Integrated Project Management (PM) Category: Project Management
Notes:
·
The contents of this web page were extracted from
the following document: Capability Maturity Model® Integration
(CMMISM), Version 1.1, Continuous Representation,
CMU/SEI-2002-TR-011, March 2002 (CMMI-SE/SW/IPPD/SS). Copyright 2002 by Carnegie
Mellon University. NO WARRANTY.
·
Ignore the identifiers
in square brackets that appear at the end of paragraphs.
·
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Internet Explorer.
·
In the CMMI, a subset is known as a "Process Area
(PA)" and a requirement is known as a "Practice". The specific practices are
referred to as SPs and the generic practices are referred to as GPs.
·
This web page contains the text for SPs and GPs as
it appears in Chapter 7 of the CMMI document, in the section corresponding to
the process area named in the heading of this page. This web page does not
include the detailed description of the GPs that appears in a separate chapter
of the CMMI document; the
detailed description of the GPs is available in a separate web
page. (Note: Using the hyperlink provided here will open that web page in a
separate window.)
Purpose The purpose of Integrated Project Management is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization's set of standard processes. [PA167]
For Integrated Product and Process Development, Integrated
Project Management also covers the establishment of a shared vision for the
project and a team structure for integrated teams that will carry out the
objectives of the project.
[PA167.PE101]
Introductory Notes
Integrated Project Management involves the following: [PA167.N102]
· Establishing the project's defined process by tailoring the organization's set of standard processes
· Managing the project using the project’s defined process
· Using and contributing to the organizational process assets
· Enabling relevant stakeholders’ concerns to be identified, considered, and, when appropriate, addressed during the development of the product
· Ensuring that the relevant stakeholders perform their tasks in a coordinated and timely manner (1) to address product and product-component requirements, plans, objectives, issues, and risks; (2) to fulfill their commitments; and (3) to identify, track, and resolve issues
For Integrated Product and Process Development
Integrated Project Management also involves the following: [PA167.N102.AMP101]
· Establishing a shared vision by and for the project
· Establishing a structure of integrated teams that are tasked to accomplish the objectives of the project
For Supplier Sourcing
Integrated Project Management also involves the following: [PA167.N102.AMP102]
· Including suppliers as relevant stakeholders
· Coordinating the activities of critical suppliers with project activities
The integrated and defined process that is tailored from the organization’s set of standard processes is called the project’s defined process. [PA167.N110]
Managing the project’s effort, cost, schedule, staffing, risks, and other factors is tied to the tasks of the project's defined process. The implementation and management of the project's defined process are typically described in the project plan. Certain activities may be covered in other plans that affect the project, such as the quality assurance plan, risk management strategy, and the configuration management plan. [PA167.N103]
Since the defined process for each project is tailored from the organization's set of standard processes, variability among projects is typically reduced and projects can more easily share process assets, data, and lessons learned. [PA167.N104]
This process area also addresses the coordination of all
activities associated with the project including the following: [PA167.N105]
· Technical activities such as requirements development, design, and verification
· Support activities such as configuration management, documentation, marketing, and training
The working interfaces and interactions among relevant stakeholders internal and external to the project are planned and managed to ensure the quality and integrity of the entire product. Relevant stakeholders participate, as appropriate, in defining the project’s defined process and the project plan. Reviews and exchanges are regularly conducted with the relevant stakeholders and coordination issues receive appropriate attention. Reviews and exchanges are regularly conducted with the relevant stakeholders to ensure that coordination issues receive appropriate attention and everyone involved with the project is appropriately aware of the status, plans, and activities. In defining the project’s defined process, formal interfaces are created as necessary to ensure that appropriate coordination and collaboration occurs. [PA167.N107]
See Chapter 3 for an explanation of how “relevant stakeholder” is used in the CMMI Product Suite. [PA167.N106]
This process area applies in any organizational structure, including projects that are structured as line organizations, matrix organizations, or integrated teams. The terminology should be appropriately interpreted for the organizational structure in place. [PA167.N108]
If you are using the continuous representation, the first
specific goal in this process area may be redundant when applying the capability
level 3 generic practices to project-related process areas. However, the
specific practices, subpractices, and notes will provide many details that will
assist you with this application.
[PA167.N109]
Refer to the Project Planning process area for more information about
planning the project. [PA167.R101]
Refer to the Project Monitoring and Control process area for more
information about monitoring and controlling the project.
[PA167.R102]
Refer to the Project Planning process area for more information about
identifying relevant stakeholders and their appropriate involvement in the
project. [PA167.R103]
Refer to the Verification process area for more information about peer
reviews. [PA167.R104]
Refer to the Organizational Process Definition process area for more
information about organizational process assets. [PA167.R105]
Refer to the Measurement and Analysis process area for more information
about defining a process for measuring and analyzing processes.
[PA167.R106]
Refer to the Integrated Teaming process area for more information about how
teams are established and maintained. [PA167.R107]
Refer to the Organizational Environment for Integration process area for
more information about the work environment, the creation of the organization’s
shared vision, and managing people for integration.
[PA167.R108]
Specific Goals
SG 1
Use the Project’s Defined Process [PA167.IG101]
The project is conducted using a defined process that is tailored from the organization's set of standard processes.
SG 2
Coordinate and Collaborate with Relevant Stakeholders
[PA167.IG102]
Coordination and collaboration of the project with relevant stakeholders is conducted.
SG 3
Use the Project's Shared Vision for IPPD
[PA167.IG103]
The project is conducted using the project’s shared vision.
SG 4
Organize Integrated Teams for IPPD [PA167.IG104]
The integrated teams needed to execute the project are identified, defined, structured, and tasked.
Generic Goals
GG 1
Achieve Specific Goals [CL102.GL101]
The process supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products.
GG 2
Institutionalize a Managed Process [CL103.GL101]
The process is institutionalized as a managed process.
GG 3
Institutionalize a Defined Process [CL104.GL101]
The process is institutionalized as a defined process.
GG 4
Institutionalize a Quantitatively Managed Process
[CL105.GL101]
The process is institutionalized as a quantitatively managed process.
GG 5
Institutionalize an Optimizing Process [CL106.GL101]
The process is institutionalized as an optimizing process.
