Project Planning, and Project Monitoring and Control are among the process areas of CMMI® Level 2. The purpose of Project Planning is to establish and maintain plans that define project activities. The purpose of Project Monitoring and Control is to provide adequate visibility into actual progress so that management can take effective actions when the software project’s performance deviates significantly from the plan. Utilizing these two processes as major source of reference, this work provides step-by-step guidance and information on implementing the project management processes on projects.
This set of goals that will be satisfied by performing this process
· Goal 1: Project activities and commitments are planned and documented.
· Goal 2: Software estimates are documented for use in planning and monitoring the project.
· Goal 3: Affected groups and individuals agree to their commitments related to the project.
· Goal 4: Actual results and performance are tracked against the project plans and analysis to variances is done.
· Goal 5: Corrective actions are taken and managed to closure when actual results and performance significantly deviate from the plans.
· Goal 6: The affected groups and individuals agree to changes to the project’s commitments.
· Goal 7: Project experience are collected and documented for future projects estimations.
This is the set of polices that guide this process.
· The documented and agreed proposal and/or signed contract shall be treated as the statement of work and used as a basis for planning. The Project Manager shall use all available data to perform estimation and planning activities.
· The Project Manager shall be responsible for planning the project.
· The Project Manager shall negotiate commitments with the customer and affected groups in the organization.
· The project management plan shall contain detail required for effective execution of the plan and for monitoring and control. The plan shall be compatible with the project's process.
· The project management plan shall be reviewed by management and relevant stakeholders. It shall also be reviewed for consistency with other project related plans.
· Affected groups review the software project’s:
a. software size estimates;
b. effort and cost estimates;
d. other commitments.
· The Project Manager shall initiate all activities identified in the Project Management Plan, including assigning work to team members and coordinating with persons and groups within and outside the project as required.
· The Project Manager shall monitor project progress with respect to the Project Management Plan. The gathered information shall be reported/ and/or shared with relevant stakeholders.
· The Project Manager shall monitor project progress with respect to the project management plan. The gathered information shall be reported and/or shared with relevant stakeholders.
· The Project Manager is kept informed of the software project’s status and issues.
· The Project Manager shall identify issues that need to be addressed by corrective actions.
· Corrective actions shall be planned and executed with the involvement of relevant stakeholders and shall be tracked to closure.
· Corrective actions are taken when the project results significantly deviate from the project plan, either by adjusting performance or by adjusting the plan.
· Changes to the project’s commitments are made with the involvement and agreement of the affected groups.
· Senior management reviews all software project commitment changes and all software project commitments made to individuals and groups external to the organization.
· A project closure report shall be prepared at the completion of the project and/or at the end of each phase.
The process is broken down into seven constituent process elements (procedures) to the detail needed to understand and describe the process. Each of these procedures is described in detail later in this chapter.
The purpose of this procedure is to initiate the project and identify the higher level of information needed for the project management plan based on the information provided from the Statement Of Work (SOW) document or any other equivalent documentation from the pre-sales phase. In this phase, the standards by which project’s work products are to be developed will be identified, the Life Cycle Model (LCM) for software development and the tools to be used on the project will be identified also.
The purpose of this procedure is to identify project estimates including size, effort, and cost. These estimates are used to develop and define project’s schedule, project’s team organization and non-human resources.
The purpose of this procedure is to identify project’s risks, assess and assign priority to each risk and finally plan for mitigation and contingencies.
The purpose of this procedure is to consolidate the project master plan with product development plan, quality assurance plan, and configuration management plan, peer reviewing plan and estimation data. After the consolidation, the procedure defines the tracking activities during project execution and the responsibilities and assignments for those activities. Obtaining commitment from project team and senior management is important as well as the project plan itself. These commitments are taken from all relevant stakeholders in this procedure.
The purpose of this procedure is to monitor, collect and analyze all project data. The aim of the monitoring activities is to determine whether the project is on track or not, take corrective actions when the project deviates significantly from the Project Management Plan and finally, communicate the project status with management, team and customer.
The purpose of the project closure procedure is to ensure a graceful exit for the project, collect closure acceptance from customer, discuss closure conditions content with project team and senior, and record the experience gained in practice in order to guide the enactment of other projects in he future. The project closure procedure may involve data analysis to suggest process improvements and lesson learnt.
List of assumptions that will be used during performing this process and any associated constrains.
· Project Manager assigned by the organization.
· Planning and re-planning are timely and the project is managed according to the Project Management Plan (PMP).
· People at all levels participate in planning and re-planning of their work.
· Roles and reporting relationships are clear.
· Managers are experienced and trained.
· Project team members are aware of their status versus plan.
· Project team members including project manager are trained on project management processes and used appropriately.
The set of risks which may impact the implementation of the process are that assumptions which are not valid. In addition, the following list shows the most expected risks:
· Project Manager do not have past experience in project management.
· Un-specified Project Goal
· Lack of resources to execute project plans.
· Lack of management support
· Contract contains a lot of issues and constraints
· Lack of top management or Senior Manager Commitment to supply resources.
· Improper definition of roles and responsibilities in the organization and project charters.
· Unrealistic Commitments taken during pre-sales activities
· Improper implementation of the related process
· The Project Management Process will plan, monitor, control and measure all activities in the Product Development Process.
· The Peer Review Process will provide a clear methodology for reviewing all critical artifacts during the performing of the process.
· The Quality Assurance Process will audit all critical process’s activities and work products.
· The Configuration Management Process will provide the infrastructure for performing all the activities. In addition, it will provide a consistent change management cycle for all changes.