OPD y OPF en CMMi SVC V1.2 (7)

ORGANIZATIONAL PROCESS DEFINITION

El propósito de ‘Organizacional Process Definition’ (OPD), perteneciente al Nivel de Madurez 3, es establecer y mantener un conjunto de ventajas del proceso organizacional y estándares de ambiente de trabajo. Una librería de ventajas del proceso de la organización es una colección de ítems utilizada por la gente y en los proyectos de la organización. Esta colección de ítems incluye descripciones de proceso y elementos de proceso, descripciones de los modelos del ciclo de vida, guía para realizar un proceso, documentación relacionada al proceso y datos.

Las ventajas del proceso organizacional son utilizadas para realizar la implementación del proceso definido. Los estándares del ambiente de trabajo son utilizados para crear el ambiente de trabajo del proyecto. Un proceso estándar está compuesto de otros procesos o elementos de proceso. Un elemento de proceso es la principal unidad de definición del proceso y describe las actividades y tareas necesarias para realizar el trabajo. La arquitectura del proceso suministra reglas para conectar los elementos del proceso pertenecientes a un proceso estándar. El conjunto de procesos estándares de la organización puede incluir varias arquitecturas de proceso.

OPD se relaciona con las siguientes áreas de proceso: SSM y OPF.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Establish Organizational Process Assets

SP 1.1 - Establish Standard Processes

1.1.1- Decompose each standard process into constituent process elements to the detail needed to understand and describe the process. 1.1.2- Specify the critical attributes of each process element. 1.1.3- Specify the relationships among process elements. 1.1.4- Ensure that the organization's set of standard processes adheres to applicable policies, standards, and models. 1.1.5- Ensure that the organization’s set of standard processes satisfies process needs and objectives of the organization. 1.1.6- Ensure that there is appropriate integration among processes that are included in the organization’s set of standard processes. 1.1.7- Document the organization's set of standard processes. 1.1.8- Conduct peer reviews on the organization's set of standard processes. 1.1.9- Revise the organization's set of standard processes as necessary.

SP 1.2 - Establish Lifecycle Model Descriptions

1.2.1- Select lifecycle models based on the needs of projects and the organization. 1.2.2- Document descriptions of lifecycle models. 1.2.3- Conduct peer reviews on lifecycle models. 1.2.4- Revise the descriptions of lifecycle models as necessary.

SP 1.3 - Establish Tailoring Criteria and Guidelines

1.3.1- Specify selection criteria and procedures for tailoring the organization's set of standard processes 1.3.2- Specify the standards for documenting the defined processes. 1.3.3- Specify the procedures used for submitting and obtaining approval of waivers from the organization’s set of standard processes. 1.3.4- Document tailoring guidelines for the organization's set of standard processes. 1.3.5- Conduct peer reviews on the tailoring guidelines. 1.3.6- Revise tailoring guidelines as necessary.

SP 1.4 - Establish the Organization’s Measurement Repository

1.4.1- Determine the organization's needs for storing, retrieving, and analyzing measurements. 1.4.2- Define a common set of process and product measures for the organization's set of standard processes. 1.4.3- Design and implement the measurement repository. 1.4.4- Specify the procedures for storing, updating, and retrieving measures. 1.4.5- Conduct peer reviews on the definitions of the common set of measures and procedures for storing, updating and retrieving measures. 1.4.6- Enter the specified measures into the repository. 1.4.7- Make the contents of the measurement repository available for use by the organization and projects as appropriate. 1.4.8- Revise the measurement repository, the common set of measures, and procedures as the organization’s needs change.

SP 1.5 - Establish the Organization’s Process Asset Library

1.5.1- Design and implement the organization’s process asset library, including the library structure and support environment. 1.5.2- Specify criteria for including items in the library. 1.5.3- Specify procedures for storing, updating and retrieving items. 1.5.4- Enter selected items into the library and catalog them for easy reference and retrieval. 1.5.5- Make the items available for use by the projects. 1.5.6- Periodically review the use of each item 1.5.7- Revise the organization’s process asset library as necessary.

