Subset Overview / Details
______________________________________________________________
Requirement Set: CMMI
Subset: Integrated Teaming
(IT)
______________________________________________________________
Notes:
·
The contents of this web page were extracted from
the following document: Capability Maturity Model® Integration
(CMMISM), Version 1.1, Continuous Representation,
CMU/SEI-2002-TR-011, March 2002 (CMMI-SE/SW/IPPD/SS). Copyright 2002 by
Carnegie Mellon University. NO WARRANTY.
·
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in square brackets that appear at the end of paragraphs.
·
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·
In the CMMI, a subset is known as a "Process
Area (PA)" and a requirement is known as a "Practice". The
specific practices are referred to as SPs and the generic practices are
referred to as GPs.
·
This web page contains the text for SPs and GPs as
it appears in Chapter 7 of the CMMI document, in the section corresponding to
the process area named in the heading of this page. This web page does not
include the detailed description of the GPs that appears in a separate chapter
of the CMMI document; the detailed
description of the GPs is available in a separate web
page. (Note: Using the hyperlink provided here will open that web page in a
separate window.)
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Category: Project Management
Purpose
The purpose of Integrated Teaming is to form and sustain
an integrated team for the development of work products. [PA170]
Introductory Notes
Integrated team members:
[PA170.N101]
· provide the needed skills and expertise to accomplish the team’s tasks
· provide the advocacy and representation necessary to address all essential phases of the product’s life cycle
· collaborate internally and externally with other teams and relevant stakeholders as appropriate
· share a common understanding of the team’s tasks and objectives
· conduct themselves in accordance with established operating principles and ground rules
An integrated team (also known as an “Integrated Product
Team” or IPT) is composed of relevant stakeholders who generate and implement
decisions for the work product being developed. The members of the integrated
team are collectively responsible for delivering the work product. See the
definition of “integrated team” in Appendix C: Glossary. The integrated team
receives its assignment from its sponsor. The sponsor of an integrated team is
a person or a group (e.g., project manager or even another integrated team) who
can assign work tasks and provide resources.
[PA170.N102]
The following characteristics distinguish an integrated
team in an Integrated Product and Process Development (IPPD) environment from
other forms of specialty work or task groups:
[PA170.N103]
· Team members include empowered representatives from both technical and business functional organizations involved with the product. Within defined boundaries, these representatives have decision-making authority and the responsibility to act for their respective organizations.
· Team members may include customers, suppliers, and other stakeholders outside of the organization as appropriate to the product being developed.
· An integrated team consists of people skilled in the functions that need to be performed to develop required work products. Some of them may represent a functional organization. These people have a dual responsibility to focus on the product while maintaining their connections with the functional organization that can assist the development with additional expertise and advice.
· An integrated team focuses on the product life cycle to the extent required by the project. Team members share and integrate considerations, expectations, and requirements of the product life-cycle phases.
· An integrated team understands its role in the structure of teams for the overall project.
Clearly defined and commonly understood objectives,
tasks, responsibilities, authority, and context (of vertical and horizontal
interfaces) provide a strong basis for implementing integrated teams. [PA170.N104]
Refer to the Project Planning process area for more information about
planning for project execution within an IPPD environment where integrated
teaming is involved. [PA170.R101]
Refer to the Organization Environment for Integration process area for
more information about establishing and maintaining an integrated work
environment and creating organizational process assets for IPPD, including an
organization’s shared vision. [PA170.R102]
Refer to the Integrated Project Management for IPPD process area for more
information about coordinating and collaborating with relevant stakeholders,
establishing the team structure, and considering IPPD organizational process
assets. [PA170.R103]
Specific Goals
SG 1 Establish
Team Composition [PA170.IG101]
A team composition that provides the knowledge and skills required to deliver the team’s product is established and maintained.
SG 2 Govern
Team Operation [PA170.IG102]
Operation of the integrated team is governed according to established principles.
Generic Goals
GG 1 Achieve
Specific Goals [CL102.GL101]
The process supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products.
