Integrated Teaming (IT) 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.
·
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in square brackets that appear at the end of paragraphs.
·
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·
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 Teaming is to form and sustain
an integrated team for the development of work products. [PA170]
Introductory Notes
Integrated team members:
[PA170.N101]
· provide the needed skills and expertise to accomplish the team’s tasks
· provide the advocacy and representation necessary to address all essential phases of the product’s life cycle
· collaborate internally and externally with other teams and relevant stakeholders as appropriate
· share a common understanding of the team’s tasks and objectives
· conduct themselves in accordance with established operating principles and ground rules
An integrated team (also known as an “Integrated Product Team” or IPT) is composed of relevant stakeholders who generate and implement decisions for the work product being developed. The members of the integrated team are collectively responsible for delivering the work product. See the definition of “integrated team” in Appendix C: Glossary. The integrated team receives its assignment from its sponsor. The sponsor of an integrated team is a person or a group (e.g., project manager or even another integrated team) who can assign work tasks and provide resources. [PA170.N102]
The following characteristics distinguish an integrated
team in an Integrated Product and Process Development (IPPD) environment from
other forms of specialty work or task groups:
[PA170.N103]
· Team members include empowered representatives from both technical and business functional organizations involved with the product. Within defined boundaries, these representatives have decision-making authority and the responsibility to act for their respective organizations.
· Team members may include customers, suppliers, and other stakeholders outside of the organization as appropriate to the product being developed.
· An integrated team consists of people skilled in the functions that need to be performed to develop required work products. Some of them may represent a functional organization. These people have a dual responsibility to focus on the product while maintaining their connections with the functional organization that can assist the development with additional expertise and advice.
· An integrated team focuses on the product life cycle to the extent required by the project. Team members share and integrate considerations, expectations, and requirements of the product life-cycle phases.
· An integrated team understands its role in the structure of teams for the overall project.
Clearly defined and commonly understood objectives, tasks,
responsibilities, authority, and context (of vertical and horizontal interfaces)
provide a strong basis for implementing integrated teams. [PA170.N104]
Refer to the Project Planning process area for more information about
planning for project execution within an IPPD environment where integrated
teaming is involved. [PA170.R101]
Refer to the Organization Environment for Integration process area for more
information about establishing and maintaining an integrated work environment
and creating organizational process assets for IPPD, including an organization’s
shared vision. [PA170.R102]
Refer to the Integrated Project Management for IPPD process area for more
information about coordinating and collaborating with relevant stakeholders,
establishing the team structure, and considering IPPD organizational process
assets. [PA170.R103]
Specific Goals
SG 1
Establish Team Composition [PA170.IG101]
A team composition that provides the knowledge and skills required to deliver the team’s product is established and maintained.
SG 2
Govern Team Operation [PA170.IG102]
Operation of the integrated team is governed according to established principles.
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 Establish Team Composition
[PA170.IG101]
SP 1.1-1 Identify Team Tasks
SP 1.2-1 Identify Needed Knowledge and Skills
SP 1.3-1 Assign Appropriate Team Members
SG 2 Govern Team Operation
[PA170.IG102]
SP 2.1-1 Establish a Shared Vision
SP 2.2-1 Establish a Team Charter
SP 2.3-1 Define Roles and Responsibilities
SP 2.4-1 Establish Operating Procedures
SP 2.5-1 Collaborate among Interfacing 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 Establish Team Composition
A team composition that provides the knowledge and skills required to deliver
the team’s product is established and maintained. [PA170.IG101]
One of the main attributes of an integrated team is to be
self managed and empowered. Team membership is intended to be composed of people
who can plan, execute, and implement decisions for all phases of the life cycle
of the work product being acquired or developed. Team member selection and skill
mix should be based on the assigned work product and the objectives that are
important to the different phases of that product’s life cycle. Integrated teams
should be cross functional and involve relevant stakeholders.