Practice-to-Goal Relationship Table
SG 1 Use the Project’s Defined Process [PA167.IG101]
SP 1.1-1 Establish the Project’s Defined Process
SP 1.2-1 Use Organizational Process Assets for Planning Project Activities
SP 1.3-1 Integrate Plans
SP 1.4-1 Manage the Project Using the Integrated Plans
SP 1.5-1 Contribute to the Organizational Process Assets
SG 2 Coordinate and Collaborate with Relevant Stakeholders [PA167.IG102]
SP 2.1-1 Manage Stakeholder Involvement
SP 2.2-1 Manage Dependencies
SP 2.3-1 Resolve Coordination Issues
SG 3 Use the Project's Shared Vision for IPPD [PA167.IG103]
SP 3.1-1 Define Project’s Shared-Vision Context
SP 3.2-1 Establish the Project’s Shared Vision
SG 4 Organize Integrated Teams for IPPD [PA167.IG104]
SP 4.1-1 Determine Integrated Team Structure for the Project
SP 4.2-1 Develop a Preliminary Distribution of Requirements to Integrated Teams
SP 4.3-1 Establish Integrated Teams
GG 1 Achieve Specific Goals [CL102.GL101]
GP 1.1 Perform Base Practices
GG 2 Institutionalize a Managed Process [CL103.GL101]
GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.5 Train People
GP 2.6 Manage Configurations
GP 2.7 Identify and Involve Relevant Stakeholders
GP 2.8 Monitor and Control the Process
GP 2.9 Objectively Evaluate Adherence
GP 2.10 Review Status with Higher Level Management
GG 3 Institutionalize a Defined Process [CL104.GL101]
GP 3.1 Establish a Defined Process
GP 3.2 Collect Improvement Information
GG 4 Institutionalize a Quantitatively Managed Process [CL105.GL101]
GP 4.1 Establish Quantitative Objectives for the Process
GP 4.2 Stabilize Subprocess Performance
GG 5 Institutionalize an Optimizing Process [CL106.GL101]
GP 5.1 Ensure Continuous Process Improvement
GP 5.2 Correct Root Causes of Problems
Specific Practices by Goal
SG 1 Use the Project’s Defined Process
The project is conducted using a defined process that is tailored from the
organization's set of standard processes. [PA167.IG101]
The project's defined process must include those processes
from the organization's set of standard processes that address all processes
necessary to develop and maintain the product. The product-related life-cycle
processes, such as the manufacturing and support processes, are developed
concurrently with the product.
[PA167.IG101.N101]
SP 1.1-1 Establish the Project’s Defined Process
Establish and maintain the project's defined process.
[PA167.IG101.SP101]
Refer to the Organizational Process Definition process area for more
information about the organizational process assets.
[PA167.IG101.SP101.R101]
Refer to the Organizational Process Focus process area for more information
about organizational process needs and objectives.
[PA167.IG101.SP101.R102]
The project's defined process consists of defined
processes that form an integrated, coherent life cycle for the project. [PA167.IG101.SP101.N101]
The project’s defined process covers all the processes
needed by the project, including those processes addressed by the process areas
at maturity level 2.
[PA167.IG101.SP101.N103]
For Integrated Product and Process Development
The project's defined process includes all life-cycle processes including the IPPD processes that will be applied by the project (tailored from the organization's IPPD processes). Processes to select the team structure, allocate limited personnel resources, implement cross-integrated team communication, and conduct issue-resolution processes are part of the project's defined process. [PA167.IG101.SP101.N103.AMP101]
The project's defined process should satisfy the project's
contractual and operational needs, opportunities, and constraints. It is
designed to provide a best fit for the project’s needs. A project's defined
process is based on the following:
[PA167.IG101.SP101.N102]
· Customer requirements
· Product and product-component requirements
· Commitments
· Organizational process needs and objectives
· Operational environment
· Business environment
Typical Work Products
1. The project’s
defined process [PA167.IG101.SP101.W101]
Subpractices
1. Select a life-cycle model from
those available from the organizational process assets.
[PA167.IG101.SP101.SubP101]
2. Select the standard processes
from the organization's set of standard processes that best fit the needs of the
project. [PA167.IG101.SP101.SubP102]
3. Tailor the organization's set
of standard processes and other organizational process assets according to the
tailoring guidelines to produce the project’s defined process.
[PA167.IG101.SP101.SubP103]
Sometimes the available life-cycle
models and standard processes are inadequate to meet a specific project’s needs.
Sometimes the project will be unable to produce required work products or
measures. In such circumstances, the project will need to seek approval to
deviate from what is required by the organization. Waivers are provided for this
purpose.
[PA167.IG101.SP101.SubP103.N101]
4. Use other artifacts from the
organization's process asset library as appropriate.
[PA167.IG101.SP101.SubP104]
Other artifacts may include the
following:
[PA167.IG101.SP101.SubP104.N101]
· Lessons-learned documents
· Templates
· Example documents
· Estimating models
5. Document the project's defined
process. [PA167.IG101.SP101.SubP105]
The project's defined process
covers all the engineering, management, and support activities for the project
and its interfaces to relevant stakeholders. [PA167.IG101.SP101.SubP105.N101]
Examples of project activities include the following:
[PA167.IG101.SP101.SubP105.N102]
· Project planning
· Project monitoring and controlling
· Requirements development
· Requirements management
· Design and implementation
· Verification and validation
· Product integration
· Supplier agreement management
· Configuration management
· Quality assurance
6. Conduct peer reviews of the
project's defined process. [PA167.IG101.SP101.SubP106]
Refer to the Verification process area for more information about conducting
peer reviews. [PA167.IG101.SP101.SubP106.R101]
7. Revise the project's defined
process as necessary. [PA167.IG101.SP101.SubP107]
SP 1.2-1 Use Organizational Process Assets for Planning Project Activities
Use the organizational process assets and measurement repository for estimating
and planning the project’s activities.
[PA167.IG101.SP102]
Refer to the Organizational Process Definition process area for more
information about organizational process assets and the organization’s
measurement repository. [PA167.IG101.SP102.R101]
Typical Work Products
1. Project
estimates [PA167.IG101.SP102.W101]
2. Project plans [PA167.IG101.SP102.W102]
Subpractices
1. Base the activities for
estimating and planning on the tasks and work products of the project's defined
process. [PA167.IG101.SP102.SubP101]
An understanding of the
relationships among the various tasks and work products of the project's defined
process, and of the roles to be performed by the relevant stakeholders, is a
basis for developing a realistic plan. [PA167.IG101.SP102.SubP101.N101]
2. Use the organization’s
measurement repository in estimating the project’s planning parameters. [PA167.IG101.SP102.SubP102]
This estimate typically includes
the following:
[PA167.IG101.SP102.SubP102.N101]
· Using appropriate historical data from this project or similar projects
· Accounting for and recording similarities and differences between the current project and those projects whose historical data will be used
· Independently validating the historical data
· Recording the reasoning, assumptions, and rationale used to select the historical data
Examples of parameters that are considered for similarities and differences
include the following: [PA167.IG101.SP102.SubP102.N102]
· Work product and task attributes
· Application domain
· Design approach
· Operational environment
· Experience of the people
Examples of data contained in the organization’s measurement repository include
the following: [PA167.IG101.SP102.SubP102.N103]
· Size of work products or other work product attributes
· Effort
· Cost
· Schedule
· Staffing
· Defects
Integrate the project plan and the other plans that affect the project to
describe the project’s defined process.
