Level Process Goal Practice Subpractice1 - Initial N/A N/A N/A N/A
2 - Managed 7 15 54 2313 - Defined 11 26 86 411
4. Quan. Mgd. 2 3 12 665- Optimizing 2 5 15 71
Total 22 49 167 7791 - Initial N/A N/A N/A N/A
2- Managed
Negotiate and record commitments
Generate a requirements traceability matrix
Capability Maturity Model Integration© for Development Version 1.3 (CMMI-DEV-V1.3©)
Requirements Management
(REQM)Manage
Requirements
Understand Requirements
Establish criteria for distinguishing appropriate requirements providers
Establish objective criteria for the evaluation and acceptance of requirements
Analyze requirements to ensure that established criteria are metReach an understanding of requirements with requirements providers so that project participants can commit to them
Obtain Commitment to Requirements
Assess the impact of requirements on existing commitments
Manage Requirements
Changes
Document all requirements and requirements changes that are given to or generated by the projectMaintain a requirements change history, including the rationale for changesEvaluate the impact of requirement changes from the standpoint of relevant stakeholdersMake requirements and change data available to the project
Maintain Bidirectional
Traceability of Requirements
Maintain requirements traceability to ensure that the source of lower level (i.e., derived) requirements is documentedMaintain requirements traceability from a requirement to its derived requirements and allocation to work products
Ensure Alignment Between
Project Work and
Requirements
Review project plans, activities, and work products for consistency with requirements and changes made to them
Identify the source of the inconsistency (if any)
2- Managed
Initiate any necessary corrective actionsDevelop a WBS
Identify work products to be reused
Develop life cycle phases for each project
Identify major milestonesIdentify schedule assumptionsIdentify constraintsIdentify task dependencies
Establish corrective action criteriaIdentify risks
Document risks
Revise risks as appropriate
Requirements Management
(REQM)Manage
Requirements
Ensure Alignment Between
Project Work and
RequirementsIdentify any changes that should be made to plans and work products resulting from changes to the requirements baseline
Project Planning (PP)
Establish Estimates
Estimate the Scope of the
Project
Define the work packages in sufficient detail so that estimates of project tasks, responsibilities, and schedule can be specifiedIdentify products and product components to be externally acquired
Establish Estimates of
Work Product and Task Attributes
Determine the technical approach for the project
Use appropriate methods to determine the attributes of the work products and tasks to be used to estimate resource requirements
Estimate the attributes of work products and tasks
Develop Project
Lifecycle Phases
Estimate Effort and Cost
Collect models or historical data to be used to transform the attributes of work products and tasks into estimates of labor hours and costsInclude supporting infrastructure needs when estimating effort and costEstimate effort and cost using models, historical data, or a combination of both
Develop a Project Plan
Establish the Budget and Schedule Establish and maintain the budget and
schedule
Identify Project Risks Review and obtain agreement with relevant
stakeholders on the completeness and correctness of documented risks
2- Managed
Determine process requirements
Determine communication requirements
Determine staffing requirements
Assess the knowledge and skills available
Develop stakeholder involvement plan
Develop overall project plan
Renegotiate budgets when necessaryRevise schedules when necessaryRevise requirements when necessary
Project Planning (PP) Develop a
Project Plan
Plan Data Management
Establish requirements and procedures to ensure privacy and the security of data
Establish a mechanism to archive data and to access archived dataDetermine the project data to be identified, collected, and distributedDetermine the requirements for providing access to and distribution of data to relevant stakeholders
Decide which project data and plans require version control or other levels of configuration control and establish mechanisms to ensure project data are controlled
Plan the Project’s
Resources Determine facility, equipment, and component requirementsDetermine other continuing resource requirements
Plan Needed Knowledge and
Skills
Identify the knowledge and skills needed to perform the project
Select mechanisms for providing needed knowledge and skillsIncorporate selected mechanisms into the project plan
Plan Stakeholder InvolvementEstablish the Project Plan
Obtain Commitment to
the Plan
Review Plans That Affect the
ProjectReview interrelated plans that affect the project
Reconcile Work and Resource
Levels
Revise methods and estimating parameters when necessary
Renegotiate stakeholder agreements when necessary
Obtain Plan Commitment
Identify needed support and negotiate commitments with relevant stakeholders.
2- Managed
Monitor progress against the schedule
Monitor resources provided and used
Project Planning (PP)
Obtain Commitment to
the Plan
Obtain Plan Commitment
Document all organizational commitments, both full and provisional, ensuring the appropriate level of signatories
Review internal commitments with senior management as appropriateReview external commitments with senior management as appropriate
Identify commitments regarding interfaces between project elements and other projects and organizational units so that these commitments can be monitored
Project Monitoring and Control (PMC)
Monitor the Project Against
the Plan
Monitor Project Planning
Parameters
Monitor the project’s costs and expended effortMonitor the attributes of work products and tasks
Monitor the knowledge and skills of project staffDocument significant deviations in project planning parameters
Monitor Commitments
Regularly review commitments (both external and internal)Identify commitments that have not been satisfied or are at significant risk of not being satisfiedDocument the results of commitment reviews
Monitor Project Risks
Periodically review the documentation of risks in the context of the project’s current status and circumstancesRevise the documentation of risks as additional information becomes availableCommunicate the risk status to relevant stakeholders
Monitor Data Management
Periodically review data management activities against their description in the project planIdentify and document significant issues and their impactsDocument results of data management activity reviews
Monitor Stakeholder Involvement
Periodically review the status of stakeholder involvementIdentify and document significant issues and their impactsDocument the results of stakeholder involvement status reviews
2- Managed
Document the results of reviews
Track action items to closure
Analyze IssuesGather issues for analysis
Determine type of acquisition
Project Monitoring and Control (PMC)
Monitor the Project Against
the Plan
Conduct Progress Reviews
Regularly communicate status on assigned activities and work products to relevant stakeholdersReview the results of collecting and analyzing measures for controlling the projectIdentify and document significant issues and deviations from the plan
Document change requests and problems identified in work products and processes
Track change requests and problem reports to closure
Conduct Milestone Reviews
Conduct milestone reviews with relevant stakeholders at meaningful points in the project’s schedule, such as the completion of selected phasesReview commitments, the plan, status, and risks of the projectIdentify and document significant issues and their impactsDocument results of the review, action items, and decisions
Manage Corrective Action to Closure
Analyze issues to determine the need for corrective action
Take Corrective
Action
Determine and document the appropriate actions needed to address identified issues
Review and get agreement with relevant stakeholders on the actions to be takenNegotiate changes to internal and external commitments
Manage Corrective
Actions
Monitor corrective actions for their completionAnalyze results of corrective actions to determine the effectiveness of the corrective actions
Determine and document appropriate actions to correct deviations from planned results from performing corrective actions
Supplier Agreement
Management (SAM)
Establish Supplier
Agreements
Determine Acquisition
Type
2- Managed
Select the supplier
Document the supplier agreement
Supplier Agreement
Management (SAM)
Establish Supplier
Agreements
Select Suppliers
Establish and document criteria for evaluating potential suppliers
Identify potential suppliers and distribute solicitation material and requirements to themEvaluate proposals according to evaluation criteriaEvaluate risks associated with each proposed supplierEvaluate proposed suppliers’ abilities to perform the work
Establish Supplier
Agreements
Revise the requirements (e.g., product requirements, service level requirements) to be fulfilled by the supplier to reflect negotiations with the supplier when necessary
Document what the project will provide to the supplier
Periodically review the supplier agreement to ensure it accurately reflects the project’s relationship with the supplier and current risks and market conditions
Ensure that all parties to the supplier agreement understand and agree to all requirements before implementing the agreement or any changes
Revise the supplier agreement as necessary to reflect changes to the supplier’s processes or work products
Revise the project’s plans and commitments, including changes to the project’s processes or work products, as necessary to reflect the supplier agreement
Satisfy Supplier Agreements
Execute the Supplier
Agreement
Monitor supplier progress and performance (e.g., schedule, effort, cost, technical performance) as defined in the supplier agreement
Select, monitor, and analyze processes used by the supplier as defined in the supplier agreement
2- Managed
Define the acceptance procedures
Supplier Agreement
Management (SAM)
Satisfy Supplier Agreements
Execute the Supplier
Agreement
Select and evaluate work products from the supplier as defined in the supplier agreementConduct reviews with the supplier as specified in the supplier agreement
Conduct technical reviews with the supplier as defined in the supplier agreement
Conduct management reviews with the supplier as defined in the supplier agreement
Use the results of reviews to improve the supplier’s performance and to establish and nurture long-term relationships with preferred suppliersMonitor risks involving the supplier and take corrective action as necessary
Accept the Acquired Product
Review and obtain agreement from relevant stakeholders on the acceptance procedures before the acceptance review or testVerify that the acquired products satisfy their requirementsConfirm that the nontechnical commitments associated with the acquired work product are satisfiedDocument the results of the acceptance review or testEstablish an action plan and obtain supplier agreement to take action to correct acquired work products that do not pass their acceptance review or testIdentify, document, and track action items to closure.
Ensure Transition of
Products
Ensure that facilities exist to receive, store, integrate, and maintain the acquired products as appropriate
Ensure that appropriate training is provided for those who are involved in receiving, storing, integrating, and maintaining acquired products
Ensure that acquired products are stored, distributed, and integrated according to the terms and conditions specified in the supplier agreement or license
Measurement and Analysis
(MA)
Align Measurement and Analysis
Activities
Establish Measurement
Objectives
Document information needs and objectives
2- Managed
Prioritize information needs and objectives
Prioritize, review, and update measures
Measurement and Analysis
(MA)
Align Measurement and Analysis
Activities
Establish Measurement
Objectives
Document, review, and update measurement objectivesProvide feedback for refining and clarifying information needs and objectives as necessaryMaintain traceability of measurement objectives to identified information needs and objectives
Specify Measures
Identify candidate measures based on documented measurement objectivesMaintain traceability of measures to measurement objectivesIdentify existing measures that already address measurement objectives
Specify operational definitions for measures. Operational definitions are stated in precise and unambiguous terms
Specify Data Collection and
Storage Procedures
Identify existing sources of data that are generated from current work products, processes, or transactionsIdentify measures for which data are needed but are not currently availableSpecify how to collect and store the data for each required measureCreate data collection mechanisms and process guidanceSupport automatic collection of data as appropriate and feasiblePrioritize, review, and update data collection and storage proceduresUpdate measures and measurement objectives as necessary
Specify Analysis
Procedures
Specify and prioritize the analyses to be conducted and the reports to be prepared
Select appropriate data analysis methods and tools
Specify administrative procedures for analyzing data and communicating results
Review and update the proposed content and format of specified analyses and reportsUpdate measures and measurement objectives as necessary
2- Managed
Obtain data for base measuresGenerate data for derived measures
Refine criteria for future analyses
Measurement and Analysis
(MA)
Align Measurement and Analysis
Activities
Specify Analysis
Procedures
Specify criteria for evaluating the utility of analysis results and for evaluating the conduct of measurement and analysis activities
Provide Measurement
Results
Obtain Measurement
Data Perform data integrity checks as close to the source of data as possible
Analyze Measurement
Data
Conduct initial analyses, interpret results, and draw preliminary conclusions
Conduct additional measurement and analysis as necessary and prepare results for presentationReview initial results with relevant stakeholders
Store Data and Results
Review data to ensure their completeness, integrity, accuracy, and currency
Store data according to data storage procedures
Make stored contents available for use only to appropriate groups and staff members
Prevent stored information from being used inappropriately
Communicate Results
Keep relevant stakeholders informed of measurement results in a timely mannerAssist relevant stakeholders in understanding results
Process and Product Quality
Assurance (PPQA)
Objectively Evaluate
Processes and Work Products
Objectively Evaluate
Processes
Promote an environment (created as part of project management) that encourages staff participation in identifying and reporting quality issues
Establish and maintain clearly stated criteria for evaluationsUse the stated criteria to evaluate selected performed processes for adherence to process descriptions, standards, and proceduresIdentify each noncompliance found during the evaluationIdentify lessons learned that could improve processes
Objectively Evaluate Work
Products
Select work products to be evaluated based on documented sampling criteria if sampling is used
2- Managed
Track noncompliance issues to resolution
Process and Product Quality
Assurance (PPQA)
Objectively Evaluate
Processes and Work Products
Objectively Evaluate Work
Products
Establish and maintain clearly stated criteria for the evaluation of selected work productsUse the stated criteria during evaluations of selected work productsEvaluate selected work products at selected timesIdentify each case of noncompliance found during evaluationsIdentify lessons learned that could improve processes
Provide Objective
Insight
Communicate and Resolve
Noncompliance Issues
Resolve each noncompliance with the appropriate members of the staff if possible
Document noncompliance issues when they cannot be resolved in the project
Escalate noncompliance issues that cannot be resolved in the project to the appropriate level of management designated to receive and act on noncompliance issues
Analyze noncompliance issues to see if there are quality trends that can be identified and addressedEnsure that relevant stakeholders are aware of results of evaluations and quality trends in a timely manner
Periodically review open noncompliance issues and trends with the manager designated to receive and act on noncompliance issues
Establish Records
Record process and product quality assurance activities in sufficient detail so that status and results are knownRevise the status and history of quality assurance activities as necessary
Configuration Management
(CM)
Establish Baselines
Identify Configuration
Items
Select configuration items and work products that compose them based on documented criteriaAssign unique identifiers to configuration itemsSpecify the important characteristics of each configuration itemSpecify when each configuration item is placed under configuration managementIdentify the owner responsible for each configuration item
2- Managed
Categorize and prioritize change requests.
