Construction Interface Management Guidebook

Construction Interface Management
Guidebook
1
PMI Construction Professional (PMI-CP)™
Contents of Guidebook
CONTENTS OF GUIDEBOOK ............................................................................................................... 2

INTRODUCTION .............................................................................................................................. 4
ABOUT THIS COURSE ................................................................................................................................................. 4
INTERFACE MANAGEMENT OVERVIEW........................................................................................................................... 5
DETAILED TABLE OF CONTENTS.......................................................................................................... 7
PART 1 | INTERFACE MANAGEMENT IN CONSTRUCTION PROJECTS ..........................................................10
1.1 LEARNING OBJECTIVES........................................................................................................................................ 11
1.2 INTERFACE MANAGEMENT IN CONSTRUCTION PROJECTS........................................................................................... 11
1.3 CONCLUSION .................................................................................................................................................... 14
1.4 FURTHER READING ............................................................................................................................................ 15
PART 2 | INTERVENTIONS THROUGHOUT THE PROJECT LIFE CYCLE ..........................................................16
2.2 INTERVENTIONS THROUGHOUT THE PROJECT LIFE CYCLE ........................................................................................... 17
2.3 CONCLUSION .................................................................................................................................................... 23
2.4 FURTHER READING ............................................................................................................................................ 23
PART 3 | ATTRIBUTES FOR A GOOD INTERFACE ....................................................................................24
3.2 ATTRIBUTES FOR A GOOD INTERFACE..................................................................................................................... 25
3.3 CONCLUSION .................................................................................................................................................... 29
3.4 FURTHER READING ............................................................................................................................................ 30
PART 4 | INTERFACE MANAGEMENT TOOLS AND DESIGN PROCESSES.......................................................31
4.2 INTERFACE MANAGEMENT TOOLS AND DESIGN PROCESSES ....................................................................................... 32
4.3 CONCLUSION .................................................................................................................................................... 45
4.4 FURTHER READING ............................................................................................................................................ 45
PART 5 | HOW TO EFFECTIVELY MANAGE INTERFACES ..........................................................................46
5.2 HOW TO EFFECTIVELY MANAGE INTERFACES........................................................................................................... 47
5.3 CONCLUSION .................................................................................................................................................... 59
5.4 FURTHER READING ............................................................................................................................................ 59
PART 6 | CAPABILITIES NEEDED FOR INTERFACE MANAGEMENT..............................................................60
6.2 CAPABILITIES NEEDED FOR INTERFACE MANAGEMENT .............................................................................................. 61
6.3 CONCLUSION .................................................................................................................................................... 73
6.4 FURTHER READING ............................................................................................................................................ 74
CONCLUSION.................................................................................................................................75
INTRODUCTION ....................................................................................................................................................... 75
KEY TAKEAWAYS ..................................................................................................................................................... 75
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FURTHER READING .........................................................................................................................79
REFERENCES AND RECOMMENDED READING ......................................................................................82
GLOSSARY .....................................................................................................................................84
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Introduction
Welcome to the guidebook for Construction Interface Management.
The purpose of this guidebook is to provide additional context to the eLearning course Module
3: Construction Interface Management.
Our guidebook is intended to bring a practical focus for built environment professionals who
have worked in the industry for some time (between 5 and 15 years) and want to learn and
apply specialist project management techniques in this field.
Construction Interface Management is the third in a series of guidebooks that, together, form
a suite of training that will lead to the PMI Construction Professional (PMI-CP)™ certification.
About This Course
This course is organized into six parts as follows:

1. Interface Management in Construction Projects
2. Interventions Throughout the Project Life Cycle
3. Attributes for a Good Interface
4. Interface Management Tools and Design Processes
5. How to Effectively Manage Interfaces
6. Capabilities Needed for Interface Management
You Will Learn
Fundamentals of interface management (IM)
How IM is applied and managed effectively throughout the project life cycle
Tools and processes that are available to enhance interface management
Skills and core competencies required to embed IM into your project
Supplementary Material
To get the most out of each part of this course, you should:
Review the recommended further reading.
Review documents, templates, and other supplementary information provided.
We recommend you review the PDFs that this course follows:
Interface Management CII 302-1

Interface Management Implementation Guide CII 302-2
You can download them from the corresponding eLearning course.
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Interface Management Overview
What Is Interface Management?