SP 1.6 - Establish Work Environment Standards

1.6.1- Evaluate commercially-available work environment standards appropriate for the organization. 1.6.2- Adopt existing work environment standards and develop new ones to fill gaps based on the organization’s process needs and objectives.

SP 1.7 - Establish Rules and Guidelines for Integrated Teams

1.7.1- Establish and maintain empowerment mechanisms to enable timely decision making. 1.7.2- Establish rules and guidelines for structuring and forming integrated teams 1.7.3- Define the expectations, rules, and guidelines that guide how integrated teams work collectively. 1.7.4- Maintain the rules and guidelines for structuring and forming integrate teams 1.7.5- Establish and maintain organizational guidelines to help team members balance their team and home organization responsibilities

Productos de trabajo típicos

Organization's set of standard processes (SP 1.1) Descriptions of lifecycle models (SP 1.2) Tailoring guidelines for the organization's set of standard processes (SP 1.3) Definition of the common set of product and process measures for the organization’s set of standard processes (SP 1.4) Design of the organization’s measurement repository (SP 1.4) Organization's measurement repository (SP 1.4) Organization’s measurement data (SP 1.4) Design of the organization’s process asset library (SP 1.5) The organization's process asset library (SP 1.5) Selected items to be included in the organization’s process asset library (SP 1.5) The catalog of items in the organization’s process asset library (SP 1.5) Work environment standards (SP 1.6) Rules and guidelines for structuring and forming integrated teams (SP 1.7)

ORGANIZATIONAL PROCESS FOCUS

El propósito de ‘Organizacional Process Focus’ (OPF), perteneciente al Nivel de Madurez 3, es planear e implementar el mejoramiento del proceso organizacional basado en el entendimiento de las fortalezas y debilidades de los procesos de la organización y de las ventajas del proceso. Los procesos de la organización incluyen todos los procesos utilizados en la organización y en sus proyectos.

El mejoramiento del proceso ocurre dentro del contexto de las necesidades de la organización y es utilizado para tratar los objetivos de la organización. Algunas de las posibles mejoras son: (1) propuestas de mejoramiento del proceso, (2) medición de los procesos, (3) lecciones aprendidas de la implementación de los procesos y (4) resultados de la evaluación de los procesos y de las actividades de evaluación del producto.

Las ventajas del proceso organizacional son usadas para describir, implementar y mejorar los procesos de la organización. OPF se relaciona con OPD.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Determine Process Improvement Opportunities

SP 1.1 - Establish Organizational Process Needs

1.1.1- Identify policies, standards, and business objectives that are applicable to the organization's processes. 1.1.2- Examine relevant process standards and models for best practices. 1.1.3- Determine the organization’s process-performance objectives. 1.1.4- Define the essential characteristics of the organization’s processes. 1.1.5- Document the organization’s process needs and objectives. 1.1.6- Revise the organization’s process needs and objectives as needed.

SP 1.2 - Appraise the Organization’s Processes

1.2.1- Obtain sponsorship of the process appraisal from senior management. 1.2.2- Define the scope of the process appraisal. 1.2.3- Determine the method and criteria to be used for the process appraisal. 1.2.4- Plan, schedule, and prepare for the process appraisal.. 1.2.5- Conduct the process appraisal. 1.2.6- Document and deliver the appraisal’s activities and findings

SP 1.3 - Identify the Organization's Process Improvements

1.3.1- Determine candidate process improvements. 1.3.2- Prioritize candidate process improvements. 1.3.3- Identify and document the process improvements to be implemented. 1.3.4- Revise the list of planned process improvements to keep it current.

