Subset Overview / Details
______________________________________________________________
Requirement Set: CMMI
Subset: Organizational
Environment for Integration (OEI)
______________________________________________________________
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.)
______________________________________________________________
Category: Support
Purpose
The purpose of Organizational Environment for Integration
is to provide an Integrated Product and Process Development (IPPD)
infrastructure and manage people for integration.
[PA169]
Introductory Notes
Successful integration of business and technical elements
in projects is dependent upon substantive and proactive organizational
processes and guidelines. The organization is an integrated system capable of
providing and sustaining the people, products, and processes necessary for the
effective and efficient execution of its projects. The organization must raise
performance expectations from all projects while providing mechanisms that
stimulate both team and individual excellence.
[PA169.N101]
Important characteristics of effective environments for
integration include people trained to exploit the collaborative environment; a
workplace that provides resources to maximize the productivity of people and
facilitate integrated teams; and organization’s set of standard processes and
organizational process assets that culturally enable an IPPD environment that
promotes and rewards team as well as individual excellence. [PA169.N102]
Refer to the Integrated Project Management for IPPD process area for more
information about managing relevant stakeholder involvement, resolving
coordination issues, establishing the shared vision of a project, and
organizing integrated teams. [PA169.R104]
Refer to the Organizational Process Definition process area for more
information about establishing the organization’s set of standard processes and
process asset library. [PA169.R102]
Refer to the Organizational Training process area for more information
about identifying training needs and providing the necessary training.
[PA169.R103]
Specific Goals
SG 1 Provide
IPPD Infrastructure [PA169.IG101]
An infrastructure that maximizes the productivity of people and affects the collaboration necessary for integration is provided.
SG 2 Manage People
for Integration [PA169.IG102]
People are managed to nurture the integrative and collaborative behaviors of an IPPD environment.
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 Provide IPPD Infrastructure
[PA169.IG101]
SP 1.1-1 Establish the Organization’s Shared Vision
SP 1.2-1 Establish an Integrated Work Environment
SP 1.3-1 Identify IPPD-Unique Skill Requirements
SG 2 Manage People for Integration
[PA169.IG102]
SP 2.1-1 Establish Leadership Mechanisms
SP 2.2-1 Establish Incentives for Integration
SP 2.3-1 Establish Mechanisms to Balance Team and Home Organization Responsibilities
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 Provide IPPD Infrastructure
An infrastructure that maximizes the productivity
of people and affects the collaboration necessary for integration is provided. [PA169.IG101]
An organizational infrastructure that supports and
promotes IPPD concepts is critical if IPPD is to be successfully sustained over
the long term. An IPPD infrastructure includes the following: [PA169.IG101.N101]
· An organization's shared vision that promotes IPPD concepts such as concurrent development and integrated teaming
· A work environment that enables efficient and effective collaboration and integration
· People trained to collaborate, integrate, and lead others, as necessary
SP 1.1-1 Establish the Organization’s Shared Vision
Establish
and maintain a shared vision for the organization.
[PA169.IG101.SP101]
Establishing and maintaining the organization’s shared
vision involves creating, communicating, using, and periodically evaluating and
revising the shared vision. An organization’s shared vision captures the
organization’s guiding principles including mission, objectives, expected
behavior, and values. The shared visions of a project’s integrated teams should
be consistent with the project’s shared vision, which in turn should be
consistent with the organization’s shared vision. See the definition of “shared
vision” in Chapter 3 for an explanation of how this term is used in the CMMI
Product Suite. [PA169.IG101.SP101.N101]
Creating a shared vision involves establishing and
actively maintaining agreement and commitment about what is to be done and how
it will be accomplished, both procedurally and behaviorally. A shared vision is
a result of an ongoing dialogue among all the people who will make it real. It
continues to evolve as more ideas are shared.
[PA169.IG101.SP101.N102]
The organization’s shared vision facilitates people
working together, helps those people to attain unity of purpose, and creates a
common understanding of the end state the organization is aiming to achieve.
The organization’s shared vision must speak to every element of the
organization. Effectively impacting the lowest levels of the organization
necessitates impacting the highest levels as well. The organization’s leaders
need to be role models for the actions of the organization. Their commitment to
IPPD is critical to its success in the organization. They must clearly
communicate their expectations for the organization’s projects and integrated
teams and what the projects and integrated teams can expect from the
management.