[PA170.IG101.N101]
Identify and define the team’s specific internal tasks to generate the team’s
expected output. [PA170.IG101.SP101]
The sponsor of an integrated team typically provides the
assigned product requirements, the initial technical and business interfaces,
and the high-level task(s) each team will be responsible for satisfying.
Integrated team tasks are based on these product requirements and interfaces. An
integrated team understands its relationship to both the project and the
organization, and structures its tasks accordingly to develop the work products.
[PA170.IG101.SP101.N101]
Typical Work Products
1. Descriptions
of internal work tasks [PA170.IG101.SP101.W101]
2. List of
results the team is expected to achieve for all work tasks [PA170.IG101.SP101.W102]
Subpractices
1. Define team tasks required to
deliver the assigned work products. [PA170.IG101.SP101.SubP101]
2. Decide which tasks need team
or individual member input. [PA170.IG101.SP101.SubP102]
Not all work efforts require the
entire team; however, review and judgment are team responsibilities.
[PA170.IG101.SP101.SubP102.N101]
SP 1.2-1 Identify Needed Knowledge and Skills
Identify the knowledge, skills, and functional expertise needed to perform team
tasks. [PA170.IG101.SP102]
Refer to the Plan for Needed Knowledge and Skills specific practice in the
Project Planning process area. Staffing a team is similar to staffing a project,
just at a lower level. [PA170.IG101.SP102.R101]
The functional knowledge and related job skills within the
integrated team are directly related to specific team tasks and
responsibilities. A fully effective integrated team is able to perform its tasks
and is composed of the necessary technical and business specialties and
expertise. An integrated team advocates appropriate coverage for all phases of
the work product life cycle. A profile of essential skill mixes that are
required at all team functions describes the core team, which can be
supplemented with additional skill sets as needed for the extended team. [PA170.IG101.SP102.N101]
Typical Work Products
1. List of
disciplines or functions required to perform the tasks [PA170.IG101.SP102.W101]
2. List of the
knowledge, key skills, and critical expertise [PA170.IG101.SP102.W102]
3. Initial
profiles of team skills and knowledge for the core team and the extended team [PA170.IG101.SP102.W103]
Subpractices
1. Identify the business
functions and processes in which the integrated team must maintain competence to
perform its objectives. [PA170.IG101.SP102.SubP101]
2. Identify the core competencies
on which to base the integrated team’s activities to sustain or achieve desired
capability. [PA170.IG101.SP102.SubP102]
3. Establish knowledge and skill
profiles underlying each core and extended team competency.
[PA170.IG101.SP102.SubP103]
4. Define staffing and competency
requirements. [PA170.IG101.SP102.SubP104]
SP 1.3-1 Assign Appropriate Team Members
Assign the appropriate personnel to be team members based on required knowledge
and skills. [PA170.IG101.SP103]
Team members are selected and positioned to perform team
tasks based on their ability to satisfy required knowledge, skills, and
functional expertise, and complement those of other team members. Team
membership may not stay the same throughout the integrated team’s period of
performance. Selecting and assigning appropriate new members to the team to
perform team tasks is an important element in maintaining proper team
composition and output as members leave, team expectations change, or the team
has evolved to the point where a different mix of personnel is necessary. [PA170.IG101.SP103.N101]
Examples of
relevant criteria for evaluating potential team members include: [PA170.IG101.SP103.N102]
· Knowledge and skills related to tasks and responsibilities associated with the team’s assigned work products
· Interpersonal skills and ability to work in a team environment
· Ability to complement the mix of knowledge and skills in the team
· Potential to fulfill a significant responsibility on the team
· Ability to acquire additional knowledge, skills, or expertise related to the team’s tasks
· Existing workload and time available to fulfill responsibilities to the team
· Educational and cultural background
· Personal (self) motivation
· Ability to represent a functional area appropriately
Individual team members are empowered, within defined
limits, by their respective functional managers to make decisions. Team members
can be selected from both within or outside of the organization and can include
suppliers, customers, and end users. Their roles and responsibilities in team
operation need to be clearly defined.
