Tuesday, May 22, 2007

Supplier Agreement Management:Specific Practices by Goal SG2

Satisfy Supplier Agreements

Agreements with the suppliers are satisfied by both the project and the supplier.

SP 2.1 Review COTS Products
Review candidate COTS products to ensure they satisfy the specified requirements that are covered under a supplier agreement.
In the event that COTS products are desired, care in evaluating and selecting these products and the vendor may be critical to the project.
For Supplier Sourcing
Integral to the selection decision are proprietary issues and the availability of the products.
Typical Work Products
1. Trade studies
2. Price lists
3. Evaluation criteria
4. Supplier performance reports
5. Reviews of COTS products
Subpractices
1. Develop criteria for evaluating COTS products.
2. Evaluate candidate COTS products against the associated requirements and criteria.
These requirements address the following:
· Functionality, performance, quality, and reliability · Terms and conditions of warranties for the products
· Risk
· Suppliers' responsibilities for ongoing maintenance and support of the products

3. Evaluate the impact of candidate COTS products on the project's plans and commitments.
Evaluate according to the following:
· Cost of the COTS products
· Cost and effort to incorporate the COTS products into the project
· Security requirements
· Benefits and impacts that may result from future product releases. Future product releases may provide additional features that support planned or anticipated enhancements for the project, but may also result in the supplier withdrawing support of the version for the product that is acquired by the project.
4. Assess the suppliers' performance and ability to deliver.
5. Identify risks associated with the selected COTS product and the supplier agreement.
6. Select the COTS product to be acquired.
In some cases, selection of COTS products may require a supplier agreement in addition to the agreements in the product’s license.
Examples of agreements with COTS suppliers include the following:
· Discounts for large quantity purchases
· Coverage of relevant stakeholders under the licensing agreement, including project suppliers, team members, and the project’s customer
· Plans for future enhancements
· On-site support, such as responses to queries and problem reports
· Additional capabilities that are not in the product
· Maintenance support, including support after the product is withdrawn from general availability
7. Plan for the maintenance of the COTS product.


SP 2.2 Execute the Supplier Agreement
Perform activities with the supplier as specified in the supplier agreement.
Typical Work Products
1. Supplier progress reports and performance measures
2. Supplier review materials and reports
3. Action items tracked to closure

4. Documentation of product and document deliveries
Subpractices
1. Monitor supplier progress and performance (schedule, effort, cost,and technical performance) as defined in the supplier agreement.
2. Monitor selected supplier processes and take corrective action when necessary.
Examples of processes to be monitored are quality assurance and configuration management.
3. Conduct reviews with the supplier as specified in the supplier agreement.
Reviews cover both formal and informal reviews and include the following steps:
· Preparing for the review
· Ensuring that relevant stakeholders participate
· Conducting the review
· Identifying, documenting, and tracking all action items to closure
· Preparing and distributing to the relevant stakeholders a summary report of the review

4. Conduct technical reviews with the supplier as defined in the supplier agreement.
Technical reviews typically include the following:
· Providing the supplier with visibility into the needs and desires of the project’s customers and end users, as appropriate
· Reviewing the supplier's technical activities and verifying that the supplier’s interpretation and implementation of the requirements are consistent with the project’s interpretation

· Ensuring that technical commitments are being met and that technical issues are communicated and resolved in a timely manner
· Obtaining technical information about the supplier’s products
· Providing appropriate technical information and support to the supplier
5. Conduct management reviews with the supplier as defined in the supplier agreement.
Management reviews typically include the following:
· Reviewing critical dependencies
· Reviewing project risks involving the supplier
· Reviewing schedule and budget
Technical and management reviews may be coordinated and held jointly.
6. Use the results of reviews to improve the supplier's performance and to establish and nurture long-term relationships with preferred suppliers.
7. Monitor risks involving the supplier and take corrective action as necessary.
8. Revise the supplier agreement and project plans and schedules as necessary.


SP 2.3 Accept the Acquired Product
Ensure that the supplier agreement is satisfied before accepting the acquired product. Acceptance reviews and tests and configuration audits should be completed before accepting the product as defined in the supplier agreement.

