Manage the project using the project plan, other plans that affect the project, and the project’s defined process.
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 coordinating process improvement
activities with the rest of the organization.
Refer to the Risk Management process area for more information about managing risks.
Refer to the Project Monitoring and Control process area for more information about monitoring and controlling the project.
Typical Work Products
1. Work products created by performing the project’s defined process
2. Collected measures (i.e., actuals) and progress records or reports
3. Revised requirements, plans, and commitments
4. Integrated plans
Typical Supplier Deliverables
1. Supplier project progress and performance reports
Subpractices
1. Implement the project’s defined process using the organization’s process asset library.
This task typically includes the following activities:
· Incorporating artifacts from the organization’s process asset library into the project, as appropriate
· Using lessons learned from the organization’s process asset library to manage the project
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.
This task typically includes the following activities:
· Using the defined entry and exit criteria to authorize the initiation and determine the completion of tasks
· Monitoring activities that could significantly affect actual values of the project’s planning parameters
· Tracking project planning parameters using measurable thresholds that will trigger investigation and appropriate actions
· Monitoring product and project interface risks
· Managing external and internal commitments based on plans for tasks and work products of the project’s defined process
An understanding of the relationships among tasks and work products of the project’s defined process and of the roles to be performed by relevant stakeholders, along with well-defined control
mechanisms (e.g., peer reviews), achieves better visibility into project performance and better control of the project.
3. Obtain and analyze selected measures to manage the project and support organization needs.
Refer to the Measurement and Analysis process area for more information about obtaining and analyzing measures.
4. Periodically review and align the project’s performance with current and anticipated needs, objectives, and requirements of the
organization, customer, and end users, as appropriate.
This review includes alignment with organizational process needs and objectives.
Examples of actions that achieve alignment include the following:
· Accelerating the schedule, with appropriate adjustments to other planning parameters and project risks
· Changing requirements in response to a change in market opportunities or customer and end-user needs
· Terminating the project
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CMMI-ACQ 1.2
4. 
SP 1.5 Manage the Project Using Integrated Plans