SG 1 Monitor Project Against Plan Actual performance and progress of the project are monitored against the project plan. SP 1.1-1 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 of the 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 Records of project performance Records of significant deviations Subpractices 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 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 budgets documented in the project plan Identifying significant deviations from the budgets in the project plan Table . Practice-to-Goal Relationship Table | Continuous Representation | Staged Representation | | SG 1 Monitor Project Against Plan | SG 1 Monitor Project Against Plan | SP 1.1-1 Monitor Project Planning Parameters | SP 1.1-1 Monitor Project Planning Parameters | SP 1.2-1 Monitor Commitments | SP 1.2-1 Monitor Commitments | SP 1.3-1 Monitor Project Risks | SP 1.3-1 Monitor Project Risks | SP 1.4-1 Monitor Data Management | SP 1.4-1 Monitor Data Management | SP 1.5-1 Monitor Stakeholder Involvement | SP 1.5-1 Monitor Stakeholder Involvement | SP 1.6-1 Conduct Progress Reviews | SP 1.6-1 Conduct Progress Reviews | SP 1.7-1 Conduct Milestone Reviews | SP 1.7-1 Conduct Milestone Reviews | | SG 2 Manage Corrective Action to Closure | SG 2 Manage Corrective Action to Closure | SP 2.1-1 Analyze Issues | SP 2.1-1 Analyze Issues | SP 2.2-1 Take Corrective Action | SP 2.2-1 Take Corrective Action | SP 2.3-1 Manage Corrective Action | SP 2.3-1 Manage Corrective Action | | GG 1 Achieve Specific Goals | | GP 1.1 Perform Base Practices | | | GG 2 Institutionalize a Managed Process | GG 2 Institutionalize a Managed Process | GP 2.1 Establish an Organizational Policy | GP 2.1 Establish an Organizational Policy | GP 2.2 Plan the Process | GP 2.2 Plan the Process | GP 2.3 Provide Resources | GP 2.3 Provide Resources | GP 2.4 Assign Responsibility | GP 2.4 Assign Responsibility | GP 2.5 Train People | GP 2.5 Train People | GP 2.6 Manage Configurations | GP 2.6 Manage Configurations | GP 2.7 Identify and Involve Relevant Stakeholders | GP 2.7 Identify and Involve Relevant Stakeholders | P 2.8 Monitor and Control the Process | GP 2.8 Monitor and Control the Process | GP 2.9 Objectively Evaluate Adherence | GP 2.9 Objectively Evaluate Adherence | GP 2.10 Review Status with Higher Level Management | GP 2.10 Review Status with Higher Level Management | | GG 3 Institutionalize a Defined Process | GG 3 Institutionalize a Defined Process | GP 3.1 Establish a Defined Process | GP 3.1 Establish a Defined Process | GP 3.2 Collect Improvement Information | 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 | | Monitor the attributes of the work products and tasks. Refer to the Project Planning process area for information about the attributes of work products and tasks. Monitoring the attributes of the work products and tasks typically includes the following: 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. Refer to the Project Planning process area for information about planned resources. Examples of resources include: Physical facilities Computers, peripherals, and software used in design, manufacturing, testing, and operation Networks Security environment Project staff Processes |
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) |
Monitor the knowledge and skills of project personnel. Refer to the Project Planning process area for information about planning for knowledge and skills needed to perform the project. Monitoring the knowledge and skills of the project personnel typically includes the following: Periodically measuring the acquisition of knowledge and skills by project personnel Comparing actual training obtained to that documented in the project plan Identifying significant deviations from estimates in the project plan Document the significant deviations in the project planning parameters. SP 1.2-1 Monitor Commitments Monitor commitments against those identified in the project plan. Typical Work Products Records of commitment reviews Subpractices Regularly review commitments (both external and internal). Identify commitments that have not been satisfied or that are at significant risk of not being satisfied. Document the results of the commitment reviews. SP 1.3-1 Monitor Project Risks Monitor risks against those identified in the project plan. Refer to the Project Planning process area for more information about identifying project risks. Refer to the Risk Management process area for more information about risk management activities. Typical Work Products Records of project risk monitoring Subpractices 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. | Examples of risk status include the following: |
SP 1.4-1 Monitor Data Management Monitor the management of project data against the project plan. Refer to the Plan for Data Management specific practice in the Project Planning process area for more information about identifying the types of data that should be managed and how to plan for their management. Once the plans for the management of project data are made, the management of that data must be monitored to ensure that those plans are accomplished. Typical Work Products Records of data management Subpractices 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 Monitor stakeholder involvement against the project plan. Refer to the Plan Stakeholder Involvement specific practice in the Project Planning process area for more information about identifying relevant stakeholders and planning the appropriate involvement with them. Once the stakeholders are identified and the extent of their involvement within the project is specified in project planning, that involvement must be monitored to ensure that the appropriate interactions are occurring. Typical Work Products Records of stakeholder involvement Subpractices 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 Periodically review the project's progress, performance, and issues. Progress reviews are reviews on the project to keep stakeholders informed. These project reviews can be informal reviews and may not be specified explicitly in the project plans. | Examples of these reviews include the following: |
For Supplier Sourcing Examples of these reviews also include the following: |
Typical Work Products Documented project review results Subpractices Regularly communicate status on assigned activities and work products to relevant stakeholders. Managers, staff members, customers, end users, suppliers, and other relevant stakeholders within the organization are included in the reviews as appropriate. Review the results of collecting and analyzing measures for controlling the project. Refer to the Measurement and Analysis process area for more information about the process for measuring and analyzing project performance data. Identify and document significant issues and deviations from the plan. Document change requests and problems identified in any of the work products and processes. Refer to the Configuration Management process area for more information about how changes are managed. Document the results of the reviews. Track change requests and problem reports to closure. SP 1.7-1 Conduct Milestone Reviews Review the accomplishments and results of the project at selected project milestones. Refer to the Project Planning process area for more information about milestone planning. Milestone reviews are planned during project planning and are typically formal reviews. Typical Work Products Documented milestone review results Subpractices 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 relevant stakeholders within the organization are included in the milestone reviews as appropriate. 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 Corrective actions are managed to closure when the project's performance or results deviate significantly from the plan. SP 2.1-1 Analyze Issues Collect and analyze the issues and determine the corrective actions necessary to address the issues. Typical Work Products List of issues needing corrective actions Subpractices 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 |
Analyze issues to determine need for corrective action. Refer to the Project Planning process area for information about corrective action criteria. Corrective action is required when the issue, if left unresolved, may prevent the project from meeting its objectives. SP 2.2-1 Take Corrective Action Take corrective action on identified issues. Typical Work Products Corrective action plan Subpractices Determine and document the appropriate actions needed to address the identified issues. Refer to the Project Planning process area for more information about the project plan when replanning is needed. 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 |
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 Manage corrective actions to closure. Typical Work Products Corrective action results Subpractices 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. Lessons learned as a result of taking corrective action can be inputs to planning and risk management processes. |