Configuration Management
(CM)
Establish Baselines
Identify Configuration
Items
Specify relationships among configuration items
Establish a Configuration Management
System
Establish a mechanism to manage multiple levels of controlProvide access control to ensure authorized access to the configuration management systemStore and retrieve configuration items in a configuration management systemShare and transfer configuration items between control levels in the configuration management systemStore and recover archived versions of configuration itemsStore, update, and retrieve configuration management records
Create configuration management reports from the configuration management system
Preserve the contents of the configuration management systemRevise the configuration management structure as necessary
Create or Release
Baselines
Obtain authorization from the CCB before creating or releasing baselines of configuration itemsCreate or release baselines only from configuration items in the configuration management systemDocument the set of configuration items that are contained in a baselineMake the current set of baselines readily available
Track and Control Changes
Track Change Requests
Initiate and record change requests in the change request databaseAnalyze the impact of changes and fixes proposed in change requests
Review change requests to be addressed in the next baseline with relevant stakeholders and get their agreementTrack the status of change requests to closure
Control Configuration
Items
Control changes to configuration items throughout the life of the product or service.
2- Managed
Specify the latest version of baselines
Assess the integrity of baselines
Track action items from the audit to closure
Configuration Management
(CM)
Track and Control Changes
Control Configuration
Items
Obtain appropriate authorization before changed configuration items are entered into the configuration management system.
Check in and check out configuration items in the configuration management system for incorporation of changes in a manner that maintains the correctness and integrity of configuration items.
Perform reviews to ensure that changes have not caused unintended effects on the baselines (e.g., ensure that changes have not compromised the safety or security of the system)
Record changes to configuration items and reasons for changes as appropriate
Establish Integrity
Establish Configuration Management
Records
Record configuration management actions in sufficient detail so the content and status of each configuration item is known and previous versions can be recovered
Ensure that relevant stakeholders have access to and knowledge of the configuration status of configuration items
Identify the version of configuration items that constitute a particular baselineDescribe differences between successive baselinesRevise the status and history (i.e., changes, other actions) of each configuration item as necessary
Perform Configuration
Audits
Confirm that configuration management records correctly identify configuration items
Review the structure and integrity of items in the configuration management system
Confirm the completeness, correctness, and consistency of items in the configuration management systemConfirm compliance with applicable configuration management standards and procedures
3 - Defined
Elicit Needs
Allocate requirements to functions
Requirements Development
(RD)
Develop Customer
Requirements
Engage relevant stakeholders using methods for eliciting needs, expectations, constraints, and external interfaces.
Transform Stakeholder Needs into Customer
Requirements
Translate stakeholder needs, expectations, constraints, and interfaces into documented customer requirementsEstablish and maintain a prioritization of customer functional and quality attribute requirementsDefine constraints for verification and validation
Develop Product Requirements
Establish Product and
Product Component
Requirements
Develop requirements in technical terms necessary for product and product component designDerive requirements that result from design decisions
Develop architectural requirements capturing critical quality attributes and quality attribute measures necessary for establishing the product architecture and design
Establish and maintain relationships between requirements for consideration during change management and requirements allocation
Allocate Product
Component Requirements
Allocate requirements to product components and the architectureAllocate design constraints to product components and the architectureAllocate requirements to delivery incrementsDocument relationships among allocated requirements
Identify Interface
Requirements
Identify interfaces both external to the product and internal to the product (e.g., between functional partitions or objects)Develop the requirements for the identified interfaces
Analyze and Validate
Requirements
Establish Operational
Concepts and Scenarios
Develop operational concepts and scenarios that include operations, installation, development, maintenance, support, and disposal as appropriate
Define the environment in which the product or product component will operate, including boundaries and constraints
3 - Defined
Requirements Development
(RD)
Analyze and Validate
Requirements
Establish Operational
Concepts and Scenarios
Review operational concepts and scenarios to refine and discover requirements
Develop a detailed operational concept, as products and product components are selected, that defines the interaction of the product, the end user, and the environment, and that satisfies the operational, maintenance, support, and disposal needs
Establish a Definition of
Required Functionality and Quality Attributes
Determine key mission and business driversIdentify desirable functionality and quality attributesDetermine architecturally significant quality attributes based on key mission and business driversAnalyze and quantify functionality required by end users
Analyze requirements to identify logical or functional partitions (e.g., subfunctions)
Partition requirements into groups, based on established criteria (e.g., similar functionality, similar quality attribute requirements, coupling), to facilitate and focus the requirements analysis
Allocate customer requirements to functional partitions, objects, people, or support elements to support the synthesis of solutionsAllocate requirements to functions and subfunctions (or other logical entities)
Analyze Requirements
Analyze stakeholder needs, expectations, constraints, and external interfaces to organize them into related subjects and remove conflicts
Analyze requirements to determine whether they satisfy the objectives of higher level requirementsAnalyze requirements to ensure that they are complete, feasible, realizable, and verifiableIdentify key requirements that have a strong influence on cost, schedule, performance, or riskIdentify technical performance measures that will be tracked during the development effort
3 - Defined
Generate alternative solutions
Requirements Development
(RD)
Analyze and Validate
Requirements
Analyze Requirements
Analyze operational concepts and scenarios to refine the customer needs, constraints, and interfaces and to discover new requirements
Analyze Requirements
to Achieve Balance
Use proven models, simulations, and prototyping to analyze the balance of stakeholder needs and constraintsPerform a risk assessment on the requirements and definition of required functionality and quality attributesExamine product lifecycle concepts for impacts of requirements on risksAssess the impact of the architecturally significant quality attribute requirements on the product and product development costs and risks
Validate Requirements
Analyze the requirements to determine the risk that the resulting product will not perform appropriately in its intended use environment
Explore the adequacy and completeness of requirements by developing product representations (e.g., prototypes, simulations, models, scenarios, storyboards) and by obtaining feedback about them from relevant stakeholders
Assess the design as it matures in the context of the requirements validation environment to identify validation issues and expose unstated needs and customer requirements
Technical Solution (TS)
Select Product Component Solutions
Develop Alternative
Solutions and Selection Criteria
Identify screening criteria to select a set of alternative solutions for considerationIdentify technologies currently in use and new product technologies for competitive advantageIdentify candidate COTS products that satisfy the requirements
Identify re-usable solution components or applicable architecture patterns. For product lines, the organization’s core assets can be used as a basis for a solution
Obtain a complete requirements allocation for each alternativeDevelop the criteria for selecting the best alternative solution
3 - Defined
Document the design
Technical Solution (TS)
Select Product Component Solutions
Select Product Component Solutions
Evaluate each alternative solution/set of solutions against the selection criteria established in the context of the operational concepts and scenarios
Based on the evaluation of alternatives, assess the adequacy of the selection criteria and update these criteria as necessaryIdentify and resolve issues with the alternative solutions and requirements
Select the best set of alternative solutions that satisfy the established selection criteria
Establish the functional and quality attribute requirements associated with the selected set of alternatives as the set of allocated requirements to those product components
Identify the product component solutions that will be reused or acquired
Establish and maintain the documentation of the solutions, evaluations, and rationale
Develop the Design
Design the Product or
Product Component
Establish and maintain criteria against which the design can be evaluatedIdentify, develop, or acquire the design methods appropriate for the productEnsure that the design adheres to applicable design standards and criteriaEnsure that the design adheres to allocated requirements
Establish a Technical Data
Package
Determine the number of levels of design and the appropriate level of documentation for each design levelDetermine the views to be used to document the architecture
Base detailed design descriptions on the allocated product component requirements, architecture, and higher level designs
Document the design in the technical data packageDocument the key (i.e., significant effect on cost, schedule, or technical performance) decisions made or defined, including their rationaleRevise the technical data package as necessary
3 - Defined
Define interface criteria
Adhere to applicable standards and criteria
Technical Solution (TS)
Develop the Design
Design Interfaces
Using Criteria
Identify interfaces associated with other product componentsIdentify interfaces associated with external itemsIdentify interfaces between product components and the product related lifecycle processesApply the criteria to the interface design alternativesDocument the selected interface designs and the rationale for the selection
Perform Make, Buy, or Reuse
Analyses
Develop criteria for the reuse of product component designsAnalyze designs to determine if product components should be developed, reused, or purchased
Analyze implications for maintenance when considering purchased or nondevelopmental (e.g., COTS, government off the shelf, reuse) items
Implement the Product Design
Implement the Design
Use effective methods to implement the product components
Conduct peer reviews of the selected product componentsPerform unit testing of the product component as appropriateRevise the product component as necessary
Develop Product Support
Documentation
Review the requirements, design, product, and test results to ensure that issues affecting the installation, operation, and maintenance documentation are identified and resolved
Use effective methods to develop the installation, operation, and maintenance documentationAdhere to the applicable documentation standards
Develop preliminary versions of the installation, operation, and maintenance documentation in early phases of the project lifecycle for review by the relevant stakeholders
Conduct peer reviews of the installation, operation, and maintenance documentation
3 - Defined
Select the best integration strategy
Technical Solution (TS)
Implement the Product Design
Develop Product Support
Documentation
Revise the installation, operation, and maintenance documentation as necessary
Product Integration (PI)
Prepare for Product
Integration
Establish an Integration
Strategy
Identify the product components to be integratedIdentify the verifications to be performed during the integration of the product componentsIdentify alternative product component integration strategies
Periodically review the product integration strategy and revise as neededRecord the rationale for decisions made and deferred
Establish the Product
Integration Environment
Identify the requirements for the product integration environment
Identify verification procedures and criteria for the product integration environment
Decide whether to make or buy the needed product integration environmentDevelop an integration environment if a suitable environment cannot be acquiredMaintain the product integration environment throughout the projectDispose of those portions of the environment that are no longer useful
Establish Product
Integration Procedures and Criteria
Establish and maintain product integration procedures for the product components
Establish and maintain criteria for product component integration and evaluation
Establish and maintain criteria for validation and delivery of the integrated product
Ensure Interface Compatibility
Review Interface
Descriptions for
Completeness
Review interface data for completeness and ensure complete coverage of all interfaces
Ensure that product components and interfaces are marked to ensure easy and correct connection to the joining product componentPeriodically review the adequacy of interface descriptions
Manage Interfaces
Ensure the compatibility of the interfaces throughout the life of the productResolve conflict, noncompliance, and change issues
3 - Defined
Record the evaluation results
Identify work products for verification.
