Establish and maintain the project’s defined process from project startup through the life of the project.

Refer to the Organizational Process Definition process area for more information about organizational process assets.

Refer to the Organizational Process Focus process area for more information about organizational process needs and objectives and deploying the organization’s set of standard processes on projects.

The project’s defined process consists of defined processes that form an integrated, coherent lifecycle for the project.

The project’s defined process logically sequences acquirer activities and supplier deliverables (as identified in the supplier agreement) to deliver a product that meets the requirements. The acquirer may require the supplier to align selected processes with the acquirer’s defined process.

The project’s defined process should satisfy the project’s contractual requirements, operational needs, opportunities, and constraints. It is designed to provide a best fit for project needs.

A project’s defined process is based on the following factors:

·         Customer requirements

·         Product and product component requirements

·         Commitments

·         Organizational process needs and objectives

·         The organization’s set of standard processes and tailoring guidelines

·         The operational environment

·         The business environment

Establishing the project’s defined process at project startup helps to ensure that project staff and stakeholders implement a set of activities needed to efficiently establish an initial set of requirements and plans for the project. As the project progresses, the description of the project’s defined process is elaborated and revised to better meet project requirements and the organization’s process needs and objectives. Also, as the organization’s set of standard processes changes, the project’s defined process may need to be revised.

The project’s defined process is driven by the acquisition strategy. The acquirer’s defined process is affected, for example, by whether the acquisition strategy is to introduce new technology to the organization or to consolidate acquired products or services in use by the acquirer.

Typical Work Products

1.    The project’s defined process

Typical Supplier Deliverables

1.    Tailored supplier processes that interface with the acquirer’s defined process

Subpractices

1.    Select a lifecycle model from those available in organizational process assets.

2.    Select standard processes from the organization’s set of standard processes that best fit the needs of the project.

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.

Sometimes the available lifecycle models and standard processes are inadequate to meet project needs. Sometimes the project is unable to produce required work products or measures. In such circumstances, the project must seek approval to deviate from what is required by the organization. Waivers are provided for this purpose.

4.    Use other artifacts from the organization’s process asset library, as appropriate.

5.    Document the project’s defined process.

6.    Conduct peer reviews of the project’s defined process.

7.    Revise the project’s defined process as necessary.