QWM

1. The quality and process performance objectives for the work

2. Assessment of the risk of not achieving the objectives for the work

1. Review the organization’s objectives for quality and process performance.

2. Identify the quality and process performance needs and priorities of the customer, suppliers, end users, and other relevant stakeholders.

3. Define and document measurable quality and process performance objectives for the work.

4. Derive interim objectives to monitor progress toward achieving the work objectives.

5. Determine the risk of not achieving the quality and process performance objectives for the work.

6. Resolve conflicts among the quality and process performance objectives (e.g., if one objective cannot be achieved without compromising another).

7. Establish traceability to the quality and process performance objectives from their sources.

8. Define and negotiate quality and process performance objectives for suppliers.

9. Revise the quality and process performance objectives as necessary.

1. Criteria used to evaluate alternatives for the work

2. Alternative subprocesses

3. Subprocesses to be included in the defined process

4. Assessment of risk of not achieving the objectives for the work

Establish the criteria to use in evaluating process alternatives for the work.

Identify alternative processes and subprocesses for the work.

Analyze the interaction of alternative subprocesses to understand relationships among the subprocesses, including their attributes.

Evaluate alternative subprocesses against the criteria.

Select the alternative subprocesses that best meet the criteria.

Evaluate the risk of not achieving the quality and process performance objectives for the work.

1. Criteria used to select subprocesses that are key contributors to achieving the objectives for the work

2. Selected subprocesses

3. Attributes of selected subprocesses that help in predicting future work performance

1. Analyze how subprocesses, their attributes, other factors, and performance results of the work relate to each other.

2. Identify criteria to be used in selecting subprocesses that are key contributors to achieving the quality and process performance objectives for the work.

3. Select subprocesses using the identified criteria.

4. Identify product and process attributes to be monitored.

1. Definitions of measures and analytic techniques to be used in quantitative management

2. Traceability of measures back to the quality and process performance objectives

3. Quality and process performance objectives for selected subprocesses and their attributes

4. Process performance baselines and models for use by the work group

1. Identify common measures from the organizational process assets that support quantitative management.

2. Identify additional measures that may be needed to cover critical product and process attributes of the selected subprocesses.

3. Identify the measures to be used in managing subprocesses.

4. Specify the operational definitions of measures, their collection points in subprocesses, and how the integrity of measures will be determined.

5. Analyze the relationship of identified measures to the quality and process performance objectives for the work and derive subprocess quality and process performance objectives that state targets (e.g., thresholds, ranges) to be met for each measured attribute of each selected subprocess.

6. Identify the statistical and other quantitative techniques to be used in quantitative management.

7. Determine what process performance baselines and models may be needed to support identified analyses.

8. Instrument the organizational or work support environment to support collection, derivation, and analysis of measures.

9. Revise measures and statistical analysis techniques as necessary.

1. Natural bounds of process performance for each selected subprocess attribute

2. The actions needed to address deficiencies in the process stability or capability of each selected subprocess

1. Collect data, as defined by the selected measures, on the subprocesses as they execute.

2. Monitor the variation and stability of the selected subprocesses and address deficiencies.

3. Monitor the capability and performance of the selected subprocesses and address deficiencies.

1. Predictions of results to be achieved relative to the quality and process performance objectives of the work

2. Graphical displays and data tabulations for other subprocesses, which support quantitative management

3. Assessment of risks of not achieving the quality and process performance objectives of the work

4. Actions needed to address deficiencies in achieving work objectives

Periodically review the performance of subprocesses.

Monitor and analyze suppliers’ progress toward achieving their quality and process performance objectives.

Periodically review and analyze actual results achieved against established interim objectives.

Use process performance models calibrated with project data to assess progress toward achieving the quality and process performance objectives of the work.

Identify and manage risks associated with achieving the quality and process performance objectives of the work.

Determine and implement actions needed to address deficiencies in achieving the quality and process performance objectives of the work.

1. Subprocess and performance measurements and analyses (including statistical analyses) recorded in the organization’s measurement repository

2. Graphical displays of data used to understand subprocess and performance and performance trends

3. Identified root causes and potential actions to take

Perform root cause analysis, as appropriate, to diagnose process performance deficiencies.

Identify and analyze potential actions.

Implement selected actions.

Assess the impact of the actions on subprocess performance.