Process
Areas
(staged)

Level 2
 RM
 ARD
 PP
 PMC
 AM
 SSAD
 MA
 PPQA
 CM
Level 3
 ATM
 AVER
 AVAL
 OPF
 OPD
 OT
 IPM
 RSKM
 DAR
Level 4
 OPP
 QPM
Level 5
 OID
 CAR

 4.10. Integrated Project Management

A Project Management Process Area at Maturity Level 3

Purpose

The purpose of Integrated Project Management (IPM) 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.

Introductory Notes

Integrated Project Management involves the following activities:

·         Establishing the project’s defined process at project startup by tailoring the organization’s set of standard processes

·         Managing the project using the project’s defined process

·         Establishing the work environment for the project based on the organization’s work environment standards

·         Establishing integrated teams that are tasked to accomplish project objectives

·         Using and contributing to organizational process assets

·         Enabling relevant stakeholders’ concerns to be identified, considered, and, when appropriate, addressed during the development of the product

·         Ensuring that relevant stakeholders perform their tasks in a coordinated and timely manner (1) to address product and product component requirements, plans, objectives, problems, and risks; (2) to fulfill their commitments; and (3) to identify, track, and resolve coordination issues

The integrated and defined process that is tailored from the organization’s set of standard processes is called the project’s defined process.

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.

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.

This process area also addresses the coordination of all activities associated with the project such as the following:

·         Development activities (e.g., requirements development, design, and verification)

·         Service activities (e.g., delivery, help desk, operations, and customer contact)

·         Acquisition activities (e.g., solicitation, agreement monitoring, and transition to operations)

·         Support activities (e.g., 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 relevant stakeholders to ensure that coordination issues receive appropriate attention and everyone involved with the project is appropriately aware of status, plans, and activities. (See the definition of “relevant stakeholder” in the glossary.) In defining the project’s defined process, formal interfaces are created as necessary to ensure that appropriate coordination and collaboration occurs.

The acquirer must involve and integrate all relevant acquisition, technical, support, and operational stakeholders. Depending on the scope and risk of the project, coordination efforts with the supplier can be significant.

Formal interfaces among relevant stakeholders take the form of memorandums of understanding, memorandums of agreement, contractual commitments, associated supplier agreements, and similar documents, depending on the nature of the interfaces and involved stakeholders.

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.

Refer to the Project Planning process area for more information about planning the project, which includes identifying relevant stakeholders and their appropriate involvement in the project.

Refer to the Project Monitoring and Control process area for more information about monitoring and controlling the project.

Refer to the Organizational Process Definition process area for more information about organizational process assets and work environment standards.

Refer to the Measurement and Analysis process area for more information about defining a process for measuring and analyzing processes.

Refer to the Agreement Management process area for more information about managing supplier agreements.

Specific Goal and Practice Summary

SG 1 Use the Project’s Defined Process

SP 1.1       Establish the Project’s Defined Process

SP 1.2       Use Organizational Process Assets for Planning Project Activities

SP 1.3       Establish the Project’s Work Environment

SP 1.4       Integrate Plans

SP 1.5       Manage the Project Using Integrated Plans

SP 1.6       Establish Integrated Teams

SP 1.7       Contribute to Organizational Process Assets

SG 2 Coordinate and Collaborate with Relevant Stakeholders

SP 2.1       Manage Stakeholder Involvement

SP 2.2       Manage Dependencies

SP 2.3       Resolve Coordination Issues

Specific Practices by Goal

Table  | Images  | Glossary  | Index  | Faceted index


Process
Areas(continuous)

Process
management  
 OPF
 OPD
 OT  
 OPP 
 OID
Project
management
 PP
 PMC
 IPM
 QPM
 RSKM
 REQM
Acquisition
 AM
 SSAD 
 ARD
 ATM
 AVER
 AVAL
Support
 CM
 PPQA
 MA
 DAR
 CAR