Project supervision and control
purpose
Project Supervision and Control (PMC) is to provide an understanding of project progress, thereby adopting appropriate corrective measures when project performance is obviously deviated from the plan.
Introduction
Project documentation plans are the basis for oversee activities, communication status, and take corrective measures. Progress is determined by comparing actual work products and task properties, workload, cost, and progress with schedules in the predetermined milestone or the control level in the project schedule or work decomposition structure. Proper visibility allows the project to take corrective actions in time when the project is important and planned. Important deviation refers to the deviation of the project to achieve its purpose if it is not resolved.
In these practices, the term "project plan" is used to represent the overall plan for controlling the project.
When there is an important deviation in the actual status, it is necessary to take corrective actions. These measures may need to be replaced, which may include revisions the original plan, establish a new protocol, or include additional mitigation activities in the current plan.
Related process domain
Relevant project plans, including how to specify appropriate project monitoring levels, for monitoring progress, and more information about known risks, please refer to the project planning process.
For more information on the process of analytics, analyzing the process of recording information, please refer to the metric and analysis process.
Practice - Target Relation
Continuous hierarchical SG1 based on the plan monitoring project SG1 SP1.1-1 supervision project plan parameters SP1.1-1 supervision project plan parameters SP1.2-1 Supervision commitment SP1.2-1 Supervision commitment SP1.3- 1 Supervise project risk SP1.3-1 Supervision project risk SP1.4-1 Supervision data management SP1.4-1 Supervision Data Management SP1.5-1 Supervisional People's Intervention SP1.5-1 Supervision The Intervention SP1 SP1. 6-1 SP1.6-1 SP1.7-1 SP1.7-1 SP1.7-1 Monument Review SG2 Management Correction Action Detachment to Turn off SG2 Management Corrective Action until SP2.1-1 Analysis problem SP2 .1-1 Analysis Question SP2.2-1 Take Correction Action SP2.2-1 Take Correction Action SP2.3-1 Administrative Correction Action SP2.3-1 Management Correction Action GG1 Reach Specific Target GP1.1 Completion Basic Practice GG2 System Chemical GG2 Institutionalization A Managed Procedure GP2.1 Establishing Organization GP2.1 Establishing Organization GP2.2 Planning Procedure GP2.2 Plan Process GP2.3 Provides Resource GP2.3 Providing Resource GP2. 4 Assign responsibility GP2.4 Assign responsibility GP2.5 Trainers GP2.5 Trainers GP2.6 Management Configuration GP2.6 Management Configuration GP2.7 Identification and include associated happiness GP2.7 identification and include associated happiness GP2. 8 Supervise and control this process GP2.8 supervision and control this process GP2.9 objective evaluation persisting GP2.9 Objective evaluation persistent status GP2.10 with higher level management review status GP2.10 with higher level management Reviewing status GG3 Institutionalization The defined process GP3.1 establishes a defined process GP3.1 creates a defined process C / ML3-5 GP3.2 Collection Improvement information GG4 Institutionalization A quantified Administrative process GP4.1 Establishment process Quantizes Target GP4.2 Stabilization Sub-process Enforcement GG5 Institutionalization A Optimization Process GP5.1 guarantees a continuous process to improve the root cause of GP5.2 correction
Key practice of achieving goals
SG1 in accordance with the plan supervision project
According to the project plan, the actual project efficiency and progress is supervised.
SP 1.1-1 Supervision Project Planning Parameters
According to the actual value of the project plan parameters.
The project plan parameters constitute the usual project progress and performance indicators, and include the attributes, costs, workload and progress of the work product and task. The attributes of working products and tasks include scale, complexity, weight, shape, assembly, or function.
Supervision usually involves the actual value of the measurement project plan parameters, comparing the actual value to the estimated value in the plan, and identifies important deviation. Records of the actual value of the project planning parameters include records for related environment information to help understand measurement results. Article 2 of this process domain The specific goals and specific practices describe the impact analysis of important deviations for determining what corrective measures needed. Typical work product
1. Project performance record
2. Important deviation record
Child practice
1. Progress in progress.
Progress supervision usually includes:
l Periodically measure the actual completed activities and milestones
l Compare the actual activities and milestones and milestones and the progress of the project plan.
l Identify important deviations from estimated values in the project plan
2. Supervise the cost of project costs and spending.
Workload and cost supervision usually include:
l Periodically measure the actual workload and cost and assigned personnel
l Compare the actual workload, cost, personnel, and training and budget of the project plan.
l Identify important deviations from budgets in the project plan
3. Supervise the properties of work products and tasks.
For more information on properties of work products and tasks, please refer to the project planning process.
Supervise the properties of work products and tasks often include:
l Regionally measure the actual properties of work products and tasks, such as size or complexity (and changes in these attributes)
l Compare the actual work product with task properties (and changes in these properties) to estimate in the project plan.
l Identify important deviations from estimated values in the project plan
4. Supervise the resources provided and used.
For more information on the plan for resources, please refer to the project planning process.
