support statistical management Identify additional measures that may be needed for this instance to cover critical product and process attributes of the selected subprocesses Identify the measures that are appropriate for statistical management Specify the operational definitions of the measures, their collection points in the subprocesses, and how the integrity of the measures will be determined Analyze the relationship of the identified measures to the organization’s and project’s objectives, and derive objectives that state specific target measures or ranges to be met for each measured attribute of each selected subprocess Instrument the organizational support environment to support collection, derivation, and analysis of statistical measures Identify the appropriate statistical analysis techniques that are expected to be useful in statistically managing the selected subprocesses Revise the measures and statistical analysis techniques as necessary SP 2.2-1 Apply Statistical Methods to Understand Variation Establish trial natural bounds for subprocesses having suitable historical performance data Collect data, as defined by the selected measures, on the subprocesses as they execute Calculate the natural bounds of process performance for each measured attribute Identify special causes of variation Analyze the special cause of process variation to determine the reasons the anomaly occurred Determine what corrective action should be taken when special causes of variation are identified Recalculate the natural bounds for each measured attribute of the selected subprocesses as necessary SP 2.3-1 Monitor Performance of the Selected Subprocesses Compare the quality and process-performance objectives to the natural bounds of the measured attribute Monitor changes in quality and process-performance objectives and selected subprocess’ process capability Identify and document subprocess capability deficiencies Determine and document actions needed to address subprocess capability deficiencies SP 2.4-1 Record Statistical Management Data GG 1 Achieve Specific Goals GP 1.1 Perform Base Practices GG 2 Institutionalize a Managed Process GP 2.1 Establish an Organizational Policy GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.5 Train People GP 2.6 Manage Configurations GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management GG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information GG 4 Institutionalize a Quantitatively Managed Process GP 4.1 Establish Quantitative Objectives for the Process GP 4.2 Stabilize Subprocess Performance GG 5 Institutionalize an Optimizing Process GP 5.1 Ensure Continuous Process Improvement GP 5.2 Correct Root Causes of Problems