Product Integration (PI)
Ensure Interface Compatibility
Manage Interfaces
Maintain a repository for interface data accessible to project participants.
Assemble Product
Components and Deliver the
Product
Confirm Readiness of
Product Components
for Integration
Track the status of all product components as soon as they become available for integration
Ensure that product components are delivered to the product integration environment in accordance with the product integration strategy and procedures
Confirm the receipt of each properly identified product componentEnsure that each received product component meets its descriptionCheck the configuration status against the expected configurationPerform a pre-check (e.g., by a visual inspection, using basic measures) of all the physical interfaces before connecting product components together
Assemble Product
Components
Ensure the readiness of the product integration environmentConduct integration in accordance with the product integration strategy, procedures, and criteriaRevise the product integration strategy, procedures, and criteria as appropriate
Evaluate Assembled
Product Components
Conduct the evaluation of assembled product components following the product integration strategy, procedures, and criteria
Package and Deliver the Product or
Product Component
Review the requirements, design, product, verification results, and documentation to ensure that issues affecting the packaging and delivery of the product are identified and resolved
Use effective methods to package and deliver the assembled productSatisfy the applicable requirements and standards for packaging and delivering the productPrepare the operational site for installation of the productDeliver the product and related documentation and confirm receiptInstall the product at the operational site and confirm correct operation
Verification (VER)
Prepare for Verification
Select Work Products for Verification
3 - Defined
Identify verification equipment and tools
Verification (VER)
Prepare for Verification
Select Work Products for Verification
Identify requirements to be satisfied by each selected work productIdentify verification methods available for useDefine verification methods to be used for each selected work productSubmit for integration with the project plan the identification of work products to be verified, the requirements to be satisfied, and the methods to be used
Establish the Verification
Environment
Identify verification environment requirementsIdentify verification resources that are available for reuse or modification
Acquire verification support equipment and an environment (e.g., test equipment, software)
Establish Verification Procedures and Criteria
Generate a set of comprehensive, integrated verification procedures for work products and commercial off-the-shelf products, as necessaryDevelop and refine verification criteria as necessaryIdentify the expected results, tolerances allowed, and other criteria for satisfying the requirements
Identify equipment and environmental components needed to support verification
Perform Peer Reviews
Prepare for Peer Reviews
Determine the type of peer review to be conductedDefine requirements for collecting data during the peer reviewEstablish and maintain entry and exit criteria for the peer reviewEstablish and maintain criteria for requiring another peer reviewEstablish and maintain checklists to ensure that work products are reviewed consistently
Develop a detailed peer review schedule, including the dates for peer review training and for when materials for peer reviews will be available
Ensure that the work product satisfies the peer review entry criteria prior to distribution.
3 - Defined
Collect peer review data
Analyze the peer review data
Record the results of verification activities
Compare actual results to expected results
Analyze defect data
Verification (VER) Perform Peer
Reviews
Prepare for Peer Reviews
Distribute the work product to be reviewed and related information to participants early enough to enable them to adequately prepare for the peer reviewAssign roles for the peer review as appropriatePrepare for the peer review by reviewing the work product prior to conducting the peer review
Conduct Peer Reviews
Perform the assigned roles in the peer reviewIdentify and document defects and other issues in the work productRecord results of the peer review, including action items
Identify action items and communicate issues to relevant stakeholdersConduct an additional peer review if neededEnsure that the exit criteria for the peer review are satisfied
Analyze Peer Review Data
Record data related to the preparation, conduct, and results of the peer reviewsStore the data for future reference and analysisProtect the data to ensure that peer review data are not used inappropriately
Verify Selected Work Products
Perform Verification
Perform the verification of selected work products against their requirements
Identify action items resulting from the verification of work productsDocument the “as-run” verification method and deviations from available methods and procedures discovered during its performance
Analyze Verification
Results
Based on the established verification criteria, identify products that do not meet their requirements or identify problems with methods, procedures, criteria, and the verification environment
3 - Defined
Record all results of the analysis in a report
Validation (VAL)
Identify customer supplied productsIdentify test equipment and tools
Plan the availability of resources in detail
Identify validation cross reference matrixPerform operational demonstrations
Verification (VER)
Verify Selected Work Products
Analyze Verification
Results
Use verification results to compare actual measurements and performance to technical performance parameters
Provide information on how defects can be resolved (including verification methods, criteria, and verification environment) and initiate corrective action
Prepare for Validation
Select Products for
Validation
Identify the key principles, features, and phases for product or product component validation throughout the life of the project
Determine which categories of end user needs (operational, maintenance, training, or support) are to be validatedSelect the product and product components to be validatedSelect the evaluation methods for product or product component validation
Review the validation selection, constraints, and methods with relevant stakeholders
Establish the Validation
Environment
Identify requirements for the validation environment
Identify validation resources that are available for reuse and modification
Establish Validation
Procedures and Criteria
Review the product requirements to ensure that issues affecting validation of the product or product component are identified and resolved
Document the environment, operational scenario, procedures, inputs, outputs, and criteria for the validation of the selected product or product component
Assess the design as it matures in the context of the validation environment to identify validation issues
Validate Product or Product
Components
Perform Validation
Log results of performing validation procedures
3 - Defined
Validation (VAL)
Record formal results of validation activities
Compare actual results to expected results
Analyze validation data for defects
Define the scope of the process appraisal
Conduct the process appraisal
Validate Product or Product
Components
Perform Validation
Communicate validation results to stakeholders
Analyze Validation
Results
Based on the established validation criteria, identify products and product components that do not perform suitably in their intended operating environments, or identify problems with methods, criteria, or the environment
Record results of the analysis and identify issuesUse validation results to compare actual measurements and performance to the intended use or operational need
Provide information on how defects can be resolved (including validation methods, criteria, and validation environment) and initiate corrective action
Organizational Process Focus
(OPF)
Determine Process
Improvement Opportunities
Establish Organizational Process Needs
Identify policies, standards, and business objectives that are applicable to the organization’s processesExamine relevant process standards and models for best practicesDetermine the organization’s process performance objectivesDefine essential characteristics of the organization’s processesDocument the organization’s process needs and objectivesRevise the organization’s process needs and objectives as needed
Appraise the Organization’s
Processes
Obtain sponsorship of the process appraisal from senior management
Determine the method and criteria to be used for the process appraisalPlan, schedule, and prepare for the process appraisal
Document and deliver the appraisal’s activities and findings
3 - Defined
Prioritize candidate process improvements
Document process action plans
Revise process action plans as necessary
Organizational Process Focus
(OPF)
Determine Process
Improvement Opportunities
Identify the Organization’s
Process Improvements
Determine candidate process improvements
Identify and document the process improvements to be implementedRevise the list of planned process improvements to keep it current
Plan and Implement
Process Actions
Establish Process Action
Plans
Identify strategies, approaches, and actions to address identified process improvements
Establish process action teams to implement actions
Review and negotiate process action plans with relevant stakeholders
Implement Process Action
Plans
Make process action plans readily available to relevant stakeholdersNegotiate and document commitments among process action teams and revise their process action plans as necessaryTrack progress and commitments against process action plans
Conduct joint reviews with process action teams and relevant stakeholders to monitor the progress and results of process actions
Plan pilots needed to test selected process improvementsReview the activities and work products of process action teamsIdentify, document, and track to closure issues encountered when implementing process action plans
Ensure that results of implementing process action plans satisfy the organization’s process improvement objectives
Deploy Organizational Process Assets and Incorporate
Experiences
Deploy Organizational Process Assets
Deploy organizational process assets across the organization
Document changes to organizational process assetsDeploy changes that were made to organizational process assets across the organization
3 - Defined
Organizational Process Focus
(OPF)
Deploy Organizational Process Assets and Incorporate
Experiences
Deploy Organizational Process Assets
Provide guidance and consultation on the use of organizational process assets
Deploy Standard
Processes
Identify projects in the organization that are starting up
Identify active projects that would benefit from implementing the organization’s current set of standard processesEstablish plans to implement the organization’s current set of standard processes on the identified projectsAssist projects in tailoring the organization’s set of standard processes to meet their needsMaintain records of tailoring and implementing processes on the identified projects
Ensure that the defined processes resulting from process tailoring are incorporated into plans for process compliance audits
As the organization’s set of standard processes is updated, identify which projects should implement the changes
Monitor the Implementation
Monitor the projects’ use of organizational process assets and changes to them
Review selected process artifacts created during the life of each projectReview results of process compliance audits to determine how well the organization’s set of standard processes has been deployed
Identify, document, and track to closure issues related to implementing the organization’s set of standard processes
Incorporate Experiences
into Organizational Process Assets
Conduct periodic reviews of the effectiveness and suitability of the organization’s set of standard processes and related organizational process assets relative to the process needs and objectives derived from the organization’s business objectives
Obtain feedback about the use of organizational process assetsDerive lessons learned from defining, piloting, implementing, and deploying organizational process assets
3 - Defined
Manage process improvement proposals
Document descriptions of lifecycle models
Conduct peer reviews on lifecycle models
Organizational Process Focus
(OPF)
Deploy Organizational Process Assets and Incorporate
Experiences
Incorporate Experiences
into Organizational Process Assets
Make lessons learned available to people in the organization as appropriateAnalyze measurement data obtained from the use of the organization’s common set of measures
Appraise processes, methods, and tools in use in the organization and develop recommendations for improving organizational process assets
Make the best of the organization’s processes, methods, and tools available to people in the organization as appropriate
Establish and maintain records of the organization’s process improvement activities
Organizational Process
Definition (OPD)
Establish Organizational Process Assets
Establish Standard
Processes
Decompose each standard process into constituent process elements to the detail needed to understand and describe the process
Specify the critical attributes of each process elementSpecify relationships among process elements
Ensure that the organization’s set of standard processes adheres to applicable policies, standards, and models
Ensure that the organization’s set of standard processes satisfies process needs and objectives of the organization
Ensure that there is appropriate integration among processes that are included in the organization’s set of standard processes
Document the organization’s set of standard processesConduct peer reviews on the organization’s set of standard processesRevise the organization’s set of standard processes as necessary
Establish Lifecycle Model
Descriptions
Select lifecycle models based on the needs of projects and the organization
Revise the descriptions of lifecycle models as necessary.
3 - Defined
Revise tailoring guidelines as necessary
Make items available for use by projects
Organizational Process
Definition (OPD)
Establish Organizational Process Assets
Establish Tailoring
Criteria and Guidelines
Specify selection criteria and procedures for tailoring the organization’s set of standard processesSpecify the standards used for documenting defined processes
Specify the procedures used for submitting and obtaining approval of waivers from the organization’s set of standard processes
Document tailoring guidelines for the organization’s set of standard processesConduct peer reviews on the tailoring guidelines
Establish the Organization’s Measurement
Repository
Determine the organization’s needs for storing, retrieving, and analyzing measurements.Define a common set of process and product measures for the organization’s set of standard processes
Design and implement the measurement repository
Specify procedures for storing, updating, and retrieving measuresConduct peer reviews on definitions of the common set of measures and procedures for storing, updating, and retrieving measuresEnter specified measures into the repositoryMake the contents of the measurement repository available for use by the organization and projects as appropriate
Revise the measurement repository, the common set of measures, and procedures as the organization’s needs change
Establish the Organization’s Process Asset
Library
Design and implement the organization’s process asset library, including the library structure and support environmentSpecify criteria for including items in the librarySpecify procedures for storing, updating, and retrieving itemsEnter selected items into the library and catalog them for easy reference and retrieval
3 - Defined
Periodically review the use of each item
Establish the content of the planEstablish commitments to the plan
Organizational Process
Definition (OPD)
Establish Organizational Process Assets
Establish the Organization’s Process Asset
Library
Revise the organization’s process asset library as necessary
Establish Work Environment
Standards
Evaluate commercially available work environment standards appropriate for the organization
Adopt existing work environment standards and develop new ones to fill gaps based on the organization’s process needs and objectives
Establish Rules and Guidelines
for Teams
Establish and maintain empowerment mechanisms to enable timely decision making.