Examples of resources include: L Physical Facilities L Design, Manufacturing, Testing and Using Computers, Peripherals, and Software L Network L Privacy Environment L Pro Pro Process
Examples for software engineering software engineering resources include: L Host and Peripherals L Network L Software Test Computer and Peripheral L Target Computer Environment Software L Software Engineering Environment (such as software tools)
5. Supervise the knowledge and skills of the project member.
For more information on the plan for the knowledge and skills required to execute the project, please refer to the project planning process.
Knowledge and skills for supervising projects usually include:
l Regionally measure the knowledge and skills obtained by project personnel
l Concerns in a relatively actual training and training instructions in the project plan
l Identify important deviations from estimated values in the project plan
6. Set important deviation documentation in the project plan parameters.
SP 1.2-1 supervision commitment
Supervise the commitment of the project plan.
Typical work product
1. Commitment to review
Child practice
1. Regularly review the promise (external and internal).
2. Identify the promise that has not yet met, or there is an important commitment that cannot meet the risk.
3. The results of the commitment review documentation.
SP 1.3-1 Supervision Project Risk
Supervise the risk of identifying the project plan.
For more information on the identification of project risks, please refer to the project planning process.
For more information on risk management activities, see the risk management process.
Typical work product
1. Record of project risk supervision
Child practice
1. Risk documentation is regularly reviewed in the current state of the project and the environment.
2. Revise the risk document when new information is obtained to incorporate changes.
3. Inform the relevant state of the risk.
Examples of risk status include: l Risk happens to change L Risk priority changes
SP 1.4-1 Supervision Data Management
In accordance with the management of the project data.
For more information on how to identify how to manage data and how to plan these management activities, please refer to Program Data Management Specific Practice in the Project Plan Process Area.
Once the management of the management project data is set, the management of the data must be supervised to ensure that these programs are achieved.
Typical work product
Data management record
Child practice
1. Periodically review the data management activities in accordance with the relevant descriptions in the project plan.
2. Identify important matters and their impacts and document them.
3. Documentize the results of the evaluation results of the data management activity.
SP 1.5-1 supervises the intervention of the people
Operate the intervention of the people in accordance with the project plan.
For more information on how to identify related officers and plan their proper intervention, please refer to the Interventional Specific Practice of Planning Dynasties in the Project Planning Process.
Once the project plan has identified a manner and explains the intervention range in the project, these interventions must be supervised to ensure appropriate collaboration.
Typical work product
1. Recording of intervention
Child practice
1. Regularly review the interventional state of the people.
2. Identify important matters and their impacts and document them.
3. Documentation of the review result of the interventional state of the intervention.
SP 1.6-1 progress judging
Regularly review Project Progress, Effectiveness and Problem.
The progress review is to review the review to maintain a person's understanding. These project reviews can be informal, and may not be clearly defined in the project plan.
Examples of these reviews include: l All review L project engineers and support personnel conduct reviews L administrators
Examples of these reviews for suppliers include: l and key suppliers
Typical work product
1. Documentation project review result
Child practice
1. Regularly communicate with the relevant activities of the associated activities and the status of work products.
Suitable in reviews, including managers, project members, customers, end users, suppliers, and other related organizers in the organization.
2. The results of collected and analyzed metrics were collected into control projects.
For more information on the process of measured the performance data of the metrics, see the metrics and analysis process
3. Identify and document important issues and deviations from the plan.
4. Change requests and issues discovered in the process and issues discovered in the process.
For more information on how to manage changes, please refer to the configuration management process.
5. Documentize the results of the review results.
6. Track the change request and problem report until it is turned off.
SP 1.7-1 for milestone review
Review the achievements and results of the project at the selected project miles.
For more information on milestones, please refer to the project planning process.
The milestone review is planned during the project plan and is usually formally reviewed.
Typical work product
1. Documentation milestone review result
Child practice
1. At the moment, when there is a moment of project progress, such as the selected phase, it is reviewed with the relevant officers.
In the milestone review, it is appropriately including managers, project members, customers, end users, suppliers, and other related organizers in the organization.
2. Review project commitments, planning, status, and risks.
3. Identify important matters and their impacts and document them.
4. The results, action items, and decision documentation will be decided.
5. Track the action item until it is closed.
SG2 management corrective action until closed
Project performance or results are important to correct deviations, and corrective measures are managed until they close.
SP2.1-1 analysis problem
Collect and analyze the problem and determine the corrective actions needed to handle the problem.
Typical work product
1. Inquiries need to take corrective actions
Child practice
1. Collect questions for analysis.
Collect problems from the implementation of reviews and other processes.
Examples of issues that need to be collected include: l Verifying the problem with the problem found in the execution of the confirmation activity, the important deviation of the estimated value in the project plan and the estimated value of the project plan L is not satisfied (internal and external) l risk status Variations L Data Access, Collection, Privacy, or Privacy, LAN, LAN, representative or intervention
2. Analyze the problem to decide whether to correct actions.
For more information on the guidelines for corrective actions, please refer to the project planning process
If the problem does not resolve, it will prevent the project to achieve its purpose, you need to take corrective actions.
