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.

        Ignore the identifiers in square brackets that appear at the end of paragraphs.

        The formatting may not be the same as in the printed CMMI document. The web page is best viewed in 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 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]

SP 1.1-1      Identify Team Tasks

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.

GP 1.1        Perform Base Practices

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]

GP 2.2        Plan the Process

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]

GP 2.3        Provide Resources

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

 

GP 2.4        Assign Responsibility

Assign responsibility and authority for performing the process, developing the work products, and providing the services of the integrated teaming process.  [GP106]

GP 2.5        Train People

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

 

GP 2.6        Manage Configurations

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]