Interface management (IM) is the appropriate management of communications
communications, relationships
relationships,
and deliverables among two or more interface stakeholders
stakeholders. Effective IM is integral to project
success.
The objective of IM is to create awareness and effective management of the potential risks
that exist between the handoffs and responsibilities of two or more entities in the project.
Implementation
mplementation of IM systems provides:
Common goals and processes
Effective communication
Improved oversight
Timely
imely resolution of conflicts that will, in turn, improve project performance
The relationship between IM implementation and project performance is significant and is
addressed in Part 5 of this course.
Origin of Interface Management
IM first emerged in 1967 on an aerospace and electric power pool project, as a way of analyzing
the contact points between interacting project parties and identifying the corresponding inter-
inter
organizational issues.
Despite its early built environment roots, IM has not been used to its full potential in the
industry. However, recent advances in information and communication technologies have
enabled the industry to gradually adopt IM.
Interface Management Today
In 2014, the Construction Industry Institute (CII) researched the impact of adopting IM across
45 megaprojects. They found that, on average, megaprojects using mature IM systems
experienced a 4% increase in costs, while similar projects without mature IM systems
experienced an 18% increase.
In the built environment industry, informal IM has always been a key project management
practice. However, IM has now emerged as an independent discipline in the industry to address
major challenges in the delivery of megaprojects.
Major built environment companies have adopted formal IM practices to minimize the risks
that megaprojects face. These companies have established dedicated teams to implement
best-practice IM procedures,, thus improving alignment between project stakeholders and
reducing project issues and conflicts.
In recent years, IM practices emerged to address the challenges of managing megaprojects.
These challenges include:
Complexity and scale of megaprojects

Globalization
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Geographical distribution
Various working cultures
Different internal and external risks
Implementation of new technologies (such as IBM) and project management
approaches (such as virtual design and construction)
IM definitions, elements, and the way they have been implemented vary widely across the built
environment industry.
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Detailed Table of Contents
Here is the list of topics within this guidebook, along with a summary of what is covered in
each.
Topic Summary
Interface management
anagement (IM) is the management of communications, relationships, and
deliverables among two or more interface stakeholders. Research conducted by the
Construction Industry Institute (CII) indicates that IM implementation increases stakeholder
alignment, facilitates communication across the project, improves real-time
real visibility and
oversight, and proactively mitigates risk. Th
This topic covers the importance of IM applied to built
environment projects, highlighting the significance of a controlled environment when
managing communication among vendors in large and megaprojects.
Learning Objectives
By the time you have completed this topic, you should be able to:
Understand the purpose of IM in built environment projects
Identify the common industry language for IM
Understand the breakdown and hierarchy of IM elements
Identify the key benefits that the implementation of effective IM brings to built
environment projects
Topic Summary
IM methodology allows the standardization of processes, tools, and templates while optimizing
communication. This is particularly beneficial when working with multiple contractors,
subcontractors, and clients. This topic covers the benefits that the adoption of the IM maturity
model and the monitoring of ongoing work bring to built environment projects, by addressing
the various factors that contribute to the success of a project. The topic also defines how
interfaces should be managed.
Learning Objectives
Identify and understand the key concepts that guide the implementation of IM
throughout the project life cycle
Understand what the IM maturity model is
Understand the project interface risk impact (PIRI) matrix
Identify the interface point (IP) concepts and different packages using the interface
complexity assessment tool (ICAT)
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Topic Summary
Despite the growing need for built environment projects, the industry previously had no
commonly agreed-upon definitions for IM and its elements. This topic covers the fundamental
elements of IM, as developed by the Construction Industry Institute (CII), and the IM best
practices they recommend.
Learning Objectives
Classify different interfaces by type and category

Identify interface-specific attributes
Understand the mechanisms that enable interface configuration management
Topic Summary
Technology can support the IM implementation process by improving efficiencies and
eliminating waste. This topic covers the technology tools that address the requirements for
each IM maturity level, which includes the master interface plan (MIP), interface management
spreadsheet, interface control document, and interface management software. This topic
looks into tools such as Interface Connect v. 2021 (merged to form Acertra in 2022), Aconex v.
2021, and Assai v. 9.9 software, and their offerings.
Learning Objectives
Design and apply effective IM practices