[PA167.IG101.SP103]
Refer to the Project Planning process area for more information about
establishing and maintaining a project plan.
[PA167.IG101.SP103.R101]
Refer to the Organizational Process Definition process area for more
information about organizational process assets and, in particular, the
organization’s measurement repository.
[PA167.IG101.SP103.R102]
Refer to the Measurement and Analysis process area for more information
about defining measures and measurement activities and using analytic
techniques. [PA167.IG101.SP103.R103]
Refer to the Risk Management process area for more information about
identifying and analyzing risks. [PA167.IG101.SP103.R104]
Refer to the Organizational Process Focus process area for more information
about organizational process needs and objectives.
[PA167.IG101.SP103.R105]
This specific practice extends the specific practices for
establishing and maintaining a project plan to address additional planning
activities such as incorporating the project’s defined process, coordinating
with relevant stakeholders, using organizational process assets, incorporating
plans for peer reviews, and establishing objective entry and exit criteria for
tasks. [PA167.IG101.SP103.N101]
The development of the project plan should account for
current and projected needs, objectives, and requirements of the organization,
customer, and end users, as appropriate.
[PA167.IG101.SP103.N102]
For Integrated Product and Process Development
The plans of the integrated teams are included in this integration. Developing a complete project plan and the project's defined process may require an iterative effort if a complex, multi-layered, integrated team structure is being deployed. [PA167.IG101.SP103.N102.AMP101]
For Supplier Sourcing
The plans for integrated supplier management are included in this integration of plans. Plans for integrated supplier management must be coordinated with other related plans. [PA167.IG101.SP103.N102.AMP102]
Typical Work Products
1. Integrated
plans [PA167.IG101.SP103.W101]
Subpractices
1. Integrate other plans that
affect the project with the project plan.
[PA167.IG101.SP103.SubP101]
Other plans that affect the
project may include the following: [PA167.IG101.SP103.SubP101.N101]
· Quality assurance plans
· Configuration management plans
· Risk management strategy
· Documentation plans
2. Incorporate into the project
plan the definitions of measures and measurement activities for managing the
project. [PA167.IG101.SP103.SubP102]
Examples of measures that would be incorporated include the following: [PA167.IG101.SP103.SubP102.N101]
· Organization’s common set of measures
· Additional project-specific measures
3. Identify and analyze product
and project interface risks. [PA167.IG101.SP103.SubP103]
Examples of product and project interface risks include the following: [PA167.IG101.SP103.SubP103.N101]
· Incomplete interface descriptions
· Unavailability of tools or test equipment
· Availability of COTS components
· Inadequate or ineffective team interfaces
4. Schedule the tasks in a
sequence that accounts for critical development factors and project risks. [PA167.IG101.SP103.SubP104]
Examples of factors considered in scheduling include the following: [PA167.IG101.SP103.SubP104.N101]
· Size and complexity of the tasks
· Integration and test issues
· Needs of the customer and end users
· Availability of critical resources
· Availability of key personnel
5. Incorporate the plans for
performing peer reviews on the work products of the project's defined process. [PA167.IG101.SP103.SubP105]
Refer to the Verification process area for more information about peer reviews. [PA167.IG101.SP103.SubP105.R101]
6. Incorporate the training
needed to perform the project’s defined process in the project’s training plans. [PA167.IG101.SP103.SubP106]
This task typically involves
negotiating with the organizational training group the support they will
provide.
[PA167.IG101.SP103.SubP106.N101]
7. Establish objective entry and
exit criteria to authorize the initiation and completion of the tasks described
in the work breakdown structure (WBS). [PA167.IG101.SP103.SubP107]
Refer to the Project Planning process area for more information about the WBS. [PA167.IG101.SP103.SubP107.R101]
8. Ensure that the project plan
is appropriately compatible with the plans of relevant stakeholders. [PA167.IG101.SP103.SubP108]
Typically the plan and changes to
the plan will be reviewed for compatibility. [PA167.IG101.SP103.SubP108.N101]
For Supplier Sourcing
Ensure that the plans for the integrated supplier management process are compatible with related plans. [PA167.IG101.SP103.SubP108.N101.AMP101]
9. Identify how conflicts will be
resolved that arise among relevant stakeholders.
[PA167.IG101.SP103.SubP109]
SP 1.4-1 Manage the Project Using the Integrated Plans
Manage the project using the project plan, the other plans that affect the
project, and the project’s defined process.
[PA167.IG101.SP104]
Refer to the Organizational Process Definition process area for more
information about the organizational process assets.
[PA167.IG101.SP104.R101]
Refer to the Organizational Process Focus process area for more information
about organizational process needs and objectives and coordinating
process-improvement activities with the rest of the organization.
[PA167.IG101.SP104.R102]
Refer to the Risk Management process area for more information about
managing risks. [PA167.IG101.SP104.R103]
Refer to the Project Monitoring and Control process area for more
information about monitoring and controlling the project.
[PA167.IG101.SP104.R104]
Typical Work Products
1. Work products
created by performing the project’s defined process
[PA167.IG101.SP104.W101]
2. Collected
measures (“actuals”) and progress records or reports
[PA167.IG101.SP104.W102]
3. Revised
requirements, plans, and commitments [PA167.IG101.SP104.W103]
4. Integrated
plans [PA167.IG101.SP104.W104]
Subpractices
1. Implement the project’s
defined process using the organization's process asset library.
[PA167.IG101.SP104.SubP101]
This task typically includes the
following:
[PA167.IG101.SP104.SubP101.N101]
· Incorporating artifacts from the organization’s process asset library into the project as appropriate
· Using lessons learned from the organization’s process asset library to manage the project
2. Monitor and control the
project’s activities and work products using the project’s defined process,
project plan, and other plans that affect the project.
[PA167.IG101.SP104.SubP102]
This task typically includes the
following:
[PA167.IG101.SP104.SubP102.N101]
· Using the defined entry and exit criteria to authorize the initiation and determine the completion of the tasks
· Monitoring the activities that could significantly affect the actual values of the project’s planning parameters
· Tracking the project’s planning parameters using measurable thresholds that will trigger investigation and appropriate actions
· Monitoring product and project interface risks
· Managing external and internal commitments based on the plans for the tasks and work products of implementing the project's defined process
An understanding of the
relationships among the various tasks and work products of the project's defined
process, and of the roles to be performed by the relevant stakeholders, along
with well-defined control mechanisms (e.g., peer reviews), achieves better
visibility into the project’s performance and better control of the project.
[PA167.IG101.SP104.SubP102.N102]
3. Obtain and analyze the
selected measures to manage the project and support the organization’s needs.