Establish and maintain rules and guidelines for structuring and forming teams
Define the expectations, rules, and guidelines that guide how teams work collectively
Organizational Training (OT)
Establish an Organizational
Training Capability
Establish Strategic
Training Needs
Analyze the organization’s strategic business objectives and process improvement plan to identify potential training needs
Document the strategic training needs of the organizationDetermine the roles and skills needed to perform the organization’s set of standard processesDocument the training needed to perform roles in the organization’s set of standard processesDocument the training needed to maintain the safe, secure, and continued operation of the businessRevise the organization’s strategic needs and required training as necessary
Determine Which Training Needs Are the Responsibility
of the Organization
Analyze the training needs identified by projects and support groups
Negotiate with projects and support groups on how their training needs will be satisfied
Document commitments for providing training support to projects and support groups
Establish an Organizational
Training Tactical Plan
Revise the plan and commitments as necessary.
Establish a Training
Capability
Select appropriate approaches to satisfy organizational training needs
3 - Defined
Develop or obtain training materials
Provide Training
Deliver the training
Organizational Training (OT)
Establish an Organizational
Training Capability
Establish a Training
Capability
Determine whether to develop training materials internally or to acquire them externally
Develop or obtain qualified instructors, instructional designers, or mentorsDescribe the training in the organization’s training curriculumRevise training materials and supporting artifacts as necessary
Deliver Training
Select those who will receive the training necessary to perform their roles effectively
Schedule the training, including any resources, as necessary (e.g., facilities, instructors)
Track the delivery of training against the plan
Establish Training Records
Keep records of all students who successfully complete each training course or other approved training activity as well as those who are unsuccessfulKeep records of all staff who are waived from trainingKeep records of all students who successfully complete their required trainingMake training records available to the appropriate people for consideration in assignments
Assess Training
Effectiveness
Assess in-progress or completed projects to determine whether staff knowledge is adequate for performing project tasks
Provide a mechanism for assessing the effectiveness of each training course with respect to established organizational, project, or individual learning (or performance) objectives
Obtain student evaluations of how well training activities met their needs
Integrated Project
Management (IPM)
Use the Project’s
Defined Process
Establish the Project’s Defined Process
Select a lifecycle model from the ones available in organizational process assets.
Select standard processes from the organization’s set of standard processes that best fit the needs of the project
3 - Defined
Document the project’s defined process
Integrate Plans
Integrated Project
Management (IPM)
Use the Project’s
Defined Process
Establish the Project’s Defined Process
Tailor the organization’s set of standard processes and other organizational process assets according to tailoring guidelines to produce the project’s defined process
Use other artifacts from the organization’s process asset library as appropriate
Conduct peer reviews of the project’s defined processRevise the project’s defined process as necessary
Use Organizational Process Assets
for Planning Project
Activities
Use the tasks and work products of the project’s defined process as a basis for estimating and planning project activitiesUse the organization’s measurement repository in estimating the project’s planning parameters
Establish the Project’s Work Environment
Plan, design, and install a work environment for the projectProvide ongoing maintenance and operational support for the project’s work environmentMaintain the qualification of components of the project’s work environmentPeriodically review how well the work environment is meeting project needs and supporting collaboration, and take action as appropriateIntegrate other plans that affect the project with the project plan
Incorporate into the project plan the definitions of measures and measurement activities for managing the project
Identify and analyze product and project interface risksSchedule tasks in a sequence that accounts for critical development and delivery factors and project risksIncorporate plans for performing peer reviews on work products of the project’s defined process.Incorporate the training needed to perform the project’s defined process in the project’s training plans.
3 - Defined
Integrate Plans
Establish and maintain the team structure
Establish and maintain each team
Integrated Project
Management (IPM)
Use the Project’s
Defined Process
Establish objective entry and exit criteria to authorize the initiation and completion of tasks described in the work breakdown structure (WBS)
Ensure that the project plan is appropriately compatible with the plans of relevant stakeholdersIdentify how conflicts will be resolved that arise among relevant stakeholders
Manage the Project Using
Integrated Plans
Implement the project’s defined process using the organization’s process asset library
Monitor and control the project’s activities and work products using the project’s defined process, project plan, and other plans that affect the project
Obtain and analyze selected measurements to manage the project and support organization needs
Periodically review and align the project’s performance with current and anticipated needs, objectives, and requirements of the organization, customer, and end users as appropriate
Address causes of selected issues that can affect project objectives
Establish Teams
Establish and maintain the project’s shared vision
Periodically evaluate the team structure and composition
Contribute to Organizational Process Assets
Propose improvements to the organizational process assets
Store process and product measures in the organization’s measurement repository
Submit documentation for possible inclusion in the organization’s process asset libraryDocument lessons learned from the project for inclusion in the organization’s process asset library
Provide process artifacts associated with tailoring and implementing the organization’s set of standard processes in support of the organization’s process monitoring activities
3 - Defined
Conduct reviews with relevant stakeholders
Identify each critical dependency
Identify and document issues
Resolve issues with relevant stakeholders
Track issues to closure
Determine risk sourcesDetermine risk categories
Define thresholds for each risk category
Integrated Project
Management (IPM)
Coordinate and Collaborate with
Relevant Stakeholders
Manage Stakeholder Involvement
Coordinate with relevant stakeholders who should participate in project activities
Ensure work products that are produced to satisfy commitments meet the requirements of the recipients
Develop recommendations and coordinate actions to resolve misunderstandings and problems with requirements
Manage Dependencies
Establish need dates and plan dates for each critical dependency based on the project schedule
Review and get agreement on commitments to address each critical dependency with those who are responsible for providing or receiving the work product
Document critical dependencies and commitmentsTrack the critical dependencies and commitments and take corrective action as appropriate
Resolve Coordination
Issues
Communicate issues to relevant stakeholders
Escalate to appropriate managers the issues not resolvable with relevant stakeholders
Communicate with relevant stakeholders on the status and resolution of issues
Risk Management
(RSKM)
Prepare for Risk Management
Determine Risk Sources and Categories
Define Risk Parameters
Define consistent criteria for evaluating and quantifying risk likelihood and severity levels
3 - Defined
Identify Risks
Prioritize risks for mitigation
Mitigate RisksMonitor risk status
Risk Management
(RSKM)
Prepare for Risk Management
Define Risk Parameters
Define bounds on the extent to which thresholds are applied against or within a category
Establish a Risk
Management Strategy
Establish a project risk management strategy
Identify and Analyze Risks
Identify the risks associated with cost, schedule, and performance
Review environmental elements that can affect the projectReview all elements of the work breakdown structure as part of identifying risks to help ensure that all aspects of the work effort have been considered
Review all elements of the project plan as part of identifying risks to help ensure that all aspects of the project have been consideredDocument the context, conditions, and potential consequences of each riskIdentify the relevant stakeholders associated with each risk
Evaluate, Categorize, and Prioritize Risks
Evaluate identified risks using defined risk parametersCategorize and group risks according to defined risk categories
Develop Risk Mitigation
Plans
Determine the levels and thresholds that define when a risk becomes unacceptable and triggers the execution of a risk mitigation plan or contingency plan
Identify the person or group responsible for addressing each riskDetermine the costs and benefits of implementing the risk mitigation plan for each risk
Develop an overall risk mitigation plan for the project to orchestrate the implementation of individual risk mitigation and contingency plans
Develop contingency plans for selected critical risks in the event their impacts are realized
Implement Risk Mitigation
Plans
Provide a method for tracking open risk handling action items to closure
3 - Defined
Mitigate Risks
Rank the criteria
Perform a literature search
Document proposed alternatives
Risk Management
(RSKM)
Implement Risk Mitigation
Plans
Invoke selected risk handling options when monitored risks exceed defined thresholds
Establish a schedule or period of performance for each risk handling activity that includes a start date and anticipated completion date
Provide a continued commitment of resources for each plan to allow the successful execution of risk handling activities
Collect performance measures on risk handling activities
Decision Analysis and Resolution
(DAR)
Evaluate Alternatives
Establish Guidelines for
Decision Analysis
Establish guidelines for when to use a formal evaluation processIncorporate the use of guidelines into the defined process as appropriate
Establish Evaluation
Criteria
Define the criteria for evaluating alternative solutionsDefine the range and scale for ranking the evaluation criteria
Assess the criteria and their relative importanceEvolve the evaluation criteria to improve their validityDocument the rationale for the selection and rejection of evaluation criteria
Identify Alternative Solutions
Identify alternatives for consideration in addition to the alternatives that may be provided with the issue
Select Evaluation Methods
Select methods based on the purpose for analyzing a decision and on the availability of the information used to support the method
Select evaluation methods based on their ability to focus on the issues at hand without being overly influenced by side issuesDetermine the measures needed to support the evaluation method
Evaluate Alternative Solutions
Evaluate proposed alternative solutions using the established evaluation criteria and selected methodsEvaluate assumptions related to the evaluation criteria and the evidence that supports the assumptions
3 - Defined
Document the results of the evaluation.