Typical Work Products
1. Acceptance test procedures
2. Acceptance test results
3. Discrepancy reports or corrective action plans
Subpractices
1. Define the acceptance procedures.
2. Review and obtain agreement with relevant stakeholders on the acceptance procedures before the acceptance review or test.
3. Verify that the acquired products satisfy their requirements.
4. Confirm that the nontechnical commitments associated with the acquired work product are satisfied.
This may include confirming that the appropriate license, warranty, ownership,usage, and support or maintenance agreements are in place and that all supporting materials are received.
5. Document the results of the acceptance review or test.
6. Establish and obtain supplier agreement on an action plan for any acquired work products that do not pass their acceptance review or test.
7. Identify, document, and track action items to closure.
SP 2.4 Transition Products
Transition the acquired products from the supplier to the project.
Before the acquired product is transferred to the project for integration,appropriate planning and evaluation should occur to ensure a smooth transition.
Typical Work Products
1. Transition plans
2. Training reports

3. Support and maintenance reports
Subpractices
1. Ensure that there are appropriate facilities to receive, store, use,and maintain the acquired products.
2. Ensure that appropriate training is provided for those involved in receiving, storing, using, and maintaining the acquired products.
3. 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 2 Institutionalize a Managed Process
The process is institutionalized as a managed process.

Commitment to Perform
GP 2.1 (CO 1) Establish an Organizational Policy
Establish and maintain an organizational policy for planning and performing the supplier agreement management process.
Elaboration:
This policy establishes organizational expectations for establishing,
maintaining, and satisfying supplier agreements.

Ability to Perform
GP 2.2 (AB 1) Plan the Process
Establish and maintain the plan for performing the supplier agreement management process.

Elaboration:
Typically, portions of this plan for performing the supplier agreement management process are a part of the project plan. Often, however, some portions of the plan reside outside of the project with an independent group, such as contract management.

GP 2.3 (AB 2) Provide Resources
Provide adequate resources for performing the supplier agreement management process, developing the work products, and providing the services of the process.


Elaboration:
Examples of resources provided include the following tools:
· Preferred supplier lists
· Requirements tracking programs
· Project management and scheduling programs


GP 2.4 (AB 3) Assign Responsibility
Assign responsibility and authority for performing the process,developing the work products, and providing the services of the supplier agreement management process.


GP 2.5 (AB 4) Train People
Train the people performing or supporting the supplier agreement management process as needed.


Elaboration:
Examples of training topics include the following:
· Regulations and business practices related to negotiating and working with suppliers
· Acquisition planning and preparation
· COTS products acquisition
· Supplier evaluation and selection
· Negotiation and conflict resolution
· Supplier management
· Testing and transitioning of acquired products
· Receiving, storing, using, and maintaining acquired products

Directing Implementation
GP 2.6 (DI 1) Manage Configurations
Place designated work products of the supplier agreement management process under appropriate levels of configuration management.


Elaboration:
Examples of work products placed under configuration management include the following:
· Statements of work
· Supplier agreements
· Memoranda of agreement
· Subcontracts
· Preferred supplier lists


GP 2.7 (DI 2) Identify and Involve Relevant Stakeholders
Identify and involve the relevant stakeholders of the supplier agreement management process as planned.


Elaboration:
Examples of activities for stakeholder involvement include the following:

· Establishing criteria for evaluation of potential suppliers
· Reviewing potential suppliers
· Establishing supplier agreements
· Resolving issues with suppliers
· Reviewing supplier performance

GP 2.8 (DI 3) Monitor and Control the Process
Monitor and control the supplier agreement management process against the plan for performing the process and take appropriate corrective action.
Elaboration:
Examples of measures used in monitoring and controlling include the following:
· Number of changes made to the requirements for the supplier
· Cost and schedule variance per supplier agreement
Verifying Implementation
GP 2.9 (VE 1) Objectively Evaluate Adherence
Objectively evaluate adherence of the supplier agreement management process against its process description, standards, and procedures, and address noncompliance.
Elaboration:
Examples of activities reviewed include the following:
· Establishing and maintaining supplier agreements
· Satisfying supplier agreements

Examples of work products reviewed include the following:
· Plan for Supplier Agreement Management
· Supplier agreements


