What is IPM?¹

To ensure that internal and external cooperation runs as smoothly as possible, we work with Integrated Project Management (IPM). Projects are carried out by an integral project team consisting of 5 roles, namely a project manager, a project control manager, a contract manager, a environment manager and a technical manager. During all phases of the project it is clear which tasks have been assigned to which member of the project team. Moreover, because the roles are equivalent, there is sufficient "contradiction" which means that all areas of expertise are represented within the decision procedures and - ultimately - a well-considered and weighted choice is made unanimously. An additional advantage is that the various roll holders are also affirmed each in their own area of expertise - after all; the role holders do what they what they enjoy doing - and the team can develop into an "expert team" over time. (Especially if the team is involved for a longer time with more or less similar projects or areas of interest such as bridges, locks, industrial automation or dredging.)

5 processes, 5 roles

IPM distinguishes 5 processes. The IPM organization assigns a specific role to every process. This is how the 5-role model is created. The 5 roles are ideally fulfilled by 5 different people. One person can play several roles, but with a maximum of two because an IPM team MUST consist of at least 3 persons to guarantee the aforementioned a contradiction. In addition, it is important that specific combinations are NOT invested into one person (for example, technical management and contract management, is a combination that encourages technical preferences to land incorrectly in the contract without having been critically examined or discussed). The processes and associated roles are:

• Project management: focused on guaranteeing quality, support and coordination between team members, the client and contractor, administrative bodies and the team managers: (ultimately) responsible for achieving a good project result through a more 'directing' role between promoting and optimizing the remaining 4 IPM roles. The PM also conducts (progress-) interviews with both the contractor and the client and has a mandate with regard to financial decision-making.
  Project manager: Responsible for achieving a positive project result.
  
  
• Project Control management: aimed at controlling the risks and all other management aspects in the project. In addition, the project control manager operates as a sparring partner for all members within the IPM team and he supervises the optimum role filling by all the team members. The project control manager supports and relieves the entire IPM team. To the project manager for whom he has a more consulting and advisory role.
  The project control manager: Responsible for identifying and controlling (possible) integral risks, supporting and advising the IPM team and optimizing the various processes.
  
  
• Environmental management: Keeping the relationship with the all stakeholders in a positive balance during the project and to ensure that the requirements and wishes from the environment receive sufficient attention during the preparation and implementation of the project.
  Environment manager: Responsible for contact with, and communication to the environment, translating the various requirements into the implementation result. Within the IPM team, the environmental manager is the person who always stages the interests from the environment.
  
  
• Technical management:Defining, designing, developing and implementing a techinical scope and safeguarding and monitoring the final technical content of the results.
  Technical manager: responsible for the technical and content input to the project.
  
  
• Contract management: Responsible for the development, drafting, requesting and controlling of a contract for an intended project result.
  Contract manager: primarily responsible for the contract - from inventory to completion - with a contractor. In addition, lawful payment of instalment invoices from the contractor is monitored and the change process - both client and contractor can submit proposals for change - is controlled. Ultimately, it is also the contract manager who formalizes the acceptance of interim products and the final project result.

Fullcare! delivers Project Management within programs and projects that work according to the IPM collaboration model and specializes in designing and implementing IPM and Integrated Project control Management.

^1. IPM according to Rijkskwaterstaat (Dutch)