Identify the industry-leading frameworks and tools for implementing IM
Understand how technology can improve efficiencies and eliminate waste during the
IM implementation process
Topic Summary
To effectively manage interfaces and implement IM at an organizational and project level,
standard IM processes can be implemented as workflows, and executed through a workflow
engine. This topic covers IM implementation and its particularities, such as costs and cost
benefits, its relationship to project performance, and the various stages associated with how
IM is implemented in organizations or on projects using project-level processes and
procedures. This topic also presents the roadmap that summarizes IM implementation
throughout the project life cycle, which can be applied as a guide to all projects.
Learning Objectives
Identify the standard IM processes and workflows
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Describe how to effectively implement IM into a project
Set up the master interface plan (MIP)
Understand how IM implementation correlates with project performance
Topic Summary
To effectively manage interfaces at scale, the key parties involved require a certain level of
capability across many core competencies. This topic covers the ideal structure and roles in an
effective interface management team, presents the interface management competencies
matrix, and details the stages of maturity needed for qualified people and practitioners. The
topic also discusses interface communication—including interface agreements and the seven-
step communication process—and examines the hierarchy of interfaces, as well as the three
levels of project interfaces where communication between stakeholders arises.
Learning Objectives
Understand the interface hierarchy and identify the levels of project interfaces
Describe the structure, roles, and responsibilities of IM
Identify the core competencies, skills, and capabilities required for IM
Identify and describe the necessary elements of the IM maturity model
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Part 1 | Interface Management in
Construction Projects
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1.1 Learning Objectives
Interface management (IM) is the management of communications, relationships, and

deliverables among two or more interface stakeholders. Research conducted by the
Construction Industry Institute (CII) indicates that IM implementation increases stakeholder
alignment, facilitates communication across the project, improves real-time visibility and
oversight, and proactively mitigates risk. This topic covers the importance of IM applied to built
environment projects, highlighting the significance of a controlled environment when
managing communication among vendors in large and megaprojects.
In this topic you will learn:
Purpose of IM in built environment projects

Common industry language for IM
Breakdown and hierarchy of IM elements
Key benefits that the implementation of effective IM brings to built environment
projects
1.2 Interface Management in Construction Projects
Context
Today, megaprojects are more complex than ever before. They are increasingly global and
involve multiple vendors across the world while requiring more capital and carrying a high
degree of risk. These factors lead to a growing need for effective IM.
IM has become an important discipline in built environment

nvironment projects to design and manage
complex relationships and deliverables for multiple stakeholders.
Project sponsors and their contracting organizations are now realizing the advantages of
implementing best practices and leveraging tools and processes in their IM planning.
Need and Purpose
As mentioned in the introduction to this course, IM is the management of communications,
relationships, and deliverables among two or more interface stakeholders.
Without effective IM, your project could experience delays in the project schedule, increased
project expenditure, and lower-quality
quality assets and production levels, not to mention long-term
long
operational problems.
While a smaller project with few interfaces can be managed using a Microsoft Excel
spreadsheet, complex capital projects require far more attention and tools to manage and
automate IM processes. These projects need a controlled communication environment where
discussions among vendors can be documented and assessed.
Tools and Processes
IM tools and processes ensure all parties are working with the same information. This enables
the formation of a bridge between various parties involved in the execution of the project.
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Automated systems help to enforce project processes, such as governance, risk, compliance,
and stakeholder coordination.
IM tools and processes ensure the following within a project:
Consistent identification of critical interfaces
Streamlined communication
Monitoring of ongoing work progress while mitigating risks
Large and complex built environment projects require robust IM, as all entities work toward a
common, agreed-upon goal—successful completion of the project. When more individuals and
contractors join the project, there is an increasing chance of miscommunication, lack of
communication, or the inability to stay within scope, budget,
budget and schedule. IM tools and
processes help reduce these risks.
Industry Language and Definitions
Before we go further, let’s look at some common IM terminology within the built environment
field.
Interface management (IM) – The he management of communications, relationships, and

deliverables among two or more interface stakeholders
Interface stakeholder – A stakeholder, stakeholder group, or organization involved in a formal

interface management agreement within an IM plan for a project
Internal interfaces – Those interfaces identified within a single scope of work (Chen, 2007)
External interfaces – Those

