CMM and Project Management – Monitoring and Supervision

The Software Quality Monitoring and Monitoring Key Processor (KPA) is designed to provide sufficient insights into the project's performance so that the project leader can sense the differences between performance and plan and take preventive or corrective measures. This KPA affects all PMBOK knowledge areas and is closely linked to the process monitoring and controlling group. As well as tracking and monitoring of other KPA software projects, goals, commitments, capabilities, activities, measurements and audits of other KPA software projects.

The purpose of the KPA is to support and support project monitoring and corrective action. The goals are to keep track of the results against the project plans if corrective steps are taken if there is a difference between the planned results and the actual results and the affected groups agree with corrective measures to modify the project plan. Each of these capabilities and activities supports the achievement of these goals.

Commitments of the KPA are required at the executive level. The first commitment is to assign a software project manager to the project. This commitment is done by default for most IT projects. The project manager responsible for the entire project is likely to be someone who is considered a "software project manager", or at least has experience with software projects. If larger projects require a subproject to create a software system or application to be defined, this commitment requires that a project manager be ordered to handle the subproject. This is an organizational commitment, but you may need to identify and assign a project manager to manage the software subproject if you are the general project manager.

The second commitment is also at organizational level, and project management follows a written organizational policy for managing software projects. PMOs or PMCs working for PMC must follow a policy. If you are a CMM / CMMI Certified Project Manager, you must undertake writing this policy to guide the project and its future projects to the organization.

Capability to Perform
5 qualifications are required to meet CMM / CMMI Level 2 criteria. The first ability is that the software project has a project plan. The second is that the software project manager assigns work to the project team. This not only means that the project manager determines, organizes, and schedules the work in his plan, but manages each group member to work. I believe that compliance with the criteria of this ability requires that the software project manager be entitled to manage project resources throughout the project. The most appropriate way for this authority to be formally granted through the project charter of the project.

The third ability calls for adequate resources for tracking and monitoring activities. The design of the activities is supported by project plans and schedules. Appropriate funding is provided by the resource budget for supervised and tracking activities, which is part of the approved project budget. Ability 4 requires that the software project manager be trained to handle the "technical and personal aspects" of the software project. I would say that there is no better way to demonstrate this capability than certification of Project Manager Professional (PMP®) software project manager. The Project Management Institute is above the above certification and has a globally recognized leadership in project management certification and best practice in project management. The certification of the software project manager is straight forward and provides PMI criteria for fulfilling the project management experience. The project manager can choose from quality PMP® courses or PMP® exam preparation training products to prepare them for the qualification exam. These courses train training project leaders in best project management practices and their implementation, and help the project leader to pass the exam.

The ultimate capability calls for the first line of software engineers to "orient themselves to the technical aspects of the software project." The CMMI defines the first-line software manager with direct management responsibilities, including technical management, responsibility for ensuring the staffing and operations of a unitary organization. This definition corresponds to the PMBOK® functional manager definition. The first leader must be taught in the tools, processes, procedures and standards used in the project.

The activities that CMM requires are:

  1. Use of project plan for tracking activities and communicating project status. The plan needs to be updated with the completed work of the project and the availability of project participants. The MS Project file meets this criterion and converts the WBS / Schedule to formats that are available to people who do not have MS Project desktops.
  2. Project designs are reviewed under a documented procedure. This procedure is a Change Management Plan or an Integrated Change Control System (ICCS). The various parts of the project plan determine how to implement the changes approved by the ICCS / Change management plan. The activity also calls for a revision of the revised project plan.
  3. Commitments to external groups and changes in these commitments have been revised in accordance with a documented top management approach. In the context of monitoring and supervision, this activity is described in the project management plan.
  4. Changes approved to the software project are communicated to members of the software development team and to other software related groups. It describes the change management plan or the Communication Management Plan.
  5. Work area dimensions or changes in work equipment will be tracked and, if necessary, corrective actions taken. CMM uses the word "size" for the code, .html pages or the pages of the prepared documents. The idea is to compare the actual size and the estimates to identify the measures needed to correct the estimation procedure and future estimates.
  6. Efforts and costs are monitored and, if necessary, corrective actions are taken. The cost management part of the project planning controls the oversight and control of the expenditures and identifies the identification of the corrective measures. The change management plan controls how to make changes to cost estimates. As software development projects are often not directly managed by budgets, this can be implemented in the project's time management plan.
  7. Critical computer resources are tracked and, if necessary, corrective actions are taken. These are monitored in the resource management plan with other project resources.
  8. Follow-up of the timetable and, if necessary, remedial action. The time management section of the project plan describes how this is done, including late and early delivery deadlines in the plan.
  9. Technical activities are monitored and, if necessary, corrective actions are taken. Technical activities relate to the methods, processes and processes used to develop and test the software. Testing activities are included in the quality management plan. Much of the methods, processes, and processes related to software development must be recorded in the configuration management plan. Activities not covered by configuration management or quality management plans should be described in a separate plan.
  10. We monitor the risks of the project. This is done with the Risk Management Plan
  11. Measurement data and reset data are recorded. This includes estimates and data related to estimates, as well as measurements of the work performed. Estimates are recorded by WBS and the schedule. Estimation of tools and methods, such as functional point analysis (FPA), is described elsewhere.
  12. The software development team performs regular internal reviews of technical progress, plans, performance, and problems against the plan. The software development team includes first class executives and software project manager. This activity is covered by weekly health check-ups.
  13. The official rating for performance and results is at the milestones of the selected project. These official comments correspond to the gate's opinions.

Measurement and Analysis
Measuring Effort to Perform Follow-up Activities

Verification is performed by senior management who regularly reviews follow-up and monitoring activities. This will be enough with the project reports planned for the project and the planned steering committee or project sponsors. The project manager also performs the audit. This requirement may be met in the Regular State Review Meetings in addition to the Gate Seats. These two explanations also require that they produce status reports after each meeting.

Check 3 requires the quality assurance team to review or verify. As CMM considers the Quality Assurance Group as an organization outside the project management, the top management of the organization is responsible for the audit. If you manage the PMO or PMC with project management, this group can enter the controls or reviews required by CMM.

The tips and tricks described in this article implement the best practices supported by the PMI (Project Management Institute). These are taught in PMP® Courses and other PMP® exam preparation products. Visit the three O websites to sample some of the products available in this area, including our AceIt © downloadable software tutorials:



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