Productos de trabajo típicos

Organization’s process needs and objectives (SP 1.1) Plans for the organization's process appraisals (SP 1.2) Appraisal findings that address strengths and weaknesses of the organization's processes (SP 1.2) Improvement recommendations for the organization's processes (SP 1.2) Analysis of candidate process improvements (SP 1.3) Identification of improvements for the organization's processes (SP 1.3)

SG 2 - Plan and Implement Process Actions

SP 2.1 - Establish Process Action Plans

2.1.1- Identify strategies, approaches, and actions to address the identified process improvements. 2.1.2- Establish process action teams to implement the actions. 2.1.3- Document process action plans. 2.1.4- Review and negotiate process action plans with relevant stakeholders. 2.1.5- Review process action plans as necessary.

SP 2.2 - Implement Process Action Plans

2.2.1- Make process action plans readily available to relevant stakeholders. 2.2.2- Negotiate and document commitments among process action teams and revise their process action plans as necessary. 2.2.3- Track progress and commitments against process action plans. 2.2.4- Conduct joint reviews with process action teams and relevant stakeholders to monitor the progress and results of process actions. 2.2.5- Plan pilots needed to test selected process improvements. 2.2.6- Review the activities and work products of process action teams. 2.2.7- Identify, document, and track to closure issues when implementing process action plans. 2.2.8- Ensure that results of implementing process action plans satisfy the organization’s process improvement objectives.

Productos de trabajo típicos

The organization's approved process action plans (SP 2.1) Commitments among process action teams (SP 2.2) Status and results of implementing process action plans (SP 2.2) Plans for pilots (SP 2.2)

SG 3 - Deploy Organizational Process Assets and Incorporate Experiences

SP 3.1 - Deploy Organizational Process Assets

3.1.1- Deploy organizational process assets across the organization 3.1.2- Document changes to organizational process assets. 3.1.3- Deploy changes that were made to organization process assets across the organization 3.1.4- Provide guidance and consultation on the use of the organizational process assets.

SP 3.2 – Deploy Standard Processes

3.2.1- Identify projects in the organization that are starting up. 3.2.2- Identify active projects that would benefit from implementing the organization’s current set of standard processes. 3.2.3- Establish plans to implement the organization’s current set of standard processes on the identified projects. 3.2.4- Assist projects in tailoring the organization’s set of standard processes to meet their needs. 3.2.5- Maintain records of tailoring and implementing processes on the identified projects. 3.2.6- Ensure that the defined processes resulting from process tailoring are incorporated into plans for process-compliance audits. 3.2.7- As the organization’s set of standard processes are updated, identify which projects should implement the changes. SP 3.3 – Monitor the Implementation 3.3.1- Monitor projects ‘use of the organization’s process assets and changes to them. 3.3.2- Review selected process artifacts created during the life of each project. 3.3.3- Review results of process-compliance audits to determine how well the organization’s set of standard processes has been deployed 3.3.4- Identify, document, and track to closure issues related to implementing the organization’s set of standard processes.

SP 3.4 - Incorporate Experiences into Organizational Process Assets

3.4.1- Conduct periodic reviews of the effectiveness and suitability of the organization’s set of standard processes and related organizational process assets relative to the organization’s business objectives. 3.4.2- Obtain feedback about the use of the organizational process assets. 3.4.3- Derive lessons learned from defining, piloting, implementing, and deploying the organizational process assets. 3.4.4- Make lessons learned available to people in the organization as appropriate. 3.4.5- Analyze measurement data obtained from the use of the organization's common set of measures. 3.4.6- Appraise the processes, methods, and tools in use in the organization and develop recommendations for improving the organizational process assets. 3.4.7- Make the best use of the organization's processes, methods, and tools available to people in the organization as appropriate. 3.4.8- Manage process improvement proposals. 3.4.9- Establish and maintain records of the organization's process improvement activities.

