Select the subprocesses that compose the project’s defined process based on historical stability and capability data.

Refer to the Integrated Project Management process area for more information about establishing and maintaining the project’s defined process.

Refer to the Organizational Process Definition process area for more information about the organization’s process asset library, which might include a process element of known and needed capability.

Refer to the Organizational Process Performance process area for more information about the organization’s process-performance baselines and process-performance models.

Subprocesses are identified from the process elements in the organization’s set of standard processes and the process artifacts in the organization’s process asset library.

Typical Work Products

1.    Criteria used in identifying which subprocesses are valid candidates for inclusion in the project’s defined process

2.    Candidate subprocesses for inclusion in the project’s defined process

3.    Subprocesses to be included in the project’s defined process

4.    Identified risks when selected subprocesses lack a process-performance history

Subpractices

1.    Establish the criteria to use in identifying which subprocesses are valid candidates for use.

Identification may be based on the following:

·   Quality and process-performance objectives

·   Existence of process-performance data

·   Product line standards

·   Project lifecycle models

·   Customer requirements

·   Laws and regulations

2.    Determine whether the subprocesses that are to be statistically managed, and that were obtained from the organizational process assets, are suitable for statistical management.

A subprocess may be more suitable for statistical management if it has a history of the following:

·   Stable performance in previous comparable instances

·   Process-performance data that satisfies the project’s quality and process-performance objectives

Historical data are primarily obtained from the organization’s process-performance baselines. However, these data may not be available for all subprocesses.

3.    Analyze the interaction of subprocesses to understand the relationships among the subprocesses and the measured attributes of the subprocesses.

4.    Identify the risk when no subprocess is available that is known to be capable of satisfying the quality and process-performance objectives (i.e., no capable subprocess is available or the capability of the subprocess is not known).

Even when a subprocess has not been selected to be statistically managed, historical data and process-performance models may indicate that the subprocess is not capable of satisfying the quality and process-performance objectives.

Refer to the Risk Management process area for more information about risk identification and analysis.