[PA167.IG101.SP104.SubP103]
Refer to the Measurement and Analysis process area for more information about
defining a process for obtaining and analyzing measures.
[PA167.IG101.SP104.SubP103.R101]
4. Periodically review the
adequacy of the environment to meet the project’s needs and to support
coordination. [PA167.IG101.SP104.SubP104]
Examples of actions that might be taken include the following:
[PA167.IG101.SP104.SubP104.N101]
· Adding new tools
· Acquiring additional networks, equipment, training, and support
5. Periodically review and align
the project’s performance with the current and anticipated needs, objectives,
and requirements of the organization, customer, and end users, as appropriate. [PA167.IG101.SP104.SubP105]
This review includes alignment
with the organizational process needs and objectives.
[PA167.IG101.SP104.SubP105.N101]
Examples of actions that achieve alignment include the following:
[PA167.IG101.SP104.SubP105.N102]
· Accelerating the schedule, with appropriate adjustments to other planning parameters and the project risks
· Changing the requirements in response to a change in market opportunities or customer and end-user needs
· Terminating the project
SP 1.5-1 Contribute to the Organizational Process Assets
Contribute work products, measures, and documented experiences to the
organizational process assets.
[PA167.IG101.SP105]
Refer to the Organizational Process Focus process area for more information
about process-improvement proposals.
[PA167.IG101.SP105.R101]
Refer to the Organizational Process Definition process area for more
information about the organizational process assets, the organization’s
measurement repository, and the organization’s process asset library.
[PA167.IG101.SP105.R102]
This specific practice addresses collecting information
from processes in the project’s defined process.
[PA167.IG101.SP105.N101]
Typical Work Products
1. Proposed
improvements to the organizational process assets [PA167.IG101.SP105.W101]
2. Actual
process and product measures collected from the project [PA167.IG101.SP105.W102]
3. Documentation
(e.g., exemplary process descriptions, plans, training modules, checklists, and
lessons learned) [PA167.IG101.SP105.W103]
Subpractices
1. Propose improvements to the
organizational process assets. [PA167.IG101.SP105.SubP101]
2. Store process and product
measures in the organization’s measurement repository.
[PA167.IG101.SP105.SubP102]
Refer to the Project Planning process area for more information about recording
planning and re-planning data.
[PA167.IG101.SP105.SubP102.R101]
Refer to the Project Monitoring and Control process area for more information
about recording measures. [PA167.IG101.SP105.SubP102.R102]
This typically includes the
following:
[PA167.IG101.SP105.SubP102.N101]
· Planning data
· Re-planning data
· Measures
Examples of data recorded by the project include the following:
[PA167.IG101.SP105.SubP102.N102]
· Task descriptions
· Assumptions
· Estimates
· Revised estimates
· Definitions of recorded data and measures
· Measures
· Context information that relates the measures to the activities performed and work products produced
· Associated information needed to reconstruct the estimates, assess their reasonableness, and derive estimates for new work
3. Submit documentation for
possible inclusion in the organization's process asset library.
[PA167.IG101.SP105.SubP103]
Examples of documentation include the following:
[PA167.IG101.SP105.SubP103.N101]
· Exemplary process descriptions
· Training modules
· Exemplary plans
· Checklists
4. Document lessons learned from
the project for inclusion in the organization's process asset library. [PA167.IG101.SP105.SubP104]
SG 2 Coordinate and Collaborate with Relevant Stakeholders
Coordination and collaboration of the project with relevant stakeholders is
conducted.
[PA167.IG102]
SP 2.1-1 Manage Stakeholder Involvement
Manage the involvement of the relevant stakeholders in the project. [PA167.IG102.SP101]
Refer to the Project Planning process area for more information about
identifying stakeholders and their appropriate involvement and on establishing
and maintaining commitments. [PA167.IG102.SP101.R101]
Typical Work Products
1. Agendas and
schedules for collaborative activities [PA167.IG102.SP101.W101]
2. Documented
issues (e.g., issues with customer requirements, product and product-component
requirements, product architecture, and product design)
[PA167.IG102.SP101.W102]
3.
Recommendations for resolving relevant stakeholder issues [PA167.IG102.SP101.W103]
Subpractices
1. Coordinate with the relevant
stakeholders who should participate in the project’s activities.
[PA167.IG102.SP101.SubP101]
The relevant stakeholders should
already be identified in the project plan. [PA167.IG102.SP101.SubP101.N101]
2. Ensure that work products that
are produced to satisfy commitments meet the requirements of the recipient
projects. [PA167.IG102.SP101.SubP103]
Refer to the Verification process area for more information about determining
acceptability of work products.
[PA167.IG102.SP101.SubP103.R101]
This task typically includes the
following:
[PA167.IG102.SP101.SubP103.N101]
· Reviewing, demonstrating, or testing, as appropriate, each work product produced by relevant stakeholders
· Reviewing, demonstrating, or testing, as appropriate, each work product produced by the project for other projects with representatives of the projects receiving the work product
· Resolving issues related to the acceptance of the work products
3. Develop recommendations and
coordinate the actions to resolve misunderstandings and problems with the
product and product-component requirements, product and product-component
architecture, and product and product-component design.
[PA167.IG102.SP101.SubP104]
Participate with relevant stakeholders to identify, negotiate, and track
critical dependencies. [PA167.IG102.SP102]
Refer to the Project Planning process area for more information about
identifying stakeholders and their appropriate involvement and about
establishing and maintaining commitments. [PA167.IG102.SP102.R101]
Typical Work Products
1. Defects,
issues, and action items resulting from reviews with relevant stakeholders
[PA167.IG102.SP102.W102]
2. Critical
dependencies [PA167.IG102.SP102.W103]
3. Commitments
to address critical dependencies [PA167.IG102.SP102.W104]
4. Status of
critical dependencies [PA167.IG102.SP102.W105]
Subpractices
1. Conduct reviews with relevant
stakeholders. [PA167.IG102.SP102.SubP101]
2. Identify each critical
dependency. [PA167.IG102.SP102.SubP102]
3. Establish need dates and plan
dates for each critical dependency based on the project schedule.
[PA167.IG102.SP102.SubP103]
4. Review and get agreement on
the commitments to address each critical dependency with the people responsible
for providing the work product and the people receiving the work product. [PA167.IG102.SP102.SubP104]
5. Document the critical
dependencies and commitments. [PA167.IG102.SP102.SubP105]
Documentation of commitments
typically includes the following: [PA167.IG102.SP102.SubP105.N101]
· Describing the commitment
· Identifying who made the commitment
· Identifying who is responsible for satisfying the commitment
· Specifying when the commitment will be satisfied
· Specifying the criteria for determining if the commitment has been satisfied
6. Track the critical
dependencies and commitments and take corrective action as appropriate.
