1. voice.256.527.8749fax.256.461.7985sandra.cepeda@knology.net 200209–CSSA0001 – 16/27/2015 10:25 PM CSSA Cepeda Systems & Software Analysis, Inc. GENERIC PRACTICES

2. 200209–CSSA0001 – 26/27/2015 10:25 PM CSSA Cepeda Systems & Software Analysis, Inc. CMMI MODEL STRUCTURE Staged Maturity Levels (1-5) Maturity Levels (1-5) Process Area 2 Directing Implementation Directing Implementation Commitment To Perform Commitment To Perform Verification Generic Goals (2-3) Generic Goals (2-3) Process Area 1 Process Area N Common Features Ability To Perform Ability To Perform Continuous Process Area 1 Process Area N Process Area 2 Capability Levels (0-5) Capability Levels (0-5) Specific Goals Generic Practices (2.1-2.10 3.1-3.2) Generic Practices (2.1-2.10 3.1-3.2) Specific Practices Generic Goals (1-5) Generic Goals (1-5) Specific Goals Generic Practices (1.1, 2.1-2.10 3.1-3.2, 4.1-4.2 5.1-5.2) Generic Practices (1.1, 2.1-2.10 3.1-3.2, 4.1-4.2 5.1-5.2) Specific Practices

3. 200209–CSSA0001 – 36/27/2015 10:25 PM CSSA Cepeda Systems & Software Analysis, Inc. SPECIFIC GOALS (SGs)  A Specific Goal Applies to a Process Area and Addresses the Unique Characteristics That Describe What Must Be Implemented to Satisfy That Process Area  Example From the Project Planning Process Area: SG 2: A Project Plan Is Established and Maintained as the Basis for Managing the Project  A Specific Goal Applies to a Process Area and Addresses the Unique Characteristics That Describe What Must Be Implemented to Satisfy That Process Area  Example From the Project Planning Process Area: SG 2: A Project Plan Is Established and Maintained as the Basis for Managing the Project

4. 200209–CSSA0001 – 46/27/2015 10:25 PM CSSA Cepeda Systems & Software Analysis, Inc. SPECIFIC PRACTICES (SPs)  A Specific Practice Is an Activity That Is Considered Important in Achieving the Associated Specific Goal  Practices Are the Major Building Blocks in Establishing the Process Maturity of an Organization  There Are Two Types of Specific Practices in the Continuous Representation  Base  Advanced (Engineering PA’s Only)  Example From the Project Planning Process Area : SP 2.1-1: Establish and Maintain the Project’s Budget and Schedule  A Specific Practice Is an Activity That Is Considered Important in Achieving the Associated Specific Goal  Practices Are the Major Building Blocks in Establishing the Process Maturity of an Organization  There Are Two Types of Specific Practices in the Continuous Representation  Base  Advanced (Engineering PA’s Only)  Example From the Project Planning Process Area : SP 2.1-1: Establish and Maintain the Project’s Budget and Schedule

5. 200209–CSSA0001 – 56/27/2015 10:25 PM CSSA Cepeda Systems & Software Analysis, Inc. CMMI MODEL STRUCTURE Staged Maturity Levels (1-5) Maturity Levels (1-5) Process Area 2 Directing Implementation Directing Implementation Commitment To Perform Commitment To Perform Verification Generic Goals (2-3) Generic Goals (2-3) Process Area 1 Process Area N Common Features Ability To Perform Ability To Perform Continuous Process Area 1 Process Area N Process Area 2 Capability Levels (0-5) Capability Levels (0-5) Specific Goals Generic Practices (2.1-2.10 3.1-3.2) Generic Practices (2.1-2.10 3.1-3.2) Specific Practices Generic Goals (1-5) Generic Goals (1-5) Specific Goals Generic Practices (1.1, 2.1-2.10 3.1-3.2, 4.1-4.2 5.1-5.2) Generic Practices (1.1, 2.1-2.10 3.1-3.2, 4.1-4.2 5.1-5.2) Specific Practices

