TABLE OF CONTENTS This chapter illustrates the strong measurement focus that is found within CMMI . Basic project management measures are defined in the Project Planning and Monitoring and Control process areas. An understanding of getting a measurement program started is provided through the implementation of the concepts found in the Measurement and Analysis process area (PA). Continuing on the evolutionary path, CMMI guides the reader to the establishment of an organizational measurement repository, the collection of peer review and test data, and the evolution of the organizational process measures that provide the building blocks for statistical process control and quantitative project management. The Measurement and Analysis, Organizational Process Performance, and Quantitative Project Management process areas will be examined in detail. The special cause of variation will also be discussed. Chapter 20 addresses the common cause of variation.
The following are questions that a project manager must consider and be able to answer to management while a project is starting.
Can it be done?
How long will it take?
How much will it cost?
How many people will it take?
What are the risks?
What are the trade-offs?
How many potential errors?
How much does your current development process cost?
How much value does each piece of the process add?
What would the impact be of deleting, modifying, or adding a procedure to the process?
What activities contribute the most to the final product cost?
Have you tried to improve the current development process?
What changes in cost/value resulted...
