The integrated and defined process that is tailored from the organization's set of standard processes is called the project's defined process.
Managing the project's effort, cost, schedule, staffing, risks, and other factors is tied to the tasks of the project's defined process. The implementation and management of the project's defined process are typically described in the project plan. Certain activities may be covered in other plans that affect the project, such as the quality assurance plan, risk management strategy, and the configuration management plan.
Since the defined process for each project is tailored from the organization's set of standard processes, variability among projects is typically reduced and projects can more easily share process assets, data, and lessons learned.
This process area also addresses the coordination of all activities associated with the project including the following:
The working interfaces and interactions among relevant stakeholders internal and external to the project are planned and managed to ensure the quality and integrity of the entire product. Relevant stakeholders participate, as appropriate, in defining the project's defined process and the project plan. Reviews and exchanges are regularly conducted with the relevant stakeholders and coordination issues receive appropriate attention. Reviews and exchanges are regularly conducted with the relevant stakeholders to ensure that coordination issues receive appropriate attention and everyone involved with the project is appropriately aware of the status, plans, and activities. (See the definition of "relevant stakeholder" in the glossary.) In defining the project's defined process, formal interfaces are created as necessary to ensure that appropriate coordination and collaboration occurs.
This process area applies in any organizational structure, including projects that are structured as line organizations, matrix organizations, or integrated teams. The terminology should be appropriately interpreted for the organizational structure in place.
Practice-to-Goal Relationship Table
Continuous Representation | Staged Representation |
SG 1 Use the Project's Defined Process | SG 1 Use the Project's Defined Process |
SP 1.1-1 Establish the Project's Defined Process | SP 1.1-1 Establish the Project's Defined Process |
SP 1.2-1 Use Organizational Process Assets for Planning Project Activities | SP 1.2-1 Use Organizational Process Assets for Planning Project Activities |
SP 1.3-1 Integrate Plans | SP 1.3-1 Integrate Plans |
SP 1.4-1 Manage the Project Using the Integrated Plans | SP 1.4-1 Manage the Project Using the Integrated Plans |
SP 1.5-1 Contribute to the Organizational Process Assets | SP 1.5-1 Contribute to the Organizational Process Assets |
SG 2 Coordinate and Collaborate with Relevant Stakeholders | SG 2 Coordinate and Collaborate with Relevant Stakeholders |
SP 2.1-1 Manage Stakeholder Involvement | SP 2.1-1 Manage Stakeholder Involvement |
SP 2.2-1 Manage Dependencies | SP 2.2-1 Manage Dependencies |
SP 2.3-1 Resolve Coordination Issues | SP 2.3-1 Resolve Coordination Issues |
SG 3 Use the Project's Shared Vision for IPPD | SG 3 Use the Project's Shared Vision for IPPD |
SP 3.1-1 Define Project's Shared Vision Context | SP 3.1-1 Define Project's Shared Vision Context |
SP 3.2-1 Establish the Project's Shared Vision | SP 3.2-1 Establish the Project's Shared Vision |
SG 4 Organize Integrated Teams for IPPD | SG 4 Organize Integrated Teams for IPPD |
SP 4.1-1 Determine Integrated Team Structure for the Project | SP 4.1-1 Determine Integrated Team Structure for the Project |
SP 4.2-1 Develop a Preliminary Distribution of Requirements to Integrated Teams | SP 4.2-1 Develop a Preliminary Distribution of Requirements to Integrated Teams |
SP 4.3-1 Establish Integrated Teams | SP 4.3-1 Establish Integrated Teams |
GG 1 Achieve Specific Goals | |
GP 1.1 Perform Base Practices | |
GG 2 Institutionalize a Managed Process | GG 3 Institutionalize a Defined 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 |
GP 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 | |
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 | |
If you are using the continuous representation, the first specific goal in this process area may be redundant when applying the capability level 3 generic practices to project-related process areas. However, the specific practices, subpractices, and notes will provide many details that will assist you with this application.