Monitor the project to determine whether the project’s objectives for quality and process performance will be satisfied, and identify corrective action, as appropriate.

Refer to the Measurement and Analysis process area for more information about analyzing and using measures.

A prerequisite for such a determination is that the selected subprocesses of the project’s defined process are statistically managed and their process capability is understood. Specific practices of specific goal 2 provide detail on statistically managing selected subprocesses.

The acquirer monitors the performance of selected subprocesses to assess whether the project is on track in achieving its quality and process-performance objectives. These subprocesses include those that involve interaction with a supplier. This selective monitoring provides the acquirer with insight into project and supplier performance in order to predict the likelihood of achieving project objectives for quality and process performance. The acquirer uses this information to manage the project and to initiate corrective actions in time to meet project objectives.

Typical Work Products

1.    Estimates (i.e., predictions) of the achievement of the project’s quality and process-performance objectives

2.    Documentation of risks in achieving the project’s quality and process-performance objectives

3.    Documentation of actions needed to address deficiencies in achieving project objectives

Typical Supplier Deliverables

1.    Supplier process-performance data for quality and process-performance objectives and expected service levels

Subpractices

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.

The process capability of each selected subprocess is determined with respect to that subprocess’ established quality and process-performance objectives. These objectives are derived from the project’s quality and process-performance objectives, which are defined for the project as a whole.

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.

3.    Track supplier results for achieving their quality and process-performance objectives.

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.

Process-performance models are used to estimate progress toward achieving objectives that cannot be measured until a future phase in the project lifecycle. An example is the use of process-performance models to predict latent defects in the delivered product using interim measures of defects identified during peer reviews.

Refer to the Organizational Process Performance process area for more information about process-performance models.

Calibration of the process-performance models is based on results obtained from performing the previous subpractices.

5.    Identify and manage risks associated with achieving the project’s quality and process-performance objectives.

Refer to the Risk Management process area for more information about identifying and managing risks.

6.    Determine and document actions needed to address deficiencies in achieving the project’s quality and process-performance objectives.

The intent of these actions is to plan and deploy the right set of activities, resources, and schedule to place the project back on a path toward achieving its objectives.

Refer to the Project Monitoring and Control process area for more information about taking corrective action.