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CMMI for Services
Integrated Work Management
Specific Goal and Practice Summary
SG 1 Use the Defined Process for the Work
SP 1.1 Establish the Defined Process
SP 1.2 Use Organizational Process Assets for Planning Work Activities
SP 1.3 Establish the Work Environment
SP 1.4 Integrate Plans
SP 1.5 Manage the Work Using Integrated Plans
SP 1.6 Establish Teams
SP 1.7 Contribute to Organizational Process Assets
SG 2 Coordinate and Collaborate with Relevant Stakeholders
SP 2.1 Manage Stakeholder Involvement
SP 2.2 Manage Dependencies
SP 2.3 Resolve Coordination Issues
|A Project and Work
Management Process Area at Maturity Level 3
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.
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.