9780132333054

Use CMMI to Improve Project Management Efficiency, Effectiveness, and Accountability The Capability Maturity Model Integration (CMMI) Maturity Level 2 offers you powerful, end-to-end tools for improving project management effectiveness, efficiency, and accountability throughout your organization. InProject Management Success with CMMI ,author James Persse demonstrates exactly how to apply CMMI Level 2 to virtually any project, program, or process. User friendly, concise, and easy to follow, this book helps you implement all seven CMMI Level 2 process areas; customize CMMI for your unique projects and organization; and achieve powerful, quantifiable results. Persse takes a practical approach to the business and operational needs of project management, carefully linking the realities of business and technical projects with CMMI's recommendations. Drawing on his unsurpassed CMMI field experience, Persse presents case studies, anecdotes, and example artifacts--all designed to illuminate whatworksand whatdoesn't. Persse introduces the substance and intention of all seven CMMI Level 2 process areas. For each area, he shows how to define goals, implement best practices, understand issues of sizing and scope, and avoid pitfalls and misinterpretations. This book is also the first to explain how CMMI can integrate with the tools and skills of the Project Management Institute's Project Management Body of Knowledge, improving the effectiveness of both. Coverage includes Understanding project management as value management Planning projects and structuring expectations Monitoring and controlling projects Managing requirements, configurations, and supplier agreements Implementing effective measurement and analysis Assuring process and product quality Understanding and using CMMI appraisal processes Project Management Success with CMMI is an invaluable resource for anyone responsible for managing projects, programs, or processes--including those who are new to CMMI and project management. The book's companion Web site contains an extensive library of downloadable CMMI project management resources.

James Persse, managing partner of Altair Solutions, Inc.