GG 2 Institutionalize
a Managed Process [CL103.GL101]
The process is institutionalized as a managed process.
GG 3 Institutionalize
a Defined Process [CL104.GL101]
The process is institutionalized as a defined process.
GG 4 Institutionalize
a Quantitatively Managed Process
[CL105.GL101]
The process is institutionalized as a quantitatively managed process.
GG 5 Institutionalize
an Optimizing Process [CL106.GL101]
The process is institutionalized as an optimizing process.
Practice-to-Goal Relationship Table
SG 1 Establish Team Composition
[PA170.IG101]
SP 1.1-1 Identify Team Tasks
SP 1.2-1 Identify Needed Knowledge and Skills
SP 1.3-1 Assign Appropriate Team Members
SG 2 Govern Team Operation
[PA170.IG102]
SP 2.1-1 Establish a Shared Vision
SP 2.2-1 Establish a Team Charter
SP 2.3-1 Define Roles and Responsibilities
SP 2.4-1 Establish Operating Procedures
SP 2.5-1 Collaborate among Interfacing Teams
GG 1 Achieve Specific Goals [CL102.GL101]
GP 1.1 Perform Base Practices
GG 2 Institutionalize a Managed Process [CL103.GL101]
GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.5 Train People
GP 2.6 Manage Configurations
GP 2.7 Identify and Involve Relevant Stakeholders
GP 2.8 Monitor and Control the Process
GP 2.9 Objectively Evaluate Adherence
GP 2.10 Review Status with Higher Level Management
GG 3 Institutionalize a Defined Process [CL104.GL101]
GP 3.1 Establish a Defined Process
GP 3.2 Collect Improvement Information
GG 4 Institutionalize a Quantitatively Managed Process [CL105.GL101]
GP 4.1 Establish Quantitative Objectives for the Process
GP 4.2 Stabilize Subprocess Performance
GG 5 Institutionalize an Optimizing Process [CL106.GL101]
GP 5.1 Ensure Continuous Process Improvement
GP 5.2 Correct Root Causes of Problems
Specific Practices by Goal
SG 1 Establish Team Composition
A team composition that provides the knowledge and
skills required to deliver the team’s product is established and maintained. [PA170.IG101]
One of the main attributes of an integrated team is to be
self managed and empowered. Team membership is intended to be composed of
people who can plan, execute, and implement decisions for all phases of the
life cycle of the work product being acquired or developed. Team member
selection and skill mix should be based on the assigned work product and the
objectives that are important to the different phases of that product’s life
cycle. Integrated teams should be cross functional and involve relevant
stakeholders.
[PA170.IG101.N101]
Identify
and define the team’s specific internal tasks to generate the team’s expected
output. [PA170.IG101.SP101]
The sponsor of an integrated team typically provides the
assigned product requirements, the initial technical and business interfaces, and
the high-level task(s) each team will be responsible for satisfying. Integrated
team tasks are based on these product requirements and interfaces. An
integrated team understands its relationship to both the project and the
organization, and structures its tasks accordingly to develop the work
products.
