What is IPPD?

How can you afford not to implement it?

12 June 2006

Capability Maturity Model and CMMI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University
CMMISM is a service mark of Carnegie Mellon University

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 1
Workshop Agenda
 What is IPPD?
 Benefits
 CMMI IPPD implementation
 Organization Environment for Integration
 Integrated Project Management for IPPD

 Integrated Teaming

 CMMI V1.2 IPPD changes

 Workshop References

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 2
Setting Expectations
 What do you want to get out of this workshop?

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 3
IPPD definition in CMMI

“A systematic approach to product

development that achieves a timely
collaboration of relevant stakeholders
throughout the product life cycle to better
satisfy customer needs.”

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 4
What is IPPD?
 A different way of doing business
 Organizations may undergo profound changes in
culture and processes to successfully implement
IPPD.
 Integrated Product and Process Development
 A management technique, not a specific set of steps to be
followed
 A systems engineering process integrated with sound
business practices and common sense decision-making
 Simultaneously integrates all activities from product concept
through production/field support
 Uses multi-functional teams
 Focuses on the customer and meeting the customer's need
 Expansion of concurrent engineering

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 5
Concurrent Engineering is a
management technique
 Adopted by US industry in the 1980s to respond to global
economic pressures
 It is a business strategy
 Focuses on the optimization and distribution of a firm's
resources in the design and development process
 Goal is to develop products and their related processes
concurrently using multi-functional teams
 Uses design tools such as
 modeling and simulation,
 teams, and
 best commercial practices

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 6
IPPD expands concurrent engineering

 Utilizinga systematic approach to the

integrated, concurrent development of a product
 Achieves a timely collaboration of relevant
stakeholders throughout the product life cycle
 Focus is to better satisfy customer needs

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 7
IPPD Background
 Evolved out of the United States Department of
Defense
 In 1995, Secretary of Defense, William Perry
directed the DoD to apply Integrated Product
and Process Development (IPPD) and
Integrated Product Teams (IPT) throughout the
acquisition process to the maximum extent
possible.
 Today, used by all types of complex
manufacturers to optimize the design,
manufacturing and other critical business
processes
© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 8
 Non-IPPD vs. IPPD development
 Non-IPPD development approach
tem tem
sys sys
Sub Sub
tem
sys
Sub

Process 1: Process 2: Process 3: Process 4:

Marketing Concept Product Build Process PRODUCT RELEASE
Research Generation Design Design

 IPPD development approach

Integrated Processes PRODUCT RELEASE

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 9
IPPD Usage

 The following charts represent data extracted

from the SEI Published Appraisal Results web
site: http://seir.sei.cmu.edu/pars/ as of 30 April
2006

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 10
IPPD Appraisal Results Summary
 977 appraisals have been reported since the
April 2002 SCAMPI Class A Version 1.1
release.
 47 of these appraisals have included the IPPD
discipline
 Of the appraisals included IPPD
 39% were US companies
 61% were non-US companies

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 11
Countries using
China South Africa
1 1
United Kingdom
Korea 2% 2%
1
1 2%
2%

Japan
US
2
18
4%
39%

India
22
49%

Data from SEI Published Appraisal Results, as of 30 April 2006

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 12
Organization Size Adopting

Data from SEI Published Appraisal Results, as of 30 April 2006

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 13
Reporting Organization Types

Data from SEI Published Appraisal Results, as of 30 April 2006

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 14
IPPD in the CMMI V1.1
 IPPDis employed in conjunction with the rest of
the CMMI and it shapes how work is performed
IPPD Adds :
• OEI and IT Process Areas
IPPD
• Plus 2 SGs to IPM
• Plus IPPD amplifications &
references to most CMMI Core PAs

CMMI Core
Includes
(22 Process Areas) Systems Engineering &
Software Engineering
amplifications and examples

 No single solution or implementation strategy

 Dependent on specific process and product

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 15
IPPD Process Areas Focus

Organization
Organization
Environment
for
Integration
(OEI)

Integrated
Project
Project
Management
For IPPD
(IPM for IPPD)
Team

Integrated
Teaming
(IT)

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 16
Workshop Agenda
 What is IPPD?
 Benefits
 CMMI IPPD implementation
 Organization Environment for Integration
 Integrated Project Management for IPPD

 Integrated Teaming

 CMMI V1.2 IPPD changes

 Workshop References

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 17
Benefits
 Improve time-to-market performance and accuracy through an
integrated system of record.
 Improve the management and processing of engineering and other
changes throughout every product life cycle, with reduced
maintenance costs.
 Automate mass customization initiatives to bring engineering closer
to your customers.
 Streamline product releases to manufacturing by using powerful
business solutions designed for your complex, highly engineered
product lines.
 Reduce reliance in key engineering and technical staff so they may
stay focused on new product development.
 Reduce inventory through better management of material and
demand requirements.

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 18
 3
IPPD Expected Benefits
Anticipated design changes
SERIAL COST OF resulting from IPPD
APPROACH CHANGE
HIGH HIGH implementation versus
traditional (serial) acquisition
NUMBER OF DESIGN CHANGES

IPPD
APPROACH approach, overlaid on a
curve of relative cost of
making changes.

DOLLARS
In a traditional approach,
largest number of changes
occur late in development,
when change costs are
high, resulting in higher
LOW LOW program costs.
CONCEPTUALIZATION TEST AND SUPPORT
AND DESIGN PRODUCTION In an IPPD process, the
TIME bulk of changes occur early
in development, when
change costs are low,
resulting in lower program
costs.
© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 19
Success story 1
Rapid Implementation of Line of Sight (LOS) Network 7

 Naval Warfare Assessment Station (NWAS) formed a Line-of-Sight

(LOS) Network Team to expand and upgrade the AEGIS
Performance Assessment Network (APAN),
 APAN is a communications network used to transmit performance data
from test ranges, shipyards and land-based test sites to their customer
members.
 The NWAS team rapidly, in a short span of six months, designed,
engineered, acquired, and installed the improvements to the
Network at the Pacific Missile Range Facility (PMRF) in Hawaii.
 The success of their efforts significantly helped meet the customers
critical need for real-time access to performance assessment data.
 Their efforts provided the customer with a powerful new tool to
conduct two-way, secure, high-speed data, voice, and video
teleconferencing (VTC) transmissions to ships operating on test
ranges to distances up to 75 miles during major at-sea combat
systems.

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 20
Success story 2
Integrated Product/Process Development in the New Attack Submarine
Program11

 The New Attack Submarine (NSSN) program used Integrated Product and
Process Development (IPPD) to reduce acquisition and life cycle costs and
develop a safe, effective weapons system.
 Used for all aspects of the program including the platform, nuclear
propulsion, and Command, Control, Communications, and Intelligence
(C3I) systems.
 The program has used important IPPD practices and learned significant lessons
in the areas of team organization and behavior, government participation,
contracting, planning, scheduling, tracking progress, tools, design processes,
specifications, cost growth avoidance, training, and funding profiles.
 Measured by number of drawings issued at comparable points in time, the
NSSN program
 is 2.5 years ahead of the pace of the predecessor program, SEAWOLF, relative
to construction start,
 has 64 percent fewer drawings requiring government approvals, and
 is projected to require substantially fewer design changes during construction.