[PA167.IG102.SP102.SubP106]
Refer to the Project Monitoring and Control process area for more information
about tracking commitments. [PA167.IG102.SP102.SubP106.R101]
Tracking the critical dependencies
typically includes the following: [PA167.IG102.SP102.SubP106.N101]
· Evaluating the effects of late and early completion for impacts on future activities and milestones
· Resolving actual and potential problems with the responsible people where possible
· Escalating to the appropriate managers the actual and potential problems not resolvable with the responsible people
SP 2.3-1 Resolve Coordination Issues
Resolve issues with relevant stakeholders.
[PA167.IG102.SP103]
Examples of
coordination issues include the following: [PA167.IG102.SP103.N101]
· Late critical dependencies and commitments
· Product and product-component requirements and design defects
· Product-level problems
· Unavailability of critical resources or personnel
Typical Work Products
1. Relevant
stakeholder coordination issues [PA167.IG102.SP103.W101]
2. Status of
relevant stakeholder coordination issues [PA167.IG102.SP103.W102]
Subpractices
1. Identify and document issues. [PA167.IG102.SP103.SubP101]
2. Communicate issues to the
relevant stakeholders. [PA167.IG102.SP103.SubP102]
3. Resolve issues with the
relevant stakeholders. [PA167.IG102.SP103.SubP103]
4. Escalate to the appropriate
managers those issues not resolvable with the relevant stakeholders.
[PA167.IG102.SP103.SubP104]
5. Track the issues to closure. [PA167.IG102.SP103.SubP105]
6. Communicate with the relevant
stakeholders on the status and resolution of the issues.
[PA167.IG102.SP103.SubP106]
The following two specific goals, Use the Project's Shared Vision for IPPD, and Organize Integrated Teams for IPPD, are only required for IPPD.
SG 3 Use the Project's Shared Vision for IPPD
The project is conducted using the project’s shared vision. [PA167.IG103]
The purpose of creating a shared vision is to achieve a
unity of purpose. Creating a shared vision requires that all people in the
project have an opportunity to speak and be heard about what really matters to
them. The project’s shared vision captures the project’s guiding principles,
including mission, objectives, expected behavior, and values. The project’s
guiding principles should be consistent with those of the organization. The
implementation of the project’s shared vision in work can become part of the
project’s process for doing that work. As a result, it is subject to the same
requirements for measurement, review, and corrective action as other processes. [PA167.IG103.N101]
The value of a shared vision is that people understand and
can adopt its principles to guide their actions and decisions. Shared visions
tend to focus on an end state while leaving room for personal and team
innovation, creativity, and enthusiasm. The activities of the individuals,
teams, and project are aligned with the shared vision (i.e., the activities
contribute to the achievement of the objectives expressed in the shared vision).
[PA167.IG103.N102]
SP 3.1-1 Define Project’s Shared-Vision Context
Identify expectations, constraints, interfaces, and operational conditions
applicable to the project’s shared vision.
[PA167.IG103.SP101]
Refer to the Organizational Environment for Integration process area for
more information about the organization’s shared vision.
[PA167.IG103.SP101.R101]
A project does not operate in isolation. Understanding
organizational expectations and constraints allows for alignment of the
project’s direction, activities, and shared vision with the organization’s and
helps create a common purpose within which project activities can be
coordinated. To enable this, it is critical to understand (1) the interfaces
between the project and stakeholders external to the project; (2) the objectives
and expectations of all relevant stakeholders (internal and external); and (3)
conditions within which the project must operate. Gaining awareness in these
three areas ensures that the project’s direction and activities are consistent
with the broader objectives of the organization.
[PA167.IG103.SP101.N101]
The project’s shared-vision context has both an external
and internal aspect. The external aspect has to do with the overlying vision and
objectives as well as interfaces outside of the project. The internal aspect is
about aligning project members’ personal aspirations and objectives with the
project’s vision and purpose.
[PA167.IG103.SP101.N102]
Typical Work Products
1.
Organizational expectations and constraints that apply to the project
[PA167.IG103.SP101.W101]
2. Summary of
project members' personal aspirations for the project [PA167.IG103.SP101.W102]
3. External
interfaces that the project is required to observe [PA167.IG103.SP101.W103]
4. Operational
conditions that affect the project’s activities [PA167.IG103.SP101.W104]
5. Project’s
shared-vision context [PA167.IG103.SP101.W105]
Subpractices
1. Identify expectations,
constraints, interfaces, and operational conditions about the organization and
project that affect the project’s shared vision.
[PA167.IG103.SP101.SubP101]
2. Elicit project members’
perspectives and aspirations for the project.
[PA167.IG103.SP101.SubP102]
3. Create a description of the
project’s shared-vision context. [PA167.IG103.SP101.SubP103]
SP 3.2-1 Establish the Project’s Shared Vision
Establish and maintain a shared vision for the project.
[PA167.IG103.SP102]
A shared vision is created by the project and for the
project, in alignment with the organization’s shared vision. [PA167.IG103.SP102.N101]
Refer to the Organizational Environment for Integration process area for
more information about the organization’s shared vision.
[PA167.IG103.SP102.N101.R101]
When creating a shared vision, consider: [PA167.IG103.SP102.N102]
· external stakeholder expectations and requirements
· the aspirations and expectations of the leader and project members
· the project’s objectives
· the conditions and outcomes the project will create
· interfaces the project needs to maintain
· the visions created by the organization and interfacing groups
· the constraints imposed by outside authorities (e.g., environmental regulations)
· project operation while working to achieve its objectives (both principles and behaviors)
When creating a shared vision, all people in the project
should be invited to participate. Although there may be a draft proposal, the
larger population must have an opportunity to speak and be heard about what
really matters to them. The shared vision is articulated in terms of both the
core ideology (values, principles, and behaviors) and the desired future to
which each member of the project can commit.
[PA167.IG103.SP102.N103]
An effective communications strategy is key to
implementing and focusing the shared vision throughout the project. Promulgation
of the shared vision is a public declaration of the commitment of the project to
their shared vision and provides the opportunity for others to examine,
understand, and align their activities in a common direction. The shared vision
should be communicated, and agreement and commitment of the relevant
stakeholders should be obtained.
[PA167.IG103.SP102.N104]
Effective communications are also especially important
when incorporating new project members. New members of the project often need
more or special attention to ensure that they understand the shared vision, have
a stake in it, and are prepared to follow it in doing their work. [PA167.IG103.SP102.N105]
Typical Work Products
1. Meeting
minutes for team-building exercises [PA167.IG103.SP102.W101]
2. Shared vision
and objective statements [PA167.IG103.SP102.W102]
3. Statement of
values and principles [PA167.IG103.SP102.W103]
4.
