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

1. Integrated Project Management IPM (Without IPPD)Intermediate Concepts of CMMI Project meets the organization Author: Kiril Karaatanasov E-mail: kiril@karaatanasov.info Date: 16.11.2014

2. Importance of Integrated Project Management (1) • Integrated Project Management creates environment for: • Effective use of organizational process knowledge • contribution to the organizational process knowledge.

3. 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.

4. 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

5. Case Study (1) – Service Organization

6. Case Study (2) - Problem

7. Case Study (3) - Solution

8. 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

9. Who depends upon IPM • Organizational Process Focus uses contributed from projects measurements, process definitions, analyses and suggestions • Project Planning to create the project’s defined process • Quantitative Project Management for the project’s 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

10. Specific Goals & Practices in IPM • SG 1 Use the Project’s Defined Process • SP 1.1-1 Establish the Project’s 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

11. “Critical” SPs in IPM (1) • Tailoring organization processes to create project’s 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 Project’s 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 project’s 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.

12. “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 organization’s 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.

13. “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.

14. 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

15. 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 • Project’s 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”

16. 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.

17. 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

18. 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