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 21
Survey –Turner Dissertation 10

Software Intensive Systems Acquisition Best Practice Profile

IPPD Use –Qualitative Characteristics:

QUALITATIVE CHARACTERISTICS
Primary Benefit Cost Schedule Quality Risk Technical Confidence
Area Performance
33% 0% 17% 33% 33% 8.67
Secondary Cost Schedule Quality Risk Technical Confidence
Benefit Area(s) Performance
50% 83% 67% 50% 17% 9.33
Life-Cycle Concept and System Production Maintenance Confidence
Phase(s) Technology Development and
Development and Demo Deployment
67% 100% 50% 50% 8.67
Organizational Enterprise Organization Program Product Individual Confidence
Scope 17% 50% 33% 0% 0% 8.67
(Authority)
Primary Target Acquiring Developing Both Confidence
Organization Organization
0% 0% 100% 9.50

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 22
Survey –Turner Dissertation10
continued
IPPD Use:
Indications The teaming environment that this fosters appears to result in a design
that takes into account the many aspects of engineering across different
disciplines, as well as interface/interoperability requirements, and one
that does not result in late identification of flaws/defects
New or immature technologies; heavy user interface required; high risk
of failure
Multiple critical disciplines; large number of personnel on program
Customer is not understood (or at least, they feel that way);
requirements are misinterpreted
Overruns; model clashes

Contra- Bureaucratic; non-delegating organizations

indications “Teami ng”isnotaneasyt ask–somecul tur
esdon’
tlendt
hemsel
vest
o
this concept

Appropriate Programs with evolving or ill-defined requirements; pushing the edge of

Candidates technology; compressed schedule programs
Large, complex, multi-stakeholder

Inappropriate Small single product

Candidates

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 23
Survey –Turner Dissertation 10
continued
IPPD Use:
Barriers (C) Not invented here syndrome; (C) lack of communication, trust, good relationship
(C = Cultural) between acquirer and developer; (C) extremely stove-piped or partitioned
(I = organizations; (C) external (outside of project) pressures to cut cost, schedule or
Infrastructure) technical capability
(T = Technical) Adversarial mentality on the part of one or more parties (C)
Non-delegating management; unskilled middle -level staff
Lack of contractor experience; either government or contractor does no t organize as
integrated teams
(I) May be a new concept to one or both of these entities; (C) cultural change is
required to implement; (T) lack of training in the techniques of the concept to
implement effectively
Organizational politics - (C); existing policies/procedures (I); poor communications and
mistrust between stakeholders
Enablers (C) Good leadership and educated personnel; (C) confident workplace and good
(C = Cultural) morale; (C) adequate cost and schedule to do things right
(I = Infrastructure that supports communication and collaboration across organizational
Infrastructure) boundaries (I)
(T = Technical) Visionary management
Contractor and government experience working as IPTs; defined IPPD process;
detailed integrated master schedule (IMS)
(I,C&T) Training in techniques and benefits; (I) management commitment
(C) Strong management support; (I) training in teaming; cross -discipline training;

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 24
Survey –Turner Dissertation10
continued
IPPD Use –Quantitative Characteristics:
QUANTITATIVE CHARACTERISTICS
General Rarely Sometimes Often Usually Nearly Confidence Level
Recommend. Always of
Level Accord
0% 0% 17% 50% 33% 8.33 H
Maturity Immature Adoptable Mature Confidence Level
(1-3) (4-6) (7-9) of
Accord
0% 17% 83% 8.67 H
Benefit Latency Immediate Low Moderate High Very High Confidence Level
(within the (within the (within the (within the (multiple of
quarter) LC phase) project) program) programs) Accord
84% 0% 17% 0% 0% 8.50 H
Ease of Very Easy Somewhat Moderate Somewhat Very Difficult Confidence Level
Implementation Easy Difficult of
Accord
0% 50% 33% 0% 17% 8.67 H
Cost to Apply Very Low Low Moderate High Very High Confidence Level
(< 1%) (1-3%) (4-6%) (7-10%) (> 10%) of
Accord
17% 33% 33% 17% 0% 8.00 L

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 25
 Survey –Turner Dissertation10
continued
IPPD Use –Quantitative characteristics, continued:

QUANTITATIVE CHARACTERISTICS
Cost to Achieve Very Low Low Moderate High Very High Confidence Level
Readiness (< 1%) (1-3%) (4-6%) (7-10%) (> 10%) of
Accord
17% 50% 17% 17% 0% 8.17 M
Cost to Very Low Low Moderate High Very High Confidence Level
Maintain (< 1%) (1-3%) (4-6%) (7-10%) (> 10%) of
Readiness Accord
17% 67% 17% 0% 0% 8.33 H
Cost Burden Developer Developer Evenly Acquirer Acquirer Confidence Level
Pays Most Pays More Divided Pays More Pays Most of
Accord
0% 17% 83% 0% 0% 8.33 H
Required Skill None Little Moderate Major Extensive Confidence Level
Adjustments (< 8) (8-40) (40-160) (> 160) of
Accord
0% 50% 33% 17% 0% 7.67 M

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 26
Survey –Turner Dissertation10
continued
IPPD Use –Quantitative characteristics, continued:
QUANTITATIVE CHARACTERISTICS
Benefit to Cost Very Low Low Moderate High Very High Confidence Level
(< 2%) (2-5%) (6-15%) (15-30%) (> 30%) of
Accord
0% 33% 50% 17% 0% 7.67 H
Benefit to Very Low Low Moderate High Very High Confidence Level
Schedule (< 2%) (2-5%) (6-15%) (15-30%) (> 30%) of
Accord
0% 17% 67% 17% 0% 7.67 H
Benefit to Very Low Low Moderate High Very High Confidence Level
Quality (< 2%) (2-5%) (6-15%) (15-30%) (> 30%) of
Accord
0% 33% 50% 17% 0% 7.50 H
Benefit to Very Low Low Moderate High Very High Confidence Level
Technical (< 2%) (2-5%) (6-15%) (15-30%) (> 30%) of
Performance Accord
0% 0% 67% 33% 0% 7.33 H
Size Threshold Any Low Nominal High Very High Confidence Level
for Value (< 10) (10-50) (51-100) (> 100) of
Accord
33% 0% 67% 0% 0% 8.33 H
Duration Any Short Nominal Long Very Long Confidence Level
Threshold for (< 2) (2-5) (5-8) (> 8) of
Value Accord
50% 17% 17% 17% 0% 8.50 M
Criticality Any Low Nominal High Very High Confidence Level
Threshold for (mission (mission (mission (safety of
Value support) significant) critical) critical) Accord
67% 17% 17% 0% 0% 8.50 H

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 27
Workshop Agenda
 What is IPPD?
 Benefits
 CMMI IPPD implementation
 Organization Environment for Integration
 Integrated Project Management for IPPD

