Integrated Work Management: A Project and Work Management Process Area at Maturity Level 3
Purpose
The purpose of Integrated Work Management (IWM) is to establish and manage the work and the involvement of relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes.
Introductory Notes
Integrated Work Management involves the following activities:
• Establishing the defined process at work startup by tailoring the organization’s set of standard processes
• Managing the work using the defined process
• Establishing the work environment for the work based on the organization’s work environment standards
• Establishing teams that are tasked to accomplish work objectives
• Using and contributing to organizational process assets
• Enabling relevant stakeholders’ concerns to be identified, considered, and, when appropriate, addressed during the work
• Ensuring that relevant stakeholders (1) perform their tasks in a coordinated and timely manner; (2) address their requirements, plans, objectives, problems, and risks; (3) fulfill their commitments; and (4) identify, track, and resolve coordination issues
The integrated and defined process that is tailored from the organization’s set of standard processes is called the defined process for the work.
Managing the work effort, cost, schedule, staffing, risks, and other factors is tied to the tasks of the defined process for the work. The implementation and management of the defined process for the work are typically described in the work plan. Certain activities may be covered in other plans that affect the work, such as the quality assurance plan, risk management strategy, and the configuration management plan.
Since the defined process for each work group is tailored from the organization’s set of standard processes, variability among work groups is typically reduced and work groups can easily share process assets, data, and lessons learned.
The working interfaces and interactions among relevant internal and external stakeholders are planned and managed to ensure the quality and integrity of the overall endeavor. Relevant stakeholders participate as appropriate in defining the defined process and the plan for the work. Reviews and exchanges are regularly conducted with relevant stakeholders to ensure that coordination issues receive appropriate attention and everyone involved with the work is appropriately aware of status, plans, and activities. (See the definition of “relevant stakeholder” in the glossary.) In defining the process for the work, formal interfaces are created as necessary to ensure that appropriate coordination and collaboration occurs.
This process area applies in any organizational structure, including work groups that are structured as line organizations, matrix organizations, or teams. The terminology should be appropriately interpreted for the organizational structure in place.
Related Process Areas
Refer to the Measurement and Analysis process area for more information about aligning measurement and analysis activities and providing measurement results.
Refer to the Organizational Process Definition process area for more information about establishing and maintaining a usable set of organizational process assets, work environment standards, and rules and guidelines for teams.
Refer to the Work Monitoring and Control process area for more information about monitoring the work against the plan.
Refer to the Work Planning process area for more information about developing a work plan.
Specific Practices by Goal
SG 1 Use the Defined Process for the Work
The work is conducted using a defined process tailored from the organization’s set of standard processes.
The defined process for the work includes those processes from the organization’s set of standard processes that address all processes necessary to acquire, develop, maintain, or deliver the product.
SP 1.1 Establish the Defined Process
Establish and maintain the defined process from startup and throughout the work.
Refer to the Organizational Process Definition process area for more information about establishing organizational process assets and establishing the organization’s measurement repository.
Refer to the Organizational Process Focus process area for more information about deploying organizational process assets and deploying standard processes.
The defined process for the work consists of defined processes that form an integrated, coherent lifecycle.
The defined process for the work should satisfy contractual requirements, operational needs, opportunities, and constraints. It is designed to provide a best fit for work needs.
A defined process for the work is based on the following factors:
• Stakeholder requirements
• Commitments
• Organizational process needs and objectives
• The organization’s set of standard processes and tailoring guidelines
• The operational environment
• The business environment
• The service delivery environment
In addition, the description of the defined process should be based on the services that the work group will deliver, including both standard services that have been tailored and services that are unique.
Establishing the defined process at work startup helps to ensure that staff and relevant stakeholders implement a set of activities needed to efficiently establish an initial set of requirements and plans for the work. As the work progresses, the description of the defined process is elaborated and revised to better meet service requirements and the organization’s process needs and objectives. Also, as the organization’s set of standard processes changes, the defined process may need to be revised.
Example Work Products
1. The defined process for the work
Subpractices
1. Select a lifecycle model from the ones available in organizational process assets.
2. Select standard processes from the organization’s set of standard processes that best fit the needs of the work.
Organizations that define standard services will normally have standard service systems that enable the delivery of those services. Any processes that are components of an organization’s relevant standard service system(s) are good candidates to consider when selecting standard processes for delivering services.
3. Tailor the organization’s set of standard processes and other organizational process assets according to tailoring guidelines to produce the defined process for the work.
