A Project Management Process Area at Maturity Level 3
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.
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