Communications strategy [PA167.IG103.SP102.W105]
5. Handbook for
new members of the project [PA167.IG103.SP102.W106]
6. Presentations
to relevant stakeholders [PA167.IG103.SP102.W107]
7. Published
principles, shared-vision statement, mission statement, and objectives (e.g.,
posters, wallet cards published on posters suitable for wall hanging) [PA167.IG103.SP102.W109]
Subpractices
1. Hold meetings or workshops to
create the project’s shared vision. [PA167.IG103.SP102.SubP101]
2. Articulate the project’s
shared vision in terms of purpose or mission, vision, values, and objectives. [PA167.IG103.SP102.SubP102]
3. Reach consensus on the
project’s shared vision. [PA167.IG103.SP102.SubP103]
4. Establish a strategy to
communicate the project’s shared vision both externally and internally.
[PA167.IG103.SP102.SubP104]
5. Make presentations suitable
for the various audiences that need to be informed about the project’s shared
vision. [PA167.IG103.SP102.SubP105]
6. Check that project and
individual activities and tasks are aligned with the project’s shared vision.
[PA167.IG103.SP102.SubP106]
SG 4 Organize Integrated Teams for IPPD
The integrated teams needed to execute the project are identified, defined,
structured, and tasked.
[PA167.IG104]
The purpose of this specific goal and its specific
practices is to create an integrated team structure that will efficiently meet
the project’s requirements and produce a quality product. The integrated team
structure partitions responsibilities, requirements, and resources to teams so
that the right expertise and abilities are available to produce the assigned
products. The integrated teams are organized to facilitate communications
between teams and to honor interfaces between product components. [PA167.IG104.N101]
Organizing integrated teams to realize IPPD requires care
and deliberation. As the project evolves, integrated team structures are
reevaluated for continued applicability. For example, once the product-component
requirements are established, it may be appropriate to replace a leader having
expertise in design with one having more expertise in manufacturing or in
verification.
[PA167.IG104.N102]
The teams in the structure must be appropriately
integrated with each other. The interface between two integrated teams should be
specified when one team has responsibility for a work product that has an
interface requirement referring to a work product of the other team. An
interface between teams should be specified when one team produces a work
product that will be used by another. An interface should exist when two teams
share responsibility for a general requirement of the product. Each of these
types of interfaces between integrated teams may require a different type of
collaboration as appropriate.
[PA167.IG104.N103]
SP 4.1-1 Determine Integrated Team Structure for the Project
Determine the integrated team structure that will best meet the project
objectives and constraints. [PA167.IG104.SP101]
Product requirements, cost, schedule, risk, resource
projections, business processes, the project’s defined process, and
organizational guidelines are evaluated to establish the basis for defining
integrated teams and their responsibilities, authorities, and
interrelationships. [PA167.IG104.SP101.N101]
The simplest integrated team structure from an IPPD
perspective evolves when the WBS is a work-product-oriented hierarchy, and
resources are available to staff a team with the expertise needed to adequately
address the entire life of the product for each work product in that hierarchy.
More complex structuring occurs when the WBS is not product oriented, product
risks are not uniform, and resources are constrained. [PA167.IG104.SP101.N102]
Structuring integrated teams is dependent on: [PA167.IG104.SP101.N103]
· Product risk and complexity
· Location and types of risks
· Integration risks, including product-component interfaces and inter-team communication
· Resources, including availability of appropriately skilled people
· Limitations on team size for effective collaboration
· Need for team membership of stakeholders external to the project
· Business processes
· Organizational structure
The integrated team structure can include the whole
project as an integrated team. In this case the project team would need to
satisfy the requirements of the Integrated Teaming process area (e.g., it would
need a shared vision [created in the Use the Project’s Shared Vision for IPPD
specific goal of this process area], a charter, clearly defined
responsibilities, operating principles, and collaborative interfaces with other
teams outside of the project).
[PA167.IG104.SP101.N104]
If a project team has too many members for effective
collaboration, the project team should be divided into subteams of appropriate
size. [PA167.IG104.SP101.N105]
Typical Work Products
1. Assessments
of the product and product architectures, including risk and complexity
[PA167.IG104.SP101.W101]
2. Integrated
team structures based on the WBS and adaptations [PA167.IG104.SP101.W102]
3. Alternative
concepts for integrated team structures that include responsibilities, scope,
and interfaces [PA167.IG104.SP101.W103]
4. Selected
integrated team structure [PA167.IG104.SP101.W104]
Subpractices
1. Determine the risks in the
products and product suite. [PA167.IG104.SP101.SubP101]
Refer to the Risk Management process area for more information about practices
associated with risk determination.
[PA167.IG104.SP101.SubP101.R101]
2. Determine likely resource
requirements and availability. [PA167.IG104.SP101.SubP102]
Refer to the Project Planning process area for more information about resource
assignments. [PA167.IG104.SP101.SubP102.R101]
Constraints on the available
assets impact which teams are formed and how the teams are structured.
[PA167.IG104.SP101.SubP102.N101]
3. Establish work-product-based
responsibilities. [PA167.IG104.SP101.SubP103]
Each team in the team structure
should be responsible for specific tasks and work products. The team structure
should tie to the WBS used by the project. [PA167.IG104.SP101.SubP103.N101]
4. Consider organizational
process assets for opportunities, constraints, and other factors that might
influence integrated team structure. [PA167.IG104.SP101.SubP104]
Organizational process assets can
provide guidance to assist the project in structuring and implementing
integrated teams. Such assets may include: [PA167.IG104.SP101.SubP104.N101]
· Team formation and structures
· Team authority guidelines
· Implementation techniques for IPPD
· Guidelines for managing risks in IPPD
· Guidelines for establishing lines of communication and authority
· Team leader selection criteria
· Team responsibility guidelines
5. Develop an understanding of
the organization’s shared vision, the project’s shared vision, and the
organization’s standard processes and organizational process assets applicable
to teams and team structures.
[PA167.IG104.SP101.SubP105]
The shared visions for the
organization and project are examined. These visions help the planners focus on
attributes critical to the organization and the project. Organizational
processes provide information to streamline the planning process. These may be
particularly useful when establishing reporting mechanisms for integrated teams
and when integrated team structures are constructed in hybrid situations such as
project teams consisting of both functional and product teams.
