Integrated Project Management involves the following:
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Establishing the project’s defined process at project startup by tailoring the organization’s set of standard
processes
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Managing the project using the project’s defined process
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Establishing the work environment for the project based on the organization's work environment standards
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Using and contributing to the organizational process assets
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Enabling relevant stakeholders’ concerns to be identified, considered, and, when appropriate, addressed during
the
development of the product
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Ensuring that the relevant stakeholders perform their tasks in a coordinated and timely manner (1) to address
product and product component requirements, plans, objectives, problems, and risks; (2) to fulfill their
commitments; and (3) to identify, track, and resolve coordination issues
IPPD Addition
Integrated Project Management +IPPD also involves the following:
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Establishing a shared vision for the project
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Establishing integrated teams that are tasked to accomplish project objectives
The integrated and defined process that is tailored from the organization’s set of standard processes is called the
project’s defined process.
Managing the project’s effort, cost, schedule, staffing, risks, and other factors is tied to the tasks of the project’s
defined process. The implementation and management of the project’s defined process are typically described in the
project plan. Certain activities may be covered in other plans that affect the project, such as the quality assurance
plan, risk management strategy, and the configuration management plan.
Since the defined process for each project is tailored from the organization’s set of standard processes, variability
among projects is typically reduced and projects can more easily share process assets, data, and lessons learned.
This process area also addresses the coordination of all activities associated with the project such as the following:
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Development activities (e.g., requirements development, design, and verification)
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Service activities (e.g., delivery, help desk, operations, and customer contact)
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Acquisition activities (e.g., solicitation, contract monitoring, and transition to operation)
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Support activities (e.g., configuration management, documentation, marketing, and training)
The working interfaces and interactions among relevant stakeholders internal and external to the project are planned
and managed to ensure the quality and integrity of the entire product. Relevant stakeholders participate, as
appropriate, in defining the project’s defined process and the project plan. Reviews and exchanges are regularly
conducted with the relevant stakeholders to ensure that coordination issues receive appropriate attention and everyone
involved with the project is appropriately aware of the status, plans, and activities. (See the definition of “relevant
stakeholder” in the glossary.) In defining the project’s defined process, formal interfaces are created as necessary
to
ensure that appropriate coordination and collaboration occurs.
This process area applies in any organizational structure, including projects that are structured as line
organizations, matrix organizations, or integrated teams. The terminology should be appropriately interpreted for the
organizational structure in place.
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