6. 200209–CSSA0001 – 66/27/2015 10:25 PM CSSA Cepeda Systems & Software Analysis, Inc. WHAT IS INSTITUTIONALIZATION?  Institutionalization Involves Implementing Practices That  Ensure the Process Areas Are Effective, Repeatable and Lasting  Provide Needed Infrastructure Support  Ensure Processes Are Defined, Documented, Understood  Enable Organizational Learning to Improve the Process  Institutionalization Involves Implementing Practices That  Ensure the Process Areas Are Effective, Repeatable and Lasting  Provide Needed Infrastructure Support  Ensure Processes Are Defined, Documented, Understood  Enable Organizational Learning to Improve the Process

7. 200209–CSSA0001 – 76/27/2015 10:25 PM CSSA Cepeda Systems & Software Analysis, Inc. WHY IS IT IMPORTANT?  Without Institutionalization  Processes Will Not Be Executed or Managed Consistently  The Processes Will Not Survive Staff or Leadership Changes  Process Improvement May Not Relate to Business Goals  The Organization Will Find Itself Continuously “Reinventing the Wheel”  There Will Not Be the Commitment to Provide Resources or Infrastructure to Support or Improve the Processes  Historical Data Will Be Incomplete or Unreliable  Without Institutionalization  Processes Will Not Be Executed or Managed Consistently  The Processes Will Not Survive Staff or Leadership Changes  Process Improvement May Not Relate to Business Goals  The Organization Will Find Itself Continuously “Reinventing the Wheel”  There Will Not Be the Commitment to Provide Resources or Infrastructure to Support or Improve the Processes  Historical Data Will Be Incomplete or Unreliable

8. 200209–CSSA0001 – 86/27/2015 10:25 PM CSSA Cepeda Systems & Software Analysis, Inc. REALIZING INSTITUTIONALIZATION IN CMMI MODELS  Continuous Representation  The Basis for Institutionalization Is Established via the Capability Level 2 Generic Practices  This Basis Is Extended in the Capability Level 3, 4 and 5 Generic Practices  Staged Representation  Institutionalization Is the Primary Focus of the Common Features  The Common Features Correspond to the Capability Level 2 and 3 Generic Practices  Continuous Representation  The Basis for Institutionalization Is Established via the Capability Level 2 Generic Practices  This Basis Is Extended in the Capability Level 3, 4 and 5 Generic Practices  Staged Representation  Institutionalization Is the Primary Focus of the Common Features  The Common Features Correspond to the Capability Level 2 and 3 Generic Practices

9. 200209–CSSA0001 – 96/27/2015 10:25 PM CSSA Cepeda Systems & Software Analysis, Inc. GENERIC GOALS (GGs)  Achievement of a Generic Goal in a Process Area Signifies Improved Control in Planning and Implementing the Processes Associated With That Process Area  Generic Goals Are Called “Generic” Because the Same Goal Statement Appears in Multiple Process Areas  Achievement of a Generic Goal in a Process Area Signifies Improved Control in Planning and Implementing the Processes Associated With That Process Area  Generic Goals Are Called “Generic” Because the Same Goal Statement Appears in Multiple Process Areas

10. 200209–CSSA0001 – 106/27/2015 10:25 PM CSSA Cepeda Systems & Software Analysis, Inc. GENERIC PRACTICES (GPs)  Generic Practices Are Activities That Ensure That the Processes Associated With the Process Area Will Be Effective, Repeatable, and Lasting  Generic Practices Contribute to the Achievement of the Generic Goal When Applied to a Particular Process Area  Generic Practices Are Activities That Ensure That the Processes Associated With the Process Area Will Be Effective, Repeatable, and Lasting  Generic Practices Contribute to the Achievement of the Generic Goal When Applied to a Particular Process Area