Preface	p. xv
Acknowledgments	p. xix
About the Author	p. xxi
Introduction	p. 1
Project Management as Value Management	p. 4
Visible Management through Process	p. 7
Project Management Success through Process	p. 13
The Capability Maturity Model-A Process Improvement Framework	p. 14
CMMI Is Not a Process Program	p. 15
A Framework of Integrated Constellations	p. 15
Disciplines Covered by CMMI-DEV	p. 16
CMMI-DEV for Process Improvement	p. 17
A Commitment to Process	p. 20
A Commitment to Time	p. 22
CMMI-DEV Process Areas	p. 23
Project Management Process Areas	p. 26
Process Management Process Areas	p. 29
Engineering Process Areas	p. 32
Support Process Areas	p. 35
Institutionalizing Process Areas with Generic Goals	p. 38
Achieve Specific Goals	p. 39
Institutionalize a Managed Process	p. 39
Institutionalize a Defined Process	p. 40
Institutionalize a Quantitatively Managed Process	p. 40
Institutionalize an Optimizing Process	p. 40
Two Ways to Implement CMMI	p. 41
The Continuous Representation	p. 41
The Staged Representation	p. 45
CMMI and Project Management	p. 49
Project Management Success with CMMI	p. 50
The Seven Process Areas of Maturity Level 2	p. 52
Level 2 Is the Beginning	p. 53
A Note on CMMI and the PMI's PMBOK	p. 54
Project Planning	p. 57
The Purpose of Project Planning	p. 58
Establish Realistic Estimates	p. 59
Document a Management Approach for the Project	p. 60
Obtain Commitment to the Approach from Relevant Parties	p. 60
What Is a Plan?	p. 61
Project Planning Goals and Practices	p. 62
Establish Estimates	p. 63
Estimate the Scope of the Project	p. 66
Establish Estimates of Work Product and Task Attributes	p. 67
Define Project Lifecycle	p. 69
Determine Estimates of Effort and Cost	p. 70
Develop a Project Plan	p. 71
Establish the Budget and Schedule	p. 73
Identify Project Risks	p. 75
Plan for Data Management	p. 77
Plan for Project Resources	p. 78
Plan for Needed Knowledge and Skills	p. 80
Plan Stakeholder Involvement	p. 82
Establish the Project Plan	p. 83
Obtain Commitment to the Plan	p. 85
Review Plans That Affect the Project	p. 87
Reconcile Work and Resource Levels	p. 89
Obtain Plan Commitment	p. 90
The Benefits of Controlled Project Planning	p. 92
A Regimen for Realistic Planning	p. 92
A Definition of Success	p. 92
A Contract of Agreement and Action	p. 93
A Common Basis for Decision Making	p. 93
Some Example Program Components	p. 94
A Project Planning Policy	p. 94
A Project Plan Template	p. 94
A Set of Estimation Guidelines	p. 94
A Procedure to Create the Project Plan	p. 95
A Procedure to Review and Approve the Plan	p. 95
A Policy on Acceptable Forms of Commitment	p. 95
Look to the Web Site for	p. 95
Project Monitoring & Control	p. 97
The Purpose of Project Monitoring & Control	p. 98
Guide the Work	p. 99
Protect the Commitments	p. 99
Promote Communications	p. 100
Facilitate Correction, Adjustment, and Focus	p. 100
The Heart of the Project	p. 101
Project Monitoring & Control Goals and Practices	p. 102
Monitor Project Against Plan	p. 103
Monitor Project Planning Parameters	p. 105
Monitor Commitments	p. 108
Monitor Project Risks	p. 110
Monitor Data Management	p. 111
Monitor Stakeholder Involvement	p. 112
Conduct Progress Reviews	p. 114
Conduct Milestone Reviews	p. 115
Manage Corrective Action to Closure	p. 116
Analyze Issues	p. 118
Take Corrective Action	p. 118
Manage Corrective Action	p. 120
The Benefits of Project Monitoring & Control	p. 121
A Platform for Value Management	p. 121
A Common Language of Progress and Oversight	p. 122
A Project Management Performance Bar	p. 122
Consistency in PMO Operations	p. 123
Some Example Program Components	p. 124
Tracking Policy	p. 124
Status Report Forms	p. 124
Project Tracking Metrics	p. 125
Look to the Web Site for	p. 125
Requirements Management	p. 127
The Purpose of Requirements Management	p. 128
A Core Project Management Responsibility	p. 129
Requirements-What Qualifies?	p. 132
A Continuous Activity	p. 133
Requirements Management Goals and Practices	p. 134
Manage Requirements	p. 135
Obtain an Understanding of the Requirements	p. 137
Obtain Commitment to the Requirements	p. 140
Manage Requirements Changes	p. 144
Maintain Bi-directional Traceability of Requirements	p. 148
Identify Inconsistencies between Project Work and Requirements	p. 150
Some Other Ways to Achieve the Practices	p. 152
The Benefits of Sound Requirements Management	p. 153
Synchronicity	p. 154
Enhanced Control	p. 154
Management Visibility	p. 155
A Standard for Fulfillment	p. 155
Some Example Program Components	p. 155
Requirements Management Policy	p. 156
Requirements Document Review Procedure	p. 156
Requirements Review Checklist	p. 156
Requirements Document Stakeholder ID Form	p. 157
Requirements Review and Comments Form	p. 157
Requirements Change Request Procedure	p. 157
Requirements Baseline Sign-Off Form	p. 158
Look to the Web Site for	p. 158
Configuration Management	p. 159
The Purpose of Configuration Management	p. 160
A Mechanism of Management	p. 162
Configuration Management Goals and Practices	p. 166
Establish Baselines	p. 167
Identify Configuration Items	p. 169
Establish a Configuration Management System	p. 172
Create or Release Baselines	p. 175
Track and Control Changes	p. 177