Revise the selection as necessary
Decision Analysis and Resolution
(DAR)
Evaluate Alternatives
Evaluate Alternative Solutions
Evaluate whether uncertainty in the values for alternative solutions affects the evaluation and address these uncertainties as appropriate
Perform simulations, modeling, prototypes, and pilots as necessary to exercise the evaluation criteria, methods, and alternative solutions
Consider new alternative solutions, criteria, or methods if proposed alternatives do not test well; repeat evaluations until alternatives do test well
Select Solutions
Assess the risks associated with implementing the recommended solutionDocument and communicate to relevant stakeholders the results and rationale for the recommended solution
4 - Quantitativ
ely Managed
Organizational Process
Performance (OPP)
Establish Performance Baselines and
Models
Establish Quality and
Process Performance Objectives
Review the organization’s business objectives related to quality and process performance
Define the organization’s quantitative objectives for quality and process performanceDefine the priorities of the organization’s objectives for quality and process performance
Review, negotiate, and obtain commitment to the organization’s quality and process performance objectives and their priorities from relevant stakeholders
Revise the organization’s quantitative objectives for quality and process performance as necessary
Select Processes
Establish the criteria to use when selecting subprocesses
Select the subprocesses and document the rationale for their selection
Establish and maintain traceability between the selected subprocesses, quality and process performance objectives, and business objectives
Revise the set of measures as necessary
4 - Quantitativ
ely Managed
Organizational Process
Performance (OPP)
Establish Performance Baselines and
Models
Establish Process
Performance Measures
Select measures that reflect appropriate attributes of the selected processes or subprocesses to provide insight into the organization’s quality and process performance
Establish operational definitions for the selected measures
Incorporate selected measures into the organization’s set of common measures
Analyze Process
Performance and Establish
Process Performance
Baselines
Collect the selected measurements for the selected processes and subprocesses
Analyze the collected measures to establish a distribution or range of results that characterize the expected performance of selected processes or subprocesses when used on a project
Establish and maintain the process performance baselines from collected measurements and analysesReview and get agreement with relevant stakeholders about the process performance baselines
Make the process performance information available across the organization in the measurement repository
Compare the process performance baselines to associated quality and process performance objectives to determine if those quality and process performance objectives are being achieved
Revise the process performance baselines as necessary
Establish Process
Performance Models
Establish process performance models based on the organization’s set of standard processes and process performance baselines
Calibrate process performance models based on the past results and current needsReview process performance models and get agreement with relevant stakeholdersSupport the projects’ use of process performance models
4 - Quantitativ
ely Managed
Organizational Process
Performance (OPP)
Establish Performance Baselines and
Models
Establish Process
Performance Models
Revise process performance models as necessary
Quantitative Project
Management (QPM)
Prepare for Quantitative Management
Establish the Project’s
Objectives
Review the organization's objectives for quality and process performance
Identify the quality and process performance needs and priorities of the customer, suppliers, end users, and other relevant stakeholders
Define and document measurable quality and process performance objectives for the projectDerive interim objectives to monitor progress toward achieving the project’s objectivesDetermine the risk of not achieving the project’s quality and process performance objectives
Resolve conflicts among the project’s quality and process performance objectives (e.g., if one objective cannot be achieved without compromising another)
Establish traceability to the project’s quality and process performance objectives from their sourcesDefine and negotiate quality and process performance objectives for suppliersRevise the project’s quality and process performance objectives as necessary
Compose the Defined Process
Establish the criteria to use in evaluating process alternatives for the projectIdentify alternative processes and subprocesses for the projectAnalyze the interaction of alternative subprocesses to understand relationships among the subprocesses, including their attributesEvaluate alternative subprocesses against the criteriaSelect the alternative subprocesses that best meet the criteriaEvaluate the risk of not achieving the project’s quality and process performance objectives
Select Subprocesses and Attributes
Analyze how subprocesses, their attributes, other factors, and project performance results relate to each other
4 - Quantitativ
ely Managed
Quantitative Project
Management (QPM)
Prepare for Quantitative Management
Select Subprocesses and Attributes
Identify criteria to be used in selecting subprocesses that are key contributors to achieving the project’s quality and process performance objectivesSelect subprocesses using the identified criteria
Identify product and process attributes to be monitored
Select Measures and
Analytic Techniques
Identify common measures from the organizational process assets that support quantitative management
Identify additional measures that may be needed to cover critical product and process attributes of the selected subprocessesIdentify the measures to be used in managing subprocessesSpecify the operational definitions of measures, their collection points in subprocesses, and how the integrity of measures will be determined
Analyze the relationship of identified measures to the project quality and process performance objectives and derive subprocess quality and process performance objectives that state targets (e.g., thresholds, ranges) to be met for each measured attribute of each selected subprocess
Identify the statistical and other quantitative techniques to be used in quantitative managementDetermine what process performance baselines and models may be needed to support identified analyses
Instrument the organizational or project support environment to support collection, derivation, and analysis of measures
Revise measures and statistical analysis techniques as necessary
Quantitatively Manage the
Project
Monitor the Performance of
Selected Subprocesses
Collect data, as defined by the selected measures, on the subprocesses as they executeMonitor the variation and stability of the selected subprocesses and address deficiencies
Identify and analyze potential actions
Implement selected actions
4 - Quantitativ
ely Managed
Quantitative Project
Management (QPM)
Quantitatively Manage the
Project
Monitor the Performance of
Selected Subprocesses
Monitor the capability and performance of the selected subprocesses and address deficiencies
Manage Project Performance
Periodically review the performance of subprocessesMonitor and analyze suppliers’ progress toward achieving their quality and process performance objectivesPeriodically review and analyze actual results achieved against established interim objectives
Use process performance models calibrated with project data to assess progress toward achieving the project’s quality and process performance objectives
Identify and manage risks associated with achieving the project’s quality and process performance objectives
Determine and implement actions needed to address deficiencies in achieving the project’s quality and process performance objectives
Perform Root Cause Analysis
Perform root cause analysis, as appropriate, to diagnose process performance deficiencies
Assess the impact of the actions on subprocess performance
5 - Optimizing
Organizational Performance Management
(OPM)
Manage Business
Performance
Maintain Business
Objectives
Evaluate business objectives periodically to ensure they are aligned with business strategies
Compare business objectives with actual process performance results to ensure they are realistic
Prioritize business objectives based on documented criteria, such as the ability to win new business, retain existing clients, or accomplish other key business strategies
Maintain quality and process performance objectives to address changes in business objectivesRevise process performance measures to align with quality and process performance objectives
Elicit suggested improvements
5 - Optimizing
Organizational Performance Management
(OPM)
Manage Business
Performance
Analyze Process
Performance Data
Periodically compare quality and process performance objectives to current process performance baselines to evaluate the ability of the organization to meet its business objectives
Identify shortfalls where the actual process performance is not satisfying the business objectivesIdentify and analyze risks associated with not meeting business objectivesReport results of the process performance and risk analyses to organizational leadership
Identify Potential Areas
for Improvement
Identify potential improvement areas based on the analysis of process performance shortfalls. Performance shortfalls include not meeting productivity, cycle time, or customer satisfaction objectives
Document the rationale for the potential improvement areas, including references to applicable business objectives and process performance data
Document anticipated costs and benefits associated with addressing potential improvement areasCommunicate the set of potential improvement areas for further evaluation, prioritization, and use
Select Improvements
Elicit Suggested
Improvements
Identify suggested improvements as incremental or innovativeInvestigate innovative improvements that may improve the organization's processes and technologies
Analyze Suggested
Improvements
Analyze the costs and benefits of suggested improvementsIdentify potential barriers and risks to deploying each suggested improvementEstimate the cost, effort, and schedule required for implementing, verifying, and deploying each suggested improvement
Select suggested improvements for validation and possible implementation and deployment based on the evaluations
Document the evaluation results of each selected improvement suggestion in an improvement proposal
Document results of the selection process
Plan the validation
Track validation against validation plans
Prioritize improvements for deploymentSelect improvements to be deployed
Document results of the selection process
Update the organizational process assets
5 - Optimizing
Organizational Performance Management
(OPM)
Select Improvements
Analyze Suggested
Improvements
Determine the detailed changes needed to implement the improvement and document them in the improvement proposal
Determine the validation method that will be used before broad-scale deployment of the change and document it in the improvement proposal
Validate Improvements
Review and get relevant stakeholder agreement on validation plansConsult with and assist those who perform the validationCreate a trial implementation, in accordance with the validation plan, for selected improvements to be piloted
Perform each validation in an environment that is similar to the environment present in a broad scale deployment
Review and document the results of validation
Select and Implement
Improvements for Deployment
Determine how to deploy each improvement
Review any changes needed to implement the improvements
Deploy Improvements
Plan the Deployment
Determine how each improvement should be adjusted for deploymentIdentify strategies that address the potential barriers to deploying each improvement that were defined in the improvement proposalsIdentify the target project population for deployment of the improvement
Establish measures and objectives for determining the value of each improvement with respect to the organization’s quality and process performance objectives
Document the plans for deploying selected improvements
Gather relevant data.
5 - Optimizing
Organizational Performance Management
(OPM)
Deploy Improvements
Plan the Deployment
Review and get agreement with relevant stakeholders on the plans for deploying selected improvementsRevise the plans for deploying selected improvements as necessary
Manage the Deployment
Monitor the deployment of improvements using deployment plansCoordinate the deployment of improvements across the organizationDeploy improvements in a controlled and disciplined mannerCoordinate the deployment of improvements into the projects’ defined processes as appropriateProvide consulting as appropriate to support deployment of improvementsProvide updated training materials or develop communication packages to reflect improvements to organizational process assets
Confirm that the deployment of all improvements is completed in accordance with the deployment planDocument and review results of improvement deployment
Evaluate Improvement
Effects
Measure the results of each improvement as implemented on the target projects, using the measures defined in the deployment plans
Measure and analyze progress toward achieving the organization’s quality and process performance objectives using statistical and other quantitative techniques and take corrective action as needed
Causal Analysis and Resolution
(CAR)
Determine Causes of Selected
Outcomes
Select Outcomes for
Analysis
Determine which outcomes to analyze further
Formally define the scope of the analysis, including a clear definition of the improvement needed or expected, stakeholders affected, target affected, etc.
Analyze Causes
Conduct causal analysis with those who are responsible for performing the task.Analyze selected outcomes to determine their root causesCombine selected outcomes into groups based on their root causes
Select action proposals to be implemented
Implement action plans
5 - Optimizing
Causal Analysis and Resolution
(CAR)
Determine Causes of Selected
Outcomes
Analyze Causes
Create an action proposal that documents actions to be taken to prevent the future occurrence of similar outcomes or to incorporate best practices into processes
Address Causes of Selected Outcomes
Implement Action
Proposals
Analyze action proposals and determine their priorities
Create action plans for implementing the selected action proposals
Look for similar causes that may exist in other processes and work products and take action as appropriate.
Evaluate the Effect of
Implemented Actions
Measure and analyze the change in process performance of the project’s affected processes or subprocessesDetermine the impact of the change on achieving the project’s quality and process performance objectives
Determine and document appropriate actions if the process or subprocess improvements did not result in expected project benefits
Record Causal Analysis Data
Record causal analysis data and make the data available so that other projects can make appropriate process changes and achieve similar results
Submit process improvement proposals for the organization when the implemented actions are effective for the project as appropriate
Work Product Concept Detailed Modular Info Map Usable EvidenceN/A N/A N/A N/A N/A N/A N/A231 100% 100% 100% 100% 100% 100%411 100% 100% 100% 100% 100% 100%66 100% 100% 100% 100% 100% 100%71 100% 100% 100% 100% 100% 100%
779 100% 100% 100% 100% 100% 100%N/A N/A N/A N/A N/A N/A N/A
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Requirements impact assessments 1 2 4 8 16 32