Productos de trabajo típicos

Plans for deploying organizational process assets and changes to them across the organization (SP 3.1) Training materials for deploying organizational process assets and changes to them (SP 3.1) Documentation of changes to organizational process assets (SP 3.1) Support materials for deploying organizational process assets and changes to them (SP 3.1) The organization’s list of projects and the status of process deployment on each (SP 3.2) Guidelines for deploying the organization’s set of standard processes on new projects (SP 3.2) Records of tailoring and implementing the organization’s set of standard processes (SP 3.2) Results of monitoring process implementation on projects (SP 3.3) Status and results of process-compliance audits (SP 3.3) Results of reviewing selected process artifacts created as part of process tailoring and implementation (SP 3.3) Process improvement proposals (SP 3.4) Process lessons learned (SP 3.4) Measurements of organizational process assets (SP 3.4) Improvement recommendations for organizational process assets (SP 3.4) Records of the organization's process improvement activities (SP 3.4) Information on organizational process assets and improvements to them (SP 3.4)

Inventario - mySAP SCM

Este componente permite elaborar un inventario de los stocks en almacén de su empresa para el balance. Para tal fin, pueden aplicarse varios procesos.

En este Sistema, el inventario puede realizarse tanto para el stock propio como para un stock especial. Sin embargo, el inventario del stock propio y el del stock especial (p. ej, stock en consignación en el cliente, stock externo de artículos en consignación del proveedor o embalaje en préstamo) deben considerarse por separado (en distintos documentos para inventario).

Además, el stock puede dividirse en tipos de stocks. En el sistema estándar, se puede realizar un inventario de los siguientes tipos de stocks: (1) Stock de libre utilización en el almacén, (2) Stock en control de calidad y (3) Stock bloqueado.

Si la gestión de estados de lotes se encuentra activada, el primer tipo de stocks abarca tanto el stock de libre utilización como el stock no libre. El inventario de los dos tipos de stocks mencionados puede realizarse en una única operación. Para aquellos materiales que han de ser objeto de inventario, se crea una posición por cada tipo de stocks en el documento para inventario.

El inventario se realiza a nivel de almacén. En cada almacén, se crea un documento para inventario independiente. Si un material no existe en un almacén, esto significa que nunca ha tenido lugar ningún movimiento de mercancías para el material en el almacén. El material, por lo tanto, no ha tenido nunca ningún stock en este almacén. El material no existe a nivel de stock en el almacén. En consecuencia, no es posible hacer inventario del material en dicho almacén. Lo anterior no debe confundirse con un material que haya sufrido un movimiento de mercancías y cuya cantidad de stock en el almacén sea en la actualidad cero. En este caso se debe llevar a cabo un inventario, ya que los datos de almacén no se borran cuando la cantidad de stock en almacén es cero.

El Sistema R/3 soporta los siguientes procesos de inventario: (1) Inventario en día fijado, (2) Inventario permanente, (3) Inventario cíclico y (4) Inventario por muestreo.

Inventario en día fijado (1): En un inventario en día fijado, todos los stocks de la empresa se cuentan físicamente en la fecha clave de balance. En tal caso, debe contarse todo el material. Durante el recuento, debe bloquearse todo el almacén para los movimientos de material.

Inventario permanente (2): En el proceso de inventario permanente, los stocks se cuentan permanentemente a lo largo del ejercicio. En tal caso, es importante asegurarse de que todo el material se cuenta físicamente al menos una vez durante el ejercicio.

Inventario cíclico (3): El inventario cíclico es un método de inventario en el que el inventario se cuenta a intervalos regulares durante el ejercicio. Dichos intervalos (o ciclos) dependen del indicador de inventario cíclico establecido en los materiales. El Método de inventario cíclico permite contar más a menudo las posiciones de alta rotación que las posiciones de baja rotación.

Inventario por muestreo (4): En el Inventario por muestreo, los stocks de la empresa seleccionados aleatoriamente se cuentan físicamente en la fecha clave de balance. Si las desviaciones entre el resultado del recuento y el stock teórico son suficientemente pequeñas, se supone que los stocks teóricos para el resto de stocks son correctos.