 Integrated Teaming

 CMMI V1.2 IPPD changes

 Workshop References

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 28
Nine Fundamental Concepts in IPPD
Five concepts embedded in CMMI ® SE/SW:
1. Customer focus during product and process development
2. Concurrent development of products and processes
• Processes developed concurrently with the product’ s they
support
• Includes processes to manage, develop, manufacture, verify,
test, deploy, operate, support, train people, and eventually
dispose of product
3. Early and continuous lifecycle planning with all relevant
stakeholders
• Timely and appropriate collaboration
4. Continuous, proactive identification and management of risk
5. Focus on measurement and process improvement to develop
and deliver the product

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 29
IPPD PAs Add Four Additional
Concepts
Four concepts introduced in the IPPD
components of the CMMI:

1. Leadership commitment to IPPD

2. Appropriate allocation and delegation of decision-

making

3. Use of multifunctional teams

4. Organizational structure that rewards team

performance

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 30
IPPD Process Areas Focus

Organization
Organization
Environment
for
Integration
(OEI)

Integrated
Project
Project
Management
For IPPD
(IPM for IPPD)
Team

Integrated
Teaming
(IT)

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 31
Organization Environment

What is needed?

 Organizational
culture, policies,
procedures to provide:
 Vision and goals that permeate planning and work
 Workforce competencies - multi-skilled and flexible
 Teamwork
 Defined responsibility and authority
 Focus on people
 Rewards and recognition

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 32
 IPPD Process Areas Focus
Prepare for Integration Perform Integration
Organization

SG1 Provide IPPD Infrastructure SG2 Manage People for Integration

Organization
Environment SP1.1 Establish the Org Shared Vision SP2.1 Establish Leadership Mechanisms
SP1.2 Establish an Integrated Work SP2.2 Establish Incentives for Integration
for
Environment SP2.3 Establish Mechanisms to Balance
Integration
SP1.3 Identify IPPD Unique Skill Responsibilities
(OEI) Requirements

SG3 Use the Project’ s Shared Vision for IPPD

SP3.1 Define Project’s Shared-Vision Context
SP3.2 Establish the Project’
s Shared Vision
Integrated SG1 Use the Project’
s Defined Process
Project

Project
Management SG4 Organize Integrated Teams for IPPD
SP4.1 Determine Integrated Team Structure SG2 Coordinate and Collaborate with
For IPPD
for the Project Relevant Stakeholders
(IPM for IPPD)
SP4.2 Develop a Prelim. Dist. of Req. to
Integrated Teams
SP4.3 Establish Integrated Teams

SG1 Establish Team Composition SG2 Govern Team Operations

SP2.1 Establish a Shared Vision
Team

Integrated SP1.1 Identify Team Tasks SP2.2 Establish a Team Charter

Teaming SP1.2 Identify Needed Knowledge and Skills SP2.3 Define Roles and Responsibilities
(IT) SP1.3 Assign Appropriate Team Members SP2.4 Establish Operating Procedures
SP2.5 Collaborate Among Interfacing Teams

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 33
OEI SP1.1 Establish the Org Shared
Vision
 Widely used term, not well understood
 Leaders many times don't understand what
vision is, or why it is important.
 One strategic leader is quoted as saying, "I've come
to believe that we need a vision to guide us, but I
can't seem to get my hands on what 'vision' is. I've
heard lots of terms like mission, purpose, values, and
strategic intent, but no-one has given me a
satisfactory way of looking at vision that will help me
sort out this morass of words. It's really frustrating!"

Collins and Porras 1991

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 34
Definition of a Vision
 In the CMMI Product Suite,
 A“ shared vision”is a common understanding of guiding
principles including mission, objectives, expected behavior,
values, and final outcomes, which are developed and used by a
group, such as an organization, project, or team. Creating a
shared vision requires that all people in the group have an
opportunity to speak and be heard about what really matters to
them.

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 35
Properties of a good Vision
 Realistic
 Mental model of a future state that is realistic enough so that
people believe it is achievable
 Idealistic
 It cannot be achieved without stretching
 Appropriate for the organization and for the times
 Consistent with the organization's values and culture, and its
place in its environment
 Sets measurable standards of excellence and reflects
high ideals
 Could be the external reputation of a company, as assessed by
having users evaluate the company and its products

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 36
Properties of a good Vision, continued
 Clarifies purpose and direction
 Provides the rationale for both the mission and the goals the
organization should pursue.
 This creates meaning in workers' lives by clarifying purpose, and
making clear what the organization wants to achieve.
 For people in the organization, a good vision should answer the
question, "Why do I go to work?"
• With a good vision, the answer to that question should not only be, "To earn
a paycheck," but also, "To help build that attractive future for the
organization and achieve a higher standard of excellence."
 Inspires enthusiasm & encourages commitment
 Helps people in an organization get excited about what they're doing,
and increase their commitment to the organization.
 Reflects the uniqueness of the organization, its
distinctive competence, what it stands for, and what it is
able to achieve

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 37
Coca-Cola Company Vision
 The Coca-Cola Company in 1994 published a booklet entitled "Our
Mission and Our Commitment." In that booklet, the company
defines their mission as follows:

“
We exist to create value for our share owners on a
long term basis by building a business that enhances
The Coca-Cola Company's trademarks. This also is
our ultimate commitment. As the world's largest
beverage company, we refresh that world. We do this
by developing superior soft drinks, both carbonated
and non-carbonated, and profitable non-alcoholic
beverage systems that create value for our Company,
our bottling partners, and our customers.”

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 38
DoD related Vision Statements
 Our team will develop and deliver a Joint Tactical Terminal (JTT) and Common IBS
Modules (CIBSM) capability to provide the intelligence broadcast connectivity for
enhanced situational awareness for the war fighter. We will accomplish this through a
cooperative teaming approach, based on trust and open communications among
Raytheon, PM JTT/CIBS-M, CECOM, DCMC Raytheon, and the Users.

 WLMP will provide agile, reliable, and responsive services by leveraging best practices
and technology that enable the AMC to deliver world class logistics to the war fighter and
will advance with the challenges in the Army vision.

 We, the members of the Improved Cargo Helicopter, Engineering, Manufacturing and
Development Team (Team ICH) share a common objective: To Design, Test, and Build the
remanufactured CH-47 Helicopter to provide the best weapon system to the soldier in the
field within the budget. We are committed to working together to solve problems quickly
and preclude non value-added requirements from eroding program success. We will
continuously seek to improve our process so that our product contributes directly
towards the successful production effort to follow.

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 39
South Dakota School of Mines and
Technology - THE FRONTIER’ S MISSION:
"To inspire and lead our diverse region to discover and achieve common
goals."

Six core goals form the basis for the FRONTIERS region-wide strategic vision.
By 2002 the Black Hills region will:
1.
Have a quality EDUCATION SYSTEM that improves quality of life, values
and prepares our citizens to compete in the global marketplace.
2. Be a region that requires that growth maintain or improve the QUALITY OF
LIFE.
3. Be a model region of innovative long term INFRASTRUCTURE
development for orderly planned growth while protecting our natural
resources.
4. Have efficient GOVERNMENT with consolidated services that encourages
citizen involvement and positive growth and development.
5. Encourage ECONOMIC DEVELOPMENT by utilizing our human, natural,
and technological resources without compromising our quality of life.
6. Encourage and educate citizens of all cultures to play an active role in the
LEADERSHIP, growth and development of the region.