Track Change Requests	p. 178
Control Configuration Items	p. 180
Establish Integrity	p. 182
Perform Configuration Audits	p. 182
Establish Configuration Management Records	p. 184
The Benefits of Sound Configuration Management	p. 186
Referential Integrity	p. 186
Change Control	p. 187
Statutory Compliance	p. 187
Workflow Control	p. 188
Some Example Program Components	p. 188
Configuration Management Plan Template	p. 189
Change Control Board Charter	p. 189
Change Request Form and Procedure	p. 190
Change Assessment Procedure	p. 190
Change Assessment Criteria	p. 191
Baseline Update and Release Procedure	p. 191
Look to the Web Site for	p. 192
Supplier Agreement Management	p. 193
The Purpose of Supplier Agreement Management	p. 194
Shop Smart	p. 195
Control the Supply Chain	p. 195
Forge Reliable Supplier Relationships	p. 196
Protect Quality	p. 196
Supplier Agreement Management Goals and Practices	p. 198
Establish Supplier Agreements	p. 199
Determine Acquisition Type	p. 201
Select Suppliers	p. 203
Establish Supplier Agreements	p. 205
Satisfy Supplier Agreements	p. 207
Execute the Supplier Agreement	p. 208
Monitor Selected Supplier Processes	p. 209
Evaluate Selected Supplier Work Products	p. 212
Accept the Acquired Product	p. 214
Transition Products	p. 215
The Benefits of Supplier Agreement Management	p. 217
Consistent Management of the Supply Chain	p. 217
Heightened Purchasing Efficiencies	p. 218
Mutually Beneficial Supplier Relationships	p. 218
Visible Performance and Quality Control	p. 219
Some Example Program Components	p. 219
Supplier Agreement Management Policy	p. 220
Acquisition-Specific Supplier Agreements	p. 220
Corrective Action Procedure	p. 220
Product Acceptance Procedure	p. 221
Look to the Web Site for	p. 221
Measurement & Analysis	p. 223
The Purpose of Measurement & Analysis	p. 224
Establish Success Criteria Up Front	p. 226
Bound the Focus of Project Management	p. 226
Provide Empirical and Consistent Progress Markers	p. 227
Establish a Basis for Improvement	p. 227
Measurement & Analysis Goals and Practices	p. 228
Align Measurement & Analysis Activities	p. 229
Establish Measurement Objectives	p. 231
Specify Measures	p. 233
Specify Data Collection and Storage Procedures	p. 234
Specify Analysis Procedures	p. 236
Provide Measurement Results	p. 237
Collect Measurement Data	p. 237
Analyze Measurement Data	p. 238
Store Data and Results	p. 238
Communicate Results	p. 239
The Benefits of Measurement & Analysis	p. 239
A Tool for Ongoing Project Control	p. 240
A Standard for Reporting Project Performance	p. 241
A Foundation for Understanding Organizational Performance	p. 241
Some Example Program Components	p. 242
MA Plan Template	p. 242
MA Business Objectives	p. 243
MA Collection and Analysis Procedure	p. 243
MA Reporting Procedure	p. 244
MA Repository	p. 244
Look to the Web Site for	p. 245
Process & Product Quality Assurance	p. 247
The Purpose of Process & Product Quality Assurance	p. 248
Support Established Workflows	p. 250
Promote Organizational Consistency	p. 251
Provide Online Coaching and Mentoring	p. 251
Provide a Window on Improvement	p. 252
Process & Product Quality Assurance Goals and Practices	p. 253
Objectively Evaluate Processes and Work Products	p. 254
Objectively Evaluate Processes and SP 1.2: Objectively Evaluate Work Products and Services	p. 256
Some PPQA Tips	p. 259
Provide Objective Insight	p. 261
Communicate and Ensure Resolution of Noncompliance Issues	p. 262
Establish Records	p. 265
Some Other Ways to Achieve the Practices	p. 268
The Benefits of Process & Product Quality Assurance	p. 270
Support for Project Management Goals	p. 271
Insight into Project and Organizational Movement	p. 271
An Open Window on Improvement	p. 272
A Source for Value Management	p. 272
Some Example Program Components	p. 273
PPQA Policy	p. 273
PPQA Plan Template	p. 274
PPQA Audit Procedure	p. 274
PPQA Audit Notification	p. 274
Audit Form and Checklist	p. 275
Audit Results Report Form	p. 275
Look to the Web Site for	p. 275
Supporting Success with the Generic Goals	p. 277
The Purpose of CMMI's Generic Goals	p. 278
Maturity Level 2-A Recap	p. 280
The Concept of Institutionalization	p. 281
Maturity Level 2 Generic Goals and Practices	p. 281
Achieve Specific Goals	p. 283
Perform Specific Practices	p. 283
Institutionalize a Managed Process	p. 284
Establish an Organizational Policy	p. 284
Plan the Process	p. 284
Provide Resources	p. 285
Assign Responsibility	p. 285
Train People	p. 286
Manage Configurations	p. 287
Identify and Involve Relevant Stakeholders	p. 287
Monitor and Control the Process	p. 288
Objectively Evaluate Adherence	p. 289
Review Status with Higher Level Management	p. 289
The Benefits of the Generic Goals	p. 290
Project Planning Consistency	p. 291
Project Management Consistency	p. 291
Standardized Expectations	p. 292
An Integrated Approach to Project Management Success	p. 293
Project Management Disciplines	p. 294
CMMI without PMP (or CPM or MPM)	p. 295
CMMI Maturity Level 2 and the PMBOK	p. 297
Process Groups	p. 298
Knowledge Areas	p. 300
Conclusion	p. 303
Understanding	p. 304
Control	p. 304
Flexibility	p. 305
Communication	p. 305
Index	p. 307
Table of Contents provided by Ingram. All Rights Reserved.