11. 200209–CSSA0001 – 116/27/2015 10:25 PM CSSA Cepeda Systems & Software Analysis, Inc. CL 1 CL 2 CL3 CL4 CL5 Level GENERIC GOALS AND PRACTICES GG2: Institutionalize a Managed Process Generic PracticesGeneric Goals GG3: Institutionalize a Defined Process GP 3.1: Establish a Defined Process GP 3.2: Collect Improvement Information GG4: Institutionalize a Quantitatively Managed Process GP 4.1: Establish Quantitative Objectives for the Process GP 4.2: Stabilize Subprocess Performance GG5: Institutionalize an Optimizing Process GP 5.1: Ensure Continuous Process Improvement GP 5.2: Correct Root Causes of Problems GP 2.1: Establish an Organizational Policy GP 2.2: Plan the Process GP 2.3: Provide Resources GP 2.4: Assign Responsibility GP 2.5: Train People GP 2.6: Manage Configurations GP 2.7: Identify and Involve Relevant Stakeholders GP 2.8: Monitor and Control the Process GP 2.9: Objectively Evaluate Adherence GP 2.10: Review Status with Higher Level Management GG1: Achieve Specific Goals GP 1.1: Perform Base Practices ML 2 ML 3 ML 4 ML 5 Common Features Mapping Commitment to Perform GP 2.1: Establish an Organizational Policy GP 2.2: Plan the Process GP 2.3: Provide Resources GP 2.4: Assign Responsibility GP 2.5: Train People GP 2.6: Manage Configurations GP 2.7: Identify and Involve Relevant Stakeholders GP 2.8: Monitor and Control the Process GP 2.9: Objectively Evaluate Adherence GP 2.10: Review Status with Higher Level Management Ability to Perform Directing Implementation Verifying Implementation GP 3.1: Establish a Defined Process GP 3.2: Collect Improvement Information

12. Pittsburgh, PA 15213-3890 Generic Practices Workshop - Page 12 CMMI ® Introducing Capability Levels

13. Generic Practices Workshop - Page 13 Copyright 2004, Carnegie Mellon University. All rights reserved. Capability Level Defined A capability level consists of related specific and generic practices for a process area that can improve the organization’s processes associated with that process area. Capability levels provide a scale for analyzing your processes against the process areas in the model. There are six capability levels. Each capability level provides a layer in the foundation for continuous process improvement. Capability levels are cumulative (i.e., a higher capability level includes the practices of the lower levels).

14. Generic Practices Workshop - Page 14 Copyright 2004, Carnegie Mellon University. All rights reserved. Six Capability Levels 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Performed 0 Incomplete

15. Generic Practices Workshop - Page 15 Copyright 2004, Carnegie Mellon University. All rights reserved. CMMI In A Nutshell SM SCAMPI is a Service Mark of Carnegie Mellon University Copyright 2003, CSSA, Inc. Used with permission.

16. Generic Practices Workshop - Page 16 Copyright 2004, Carnegie Mellon University. All rights reserved. Representing Process Area Capability Found in Appraisals The process area capability of one or more Process Areas is often represented in histogram form…. …or a matrix form using green (satisfied), yellow (largely satisfied), or red (unsatisfied/partially satisfied) is often seen PA Capability 0 1 2 3 4 5 Process PA

17. Generic Practices Workshop - Page 17 Copyright 2004, Carnegie Mellon University. All rights reserved. The Capability Levels Process is either not performed or partially performed. One or more specific goals of the process area are not satisfied. 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Performed 0 Incomplete