[PA169.IG101.SP101.N103]
The organization’s shared vision needs to be grounded in
reality. Organizations may be tempted to include in their shared vision broad
statements about integrated teaming and employee empowerment. It is more
important, however, to use the shared vision to set reasonable expectations on
the rate of change in an organization. Unrealistic proclamations can transform
the shared vision into a source of frustration and cause the organization to
retreat from it after initial pilot demonstrations. [PA169.IG101.SP101.N104]
The organization’s shared vision should be articulated in
sufficient detail to provide criteria against which the shared visions of the
projects and integrated teams can be aligned. For example, the organization’s
shared vision should address the use of integrated teams for projects, the
focus on the customer, and the concurrent development of both product-related
life-cycle processes and the product. These concepts should in turn be
reflected in the shared visions of the projects and integrated teams.
Guidelines for how projects and integrated teams should develop their shared
visions should be made part of the organization’s process asset library. [PA169.IG101.SP101.N105]
Maintenance of the organization’s shared vision involves
evaluating its use and currency. Results of evaluations may indicate the need
to update the organization’s shared vision or to establish and maintain
organizational practices and structures that implement the shared vision. [PA169.IG101.SP101.N106]
Typical Work Products
1. Organization’s shared
vision [PA169.IG101.SP101.W101]
2. Evaluations of the
organization’s shared vision [PA169.IG101.SP101.W102]
3. Guidelines for
shared-vision building within projects and integrated teams [PA169.IG101.SP101.W103]
Subpractices
1. Identify expectations, constraints,
interfaces, and boundary conditions applicable to the organization’s shared
vision. [PA169.IG101.SP101.SubP101]
2. Create a shared vision for the organization. [PA169.IG101.SP101.SubP102]
The shared vision can include
what the people in the organization can expect from the organization (for
example, some organizations have developed an “employee’s bill of rights”). [PA169.IG101.SP101.SubP102.N101]
3. Communicate the shared vision both
externally and internally. [PA169.IG101.SP101.SubP103]
4. Ensure that organizational practices and
structures are aligned with the shared vision. [PA169.IG101.SP101.SubP104]
5. Periodically review the shared vision and
update it as necessary. [PA169.IG101.SP101.SubP105]
Reexamine the shared vision to
determine weaknesses and misunderstood parts. Revise the shared vision to
improve its clarity and applicability to the current state of the organization.
Periodically reinforce the clarity and reality of the shared vision. [PA169.IG101.SP101.SubP105.N101]
6. Provide guidelines for shared-vision
building for use by projects and integrated teams. [PA169.IG101.SP101.SubP106]
These guidelines should establish
the context for the shared visions of the projects and integrated teams. [PA169.IG101.SP101.SubP106.N101]
Shared visions of the projects
should be focused on product and contribute to achievement of the
organization’s shared vision. Shared visions of the projects could relate the
minimum competencies, or demonstrated capabilities, for people assigned to
integrated teams, such as individual leadership capabilities. Proposed
products, activities, partnerships, organizational and project structures, and
shared visions of the projects are tested against the organization’s shared
vision.
[PA169.IG101.SP101.SubP106.N102]
For the integrated teams,
nurturing integration necessitates special attention to the objectives, values,
and behaviors that are needed to affect integrated teamwork. Aspects such as
team operations, team behaviors, team responsibilities, and collaboration with
interfacing teams can be addressed. [PA169.IG101.SP101.SubP106.N103]
SP 1.2-1 Establish an Integrated Work Environment
Establish
and maintain an integrated work environment that supports IPPD by enabling
collaboration and concurrent development.
[PA169.IG101.SP102]
An integrated work environment includes the physical
infrastructure (e.g., facilities, tools, equipment, and support needed to
effectively use them) that people need to perform their jobs effectively.
Properly functioning environments help people communicate clearly and
efficiently about the product, processes, people needs, and organization. An
integrated work environment helps integrate the business and technical
functions and the interfaces among teams, projects, and organizations. [PA169.IG101.SP102.N101]
The integrated work environment must accommodate both
collocated and distributed integrated teams as required. Two-way communications
media should be easily accessible by all relevant stakeholders. [PA169.IG101.SP102.N102]
Encouraging open dialogue by providing communication
mechanisms enables everyone to effectively engage in and contribute to
information sharing. Appropriate mechanisms might include meeting rooms, email,
fax, FTP or Web sites, video teleconferencing capabilities, and others
depending on the organization’s culture and its project and integrated team preferences
for efficient and effective information sharing. The types of information
needed, which agents (projects, integrated teams, or individuals), and how many
of them produce, own, and need that information should be considered in
deciding the mechanisms to be used.
