Article: (IPM) What is Integrated Project Management (IPM) under CMMI Maturity Level 3? by Rajendra Khare
www.cmmiconsultantblog.com - Integrated Project Management (IPM) is a Process Area at CMMI Maturity Level 3 under Project Management category.
Integrated Project Management (IPM) helps in the management of the project including relevant stakeholders and their involvement. IPM defines an integrated process for the project management which is tailored from the organization’s standard process of project management.
Integrated Project Management (IPM) Implementation in Organization
Tailor Organizational Process: First step in IPM is to define a tailored process for the project depending on the project requirements. This tailored process is developed from the organizational standard processes.
Prepare a project plan(s) and integrate them: Next step for IPM is to develop project plan(s) and integrate them together. Integrated Project Plan includes planning for Quality Assurance, Risk Management, V&V Plan, CM Plan, Training Plan, Resources, Documentation, Measurement Plan, Scheduling, and Issue Management etc. Project Managers uses organizational process assets like past estimations, risk databases, lessons learned, processes, templates and guidelines to develop the project plan (s). Project Work Environment is established and maintained based on the defined organizational work standards.
Article: (IPM) Integrated Project Management (IPM) (CMMI-DEV) by Wibas
www.wibas.com - Summary
The purpose of Integrated Project Management (IPM) (CMMI-DEV) is to establish and manage the project and the involvement of relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes.
Description
Introductory Notes
Integrated Project Management involves the following activities:
Establishing the project’s defined process at project startup by tailoring the organization’s set of standard processes
Managing the project using the project’s defined process
Establishing the work environment for the project based on the organization’s work environment standards
Establishing teams that are tasked to accomplish project objectives
Using and contributing to organizational process assets
Enabling relevant stakeholders’ concerns to be identified, considered, and, when appropriate, addressed during the project
Ensuring that relevant stakeholders (1) perform their tasks in a coordinated and timely manner; (2) address project requirements, plans, objectives, problems, and risks; (3) fulfill their commitments; and (4) identify, track, and resolve coordination issues
Article: (RSKM) The CMMI RSKM Process Area as a Risk Management Standard by Ray C. Williams.
www.demix.org - Abstract. In this position paper, the author asserts that all existing risk management standards promulgate compliance with the opinions held by a small sub-community of risk practitioners, rather promoting processes and practices that have demonstrated their effectiveness in managing risks in real organizations. The author takes the position that the CMMI RSKM process area, if viewed as a standard, shares this weakness in its basic features; however, when an organization can rise to the higher capability levels in RSKM (Capability Levels 4 and 5), the CMMI holds the promise of promoting and proving effective risk management. To date, however, this promise has not been realized.
The Problem with Risk Management Standards All risk management standards share a common fault: Regardless of the organization that creates and promotes them, they claim broad support from their community and purport to reflect "best practices" in risk management, and yet in each case they have been created by a select group of self-identified "experts" in the field from within the organization. While they may have received pre-publication review by members of a broader community of other "experts" and interested parties, they remain opinion pieces from a small in-group of practitioners who presume to speak for the larger community. They all take the position, "I am smarter about risk management than you are. Do as I say and you will begin practicing effective risk management."
Article: (RSKM) INTEGRATING CMMI MATURITY LEVEL-3 IN TRADITIONAL SOFTWARE DEVELOPMENT PROCESS by Dr. Reena Dadhich and Ujala Chauhan www.demix.org - ABSTRACT CMMI defines the practices that are specially implemented by software development businesses to achieve success. Practices include topics that direct about eliciting and managing requirements, decision making, measuring performance, planning work, handling risks and more. In this paper, we will discuss Capability Maturity Model Integration (CMMI) software process improvement maturity model and the process areas at various levels of CMMI in brief. The main emphasis of the paper is to discuss the Risk Management (RSKM) which is one of process area at CMMI level-3. The purpose of Risk Management (RSKM) processes are to identify potential problems before they occur so that risk-handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives. The main aim of the paper is to analyze the effect of integrating the CMMI maturity level-3(process area -RSKM) with the traditional software development process. It represents an attempt to organize the sources of software development risk around the principal aspects of the software development cycle.
KEYWORDS CMMI, Software Process Model, Risk Management, Integrated model, Sources of risk.
Article: (CMMI) Which CMMI® Institute Model Will Take Your Organization to the Next Level? by CMMI Institute
www.cmmiinstitute.com - Discover Which CMMI® Institute Model Will Take Your Organization to the Next Level!
CMMI Institute models help identify and improve the key capabilities that elevate your organization's performance, quality, and profitability. Many times in business, the problem or solution is not so obvious. With proven best practices, CMMI Institute models allow you to see how your organization's existing processes measure up and where performance improvements are needed. The result?