Actualización del Sistema de información para logística (SIL)

El inventario está conectado al Sistema de información para logística (SIL). Cuando se actualizan diferencias de inventario en SIL, se visualizan según una cantidad y un valor. Las posiciones de inventario se agregan a nivel de número de inventario, de centro, de almacén y de material. Si precisa información más detallada sobre las diferencias de inventario en el SIL, puede acceder directamente a la lista de diferencias de inventario desde el SIL y continuar el análisis a nivel de posición.

Restricciones

La compensación de diferencias de inventario está sujeta a ciertas restricciones temporales:

1.El período contable se fija de modo automático durante el recuento. Por lo tanto, las diferencias de inventario deben compensarse en el mismo período o, si se permiten compensaciones en el período anterior, en el período siguiente.

2.El ejercicio se fija especificando una fecha planificada de recuento de inventario al crear un documento para inventario. Todas las contabilizaciones posteriores en dicho documento deben realizarse en este ejercicio y/o en el primer período del siguiente ejercicio, si se permiten contabilizaciones en el período anterior.

El manejo de inventario implica efectuar un control de los materiales y actualización de los sistemas que manejan dicha información, ya que esto contribuye a la evaluación de la situación y a la toma de decisiones.

DAR e IMP en CMMi SVC V1.2 (6)

DECISION ANALYSIS AND RESOLUTION

El propósito de ‘Decisión Analysis and Resolution’ (DAR), perteneciente al Nivel de Madurez 3, es analizar las posibles decisiones usando un proceso de evaluación formal que evalúa las alternativas identificadas y el criterio establecido.

Esta área de proceso involucra establecer pautas para determinar qué resultados estarán sujetos a un proceso de evaluación formal. Este proceso de evaluación formal es una propuesta estructurada que permite evaluar las soluciones alternativas y un criterio establecido para determinar una solución al problema planteado.

Un proceso de evaluación formal implica las siguientes acciones: (1) Establecer un criterio para evaluar las alternativas, (2) Identificar las soluciones alternativas, (3) Seleccionar métodos para evaluar las alternativas, (4) Evaluar las soluciones alternativas usando el criterio establecido y los métodos; y (5) Seleccionar las soluciones recomendadas.

DAR se relaciona con las siguientes áreas de proceso: IPM y RSKM. Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Evaluate Alternatives

SP 1.1 - Establish Guidelines for Decision Analysis

1.1.1- Establish guidelines for when to use a formal evaluation process 1.1.2- Incorporate the use of the guidelines into the defined process as appropriate.

SP 1.2 - Establish Evaluation Criteria

1.2.1- Define the criteria for evaluating alternative solutions. 1.2.2- Define the range and scale for ranking the evaluation criteria. 1.2.3- Rank the criteria. 1.2.4- Assess the criteria and their relative importance. 1.2.5- Evolve the evaluation criteria to improve their validity. 1.2.6- Document the rationale for the selection and rejection of evaluation criteria.

SP 1.3 - Identify Alternative Solutions

1.3.1- Perform a literature search. 1.3.2- Identify alternatives for consideration in addition to those that may be provided with the issue. 1.3.3- Document the proposed alternatives.

SP 1.4 - Select Evaluation Methods

1.4.1- Select the methods based on the purpose for analyzing a decision and on the availability of the information used to support the method. 1.4.2- Select evaluation methods based on their ability to focus on the issues at hand without being overly influenced by side issues. 1.4.3- Determine the measures needed to support the evaluation method.

SP 1.5 - Evaluate Alternatives

1.5.1- Evaluate the proposed alternative solutions using the established evaluation criteria and selected methods. 1.5.2- Evaluate assumptions related to the evaluation criteria and the evidence that supports the assumptions. 1.5.3- Evaluate whether uncertainty in the values for alternative solutions affects the evaluation and address these uncertainties, as appropriate. 1.5.4- Perform simulations, modeling, prototypes, and pilots as necessary to exercise the evaluation criteria, methods, and alternative solutions. 1.5.5- Consider new alternative solutions, criteria, or methods if the proposed alternatives do not test well; repeat the evaluations until alternatives do test well. 1.5.6- Document the results of the evaluation.

