Specific Practices by Goal

SG 1 Establish Team Composition

A team composition that provides the knowledge and skills required to deliver the team's product is established and maintained.

One of the main attributes of an integrated team is to be self-managed and empowered. Team membership is intended to be composed of people who can plan, execute, and implement decisions for all phases of the life cycle of the work product being acquired or developed. Team member selection and skill mix should be based on the assigned work product and the objectives that are important to the different phases of that product's life cycle. Integrated teams should be cross-functional and involve relevant stakeholders.

Table . Practice-to-Goal Relationship Table

Continuous Representation	Staged Representation
SG 1 Establish Team Composition	SG 1 Establish Team Composition
SP 1.1-1 Identify Team Tasks	SP 1.1-1 Identify Team Tasks
SP 1.2-1 Identify Needed Knowledge and Skills	SP 1.2-1 Identify Needed Knowledge and Skills
SP 1.3-1 Assign Appropriate Team Members	SP 1.3-1 Assign Appropriate Team Members
SG 2 Govern Team Operation	SG 2 Govern Team Operation
SP 2.1-1 Establish a Shared Vision	SP 2.1-1 Establish a Shared Vision
SP 2.2-1 Establish a Team Charter	SP 2.2-1 Establish a Team Charter
SP 2.3-1 Define Roles and Responsibilities	SP 2.3-1 Define Roles and Responsibilities
SP 2.4-1 Establish Operating Procedures	SP 2.4-1 Establish Operating Procedures
SP 2.5-1 Collaborate among Interfacing Teams	SP 2.5-1 Collaborate among Interfacing Teams
GG 1 Achieve Specific Goals
GP 1.1 Perform Base Practices
GG 2 Institutionalize a Managed Process	GG 3 Institutionalize a Defined Process
GP 2.1 Establish an Organizational Policy	GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process	GP 2.2 Plan the Process
GP 2.3 Provide Resources	GP 2.3 Provide Resources
GP 2.4 Assign Responsibility	GP 2.4 Assign Responsibility
GP 2.5 Train People	GP 2.5 Train People
GP 2.6 Manage Configurations	GP 2.6 Manage Configurations
GP 2.7 Identify and Involve Relevant Stakeholders	GP 2.7 Identify and Involve Relevant Stakeholders
GP 2.8 Monitor and Control the Process	GP 2.8 Monitor and Control the Process
GP 2.9 Objectively Evaluate Adherence	GP 2.9 Objectively Evaluate Adherence
GP 2.10 Review Status with Higher Level Management	GP 2.10 Review Status with Higher Level Management
GG 3 Institutionalize a Defined Process
GP 3.1 Establish a Defined Process	GP 3.1 Establish a Defined Process
GP 3.2 Collect Improvement Information	GP 3.2 Collect Improvement Information
GG 4 Institutionalize a Quantitatively Managed Process
GP 4.1 Establish Quantitative Objectives for the Process
GP 4.2 Stabilize Subprocess Performance
GG 5 Institutionalize an Optimizing Process
GP 5.1 Ensure Continuous Process Improvement
GP 5.2 Correct Root Causes of Problems

SP 1.1-1 Identify Team Tasks

Identify and define the team's specific internal tasks to generate the team's expected output.

The sponsor of an integrated team typically provides the assigned product requirements, the initial technical and business interfaces, and the high-level task(s) each team will be responsible for satisfying. Integrated team tasks are based on these product requirements and interfaces. An integrated team understands its relationship to both the project and the organization, and structures its tasks accordingly to develop the work products.

Typical Work Products

1. Descriptions of internal work tasks

2. List of results the team is expected to achieve for all work tasks

Subpractices

1. Define team tasks required to deliver the assigned work products.

2. Decide which tasks need team or individual member input.

   Not all work efforts require the entire team; however, review and judgment are team responsibilities.

SP 1.2-1 Identify Needed Knowledge and Skills

Identify the knowledge, skills, and functional expertise needed to perform team tasks.

Refer to the Plan for Needed Knowledge and Skills specific practice in the Project Planning process area. Staffing a team is similar to staffing a project, just at a lower level.

The functional knowledge and related job skills within the integrated team are directly related to specific team tasks and responsibilities. A fully effective integrated team is able to perform its tasks and is composed of the necessary technical and business specialties and expertise. An integrated team advocates appropriate coverage for all phases of the work product life cycle. A profile of essential skill mixes that are required at all team functions describes the core team, which can be supplemented with additional skill sets as needed for the extended team.

Typical Work Products

1. List of disciplines or functions required to perform the tasks

2. List of the knowledge, key skills, and critical expertise

3. Initial profiles of team skills and knowledge for the core team and the extended team

Subpractices

1. Identify the business functions and processes in which the integrated team must maintain competence to perform its objectives.

2. Identify the core competencies on which to base the integrated team's activities to sustain or achieve desired capability.

3. Establish knowledge and skill profiles underlying each core and extended team competency.

4. Define staffing and competency requirements.

SP 1.3-1 Assign Appropriate Team Members

Assign the appropriate personnel to be team members based on required knowledge and skills.

