Cmme process domain-QPM quantified Project Management

First, pay attention to the purpose of quantitative project management. The quality and process performance objectives of project management must be consistent with the business and organizational objectives of the enterprise. The organizational process performance baseline and process performance model have been established before QPM. Based on the definition of the organizational process, the project determines which sub-processes of the project need to be quantitatively managed based on the target driver, through quantitative management of the project, it is expected to achieve the quality and process performance objectives of the project.

Quantitative project management involves the following:
 

• Establish and maintain project quality and process performance objectives;
• Determine the appropriate sub-process based on the process performance baseline and/or historical data of stability and capability in the model to form the project-defined process;
• Select the sub-process of the project's defined process and perform statistical management on it;
• Select measurement value and Analysis Technology for statistical management of the selected sub-process;
• Use the selected measurement value and analysis technology to establish and maintain statistical process control for the selected sub-process:
• Determine whether the selected sub-process can meet its quality and performance objectives, and take corrective actions when necessary;
• Determine whether the project has defined a process to meet the project objectives and take corrective actions when appropriate;
• Statistical management data and quality management data are incorporated into the Organization's measurement value library.

The measurement value and baseline of the above process performance goals must first come from the PPB information in the process performance process field of the OPP organization. After QPM is implemented for the project, the data generated for execution enters the measurement database and the process asset database to provide input for the next round of baseline data of the Organization. In OPP, organizations have defined a set of standard process definitions, which define the methods, tools, and technologies that can be quantified for these processes, the project only selects which sub-processes need to be quantified based on the project objectives.

The process performance of the project includes two aspects: the process quality and the product quality. Process performance is a measure of the actual process results achieved by the process. The amount of overdegree is used (such as workload, cycle time, and defect elimination rate) and product metric values (such as reliability, defect density, and response time) to express their features. Note that QPM requires sub-processes to be managed. The specific decomposition is project-> stage-> process-> sub-process (process unit)-> sub-process elements.

Quantitative management requires stable and predictable processes. Quantitative management includes two basic elements. One is the ability to predict the project to reach the expected project quality and process performance objectives, and the other is the ability to monitor the impact and deviation of various factors in the process of implementation on achieving the objectives, when the deviation exceeds the predefined limit, various corrective actions can be taken in a timely manner.

Statistics management involves statistical ideas and the correct use of various statistical technologies, such as runtime charts, control charts, confidence interval, prediction interval, and Hypothesis tests. Using the data collected from statistical management for quantitative management will help the project predict whether it can achieve its quality and process performance goals and take corrective actions when appropriate.

SG1 quantitative management project-use quality and process performance goals to quantitatively manage the project.
 

• Sp1.1 establish project objectives
• Sp1.2 forms a defined process
• Sp1.3 select the sub-process to be managed
• Sp1.4 Manage Project Performance

Establish project quality and process performance goals. Note that input is the process improvement goal of business goals and organizations. Similar to the ease-of-use, performance, and robustness of the system to be achieved. The quality objectives are similar to failure rate and defect density. The process performance objectives are similar to the defect leakage rate and review efficiency. We must be aware that there are mutual influences between the process performance goal and the final business goal we want to achieve, here, you can often use the QFD method or a matrix table-like Method to Determine the project quality and process performance objectives. Note that there is a correspondence between sp1.1 of project management and sp1.3 of OPP organizational process performance, but one is at the organization level and the other is at the project level. When formulating the performance objectives of a project, the project should refer to the Organization's methods and processes to form a custom process for quantitative management based on some special objectives of the project.

Sp1.2 is the process and process elements used to form the project-defined process based on historical stability and capability data. The method of this place is to define and crop the project process in IPM Integration Project Management in Level 3. The role here is that the organization-level definition has reached the sub-process, so the project process definition also needs to determine which sub-processes the entire project process should be composed. Sp1.3 is used to determine which sub-processes to choose for quantitative management. Of course, it will naturally design the selection criteria for the sub-processes of quantitative management. Sp1.4 supervises the project to determine whether the quality and process performance objectives of the project will be measured are met and take corrective actions when appropriate.

Note that the content of SG1 is mainly completed in the project planning phase, while the content of SG2 is completed in the project implementation and monitoring phase.

SG 2 performs statistical management on sub-processes-manages the performance of sub-processes selected during project definition.
 

• Sp2.1 select measurement value and Analysis Technology
• Sp2.2 use statistical methods to understand deviations
• Sp2.3 monitors the performance of the selected sub-process
• Sp2.4 record statistics management data

If statistical management is available for sub-processes under specific targets and practices, we can say that it is predictable to achieve the quality and performance objectives required by the processes. This includes the extent to which we can predict the project's initial goal. On the one hand, we can detect problems in a timely manner through monitoring deviations and take corrective actions.

To describe the performance of each sub-process, you need to select measurement values for each sub-process, which can reflect the performance of the sub-process. At the same time, you need to select various analysis technologies, that is, the relationship between the measurement value and the project target. If the measurement value changes, the impact on each project target. Here, more analysis technologies refer to statistical analysis technologies, such as SPC, sensitivity analysis, and Monte Carlo simulation.

Sp2.2 is to understand sub-process changes by collecting and analyzing processes and product metric values, so as to identify the special causes of changes and try to achieve the predicted performance. According to statistics, we know that volatility is unavoidable. There are special and general causes of volatility and deviation, the focus of Level 4 quantitative management is to find the root cause of special causes and take various corrective actions. Sp2.2 focuses on understanding deviations using statistical methods, while sp2.3 focuses on discovering various deviations through monitoring, identifying the root cause of deviations, and taking various corrective measures.

Pay attention to one of the key points of quantitative management is to use statistical methods or tools to monitor the process, commonly used is SPC statistical process control. If the task process is always controlled and stable, we can achieve the project goal based on the original plan and forecast. If an exception is found in the Process Monitoring (beyond the limit of +-3 sigma and the seven-point method for exception Judgment), we need to analyze the impact of deviation on our achievement of the project goal, when the influence of deviations exceeds the predefined target, various corrective actions must be taken.