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 40
Exercise: What is your vision?
 Spend 15 minutes sharing and discussing your
organizations’visions.
 Do they have the properties of a “
good vision”
?
 Are they “shared”?
 Are there any elements missing?

 What could be changed to improve them?

 Writeyour results on a flip chart

 Share with rest of room

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 41
OEI SP1.2 Integrated Work Environment

 Provides the infrastructure mechanisms to enable teams

to work effectively and efficiently
 Facilities
 Tools
 Equipment
 Support
 Supports collocated teams and/or distributed teams
 Supports easy information sharing
 Example mechanisms:
 Meeting rooms, email, fax, video teleconferencing capabilities,
web sites, …
 Common processes, tools and technologies

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 42
OEI SP1.3 Identify IPPD Unique Skill
Requirements
 Organizational Skills
 Strategic Planning, Team Development, New Training
Efforts
 Skills for Working with Teams
 Coaching, Facilitating, Problem Solving, Handling Team
Issues, Performance Management
 Interpersonal Skills
 Communication, Interaction and Negotiation, Listening,
Giving Feedback, Conflict Management

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 43
Management vs. leadership

What is Management? What is Leadership?

• Managers administer •Leaders innovate

• Managers maintain •Leaders develop
• Managers have a •Leaders have a long-
short-range view range perspective
• Managers accept •Leaders challenge
status quo status quo
• Managers get things •Leaders get the right
done right things done

Note: These represent the extreme examples of characteristics.

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 44
Leadership style
 Team leaders place emphasis on:
 building trust and inspiring teamwork
 facilitating and supporting team decisions

 expanding team capabilities

 creating a team identity

 making the most of team differences

 foreseeing and influencing change

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 45
Leadership skills important in IPPD

 Communicating purpose and vision

 Influencing others to achieve the shared
vision
 Building skills and experience of staff
members
 Building teams
 Empowering people and teams

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 46
 IPPD Process Areas Focus
Prepare for Integration Perform Integration
Organization

SG1 Provide IPPD Infrastructure SG2 Manage People for Integration

Organization
Environment SP1.1 Establish the Org Shared Vision SP2.1 Establish Leadership Mechanisms
SP1.2 Establish an Integrated Work SP2.2 Establish Incentives for Integration
for
Environment SP2.3 Establish Mechanisms to Balance
Integration
SP1.3 Identify IPPD Unique Skill Responsibilities
(OEI) Requirements

SG3 Use the Project’ s Shared Vision for IPPD

SP3.1 Define Project’s Shared-Vision Context
SP3.2 Establish the Project’
s Shared Vision
Integrated SG1 Use the Project’
s Defined Process
Project

Project
Management SG4 Organize Integrated Teams for IPPD
SP4.1 Determine Integrated Team Structure SG2 Coordinate and Collaborate with
For IPPD
for the Project Relevant Stakeholders
(IPM for IPPD)
SP4.2 Develop a Prelim. Dist. of Req. to
Integrated Teams
SP4.3 Establish Integrated Teams

SG1 Establish Team Composition SG2 Govern Team Operations

SP2.1 Establish a Shared Vision
Team

Integrated SP1.1 Identify Team Tasks SP2.2 Establish a Team Charter

Teaming SP1.2 Identify Needed Knowledge and Skills SP2.3 Define Roles and Responsibilities
(IT) SP1.3 Assign Appropriate Team Members SP2.4 Establish Operating Procedures
SP2.5 Collaborate Among Interfacing Teams

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 47
OEI SP2.1 Establish Leadership
Mechanisms
 Guidelines for setting leadership and decision-
making context
 Guidelines for determining the degree of
empowerment of people and integrated teams
 Organization process documentation for issue
resolution

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 48
Empowerment

The term empowerment relates to how responsibilities and

authority is distributed throughout the program.
 Maintenance of empowerment is important to promote member
ownership of the development process.
 If members do not have personal ownership of the
process, the effectiveness of the team approach is reduced or
even neutralized.

Empowerment requires:
 The flow of authority through the hierarchy of teams, not through
personal direction (irrespective of organizational position).
 Responsibility for decision making to be appropriate for the level
of team activity.
 Teams at each level be given a clear understanding of their
duties and constraints.
 Individuals team members be given a clear understanding of
their duties and constraints.

Source: DSMC System Engineering Fundamentals publication, January 2001, Chapter 18

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 49
Empowerment is Enabled At All Levels
Organizational Level
 Provide Clear Direction
 Provide Consistent and Constant Support
Project Leader Level
 Ensure Resource Availability
 Make Large-scope Decisions
 Determine Constraints
Team Member Level
 Push Decision-making to Lowest Level
 Teams to Make Decisions When Ready
 Team Members also take Responsibility

© 2001 by Carnegie Mellon University November 15, 2001

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 50
OEI SP2.1 Establish Incentives for
Integration
 Revised recognition and reward system to
enable, promote and reinforce integration
 Value shift from single point of success or failure to
integrated team success or failure
 Individual excellence still recognized, but ensures
excellence was not achieved at expense of team

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 51
OEI SP2.3 Establish Mechanisms to
Balance Responsibilities
 Mechanisms established to balance team and home
organizations responsibilities
 Home organization guidelines to promote integrated team
behavior
 Guidelines for team management to ensure team members report
appropriately to their home organizations.
 Performance review process to consider both home and team
leader inputs

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 52
Integrated Project Management for
IPPD
 Builds on the basic IPM Goals:
SG1 The project is conducted using a defined process
that is tailored from the organization’
s set of
standard processes
SG2 Coordination and Collaboration of the project with
relevant stakeholders is conducted.

 Changes the way these goals are implemented

to be focused on meeting the Organization’
s
approach to integration.

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 53
 IPPD Process Areas Focus
Prepare for Integration Perform Integration
Organization

SG1 Provide IPPD Infrastructure SG2 Manage People for Integration

Organization
Environment SP1.1 Establish the Org Shared Vision SP2.1 Establish Leadership Mechanisms
SP1.2 Establish an Integrated Work SP2.2 Establish Incentives for Integration
for
Environment SP2.3 Establish Mechanisms to Balance
Integration
SP1.3 Identify IPPD Unique Skill Responsibilities
(OEI) Requirements

SG3 Use the Project’ s Shared Vision for IPPD

SP3.1 Define Project’s Shared-Vision Context
SP3.2 Establish the Project’
s Shared Vision
Integrated SG1 Use the Project’
s Defined Process
Project

Project
Management SG4 Organize Integrated Teams for IPPD
SP4.1 Determine Integrated Team Structure SG2 Coordinate and Collaborate with
For IPPD
for the Project Relevant Stakeholders
(IPM for IPPD)
SP4.2 Develop a Prelim. Dist. of Req. to
Integrated Teams
SP4.3 Establish Integrated Teams

SG1 Establish Team Composition SG2 Govern Team Operations

SP2.1 Establish a Shared Vision
Team

Integrated SP1.1 Identify Team Tasks SP2.2 Establish a Team Charter

Teaming SP1.2 Identify Needed Knowledge and Skills SP2.3 Define Roles and Responsibilities
(IT) SP1.3 Assign Appropriate Team Members SP2.4 Establish Operating Procedures
SP2.5 Collaborate Among Interfacing Teams

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 54
IPM SP3.1 Define Project’
s Shared-Vision
Context
 Has both an external and internal aspects.
 Context defined to understand:
 How the project interfaces with the overlying
Organization Shared Vision and objectives
 How the project interfaces outside of the project

 The alignment of the project members’ personal

aspirations and objectives within the projects vision
and purpose.