hose identified between two or more scopes of work (Nooteboom,
2004)
Interface point (IP) – A part of the project’s scope, as defined by project documents, in which
the responsibility passes from one interface stakeholder to another; IPs can be hard or soft
(both types are described in Table 1); a template is typically used to register an interface point
Interface register – A central repository of interface data, which is available to users located
worldwide
Interface
nterface agreement (IA) – A formal and documented communication between two interface
stakeholders regarding an IP
IP; itt contains deliverable descriptions, due dates, and required
actions
Interface action items (IAIs) – The
he tasks or activities that are performed to provide the
deliverables defined and agreed upon in each IA
Interface
nterface control document/drawing (ICD) – The documentation that identifies and captures
interface information and any approved interface change requests
requests; ICDs are useful when
separate organizations are developing design solutions to be adhered to for a particular
interface
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Interface Management Elements
This diagram illustrates the hierarchy and relationships between elements of a process-driven
framework defined as the interface management system (IMS).
Hierarchy and Relationship of IMS Elements
Interface stakeholders (Figure 1a) are involved in several interface points (IPs) (Figure 1b), and
they may need several deliverables
deliverables—or pieces of information or tasks—to—to efficiently handle
the interface point. As a result, every interface point gives rise to numerous interface
agreements (IAs) (Figure 1c).
The IA will document the deliverables required by another party to successfully execute the
interface point. Therefore, each interface stakeholder may be dealing with several interface
points and their accompanying IAs.
Interfaces, IAs, and documents should all be formally registered. This is to ensure that they are
tracked and monitored. We will discuss interface configuration management in more detail
later in this course.
A major part of communication takes place between stakeholders within the scope of a project.
They are classified into:
Inter-project interfaces
Intra-project interfaces
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Extra-project interfaces (involving
( entities outside of the project)
Key Benefits of Effective IM Implementation
Research conducted by the Construction Industry Institute (CII) indicates that IM
implementation has the following benefits (Nooteboom, 2004):
Increased stakeholder alignment

alignment. An important outcome of a successful IM system is
increasing the alignment of interface stakeholders by having regular face-to-face
meetings and implementing the master interface plan (MIP)—a
(MIP a record of the methods
and strategies for managing interfaces.. A MIP ensures all interface stakeholders are
working toward common goals by following clear guidelines, thereby reducing and
effectively managing conflicts.
Facilitated communication across the proj
project.
ject Communication is the key success factor
in today’s globally dispersed built environment projects, in which each stakeholder
deals with multiple parties in different geographical locations. This can lead to cultural
and language differences.
IM facilitates communication between stakeholders by creating a formalized
framework to effectively share and distribute information. Not only do stakeholders
know how to communicate, but they also know what information should be
communicated, to whom, and when.
Improved
mproved real-time visibility and oversight
oversight. Interface stakeholders can gain real-time
and shared global visibility over the deliverables by:
o Defining clear roles and responsibilities
o Agreeing upon deadlines to provide interface-related deliverables
o Accessing real-time project information
Proactive risk mitigation
mitigation. Adopting a formalized IM approach increases alignment and
coordination between stakeholders and provides a common understanding of
interfaces, deliverables, and their associated deadlines.
This also assists in the early identification of interfaces, specifically during the front-end
planning (FEP) stage, and in the management of interfaces throughout the project’s life
cycle.
Formalized IM enables iinterface
nterface stakeholders to effectively share and distribute the
risk related to detailed information. This should lead to reduced project redundancies,
uncertainties, and surprises for all parties engaged in the IM process.
1.3 Conclusion
This topic provided introductory and foundational information about IM for built
environments. You examined how increasingly large projects, along with the complex and
dispersed nature of today’s work, have made IM essential for managing communications,
relationships, and deliverables among diverse stakeholders and how IM tools and processes
facilitate consistent identification of critical interfaces, streamlined communication,
monitoring of ongoing progress, and mitigation of risks.
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Additionally, you learned common terminology and definitions associated with IM and how its
various elements relate to each other. And you explored the key benefits of implementing IM.
1.4 Further Reading
Downloadable PDFs (from the eLearning course):

o IM definitions, p. 7
o IM element story, p. 41
o Scope of interfaces, p. 43
o Master interface plan (MIP), p. 50
Search online for:
InterfaceManagement.com
o “What is interface management?”
o “Workflow and interface management system”
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Part 2 | Interventions Throughout
the Project Life Cycle
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The interface management (IM) methodology allows the project to standardize processes,
tools, and templates while optimizing communication. This is particularly beneficial when
working with multiple contractors, subcontractors, and clients. This topic covers the benefits
that the adoption of the IM maturity model and the monitoring of ongoing work bring to built
environment projects by addressing the various factors that contribute to the success of a
project. This topic also defines how interfaces should be managed.
In this topic you will learn about:
Key concepts that guide the implementation of IM throughout the project life cycle
IM maturity model
Project interface risk impact (PIRI) matrix
Interface points (IPs) concepts and different packages using the interface complexity
assessment tool (ICAT)
Later in this course, you will learn how to apply these key concepts to improve the way you
design and manage interfaces on your projects.
2.2 Interventions Throughout the Project Life Cycle
Context
When working with multiple contractors, subcontractors, and clients in built environment
projects, it is beneficial to implement a systematic approach. With IM methodology, you can
standardize processes, tools, and templates while optimizing communication.
IM delivers benefits to your project through approaches, such as:
Maturity model adoption

