Integrated Project Management IPM (Without IPPD) Intermediate Concepts of CMMI

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Integrated Project Management IPM (Without
IPPD)Intermediate Concepts of CMMI

• Project meets the organization

Author Kiril Karaatanasov E-mail
kiril_at_karaatanasov.info Date 14.11.2020
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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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Importance of Integrated Project Management (2)

• With IPM
• Collaboration, dependency and coordination issues
  are recorded and controlled.
• While SG 1 enables sharing of knowledge SG 2
  enables coordinated work.

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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

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Case Study (1) Service Organization
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Case Study (2) - Problem
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Case Study (3) - Solution
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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

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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

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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

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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
• Select a life-cycle model from those available
  from the organizational process assets.
• Select the standard processes from the
  organization's set of standard processes that
  best fit the needs of the project.
• Tailor the organization's set of standard
  processes and other organizational process assets
  according to the tailoring guidelines to produce
  the projects defined process.
• Use other artifacts from the organization's
  process asset library as appropriate.
• Document the project's defined process.
• Conduct peer reviews of the project's defined
  process.
• Revise the project's defined process as necessary.

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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
• Propose improvements to the organizational
  process assets.
• Store process and product measures in the
  organizations measurement repository.
• Submit documentation for possible inclusion in
  the organization's process asset library.
• Document lessons learned from the project for
  inclusion in the organization's process asset
  library.

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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
• Conduct reviews with relevant stakeholders.
• Identify each critical dependency.
• Establish need dates and plan dates for each
  critical dependency based on the project
  schedule.
• 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.
• Document the critical dependencies and
  commitments.

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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

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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

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

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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.htm
  l - Tailoring overview presentation