[PA169.IG101.SP102.N103]
Integrated communication tool sets reduce time spent
converting information from one medium or platform to another, and correcting
transcriptions or misunderstandings when people do the conversions.
Requirements for product and process information usability throughout the life
of the product are important characteristics to consider in the selection of
information-exchange tools. In an IPPD environment, it is particularly
important that the tools for designing and developing the product-related
life-cycle processes are integrated with the tools for designing and developing
the product and product components.
[PA169.IG101.SP102.N104]
Integrated work environments are developed with the same,
or greater, rigor as that used to develop a specific product or service.
Integrated work environments are capital assets that are often expensive, have
unique implementations, are irreversible (their implementation can destroy or
make unusable the assets being replaced), and whose modification disrupts
ongoing activities. The rigor appropriate to the development should be matched
to the magnitude of the needs to be resolved and the deployment risks. [PA169.IG101.SP102.N105]
Typical Work Products
1. Requirements for the
integrated work environment [PA169.IG101.SP102.W101]
2. Design of the integrated
work environment [PA169.IG101.SP102.W102]
3. Integrated work environment [PA169.IG101.SP102.W103]
Subpractices
1. Determine requirements for the integrated
work environment. [PA169.IG101.SP102.SubP101]
Requirements for the integrated
work environment are typically based on the following: [PA169.IG101.SP102.SubP101.N101]
· The organization’s set of standard processes
· The objectives of the organization articulated in the organization’s shared vision
· The needs associated with developing, maintaining, and delivering the products and services of the organization
2. Regularly evaluate the effectiveness of the
existing environment and forecast the need for additional, upgraded, or new tools
or integrated work environment components.
[PA169.IG101.SP102.SubP102]
3. Maintain awareness of current and emerging
technologies, tools, and resources that are related to the integrated work
environment. [PA169.IG101.SP102.SubP103]
Maintaining awareness may be
accomplished through industry journals, professional societies, conferences,
trade shows, or benchmarking.
[PA169.IG101.SP102.SubP103.N101]
Examples
of technologies, tools, and resources include the following: [PA169.IG101.SP102.SubP103.N102]
· Computing resources and software productivity tools
· Communications systems, tools, and resources
· Communication tools (email, telephone, databases, archives, etc.)
· Manufacturing and production facilities
· Engineering or simulation tools
· Proprietary engineering tools
· Prototyping or production equipment
· Work space
· Office equipment and supplies
· Raw or stock input materials
· Transportation resources
· “Hotlines” and “help desks”
· Information brokerage services
· Support staff and/or services
· Information-technology capabilities
· Process enactment and management tools
4. Plan, design, and implement an integrated
work environment. [PA169.IG101.SP102.SubP104]
The critical aspects of the work
environment are, like any other system, requirements driven. Work environment
functionality (stimulated by customer needs and requirements) is explored with
the same rigor as any other system development. Are the performance
improvements (for example, timely interoperable communications, safety,
security, maintainability) worth the costs (for example, capital outlays,
training, support structure, disassembly and disposal of existing environments,
performance and maintenance of the environment) and risks (for example, work
flow and project disruptions)? Requirements are developed for the duration of
the work environment and address, as appropriate, the three different cases for
work environment improvements: developing a new environment, migrating an
existing environment to new capabilities, and maintaining awareness of new and
evolving technologies to exploit improvement opportunities. As required, the
integrated work environment or some of its components can be developed in house
or acquired from external sources. [PA169.IG101.SP102.SubP104.N101]
5. Provide ongoing maintenance and operational
support for the integrated work environment.
[PA169.IG101.SP102.SubP105]
Maintenance and support of the
integrated work environment can be accomplished either with capabilities found
inside the organization or hired from outside the organization. [PA169.IG101.SP102.SubP105.N101]
Examples of maintenance and
support methods include the following: [PA169.IG101.SP102.SubP105.N102]
· Hiring people to perform the maintenance and support
· Training people to perform the maintenance and support
· Contracting the maintenance and support
· Developing expert users for selected automation tools
6. Monitor and evaluate the adequacy of the
integrated work environment to satisfy user needs.