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 55
IPM SP3.2 Establish the Project’
s Shared
Vision
 Project’
s Shared Vision creates a common purpose from
which project activities can be performed
 Requires consideration of
 The interfaces between the project and external stakeholders
 Objectives and expectations of all relevant stakeholders
 Aspirations and expectations of the leader and project members
 Project objectives
 Conditions and outcomes the project will create
 Interfaces the project needs to maintain
 Visions created by the organization and interfacing groups
 Project operation while working to achieve its objectives
•Principles and behaviors

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 56
 IPPD Process Areas Focus
Prepare for Integration Perform Integration
Organization

SG1 Provide IPPD Infrastructure SG2 Manage People for Integration

Organization
Environment SP1.1 Establish the Org Shared Vision SP2.1 Establish Leadership Mechanisms
SP1.2 Establish an Integrated Work SP2.2 Establish Incentives for Integration
for
Environment SP2.3 Establish Mechanisms to Balance
Integration
SP1.3 Identify IPPD Unique Skill Responsibilities
(OEI) Requirements

SG3 Use the Project’ s Shared Vision for IPPD

SP3.1 Define Project’s Shared-Vision Context
SP3.2 Establish the Project’
s Shared Vision
Integrated SG1 Use the Project’
s Defined Process
Project

Project
Management SG4 Organize Integrated Teams for IPPD
SP4.1 Determine Integrated Team Structure SG2 Coordinate and Collaborate with
For IPPD
for the Project Relevant Stakeholders
(IPM for IPPD)
SP4.2 Develop a Prelim. Dist. of Req. to
Integrated Teams
SP4.3 Establish Integrated Teams

SG1 Establish Team Composition SG2 Govern Team Operations

SP2.1 Establish a Shared Vision
Team

Integrated SP1.1 Identify Team Tasks SP2.2 Establish a Team Charter

Teaming SP1.2 Identify Needed Knowledge and Skills SP2.3 Define Roles and Responsibilities
(IT) SP1.3 Assign Appropriate Team Members SP2.4 Establish Operating Procedures
SP2.5 Collaborate Among Interfacing Teams

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 57
IPM SP4.1 Determine Integrated Team
Structure for the Project
 Structuring integrated teams depends on:
 Product risk and complexity
 Location and types of risks
 Integration risks, including product-component
interfaces and inter-team communication
 Resources, including availability of appropriately
skilled people
 Limitations on team size for effective collaboration
 Need for team membership of stakeholders external
to the project
 Business processes
 Organizational structure

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 58
IPM SP4.2 Develop a Preliminary
Distribution of Requirements to
Integrated Teams
 Preliminary distribution is generated to verify
that the team structure is workable
 Covers all the necessary requirements,
responsibilities, authorities, tasks and interfaces
 Ifnot workable, may be necessary to revise
the team structure

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 59
IPM SP4.3 Establish Integrated Teams

 Involvesthe selection of the team leaders

 Assignment of planned responsibilities and
requirements for each team
 Includes providing the resources
 Create each integrated team

 Periodically evaluate team composition and

team structure to ensure it continues to best
reflect the project’
s needs.

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 60
Team leader responsibilities
 Lead the team
 Negotiate staffing and participate in team member
selection
 Ensure balanced participation within the IPT
 Ensure that decisions are made when required
 Resolve disputes
 Reinforce IPPD and IPT principles
 Support and reward IPT members
 Ensure integration with other teams
 Ensure compliance with the team charter
 Ensure that team members are trained

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 61
Generic IPPD Iterative Process

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 62
 Example IPT Structure
Program Level IPT
(Program Manager)
Sub Tier
Teams (Sub
product,
WBS WBS WBS WBS WBS or
Major Product Major Product Major Process Major Process process
A B Team 1 Team 2 oriented)

Sub Process Sub Process

Sub Product Sub Product Sub Product 2-1 2-2
B-1 B-2 B-3

Sub Process
Sub Product Sub Product 2-1.1
B-2-1 B-2-2
Sub Process
2-1.1

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 63
Forming an Integrated Product Team
(IPT)
ESTABLISH INITIATE CREATE/REVIEW CREATE & INITIATE
FIRST TIER PROGRAM IPPD PLAN SUB-TIER
TEAM TEAMS

 Successful application of IPPD rests heavily on the ability to

form, align, empower, and lead these cross-functional teams.
 IPTs are responsible for:
 planning, tracking, and managing their own work and the
processes by which they do their work
 designing the product and its associated processes
 Sub-tier teams are also formed as multidisciplinary teams
 Specific charters exist that identify expectations and
responsibilities in providing program support
 Sub-tier team leaders should be members of the
next higher tier team

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 64
IPPD training
 IPPD training may be viewed in three parts:
 program-specific
•Assures everyone has a common vision and understanding
of the customer’
s requirements and the organization’
s
purpose and products
 IPPD methodology, and
•Provides an overview of IPPD methodology and an
introduction to the tools and techniques used to implement
this management philosophy
 Teambuilding exercises
•Conducted to bring the organization/project together as a
whole and to facilitate the cultural change. The
organization’s customers and suppliers should be included
as an integral part of these activities.

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 65
IPPD training, continued
 IPPD training is different from other training as it is
focused on the content and relationship to specific
needs, i.e., the desired future state.
 IPPD training should strive to:
 Provide specific information on approaches
needed for implementation (i.e. QFD, IPT, etc.),
 Improve problem-solving and leadership skills,

 Instill a team and a product/process orientation,

and
 Develop risk assessment/intervention skills.

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 66
Integrated Project Management for
IPPD
 Builds on the basic IPM Goals
 Changes the way these goals are implemented
to be focused on meeting the Organization’
s
approach to integration.