GP 2.10 (VE 2) Review Status with Higher Level Management
Review the activities, status, and results of the supplier agreement management process with higher level management and resolve issues.
(The following goal is not required and its practices are not expected for a maturity level 2 rating, but are required for a maturity level 3 rating and above.)
GG 3 Institutionalize a Defined Process
The process is institutionalized as a defined process.
GP 3.1 Establish a Defined Process
Establish and maintain the description of a defined supplier agreement management process.
GP 3.2 Collect Improvement Information
Collect work products, measures, measurement results, and improvement information derived from planning and performing the supplier agreement management process to support the future use and improvement of the organization’s processes and process assets.

Monday, May 14, 2007

Supplier Agreement Management:Specific Practices by Goal SG1

Establish Supplier Agreements
Agreements with the suppliers are established and maintained.


SP 1.1 Determine Acquisition Type
Determine the type of acquisition for each product or product component to be acquired.

There are many different types of acquisition that can be used to acquire products and product components that will be used by the project.
Examples of types of acquisition include the following:

· Purchasing commercial off-the-shelf (COTS) products
· Obtaining products through a contractual agreement
· Obtaining products from an in-house vendor
· Obtaining products from the customer
· Combining some of the above (e.g., contracting for a modification to a COTS
product or having another part of the business enterprise co-develop products
with an external supplier)


Typical Work Products
1. List of the acquisition types that will be used for all products and product components to be acquired

SP 1.2 Select Suppliers
Select suppliers based on an evaluation of their ability to meet the specified requirements and established criteria.Criteria should be established to address factors that are important to the project.


Examples of factors include the following:
· Geographical location of the supplier
· Supplier’s performance records on similar work
· Engineering capabilities
· Staff and facilities available to perform the work
· Prior experience in similar applications


Typical Work Products
1. List of candidate suppliers
2. Preferred supplier list
3. Rationale for selection of suppliers
4. Advantages and disadvantages of candidate suppliers
5. Evaluation criteria
6. Solicitation materials and requirements

Subpractices
1. Establish and document criteria for evaluating potential suppliers.
2. Identify potential suppliers and distribute solicitation material and requirements to them.
3. Evaluate proposals according to evaluation criteria.
4. Evaluate risks associated with each proposed supplier.
5. Evaluate proposed suppliers' ability to perform the work.


Examples of methods to evaluate the proposed supplier’s ability to perform the work include the following:
· Evaluation of prior experience in similar applications
· Evaluation of prior performance on similar work
· Evaluation of management capabilities
· Capability evaluations
· Evaluation of staff available to perform the work
· Evaluation of available facilities and resources
· Evaluation of the project’s ability to work with the proposed supplier


6. Select the supplier.

SP 1.3 Establish Supplier Agreements
Establish and maintain formal agreements with the supplier.

For Integrated Product and Process Development
When integrated teams are formed, team membership should be negotiated with suppliers and incorporated into the agreement. The agreement should identify any integrated decision making, reporting requirements (business and technical), and trade studies requiring supplier involvement.The supplier efforts should be orchestrated to support the IPPD efforts undertaken by the acquirer. A formal agreement is any legal agreement between the organization (representing the project) and the supplier. This agreement may be a
contract, a license, or a memorandum of agreement.

Typical Work Products
1. Statements of work
2. Contracts
3. Memoranda of agreement
4. Licensing agreement

Subpractices
1. Revise the requirements to be fulfilled by the supplier to reflect negotiations with the supplier when necessary.
2. Document what the project will provide to the supplier.
Include the following:
· Project-furnished facilities
· Documentation
· Services
3. Document the supplier agreement.
The supplier agreement should include a statement of work, a specification, terms and conditions, a list of deliverables, a schedule, a budget, and a defined acceptance process.