[PA169.IG101.SP102.SubP106]
Refer
to the Project Monitoring and Control process area for more information about
practices for monitoring and controlling the work environment. [PA169.IG101.SP102.SubP106.R101]
The work environment should be
monitored throughout its existence to ascertain if, and when, its performance
degrades below that expected (or specified) as well as to identify
opportunities for improvements. The key operating characteristics of the
integrated work environment should be identified. The key operating
characteristics are those performance, product, and process characteristics
that can be measured and compared against expected capabilities of the
integrated work environment. End users should be surveyed to determine the
adequacy of the current environment and to identify potential improvements.
Changes should be planned and implemented based on the analysis of usage and
performance data and on identified real and potential problems. [PA169.IG101.SP102.SubP106.N101]
7. Revise the integrated work environment as
necessary, by adding, deleting, or replacing components.
[PA169.IG101.SP102.SubP107]
SP 1.3-1 Identify IPPD-Unique Skill Requirements
Identify
the unique skills needed to support the IPPD environment. [PA169.IG101.SP103]
Refer to the Organizational Training process area for more information
about determining training needs and delivering the training.
[PA169.IG101.SP103.R101]
IPPD is a sufficiently different view of product
development that the organization’s leadership and work force will need to develop
new skills. IPPD requires integrative leadership, and interpersonal skills
beyond those typically found in traditional environments where people tend to
work alone or primarily interact with others from their own, or similar,
functions, or disciplines. Specific skills emphasized in an IPPD environment
include the following:
[PA169.IG101.SP103.N101]
· The skills to integrate all appropriate business and technical functions and their processes
· The interpersonal skills to coordinate and collaborate with others
· The leadership skills to act, and successfully influence others to act, to achieve the shared vision
Training to support these new skills must be established
and maintained to sustain the ongoing adoption of IPPD in the organization. [PA169.IG101.SP103.N102]
Each integrated team member needs to understand what is
vital to other team members in terms of product characteristics and the
descriptions, expectations, and interfaces of the processes associated with the
other functions represented on the team. This understanding can often be
augmented through cross training of individuals across their function or
discipline boundaries.
[PA169.IG101.SP103.N103]
Collaboration among integrated team members is essential
to create a team product rather than a collection of independent products.
Enhanced interpersonal skills can help bridge the differences between disparate
functions and disciplines as well as the differences in cultures, values, and
backgrounds.
[PA169.IG101.SP103.N104]
Leadership demands also increase under IPPD. Leadership
challenges include: ensuring that all team members mutually understand their
roles and responsibilities; employing people in their intended roles; and
effectively accessing the depth and wealth of specific expertise resident in
the organization and integrating it into the overall integrated team effort. [PA169.IG101.SP103.N105]
Typical Work Products
1. IPPD strategic training
needs [PA169.IG101.SP103.W101]
2. IPPD tactical training
needs [PA169.IG101.SP103.W102]
Subpractices
1. Provide requirements for IPPD skills for
inclusion in the organization’s strategic training needs. [PA169.IG101.SP103.SubP101]
2. Provide requirements for IPPD skills for
inclusion in the organization’s tactical training plan.
[PA169.IG101.SP103.SubP102]
SG 2 Manage People for Integration
People are managed to nurture the integrative and
collaborative behaviors of an IPPD environment.
[PA169.IG102]
In an IPPD environment, special attention needs to be
paid to aspects of organizational leadership and management. Nurturing
integration necessitates focus on the objectives, values, and behaviors that
are needed to affect integrated teamwork. The organization establishes the IPPD
guidelines and processes that become part of the organization’s set of standard
processes and the project’s defined process. The organization’s standard
processes enable, promote, and reinforce the integrative behaviors expected
from projects, integrated teams, and people. For all IPPD processes and
guidelines, people are recognized not as the tools or means to the end, but as
part of a mutually beneficial collaboration to achieve the objectives. [PA169.IG102.N101]
In stimulating the integration needed, team-related
incentives may be appropriate for people who work together. However, the value
of individual excellence should not be overlooked. A balanced approach that
addresses both individual performance as well as team performance would help
maintain high standards of both team and individual achievement. Expectations
from projects, integrated teams, and people are typically communicated in the
form of policies, operating procedures, guidelines, and other organizational
process assets.
