Manage the project using the project plan, the other plans that affect the project, and the project’s defined process.

Refer to the Organizational Process Definition process area for more information about the 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 (“actuals”) and progress records or reports

3.    Revised requirements, plans, and commitments

4.    Integrated plans

Subpractices

1.    Implement the project’s defined process using the organization's process asset library.

This task typically includes the following:

·   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:

·   Using the defined entry and exit criteria to authorize the initiation and determine the completion of the tasks

·   Monitoring the activities that could significantly affect the actual values of the project’s planning parameters

·   Tracking the project’s 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 the plans for the tasks and work products of the project’s defined process

An understanding of the relationships among the various tasks and work products of the project’s defined process, and of the roles to be performed by the relevant stakeholders, along with well-defined control mechanisms (e.g., peer reviews) achieves better visibility into the project’s performance and better control of the project.

3.    Obtain and analyze the selected measures to manage the project and support the organization’s needs.

Refer to the Measurement and Analysis process area for more information about defining a process for obtaining and analyzing measures.

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.

This review includes alignment with the organizational process needs and objectives.