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Requirements change requests 1 2 4 8 16 32
Requirements change impact reports 1 2 4 8 16 32
Requirements status 1 2 4 8 16 32
Requirements database 1 2 4 8 16 32
Requirements traceability matrix 1 2 4 8 16 32
Requirements tracking system 1 2 4 8 16 32
Requirements traceability report 1 2 4 8 16 32
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Sources of inconsistency 1 2 4 8 16 32
Capability Maturity Model Integration© for Development Version 1.3 (CMMI-DEV-V1.3©)
Lists of criteria for distinguishing appropriate requirements providers
Criteria for evaluation and acceptance of requirements
Documented commitments to requirements and requirements changes
Documentation of inconsistencies between requirements and project plans and work products, including sources and conditions
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Corrective actions 1 2 4 8 16 32WBS 1 2 4 8 16 32
Task descriptions 1 2 4 8 16 32
Product and component list 1 2 4 8 16 32
Reusable work product list 1 2 4 8 16 32
Technical approach 1 2 4 8 16 32
Estimating models and inputs 1 2 4 8 16 32
Attribute estimates 1 2 4 8 16 32
Project lifecycle phases 1 2 4 8 16 32
Estimating models and historical data 1 2 4 8 16 32
Supporting infrastructure needs 1 2 4 8 16 32
Project effort and cost estimates 1 2 4 8 16 32
Project milestones 1 2 4 8 16 32Project assumptions 1 2 4 8 16 32Project constraints 1 2 4 8 16 32Schedule dependencies 1 2 4 8 16 32
Project budget and schedule 1 2 4 8 16 32
Corrective action criteria 1 2 4 8 16 32Identified risks 1 2 4 8 16 32
Risk impacts and probability of occurrence 1 2 4 8 16 32
Risk agreements 1 2 4 8 16 32
Revised risks 1 2 4 8 16 32
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List of project data to be collected 1 2 4 8 16 32
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Status reports 1 2 4 8 16 32
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Critical facilities and equipment list 1 2 4 8 16 32
Project administration requirements list 1 2 4 8 16 32
Inventory of skill needs 1 2 4 8 16 32
Databases (e.g., skills, training, etc.) 1 2 4 8 16 32
Training plans 1 2 4 8 16 32
Staffing and new hire plans 1 2 4 8 16 32
Stakeholder involvement plan 1 2 4 8 16 32
Overall project plan 1 2 4 8 16 32
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Renegotiated budgets 1 2 4 8 16 32Revised schedules 1 2 4 8 16 32Revised requirements list 1 2 4 8 16 32
Renegotiated stakeholder agreements 1 2 4 8 16 32
Documented requests for commitments 1 2 4 8 16 32
Privacy and security requirements and procedures
Mechanisms for data retrieval, reproduction, and distribution
Lists of data requirements for acquirers and suppliers
Version and configuration control requirements and mechanisms
Process and workflow definitions and diagrams
Staffing requirements based on project size and scope
Record of the reviews of plans that affect the project
Revised methods and corresponding estimating parameters (e.g., better tools, the use of off-the-shelf components)
Documented commitments 1 2 4 8 16 32
Record of reviewing internal commitments 1 2 4 8 16 32
Record of reviewing external commitments 1 2 4 8 16 32
Commitments regarding interfaces 1 2 4 8 16 32
Schedule performance reports 1 2 4 8 16 32
Cost performance reports 1 2 4 8 16 32
Records of project performance 1 2 4 8 16 32
Resource consumption reports 1 2 4 8 16 32
Staff knowledge and skill reports 1 2 4 8 16 32
Records of significant deviations 1 2 4 8 16 32
Records of prior commitments 1 2 4 8 16 32
Status of commitments 1 2 4 8 16 32
Records of commitment reviews 1 2 4 8 16 32
Risk management documentation 1 2 4 8 16 32
Updated risk documentation 1 2 4 8 16 32
Records of project risk monitoring 1 2 4 8 16 32
Data management activity status 1 2 4 8 16 32
Data management issues 1 2 4 8 16 32
Records of data management 1 2 4 8 16 32
Stakeholder involvement reports 1 2 4 8 16 32
Stakeholder involvement issues 1 2 4 8 16 32
Records of stakeholder involvement 1 2 4 8 16 32
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Documented change requests 1 2 4 8 16 32
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Change request and problem report status 1 2 4 8 16 32
Milestone review records 1 2 4 8 16 32
Milestone review data 1 2 4 8 16 32
Milestone issues and impacts 1 2 4 8 16 32
Documented milestone review results 1 2 4 8 16 32
Milestone action item status 1 2 4 8 16 32List of issues requiring corrective actions 1 2 4 8 16 32
Analysis of issues for corrective action 1 2 4 8 16 32
Corrective action plans 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Corrective action results 1 2 4 8 16 32
Analysis of corrective actions 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Status on assigned activities and work products
Stakeholder agreement on corrective actionsChanges to internal and external commitments
Actions for deviations from corrective actions
List of the acquisition types that will be used for all products and product components to be acquired
1 2 4 8 16 32
1 2 4 8 16 32
Supplier proposals and market studies 1 2 4 8 16 32
Supplier risks 1 2 4 8 16 32
Supplier evaluations 1 2 4 8 16 32
Preferred supplier list 1 2 4 8 16 32
Supplier requirement revisions 1 2 4 8 16 32
Requirements for customer supplied items 1 2 4 8 16 32
1 2 4 8 16 32
Records of reviewing supplier agreements 1 2 4 8 16 32
Supplier agreement commitments 1 2 4 8 16 32
Supplier agreement revisions 1 2 4 8 16 32
Project plan and commitment revisions 1 2 4 8 16 32
1 2 4 8 16 32
Supplier process performance reports 1 2 4 8 16 32
Trade study or other record of evaluation criteria, advantages and disadvantages of candidate suppliers, and rationale for selection of suppliers
List of candidate suppliers, solicitation materials, and requirements
Statements of work, contracts, memoranda of agreement, and licensing agreement
Supplier progress reports and performance measures
1 2 4 8 16 32
Records of supplier reviews 1 2 4 8 16 32
Records of technical supplier reviews 1 2 4 8 16 32
Records of management supplier reviews 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Acceptance procedures 1 2 4 8 16 32
Agreements on acceptance procedures 1 2 4 8 16 32
Results of reviewing acquired products 1 2 4 8 16 32
1 2 4 8 16 32
Acceptance reviews or test results 1 2 4 8 16 32
Corrective action plans 1 2 4 8 16 32
Discrepancy reports and action items 1 2 4 8 16 32
Transition plans 1 2 4 8 16 32
Training reports 1 2 4 8 16 32
Support and maintenance reports 1 2 4 8 16 32
Measurement objectives 1 2 4 8 16 32
Supplier review materials and reports, and product and documentation deliveries
Supplier performance improvement action plans
Risks, action items, and corrective actions tracked to closure
Results of reviewing non-technical commitments
Measurement priorities 1 2 4 8 16 32
1 2 4 8 16 32
Feedback on measurement objectives 1 2 4 8 16 32
Traceability of measurement objectives 1 2 4 8 16 32
List of candidate measures 1 2 4 8 16 32
Traceability of measures to objectives 1 2 4 8 16 32
List of existing measures 1 2 4 8 16 32
1 2 4 8 16 32
Updated measures 1 2 4 8 16 32
Existing sources of data 1 2 4 8 16 32
Measurement data not currently available 1 2 4 8 16 32
Data collection and storage procedures 1 2 4 8 16 32
Data collection mechanisms and guidance 1 2 4 8 16 32
Data collection tools 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Prioritized analyses and reports 1 2 4 8 16 32
Data analysis tools 1 2 4 8 16 32
Analysis specifications and procedures 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Results of documenting and reviewing measurement objectives
Specifications of base and derived measures
Prioritized data collection and storage proceduresUpdated measures and measurement objectives
Updated analysis and report content and reports
Updated measures and measurement objectives
Criteria for evaluating analyses 1 2 4 8 16 32
Base measurement data sets 1 2 4 8 16 32Derived measurement data sets 1 2 4 8 16 32
Results of data integrity tests 1 2 4 8 16 32
Analysis results and draft reports 1 2 4 8 16 32
1 2 4 8 16 32
Records of reviewing initial results 1 2 4 8 16 32
Refined criteria for future analyses 1 2 4 8 16 32
Data to be reviewed 1 2 4 8 16 32
Stored data inventory 1 2 4 8 16 32
Access to stored data inventory 1 2 4 8 16 32
Access controls for stored data inventory 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Criteria for evaluations 1 2 4 8 16 32
Evaluation reports 1 2 4 8 16 32
Noncompliance reports 1 2 4 8 16 32
Lessons learned and corrective actions 1 2 4 8 16 32
List of work products to be evaluated 1 2 4 8 16 32
Additional measurement and analysis results
Delivered reports and related analysis resultsContextual information or guidance to help interpret analysis results
Policy for identifying and reporting quality issues
Criteria for evaluating work products 1 2 4 8 16 32
Evaluation reports 1 2 4 8 16 32
Schedule for evaluating work products 1 2 4 8 16 32
Noncompliance reports 1 2 4 8 16 32
Lessons learned and corrective actions 1 2 4 8 16 32
Results of resolving noncompliances 1 2 4 8 16 32
List of noncompliance issues 1 2 4 8 16 32
List of unresolvable noncompliance issues 1 2 4 8 16 32
Analysis of noncompliance issues 1 2 4 8 16 32
Evaluation reports 1 2 4 8 16 32
Quality trends 1 2 4 8 16 32
Corrective action reports 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Selected configuration items 1 2 4 8 16 32
List of unique identifiers 1 2 4 8 16 32
List of important characteristics 1 2 4 8 16 32
Identified configuration items 1 2 4 8 16 32
Configuration item owner 1 2 4 8 16 32
Status reports of corrective actions and evaluation logs
Reports of quality trends and quality assurance reports
Configuration item relationships 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Change request database 1 2 4 8 16 32
Shared configuration items 1 2 4 8 16 32
Archived versions of configuration items 1 2 4 8 16 32
Configuration management records 1 2 4 8 16 32
Configuration management reports 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Baselines 1 2 4 8 16 32
Description of baselines 1 2 4 8 16 32
List of available baselines 1 2 4 8 16 32
Change requests 1 2 4 8 16 32
Impacts of changes 1 2 4 8 16 32
Categorized change requests 1 2 4 8 16 32
Reviewed change requests 1 2 4 8 16 32
Status of change requests 1 2 4 8 16 32
Revision history of configuration items 1 2 4 8 16 32
Configuration management system with controlled work products
Configuration management system access control procedures
Contents of configuration management systemRevised configuration management structure
Authorization to create and release baselines
Authorization to change configuration items 1 2 4 8 16 32
Records of access to configuration items 1 2 4 8 16 32
Results of reviewing baselines 1 2 4 8 16 32
Archives of baselines 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Latest versions of baselines 1 2 4 8 16 32
Versions of configuration items 1 2 4 8 16 32
Differences between baselines 1 2 4 8 16 32
Revision history of configuration items 1 2 4 8 16 32
Results of assessing baseline integrity 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Action items 1 2 4 8 16 32
Change request records, change log, and status of configuration items
Access list to configuration status and items
Results of confirming configuration management records
Results of confirming configuration management structure
Results of confirming configuration management completeness
Results of confirming configuration management compliance
Results of requirements elicitation activities 1 2 4 8 16 32
1 2 4 8 16 32
Prioritized customer requirements 1 2 4 8 16 32
1 2 4 8 16 32
Product requirements 1 2 4 8 16 32
Derived requirements 1 2 4 8 16 32
1 2 4 8 16 32
Relationships between requirements 1 2 4 8 16 32
Requirement allocation sheets 1 2 4 8 16 32
Product component requirements 1 2 4 8 16 32
Design constraints 1 2 4 8 16 32
1 2 4 8 16 32
Relationships among derived requirements 1 2 4 8 16 32
List of internal and external interfaces 1 2 4 8 16 32
Interface requirements 1 2 4 8 16 32
Operational concepts and scenarios 1 2 4 8 16 32
Environment in which product operates 1 2 4 8 16 32
Customer constraints on the conduct of verification
Customer constraints on the conduct of validation
Architectural requirements, which specify or constrain the relationships among product components
Requirements allocated to delivery increments
1 2 4 8 16 32
Detailed operational concept 1 2 4 8 16 32
Key mission and business drivers 1 2 4 8 16 32
Functionality and quality attributes 1 2 4 8 16 32
Architecturally significant quality attributes 1 2 4 8 16 32
Functionality required by end-users 1 2 4 8 16 32
1 2 4 8 16 32
Logical and functional partitions 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Related subjects and removed conflicts 1 2 4 8 16 32
Requirements defects reports 1 2 4 8 16 32
List of analyzed requirements 1 2 4 8 16 32
Key requirements 1 2 4 8 16 32
Technical performance measures 1 2 4 8 16 32
Results of reviewing operational concepts and scenarios
Results of analyzing functional and quality requirements
Requirements allocated to partitions, objects, people, and support elements
Requirements allocated to functions and subfunctions
1 2 4 8 16 32
1 2 4 8 16 32
Results of risk assessment 1 2 4 8 16 32
Impacts of product life cycle concept risks 1 2 4 8 16 32
1 2 4 8 16 32
Results of validating requirements 1 2 4 8 16 32
Results of exploring requirements 1 2 4 8 16 32
Record of analysis methods and results 1 2 4 8 16 32
Alternative solution screening criteria 1 2 4 8 16 32
Evaluation reports of new technologies 1 2 4 8 16 32
Evaluation reports of COTS products 1 2 4 8 16 32
Reusable solution components 1 2 4 8 16 32
Alternative solutions 1 2 4 8 16 32
Requirements allocation 1 2 4 8 16 32
Selection criteria for final selection 1 2 4 8 16 32
Proposed requirements changes to resolve defects
Results of analyzing stakeholder needs and constraints
Assessment of risks related to requirements
Evaluation of alternative solutions 1 2 4 8 16 32
Updated criteria for evaluating alternatives 1 2 4 8 16 32
1 2 4 8 16 32
Best set of alternative solutions 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Criteria for evaluating design 1 2 4 8 16 32
Design methods 1 2 4 8 16 32
Results of evaluating designs 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Views needed to document architecture 1 2 4 8 16 32
Detailed design descriptions 1 2 4 8 16 32
Technical data package 1 2 4 8 16 32
Key decisions 1 2 4 8 16 32
Revised technical data package 1 2 4 8 16 32
Identified and resolved issues for alternatives
Documented relationships between requirements and product components
Product component selection decisions and rationale
Documented solutions, evaluations, and rationale
Results of allocating design to requirementsProduct architecture and component design
Number of levels of design and documentation
Interface specification criteria 1 2 4 8 16 32
Interface control documents 1 2 4 8 16 32
External interfaces 1 2 4 8 16 32
Internal interfaces 1 2 4 8 16 32
Interface design alternatives 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Make-or-buy analyses 1 2 4 8 16 32
1 2 4 8 16 32
Implement component design 1 2 4 8 16 32
List of design standards and criteria applied 1 2 4 8 16 32
Peer reviews of component design 1 2 4 8 16 32
Unit testing of component design 1 2 4 8 16 32
Revised product component design 1 2 4 8 16 32
List of documentation requirements 1 2 4 8 16 32
Methods for developing documentation 1 2 4 8 16 32
Applicable documentation standards 1 2 4 8 16 32
1 2 4 8 16 32
Peer reviews of documentation 1 2 4 8 16 32
Interface design specifications and rationaleCriteria for design and product component reuse
Guidelines for choosing COTS product components
End-user training materials, user's manual, operator manual, maintenance manual, online help, etc.
