El propósito de Quantitative Project Management (QPM), perteneciente al Nivel de Madurez 4, es administrar cuantitativamente el proceso definido del proyecto para lograr los objetivos de performance del proceso y de calidad.
Para la implementación de esta área de proceso, la organización debe tener un conjunto de procesos estándar establecidos y relacionado a las ventajas del proceso organizacional. El proceso definido del proyecto es un conjunto de subprocesos que forman un ciclo de vida coherente e integrado.
El performance del proceso es una medición de los resultados logrados del actual proceso. Este performance está caracterizado por mediciones de proceso (p.e esfuerzo, tiempo del ciclo y eficacia en la eliminación de defectos) y mediciones de producto (p.e confiabilidad, densidad del defecto y tiempo de respuesta).
QPM se relaciona con las siguientes áreas de proceso: PMC, MA, OPP, OPD, IPM, CAR, OID y SSAD.
Los objetivos específicos (SG), prácticas especificas (SP) y subprácticas de esta AP son:
SG 1 - Quantitatively Manage the Project
SP 1.1 - Establish the Project’s Objectives
1.1.1- Review the organization's objectives for quality and process performance 1.1.2- Identify the quality and process performance needs and priorities of the customer, suppliers, end users, and other relevant stakeholders. 1.1.3- Identify how process performance is to be measured. 1.1.4- Define and document measurable quality and process-performance objectives for the project 1.1.5- Derive interim objectives for each lifecycle phase, as appropriate, to monitor progress toward achieving the project’s objectives 1.1.6- Resolve conflicts among the project’s quality and process-performance objectives 1.1.7- Establish traceability to the project’s quality and process-performance objectives from their sources. 1.1.8- Define and negotiate quality and process-performance objectives for suppliers 1.1.9- Revise the project’s quality and process-performance objectives as necessary
SP 1.2 - Compose the Defined Process
1.2.1- Establish the criteria to use in identifying which subprocesses are valid candidates for use 1.2.2- Determine whether the subprocesses that are to be statistically managed, and were obtained from the organizational process assets are suitable for statistical management 1.2.3- Analyze the interaction of subprocesses to understand relationships among subprocesses and measured attributes of the subprocesses. 1.2.4- Identify the risk when no subprocess is available that is known to be capable of satisfying quality and process-performance objectives
SP 1.3 - Select Subprocesses to be Statistically Managed
1.3.1- Identify which of the quality and process-performance objectives will be statistically managed 1.3.2- Identify the criteria to be used in selecting subprocesses that are the main contributors to achieving identified quality and process-performance objectives and for which predictable performance is important. 1.3.3- Select subprocesses to be statistically managed using selection criteria. 1.3.4- Identify product and process attributes of selected subprocesses to be measured and controlled.
SP 1.4 - Manage Project Performance
1.4.1- Periodically review the performance and capability of each subprocess selected to be statistically managed to appraise progress toward achieving the project’s quality and process-performance objectives. 1.4.2- Periodically review actual results achieved against established interim objectives for each phase of the project lifecycle to appraise progress toward achieving the project’s quality and process-performance objectives 1.4.3- Track suppliers’ results for achieving their quality and process-performance objectives. 1.4.4- Use process-performance models calibrated with obtained measures of critical attributes to estimate progress toward achieving the project’s quality and process-performance objectives. 1.4.5- Identify and manage risks associated with achieving the project’s quality and process-performance objectives. 1.4.6- Determine and document actions needed to address deficiencies in achieving the project’s quality and process-performance objectives.
Productos de trabajo típicos
The project’s quality and process-performance objectives (SP 1.1) Criteria used in identifying which subprocesses are valid candidates for inclusion in the project’s defined process (SP 1.2) Candidate subprocesses for inclusion in the project’s defined process (SP 1.2) Subprocesses to be included in the project’s defined process (SP 1.2) Identified risks when selected subprocesses lack a process-performance history (SP 1.2)
Quality and process-performance objectives to be addressed by statistical management (SP 1.3) Criteria used in selecting which subprocesses will be statistically managed (SP 1.3) Subprocesses to be statistically managed (SP 1.3) Identified process and product attributes of selected subprocesses that should be measured and controlled (SP 1.3)
Estimates (predictions) of the achievement of the project’s quality and process-performance objectives (SP 1.4) Documentation of risks in achieving the project’s quality and process-performance objectives (SP 1.4) Documentation of actions needed to address deficiencies in achieving project objectives (SP 1.4)
Entrega del proveedor
Supplier process-performance data for quality and process performance objectives and expected service levels (SP 1.4)
SG 2 - Statistically Manage Subprocess Performance
SP 2.1 - Select Measures and Analytic Techniques
2.1.1- Identify common measures from the organizational process assets that support statistical management. 2.1.2- Identify additional measures that may be needed for this instance to cover critical product and process attributes of the selected subprocesses. 2.1.3- Identify the measures that are appropriate for statistical management. 2.1.4- Specify the operational definitions of measures, their collection points in subprocesses, and how the integrity of the measures will be determined. 2.1.5- Analyze the relationship of identified measures to the objectives of the organization’s and its projects, and derive objectives that state target measures or ranges to be met for each measured attribute of each selected subprocess. 2.16- Instrument the organizational or project support environment to support collection, derivation, and analysis of statistical measures 2.17- Identify appropriate statistical analysis techniques that are expected to be useful in statistically managing the selected subprocesses. 2.1.8- Revise the measures and statistical analysis techniques as necessary.
