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 comparison is that the selected subprocesses of the project’s defined process are being statistically managed and their process capability is understood. The specific practices of specific goal 2 provide detail on statistically managing the selected subprocesses.

Typical Work Products

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

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

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

Subpractices

1.    Periodically review the performance of each subprocess and the 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 for the project as a whole.

2.    Periodically review the 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 suppliers’ 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 the 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.

The calibration is based on the results obtained from performing the previous subpractices.

5.    Identify and manage the 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 the 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 track as much as possible to meet its objectives.

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