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Q1. A Project Process is Defined and Distributed to the Team Members No process model is defined for the project detailing the project’s lifecycle, assumptions and procedures A process model is informally defined by the project manager but not distributed to the team members A process model is informally defined with input from the project team but not distributed A process model is formally defined and distributed to all team members but not discussed A process model is formally defined, distributed and discussed by all the team members, using previous project experience as a guideline
Q2. The project proposal team identifies risk of the project No risk identified Informal identification of risk, no documentation Informal identification of risk, informal documentation Formal identification of risk, informal documentation Formal identification of risk, formal documentation and analysis after reviewing previous, similar projects
Q3. Resource requirements and capabilities are reviewed No review of resources Informal review of resources, no documentation Informal review of resources, informal documentation Formal review of resources, informal documentation Formal review of resources, formal documentation
Q4. The project procurement team conducts "make-or-buy" or "provide-or-contract" analysis No project procurement team established Informal project procurement team, but no conceptual analysis Informal project procurement team, informal analysis Formal project procurement team, informal analysis Formal project procurement team, formal analysis
Q5. Critical path identified No critical path calculation done. Each sub-project identifies critical tasks independently and sets work priorities Critical path based on committed milestone dates. No CPM calculation performed, or CPM used on individual sub-projects Key critical tasks identified through non-quantifiable means, and used to drive the critical path calculation Critical path calculated through integrated schedule, but only key milestone dates communicated back to sub-projects All critical tasks identified and indicated in each individual sub-project schedule. Critical path determined through integrated schedule
Q6. Scope change (trending/forecasting) control system is utilized No scope change control system Informal scope change control system, not used Informal scope change control system, hardly used Formal scope change control system, occasionally used Formal scope change control system, intensely used
Q7. All project related records gathered from team, organized and consolidated No records kept Informal, random collection of records Formal, partial collection of records Records formally and systematically collected but not organized Records formally and systematic collected and organized, and forwarded to active, similar projects