18. Generic Practices Workshop - Page 18 Copyright 2004, Carnegie Mellon University. All rights reserved. GG2: Institutionalize a Managed Process Generic Practices Generic Goals GP 1.1: Perform Base Practices GG1: Achieve Specific Goals GP 2.1: Establish an Organizational Policy GP 2.2: Plan the Process GP 2.3: Provide Resources GP 2.4: Assign Responsibility GP 2.5: Train People GP 2.6: Manage Configurations GP 2.7: Identify and Involve Relevant Stakeholders GP 2.8: Monitor and Control the Process GP 2.9: Objectively Evaluate Adherence GP 2.10: Review Status with Higher Level Management GG3: Institutionalize a Defined Process GP 3.1: Establish a Defined Process GP 3.2: Collect Improvement Information GG4: Institutionalize a Quantitatively Managed Process GP 4.1: Establish Quantitative Objectives for the Process GP 4.2: Stabilize Subprocess Performance GG5: Institutionalize an Optimizing Process GP 5.1: Ensure Continuous Process Improvement GP 5.2: Correct Root Causes of Problems There are no Generic Goals for Capability Level 0

19. Generic Practices Workshop - Page 19 Copyright 2004, Carnegie Mellon University. All rights reserved. The Capability Levels-Performed 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Performed 0 Incomplete All specific goals of the process area are satisfied. Essential activities are performed and the work is accomplished. However, the definition, planning, monitoring, and controlling of the process may be incomplete. The process may be unstable and inconsistently implemented. All specific goals of the PA are satisfied. A capability level 1 process is a performed process. Process is either not performed or partially performed. One or more specific goals of the process area are not satisfied.

20. Generic Practices Workshop - Page 20 Copyright 2004, Carnegie Mellon University. All rights reserved. GG2: Institutionalize a Managed Process Generic Practices Generic Goals GP 1.1: Perform Base Practices GG1: Achieve Specific Goals GP 2.1: Establish an Organizational Policy GP 2.2: Plan the Process GP 2.3: Provide Resources GP 2.4: Assign Responsibility GP 2.5: Train People GP 2.6: Manage Configurations GP 2.7: Identify and Involve Relevant Stakeholders GP 2.8: Monitor and Control the Process GP 2.9: Objectively Evaluate Adherence GP 2.10: Review Status with Higher Level Management GG3: Institutionalize a Defined Process GP 3.1: Establish a Defined Process GP 3.2: Collect Improvement Information GG4: Institutionalize a Quantitatively Managed Process GP 4.1: Establish Quantitative Objectives for the Process GP 4.2: Stabilize Subprocess Performance GG5: Institutionalize an Optimizing Process GP 5.1: Ensure Continuous Process Improvement GP 5.2: Correct Root Causes of Problems

21. Generic Practices Workshop - Page 21 Copyright 2004, Carnegie Mellon University. All rights reserved. Performed – Generic Goal/Practice GG 1: Achieve Specific Goals The process supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products. GP 1.1: Perform Base Practices Perform the base practices of the process area to develop work products and provide services to achieve the specific goals of the process area.

22. Generic Practices Workshop - Page 22 Copyright 2004, Carnegie Mellon University. All rights reserved. 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Performed 0 Incomplete The Capability Levels-Managed Process is either not performed or partially performed. One or more specific goals of the process area are not satisfied. All specific goals of the PA are satisfied. A capability level 1 process is a performed process. A managed process is a performed process that is also planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description. A managed process is institutionalized (i.e., ingrained in the way work is performed). Processes are managed to achieve objectives that are established for the process, such as cost, schedule, and quality objectives. All specific goals of the PA are satisfied and Generic Goal2 is satisfied. A capability level 2 process is a managed process.

23. Generic Practices Workshop - Page 23 Copyright 2004, Carnegie Mellon University. All rights reserved. CL 2: Managed - Generic Goal GG 2: Institutionalize a Managed Process The process is institutionalized as a managed process.