Team members are selected and positioned to perform team tasks based on their ability to satisfy required knowledge, skills, and functional expertise, and complement those of other team members. Team membership may not stay the same throughout the integrated team's period of performance. Selecting and assigning appropriate new members to the team to perform team tasks is an important element in maintaining proper team composition and output as members leave, team expectations change, or the team has evolved to the point where a different mix of personnel is necessary.

Examples of relevant criteria for evaluating potential team members include:

• Knowledge and skills related to tasks and responsibilities associated with the team's assigned work products

• Interpersonal skills and ability to work in a team environment

• Ability to complement the mix of knowledge and skills in the team

• Potential to fulfill a significant responsibility on the team

• Ability to acquire additional knowledge, skills, or expertise related to the team's tasks

• Existing workload and time available to fulfill responsibilities to the team

• Educational and cultural background

• Personal (self) motivation

• Ability to represent a functional area appropriately

Individual team members are empowered, within defined limits, by their respective functional managers to make decisions. Team members can be selected from both within or outside of the organization and can include suppliers, customers, and end users. Their roles and responsibilities in team operation need to be clearly defined.

Typical Work Products

1. Set of selection criteria

2. Revised skills matrix and knowledge profiles

3. List of team members

4. List of the level of effort and resources, including access to staff, to perform each team function

Subpractices

1. Establish relevant criteria for evaluating team members against established knowledge and skills profiles.

2. Utilize the criteria to qualify appropriate candidates against the knowledge and skills profiles.

3. Identify and orient team members to best contribute to the team's capability.

4. Assess and determine the integrated team's capability to meet its objectives based on initial staffing and positioning.

   It may be required to supplement the team's internal capability with external sources to maximize the team's ability to perform its function.

SG 2 Govern Team Operation

Operation of the integrated team is governed according to established principles.

An integrated team operates in a disciplined way that brings about effectiveness and productivity in meeting its objectives. Established operating principles help both the team leader and team members to manage group dynamics and to ensure successful interplay among the multiple functions within the team.

SP 2.1-1 Establish a Shared Vision

Establish and maintain a shared vision for the integrated team that is aligned with any overarching or higher level vision.

Refer to the Provide IPPD Infrastructure specific goal in the Organizational Environment for Integration process area for more information about the organization's shared vision. Refer to the Use the Project's Shared Vision for IPPD specific goal in the Integrated Project Management process area for more information about the project's shared vision.

The purpose of a shared vision is to provide a statement of an envisioned future and establish a common understanding of the aspirations and governing ideals of the team in the context of that desired end state. The shared vision anchors the team's governing ideas and principles and captures the objectives to be achieved. The shared vision guides the activities of the team and helps drive the team to achieve its mission and objectives. A shared vision facilitates working together and helps the team to attain unity of purpose among its members.

No team operates in isolation. A shared vision for the integrated team is critical to ensure that the team's charter, direction, and activities achieve a fit with any larger project objectives or other interfacing teams. A team's sponsor(s) or leader may establish the vision for the organization or project of which the integrated team is a part. An integrated team's shared vision must be aligned with and support the achievement of the project's and organization's higher level objectives as well as its own. When one team falls short of or strays from its objectives and vision, it is likely to have a significant impact on the overall success of the project.

Shared vision context has both an external and internal aspect. The external aspect entails the objectives and interfaces of the team's sponsor and overall organization, while the internal aspect is about aligning the group member's personal interests and vision with the team's mission and purpose. The shared vision must ensure a commitment of the integrated team members to both their team and to other interfacing teams and project responsibilities.

Aligning personal perceptions of the people within the team is an important part of understanding and accepting the shared vision. As such, a shared vision is usually not the product of one person's effort; however, the team's sponsor(s) or leader may begin the discussion of the vision for a team. It is important that all integrated team members understand and commit to a shared vision. The team should openly discuss and be given the opportunity to provide feedback on the vision and address inconsistencies and make revisions as appropriate. This openness creates a vision that belongs to everyone, provides an end-state view of the implementation of the team's responsibilities, is the basis for the team's charter, and is applied to all work. Benefits of a shared vision are that people understand and can adopt its principles to guide their own, as well as the whole team's, actions and decisions.

Typical Work Products

1. Boundary conditions and interfaces within which the team must operate

2. Documented shared vision

3. Presentation materials of the shared-vision statement suitable for team members and various audiences that need to be informed

Subpractices

1. Convey the shared vision context to team members to align personal aspirations and objectives with the team's expectations and envisioned future outcome.

2. Conduct meetings or workshops to discuss the shared vision.

3. Articulate the shared vision in terms of both core ideology and the desired future end state that each member can commit to.

4. Reinforce the relevance of the shared vision in performing individual and team activities and tasks.

5. Check the effectiveness of the shared vision and that individual and team activities or tasks are aligned with the shared vision.