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This book is intended to help shed some practical light on how companies can use process to help promote and achieve project management success. The termproject management successcan, of course, mean many different things. The definition will vary from company to company, and this can be particularly true for technology companies. The nature of their work, their industrial focus, their size, the makeup of different customer bases--all of these contribute to how a project is viewed, managed, and in the end deemed successful. And so this book will begin with a look at what the domains of project management typically entail, what performance factors are typically pursued, and what measures (or perceptions) usually shape the picture of success. But first, I offer a few quick words about the process center of this book, the Capability Maturity Model Integration (CMMI), and about the book itself. The Purpose of This Book This book explains how the Capability Maturity Model Integration, specifically CMMI-DEV, version 1.2, can be used to foster project management success in technology development shops. More specifically, I discuss how the seven Process Areas defined for Maturity Level 2 particularly address the needs of project management in shops large and small. This book--and I have kept its focus condensed to the realm of project management--is not intended as a full-bore explanation of all 22 Process Areas in CMMI. Nor is it positioned as a tome on process improvement or what might be called the art of project management. This book takes a practical approach to the business and operational needs of project management, illustrates these against the recommendations contained under CMMI Maturity Level 2, and then describes ways and methods of realizing these recommendations in your organization. If you read through this book carefully, I hope that in the end you'll be able to better appreciate four factors relevant to CMMI, process improvement, and project management: The general requirements for project management success The general scope and purpose of CMMI The structure, use, and benefits to be derived from CMMI Maturity Level 2 The complementary relationship that can exist between CMMI and project management bodies of knowledge such as the Project Management Body of Knowledge (PMBOK) by the Project Management Institute (PMI). The Audience for This Book This book has been designed for two distinct but related audiences, project managers and process managers. Both of these groups should find value in the ways that CMMI can contribute to the management of technology projects and connect with specific project management disciplines, as well as how it can support environments in which these disciplines have not yet been introduced. Project Managers If you are a project manager, you may come to this book with a Project Management Professional (PMP) certification or you may not. You may be certified by the American Management Association (AMA). You might have no formal credentials but possess solid management and organizational skills. You might work in a formalized environment--one supported by long-standing methods and practices. Or you might operate in a more freeform culture, one with a get-up-and-go approach to doing business. Whatever the situation, project managers remain the driving force behind the coordinated execution of project work in any enterprise, so this book is written especially to address the issues that surround that mission. The intention of the book is to introduce you to what might be new techniques and management strategies founded in CMMI, not as a total or complete project management solution, but rather as a foundation for growing a capable and effective project management program that can help you better achieve your tactical goals and objectives. Process Managers This book is

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Project Management Success with CMMI Seven CMMI Process Areas

Project Management Success with CMMI Seven CMMI Process Areas

0132333058

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