The project management areas of CMMI-ACQ also contain practices that address acquirer activities related to establishing, executing, and ensuring the transition of an acquisition project. The Project Managemement process areas of CMMI-ACQ contain the following process areas:
The Project Planning process area includes practices for determining the acquisition strategy, developing the project plan, involving stakeholders appropriately, obtaining commitment to the plan, and maintaining the plan. Planning begins with the acquisition strategy, which provides the framework for the acquisition project and its plans. The project plan covers the project management and acquisition activities performed by the project. Other plans (e.g., plans for transition to operations and support, configuration management, verification, and measurement and analysis) from relevant stakeholders that affect the project are reviewed, and commitments with those stakeholders for their contributions to the project are established. Once the acquisition strategy is established using Project Planning practices, the strategy is used to focus on specifying customer and contractual requirements that express customer value in Acquisition Requirements Development practices. Requirements are maintained using Requirements Management practices. These practices describe activities for obtaining and controlling requirement changes and ensuring that other relevant plans and data are kept current. They also describe the traceability of requirements from customer to contractual requirements and supplier agreements. Requirements Management practices interact with Acquisition Requirements Development practices. All changes to contractual requirements must be reflected in the supplier agreements established and maintained using Solicitation and Supplier Agreement Development practices. The Solicitation and Supplier Agreement Development process area defines practices for preparing a solicitation package, selecting a capable supplier, and establishing and maintaining the supplier agreement. The acquisition strategy developed using Project Planning practices and contractual requirements developed using Acquisition Requirements Development practices are a prerequisite to prepare for Solicitation and Suppler Agreement Development practices. An agreement is developed to acquire the product or service by identifying potential suppliers, developing the solicitation package, and distributing it to the potential suppliers. The acquirer evaluates the proposed solutions and negotiates with the supplier to finalize the agreement so that both the acquirer and supplier have a mutual understanding of the agreement. This agreement is established and maintained using Solicitation and Supplier Agreement Development, but the execution of the agreement is performed using Agreement Management practices. The acquirer uses Agreement Management practices to manage the supplier agreement by performing the acquirer activities defined in the supplier agreement, monitoring selected supplier processes, accepting the product or service, and managing supplier invoices. After a supplier is selected and a supplier agreement is established, the acquirer continues to apply Requirements Management practices to manage customer and contractual requirements, while the selected supplier is managing the refined product and product component requirements. Using Requirements Management practices ensures that changes to requirements are reflected in project plans, activities, and work products. This cycle of changes can affect or be affected by other processes; thus, the requirements management process is a dynamic and often recursive sequence of events. The Project Monitoring and Control process area contains practices for monitoring and controlling acquirer activities and overseeing the supplier’s project progress and performance according to project plans. The process area includes coverage of monitoring and controlling the transition to operations and support that was planned using Project Planning practices. Project Monitoring and Control practices also cover taking corrective action. The project plan specifies the frequency of progress reviews and the measures used to monitor progress. Progress is determined primarily by comparing project status to the plan. When the actual status deviates significantly from expected values, corrective actions are taken as appropriate. These actions can include replanning, which requires using Project Planning practices. As the acquirer’s processes improve in capability, Integrated Project Management practices are used to manage the project using a defined process tailored from the organization’s set of standard processes (Organizational Process Development). The project uses and contributes to organizational process assets, the project’s work environment is established and maintained from the organization’s work environment standards, and teams are established using the organization’s rules and guidelines. The project’s relevant stakeholders coordinate their efforts in a timely manner through the identification, negotiation, and tracking of critical dependencies and the resolution of coordination issues. In the acquirer-supplier relationship, the need for an early and aggressive detection of risk is compounded by the complexity of projects acquiring products or services. The purpose of Risk Management is to identify and assess project risks during the project planning process and to manage these risks throughout the project. The acquirer has a dual role: first, to assess and manage overall project risks for the duration of the project, and second, to assess and manage risks associated with the performance of the supplier. As the acquisition progresses to the selection of a supplier, the risks specific to the supplier’s technical and management approach become more important to the success of the acquisition. Although risk identification and monitoring are covered in the Project Planning and Project Monitoring and Control process areas, using the Risk Management process area enables the acquirer to take a continuing, forward-looking approach to managing risks with activities that include identification of risk parameters, risk assessments, and risk mitigation. As mentioned above, Integrated Project Management processes establish a defined process and integrated plan for managing all the activities of the project. These activities include all project processes described above, from Project Planning through Acquisition Validation. The organization’s set of standard processes and other process assets provide critical guidance to projects for establishing a defined process and plan. How the organization creates and deploys such process assets for use by the whole organization, along with other forms of critical project support, is the subject of the next section.