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 67
Exercise
Discuss what the impact of IPPD would be on
other process areas, such as

 Project Planning
 Requirements Development

 Configuration Management

 Organization Process Definition

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 68
 IPPD Process Areas Focus
Prepare for Integration Perform Integration
Organization

SG1 Provide IPPD Infrastructure SG2 Manage People for Integration

Organization
Environment SP1.1 Establish the Org Shared Vision SP2.1 Establish Leadership Mechanisms
SP1.2 Establish an Integrated Work SP2.2 Establish Incentives for Integration
for
Environment SP2.3 Establish Mechanisms to Balance
Integration
SP1.3 Identify IPPD Unique Skill Responsibilities
(OEI) Requirements

SG3 Use the Project’ s Shared Vision for IPPD

SP3.1 Define Project’s Shared-Vision Context
SP3.2 Establish the Project’
s Shared Vision
Integrated SG1 Use the Project’
s Defined Process
Project

Project
Management SG4 Organize Integrated Teams for IPPD
SP4.1 Determine Integrated Team Structure SG2 Coordinate and Collaborate with
For IPPD
for the Project Relevant Stakeholders
(IPM for IPPD)
SP4.2 Develop a Prelim. Dist. of Req. to
Integrated Teams
SP4.3 Establish Integrated Teams

SG1 Establish Team Composition SG2 Govern Team Operations

SP2.1 Establish a Shared Vision
Team

Integrated SP1.1 Identify Team Tasks SP2.2 Establish a Team Charter

Teaming SP1.2 Identify Needed Knowledge and Skills SP2.3 Define Roles and Responsibilities
(IT) SP1.3 Assign Appropriate Team Members SP2.4 Establish Operating Procedures
SP2.5 Collaborate Among Interfacing Teams

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 69
IT SP1.1 Identify Team Tasks

 Identifyand define the team’s specific internal

tasks to generate the team’s expected output.
 Tasks required to deliver work products
 Identify which tasks are individual tasks, which need
the team

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 70
IT SP1.2 Identify Needed Knowledge
and Skills
 Core competencies necessary to achieve
desired tasks
 Disciplines and functions
 Knowledge

 Key skills

 Critical expertise

 Interpersonal skills

 Planned in Project Planning PA

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 71
IT SG1.3 Assign Appropriate Team
Members
 Evaluate potential team members against
established skills and knowledge profiles
 Organization Training PA would provide skills and
knowledge data
 Utilizecriteria to qualify appropriate candidates
 Orient team members to best contribute to
team’s capability

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 72
Team member selection
 The should be a stakeholder in the product or process being
developed, i.e., they should be from a functional discipline that has
a stake in the outcome.
 Some criteria for selecting team members:
 Technical or Functional expertise
 Problem-solving and decision-making skills
 Interpersonal skills
 Ability to work in a IPPD environment, e.g. a somewhat free-form and
flexible environment

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 73
Example: Requirements development
team

Requirements
Author

Requirements
Reviewers

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 74
 IPPD Process Areas Focus
Prepare for Integration Perform Integration
Organization

SG1 Provide IPPD Infrastructure SG2 Manage People for Integration

Organization
Environment SP1.1 Establish the Org Shared Vision SP2.1 Establish Leadership Mechanisms
SP1.2 Establish an Integrated Work SP2.2 Establish Incentives for Integration
for
Environment SP2.3 Establish Mechanisms to Balance
Integration
SP1.3 Identify IPPD Unique Skill Responsibilities
(OEI) Requirements

SG3 Use the Project’ s Shared Vision for IPPD

SP3.1 Define Project’s Shared-Vision Context
SP3.2 Establish the Project’
s Shared Vision
Integrated SG1 Use the Project’
s Defined Process
Project

Project
Management SG4 Organize Integrated Teams for IPPD
SP4.1 Determine Integrated Team Structure SG2 Coordinate and Collaborate with
For IPPD
for the Project Relevant Stakeholders
(IPM for IPPD)
SP4.2 Develop a Prelim. Dist. of Req. to
Integrated Teams
SP4.3 Establish Integrated Teams

SG1 Establish Team Composition SG2 Govern Team Operations

SP2.1 Establish a Shared Vision
Team

Integrated SP1.1 Identify Team Tasks SP2.2 Establish a Team Charter

Teaming SP1.2 Identify Needed Knowledge and Skills SP2.3 Define Roles and Responsibilities
(IT) SP1.3 Assign Appropriate Team Members SP2.4 Establish Operating Procedures
SP2.5 Collaborate Among Interfacing Teams

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 75
IT SP2.1 Establish A Shared Vision
 Shared vision provides a statement of ‘
envisioned’future and
establishes common understanding of the aspirations of governance
ideals of the team.
 Anchors the teams’governing ideas and principles
 Captures objectives to be achieved
 Guides the activities of the team
 Helps drive the team to achieve it’s mission and objectives
 Facilitates working together
 Helps the team attain unity of purpose among its members
 Considers:
 Objectives and expectations of all relevant stakeholders
 Aspirations and expectations of the team members
 The interfaces between the project and external stakeholders
 Team objectives
 Conditions and outcomes the team will create
 Interfaces the team needs to maintain
 Visions created by the organization and interfacing groups

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 76
IT SP2.2 Establish A Team Charter
What is a charter?
 It is contract
 among team members
 between the team and its sponsor for expected work
effort and level of performance
 Negotiated between team sponsor and integrated
team
 When approved, is constitutes a recognized
agreement with management authority

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 77
Team Charter
 Documents team dynamics to minimize team
misunderstandings. An IPT charter should
include the following items:
 The mission and objectives of the team (including top-level
schedule if applicable)
 The metrics by which the team’ s progress will be evaluated
 The scope of the team’ s responsibilities
 The relationship of the team with other teams (reporting
structure, interfaces)
 The authority and accountability of the team (empowerment)
 The resources available for the team
 A team membership list (by function/organization)

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 78
Sample Charter (F/A-18 Program Team) 2

IPT Name: Level of IPT:

IPT Mission/Objectives
Provide an overall description of the mission.

Describe specific objectives required to accomplish the mission.

Metrics
Describe specific metrics that measure objectives described abo ve.

Sc
opeofTe
am’
sRe
spons
ibi
li
ti
es
Provide a description of the work to be accomplished (can be SOW). Include key requirements, schedule, output(s) required (such as communications requirements
like periodic informal reports, etc.), and budget/cost a uthority.

Sc
opeofTe
am Me
mbe
rs’I
ndi
vidua
lRe
spons
ibi
li
ti
es
Le
ade
r’sRe
spons
ibi
li
ti
es(
ple
asel
is
t)

Me
mbe
r’sr
espons
ibi
li
ti
es(
ple
asel
is
t)

Team Membership by Discipline/Function

Name Function Competency Workyears

Customers/Interfaces
Identify all agencies and names of key people.

Authority/Accountability
Identify key authority and accountability required to accomplish successful IPT activity. This includes cost, schedule, and technical performance.

