GP 2.6 Manage Configurations Place designated work products of the integrated project management process under appropriate levels of configuration management. Elaboration | Examples of work products placed under configuration management include the following: The project's defined process Project plans Other plans that affect the project Integrated plans Actual process and product measures collected from the project |
For Integrated Product and Process Development Examples of work products placed under configuration management also include the following: |
GP 2.7 Identify and Involve Relevant Stakeholders Identify and involve the relevant stakeholders of the integrated project management process as planned. Elaboration This generic practice is different from managing stakeholder involvement for the project, which is covered by specific practices within this process area. | Examples of activities for stakeholder involvement include: Resolving issues about the tailoring of the organizational process assets Resolving issues among the project plan and the other plans that affect the project Reviewing project performance to align with current and projected needs, objectives, and requirements |
For Integrated Product and Process Development Examples of activities for stakeholder involvement also include: |
GP 2.8 Monitor and Control the Process Monitor and control the integrated project management process against the plan for performing the process and take appropriate corrective action. Elaboration | Examples of measures used in monitoring and controlling include the following: Number of changes to the project's defined process Schedule and effort to tailor the organization's set of standard processes Interface coordination issue trends (i.e., number identified and number closed) |
For Integrated Product and Process Development Examples of measures used in monitoring and controlling also include the following: Project's shared vision usage and effectiveness Integrated team-structure usage and effectiveness Select indicators of shared vision effectiveness that show (1) that there is unity of purpose within the project; (2) that project members are working together and meeting the project's objectives; (3) that behaviors and principles have been established and are being used while team members work to achieve objectives; and (4) that the shared vision of the project aligns with the existing visions of the organization and other projects, particularly those with which close interaction is expected |
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