24. Generic Practices Workshop - Page 24 Copyright 2004, Carnegie Mellon University. All rights reserved. GG2: Institutionalize a Managed Process Generic Practices Generic Goals GP 1.1: Perform Base Practices GG1: Achieve Specific Goals GP 2.1: Establish an Organizational Policy GP 2.2: Plan the Process GP 2.3: Provide Resources GP 2.4: Assign Responsibility GP 2.5: Train People GP 2.6: Manage Configurations GP 2.7: Identify and Involve Relevant Stakeholders GP 2.8: Monitor and Control the Process GP 2.9: Objectively Evaluate Adherence GP 2.10: Review Status with Higher Level Management GG3: Institutionalize a Defined Process GP 3.1: Establish a Defined Process GP 3.2: Collect Improvement Information GG4: Institutionalize a Quantitatively Managed Process GP 4.1: Establish Quantitative Objectives for the Process GP 4.2: Stabilize Subprocess Performance GG5: Institutionalize an Optimizing Process GP 5.1: Ensure Continuous Process Improvement GP 5.2: Correct Root Causes of Problems

25. Generic Practices Workshop - Page 25 Copyright 2004, Carnegie Mellon University. All rights reserved. Managed – Generic Practices 1 The generic practices at capability level 2 are the same for all process areas. GP 2.1: Establish an Organizational Policy Establish and maintain an organizational policy for planning and performing the * process. GP 2.2: Plan the Process Establish and maintain the plan for performing the process. GP 2.3: Provide Resources Provide adequate resources for performing the process, developing the work products, and providing the services of the process. GP 2.4: Assign Responsibility Assign responsibility and authority for performing the process, developing the work products, and providing the services of the process. GP 2.5: Train People Train the people performing or supporting the process as needed. *Substitute the name of the PA of interest for

26. Generic Practices Workshop - Page 26 Copyright 2004, Carnegie Mellon University. All rights reserved. Managed – Generic Practices 2 GP 2.6: Manage Configurations Place designated work products of the process under appropriate levels of configuration management. GP 2.7: Identify and Involve Relevant Stakeholders Identify and involve the relevant stakeholders of the process as planned. GP 2.8: Monitor and Control the Process Monitor and control the process against the plan for performing the process and take appropriate corrective action. GP 2.9: Objectively Evaluate Adherence Objectively evaluate adherence of the process against its process description, standards, and procedures, and address noncompliance. GP 2.10: Review Status with Higher Level Management Review the activities, status, and results of the process with higher level management and resolve issues.

27. Generic Practices Workshop - Page 27 Copyright 2004, Carnegie Mellon University. All rights reserved. The Capability Levels-Defined Process is either not performed or partially performed. One or more specific goals of the process area are not satisfied. All specific goals of the PA are satisfied. A capability level 1 process is a performed process. All specific goals of the PA are satisfied and Generic Goal 2 is satisfied. A capability level 2 process is a managed process. 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Performed 0 Incomplete All specific goals of the PA are satisfied and Generic Goals 2 and 3 are satisfied. A capability level 3 process is a defined process. A defined process is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines. The set of standard processes is established and improved over time. Use of the tailored process contributes work products, measures, and other process-improvement information to the organizational process assets.

28. Generic Practices Workshop - Page 28 Copyright 2004, Carnegie Mellon University. All rights reserved. GG2: Institutionalize a Managed Process Generic Practices Generic Goals GP 1.1: Perform Base Practices GG1: Achieve Specific Goals GP 2.1: Establish an Organizational Policy GP 2.2: Plan the Process GP 2.3: Provide Resources GP 2.4: Assign Responsibility GP 2.5: Train People GP 2.6: Manage Configurations GP 2.7: Identify and Involve Relevant Stakeholders GP 2.8: Monitor and Control the Process GP 2.9: Objectively Evaluate Adherence GP 2.10: Review Status with Higher Level Management GG3: Institutionalize a Defined Process GP 3.1: Establish a Defined Process GP 3.2: Collect Improvement Information GG4: Institutionalize a Quantitatively Managed Process GP 4.1: Establish Quantitative Objectives for the Process GP 4.2: Stabilize Subprocess Performance GG5: Institutionalize an Optimizing Process GP 5.1: Ensure Continuous Process Improvement GP 5.2: Correct Root Causes of Problems

29. Generic Practices Workshop - Page 29 Copyright 2004, Carnegie Mellon University. All rights reserved. Defined - Generic Goal/Practices GG 3: Institutionalize a Defined Process The process is institutionalized as a defined process. The generic practices at capability level 3 are the same for all process areas. GP 3.1: Establish a Defined Process Establish and maintain the description of a defined process. GP 3.2: Collect Improvement Information Collect work products, measures, measurement results, and improvement information derived from planning and performing the process to support the future use and improvement of the organization’s processes and process assets.