[PA170.IG101.SP101.N101]
Typical Work Products
1. Descriptions of internal
work tasks [PA170.IG101.SP101.W101]
2. List of results the team is
expected to achieve for all work tasks [PA170.IG101.SP101.W102]
Subpractices
1. Define team tasks required to deliver the
assigned work products. [PA170.IG101.SP101.SubP101]
2. Decide which tasks need team or individual
member input. [PA170.IG101.SP101.SubP102]
Not all work efforts require the
entire team; however, review and judgment are team responsibilities. [PA170.IG101.SP101.SubP102.N101]
SP 1.2-1 Identify Needed Knowledge and Skills
Identify
the knowledge, skills, and functional expertise needed to perform team tasks. [PA170.IG101.SP102]
Refer to the Plan for Needed Knowledge and Skills specific practice in the
Project Planning process area. Staffing a team is similar to staffing a
project, just at a lower level. [PA170.IG101.SP102.R101]
The functional knowledge and related job skills within
the integrated team are directly related to specific team tasks and
responsibilities. A fully effective integrated team is able to perform its
tasks and is composed of the necessary technical and business specialties and
expertise. An integrated team advocates appropriate coverage for all phases of
the work product life cycle. A profile of essential skill mixes that are
required at all team functions describes the core team, which can be
supplemented with additional skill sets as needed for the extended team. [PA170.IG101.SP102.N101]
Typical Work Products
1. List of disciplines or
functions required to perform the tasks [PA170.IG101.SP102.W101]
2. List of the knowledge, key
skills, and critical expertise [PA170.IG101.SP102.W102]
3. Initial profiles of team
skills and knowledge for the core team and the extended team [PA170.IG101.SP102.W103]
Subpractices
1. Identify the business functions and
processes in which the integrated team must maintain competence to perform its
objectives. [PA170.IG101.SP102.SubP101]
2. Identify the core competencies on which to
base the integrated team’s activities to sustain or achieve desired capability. [PA170.IG101.SP102.SubP102]
3. Establish knowledge and skill profiles
underlying each core and extended team competency.
[PA170.IG101.SP102.SubP103]
4. Define staffing and competency requirements. [PA170.IG101.SP102.SubP104]
SP 1.3-1 Assign Appropriate Team Members
Assign
the appropriate personnel to be team members based on required knowledge and
skills. [PA170.IG101.SP103]
Team members are selected and positioned to perform team
tasks based on their ability to satisfy required knowledge, skills, and
functional expertise, and complement those of other team members. Team
membership may not stay the same throughout the integrated team’s period of
performance. Selecting and assigning appropriate new members to the team to
perform team tasks is an important element in maintaining proper team
composition and output as members leave, team expectations change, or the team
has evolved to the point where a different mix of personnel is necessary. [PA170.IG101.SP103.N101]
Examples of
relevant criteria for evaluating potential team members include: [PA170.IG101.SP103.N102]
· Knowledge and skills related to tasks and responsibilities associated with the team’s assigned work products
· Interpersonal skills and ability to work in a team environment
· Ability to complement the mix of knowledge and skills in the team
· Potential to fulfill a significant responsibility on the team
· Ability to acquire additional knowledge, skills, or expertise related to the team’s tasks
· Existing workload and time available to fulfill responsibilities to the team
· Educational and cultural background
· Personal (self) motivation
· Ability to represent a functional area appropriately
Individual team members are empowered, within defined
limits, by their respective functional managers to make decisions. Team members
can be selected from both within or outside of the organization and can include
suppliers, customers, and end users. Their roles and responsibilities in team
operation need to be clearly defined.
[PA170.IG101.SP103.N103]
Typical Work Products
1. Set of selection criteria [PA170.IG101.SP103.W101]
2. Revised skills matrix and
knowledge profiles [PA170.IG101.SP103.W102]
3. List of team members [PA170.IG101.SP103.W103]
4. List of the level of effort
and resources, including access to staff, to perform each team function [PA170.IG101.SP103.W104]
Subpractices
1. Establish relevant criteria for evaluating
team members against established knowledge and skills profiles. [PA170.IG101.SP103.SubP101]
2. Utilize the criteria to qualify appropriate
candidates against the knowledge and skills profiles.
[PA170.IG101.SP103.SubP102]
3. Identify and orient team members to best
contribute to the team’s capability. [PA170.IG101.SP103.SubP103]
4. Assess and determine the integrated team’s
capability to meet its objectives based on initial staffing and positioning. [PA170.IG101.SP103.SubP104]
It may be required to supplement
the team’s internal capability with external sources to maximize the team’s
ability to perform its function.
[PA170.IG101.SP103.SubP104.N101]
SG 2 Govern Team Operation
Operation of the integrated team is governed
according to established principles.
[PA170.IG102]
An integrated team operates in a disciplined way that
brings about effectiveness and productivity in meeting its objectives.