Sometimes the available lifecycle models and standard processes are inadequate for a particular work activity. In such circumstances, the work group should seek approval to deviate from what is required by the organization. Waivers are provided for this purpose.
Tailoring can include adapting the organization’s common measures and specifying additional measures to meet the information needs of the work group.
4. Use other artifacts from the organization’s process asset library as appropriate.
5. Document the defined process for the work.
The defined process covers all of the service establishment and delivery activities for the work and its interfaces to relevant stakeholders.
6. Conduct peer reviews of the defined process for the work.
7. Revise the defined process for the work as necessary.
SP 1.2 Use Organizational Process Assets for Planning Work Activities
Use organizational process assets and the measurement repository for estimating and planning work activities.
Refer to the Organizational Process Definition process area for more information about establishing organizational process assets.
When available, use results of previous planning and execution activities as predictors of the relative scope and risk of the effort being estimated.
Example Work Products
1. Work estimates
2. Work plans
Subpractices
1. Use the tasks and work products of the defined process for the work as a basis for estimating and planning work activities.
An understanding of the relationships among tasks and work products of the defined process for the work, and of the roles to be performed by relevant stakeholders, is a basis for developing a realistic plan.
2. Use the organization’s measurement repository in estimating the work planning parameters.
SP 1.3 Establish the Work Environment
Establish and maintain the work environment based on the organization’s work environment standards.
An appropriate work environment for the work comprises an infrastructure of facilities, tools, and equipment that people need to perform their jobs effectively in support of business and service objectives. The work environment and its components are maintained at a level of work environment performance and reliability indicated by organizational work environment standards. As required, the work environment or some of its components can be developed internally or acquired from external sources.
The work environment should encompass all work spaces where the work group operates. This work environment includes work spaces not under the direct control or ownership of the organization (e.g., delivering a product or service at a customer site).
Refer to the Establish Work Environment Standards specific practice in the Organizational Process Definition process area for more information about work environment standards.
Example Work Products
1. Equipment and tools for the work
2. Installation, operation, and maintenance manuals for the work environment
3. User surveys and results
4. Use, performance, and maintenance records
5. Support services for the work environment
Subpractices
1. Plan, design, and install a work environment.
The critical aspects of the work environment are, like any other product, requirements driven. Functionality and quality attributes of the work environment are explored with the same rigor as is done for any other product development project.
2. Provide ongoing maintenance and operational support for the work environment.
Maintenance and support of the work environment can be accomplished either with capabilities found inside the organization or hired from outside the organization.
3. Maintain the qualification of components of the work environment.
Components include the ones necessary to support service delivery, software, databases, hardware, tools, test equipment, and appropriate documentation. Qualification of a service delivery environment includes audits of the environment and its components for compliance with safety requirements and regulations. Qualification of software includes appropriate certifications. Hardware and test equipment qualification includes calibration and adjustment records and traceability to calibration standards.
4. Periodically review how well the work environment is meeting work activity needs and supporting collaboration, and take action as appropriate.
SP 1.4 Integrate Plans
Integrate the work plan and other plans that affect the work to describe the defined process for the work.
Refer to the Capacity and Availability Management process area for more information about preparing for capacity and availability management.
Refer to the Incident Resolution and Prevention process area for more information about preparing for incident resolution and prevention.
Refer to the Service Continuity process area for more information about establishing service continuity plans.
Refer to the Organizational Process Definition process area for more information about establishing organizational process assets and, in particular, establishing the organization’s measurement repository.
Refer to the Organizational Process Focus process area for more information about establishing organizational process needs and determining process improvement opportunities.
Refer to the Work Planning process area for more information about developing a work plan.
This specific practice extends the specific practices for establishing and maintaining a work plan to address additional planning activities such as incorporating the defined process for the work, coordinating with relevant stakeholders, using organizational process assets, incorporating plans for peer reviews, and establishing objective entry and exit criteria for tasks.
The work plan should include plans for service system development and service delivery as appropriate.
The development of the work plan should account for current and projected needs, objectives, and requirements of the organization, customer, suppliers, and end users as appropriate.
Example Work Products
1. Integrated plans
Subpractices
1. Integrate other plans that affect the work with the work plan.
2. Incorporate into the work plan the definitions of measures and measurement activities for managing the work.
Refer to the Measurement and Analysis process area for more information about developing and sustaining a measurement capability used to support management information needs.
3. Identify and analyze product and work group interface risks.
Refer to the Risk Management process area for more information about identifying and analyzing risks.