30. Generic Practices Workshop - Page 30 Copyright 2004, Carnegie Mellon University. All rights reserved. The Capability Levels-CL 3 is Enough for Now! 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Performed 0 Incomplete

31. Generic Practices Workshop - Page 31 Copyright 2004, Carnegie Mellon University. All rights reserved. Capability Levels Are Cumulative Because capability levels rely upon one another, there can be no gaps.

32. Improving a PA—Continuous Representation Not Performed, Incomplete No GPs or SPs exist GP1.1 CL1 (base) SPs GP1.1 through GP2.10 CL1 + CL2* SPs GP1.1 through GP3.2 CL1+CL2*+CL3* SPs GP1.1 through GP4.2 CL1+CL2*+CL3* SPs Perform the Work Adhere to Policy; Follow Documented Plans and Processes;Apply Adequate Resources; Assign Responsibility and Authority; Train People; Apply CM; Monitor and Control Process; Evaluate Process and Product Quality; Identify and Involve Stakeholders; Review With Management Project’s Process Is Tailored From Organization’s Standard Processes; Understand Process Qualitatively; Process Contributes to the Organization’s Assets Measure Process Performance; Stabilize Process; Control Charts; Deal With Causes of Special Variations * Advanced practices exist only in the Engineering PAs. CL0 Incomplete CL1 Performed CL2 Managed CL3 Defined CL4 Quantitatively Managed CL5 Optimizing GP1.1 through GP5.2 CL1+CL2*+CL3* SPs Defect Prevention; Proactive Improvement; Innovative Technology Insertion and Deployment

33. Generic Practices Workshop - Page 33 Copyright 2004, Carnegie Mellon University. All rights reserved. Estimates of project planning parameters are established and maintained A project plan is established and maintained as the basis for managing the project Commitments to the project plan are established and maintained Project Planning Purpose: Establish and Maintain Plans That Define Project Activities Evolution of Project Planning (1 of 2) Generic Goal 1: Achieve specific goals SP 1.1-1 through SP3.3-1 Generic practices (CL2) GP2.1: Establish an Organizational Policy GP2.2: Plan the Process GP2.3: Provide Resources GP2.4: Assign Responsibility GP2.5: Train People GP2.6: Manage Configurations GP2.7: Identify and Involve Relevant Stakeholders GP2.8: Monitor and Control the Process GP2.9: Objectively Evaluate Adherence GP2.10: Review Status with Higher Level Management

34. Generic Practices Workshop - Page 34 Copyright 2004, Carnegie Mellon University. All rights reserved. Estimates of project planning parameters are established and maintained A project plan is established and maintained as the basis for managing the project Commitments to the project plan are established and maintained Project Planning Purpose: Establish and Maintain Plans That Define Project Activities Evolution of Project Planning (2 of 2) Generic Goal 1: Achieve specific goals SP 1.1-1 through SP3.3-1 Generic practices (CL2) GP2.1: Establish an Organizational Policy GP2.2: Plan the Process GP2.3: Provide Resources GP2.4: Assign Responsibility GP2.5: Train People GP2.6: Manage Configurations GP2.7: Identify and Involve Relevant Stakeholders GP2.8: Monitor and Control the Process GP2.9: Objectively Evaluate Adherence GP2.10: Review Status with Higher Level Management Generic practices (CL3) All the CL1 & CL2 Generic Practices plus (+): GP3.1: Establish a Defined Process GP3.2: Collect Improvement Information