Review and Approval Process

Date of Approval:________________(Will be reviewed annually)
Submitted by___________________
Approved by Team Leadership [signature]
[signature] [signature]
IT SP2.3 Define Roles and
Responsibilities
Roles and responsibilities provide clear
understanding of the team members’contributions,
level of involvement, interfaces, and degree of
influence
They include:
 Interfaces among integrated team members
 How assignments are accepted
 How work gets done
 Who checks and reviews work
 How work is approved
 How work is delivered and communicated
 Interfaces with their functional areas

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 80
IT SP2.4 Establish Operating
Procedures
Serve to define and control how the team will
interact and work together
Promotes an atmosphere for accomplishing
objectives
Includes:
 Expectations and rules that will guide the team
•When the team works collectively
•Methods to moderate participation and interpersonal
interaction
•Performance measures
•Decision making process
•Level of consensus needed

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 81
Example: Appraisal Team Ground Rules
 Team members will maintain confidentiality of appraisal data both during
and after the appraisal.
 Team members will treat each other with respect (e.g. no interrupting,
no disparaging remarks, etc.) both during and after the appraisal.
 Team members will abide by time schedules and be on time.
 Team members will trust other mini-team members’documentation
review.
 Team members will approach data and with an open mind, considering
alternative or unfamiliar implementations.
 Once consensus is reached by a mini-team or whole team, move on to
next item for review. Do not revisit previously agreed to items unless
there is new data to consider.
 If a team member has data to contradict or refute an item, it is to be
surfaced immediately.
 If there is conflict, team members will focus data rather than on
opinions, inferences and conclusions.
 Others??

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 82
IT SP2.5 Collaborate among
Interfacing Teams
Team tasks require interfacing with other teams.
Collaboration among interfacing teams within the
project or organization is necessary to establish:
 Work product ownership boundaries
 Interfaces and processes for the exchange of inputs,
outputs, or work products
 Communications among interfacing teams as to the
commitment lists and work plans related to the team
interfaces or work products

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 83
 IPPD Process Areas Focus
Prepare for Integration Perform Integration
Organization

SG1 Provide IPPD Infrastructure SG2 Manage People for Integration

Organization
Environment SP1.1 Establish the Org Shared Vision SP2.1 Establish Leadership Mechanisms
SP1.2 Establish an Integrated Work SP2.2 Establish Incentives for Integration
for
Environment SP2.3 Establish Mechanisms to Balance
Integration
SP1.3 Identify IPPD Unique Skill Responsibilities
(OEI) Requirements

SG3 Use the Project’ s Shared Vision for IPPD

SP3.1 Define Project’s Shared-Vision Context
SP3.2 Establish the Project’
s Shared Vision
Integrated SG1 Use the Project’
s Defined Process
Project

Project
Management SG4 Organize Integrated Teams for IPPD
SP4.1 Determine Integrated Team Structure SG2 Coordinate and Collaborate with
For IPPD
for the Project Relevant Stakeholders
(IPM for IPPD)
SP4.2 Develop a Prelim. Dist. of Req. to
Integrated Teams
SP4.3 Establish Integrated Teams

SG1 Establish Team Composition SG2 Govern Team Operations

SP2.1 Establish a Shared Vision
Team

Integrated SP1.1 Identify Team Tasks SP2.2 Establish a Team Charter

Teaming SP1.2 Identify Needed Knowledge and Skills SP2.3 Define Roles and Responsibilities
(IT) SP1.3 Assign Appropriate Team Members SP2.4 Establish Operating Procedures
SP2.5 Collaborate Among Interfacing Teams

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 84
IPPD V1.1 Summary
IPPD focuses on:
 Customer focus
 Early and continuous life cycle planning
 Concurrent development of products and processes
 Event driven scheduling
 Multidisciplinary teams
 Team empowerment
 Appropriate involvement of relevant stakeholders
 Proactive identification and management of risk
 Common processes and tools to enable seamless
communications

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 85
IPPD Summary, continued
IPPDs interactions with other PAs
 Interactions defined for:
 Advanced Project Management PAs
 Advanced Support PAs

 CMMI does not explicitly define interactions for:

 Basic Project Management PAs
 Engineering PAs
 Basic Support PAs
 Basic or Advance Process Management PAs
Do any interactions exist?

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 86
IPPD Summary, continued

 Effective implementation of IPPD concepts

alter the culture of both organizations and
projects
 Management vs. leadership
 Structure
 Roles, responsibilities and authorities
 Rewards and recognition
 IPTs are the mechanism to implement IPPD
 IPPD affects all process areas implementation

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 87
IPPD Summary, continued
Organization’
s adopting IPPD
 Understand the business goals that drive IPPD
implementation
 Organizational restructure
 Organize around major processes and/or products, not functions
 Redefine roles in organization -- at all levels to “
team”roles
 Might be necessary to revise related systems / functions
 Culture change required
 Senior management commitment to culture change
 Leadership at all levels
 An environment of trust and respect across all levels
 Changing to an IPPD environment takes time
 It is a long iterative process. Requires training both technical
and soft-skills

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 88
Workshop Agenda
 What is IPPD?
 Benefits
 CMMI IPPD implementation
 Organization Environment for Integration
 Integrated Project Management for IPPD

 Integrated Teaming

 CMMI V1.2 IPPD changes

 Workshop References

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 89
CMMI V1.2 affects IPPD
 Thefollowing slides are included with
permission from Mike Philips from the SEI.
They are an extract from:

CMMI® Version 1.2 and Beyond

A presentation given at the US SEPG conference, March 6, 2006

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 90
 Integrated Product and Process
Development (IPPD) Changes
 IPPD material is being revised significantly.
 Organization Environment for Integration PA removed and
material moved to Organizational Process Definition (OPD)
PA.
 Integrated Teaming PA removed and material moved to
Integrated Project Management (IPM) PA.
 IPPD goals have been consolidated.
•“
Enable IPPD Management”in OPD
•“
Apply IPPD Principles”in IPM
•Goal 3: Apply IPPD Principles
 Overall material condensed and revised to be more consistent
with other PAs.
© 2006 by Carnegie Mellon University page 91
 CMMI Model Combinations
V 1.1 V 1.2
Supplier
Sourcing
Integrated Product and Organizational Goal
Process Development IPPD (OPD)
Project Goal (IPM)

SE SE
Related Related
Examples Examples HW
SW SW Related
Related Related Examples
Examples Examples

CMMI Core CMMI Core (now includes SS)

© 2006 by Carnegie Mellon University page 92

 IPPD Changes
SG1 SG1
Project Management PAs

SG2 SG2

IPM

IPM
SG3
SG3 SG3 = Apply
SG4 IPPD principles

SG1
IT

SG2

SG1

OPD
Process
Mgmt
PAs

SG2 SG2 = Enable

IPPD principles
Support

SG1
PAs

OEI

SG2

© 2006 by Carnegie Mellon University page 93

 Organizational Process Definition
V1.1 V1.2
SG 1 –Establish Organizational Process Assets SG1 –Establish Organizational Process Assets
1.1 –Establish Standard Processes 1.1 –Establish Standard Processes
1.2 –Establish Life-Cycle Model 1.2 –Establish Life-Cycle Model Descriptions
Descriptions
1.3 –Establish Tailoring Criteria and Guidelines
1.3 –Establish Tailoring Criteria and
1.4 –Establish the Organization’
s Measurement
Guidelines
Repository
1.4 –Establish the Organization’
s
1.5 –Establish the Organization’
s Process
Measurement Repository
1.6 –Establish Work Environment Standards
1.5 –Establish the Organization’
s Process New
SG2 –Enable IPPD Management
2.1 –Establish Empowerment Mechanisms
2.2 –Establish Rules and Guidelines for
Integrated Teams
Consolidated
from V1.1 OEI PA 2.3 –Establish Guidelines to Balance Team and
Home Organization Responsibilities

