Integrated Project Management IPM (Without IPPD)

Intermediate Concepts of CMMI

Project meets the organization

Mariam Anees Date: 15.04.12

Importance of Integrated Project Management (1)

Integrated Project Management creates environment for:
Effective use of organizational process knowledge contribution to the organizational process knowledge.

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-Im Im OPF pr ple SG ov me 2 P e m nt l a en Pr n a t A o c nd c t e ss iv iti es

e t in e n rm m te ve s De pro it ie 1 n G Im S s - ort u PF e s p oc Op

OPD SG 1 Establish Life-Cycle Standard Model Processes Descriptions

Organizational Process Assets

Tailoring Criteria and Guidelines

Organizations Organizations Measurement Process Asset Repository Library

Pr oj ec t C o M on n t ito ro ri l n

SP IPM

-1 1.4

IPM SG 1 Use

the Projects Defined Process

IPM

SP 1

.5-1

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Importance of Integrated Project Management (2)

With IPM: Collaboration, dependency and coordination issues are recorded and controlled.
Stakeholder Y

Stakeholder X Project 1 Supplier Z

Project 3 Project 2

While SG 1 enables sharing of knowledge SG 2 enables coordinated work.

Stakeholder X Project 1 Supplier Z

Project 3 Project 2

Stakeholder Y

Benefits of IPM
Knowledge is transferred from project level to the organization Improved planning through better understanding of process performance Lower cost of process planning in projects as reuse is promoted Improved coordination among people involved in a project Commitment to the organization is improved as communication & sharing between teams is facilitated Institutionalizing key management practices
Reuse of knowledge Integration of plans Tracking dependencies & collaboration issues Post mortem analysis

Case Study (1) Service Organization

Client 1 Project 1

Client 3 Project 3 Project 2

Client2

Service Organization Overview

Case Study (2) - Problem

Client1 Project 1

Client3 Project 3 Project 2

Client 2

Over time suborganizations form and encapsulate knowledge and experience sharing occurs . No , therefore no improvement

Case Study (3) - Solution

Client 1 Project 1

PAL
Project 3 Project 2

Client 3

Client 2

Experience is sharedImprovement ideas flow . through the organization . Past mistakes are avoided successes repeated ,

IPM depends on

Project Planning for establishing and maintaining Project Plan. Project Monitoring and Control for management and control of the project GP 2.7 & Project Planning SP 2.6-1 for identification of stakeholders and their roles Organizational Process Definition & Organizational Process Focus for organizational process definitions (assets, knowledge), organizational improvement needs, objectives and plans

Who depends upon IPM

Organizational Process Focus uses contributed from projects measurements, process definitions, analyses and suggestions Project Planning to create the projects defined process Quantitative Project Management for the projects defined process that becomes subject to quantitative and statistical control. This is rather an interdependency as QPM helps in selecting organizational processes based on performance and sub processes for statistical control GG 3 (All processes areas at capability or maturity level 3) for establishing defined processes

Specific Goals & Practices in IPM

SG 1 Use the Projects Defined Process

SP 1.1-1 Establish the Projects Defined Process SP 1.2-1 Use Organizational Process Assets for Planning Project Activities SP 1.3-1 Integrate Plans SP 1.4-1 Manage the Project Using the Integrated Plans SP 1.5-1 Contribute to the Organizational Process Assets

SG 2 Coordinate and Collaborate with Relevant Stakeholders

SP 2.1-1 Manage Stakeholder Involvement SP 2.2-1 Manage Dependencies SP 2.3-1 Resolve Coordination Issues

Critical SPs in IPM (1)

Tailoring organization processes to create projects defined processes is critical for institutionalization of Maturity Level 3 or Capability Level 3 in the organization. This is supported by the first three specific practices of SG 1. SP 1.1-1 defines the process steps for achieving this.
SP 1.1-1 Establish the Projects Defined Process
1. Select a life-cycle model from those available from the organizational process assets. 2. Select the standard processes from the organization's set of standard processes that best fit the needs of the project. 3. Tailor the organization's set of standard processes and other organizational process assets according to the tailoring guidelines to produce the projects defined process. 4. Use other artifacts from the organization's process asset library as appropriate. 5. Document the project's defined process. 6. Conduct peer reviews of the project's defined process. 7. Revise the project's defined process as necessary.

Critical SPs in IPM (2)

Sharing results with the organization is another critical component in establishing organization wide sharing of knowledge. It is facilitated by SP 1.5-1
SP 1.5-1 Contribute to the Organizational Process Assets
1. Propose improvements to the organizational process assets. 2. Store process and product measures in the organizations measurement repository. 3. Submit documentation for possible inclusion in the organization's process asset library. 4. Document lessons learned from the project for inclusion in the organization's process asset library.

Critical SPs in IPM (3)

SP 2.2-1 enables effective planned coordination among different stakeholders to achieve project success.
SP 2.2-1 Manage Dependencies
1. Conduct reviews with relevant stakeholders. 2. Identify each critical dependency. 3. Establish need dates and plan dates for each critical dependency based on the project schedule. 4. Review and get agreement on the commitments to address each critical dependency with the people responsible for providing the work product and the people receiving the work product. 5. Document the critical dependencies and commitments.

Implementation Ideas Process Reuse & Tailoring

For service organization I found a good ideas to be:

Maintain reusable per customer process aids templates, standards, procedures
Customer specifics needs to be highest priority. In outsourcing business most customers are software organizations and have own standards and terminology

Create organization wide shared lifecycle models (time & material, fixed price)
This establishes common features for all projects and basis for comparison and analysis between projects

Aggregate experience from different projects into guidelines for specific tasks reused throughout the organization (estimation, code reviews, configuration management)
This allows best practice in the organization to be reused and process improvements to be proactively suggested leading to increased value of service

Implementation Ideas SP 1.5 Contribute to the Organizational Process Assets

Start with submitting plans and project summary (project portfolio) Periodically (On every milestone, every month) submit:
Process measures of actual budget and effort, productivity Projects Defined Process Artifacts procedures, standards, checklists etc. Other reusable data 3rd party component selections

At project completion conduct post mortem analysis and submit lessons learned

Phase 1

Phase 2

Phase n

Post mortem

This combines SP 1.5 with GP 3.2 Collect Improvement Information and MA SP 2.1 Collect Measurement Data

Implementation Ideas SG 2 Coordinate & Collaborate with Relevant Stakeholders

Perform milestone reviews with customer Implement periodic steering and CCB meetings Always document verbal communication in minutes of meeting documents Plan dependencies in project schedule and set corresponding risk and mitigation plan to each Record, verify and track commitments Keep live list of open issues (bug tracking, excel) Provide clear and concise reports

Transparency is of key importance to trust between client and supplier. Trust is important in software development.

Generic Practices and IPM

IPM SG 1 is subsumed by:

GP 3.1 Establish a Defined Process and GP 3.2 Collect Improvement Information

IPM SG 2 extends the scope of

GP 2.7 Identify and Involve Relevant Stakeholders

Links and materials

"Software Project Management in Practice" By Pankaj Jalote, Publisher: Addison Wesley, Pub Date : January 31, 2002, ISBN : 0-201-73721-3 http://sepo.spawar.navy.mil/Tailoring_Guidance.html Tailoring overview presentation