35. Generic Practices Workshop - Page 35 Copyright 2004, Carnegie Mellon University. All rights reserved. GG2: Institutionalize a Managed Process Generic Practices Generic Goals GP 1.1: Perform Base Practices GG1: Achieve Specific Goals GP 2.1: Establish an Organizational Policy GP 2.2: Plan the Process GP 2.3: Provide Resources GP 2.4: Assign Responsibility GP 2.5: Train People GP 2.6: Manage Configurations GP 2.7: Identify and Involve Relevant Stakeholders GP 2.8: Monitor and Control the Process GP 2.9: Objectively Evaluate Adherence GP 2.10: Review Status with Higher Level Management GG3: Institutionalize a Defined Process GP 3.1: Establish a Defined Process GP 3.2: Collect Improvement Information GG4: Institutionalize a Quantitatively Managed Process GP 4.1: Establish Quantitative Objectives for the Process GP 4.2: Stabilize Subprocess Performance GG5: Institutionalize an Optimizing Process GP 5.1: Ensure Continuous Process Improvement GP 5.2: Correct Root Causes of Problems

36. Pittsburgh, PA 15213-3890 Generic Practices Workshop - Page 36 CMMI ® Backup Slides

37. Generic Practices Workshop - Page 37 Copyright 2004, Carnegie Mellon University. All rights reserved. Estimates of project planning parameters are established and maintained A project plan is established and maintained as the basis for managing the project Commitments to the project plan are established and maintained Project Planning Purpose: Establish and Maintain Plans That Define Project Activities Project Management (ML 2): PP (1 of 4)

38. Generic Practices Workshop - Page 38 Copyright 2004, Carnegie Mellon University. All rights reserved. Establish Estimates Obtain Commitment To the Plan Obtain Commitment To the Plan Goals Practices Typical Work Products Project Planning Project Management (ML 2): PP (2 of 4) Develop a Project Plan Develop a Project Plan Estimate the Scope of The Project Establish Estimates of Work Product & Task Attributes Define Project Life Cycle Determine Estimates of Effort & Cost Task Descriptions Work Package Descriptions WBS Technical Approach Size and Complexity of Tasks and Work Products Estimating Models Project Life-Cycle Phases Estimation Rationale Project Effort Estimates Project Cost Estimates

39. Generic Practices Workshop - Page 39 Copyright 2004, Carnegie Mellon University. All rights reserved. Establish Estimates Obtain Commitment To the Plan Obtain Commitment To the Plan Goals Practices Typical Work Products Project Planning Project Management (ML 2): PP (3 of 4) Develop a Project Plan Develop a Project Plan Establish the Budget & Schedule Identify Project Risks Plan for Data Management Plan for Project Resources Plan for Needed Knowledge & Skills Plan Stakeholder Involvement Establish the Project Plan Project Schedules Schedule Dependencies Project Budget Identified Risks Risk Impacts and Probability of Occurrence Risk Priorities Data Management Plan Master List of Managed Data Data Content and Format Description WBS Work Packages WBS Task Dictionary Staffing Requirements Based on Project Size & Scope Inventory of Skill Needs Staffing and New Hire Plans Databases (e.g., Skills and Training) Stakeholder Involvement Plan Overall Project Plan

40. Generic Practices Workshop - Page 40 Copyright 2004, Carnegie Mellon University. All rights reserved. Establish Estimates Goals Practices Typical Work Products Project Planning Project Management (ML 2): PP (4 of 4) Develop a Project Plan Develop a Project Plan Review Plans That Affect The Project Reconcile Work and Resource Levels Obtain Plan Commitment Record of the Reviews of Plans that Affect the Project Revised Methods and Corresponding Estimating Parameters Renegotiated Budgets Revised Schedules Documented Requests for Commitments Documented Commitments Obtain Commitment To the Plan Obtain Commitment To the Plan