4. Schedule tasks in a sequence that accounts for critical development and delivery factors and work risks.
5. Incorporate plans for performing peer reviews on work products of the defined process for the work.
6. Incorporate the training needed to perform the defined process for the work in the work group’s training plans.
This task typically includes negotiating with the organizational training group on the support they will provide.
7. Establish objective entry and exit criteria to authorize the initiation and completion of tasks described in the work breakdown structure (WBS).
Refer to the Work Planning process area for more information about estimating the scope of the work.
8. Ensure that the work plan is appropriately compatible with the plans of relevant stakeholders.
Typically the plan and changes to the plan will be reviewed for compatibility.
9. Identify how conflicts will be resolved that arise among relevant stakeholders.
SP 1.5 Manage the Work Using Integrated Plans
Manage the work using the work plan, other plans that affect the work, and the defined process for the work.
Refer to the Organizational Process Definition process area for more information about establishing organizational process assets.
Refer to the Organizational Process Focus process area for more information about establishing organizational process needs, deploying organizational process assets, and deploying standard processes.
Refer to the Risk Management process area for more information about identifying and analyzing risks and mitigating risks.
Refer to the Work Monitoring and Control process area for more information about providing an understanding of the ongoing work so that appropriate corrective actions can be taken when the performance deviates significantly from the plan.
Example Work Products
1. Work products created by performing the defined process for the work
2. Collected measures (i.e., actuals) and status records or reports
3. Revised requirements, plans, and commitments
4. Integrated plans
Subpractices
1. Implement the defined process using the organization’s process asset library.
2. Monitor and control the work activities and work products using the defined process for the work, work plan, and other plans that affect the work.
An understanding of the relationships among tasks and work products of the defined process for the work and of the roles to be performed by relevant stakeholders, along with well-defined control mechanisms (e.g., peer reviews), achieves better visibility into performance and better control of the work.
3. Obtain and analyze selected measurements to manage the work and support organization needs.
Refer to the Measurement and Analysis process area for more information about obtaining measurement data and analyzing measurement data.
4. Periodically review and align the service performance with current and anticipated needs, objectives, and requirements of the organization, customer, and end users as appropriate.
This review includes alignment with organizational process needs and objectives.
5. Address causes of selected issues that can affect work objectives.
Issues that require corrective action are determined and analyzed as in the Analyze Issues and Take Corrective Actions specific practices of the Work Monitoring and Control process area. As appropriate, the work group may periodically review issues previously encountered on other work or in earlier phases of the work, and conduct causal analysis of selected issues to determine how to prevent recurrence for issues which can significantly affect work objectives. Process changes implemented as a result of causal analysis activities should be evaluated for effectiveness to ensure that the process change has prevented recurrence and improved performance.
SP 1.6 Establish Teams
Establish and maintain teams.
The work is managed using teams that reflect the organizational rules and guidelines for team structuring, formation, and operation. (See the definition of “team” in the glossary.)
The work group’s shared vision is established prior to establishing the team structure, which can be based on the WBS. For small organizations, the whole organization and relevant external stakeholders can be treated as a team.
Refer to the Establish Rules and Guidelines for Teams specific practice in the Organizational Process Definition process area for more information about establishing and maintaining organizational rules and guidelines for the structure, formation, and operation of teams.
One of the best ways to ensure coordination and collaboration with relevant stakeholders is to include them on the team.
When a work group is a service provider, one team may be responsible for overall service development and maintenance and another team responsible for service delivery. In the case of multiple critical services each requiring a different skill set, the staff associated with each service can form its own team with an objective to ensure the successful and continuing delivery of that service (or timely response to an ad-hoc request or incident resolution as appropriate).
In a customer environment that requires coordination among multiple service development or service delivery organizations, it is important to establish a team with representation from all parties that affect overall success. Such representation helps to ensure effective collaboration across these organizations, including the timely resolution of coordination issues.
Example Work Products
1. Documented shared vision
2. List of members assigned to each team
3. Team charters
4. Periodic team status reports
Subpractices
1. Establish and maintain the work group’s shared vision.
When creating a shared vision, it is critical to understand the interfaces between the work group and stakeholders external to the work group. The vision should be shared among relevant stakeholders to obtain their agreement and commitment.
2. Establish and maintain the team structure.
The WBS, cost, schedule, work risks, resources, interfaces, the defined process for the work, and organizational guidelines are evaluated to establish an appropriate team structure, including team responsibilities, authorities, and interrelationships.
3. Establish and maintain each team.
Establishing and maintaining teams encompasses choosing team leaders and team members and establishing team charters for each team. It also involves providing resources required to accomplish tasks assigned to the team.