6. Periodically reexamine clarity and applicability of the shared vision and revise or realign as necessary to better meet the current state of the team or project.

SP 2.2-1 Establish a Team Charter

Establish and maintain a team charter based on the integrated team's shared vision and overall team objectives.

The team charter is the contract among the team members and between the team and its sponsor for the expected work effort and level of performance. Charters solidify the rights, guarantees, privileges, and permissions for organizing and performing the team's objectives and tasks. Development of the team charter is a negotiated activity between the sponsor of the team and the integrated team. When approved by both the team and the sponsor, the team charter constitutes a recognized agreement with management authority.

The complexity of the team charter can vary depending on the scope of effort and the team objectives. Team objectives may be directly related to the assigned product requirements from the sponsor, specific project requirements, or identified internal team tasks. The charter typically identifies team responsibilities and authority and the measures by which the team's progress will be evaluated.

It is important that integrated teams exercise a level of authority in managing their activities and in making decisions in pursuit of their objectives. Team members need to assess whether the amount of power and control over decisions and actions has been properly delegated from upper management. The team decides whether the decision-making authority is appropriate to meet expectations and to accomplish the tasks accepted by the team. The team negotiates any disagreements with the organizations or entities that assigned them.

Typical Work Products

1. Team charter

2. Procedures for setting the expectations for the work to be done and for measuring team performance

3. List of critical success factors

4. List of specific strategies the team expects to employ

Subpractices

1. Define and list the team objectives.

2. Identify specific strategies for achieving the team objectives.

3. Establish the team's level of empowerment and independence.

   Empowerment is not likely to be unlimited. Every team must operate with-in some constraints, and these limits on authority must be identified and defined up front.

   Refer to the Manage People for Integration specific goal in the Organizational Environment for Integration process area for more information about the organization's guidelines for the degree of empowerment for people and inte-grated teams.

4. Identify how team and individual performance and accomplishments are measured.

   Refer to the Organizational Environment for Integration process area for more information about recognizing team as well as individual accomplishments.

5. Identify critical success factors.

SP 2.3-1 Define Roles and Responsibilities

Clearly define and maintain each team member's roles and responsibilities.

Defined roles and responsibilities provide a clear understanding of the team members' contributions, level of involvement, interfaces (with team members and other teams or groups), and the degree of influence or control each member has on the success and functioning of the team. Allocation of roles and responsibilities should be based on each member's abilities, skills, and other commitments. Roles and responsibilities include the following:

• Establish and maintain interfaces among integrated team members

• Determine how assignments are accepted

• Determine how resources and input are accessed

• Determine how work gets done

• Determine who checks and reviews work

• Determine how work is approved

• Determine how work is delivered and communicated

• Maintain interfaces with their functional area

Typical Work Products

1. Descriptions of roles and responsibilities

2. Assignment statements

3. Responsibility matrix

Subpractices

1. Map the roles, responsibilities, and expertise of the team members to the team tasks and expected deliverables.

   Ensure that assignments are made to integrate complementary knowledge and skills.

2. Define the working relationship and reporting structure for team members.

   Team members may have the responsibility to report to both the team leader and a functional organization and management chain.

SP 2.4-1 Establish Operating Procedures

Establish and maintain integrated team operating procedures.

Operating procedures and ground rules serve to define and control how the team will interact and work together and to promote effective integration of efforts, high performance, and productivity for accomplishing objectives. Members especially need to understand the intended standards for work and to participate according to those precepts.

Typical Work Products

1. Operating procedures and ground rules

2. Procedures for work expectations and performance measures

Subpractices

1. Define the expectations and rules that will guide how the team works collectively and what the team members will use to moderate participation and interpersonal interaction.

2. Define the degree of collective decision making and the level of consensus needed for team decisions.

   Refer to the Organizational Environment for Integration process area for more information about establishing a process for setting the context for decision making.

3. Define how conflicts and differences of opinion within the team are addressed and resolved.

   Refer to the Organizational Environment for Integration process area for more information about establishing a process for resolving conflicts and differences of opinion.

SP 2.5-1 Collaborate among Interfacing Teams

Establish and maintain collaboration among interfacing teams.

The success of a team-based project will be a function of how effectively and successfully the integrated teams collaborate with each other while achieving their own and the project's objectives.

Refer to the Integrated Project Management for IPPD process area for more information about operating in an integrated environment, and about coordinating and collaborating with relevant stakeholders.

Typical Work Products

1. Work product and process deployment charts

2. Input to the integrated master plan and integrated schedules

3. Team work plans

4. Commitment lists

Subpractices

1. Collaboratively establish and maintain the work product ownership boundaries among interfacing teams within the project or organization.

2. Collaboratively establish and maintain interfaces and processes among interfacing teams for the exchange of inputs, outputs, or work products.

   Refer to the Integrated Project Management process area for more information about coordinating and collaborating with relevant stakeholders.

3. Collaboratively develop, communicate, and distribute among interfacing teams the commitment lists and work plans that are related to the work product or team interfaces.