CMMI for DEV v1.2 Chapter 4(2)
计划对产品和项目作定义的需求开始（图3所示的“What to Build”）。项目计划要覆盖项目期间实施的各种项目管理和开发活动。项目回顾来自各方面的利益相关者用于影响项目的计划以及与其它利益相关者就其对项目的投入建立承诺。举例来讲，这些计划覆盖了配置管理、验证和检测与分析。
Project Management process areas cover the project management activities related to planning, monitoring, and controlling the project.
The Project Management process areas of CMMI are as follows:
· Project Planning
· Project Monitoring and Control
· Supplier Agreement Management
· Integrated Project Management +IPPD
· Risk Management
· Quantitative Project Management
The Basic Project Management process areas address the activities related to establishing and maintaining the project plan, establishing and maintaining commitments, monitoring progress against the plan, taking corrective action, and managing supplier agreements.
Figure 4.3 provides a bird’s-eye view of the interactions among the Basic Project Management process areas and with other process area categories. As illustrated in Figure 4.3, the Project Planning process area includes developing the project plan, involving stakeholders appropriately, obtaining commitment to the plan, and maintaining the plan. When using IPPD, stakeholders represent not just the technical expertise for product and process development, but also the business implications of product and process development.
Figure 4.3: Basic Project Management Process Areas
Planning begins with requirements that define the product and project (“What to Build” in Figure 4.3). The project plan covers the various project management and development activities performed by the project. The project reviews other plans that affect the project from various relevant stakeholders and establish commitments with those stakeholders for their contributions to the project. For example, these plans cover configuration management, verification, and measurement and analysis.
The Project Monitoring and Control process area includes monitoring activities and taking corrective action. The project plan specifies the appropriate level of project monitoring, the frequency of progress reviews, and the measures used to monitor progress. Progress is determined primarily by comparing project status to the plan. When the actual status deviates significantly from the expected values, corrective actions are taken as appropriate. These actions may include replanning.
The Supplier Agreement Management process area addresses the need of the project to acquire those portions of work that are produced by suppliers. Sources of products that may be used to satisfy project requirements are proactively identified. The supplier is selected, and a supplier agreement is established to manage the supplier. The supplier’s progress and performance are tracked by monitoring selected work products and processes, and the supplier agreement is revised as appropriate. Acceptance reviews and tests are conducted on the supplier-produced product component.
The Advanced Project Management process areas address activities such as establishing a defined process that is tailored from the organization’s set of standard processes, establishing the project work environment from the organization’s work environment standards, coordinating and collaborating with relevant stakeholders, managing risk, forming and sustaining integrated teams for the conduct of projects, and quantitatively managing the project’s defined process.
Figure 4.4 provides a bird’s-eye view of the interactions among the Advanced Project Management process areas and with other process area categories. Each Advanced Project Management process area depends on the ability to plan, monitor, and control the project. The Basic Project Management process areas provide this ability.
Figure 4.4: Advanced Project Management Process Areas
The Integrated Project Management process area establishes and maintains the project’s defined process that is tailored from the organization’s set of standard processes. The project is managed using the project’s defined process. The project uses and contributes to the organization’s process assets. The project’s work environment is established and maintained from the organization’s work environment standards.
The management of the project ensures that the relevant stakeholders associated with the project coordinate their efforts in a timely manner. It does this by providing for the management of stakeholder involvement; the identification, negotiation, and tracking of critical dependencies; and the resolution of coordination issues within the project and with relevant stakeholders.
With the +IPPD addition, Integrated Project Management +IPPD establishes and maintains the shared vision of the project and an integrated team structure for the project and then establishes integrated teams to perform the work of the project, ensuring the appropriate collaboration across teams.
Although risk identification and monitoring are covered in the Project Planning and Project Monitoring and Control process areas, the Risk Management process area takes a continuing, forward-looking approach to managing risks with activities that include identification of risk parameters, risk assessments, and risk mitigation.
The Quantitative Project Management process area applies quantitative and statistical techniques to manage process performance and product quality. Quality and process-performance objectives for the project are based on the objectives established by the organization. The project’s defined process comprises, in part, process elements and subprocesses whose process performance can be predicted. At a minimum, the process variation experienced by subprocesses critical to achieving the project’s quality and process-performance objectives is understood. Corrective action is taken when special causes of process variation are identified. (See the definition of “special cause of process variation” in the glossary.)
 Integrated Project Management (IPM) has one goal that applies only when using CMMI with the IPPD group of additions.