Established operating principles help both the team leader and team members to
manage group dynamics and to ensure successful interplay among the multiple
functions within the team.
[PA170.IG102.N101]
SP 2.1-1 Establish a Shared Vision
Establish
and maintain a shared vision for the integrated team that is aligned with any overarching
or higher level vision.
[PA170.IG102.SP101]
Refer to the Provide IPPD Infrastructure specific goal in the
Organizational Environment for Integration process area for more information on
the organization’s shared vision. [PA170.IG102.SP101.R101]
Refer to the Use the Project’s Shared Vision for IPPD specific goal in the
Integrated Project Management for IPPD process area for more information about
the project’s shared vision. [PA170.IG102.SP101.R102]
The purpose of a shared vision is to provide a statement
of an envisioned future and establish common understanding of the aspirations
and governing ideals of the team in the context of that desired end state. The
shared vision anchors the team’s governing ideas and principles and captures
the objectives to be achieved. The shared vision guides the activities of the
team and helps drive the team to achieve its mission and objectives. A shared
vision facilitates working together and helps the team to attain unity of
purpose among its members.
[PA170.IG102.SP101.N101]
No team operates in isolation. A shared vision for the
integrated team is critical to ensure that the team’s charter, direction, and
activities achieve a fit with any larger project objectives or other
interfacing teams. A team’s sponsor(s) or leader may establish the vision for
the organization or project for which the integrated team is a part. An
integrated team’s shared vision must be aligned with and support the
achievement of the project’s and organization’s higher level objectives as well
as its own. When one team falls short of or strays from its objectives and
vision, it is likely to have a significant impact on the overall success of the
project.
[PA170.IG102.SP101.N102]
Shared-vision context has both an external and internal
aspect. The external aspect entails the objectives and interfaces of the team’s
sponsor and overall organization, while the internal aspect is about aligning
the group member’s personal interests and vision with the team’s mission and purpose.
The shared vision must ensure a commitment of the integrated team members to
both their team and to other interfacing teams and project responsibilities. [PA170.IG102.SP101.N103]
Aligning personal perceptions of the people within the
team is an important part of understanding and accepting the shared vision. As
such, a shared vision is usually not the product of one person’s effort;
however, the team’s sponsor(s) or leader may begin the discussion of the vision
for a team. It is important that all integrated team members understand and
commit to a shared vision. The team population should openly discuss and be
given the opportunity to provide feedback on the vision and address
inconsistencies and make revisions as appropriate. This openness creates a
vision that belongs to everyone, provides an end-state view of the
implementation of the team’s responsibilities, is the basis for the team’s
charter, and is applied to all work. Benefits of a shared vision are that
people understand and can adopt its principles to guide their own, as well as
the whole team’s, actions and decisions.
[PA170.IG102.SP101.N104]
Typical Work Products
1. Boundary conditions and
interfaces within which the team must operate
[PA170.IG102.SP101.W102]
2. Documented shared vision [PA170.IG102.SP101.W103]
3. Presentation materials of
the shared-vision statement suitable for team members and various audiences
that need to be informed [PA170.IG102.SP101.W104]
Subpractices
1. Convey the shared-vision context to team
members to align personal aspirations and objectives with the team’s
expectations and envisioned future outcome.
[PA170.IG102.SP101.SubP101]
2. Conduct meetings or workshops to discuss the
shared vision. [PA170.IG102.SP101.SubP102]
3. Articulate the shared vision in terms of
both core ideology and the desired future end state that each member can commit
to. [PA170.IG102.SP101.SubP103]
4. Reinforce the relevance of the shared vision
in performing individual and team activities and tasks.
[PA170.IG102.SP101.SubP104]
5. Check the effectiveness of the shared vision
and that individual and team activities or tasks are aligned with the shared
vision. [PA170.IG102.SP101.SubP105]
6. Periodically reexamine clarity and
applicability of the shared vision and revise or realign as necessary to better
meet the current state of the team or project.