© 2006 by Carnegie Mellon University page 94

 Organizational Process Definition -V1.2
Specific Goal Specific Practice
1.1 –Establish Standard Processes
SG1
1.2 –Establish Life-Cycle Model
Establish Descriptions
Organizational
Process Assets 1.3 –Establish Tailoring Criteria and
Guidelines
1.4 –Establish the Organization’
s
Measurement Repository
1.5 –Establish the Organization’
s Process
Asset Library
New 1.6 –Establish Work Environment
Standards

© 2006 by Carnegie Mellon University page 95

 Organizational Process Definition –V1.2
IPPD Specific Goal Specific Practice

SG2 2.1 –Establish Empowerment

Enable IPPD Mechanisms
Management
2.2 –Establish Rules and Guidelines
for Integrated Teams
2.3 –Establish Guidelines to Balance
Team and Home Organization
Responsibilities

NOTE: This Specific Goal and its associated Specific Practices are
part of IPPD Addition.

© 2006 by Carnegie Mellon University page 96

 Integrated Project Management –
SG1 & SG2
V1.1 V1.2
SG1 –Use the Project’
s Defined Process SG1 –Use the Project’
s Defined Process
1.1 –Establish the Project’
s Defined Process 1.1 –Establish the Project’
s Defined Process
1.2 –Use Organizational Process Assets for 1.2 –Use Organizational Process Assets for
Planning Project Activities Planning Project Activities New
1.3 –Integrate Plans 1.3 –Establish the Project’
s Work Environment
1.4 –Manage the Project Using the Integrated 1.4 –Integrate Plans
Plans 1.5 –Manage the Project Using the Integrated Plans
1.5 - Contribute to the Organizational 1.6 - Contribute to the Organizational
Process Assets Process Assets
SG2 –Coordinate and Collaborate with SG2 –Coordinate and Collaborate with
Relevant Stakeholder Relevant Stakeholder
2.1 –Manage Stakeholder Involvement 2.1 –Manage Stakeholder Involvement
2.2 –Manage Dependencies 2.2 –Manage Dependencies
2.3 –Resolve Coordination Issues 2.3 –Resolve Coordination Issues

© 2006 by Carnegie Mellon University page 97

 Integrated Project Management –
SG3 & SG4
Consolidated
from V1.1 IPM PA
V1.1 SG3 and SG4 V1.2
SG 3 –Use the Project’
s Shared Vision SG3 –Apply IPPD Principles
for IPPD 3.1 –Establish the Project’s Shared Vision
3.1 –Define the Project’
s Shared Vision
Context 3.2 –Establish Integrated Team Structure
3.2 –Establish the Project’
s Shared Vision for the Project
3.3 –Allocate Requirements to Integrated
SG 4 –Organize Integrated Teams for
Teams
IPPD
4.1 –Determine Integrated Team Structure for 3.4 –Establish Integrated Teams
the Project 3.5 –Establish Coordination among
4.2 –Develop Preliminary Distribution of Interfacing Teams
Requirements to Integrated Teams
4.3 –Establish Integrated Teams

Consolidated from
V1.1 Integrated
Teaming PA

© 2006 by Carnegie Mellon University page 98

 Integrated Project Management –V1.2

Specific Goal Specific Practice

Use the Project’

s 1.1 –Establish the Project’
s Defined Process
Defined Process 1.2 –Use Organizational Process Assets for
Planning Project Activities
New 1.3 –Establish the Project’
s Work Environment
1.4 –Integrate Plans
1.5 –Manage the Project Using the Integrated
Plans
1.6 - Contribute to the Organizational
Process Assets

© 2006 by Carnegie Mellon University page 99

 Integrated Project Management –V1.2
Specific Goal Specific Practice
2.1 –Manage Stakeholder Involvement
Coordinate and
2.2 –Manage Dependencies
Collaborate with
Relevant Stakeholder 2.3 –Resolve Coordination Issues

3.1 –Establish the Project’s Shared

Apply IPPD Principles Vision
3.2 –Establish Integrated Team
Structure for the Project
3.3 –Allocate Requirements to
Integrated Teams
3.4 –Establish Integrated Teams
3.5 –Establish Coordination among
Interfacing Teams
The Specific Goal, “Apply IPPD Principles,”and the associated Specific
Practices are part of IPPD Addition.
© 2006 by Carnegie Mellon University page 100
Workshop Agenda
 What is IPPD?
 Benefits
 IPPD Background
 Who should use IPPD
 Basic implementation concepts
 Leadership
 Shared Vision
 Integrated Teams
 Impact on project management
 Impact on organization approach
 CMMI V1.2 IPPD changes
 References

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 101
References
1. Chrissis, M., Konrad, M., Shrum, S., “ CMMI Guidelines for Process Integration and Product
Improvement” , Addison Wesley Longman, Inc. , 2003.
2. “DoD Integrated Product and Process Development Handbook, August 1998
http://www.abm.rda.hq.navy.mil/navyaos/content/download/1000/4448/file/ippdhdbk.pdf
3. “DoD Guide to Integrated Product and Process Development” , Version 1.0, 5 February 1996
http://www.arnet.gov/Library/OFPP/BestPractices/pbsc/library/dod-guide-to-integrated.pdf
4. Collins, James C. and Jerry I. Porras. 1991. Organizational vision and visionary organizations.
California Management Review (Fall): 30-52.
5. Nanus, Burt. Visionary Leadership: Creating a Compelling Sense of Direction For Your
Organization. San Francisco, CA: Jossey-Bass Publishers, 1992.
6. SEI Published Appraisal Results web site: http://seir.sei.cmu.edu/pars/ as of 30 April 2006
7. DoN (Department of Navy) Acquisition One Source:
http://www.abm.rda.hq.navy.mil/navyaos/acquisition_topics/program_management/ippd
8. Bate, R., Gibson, D., Richter, K., “
CMMI and Integrated Product and Process Development
(IPPD) CMMI” , SEPG 2001 Tutorial, 12 March 2001,
http://www.sei.cmu.edu/cmmi/presentations/sepg01.presentations/ippd/
9. Boehm, B., “ Integrated Product and Process Development” , Univ. of Southern California,
Lecture CS577b, 27 March 2000 http://sunset.usc.edu/classes/cs577b_2000/EC/17/EC-17.pdf
10. Turner, R.G., “ Implementation of Best Practices in U.S. Department of Defense Software-
Intensive System Acquisitions” , Ph.D. Dissertation, George Washington University, 31 January
2002
11. Winner, R.I., “Integrated Product/Process Development in the New Attack Submarine
Program” . OUSD(A&T), February, 2000, http://www.acq.osd.mil/io/se/ippd/nssn_ippd.doc

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 102
Contact Information

Martha Johnson
+1-310-251-2779
MIJ Consulting
[email protected]

© Copyright, 2006, MIJ Consulting, unpublished work. All rights reserved. page 103