SP 1.6 - Select Solutions

1.6.1- Assess the risks associated with implementing the recommended solution. 1.6.2- Document the results and rationale for the recommended solution.

Productos de trabajo típicos

Guidelines for when to apply a formal evaluation process (SP 1.1) Documented evaluation criteria (SP 1.2) Rankings of criteria importance (SP 1.2) Identified alternatives (SP 1.3) Selected evaluation methods (SP 1.4) Evaluation results (SP 1.5) Recommended solutions to address significant issues (SP 1.6)

INTEGRATED PROJECT MANAGEMENT El propósito de ‘Integrated Project Management’ (IPM), perteneciente al Nivel de Madurez 3, es establecer y administrar el proyecto; y la participación de las partes interesadas de acuerdo al proceso definido e integrado que está basado en el conjunto de procesos estándares de la organización. El proceso definido e integrado es denominado proceso definido del proyecto.

La implementación y el manejo del proceso definido del proyecto son descriptos en el plan de proyecto. Ciertas actividades pueden ser efectuadas en otros planes. Esta área de proceso trata la coordinación de todas las actividades asociadas a los proyectos. Estas actividades son: (1) Actividades de Desarrollo, (2) Actividades de Servicio, (3) Actividades de adquisición y (4) Actividades de Soporte. IPM se relaciona con las siguientes áreas de proceso: PP, PMC, OPD y MA.

Los objetivos específicos (SG), prácticas específicas (SP) y subprácticas de esta AP son:

SG 1 - Use the Project’s Defined Process

SP 1.1 - Establish the Project’s Defined Process

1.1.1- Select a lifecycle model from those available in organizational process assets. 1.1.2- Select standard processes from the organization's set of standard processes that best fit the needs of the project. 1.1.3- Tailor the organization’s set of standard processes and other organizational process assets according to tailoring guidelines to produce the project’s defined process. 1.1.4- Use other artifacts from the organization's process asset library as appropriate. 1.1.5- Document the project's defined process. 1.1.6- Conduct peer reviews of the project's defined process. 1.1.7- Revise the project's defined process as necessary.

SP 1.2 - Use Organizational Process Assets for Planning Project Activities

1.2.1- Use the tasks and work products of the project's defined process as a basis for estimating and planning project activities 1.2.2- Use the organization’s measurement repository in estimating the project’s planning parameters.

SP 1.3 - Establish the Project’s Work Environment

1.3.1- Plan, design and install a work environment for the project. 1.3.2- Provide ongoing maintenance and operational support for the project’s work environment. 1.3.3- Maintain the qualification of components of the project’s work environment. 1.3.4- Periodically review how well the work environment is meeting project needs and supporting collaboration, and take action as appropriate.

SP 1.4 - Integrate Plans

1.4.1- Integrate other plans that affect the project with the project plan. 1.4.2- Incorporate into the project plan the definitions of measures and measurement activities for managing the project. 1.4.3- Identify and analyze product and project interface risks. 1.4.4- Schedule the tasks in a sequence that accounts for critical development factors and project risks. 1.4.5- Incorporate the plans for performing peer reviews on the work products of the project's defined process. 1.4.6- Incorporate the training needed to perform the project’s defined process in the project’s training plans. 1.4.7- Establish objective entry and exit criteria to authorize the initiation and completion of the tasks described in the work breakdown structure (WBS). 1.4.8- Ensure that the project plan is appropriately compatible with the plans of relevant stakeholders. 1.4.9- Identify how conflicts will be resolved that arise among relevant stakeholders.