[PA170.IG101.SP103.N103]
Typical Work Products
1. Set of
selection criteria [PA170.IG101.SP103.W101]
2. Revised
skills matrix and knowledge profiles [PA170.IG101.SP103.W102]
3. List of team
members [PA170.IG101.SP103.W103]
4. List of the
level of effort and resources, including access to staff, to perform each team
function [PA170.IG101.SP103.W104]
Subpractices
1. Establish relevant criteria
for evaluating team members against established knowledge and skills profiles. [PA170.IG101.SP103.SubP101]
2. Utilize the criteria to
qualify appropriate candidates against the knowledge and skills profiles.
[PA170.IG101.SP103.SubP102]
3. Identify and orient team
members to best contribute to the team’s capability.
[PA170.IG101.SP103.SubP103]
4. Assess and determine the
integrated team’s capability to meet its objectives based on initial staffing
and positioning. [PA170.IG101.SP103.SubP104]
It may be required to supplement
the team’s internal capability with external sources to maximize the team’s
ability to perform its function.
[PA170.IG101.SP103.SubP104.N101]
SG 2 Govern Team Operation
Operation of the integrated team is governed according to established
principles.
[PA170.IG102]
An integrated team operates in a disciplined way that
brings about effectiveness and productivity in meeting its objectives.
Established operating principles help both the team leader and team members to
manage group dynamics and to ensure successful interplay among the multiple
functions within the team.
[PA170.IG102.N101]
SP 2.1-1 Establish a Shared Vision
Establish and maintain a shared vision for the integrated team that is aligned
with any overarching or higher level vision.
[PA170.IG102.SP101]
Refer to the Provide IPPD Infrastructure specific goal in the
Organizational Environment for Integration process area for more information on
the organization’s shared vision.
[PA170.IG102.SP101.R101]
Refer to the Use the Project’s Shared Vision for IPPD specific goal in the
Integrated Project Management for IPPD process area for more information about
the project’s shared vision. [PA170.IG102.SP101.R102]
The purpose of a shared vision is to provide a statement
of an envisioned future and establish common understanding of the aspirations
and governing ideals of the team in the context of that desired end state. The
shared vision anchors the team’s governing ideas and principles and captures the
objectives to be achieved. The shared vision guides the activities of the team
and helps drive the team to achieve its mission and objectives. A shared vision
facilitates working together and helps the team to attain unity of purpose among
its members.
[PA170.IG102.SP101.N101]
No team operates in isolation. A shared vision for the
integrated team is critical to ensure that the team’s charter, direction, and
activities achieve a fit with any larger project objectives or other interfacing
teams. A team’s sponsor(s) or leader may establish the vision for the
organization or project for which the integrated team is a part. An integrated
team’s shared vision must be aligned with and support the achievement of the
project’s and organization’s higher level objectives as well as its own. When
one team falls short of or strays from its objectives and vision, it is likely
to have a significant impact on the overall success of the project.
[PA170.IG102.SP101.N102]
Shared-vision context has both an external and internal
aspect. The external aspect entails the objectives and interfaces of the team’s
sponsor and overall organization, while the internal aspect is about aligning
the group member’s personal interests and vision with the team’s mission and
purpose. The shared vision must ensure a commitment of the integrated team
members to both their team and to other interfacing teams and project
responsibilities. [PA170.IG102.SP101.N103]
Aligning personal perceptions of the people within the
team is an important part of understanding and accepting the shared vision. As
such, a shared vision is usually not the product of one person’s effort;
however, the team’s sponsor(s) or leader may begin the discussion of the vision
for a team. It is important that all integrated team members understand and
commit to a shared vision. The team population should openly discuss and be
given the opportunity to provide feedback on the vision and address
inconsistencies and make revisions as appropriate. This openness creates a
vision that belongs to everyone, provides an end-state view of the
implementation of the team’s responsibilities, is the basis for the team’s
charter, and is applied to all work. Benefits of a shared vision are that people
understand and can adopt its principles to guide their own, as well as the whole
team’s, actions and decisions.