[PA169.IG102.N102]
SP 2.1-1 Establish Leadership Mechanisms
Establish
and maintain leadership mechanisms to enable timely collaboration. [PA169.IG102.SP101]
Implementing IPPD introduces challenges to leadership
because of the cultural changes required when people and integrated teams are
empowered and decisions are driven to the lowest level appropriate. Effective
and efficient communication mechanisms are critical to timely and sound
decision making in the integrated work environment. Once an integrated work
environment is established and training is provided, mechanisms to handle
empowerment, decision making, and issue resolution also need to be provided to
affect the timely collaboration of relevant stakeholders required for IPPD. [PA169.IG102.SP101.N101]
In an IPPD environment, it is particularly important that
clear channels of responsibility and authority be established. Within the
projects and the organization, issues can arise when individuals or integrated
teams assume too much or too little authority and when the level at which
decisions are made, or who owns what decisions, is unclear. Organizational
guidelines that scope the degree of empowerment for integrated teams serve an
issue-prevention role. Best practices promote documented and deployed
organizational guidelines that can preclude issues arising from empowerment and
authority misinterpretation.
[PA169.IG102.SP101.N102]
Empowerment does not necessarily mean that every decision
in an IPPD environment must occur at the lowest level, that it must be done
collaboratively, or even that it must reflect consensus among all integrated
team members or project participants. Decisions on the style and procedures for
leadership and decision making for projects and among integrated teams need to
be made in collaboration with the relevant stakeholders. In establishing the context
for decision making, the various kinds of issues are described and agreements
are reached on the decision type that will be used to resolve each kind of
issue. [PA169.IG102.SP101.N103]
Some examples
of decision types include the following: [PA169.IG102.SP101.N104]
· Command. The leader examines the issue and makes a decision alone.
· Consultative. The leader receives and examines inputs on the issue from relevant stakeholders and makes the decision.
· Collaborative. Issues are raised by any relevant stakeholders (including the leader), the issues are discussed, and the solutions are voted upon. Rules are needed to determine whether this vote is binding on the leader.
· Consensus. Issues are raised by any relevant stakeholders, including the leader, and are discussed until all members of the integrated team can live with and support the decision.
· Structured. Major issues may be decided using formal evaluations. The steps in formal evaluations may be carried out in a collaborative way.
For many issues, a command decision may be adequate. For
issues that require several different areas of expertise or that have
far-reaching consequences, collaborative decisions may be more appropriate.
Defining decision types and the authority of those entrusted to make decisions
enables efficient operations.
[PA169.IG102.SP101.N105]
Mechanisms that grow leadership talent enable lower
organizational unit delegation, which, in turn, enables faster, better
responses to changing customer needs, technology, and environmental conditions. [PA169.IG102.SP101.N106]
Leadership characteristics cannot be viewed as solely
embodied in the manager/leader. When leadership characteristics are evident in
more than the leader, individual group members lead decision making and
activities that heavily involve their areas of expertise. This flexibility can
result in improved group efficiency and effectiveness. [PA169.IG102.SP101.N107]
Even with well-intentioned empowerment, leadership, and
decision making, issues will arise that cannot be resolved at the same level.
An organizational process for issue resolution can form the basis for project-
and integrated-team-specific procedures and help ensure that basic
issue-resolution avenues are available to projects and integrated teams when
unresolved issues must be escalated. An organizational process for issue
resolution can serve both issue-resolution and issue-prevention roles. [PA169.IG102.SP101.N108]
Typical Work Products
1. Guidelines for determining
the degree of empowerment of people and integrated teams
[PA169.IG102.SP101.W101]
2. Guidelines for setting
leadership and decision-making context [PA169.IG102.SP101.W102]
3. Organizational process
documentation for issue resolution [PA169.IG102.SP101.W103]
Subpractices
1. Establish and maintain guidelines for the
degree of empowerment provided to people and integrated teams. [PA169.IG102.SP101.SubP101]
2. Collaboratively determine rules for the use
of different decision types in making various kinds of decisions. [PA169.IG102.SP101.SubP102]
Refer
to the Decision Analysis and Resolution process area for more information about
approaches for evaluating and selecting among alternatives. [PA169.IG102.SP101.SubP102.R101]
3. Define the process for using the
decision-making rules. [PA169.IG102.SP101.SubP103]
4. Define a process for conflict resolution
when an issue cannot be decided at the level at which it arose. [PA169.IG102.SP101.SubP104]
SP 2.2-1 Establish Incentives for Integration
Establish
and maintain incentives for adopting and demonstrating integrative and
collaborative behaviors at all levels of the organization. [PA169.IG102.SP102]
The recognition and reward systems in an organization are
one of the motivators for behavior and value changes. To support IPPD, the
recognition and reward systems (both positive rewards and negative
consequences) need to recognize a shift in values from a single point of
success or failure (e.g., providing a management incentive package to the
product or program manager alone) to integrated team success or failure (e.g.,
providing layered incentives to integrated team members based on degree of
involvement and contribution).