[PA170.IG102.SP101.SubP106]
SP 2.2-1 Establish a Team Charter
Establish
and maintain a team charter based on the integrated team’s shared vision and
overall team objectives.
[PA170.IG102.SP102]
The team charter is the contract among the team members
and between the team and its sponsor for the expected work effort and level of
performance. Charters solidify the rights, guarantees, privileges, and permissions
for organizing and performing the team’s objectives and tasks. Development of
the team charter is a negotiated activity between the sponsor of the team and
the integrated team. When approved by both the team and the sponsor, the team
charter constitutes a recognized agreement with management authority. The
complexity of the team charter can vary depending on the scope of effort and
the team objectives. Team objectives may be directly related to the assigned
product requirements from the sponsor, specific project requirements, or
identified internal team tasks. The charter typically identifies team
responsibilities and authority and the measures by which the team’s progress
will be evaluated.
[PA170.IG102.SP102.N101]
It is important that integrated teams exercise a level of
authority in managing their activities and in making decisions in pursuit of
their objectives. Team members need to assess whether the amount of power and
control over decisions and actions has been properly delegated from upper
management. The team decides whether the decision-making authority is
appropriate to meet expectations and accomplish the tasks accepted by the team.
The team negotiates any disagreements with the organizations or entities that
assigned them. [PA170.IG102.SP102.N102]
Typical Work Products
1. Team charter [PA170.IG102.SP102.W101]
2. Procedures for setting the
expectations for the work to be done and for measuring team performance [PA170.IG102.SP102.W102]
3. List of critical success
factors [PA170.IG102.SP102.W103]
4. List of specific strategies
the team expects to employ [PA170.IG102.SP102.W104]
Subpractices
1. Define and list the team objectives. [PA170.IG102.SP102.SubP101]
2. Identify specific strategies for achieving
the team objectives. [PA170.IG102.SP102.SubP102]
3. Establish the team’s level of empowerment
and independence. [PA170.IG102.SP102.SubP103]
Empowerment is not likely to be
unlimited. Every team must operate within some constraints, and these limits on
authority must be identified and defined up front. [PA170.IG102.SP102.SubP103.N101]
Refer
to the Manage People for Integration specific goal in the Organizational
Environment for Integration process area for more information on the
organization’s guidelines for the degree of empowerment for people and
integrated teams. [PA170.IG102.SP102.SubP103.N101.R101]
4. Identify how team and individual performance
and accomplishments are measured. [PA170.IG102.SP102.SubP104]
Refer
to the Organizational Environment for Integration process area for more
information about recognizing team as well as individual accomplishments. [PA170.IG102.SP102.SubP104.R101]
5. Identify critical success factors. [PA170.IG102.SP102.SubP105]
SP 2.3-1 Define Roles and Responsibilities
Clearly
define and maintain each team member’s roles and responsibilities. [PA170.IG102.SP103]
Defined roles and responsibilities provide clear
understanding of the team members’ contributions, level of involvement,
interfaces (with team members and other teams or groups), and the degree of
influence or control each member has on the success and functioning of the
team. Allocation of roles and responsibilities should be based on each member’s
abilities, skills, and other commitments. Roles and responsibilities include
the following: [PA170.IG102.SP103.N101]
· Establish and maintain interfaces among integrated team members
· Determine how assignments are accepted
· Determine how resources and input are accessed
· Determine how work gets done
· Determine who checks and reviews work
· Determine how work is approved
· Determine how work is delivered and communicated
· Maintain interfaces with their functional area
Typical Work Products
1. Descriptions of roles and
responsibilities [PA170.IG102.SP103.W101]
2. Assignment statements [PA170.IG102.SP103.W102]
3. Responsibility matrix [PA170.IG102.SP103.W103]
Subpractices
1. Map the roles, responsibilities, and
expertise of the team members to the team tasks and expected deliverables. [PA170.IG102.SP103.SubP101]
Ensure that assignments are made
to integrate complementary knowledge and skills. [PA170.IG102.SP103.SubP101.N101]
2. Define the working relationship and
reporting structure for team members. [PA170.IG102.SP103.SubP102]
Team members may have the
responsibility to report to both the team leader and a functional organization
and management chain.