[PA167.IG104.SP101.SubP105.N101]
6. Identify alternative
integrated team structures. [PA167.IG104.SP101.SubP106]
Alternative integrated team
structures are frequently developed for collaborative evaluation prior to
selection of the structure to be employed. Much like any other set of design
alternatives, extreme cases should be included to test the adequacy of the
solution set. Innovative concepts in integrated team structure that promote
integration as well as efficiency can be overlooked if planning is limited to
devising a single team structure. [PA167.IG104.SP101.SubP106.N101]
7. Evaluate alternatives and
select an integrated team structure. [PA167.IG104.SP101.SubP107]
Refer to the Decision Analysis and Resolution process area for more information
about a formal evaluation process for selecting the team structure. [PA167.IG104.SP101.SubP107.R101]
The integrated team structure that
meets the objectives, subject to the constraints of time, money, and people, is
collaboratively evaluated and selected from the alternative integrated team
structures. From the perspective of team-structure maintenance, this activity
would include assessments of the teams already deployed and candidate
alternative structures. [PA167.IG104.SP101.SubP107.N101]
SP 4.2-1 Develop a Preliminary Distribution of Requirements to Integrated Teams
Develop a preliminary distribution of requirements, responsibilities,
authorities, tasks, and interfaces to teams in the selected integrated team
structure. [PA167.IG104.SP102]
This preliminary distribution of requirements to
integrated teams is done before any teams are formed to verify that the selected
team structure is workable and covers all the necessary requirements,
responsibilities, authorities, tasks, and interfaces. If this check is not
satisfied it is necessary to repeat the selection of team structure to meet this
check. This preliminary distribution is a useful compendium of information that
the integrated teams must know to effectively carry out their tasks in an
integrated way.
[PA167.IG104.SP102.N101]
Typical Work Products
1. Preliminary
distribution of integrated team authorities and responsibilities
[PA167.IG104.SP102.W101]
2. Preliminary
distribution of the work product requirements, technical interfaces, and
business (e.g., cost accounting, project management) interfaces each integrated
team will be responsible for satisfying [PA167.IG104.SP102.W102]
Subpractices
1. Assemble requirements and
interfaces for integrated teams. [PA167.IG104.SP102.SubP101]
Assemble the tasks and work
products, and the associated requirements and interfaces. Assign these to the
appropriate integrated teams.
[PA167.IG104.SP102.SubP101.N101]
2. Check that the preliminary
distribution of requirements and interfaces covers all specified product
requirements and other requirements. [PA167.IG104.SP102.SubP102]
In the event that complete
coverage of requirements is not achieved, corrective action should be taken to
redistribute requirements or alter the integrated team structure.
[PA167.IG104.SP102.SubP102.N101]
3. Define responsibilities and
authorities for integrated teams. [PA167.IG104.SP102.SubP103]
Business, management, and other
nontechnical responsibilities and authorities for the integrated team are
necessary elements to proper team function. Integrated team responsibilities and
authorities are normally developed by the project and are consistent with
established organization practices. Such factors include:
[PA167.IG104.SP102.SubP103.N101]
· Authority of teams to pick their own leader
· Authority of teams to implement subteams (e.g., a product team forming an integration subteam)
· Reporting chains
· Reporting requirements (cost, schedule, and performance status)
· Progress reporting measures and methods
4. Designate the sponsor for each
integrated team. [PA167.IG104.SP102.SubP104]
An integrated team sponsor is a
manager (individual or team) who is responsible for establishing an integrated
team, monitoring its activities and progress, and taking corrective action when
needed. A manager may sponsor one or many teams. [PA167.IG104.SP102.SubP104.N101]
SP 4.3-1 Establish Integrated Teams
Establish and maintain teams in the integrated team structure. [PA167.IG104.SP103]
The teams within the selected and satisfactory integrated
team structure are established. This process encompasses the choosing of team
leaders and the assignment of planned responsibilities and requirements for each
team. It also involves providing the resources required to accomplish the tasks
assigned to the team.
[PA167.IG104.SP103.N101]
The integrated team structure is a dynamic entity that
must be able to adjust to changes in people, requirements, and the nature of
tasks, and to tackle many difficulties. The integrated team structure should be
continuously monitored to detect malfunctions, mismanaged interfaces, and
mismatches of the work to the staff. Corrective action should be taken when
performance does not meet expectations.
[PA167.IG104.SP103.N102]
Typical Work Products
1. A list of
project integrated teams [PA167.IG104.SP103.W101]
2. List of team
leaders [PA167.IG104.SP103.W102]
3.
Responsibilities and authorities for each integrated team [PA167.IG104.SP103.W103]
4. Requirements
allocated to each integrated team [PA167.IG104.SP103.W104]
5. Measures for
evaluating the performance of integrated teams [PA167.IG104.SP103.W105]
6. Quality
assurance reports [PA167.IG104.SP103.W106]
7. Periodic
status reports [PA167.IG104.SP103.W107]
8. New
integrated team structures [PA167.IG104.SP103.W108]
Subpractices
1. Choose integrated team
leaders. [PA167.IG104.SP103.SubP101]
Integrated team leaders are
selected who can achieve the expectations of the product in the context of
organizational limitations (project priority and the needs of other projects).
Integrated teams need a great deal of autonomy to faithfully implement IPPD.
That autonomy is at risk if project or organizational leadership does not have
confidence in the leader. The extent of organizational and project direction in
selecting the leader is often a function of product risk and complexity. It can
also be related to an organization’s need to “grow” new leaders.
[PA167.IG104.SP103.SubP101.N101]
2. Allocate responsibilities and
requirements to each integrated team. [PA167.IG104.SP103.SubP102]
The planned responsibilities and
requirements are issued to the integrated team. These items are discussed with
the team to encourage collaborative buy-in. Some adjustments may be made at this
time.
[PA167.IG104.SP103.SubP102.N101]
3. Allocate resources to each
integrated team. [PA167.IG104.SP103.SubP103]
The people and other resources are
allocated to each integrated team. These items are discussed with the team to
ensure that the resources are adequate and that the people are adequate to carry
out the tasks and are compatible with other members of the team.
[PA167.IG104.SP103.SubP103.N101]
4. Create each integrated team. [PA167.IG104.SP103.SubP104]
Refer to the Integrated Teaming process area for more information about forming
and sustaining each of the integrated teams in the team structure.
[PA167.IG104.SP103.SubP104.R101]
For each integrated team in the
selected structure, create a team that has a shared vision, charter, and
operating principles as described in the Integrated Teaming process area.
Creating the integrated team is a collaborative effort of the team sponsor and
the members of the team. Other relevant stakeholders may be involved in
accordance with the plan for stakeholder involvement. The teams that interface
with the target team should be involved to ensure that the specified interfaces
are honored.