This subpractice typically includes the following:
· Establishing the statement of work, specification, terms and conditions, list of deliverables, schedule, budget, and acceptance process
· Identifying who from the project and supplier are responsible and authorized to make changes to the supplier agreement
· Identifying how requirements changes and changes to the supplier agreement are determined, communicated, and addressed
· Identifying standards and procedures that will be followed
· Identifying critical dependencies between the project and the supplier
· Identifying the type and depth of project oversight of the supplier, procedures, and evaluation criteria to be used in monitoring supplier performance
· Identifying the types of reviews that will be conducted with the supplier
· Identifying the supplier’s responsibilities for ongoing maintenance and support of the acquired products
· Identifying warranty, ownership, and usage rights for the acquired products
· Identifying acceptance criteria
4. Ensure all parties to the agreement understand and agree to all requirements before implementing the agreement.
5. Revise the supplier agreement as necessary.
6. Revise the project’s plans and commitments as necessary to reflect the supplier agreement.

Tuesday, May 8, 2007

Supplier Agreement Management: CMMI Maturity Level 2

Purpose
The purpose of Supplier Agreement Management is to manage the acquisition of products from suppliers for which there exists a formal agreement.

Introductory Notes
The Supplier Agreement Management process area involves thefollowing:
Determining the type of acquisition that will be used for theproducts to be acquired
· Selecting suppliers
· Establishing and maintaining agreements with suppliers
· Executing the supplier agreement
· Accepting delivery of acquired products
· Transitioning acquired products to the project

This process area primarily applies to the acquisition of products andproduct components that are delivered to the project’s customer. To minimize risks to the project, this process area may also be applied to the acquisition of significant products and product components not delivered to the project’s customer (for example, development tools andtest environments). This process area does not directly address arrangements in which thesupplier is integrated into the project team (for example, integrated product teams). Typically, these situations are handled by other processes or functions, possibly external to the project, though some ofthe specific practices of this process area may be useful in managingthe formal agreement with such a supplier. Suppliers may take many forms depending on business needs,including in-house vendors (i.e., vendors that are in the sameorganization but are external to the project), fabrication capabilities andlaboratories, and commercial vendors.

A formal agreement is any legal agreement between the organization(representing the project) and the supplier. This agreement may be acontract, a license, or a memorandum of agreement. The acquiredproduct is delivered to the project from the supplier and becomes part ofthe products delivered to the customer.

Specific and Generic Goals
SG 1 Establish Supplier Agreements
Agreements with the suppliers are established and maintained.
SG 2 Satisfy Supplier Agreements
Agreements with the suppliers are satisfied by both the project and the supplier.
GG 2 Institutionalize a Managed Process
The process is institutionalized as a managed process.
(The following goal is not required for maturity level 2, but required for maturity level 3 andabove.)
GG 3 Institutionalize a Defined Process
The process is institutionalized as a defined process.

Practice-to-Goal Relationship Table
SG 1 Establish Supplier Agreements
SP 1.1 Determine Acquisition Type
SP 1.2 Select Suppliers
SP 1.3 Establish Supplier Agreements

SG 2 Satisfy Supplier Agreements
SP 2.1 Review COTS Products
SP 2.2 Execute the Supplier Agreement
SP 2.3 Accept the Acquired Product
SP 2.4 Transition Products

GG 2 Institutionalize a Managed Process
GP 2.1 (CO 1) Establish an Organizational Policy
GP 2.2 (AB 1) Plan the Process
GP 2.3 (AB 2) Provide Resources
GP 2.4 (AB 3) Assign Responsibility
GP 2.5 (AB 4) Train People
GP 2.6 (DI 1) Manage Configurations
GP 2.7 (DI 2) Identify and Involve Relevant Stakeholders
GP 2.8 (DI 3) Monitor and Control the Process
GP 2.9 (VE 1) Objectively Evaluate Adherence
GP 2.10 (VE 2) Review Status with Higher Level Management(The following goal is not required and its practices are not expected for a maturity level 2 rating,but are required and expected for a maturity level 3 rating and above.)

GG 3 Institutionalize a Defined Process
GP 3.1 Establish a Defined Process
GP 3.2 Collect Improvement Information

Thursday, May 3, 2007

Project Monitoring and Control: Specifc Practice By Goal SG2

SG 2 Manage Corrective Action to Closure
Corrective actions are managed to closure when the project's performance or results deviate significantly from the plan.


SP 2.1 Analyze Issues
Collect and analyze the issues and determine the corrective actions necessary to address the issues.