[PA170.IG102.SP103.SubP102.N101]
SP 2.4-1 Establish Operating Procedures
Establish
and maintain integrated team operating procedures.
[PA170.IG102.SP104]
Operating procedures and ground rules serve to define and
control how the team will interact and work together and to promote effective
integration of efforts, high performance, and productivity for accomplishing
objectives. Members especially need to understand the intended standards for
work and to participate according to those precepts. [PA170.IG102.SP104.N101]
Typical Work Products
1. Operating procedures and
ground rules [PA170.IG102.SP104.W101]
2. Procedures for work
expectations and performance measures [PA170.IG102.SP104.W102]
Subpractices
1. Define the expectations and rules that will
guide how the team works collectively and what the team members will use to
moderate participation and interpersonal interaction.
[PA170.IG102.SP104.SubP101]
2. Define the degree of collective decision
making and level of consensus needed for team decisions.
[PA170.IG102.SP104.SubP102]
Refer
to the Organizational Environment for Integration process area for more
information about establishing a process for setting the context for decision
making. [PA170.IG102.SP104.SubP102.R101]
3. Define how conflicts and differences of
opinion within the team are addressed and resolved.
[PA170.IG102.SP104.SubP103]
Refer
to the Organizational Environment for Integration process area for more
information about establishing a process for resolving conflicts and
differences of opinion. [PA170.IG102.SP104.SubP103.R101]
SP 2.5-1 Collaborate among Interfacing Teams
Establish
and maintain collaboration among interfacing teams.
[PA170.IG102.SP105]
The success of a team-based project will be a function of
how effectively and successfully the integrated teams collaborate with each
other while achieving their own and the project’s objectives. [PA170.IG102.SP105.N101]
Refer to the Integrated Project Management for IPPD process area for more
information about operating in an integrated environment, and about
coordinating and collaborating with relevant stakeholders.
[PA170.IG102.SP105.N101.R101]
Typical Work Products
1. Work product and process
deployment charts [PA170.IG102.SP105.W101]
2. Input to the integrated
master plan and integrated schedules [PA170.IG102.SP105.W102]
3. Team work plans [PA170.IG102.SP105.W103]
4. Commitment lists [PA170.IG102.SP105.W104]
Subpractices
1. Collaboratively establish and maintain the
work product ownership boundaries among interfacing teams within the project or
organization. [PA170.IG102.SP105.SubP101]
2. Collaboratively establish and maintain interfaces
and processes among interfacing teams for the exchange of inputs, outputs, or
work products. [PA170.IG102.SP105.SubP102]
Refer
to the Integrated Project Management for IPPD process area for more information
about coordinating and collaborating with relevant stakeholders. [PA170.IG102.SP105.SubP102.R101]
3. Collaboratively develop, communicate, and
distribute among interfacing teams the commitment lists and work plans that are
related to the work product or team interfaces.
[PA170.IG102.SP105.SubP103]
Generic Practices by Goal
(Note: The detailed description of the GPs is available in a separate web page. Using the hyperlink provided here will open that web page in a separate window. However, the GP elaborations pertinent to the process area of this web page are available below.)
GG 1 Achieve Specific Goals
The process supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products.
Perform
the base practices of the integrated teaming process to develop work products
and provide services to achieve the specific goals of the process area. [GP102]
GG 2 Institutionalize a Managed Process
The process is institutionalized as a managed process.