[PA170.IG102.SP101.N104]
Typical Work Products
1. Boundary
conditions and interfaces within which the team must operate
[PA170.IG102.SP101.W102]
2. Documented
shared vision [PA170.IG102.SP101.W103]
3. Presentation
materials of the shared-vision statement suitable for team members and various
audiences that need to be informed [PA170.IG102.SP101.W104]
Subpractices
1. Convey the shared-vision
context to team members to align personal aspirations and objectives with the
team’s expectations and envisioned future outcome.
[PA170.IG102.SP101.SubP101]
2. Conduct meetings or workshops
to discuss the shared vision. [PA170.IG102.SP101.SubP102]
3. Articulate the shared vision
in terms of both core ideology and the desired future end state that each member
can commit to. [PA170.IG102.SP101.SubP103]
4. Reinforce the relevance of the
shared vision in performing individual and team activities and tasks.
[PA170.IG102.SP101.SubP104]
5. Check the effectiveness of the
shared vision and that individual and team activities or tasks are aligned with
the shared vision. [PA170.IG102.SP101.SubP105]
6. Periodically reexamine clarity
and applicability of the shared vision and revise or realign as necessary to
better meet the current state of the team or project.
[PA170.IG102.SP101.SubP106]
SP 2.2-1 Establish a Team Charter
Establish and maintain a team charter based on the integrated team’s shared
vision and overall team objectives.
[PA170.IG102.SP102]
The team charter is the contract among the team members
and between the team and its sponsor for the expected work effort and level of
performance. Charters solidify the rights, guarantees, privileges, and
permissions for organizing and performing the team’s objectives and tasks.
Development of the team charter is a negotiated activity between the sponsor of
the team and the integrated team. When approved by both the team and the
sponsor, the team charter constitutes a recognized agreement with management
authority. The complexity of the team charter can vary depending on the scope of
effort and the team objectives. Team objectives may be directly related to the
assigned product requirements from the sponsor, specific project requirements,
or identified internal team tasks. The charter typically identifies team
responsibilities and authority and the measures by which the team’s progress
will be evaluated.
[PA170.IG102.SP102.N101]
It is important that integrated teams exercise a level of
authority in managing their activities and in making decisions in pursuit of
their objectives. Team members need to assess whether the amount of power and
control over decisions and actions has been properly delegated from upper
management. The team decides whether the decision-making authority is
appropriate to meet expectations and accomplish the tasks accepted by the team.
The team negotiates any disagreements with the organizations or entities that
assigned them.
[PA170.IG102.SP102.N102]
Typical Work Products
1. Team charter [PA170.IG102.SP102.W101]
2. Procedures
for setting the expectations for the work to be done and for measuring team
performance [PA170.IG102.SP102.W102]
3. List of
critical success factors [PA170.IG102.SP102.W103]
4. List of
specific strategies the team expects to employ [PA170.IG102.SP102.W104]
Subpractices
1. Define and list the team
objectives. [PA170.IG102.SP102.SubP101]
2. Identify specific strategies
for achieving the team objectives. [PA170.IG102.SP102.SubP102]
3. Establish the team’s level of
empowerment and independence. [PA170.IG102.SP102.SubP103]
Empowerment is not likely to be
unlimited. Every team must operate within some constraints, and these limits on
authority must be identified and defined up front.
[PA170.IG102.SP102.SubP103.N101]
Refer to the Manage People for Integration specific goal in the Organizational
Environment for Integration process area for more information on the
organization’s guidelines for the degree of empowerment for people and
integrated teams. [PA170.IG102.SP102.SubP103.N101.R101]
4. Identify how team and
individual performance and accomplishments are measured.