[PA169.IG102.SP102.N101]
Individual excellence still should be recognized, but
criteria should discern whether such excellence was achieved at the expense of
the integrative behaviors expected or in support of them. For example,
individuals (such as leaders) removing integration barriers or implementing
collaboration capabilities may be just as important as an integrated team
performing well. Care should be taken, however, not to single out individuals
for recognition for a team’s achievement.
[PA169.IG102.SP102.N102]
Incentives should be consistent with the objectives of
the organization and applied to achieve desired behavior at all levels of the
organization. Criteria can establish guidelines for the reassignment of people
who are unable to demonstrate desired behavior and the selection of people who
can exhibit desired behavior for challenging or important jobs. [PA169.IG102.SP102.N103]
Compensation is not the only motivator, although giving
an object of some value is an appropriate recognition. Reinforcement of
positive behavior via thanks or praise is usually appropriate, especially soon
after the observed performance of a task. Such immediate recognition reinforces
the collaborative nature of working in an IPPD environment. If staff must wait
for yearly performance appraisals, their motivation for working outside of
their strict functional job description is lessened. [PA169.IG102.SP102.N104]
The yearly performance appraisals also need to be
addressed. Review mechanisms should be structured so that both home
organization supervisors and team leaders contribute to a person’s performance
review.
[PA169.IG102.SP102.N105]
Typical Work Products
1. Policies and procedures for
performance appraisal and recognition that reinforce collaboration [PA169.IG102.SP102.W101]
2. Integrated team and
individual recognition and rewards [PA169.IG102.SP102.W102]
Subpractices
1. Structure the recognition and reward system
to be consistent with the IPPD environment.
[PA169.IG102.SP102.SubP101]
The organization’s recognition
and reward system should recognize the value of individual and integrated team
excellence and enable, promote, and reinforce integration. [PA169.IG102.SP102.SubP101.N101]
2. Develop guidelines for team as well as
individual recognition. [PA169.IG102.SP102.SubP102]
3. Define procedures for integrated review processes
that involve both the integrated team leader and the functional manager. [PA169.IG102.SP102.SubP103]
4. Establish criteria for distinguishing
behaviors that promote integrated team performance from those that establish
barriers to team behaviors. [PA169.IG102.SP102.SubP104]
SP 2.3-1 Establish Mechanisms to Balance Team and Home Organization Responsibilities
Establish
and maintain organizational guidelines to balance team and home organization
responsibilities.
[PA169.IG102.SP103]
Here “home organization” refers to that part of the
organization to which personnel are assigned when they are not in an integrated
team. This home organization may be called the “functional organization,” “home
base,” “home office,” or “direct organization.” Regardless of what it is
called, it is often responsible for the career growth of the personnel assigned
to it (e.g., performance appraisals and training to maintain functional and
discipline expertise). In an IPPD environment, reporting procedures and rating
systems should recognize that people’s responsibility is focused on the
integrated team, not on the traditional home organization. A balance must be
struck, however, because the responsibility of integrated team members to their
respective home organizations is still important, specifically for process
implementation and improvement. Workloads should be balanced between projects
and functions, while ensuring career growth and advancement. Mechanisms should
be created that support the home organization responsibility but align the work
force to meet business objectives in a teaming environment. [PA169.IG102.SP103.N101]
Striking this balance is difficult for an organization
but exceedingly important for the personnel and the success of IPPD
implementation. The balance must be reflected in the personal or career
development plans for each individual. The knowledge and skills needed for an
individual to succeed in both their functional and integrated team role should
be honed, taking into account current and future assignments. [PA169.IG102.SP103.N102]
Guidelines should also be in place for disbanding teams
and maintaining home organizations. It has been observed that sometimes teams
attempt to remain in place beyond their productive life in organizations that
do not have a home organization for the team members to report back to after
the team is dissolved.