[PA167.IG104.SP103.SubP104.N101]
5. Integrated team composition
and structures are periodically evaluated and modified to best reflect project
needs. [PA167.IG104.SP103.SubP105]
Changes in team structure could
include:
[PA167.IG104.SP103.SubP105.N101]
· Retiring a team for a period of time (e.g., while long duration manufacturing or verifications are done)
· Disbanding a team when it is no longer cost effective in serving the project
· Combining teams to achieve operating efficiencies
· Adding teams as new product components are identified for development
6. When a change of team leader
or a significant change of membership of the team occurs, review the integrated
team composition and its place in the integrated team structure. [PA167.IG104.SP103.SubP106]
A change of this kind may
significantly affect the ability of the team to accomplish its objectives. A
review of the match between the new composition and the current responsibilities
should be made. If the match is not satisfactory, the team composition should be
changed or the team’s responsibility should be modified. One complication of
changed responsibility is that other teams may have to adjust and add tasks to
cover the change. This fact may cause a domino effect in the team structure.
Such a change should be undertaken carefully.
[PA167.IG104.SP103.SubP106.N101]
7. When a change in team
responsibility occurs, review the team composition and its tasking.
[PA167.IG104.SP103.SubP107]
These changes often occur as the
project moves from one phase to the next. For example, less design expertise on
teams may be needed when detailed design is completed and fabrication and
integration of product components begins. [PA167.IG104.SP103.SubP107.N101]
8. Manage the overall performance
of the teams. [PA167.IG104.SP103.SubP108]
Generic Practices by Goal
(Note: The detailed description of the GPs is available in a separate web page. Using the hyperlink provided here will open that web page in a separate window. However, the GP elaborations pertinent to the process area of this web page are available below.)
GG 1 Achieve Specific Goals
The process supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products.
Perform the base practices of the integrated project management process to
develop work products and provide services to achieve the specific goals of the
process area. [GP102]
GG 2 Institutionalize a Managed Process
The process is institutionalized as a managed process.
GP 2.1 Establish an Organizational Policy
Establish and maintain an organizational policy for planning and performing the
integrated project management process. [GP103]
Elaboration:
This policy establishes organizational expectations for
using the project's defined process and coordinating and collaborating with
relevant stakeholders.
[PA167.EL101]
For Integrated Product and Process Development
This policy also establishes organizational expectations for using Integrated Product and Process Development concepts for carrying out the objectives of the organization. [PA167.EL111]
Establish and maintain the plan for performing the integrated project management
process. [GP104]
Elaboration:
Typically, this plan for performing the integrated project
management process is a part of the project plan as described in the Project
Planning process area.
[PA167.EL107]
Provide adequate resources for performing the integrated project management
process, developing the work products, and providing the services of the
process. [GP105]
Elaboration:
Examples of
resources provided include the following tools: [PA167.EL102]
· Problem-tracking and trouble-reporting packages
· Groupware
· Video conferencing
· Integrated decision database
· Integrated product support environments
Assign responsibility and authority for performing the process, developing the
work products, and providing the services of the integrated project management
process. [GP106]
Train the people performing or supporting the integrated project management
process as needed. [GP107]
Elaboration:
Examples of
training topics include the following: [PA167.EL103]
· Tailoring the organization’s set of standard processes to meet the needs of the project
· Procedures for managing the project based on the project’s defined process
· Using the organization’s measurement repository
· Using the organizational process assets
· Integrated management
· Intergroup coordination
· Group problem solving
For Integrated Product and Process Development
Examples of training topics also include the following: [PA167.EL112]
· Building the project's shared vision
· Team building
Place designated work products of the integrated project management process
under appropriate levels of configuration management.
[GP109]
Elaboration:
Examples of
work products placed under configuration management include the following: [PA167.EL104]
· 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: [PA167.EL113]
· Integrated team structure
GP 2.7 Identify and Involve Relevant Stakeholders
Identify and involve the relevant stakeholders of the integrated project
management process as planned. [GP124]
Elaboration:
This generic practice is different from managing
stakeholder involvement for the project, which is covered by specific practices
within this process area.
[PA167.EL108]
Examples of
activities for stakeholder involvement include: [PA167.EL110]
· 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: [PA167.EL114]
· Creating the project's shared vision
· Defining the integrated team structure for the project
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. [GP110]
Elaboration:
Examples of
measures used in monitoring and controlling include the following: [PA167.EL105]
· 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: [PA167.EL115]
· 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
GP 2.9 Objectively Evaluate Adherence
Objectively evaluate adherence of the integrated project management process
against its process description, standards, and procedures, and address
noncompliance. [GP113]
Elaboration:
Examples of
activities reviewed include the following: [PA167.EL106]
· Establishing, maintaining, and using the project’s defined process
· Coordinating and collaborating with relevant stakeholders
For Integrated Product and Process Development
Examples of activities reviewed also include the following: [PA167.EL116]
· Using the project's shared vision
Examples of
work products reviewed include the following: [PA167.EL109]
· Project’s defined process
· Project plans
· Other plans that affect the project
For Integrated Product and Process Development
Examples of work products reviewed also include the following: [PA167.EL117]
· Integrated plans
· Shared-vision statements
GP 2.10 Review Status with Higher Level Management
Review the activities, status, and results of the integrated project management
process with higher level management and resolve issues. [GP112]
GG 3 Institutionalize a Defined Process
The process is institutionalized as a defined process.
GP 3.1 Establish a Defined Process
Establish and maintain the description of a defined integrated project
management process. [GP114]
Elaboration:
This generic practice is different from the Establish the
Project’s Defined Process specific practice in this process area. This generic
practice establishes and maintains a defined integrated project management
process. The Establish the Project’s Defined Process specific practice defines
the project’s defined process, which includes all processes that affect the
project.
[PA167.EL118]
GP 3.2 Collect Improvement Information
Collect work products, measures, measurement results, and improvement
information derived from planning and performing the integrated project
management process to support the future use and improvement of the
organization’s processes and process assets. [GP117]
Elaboration:
This generic practice is different from the Contribute to
the Organizational Process Assets specific practice in this process area. This
generic practice collects improvement information about the integrated project
management processes. The Contribute to the Organizational Process Assets
specific practice collects information from processes in the project’s defined
process.
[PA167.EL119]
GG 4 Institutionalize a Quantitatively Managed Process
The process is institutionalized as a quantitatively managed process.
GP 4.1 Establish Quantitative Objectives for the Process
Establish and maintain quantitative objectives for the integrated project
management process that address quality and process performance based on
customer needs and business objectives. [GP118]
GP 4.2 Stabilize Subprocess Performance
Stabilize the performance of one or more subprocesses to determine the ability
of the integrated project management process to achieve the established
quantitative quality and process-performance objectives.
[GP119]
GG 5 Institutionalize an Optimizing Process
The process is institutionalized as an optimizing process.
GP 5.1 Ensure Continuous Process Improvement
Ensure continuous improvement of the integrated project management process in
fulfilling the relevant business objectives of the organization. [GP125]
GP 5.2 Correct Root Causes of Problems
Identify and correct the root causes of defects and other problems in the
integrated project management process. [GP121]