Establish and maintain integrated teams in the structure.

The integrated teams within the integrated team structure are established by the team sponsors. This process encompasses choosing team leaders and team members, and establishing the team charter for each integrated team based on the allocation of requirements. It also involves providing the resources required to accomplish the tasks assigned to the team.

Refer to the Establish Rules and Guidelines for Integrated Teams specific practice in the Organizational Process Definition +IPPD process area for more information about establishing organizational rules and guidelines for structuring and forming integrated teams.

Typical Work Products

1.    List of team leaders

2.    List of team members assigned to each integrated team

3.    Integrated team charters

4.    Measures for evaluating the performance of integrated teams

5.    Periodic integrated team status reports

Subpractices

1.    Choose a leader for each integrated team.

The extent of organizational and project direction in selecting the leader is often a function of product risk and complexity or an organization’s need to “grow” new leaders. Team sponsors may select the team leader or team members may vote on a leader from within the team, depending on organizational policies.

2.    Allocate resources to each integrated team.

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.

3.    Charter each integrated team.

The team charter is the contract among the team members and between the team and its sponsor for the expected work and level of performance. Charters establish the rights, guarantees, privileges, and permissions for organizing and performing the team’s assigned requirements and interfaces, responsibilities and tasks. The integrated team and its sponsor develop the team charter as a negotiation activity. When both approve it, the team charter constitutes a recognized agreement with management authority.

Charters can include the following aspects:

·   How assignments are accepted

·   How resources and input are accessed

·   How work gets done

·   Who checks and reviews work

·   How work is approved

·   How work is delivered and communicated

4.    Review the composition of an integrated team and its place in the integrated team structure when its team leader changes or another significant change of membership occurs.

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.

5.    Review the composition of a team and its tasking when a change in team responsibility occurs.

Changes in responsibilities 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.

6.    Manage the overall performance of the teams.

The charter should specify how both team and individual performance will be measured and should include the critical success factors for the team within the project.