SP 1.5 - Manage the Project using the Integrated Plans

1.5.1- Implement the project’s defined process using the organization's process asset library. 1.5.2- Monitor and control the project’s activities and work products using the project’s defined process, project plan, and other plans that affect the project. 1.5.3- Obtain and analyze the selected measures to manage the project and support the organization’s needs. 1.5.4- Periodically review and align the project’s performance with the current and anticipated needs, objectives, and requirements of the organization, customer, and end users, as appropriate.

SP 1.6- Establish Integrated Teams

1.6.1- Establish and maintain the project’s shared vision 1.6.2- Establish and maintain the integrated team structure 1.6.3- Establish and maintain each integrated team 1.6.4- Periodically evaluate the integrated team structure and composition.

SP 1.7 - Contribute to the Organizational Process Assets

1.7.1- Propose improvements to organizational process assets. 1.7.2- Store process and product measures in the organization’s measurement repository. 1.7.3- Submit documentation for possible inclusion in the organization’s process asset library 1.7.4- Document lessons learned from the project for inclusion in the organization’s process asset library. 1.7.5- Provide process artifacts associated with tailoring and implementing the organization’s set of standard processes in support of the organization’s process monitoring activities.

Productos de trabajo típicos

The project’s defined process (SP 1.1) Project estimates (SP 1.2) Project plans (SP 1.2) Equipment and tools for the project (SP 1.3) Installation, operation, and maintenance manuals for the project work environment (SP 1.3) User surveys and results (SP 1.3) Usage, performance, and maintenance records (SP 1.3) Support services for the project’s work environment (SP 1.3) Integrated plans (SP 1.4) Work products created by performing the project’s defined process (SP 1.5) Collected measures and status records or reports (SP 1.5) Revised requirements, plans, and commitments (SP 1.5) Integrated plans (SP 1.5) Documented shared vision (SP 1.6) List of team members assigned to each integrated team (SP 1.6) Integrated team charters (SP 1.6) Periodic integrated team status reports (SP 1.6) Proposed improvements to organizational process assets (SP 1.7) Actual process and product measures collected from the project (SP 1.7) Documentation (SP 1.7) Process artifacts associated with tailoring and implementing the organization’s set of standard processes on the project (SP 1.7)

SG 2 - Coordinate and Collaborate with Relevant Stakeholders

SP 2.1 - Manage Stakeholder Involvement

2.1.1- Coordinate with relevant stakeholders who should participate in project activities. 2.1.2- Ensure work products that are produced to satisfy commitments meet the requirements of the recipient. 2.1.3- Develop recommendations and coordinate actions to resolve misunderstandings and problems with requirements.

SP 2.2 - Manage Dependencies

2.2.1- Conduct reviews with relevant stakeholders. 2.2.2- Identify each critical dependency. 2.2.3- Establish need dates and plan dates for each critical dependency based on the project schedule. 2.2.4- Review and get agreement on commitments to address each critical dependency with those responsible for providing the work product and those receiving the work product or performing or receiving the service. 2.2.5- Document critical dependencies and commitments. 2.2.6- Track critical dependencies and commitments and take corrective action as appropriate.

SP 2.3 - Resolve Coordination Issues

2.3.1- Identify and document issues. 2.3.2- Communicate issues to relevant stakeholders. 2.3.3- Resolve issues with relevant stakeholders. 2.3.4- Escalate to appropriate managers those issues not resolvable with relevant stakeholders. 2.3.5- Track the issues to closure. 2.3.6- Communicate with relevant stakeholders on the status and resolution of the issues.

Productos de trabajo típicos

Agendas and schedules for collaborative activities (SP 2.1) Documented issues (SP 2.1) Recommendations for resolving relevant stakeholder issues (SP 2.1) Defects, issues, and action items resulting from reviews with relevant stakeholders (SP 2.2) Critical dependencies (SP 2.2) Commitments to address critical dependencies (SP 2.2) Status of critical dependencies (SP 2.2) Relevant stakeholder coordination issues (SP 2.3) Status of relevant stakeholder coordination issues (SP 2.3)