Revised documentation 1 2 4 8 16 32
List of product components to be integrated 1 2 4 8 16 32
Verifications to be performed 1 2 4 8 16 32
1 2 4 8 16 32
Product integration strategy 1 2 4 8 16 32
Reviews of product integration strategies 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Verification procedures for environment 1 2 4 8 16 32
Decisions to make or by environment 1 2 4 8 16 32
Verified environment for product integration 1 2 4 8 16 32
1 2 4 8 16 32
Disposed environment elements 1 2 4 8 16 32
Product integration procedures 1 2 4 8 16 32
Product integration criteria 1 2 4 8 16 32
Product integration maintenance criteria 1 2 4 8 16 32
Results of reviewing interface data 1 2 4 8 16 32
Product component and interface markings 1 2 4 8 16 32
Adequacy of interface descriptions 1 2 4 8 16 32
Compatibility of interfaces 1 2 4 8 16 32
Resolution of interface issues 1 2 4 8 16 32
Alternative product component integration strategies
Rationale for selecting or rejecting alternative product integration strategiesRequirements for product integration environment
Support documentation for the product integration environment
Repository of accessible interface data 1 2 4 8 16 32
1 2 4 8 16 32
Delivery receipts 1 2 4 8 16 32
Checked packing lists 1 2 4 8 16 32
Exception reports 1 2 4 8 16 32
Checked configuration status 1 2 4 8 16 32
Results of pre-checks 1 2 4 8 16 32
1 2 4 8 16 32
Results of conducting integration 1 2 4 8 16 32
Revised product integration strategy 1 2 4 8 16 32
Exception reports 1 2 4 8 16 32
Product integration summary reports 1 2 4 8 16 32
Delivery requirements 1 2 4 8 16 32
Delivery methods 1 2 4 8 16 32
Implemented delivery methods 1 2 4 8 16 32
Operational site for installation 1 2 4 8 16 32
Delivery receipts 1 2 4 8 16 32
Installation results 1 2 4 8 16 32
1 2 4 8 16 32
Acceptance documents for the received product components
Readiness of product integration environment
Lists of work products selected for verification
Work product requirements 1 2 4 8 16 32
Verification methods available for use 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Verification environment requirements 1 2 4 8 16 32
Verification environment resources 1 2 4 8 16 32
Verification equipment and tools 1 2 4 8 16 32
Verification environment 1 2 4 8 16 32
Verification procedures 1 2 4 8 16 32
Verification criteria 1 2 4 8 16 32
Expected verification results 1 2 4 8 16 32
Verification equipment and environment 1 2 4 8 16 32
Types of peer reviews 1 2 4 8 16 32
Peer review data collection requirements 1 2 4 8 16 32
Entry and exit criteria for work products 1 2 4 8 16 32
Criteria for requiring another peer review 1 2 4 8 16 32
Peer review checklist 1 2 4 8 16 32
Peer review schedule 1 2 4 8 16 32
Peer review entry criteria 1 2 4 8 16 32
Verification methods for each selected work product
Work product verification data for project plan
Selected work products to be reviewed 1 2 4 8 16 32
Peer review roles 1 2 4 8 16 32
Peer review training material 1 2 4 8 16 32
Results of peer review roles 1 2 4 8 16 32
Peer review defects 1 2 4 8 16 32
Peer review results 1 2 4 8 16 32
Peer review data 1 2 4 8 16 32
Peer review action items and issues 1 2 4 8 16 32
Results of additional peer reviews 1 2 4 8 16 32
Results of checking peer review exit criteria 1 2 4 8 16 32
Peer review data 1 2 4 8 16 32
Peer review database 1 2 4 8 16 32
Peer review data access control 1 2 4 8 16 32
Analysis of peer review data 1 2 4 8 16 32
Demonstrations and verification results 1 2 4 8 16 32
Verification reports 1 2 4 8 16 32
Verification action items 1 2 4 8 16 32
As-run procedures log 1 2 4 8 16 32
Actual vs. expected verification results 1 2 4 8 16 32
1 2 4 8 16 32
Analysis of verification defect data 1 2 4 8 16 32
Trouble reports and change requests for verification methods, criteria, and the environment
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Validation environment requirements 1 2 4 8 16 32
Customer-supplied validation products 1 2 4 8 16 32Validation test equipment and tools 1 2 4 8 16 32
Validation resources available for use 1 2 4 8 16 32
Detailed validation environment plan 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Validation issues 1 2 4 8 16 32
Validation cross reference matrix 1 2 4 8 16 32Operational demonstrations 1 2 4 8 16 32
As-run procedures log 1 2 4 8 16 32
Analysis report (e.g., statistics on performance, causal analysis of nonconformances, comparison of the behavior between the real product and models, trends)
Actual measurements vs. technical performance parameters
Defect resolution information and corrective actions
Key validation principles, features, and phases
Categories of end-user needs to be validated
Lists of products and product components selected for validationValidation methods for each product or product component
Validation constraints for each product or product component
Review of product requirements for validation
Validation criteria and procedures and test and evaluation procedures for maintenance, training, and support
Validation results 1 2 4 8 16 32
Validation reports 1 2 4 8 16 32
Validation deficiency reports 1 2 4 8 16 32
Procedure change request 1 2 4 8 16 32
Validation issues 1 2 4 8 16 32
Records of validation results 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Relevant process standards and models 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Process appraisal sponsorship 1 2 4 8 16 32
Process appraisal scope 1 2 4 8 16 32
Process appraisal methods and criteria 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Results of validation measurement and performance
Information on how to resolve validation defects and corrective actions
Organization's policies, standards, and objectives
Organization's process performance objectivesEssential organizational process characteristicsOrganization's process needs and objectivesRevised organizational process needs and objectives
Plans for the organization’s process appraisalsAppraisal findings that address strengths and weaknesses of the organization’s processesImprovement recommendations for the organization’s processes
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Process action teams 1 2 4 8 16 32
Process action plans 1 2 4 8 16 32
Reviewed process action plans 1 2 4 8 16 32
1 2 4 8 16 32
Process action plans for stakeholders 1 2 4 8 16 32
Commitments among process action teams 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Plans for pilots 1 2 4 8 16 32
1 2 4 8 16 32
Issues from process action teams 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Analysis of candidate process improvementsPrioritized candidate process improvementsIdentification of improvements for the organization’s processesRevised list of planned process improvements
Process improvement strategies, approaches, and mechanisms
The organization’s approved process action plans
Status and results of implementing process action plans
Results of joint reviews with process action teams
Review of activities and work products from process action teams
Results of ensuring process action teams satisfy objectives
Plans for deploying organizational process assets and changes to them across the organizationDocumentation of changes to organizational process assetsTraining materials for deploying organizational process assets and changes to them
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Results of verifying process tailoring 1 2 4 8 16 32
List of updated set of standard processes 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
List of process compliance issues 1 2 4 8 16 32
1 2 4 8 16 32
Feedback on use of standard processes 1 2 4 8 16 32
Process lessons learned 1 2 4 8 16 32
Support materials for deploying organizational process assets and changes to themThe organization’s list of projects and the status of process deployment on each (i.e., existing and planned projects)
List of active projects for implementing organization's standard processes
Guidelines for deploying the organization’s set of standard processes on new projects
Records of tailoring and implementing the organization’s set of standard processes
Records of tailoring and implementing processes
Results of monitoring process implementation on projects
Status and results of process compliance audits
Results of reviewing selected process artifacts created as part of process tailoring and implementation
Results of periodic reviews of standard processes
Results of communicating lessons learned 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Process improvement proposals 1 2 4 8 16 32
1 2 4 8 16 32
Standard process elements 1 2 4 8 16 32
Standard process element attributes 1 2 4 8 16 32
Standard process element relationships 1 2 4 8 16 32
Results of verifying standard processes 1 2 4 8 16 32
Results of validating standard processes 1 2 4 8 16 32
Results of integrating standard processes 1 2 4 8 16 32
Organization’s set of standard processes 1 2 4 8 16 32
1 2 4 8 16 32
Revised standard processes 1 2 4 8 16 32
Selected lifecycle models 1 2 4 8 16 32
Descriptions of lifecycle models 1 2 4 8 16 32
Peer review results of lifecycle models 1 2 4 8 16 32
Revised descriptions of lifecycle models 1 2 4 8 16 32
Measurements of organizational process assets
Improvement recommendations for organizational process assets
Information on organizational process assets and improvements to them
Records of the organization’s process improvement activities
Results of peer reviews of standard processes
Criteria for tailoring standard processes 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Peer review results of tailoring guidelines 1 2 4 8 16 32
Revised tailoring guidelines 1 2 4 8 16 32
Organization's measurement needs 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Organization’s measurement data 1 2 4 8 16 32
Access control of measurement repository 1 2 4 8 16 32
Revised measurement repository 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Access control of process asset library 1 2 4 8 16 32
Standards for documenting defined processes
Procedures for approving standard processes
Tailoring guidelines for the organization’s set of standard processes
Definition of the common set of product and process measures for the organization’s set of standard processes
Design and implementation of the organization’s measurement repository (i.e., the repository structure, support environment)Procedures for managing organization's measures
Peer review results of measurement definitions and procedures
Design and implementation of the organization’s process asset library
Criteria for including process assets in libraryProcedures for including process assets in library
Catalog and selected items to be included in the organization’s process asset library
Review results of process asset library 1 2 4 8 16 32
Revised organization process asset library 1 2 4 8 16 32
Commercially work environment standards 1 2 4 8 16 32
Work environment standards 1 2 4 8 16 32
Empowerment mechanisms 1 2 4 8 16 32
1 2 4 8 16 32
Operating rules for teams 1 2 4 8 16 32
Analysis of organization's training needs 1 2 4 8 16 32
Strategic training needs 1 2 4 8 16 32
Needed roles and skills 1 2 4 8 16 32
Documented training for roles 1 2 4 8 16 32
Documented training needs for operations 1 2 4 8 16 32
Revised training needs 1 2 4 8 16 32
1 2 4 8 16 32
Methods for satisfying training needs 1 2 4 8 16 32
Training commitments 1 2 4 8 16 32
Organizational training tactical plan 1 2 4 8 16 32Commitments to training plan 1 2 4 8 16 32
Revised training plan 1 2 4 8 16 32
Approaches to satisfy training needs 1 2 4 8 16 32
Rules and guidelines for structuring and forming teams
Common project and support group training needs
Decision to in source or outsource training 1 2 4 8 16 32
Training materials and supporting artifacts 1 2 4 8 16 32
Identify qualified training instructors 1 2 4 8 16 32
Develop organization's training curriculum 1 2 4 8 16 32
1 2 4 8 16 32
List of personnel to receive training 1 2 4 8 16 32
Schedule for delivering training 1 2 4 8 16 32
Delivered training course 1 2 4 8 16 32
Status of training schedule 1 2 4 8 16 32
1 2 4 8 16 32
List of staff with training waivers 1 2 4 8 16 32
List of staff with completed training 1 2 4 8 16 32
Training record access control 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Training effectiveness surveys 1 2 4 8 16 32
Selected lifecycle model 1 2 4 8 16 32
Selected standard processes 1 2 4 8 16 32
Revised training materials and supporting artifacts
Updates to training records in organizational repository
Training program performance assessments
Training examinations and instructor evaluation forms
Tailor standard processes 1 2 4 8 16 32
Other standard artifacts 1 2 4 8 16 32
The project’s defined process 1 2 4 8 16 32
1 2 4 8 16 32
Revision of project's defined process 1 2 4 8 16 32
Project estimates 1 2 4 8 16 32
Project plans 1 2 4 8 16 32
Equipment and tools for the project 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Integrated plans 1 2 4 8 16 32
1 2 4 8 16 32
Product and project interface risks 1 2 4 8 16 32
1 2 4 8 16 32
Plans for performing peer reviews 1 2 4 8 16 32
1 2 4 8 16 32
Results of reviewing project's defined process
Installation, operation, and maintenance manuals for the project work environment
Support services for the project’s work environment
User surveys and results, and use performance, and maintenance records
Definitions of measures and measurement activities
Schedule tasks, delivery factors, and project risks
Training needed to perform project's defined process
1 2 4 8 16 32
1 2 4 8 16 32
Methods for resolving stakeholder conflicts 1 2 4 8 16 32
1 2 4 8 16 32
Integrated plans 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Documented shared vision 1 2 4 8 16 32