[PA169.IG102.SP103.N103]
Typical Work Products
1. Organizational guidelines
for balancing team and home organization responsibilities [PA169.IG102.SP103.W101]
2. Performance review process
that considers both functional supervisor and team leader input [PA169.IG102.SP103.W102]
Subpractices
1. Establish guidelines for home organization
responsibilities in promoting integrated team behavior.
[PA169.IG102.SP103.SubP101]
2. Establish guidelines for team management
responsibilities to ensure integrated team members report appropriately to
their home organization. [PA169.IG102.SP103.SubP102]
3. Establish a performance review process that
considers input from home organization and integrated team leaders. [PA169.IG102.SP103.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 organizational environment for integration 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
organizational environment for integration process.
[GP103]
Elaboration:
This policy establishes organizational expectations for
providing an IPPD infrastructure and managing people for integration. [PA169.EL101]
Establish
and maintain the plan for performing the organizational environment for
integration process. [GP104]
Elaboration:
This plan for performing the organizational environment
for integration process may be included in or referenced by the project plan,
which is described in the Project Planning process area, or it may be
documented in a separate plan that describes only the plan for the
organizational environment for integration process. [PA169.EL111]
Provide
adequate resources for performing the organizational environment for
integration process, developing the work products, and providing the services
of the process. [GP105]
Elaboration:
Examples of
special equipment and facilities include the following: [PA169.EL103]
· Manufacturing and production facilities
· Prototyping or production equipment
· Work space
· Office equipment and supplies
· Raw or stock input materials
· Transportation resources
· “Hotlines” and “help desks”
· Information brokerage services
· Support staff and/or services
Examples of
other resources provided include the following tools: [PA169.EL104]
· Communications systems, tools, and resources
· Computing resources and software productivity tools
· Engineering or simulation tools
· Proprietary engineering tools
· Information-technology capabilities
Assign
responsibility and authority for performing the process, developing the work
products, and providing the services of the organizational environment for
integration process. [GP106]
Train
the people performing or supporting the organizational environment for
integration process as needed. [GP107]
Elaboration:
Examples of
training topics include the following: [PA169.EL105]
· Work environment development
· Ergonomics
· Leadership policies for IPPD
· Managing people for integration and collaboration
Place
designated work products of the organizational environment for integration
process under appropriate levels of configuration management. [GP109]
Elaboration:
Examples of
work products placed under configuration management include the following: [PA169.EL106]
· Organizational guidelines that determine the degree of empowerment of individuals and integrated teams
· Organizational process documentation for issue resolution
· Organization’s shared vision
GP 2.7 Identify and Involve Relevant Stakeholders
Identify
and involve the relevant stakeholders of the organizational environment for
integration process as planned. [GP124]
Elaboration:
Examples of
activities for stakeholder involvement include the following: [PA169.EL107]
· Establishing and maintaining the organization’s shared vision
· Establishing and maintaining the integrated work environment
· Establishing IPPD skill needs
· Establishing and maintaining IPPD leadership mechanisms
· Establishing and maintaining organizational policies for the management of people in an IPPD environment
GP 2.8 Monitor and Control the Process
Monitor
and control the organizational environment for integration 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: [PA169.EL108]
· Parameters for key operating characteristics of the work environment
GP 2.9 Objectively Evaluate Adherence
Objectively
evaluate adherence of the organizational environment for integration process
against its process description, standards, and procedures, and address
noncompliance. [GP113]
Elaboration:
Examples of
activities reviewed include the following: [PA169.EL109]
· Establishing the shared vision for the organization
· Developing guidelines for the degree of empowerment provided to people and teams
· Establishing and maintaining an issue-resolution process
Examples of
work products reviewed include the following: [PA169.EL110]
· Organization’s shared vision
· Organizational guidelines that determine the degree of empowerment of individuals and integrated teams
· Organizational process documentation for issue resolution
· Compensation policies and procedures
GP 2.10 Review Status with Higher Level Management
Review
the activities, status, and results of the organizational environment for
integration 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 organizational environment for
integration process. [GP114]
GP 3.2 Collect Improvement Information
Collect
work products, measures, measurement results, and improvement information
derived from planning and performing the organizational environment for
integration 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 organizational environment for integration
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
organizational environment for integration 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 organizational environment for integration
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 organizational
environment for integration process. [GP121]