Typical Work Products
1. List of issues needing corrective actions

Subpractices
1. Gather issues for analysis.
Issues are collected from reviews and the execution of other processes.

Examples of issues to be gathered include:
· Issues discovered through performing verification and validation activities
· Significant deviations in the project planning parameters from the estimates in the project plan
· Commitments (either internal or external) that have not been satisfied
· Significant changes in risk status
· Data access, collection, privacy, or security issues
· Stakeholder representation or involvement issues


2. Analyze issues to determine need for corrective action.
Corrective action is required when the issue, if left unresolved, may prevent the project from meeting its objectives.

SP 2.2 Take Corrective Action
Take corrective action on identified issues.

Typical Work Products
1. Corrective action plan

Subpractices
1. Determine and document the appropriate actions needed to address the identified issues.

Examples of potential actions include the following:
· Modifying the statement of work
· Modifying requirements
· Revising estimates and plans
· Renegotiating commitments
· Adding resources
· Changing processes
· Revising project risks


2. Review and get agreement with relevant stakeholders on the actions to be taken.
3. Negotiate changes to internal and external commitments.

SP 2.3 Manage Corrective Action
Manage corrective actions to closure.


Typical Work Products
1. Corrective action results

Subpractices
1. Monitor corrective actions for completion.
2. Analyze results of corrective actions to determine the effectiveness of the corrective actions.
3. Determine and document appropriate actions to correct deviations from planned results for corrective actions.
Lessons learned as a result of taking corrective action can be inputs to planning and risk management processes.

GG 2 Institutionalize a Managed Process
The process is institutionalized as a managed process.

Commitment to Perform
GP 2.1 (CO 1) Establish an Organizational Policy
Establish and maintain an organizational policy for planning and performing the project monitoring and control process.

Elaboration:
This policy establishes organizational expectations for monitoring performance against the project plan and managing corrective action to closure when actual performance or results deviate significantly from
the plan.


Ability to Perform:
GP 2.2 (AB 1) Plan the Process
Establish and maintain the plan for performing the project monitoring and control process.


Elaboration:
This plan for performing the project monitoring and control process is typically a part of the project plan, as described in the Project Planning process area.

GP 2.3 (AB 2) Provide Resources
Provide adequate resources for performing the project monitoring and control process, developing the work products, and providing the services of the process.

Elaboration:
Examples of resources provided include the following tools:
· Cost tracking systems
· Effort reporting systems
· Action-item-tracking systems
· Project management and scheduling programs

GP 2.4 (AB 3) 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.

GP 2.5 (AB 4) Train People
Train the people performing or supporting the project monitoring and control process as needed. [GP107]


Elaboration:
Examples of training topics include the following:

· Monitoring and control of projects
· Risk management
· Data management


Directing Implementation
GP 2.6 (DI 1) Manage Configurations
Place designated work products of the project monitoring and control process under appropriate levels of configuration management.

GP 2.7 (DI 2) Identify and Involve Relevant Stakeholders
Identify and involve the relevant stakeholders of the project monitoring and control process as planned.

Elaboration:
This generic practice is different from monitoring stakeholder interaction for the project, which is covered by a specific practice in this process area.

Examples of activities for stakeholder involvement include the following:
· Assessing the project against the plan
· Reviewing commitments and resolving issues
· Reviewing project risks
· Reviewing data management activities
· Reviewing project progress
· Managing corrective actions to closure

GP 2.8 (DI 3) 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.


Elaboration:
Examples of measures used in monitoring and controlling include the following:
· Number of open and closed corrective actions
· Project milestone dates (e.g., planned versus actual and slipped milestones)
· Number and types of reviews performed
· Review schedule (planned versus actual and slipped target dates)


Verifying Implementation
GP 2.9 (VE 1) Objectively Evaluate Adherence
Objectively evaluate adherence of the project monitoring and control process against its process description, standards, and procedures, and address noncompliance.

Elaboration:
Examples of activities reviewed include the following:
· Monitoring project performance against the project plan
· Managing corrective actions to closure

Examples of work products reviewed include the following:
· Records of project performance
· Project review results

GP 2.10 (VE 2) 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.
(The following goal is not required and its practices are not expected for a maturity level 2 rating,
but are required for a maturity level 3 rating and above.)