[PA170.IG102.SP102.SubP104]
Refer to the Organizational Environment for Integration process area for more
information about recognizing team as well as individual accomplishments. [PA170.IG102.SP102.SubP104.R101]
5. Identify critical success
factors. [PA170.IG102.SP102.SubP105]
SP 2.3-1 Define Roles and Responsibilities
Clearly define and maintain each team member’s roles and responsibilities. [PA170.IG102.SP103]
Defined roles and responsibilities provide clear
understanding of the team members’ contributions, level of involvement,
interfaces (with team members and other teams or groups), and the degree of
influence or control each member has on the success and functioning of the team.
Allocation of roles and responsibilities should be based on each member’s
abilities, skills, and other commitments. Roles and responsibilities include the
following:
[PA170.IG102.SP103.N101]
· Establish and maintain interfaces among integrated team members
· Determine how assignments are accepted
· Determine how resources and input are accessed
· Determine how work gets done
· Determine who checks and reviews work
· Determine how work is approved
· Determine how work is delivered and communicated
· Maintain interfaces with their functional area
Typical Work Products
1. Descriptions
of roles and responsibilities [PA170.IG102.SP103.W101]
2. Assignment
statements [PA170.IG102.SP103.W102]
3.
Responsibility matrix [PA170.IG102.SP103.W103]
Subpractices
1. Map the roles,
responsibilities, and expertise of the team members to the team tasks and
expected deliverables. [PA170.IG102.SP103.SubP101]
Ensure that assignments are made
to integrate complementary knowledge and skills. [PA170.IG102.SP103.SubP101.N101]
2. Define the working
relationship and reporting structure for team members.
[PA170.IG102.SP103.SubP102]
Team members may have the
responsibility to report to both the team leader and a functional organization
and management chain.
[PA170.IG102.SP103.SubP102.N101]
SP 2.4-1 Establish Operating Procedures
Establish and maintain integrated team operating procedures.
[PA170.IG102.SP104]
Operating procedures and ground rules serve to define and
control how the team will interact and work together and to promote effective
integration of efforts, high performance, and productivity for accomplishing
objectives. Members especially need to understand the intended standards for
work and to participate according to those precepts. [PA170.IG102.SP104.N101]
Typical Work Products
1. Operating
procedures and ground rules [PA170.IG102.SP104.W101]
2. Procedures
for work expectations and performance measures [PA170.IG102.SP104.W102]
Subpractices
1. Define the expectations and
rules that will guide how the team works collectively and what the team members
will use to moderate participation and interpersonal interaction.
[PA170.IG102.SP104.SubP101]
2. Define the degree of
collective decision making and level of consensus needed for team decisions.
[PA170.IG102.SP104.SubP102]
Refer to the Organizational Environment for Integration process area for more
information about establishing a process for setting the context for decision
making. [PA170.IG102.SP104.SubP102.R101]
3. Define how conflicts and
differences of opinion within the team are addressed and resolved.
[PA170.IG102.SP104.SubP103]
Refer to the Organizational Environment for Integration process area for more
information about establishing a process for resolving conflicts and differences
of opinion. [PA170.IG102.SP104.SubP103.R101]
SP 2.5-1 Collaborate among Interfacing Teams
Establish and maintain collaboration among interfacing teams.
[PA170.IG102.SP105]
The success of a team-based project will be a function of
how effectively and successfully the integrated teams collaborate with each
other while achieving their own and the project’s objectives. [PA170.IG102.SP105.N101]
Refer to the Integrated Project Management for IPPD process area for more
information about operating in an integrated environment, and about coordinating
and collaborating with relevant stakeholders.