SP 2.2 - Apply Statistical Methods to Understand Variation
2.2.1- Establish trial natural bounds for subprocesses having suitable historical performance data 2.2.2- Collect data, as defined by the selected measures, on subprocesses as they execute 2.2.3- Calculate the natural bounds of process performance for each measured attribute 2.2.4- Identify special causes of variation 2.2.5- Analyze special cause of process variation to determine the reasons the anomaly occurred 2.2.6- Determine the corrective action to be taken when special causes of variation are identified 2.2.7- Recalculate natural bounds for each measured attribute of the selected subprocesses as necessary
SP 2.3 - Monitor the Performance of Selected Subprocesses
2.3.1- Compare quality and process-performance objectives to the natural bounds of the measured attribute 2.3.2- Monitor changes in quality and process-performance objectives and the process capability of the selected subprocess 2.3.3- Identify and document subprocess in capability deficiencies 2.3.4- Determine and document actions needed to address deficiencies in subprocess capability
SP 2.4 - Record Statistical Management Data
Productos de trabajo típicos
Collected measurements (SP 2.2) Natural bounds of process performance for each measured attribute of each selected subprocess (SP 2.2) Process performance compared to the natural bounds of process performance for each measured attribute of each selected subprocess (SP 2.2)
Natural bounds of process performance for each selected subprocess compared to its established (derived) objectives (SP 2.3) The process capability of each subprocess (SP 2.3) The actions needed to address deficiencies in the process capability of each subprocess (SP 2.3) Statistical and quality management data recorded in the organization’s measurement repository (SP 2.4)
Productos de trabajo del Proveedor
Collected supplier measurements (SP 2.2) Natural bounds of supplier process performance for each measured attribute of each selected subprocess (SP 2.2) Supplier process performance compared to the natural bounds of process performance for each measured attribute of each selected subprocess (SP 2.2) Actions needed to address deficiencies in supplier process performance measures or quality measures for deliverables (SP 2.3)
ORGANIZATIONAL PROCESS PERFORMANCE
El propósito de Organization Process Performance (OPP), perteneciente al Nivel de Madurez 4, es establecer y mantener un entendimiento cuantitativo del performance del conjunto de procesos estándares de la organización, de acuerdo a los objetivos de calidad y de performance del proceso. Esta área de proceso tiene el propósito de suministrar datos acerca del performance del proceso, líneas de base y modelos para administrar cuantitativamente los proyectos de la organización.
El performance del proceso es una medida de los resultados actuales logrados por un proceso. El performance del proceso está caracterizado por las mediciones del proceso (esfuerzo, tiempo del ciclo, eficacia en la eliminación de defectos, etc) y del producto (confiabilidad, densidad del defecto, capacidad, tiempo de respuesta y costo).
La organización tiene proyectos y grupos de soporte que comparten mediciones, líneas de base de performance del proceso, y modelos de performance del proceso. La organización analiza los datos de performance del proceso y desarrolla un entendimiento cuantitativo de la calidad del producto, calidad del servicio, y performance del conjunto de procesos estándares de la organización.
OPP se relaciona con las siguientes áreas de proceso: QPM, MA y OPD. Los objetivos específicos (SG), prácticas especificas (SP) y subprácticas de esta AP son:
SG 1 - Establish Performance Baselines and Models
SP 1.1 - Select Processes
SP 1.2 - Establish Process Performance Measures
1.2.1- Determine which of the organization’s business objectives for quality and process performance should be addressed by the measures. 1.2.2- Select measures that provide appropriate insight into the organization’s quality and process performance 1.2.3- Incorporate selected measures into the organization’s set of common measures. 1.2.4- Revise the set of measures as necessary
SP 1.3 - Establish Quality and Process-Performance Objectives
1.3.1- Review the organization’s business objectives related to quality and process performance 1.3.2- Define the organization’s quantitative objectives for quality and process performance 1.3.3- Define the priorities of the organization’s objectives for quality and process performance. 1.3.4- Review, negotiate, and obtain commitment for the organization’s quality and process-performance objectives and their priorities from relevant stakeholders. 1.3.5- Revise the organization’s quantitative objectives for quality and process performance as necessary.
SP 1.4 - Establish Process Performance Baselines
1.4.1- Collect measurements from the organization’s projects. 1.4.2- Establish and maintain the organization’s process-performance baselines from collected measurements and analyses 1.4.3- Review and get agreement with relevant stakeholders about the organization's process-performance baselines. 1.4.4- Make the organization's process-performance information available across the organization in the organization's measurement repository. 1.4.5- Compare the organization’s process-performance baselines to associated objectives. 1.4.6- Revise the organization’s process-performance baselines as necessary.
SP 1.5 - Establish Process Performance Models
1.5.1- Establish the process-performance models based on the organization’s set of standard processes and the organization’s process-performance baselines. 1.5.2- Calibrate the process-performance models based on the organization’s past results and current needs. 1.5.3- Review the process-performance models and get agreement with relevant stakeholders. 1.5.4- Support the projects’ use of the process-performance models. 1.5.5- Revise the process-performance models as necessary.
Productos de trabajo típicos
List of processes or subprocesses identified for process-performance analyses (SP 1.1) Definitions of selected measures of process performance (SP 1.2) The organization's quality and process-performance objectives (SP 1.3) Supplier service levels based on quality and process-performance objectives (SP 1.3) Baseline data on the organization’s process performance (SP 1.4) Process-performance models (SP 1.5)
Productos de trabajo del Proveedor
Supplier’s process performance models (SP 1.5)