GG 3 Institutionalize a Defined Process
The process is institutionalized as a defined process.


GP 3.1 Establish a Defined Process
Establish and maintain the description of a defined project monitoring and control process.


GP 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.

Wednesday, May 2, 2007

Project Monitoring and Control: Specifc Practices By Goal SG1

SG 1 Monitor Project Against Plan
Actual performance and progress of the project are monitored against the project plan.

SP 1.1 Monitor Project Planning Parameters
Monitor the actual values of the project planning parameters against the project plan. Project planning parameters constitute typical indicators of project progress and performance and include attributes of work products and tasks, cost, effort, and schedule. Attributes of the work products and tasks include such items as size, complexity, weight, form, fit, or function. Monitoring typically involves measuring the actual values of project planning parameters, comparing actual values to the estimates in the plan, and identifying significant deviations. Recording actual values ofthe project planning parameters includes recording associated contextual information to help understand the measures. An analysis of the impact that significant deviations have on determining what corrective actions to take is handled in the second specific goal and its specific practices in this process area.

Typical Work Products
1. Records of project performance
2. Records of significant deviations

Subpractices
1. Monitor progress against the schedule.
Progress monitoring typically includes the following:
· 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

2. Monitor the project's cost and expended effort.
Effort and cost monitoring typically includes the following:
· Periodically measuring the actual effort and cost expended and staff assigned
· Comparing actual effort, costs, staffing, and training to the estimates and budgetsdocumented in the project plan
· Identifying significant deviations from the budgets in the project plan

3. Monitor the attributes of the work products and tasks.Monitoring the attributes of the work products and tasks typically includes thefollowing:
· 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 changesto the attributes) to the estimates documented in the project plan
· Identifying significant deviations from the estimates in the project plan

4. Monitor resources provided and used.

For Software Engineering
Examples of software-engineering resources include the following:
· Host computers and peripherals
· Networks
· Software test computers and peripherals
· Target computer environment software
· Software-engineering environment (e.g., software tools)


SP 1.2 Monitor Commitments
Monitor commitments against those identified in the project plan.

Typical Work Products
1. Records of commitment reviews

Subpractices
1. Regularly review commitments (both external and internal).
2. Identify commitments that have not been satisfied or which are atsignificant risk of not being satisfied.
3. Document the results of the commitment reviews.

SP 1.3 Monitor Project Risks
Monitor risks against those identified in the project plan.

Typical Work Products
1. Records of project risk monitoring

Subpractices
1. Periodically review the documentation of the risks in the context ofthe project’s current status and circumstances.
2. Revise the documentation of the risks, as additional informationbecomes available, to incorporate changes. 3. Communicate risk status to relevant stakeholders.

Examples of risk status include the following:
· A change in the probability that the risk occurs
· A change in risk priority

SP 1.4 Monitor Data Management
Monitor the management of project data against the project plan.Once the plans for the management of project data are made, themanagement of that data must be monitored to ensure that those plans are accomplished.

Typical Work Products
1. Records of data management

Subpractices
1. Periodically review data management activities against theirdescription in the project plan.

2. Identify and document significant issues and their impacts.

3. Document the results of data management activity reviews.

SP 1.5 Monitor Stakeholder Involvement
Monitor stakeholder involvement against the project plan.
Once the stakeholders are identified and the extent of their involvementwithin the project is specified in project planning, that involvement mustbe monitored to ensure that the appropriate interactions are occurring.

Typical Work Products
1. Records of stakeholder involvement

Subpractices
1. Periodically review the status of stakeholder involvement.
2. Identify and document significant issues and their impacts.
3. Document the results of the stakeholder involvement statusreviews.

SP 1.6 Conduct Progress Reviews
Periodically review the project's progress, performance, andissues. Progress reviews are reviews on the project to keep stakeholdersinformed. These project reviews can be informal reviews and may notbe specified explicitly in the project plans.