SP 2.2-1 Take corrective actions
Take corrective actions for identified issues.
Typical work product
1. Corrective action plan
Child practice
1. Determine the appropriate corrective actions needed to solve the identified issues and document them.
For more information about when needed to replay, please refer to the project planning process
Examples of possible measures include: l Modifying Work Description L Modifying Requirements L Amendment Estimation Estimation and Plan L Reissue Commitment L Adding Resource L Modifying Process L Revision Project Risk 2. Rejudged Measures to take along with Related Conductors and agree.
3. Changes in negotiating internal and external commitments.
SP 2.3-1 Management Correction
Manage corrective actions until it is closed.
Typical work product
1. Results of corrective actions
Child practice
1. Supervise whether corrective measures are completed.
2. Analyze the results of corrective actions to determine the effectiveness of corrective action.
3. Determine and document proper measures to correct the deviation of planning results with corrective actions.
As a result of corrective actions, the experiences resulting can be used as inputs for planning and risk management processes.
General practice of goals
GG1 Completes a specific target by converting identifiable input work products to identifiable output work products, process support and enables specific target implementations of the process domain. GP1.1 performs basic practice to fulfill the basic practice of project oversight and control, develop work products and provide special goals to meet process areas. Just suitable for continuous
GG2 institutionalization a managed process
The process is subjected to a managed process.
Guarantee
GP2.1 establishes an organization's policy
Establish and maintain organizational policies for planning and implementing project supervision and control processes.
Detailed detail
This approach has established the expectation of organizing corrective initiatives in accordance with the project planning, and managing corrective measures when actual performance or results have deviated from planning to close.
Ability to perform
GP2.2 planning process
Establish and maintain a plan for executing project supervision and control processes.
Detailed detail
Executive Project Supervision and Control Process is usually part of the project plan described in the project plan process.
GP2.3 provides resources
Provide sufficient resources for performing project supervision and control processes, developing work products, and services for providing processes.
Detailed detail
The resources provided include the following tools: l Cost Tracking System L Workload Reporting System L Mobility Tracking System L Project Management and Schedule Tools
GP2.4 allocation responsibilities
Assign the execution process, develop work products, and provide project supervision and control process services.
GP2.5 Trainer
It is necessary to train people who implement and support project supervision and control processes.
Detailed detail
The training topic example is as follows: l Project Supervision and Control L Risk Management L Data Management
Guide (process)
GP2.6 management configuration
Place the work product specified in the project supervision and control process under the appropriate configuration management level.
GP2.7 identifies and contains related dry people
Control programs, identify and include related organs related to project supervision and control process.
Detailed detail
This general practice is different from the collaboration of the project supervision and universal personnel covered in specific practices in this process.
Examples of the active activities are as follows: l According to the plan assessment items L Journey and resolve the problem L Journey Project Risk l Review Data Management Activity L Evaluation Projects L Management Correction Turning
GP2.8 supervision and control process
The process and appropriate correction activities are performed according to the planning supervision and control process of planning supervision and control projects.
Detailed detail
Method for monitoring and controlling the measurement method, such as: l Open the number of corrective actions to correct L Project milestones (such as planned and actual milestones) l The number and type L of the evaluation of the review And actual and missed target dates
Verification (process)
GP2.9 objective evaluation persistence
The description, rules, procedures, objective assessment project supervision and control process of the control process, and deal with relevant matters that are not implemented.
Detailed detail
Review examples are as follows: l According to the project plan, the project is supervised, and the project is managed until the work product is reviewed, such as the following: l Project performance record L project review results
GP2.10 with higher level management review status
Review the activities, status, and results during project supervision and control with higher level management, and solve problems.
Editor Press: GG3 and its practices are not applied to the maturity level 2 stage, but applied to the 3 and more stages. Just suitable for hierarchical
GG3 Institutionalization A defined process process is subjected to a defined process. Executive Ability GP3.1 creates a defined process to establish and maintain a description of a defined project supervision and control process. Boot (process) to perform GP3.2 Collection Improvement information Collect work products, metrics, metrics, and improve information from planning and implementation project supervision and control processes, so that future use and improvements in the organization process and process areas. Continuous / Maturity 3-5 GG4 Institutionalization An integrated managed process is institutionalized as an integrated managed process. GP4.1 sets the integration target for the process to establish and maintain integration targets for project supervision and control, and clear quality and process implementation is based on customer needs and business goals. The GP4.2 stabilization sub-process performs the implementation of a stable one or more sub-processes to determine the ability of the project supervision and control process to achieve the establishment of integrated quality and process implementation goals. GG5 Institutionalization A Optimized Process is an optimized process. GP5.1 ensures continuous process improvement in the completion of the relevant business goals of the organization to ensure continuous project supervision and control process improvement. The root cause of GP5.2 corrects the root causes of defects and other problems in project supervision and control. Just suitable for continuous
