Manage Project Performance
Monitor the project to determine whether the project’s objectives
for quality and process performance will be satisfied, and identify
corrective action as appropriate.
A prerequisite for such a comparison is that the selected subprocesses
of the project’s defined process are being statistically managed and
their process capability is understood.
- Periodically review the performance of each subprocess and the
capability of each subprocess selected to be statistically managed,
to appraise progress toward achieving the project’s quality and
process-performance objectives. The process capability of each selected subprocess is determined with respect to
that subprocess’ established quality and process-performance objectives. These
objectives are derived from the project’s quality and process-performance
objectives, which are for the project as a whole.
- Periodically review the actual results achieved against the
established interim objectives for each phase of the project life
cycle to appraise progress toward achieving the project’s quality
and process-performance objectives.
- Track suppliers' results for achieving their quality and processperformance
objectives.
- Use process performance models calibrated with obtained
measures of critical attributes to estimate progress toward
achieving the project’s quality and process-performance objectives.
Process performance models are used to estimate progress toward
achieving objectives that cannot be measured until a future phase
in the project life cycle. An example is the use of process
performance models to predict the latent defects in the delivered
product using interim measures of defects identified during peer
reviews. The calibration is based on the results obtained from performing the previous
subpractices.
- Identify and manage the risks associated with achieving the
project’s quality and process-performance objectives. Example sources of the risks include:
- Inadequate stability and capability data in the organization’s measurement repository
- Subprocesses having inadequate performance or capability
- Suppliers not achieving their quality and process-performance objectives
- Lack of visibility into supplier capability
- Inaccuracies in the organization’s process performance models for predicting future performance
- Deficiencies in predicted process performance (estimated progress)
- Other identified risks associated with identified deficiencies
Determine and document actions needed to address the
deficiencies in achieving the project’s quality and processperformance
objectives. The intent of these actions is to plan and deploy the right set of activities,
resources, and schedule to place the project back on track as much as possible to
meet its objectives.
Examples of actions that can be taken to address deficiencies in achieving the
project’s objectives include:
- Changing quality or process performance objectives so that they are within the expected range of the project’s defined process
- Improving the implementation of the project’s defined process so as to reduce its normal variability (reducing variability may bring the project’s performance within the objectives without having to move the mean)
- Adopting new subprocesses and technologies that have the potential for satisfying the objectives and managing the associated risks
- Identifying the risk and risk mitigation strategies for the deficiencies
- Terminating the project