4. Periodically evaluate the team structure and composition.
Teams should be monitored to detect misalignment of work across different teams, mismanaged interfaces, and mismatches of tasks to team members. Take corrective action when team performance does not meet expectations.
SP 1.7 Contribute to Organizational Process Assets
Contribute process related experiences to organizational process assets.
Refer to the Organizational Process Definition process area for more information about establishing organizational process assets, establishing the organization’s measurement repository, and establishing the organization’s process asset library.
Refer to the Organizational Process Focus process area for more information about incorporating experiences into organizational process assets.
This specific practice addresses contributing information from processes in the defined process for the work to organizational process assets.
Example Work Products
1. Proposed improvements to organizational process assets
2. Actual process and product measures collected from the work
3. Documentation (e.g., exemplary process descriptions, plans, training modules, checklists, lessons learned)
4. Process artifacts associated with tailoring and implementing the organization’s set of standard processes for the work
Subpractices
1. Propose improvements to the organizational process assets.
2. Store process and product measures in the organization’s measurement repository.
Refer to the Measurement and Analysis process area for more information about obtaining measurement data.
Refer to the Work Monitoring and Control process area for more information about monitoring work planning parameters.
Refer to the Work Planning process area for more information about planning data management.
3. Submit documentation for possible inclusion in the organization’s process asset library.
4. Document lessons learned from the work for inclusion in the organization’s process asset library.
5. Provide process artifacts associated with tailoring and implementing the organization’s set of standard processes in support of the organization’s process monitoring activities.
Refer to the Monitor the Implementation specific practice in the Organizational Process Focus process area for more information about the organization’s activities to understand the extent of deployment of standard processes on new and existing work groups.
SG 2 Coordinate and Collaborate with Relevant Stakeholders
Coordination and collaboration of relevant stakeholders are conducted.
SP 2.1 Manage Stakeholder Involvement
Manage the involvement of relevant stakeholders in the work.
Stakeholder involvement is managed according to the integrated plan and defined process for the work.
The supplier agreement provides the basis for managing supplier involvement in the work. Supplier agreements (e.g., interagency and intercompany agreements, memoranda of understanding, memoranda of agreement) that the work group makes with stakeholder organizations, which can be product or service providers or recipients, provide the basis for their involvement.
These agreements are particularly important when the work group’s delivered services are integrated into a larger service delivery context.
Refer to the Work Planning process area for more information about planning stakeholder involvement and obtaining plan commitment.
Example Work Products
1. Agendas and schedules for collaborative activities
2. Recommendations for resolving relevant stakeholder issues
3. Documented issues (e.g., issues with stakeholder and service system requirements, architecture, design)
Subpractices
1. Coordinate with relevant stakeholders who should participate in work activities.
The relevant stakeholders should already be identified in the work plan.
2. Ensure work products that are produced to satisfy commitments meet the requirements of the recipients.
The work products produced to satisfy commitments can be services.
This task typically includes the following:
• Reviewing, demonstrating, or testing, as appropriate, each work product produced by relevant stakeholders
• Reviewing, demonstrating, or testing, as appropriate, each work product produced by the work group for other work groups with representatives of the work groups receiving the work product
• Resolving issues related to the acceptance of the work products
3. Develop recommendations and coordinate actions to resolve misunderstandings and problems with requirements.
SP 2.2 Manage Dependencies
Participate with relevant stakeholders to identify, negotiate, and track critical dependencies.
Example Work Products
1. Defects, issues, and action items resulting from reviews with relevant stakeholders
2. Critical dependencies
3. Commitments to address critical dependencies
4. Status of critical dependencies
Subpractices
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 work schedule.
4. Review and get agreement on commitments to address each critical dependency with those who are responsible for providing or receiving the work product or performing or receiving the service.
5. Document critical dependencies and commitments.
6. Track the critical dependencies and commitments and take corrective action as appropriate.
Refer to the Work Monitoring and Control process area for more information about monitoring commitments.
SP 2.3 Resolve Coordination Issues
Resolve issues with relevant stakeholders.
Example Work Products
1. Relevant stakeholder coordination issues
2. Status of relevant stakeholder coordination issues
Subpractices
1. Identify and document issues.
2. Communicate issues to relevant stakeholders.
3. Resolve issues with relevant stakeholders.
4. Escalate to appropriate managers the issues not resolvable with relevant stakeholders.
5. Track issues to closure.
6. Communicate with relevant stakeholders on the status and resolution of issues.