Examples of these reviews include the following:
· Reviews with staff
· Reviews with project engineers and support
· Reviews with management

For Supplier Sourcing
Examples of these reviews also include the following:
· Reviews with key suppliers

Typical Work Products
1. Documented project review results

Subpractices
1. Regularly communicate status on assigned activities and workproducts to relevant stakeholders. Managers, staff members, customers, end users, suppliers, and other relevantstakeholders within the organization are included in the reviews as appropriate.

2. Review the results of collecting and analyzing measures forcontrolling the project.

3. Identify and document significant issues and deviations from theplan.

4. Document change requests and problems identified in any of thework products and processes.

5. Document the results of the reviews.

6. Track change requests and problem reports to closure.

SP 1.7 Conduct Milestone Reviews
Review the accomplishments and results of the project at selectedproject milestones. Milestone reviews are planned during project planning and are typicallyformal reviews.

Typical Work Products
1. Documented milestone review results

Subpractices
1. Conduct reviews at meaningful points in the project's schedule,such as the completion of selected stages, with relevant stakeholders. Managers, staff members, customers, end users, suppliers, and other relevantstakeholders within the organization are included in the milestone reviews asappropriate.

2. Review the commitments, plan, status, and risks of the project.

3. Identify and document significant issues and their impacts.

4. Document the results of the review, action items, and decisions.

5. Track action items to closure.

Project Monitoring and Control: CMMI Maturity Level 2

Purpose:
The purpose of Project Monitoring and Control is to provide anunderstanding of the project’s progress so that appropriate correctiveactions can be taken when the project’s performance deviatessignificantly from the plan.

Introductory Notes:
A project's documented plan is the basis for monitoring activities,communicating status, and taking corrective action. Progress isprimarily determined by comparing actual work product and taskattributes, effort, cost, and schedule to the plan at prescribedmilestones or control levels within the project schedule or workbreakdown structure. Appropriate visibility enables timely correctiveaction to be taken when performance deviates significantly from theplan. A deviation is significant if, when left unresolved, it precludes theproject from meeting its objectives.
The term “project plan” is used throughout these practices to refer to theoverall plan for controlling the project.
When actual status deviates significantly from the expected values,corrective actions are taken as appropriate. These actions may requirere-planning, which may include revising the original plan, establishingnew agreements, or including additional mitigation activities within thecurrent plan.

Specific and Generic Goals:
SG 1 Monitor Project Against Plan
Actual performance and progress of the project are monitored against theproject plan.
SG 2 Manage Corrective Action to Closure
Corrective actions are managed to closure when the project's performance orresults deviate significantly from the plan.
GG 2 Institutionalize a Managed Process
The process is institutionalized as a managed process.(The following goal is not required for maturity level 2, but required for maturity level 3 andabove.)
GG 3 Institutionalize a Defined Process
The process is institutionalized as a defined process.

Practice-to-Goal Relationship Table
SG 1 Monitor Project Against Plan
SP 1.1 Monitor Project Planning Parameters
SP 1.2 Monitor Commitments
SP 1.3 Monitor Project Risks
SP 1.4 Monitor Data Management
SP 1.5 Monitor Stakeholder Involvement
SP 1.6 Conduct Progress Reviews
SP 1.7 Conduct Milestone Reviews

SG 2 Manage Corrective Action to Closure
SP 2.1 Analyze Issues
SP 2.2 Take Corrective Action
SP 2.3 Manage Corrective Action
GG 2 Institutionalize a Managed Process
GP 2.1 (CO 1) Establish an Organizational Policy
GP 2.2 (AB 1) Plan the Process
GP 2.3 (AB 2) Provide Resources
GP 2.4 (AB 3) Assign Responsibility
GP 2.5 (AB 4) Train People
GP 2.6 (DI 1) Manage Configurations
GP 2.7 (DI 2) Identify and Involve Relevant Stakeholders
GP 2.8 (DI 3) Monitor and Control the Process
GP 2.9 (VE 1) Objectively Evaluate Adherence
GP 2.10 (VE 2) Review Status with Higher Level Management(The following goal is not required and its practices are not expected for a maturity level 2 rating,but are required and expected for a maturity level 3 rating and above.)
GG 3 Institutionalize a Defined Process
GP 3.1 Establish a Defined Process
GP 3.2 Collect Improvement Information