[PA170.IG102.SP105.N101.R101]
Typical Work Products
1. Work product
and process deployment charts [PA170.IG102.SP105.W101]
2. Input to the
integrated master plan and integrated schedules [PA170.IG102.SP105.W102]
3. Team work
plans [PA170.IG102.SP105.W103]
4. Commitment
lists [PA170.IG102.SP105.W104]
Subpractices
1. Collaboratively establish and
maintain the work product ownership boundaries among interfacing teams within
the project or organization. [PA170.IG102.SP105.SubP101]
2. Collaboratively establish and
maintain interfaces and processes among interfacing teams for the exchange of
inputs, outputs, or work products. [PA170.IG102.SP105.SubP102]
Refer to the Integrated Project Management for IPPD process area for more
information about coordinating and collaborating with relevant stakeholders. [PA170.IG102.SP105.SubP102.R101]
3. Collaboratively develop,
communicate, and distribute among interfacing teams the commitment lists and
work plans that are related to the work product or team interfaces.
[PA170.IG102.SP105.SubP103]
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 teaming 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 teaming process. [GP103]
Elaboration:
This policy establishes organizational expectations for
establishing and maintaining team composition and governing team operation. [PA170.EL101]
Establish and maintain the plan for performing the integrated teaming process. [GP104]
Elaboration:
Typically, this plan for performing the integrated teaming
process is a part of the project plan as described in the Project Planning
process area.
[PA170.EL102]
Provide adequate resources for performing the integrated teaming process,
developing the work products, and providing the services of the process. [GP105]
Elaboration:
Examples of
special equipment and facilities include: [PA170.EL103]
· Team war rooms (for regular strategy development and communication meetings)
Examples of
other resources provided include the following tools: [PA170.EL104]
· Interactive electronic communication and data presentation tools (groupware)
· Team-building tools
Assign responsibility and authority for performing the process, developing the
work products, and providing the services of the integrated teaming process. [GP106]
Train the people performing or supporting the integrated teaming process as
needed. [GP107]
Elaboration:
Examples of
training topics include the following: [PA170.EL105]
· Use of integrated work environments
· Interpersonal skills
· Communication skills
· Team building
· Collaborative problem solving and decision making
Place designated work products of the integrated teaming process under
appropriate levels of configuration management. [GP109]
Elaboration:
Examples of
work products placed under configuration management include the following: [PA170.EL106]
· List of team members
· List of the level of effort and resources, including access to staff, to perform each team function
· Work task formal commitment lists
· Team shared-vision statement
· Team charter
GP 2.7 Identify and Involve Relevant Stakeholders
Identify and involve the relevant stakeholders of the integrated teaming process
as planned. [GP124]
Elaboration:
Examples of
activities for stakeholder involvement include the following: [PA170.EL107]
· Establishing and maintaining the team’s shared vision
· Establishing and maintaining the team’s charter
· Establishing and maintaining the team’s operating procedures
· Collaborating with interfacing teams
GP 2.8 Monitor and Control the Process
Monitor and control the integrated teaming 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: [PA170.EL108]
· Performance according to plans, commitments, and procedures for the integrated team, and deviations from expectations
· Ability to achieve team objectives
GP 2.9 Objectively Evaluate Adherence
Objectively evaluate adherence of the integrated teaming process against its
process description, standards, and procedures, and address noncompliance. [GP113]
Elaboration:
Examples of
activities reviewed include the following: [PA170.EL109]
· Defined roles and responsibilities
· Communication activities within and among integrated teams
Examples of
work products reviewed include the following: [PA170.EL110]
· Descriptions of roles and responsibilities
· Descriptions of product ownership boundaries and team interfaces
GP 2.10 Review Status with Higher Level Management
Review the activities, status, and results of the integrated teaming 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 teaming process. [GP114]
GP 3.2 Collect Improvement Information
Collect work products, measures, measurement results, and improvement
information derived from planning and performing the integrated teaming process
to support the future use and improvement of the organization’s processes and
process assets. [GP117]
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 teaming
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 teaming 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 teaming 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 teaming process. [GP121]