GP 2.1 Establish an Organizational Policy
Establish
and maintain an organizational policy for planning and performing the
integrated teaming process. [GP103]
Elaboration:
This policy establishes organizational expectations for
establishing and maintaining team composition and governing team operation. [PA170.EL101]
Establish
and maintain the plan for performing the integrated teaming process. [GP104]
Elaboration:
Typically, this plan for performing the integrated
teaming process is a part of the project plan as described in the Project
Planning process area. [PA170.EL102]
Provide
adequate resources for performing the integrated teaming process, developing
the work products, and providing the services of the process. [GP105]
Elaboration:
Examples of
special equipment and facilities include: [PA170.EL103]
· Team war rooms (for regular strategy development and communication meetings)
Examples of
other resources provided include the following tools: [PA170.EL104]
· Interactive electronic communication and data presentation tools (groupware)
· Team-building tools
Assign
responsibility and authority for performing the process, developing the work
products, and providing the services of the integrated teaming process. [GP106]
Train
the people performing or supporting the integrated teaming process as needed. [GP107]
Elaboration:
Examples of
training topics include the following: [PA170.EL105]
· Use of integrated work environments
· Interpersonal skills
· Communication skills
· Team building
· Collaborative problem solving and decision making
Place
designated work products of the integrated teaming process under appropriate
levels of configuration management. [GP109]
Elaboration:
Examples of
work products placed under configuration management include the following: [PA170.EL106]
· List of team members
· List of the level of effort and resources, including access to staff, to perform each team function
· Work task formal commitment lists
· Team shared-vision statement
· Team charter
GP 2.7 Identify and Involve Relevant Stakeholders
Identify
and involve the relevant stakeholders of the integrated teaming process as
planned. [GP124]
Elaboration:
Examples of
activities for stakeholder involvement include the following: [PA170.EL107]
· Establishing and maintaining the team’s shared vision
· Establishing and maintaining the team’s charter
· Establishing and maintaining the team’s operating procedures
· Collaborating with interfacing teams
GP 2.8 Monitor and Control the Process
Monitor
and control the integrated teaming process against the plan for performing the
process and take appropriate corrective action.
[GP110]
Elaboration:
Examples of
measures used in monitoring and controlling include the following: [PA170.EL108]
· Performance according to plans, commitments, and procedures for the integrated team, and deviations from expectations
· Ability to achieve team objectives
GP 2.9 Objectively Evaluate Adherence
Objectively
evaluate adherence of the integrated teaming process against its process
description, standards, and procedures, and address noncompliance. [GP113]
Elaboration:
Examples of
activities reviewed include the following: [PA170.EL109]
· Defined roles and responsibilities
· Communication activities within and among integrated teams
Examples of
work products reviewed include the following: [PA170.EL110]
· Descriptions of roles and responsibilities
· Descriptions of product ownership boundaries and team interfaces
GP 2.10 Review Status with Higher Level Management
Review
the activities, status, and results of the integrated teaming process with higher
level management and resolve issues. [GP112]
GG 3 Institutionalize a Defined Process
The process is institutionalized as a defined process.
GP 3.1 Establish a Defined Process
Establish
and maintain the description of a defined integrated teaming process. [GP114]
GP 3.2 Collect Improvement Information
Collect
work products, measures, measurement results, and improvement information
derived from planning and performing the integrated teaming process to support
the future use and improvement of the organization’s processes and process
assets. [GP117]
GG 4 Institutionalize a Quantitatively Managed Process
The process is institutionalized as a quantitatively managed process.
GP 4.1 Establish Quantitative Objectives for the Process
Establish
and maintain quantitative objectives for the integrated teaming process that
address quality and process performance based on customer needs and business
objectives. [GP118]
GP 4.2 Stabilize Subprocess Performance
Stabilize
the performance of one or more subprocesses to determine the ability of the
integrated teaming process to achieve the established quantitative quality and
process-performance objectives. [GP119]
GG 5 Institutionalize an Optimizing Process
The process is institutionalized as an optimizing process.
GP 5.1 Ensure Continuous Process Improvement
Ensure
continuous improvement of the integrated teaming process in fulfilling the
relevant business objectives of the organization.
[GP125]
GP 5.2 Correct Root Causes of Problems
Identify
and correct the root causes of defects and other problems in the integrated
teaming process. [GP121]