List of members assigned to each team 1 2 4 8 16 32
Team charters 1 2 4 8 16 32
Periodic team status reports 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Objective entry and exit criteria to initiate and complete tasks
Compatibility of plan with relevant stakeholders
Work products created by performing the project’s defined process
Collected measures (i.e., actuals) and status records or reports
Revised requirements, plans, and commitments
Causes of issues that affect project objectives
Proposed improvements to organizational process assets
Actual process and product measures collected from the project
Documentation (e.g., exemplary process descriptions, plans, training modules, checklists, lessons learned)
Lessons learned from using process asset library
Process artifacts associated with tailoring and implementing the organization’s set of standard processes on the project
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Critical dependencies 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Status of critical dependencies 1 2 4 8 16 32
Relevant stakeholder coordination issues 1 2 4 8 16 32
1 2 4 8 16 32
Resolved issues with relevant stakeholders 1 2 4 8 16 32
Stakeholder issues for escalation 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Risk source lists (external and internal) 1 2 4 8 16 32Risk categories list 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Agendas and schedules for collaborative activities
Documented issues (e.g., issues with stakeholder requirements, product and product component requirements, product architecture, product design)
Recommendations for resolving relevant stakeholder issues
Defects, issues, and action items resulting from reviews with relevant stakeholders
Need dates for reviewing critical dependencies
Results of agreements on critical dependencies
Commitments to address critical dependencies
Reports for communicating stakeholder issues
Status of relevant stakeholder coordination issuesReports for communicating status and issues
Risk evaluation, categorization, and prioritization criteria
Risk management requirements (e.g., control and approval levels, reassessment intervals)
1 2 4 8 16 32
Project risk management strategy 1 2 4 8 16 32
1 2 4 8 16 32
Environmental elements that affect project 1 2 4 8 16 32
1 2 4 8 16 32
Results of reviewing project plan for risks 1 2 4 8 16 32
1 2 4 8 16 32
Stakeholders associated with each risk 1 2 4 8 16 32
Evaluation of identified risks 1 2 4 8 16 32
Categorized and grouped risks 1 2 4 8 16 32
Prioritized list of risks for mitigation 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Risk mitigation plans 1 2 4 8 16 32
Contingency plans 1 2 4 8 16 32
Updated lists of risk status 1 2 4 8 16 32
Method for tracking open risks to closure 1 2 4 8 16 32
Bounds on extent to which thresholds are applied
List of identified risks, including the context, conditions, and consequences of risk occurrence
Results of reviewing work breakdown structure
Context, conditions, and consequences of risks
Documented handling options for each identified risk
List of those who are responsible for tracking and addressing each risk
Costs and benefits of implementing risk mitigation plan
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Records verifying use of defined process 1 2 4 8 16 32
Documented evaluation criteria 1 2 4 8 16 32
1 2 4 8 16 32
Rankings of criteria importance 1 2 4 8 16 32
1 2 4 8 16 32
Changes to evaluation criteria 1 2 4 8 16 32
Rationale for selection of evaluation criteria 1 2 4 8 16 32
Results of searching for alternatives 1 2 4 8 16 32
Identified alternatives for consideration 1 2 4 8 16 32
Proposed alternatives 1 2 4 8 16 32
1 2 4 8 16 32
Selected methods based on issues at hand 1 2 4 8 16 32
Measures to support evaluation method 1 2 4 8 16 32
Proposed alternative solutions 1 2 4 8 16 32
Assumptions related to evaluation criteria 1 2 4 8 16 32
Updated list of risk handling options and actions
Risk mitigation plans of risk handling options
Resources for risk handling activities such as updating assessments of risk likelihood, consequence, and thresholds
Performance measures on risk handling activitiesGuidelines for when to apply a formal evaluation process
Range and scale of rankings for evaluation criteria
Results of assessing criteria and their importance
Selected methods based on information available
1 2 4 8 16 32
1 2 4 8 16 32
New alternative solutions 1 2 4 8 16 32
Evaluation results 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Organization's business objectives 1 2 4 8 16 32
Organization's quantitative objectives 1 2 4 8 16 32
Organization's prioritized objectives 1 2 4 8 16 32
Commitment to organization's objectives 1 2 4 8 16 32
1 2 4 8 16 32
Criteria for selecting subprocesses 1 2 4 8 16 32
1 2 4 8 16 32
Traceability between subprocesses 1 2 4 8 16 32
1 2 4 8 16 32
Impact of uncertainty on alternative solutions
Simulation, modeling, prototyping, and pilot results
Risks of implementing recommended solutions
Recommended solutions to address significant issues
Organization’s quality and process performance objectives
List of processes or subprocesses identified for process performance analyses with rationale for their selection including traceability to business objectives
Revised list of processes and subprocesses
Selected measures of process performance 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Revised measures of process performance 1 2 4 8 16 32
Collection of selected measurements 1 2 4 8 16 32
Analysis of process performance data 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Revised process performance baselines 1 2 4 8 16 32
Process performance models 1 2 4 8 16 32
Calibrated process performance models 1 2 4 8 16 32
Reviewed process performance models 1 2 4 8 16 32
1 2 4 8 16 32
Definitions of selected measures of process performance with rationale for their selection including traceability to selected processes or subprocesses Incorporated measures of process performance
Baseline data on the organization’s process performance
Agreements on process performance baseline
Communicate process performance information
Compare actual vs. expected process performance baselines
Support to projects' use of process performance models
Revised process performance models 1 2 4 8 16 32
1 2 4 8 16 32
Quality and process performance needs 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Alternative processes and subprocesses 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Analysis of how subprocesses interact 1 2 4 8 16 32
Objectives for quality and process performance
Measurable quality and process performance objectives
Interim quality and process performance objectives
Quality and process performance objective risks
Quality and process performance objective conflicts
Quality and process performance objective traceability
Supplier quality and process performance objectivesRevised quality and process performance objectivesCriteria used to evaluate alternatives for the project
Interactions between alternative processes and subprocesses
Evaluations of alternative processes and subprocessesSubprocesses to be included in the project’s defined process
Assessment of risk of not achieving the project’s objectives
1 2 4 8 16 32
Selected subprocesses 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Criteria used to select subprocesses that are key contributors to achieving the project’s objectives
Attributes of selected subprocesses that help in predicting future project performance
Common measures for quantitative management
Additional measures for quantitative management
Selected measures for quantitative management
Definitions of measures and analytic techniques to be used in quantitative management
Traceability of measures back to the project’s quality and process performance objectives
Statistical techniques for quantitative management
Process performance baselines and models for use by the project
Instrumented environment for quantitative management
Revised measures and statistical analysis techniques
Measurement data from subprocess execution
Natural bounds of process performance for each selected subprocess attribute
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Review and analysis of actual performance 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Results of implementing actions 1 2 4 8 16 32
1 2 4 8 16 32
Results of evaluating business objectives 1 2 4 8 16 32
1 2 4 8 16 32
Prioritized business objectives 1 2 4 8 16 32
1 2 4 8 16 32
Updated process performance measures 1 2 4 8 16 32
The actions needed to address deficiencies in the process stability or capability of each selected subprocessResults of reviewing subprocess performanceGraphical displays and data tabulations for other subprocesses, which support quantitative management
Predictions of results to be achieved relative to the project’s quality and process performance objectives
Assessment of risks of not achieving the project’s quality and process performance objectives
Actions needed to address deficiencies in achieving project objectives
Graphical displays of data used to understand subprocess and project performance and performance trendsIdentified root causes and potential actions to take
Subprocess and project performance measurements and analyses (including statistical analyses) recorded in the organization’s measurement repository
Comparison of business objectives with actual process performance results
Quality and process performance objectives
1 2 4 8 16 32
Process performance shortfalls 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Potential areas for improvement 1 2 4 8 16 32
Rationale for potential improvement areas 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Suggested improvement proposals 1 2 4 8 16 32
Incremental and innovative improvements 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Selected improvements to be validated 1 2 4 8 16 32
1 2 4 8 16 32
Analysis of current capability vs. business objectives
Risks associated with meeting business objectives
Results of reporting process performance and risk analyses
Costs and benefits of potential improvement areas
Results of communicating potential improvement areas
Results of investigating innovative improvements
Costs and benefits of suggested improvementsBarriers and risks to suggested improvements
Cost, effort, and schedule of suggested improvements
Results of evaluating suggested improvements
1 2 4 8 16 32
1 2 4 8 16 32
Results of the selection process 1 2 4 8 16 32
Validation plans 1 2 4 8 16 32
Stakeholder agreement on validation plans 1 2 4 8 16 32
1 2 4 8 16 32
Results of trial implementation 1 2 4 8 16 32
1 2 4 8 16 32
Results of tracking validation activities 1 2 4 8 16 32
Validation evaluation reports 1 2 4 8 16 32
Prioritized improvements for deployment 1 2 4 8 16 32Improvements selected for deployment 1 2 4 8 16 32
Methods for deploying each improvement 1 2 4 8 16 32
Results of selecting improvements 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Methods for adjusting deployments 1 2 4 8 16 32
1 2 4 8 16 32
Target population for deployment 1 2 4 8 16 32
Measures and objectives for deployments 1 2 4 8 16 32
1 2 4 8 16 32
Detailed changes for suggested improvements
Validation method for suggested improvements
Results of consulting and assisting with validation
Documented lessons learned from validation
Results of reviewing suggested improvementsUpdated process documentation and training
Strategies for addressing deployment barriers
Deployment plans for selected improvements
Agreements on deployment plans 1 2 4 8 16 32
Revisions to deployment plans 1 2 4 8 16 32
Results of monitoring deployment plans 1 2 4 8 16 32
Results of coordinating improvements 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Data to be used in the initial analysis 1 2 4 8 16 32
Outcomes selected for further analysis 1 2 4 8 16 32
Scope of the analysis 1 2 4 8 16 32
Root cause analysis results 1 2 4 8 16 32
Analysis of selected outcomes 1 2 4 8 16 32
Combined and grouped outcomes 1 2 4 8 16 32
Results of deploying controlled and disciplined improvements
Results of deploying improvements into projects' defined process
Results of consulting on deployed improvements
Updated training materials (to reflect deployed improvements)
Results of confirming deployed improvements
Documented results of improvement deployment activities
Documented measures of the effects resulting from deployed improvements
Results of measuring progress towards organization's quality and process performance objectives
Action proposal 1 2 4 8 16 32
Analysis of action proposals and priorities 1 2 4 8 16 32
1 2 4 8 16 32
Action plans 1 2 4 8 16 32
Results of implementing action plans 1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
1 2 4 8 16 32
Causal analysis and resolution records 1 2 4 8 16 32
Organizational improvement proposals 1 2 4 8 16 32
Action proposals selected for implementation
Analysis and actions as a result of similar causes from other processes and work products
Analysis of process performance and change in process performance
Impact of changes to achieve quality and process performance objectives
Actions if process and subprocess improvements do not work
TotalN/A
100%100%100%100%100%N/A
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100%100%
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100%100%
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100%100%
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100%100%
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100%100%
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100%100%
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