Monitoring of ongoing work to minimize risk
Identifying Important Implementation Principles
Interfaces
Interfaces are connection points between the different project parties. They reflect the
interdependencies that exist between:
Organizations
Clients
Contractors
Suppliers
Subcontractors
Interfaces also describe their roles and deliverables.
Within the context of IM, all of these entities are working toward the common, agreed-upon
goal of successful project completion.
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Success Factors
Project success depends on:
How well deliverables are defined, which is first and foremost

Whether roles, responsibilities, and project accountabilities are detailed and
unambiguous
Enabling information flows that are clear and timely to ensure that all teams fully
understand project milestones and deadlines
To achieve these goals, advanced practices for managing collaboration and communication via
knowledge exchange and traceability must be implemented.
Assessments
Every built environment project is unique and will require an assessment to ascertain how best
to adopt IM as a standardized approach.
Project-specific IM aspects to review and agree on include:

Interface identification and assigned deliverables per interface
Definition of interface-specific roles and responsibilities
IM processes and information flow definitions
Effective cross-party IM communication and coordination mechanism design
Interface assurance, oversight, and expediting issue resolution
Progress reporting
Agreement on a schedule for interface requests, issue resolution, and closeout
Applying Important Implementation Principles
As a built environment project progresses, more individuals and contractors are onboarded,
meaning the communication picture grows more complex. This increases the risk of
miscommunication or lack of communication, which can lead to scope, budget, and scheduling
conflicts.
Common IM Risks and Issues
Common risks and issues resulting from the poor adoption of IM include:
Existence of numerous suppliers and subcontractors

Lack of previous experience collaborating with one or more contractors,
subcontractors, or suppliers
Poor definition of project interfaces
Lack of communication and coordination between project parties
Poorly defined requirements or responsibilities of the involved parties
Inefficient decision-making process
Mismanagement of responsibilities
Poorly defined scope
Schedule overruns
Cost escalation and overruns
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External constraints and dependencies, including regulations, permits, and
bureaucracy
Execution risks due to unknowns and stakeholder dependencies
Conflicts due to multiple cultures and languages
In addition to IM, various best practices can be adopted to address some of these issues. See
Courses 1 and 2 within PMI-CP™ for best practices related to communication and scope
management in built environment projects.
Interface Management Maturity Model
The Construction Industry Institute (CII) has conducted extensive research into how to develop
and implement a structured approach for built environment projects.
This research has led to the creation of an IM best-practice implementation approach. At its
core is the IM maturity model.
CII IM maturity model serves to enable built environment project professionals to follow a
structured approach when assessing and implementing IM for their projects.
Early implementation of IM helps project professionals identify potential risk sources, making
them easier to mitigate.
The CII IM Maturity Model
The IM maturity model, shown in Figure 2, contains these four elements:
Business processes. How IM is implemented on projects. This is normally documented

in company or project-level processes and procedures.
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Enabling tools and systems. Tools and systems that support the IM processes
implemented on a project.
Qualified people and practitioners. The skilled and experienced people who utilize the
work processes and systems that create an effective IM environment on a project.
These people can sponsor the company-wide organization and adoption of IM
implementation.
Sustaining culture. The sustaining organization and behavior that establishes IM as a
routine part of the organization’s project execution practice.
Implementation Best Practice
CII recommends that IM implementation follow a step-by-step process to move a built
environment organization or project to a desired state of IM maturity. This best practice
promotes learning or adoption that is appropriate to the needs of the organization or project.
Management and project teams can determine this desired maturity state by identifying the
project interface risk and its potential consequences.
The process and pace of maturation can be customized to the anticipated IM requirements
across the organization’s project portfolio or specific built environment project.
Guiding the Implementation of Interfaces
Several factors contribute to interface complexity and risk level on a project. It is therefore
important to determine at which stage the project currently stands concerning each of the four
elements of the IM maturity model.
Then, given project types, complexity, and other factors contributing to the consideration of
IM implementation, the organization or project should establish the desired end state for each
of these elements.
As best practice, CII recommends using the project interface risk impact (PIRI) matrix. This high-
level decision-making guide enables project professionals to identify the extent of IM
implementation required for a specific project.
Project Interface Risk Impact (PIRI) Matrix
The PIRI matrix, see Figure 3, considers various degrees of overall project interface complexity
and risk level, as well as the project’s business impact on the organization.
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The Project Interface Risk Impact (PIRI) Matrix
Once a project has been matched to its appropriate PIRI cell, the tool recommends the
necessary IM implementation requirements based on three of the IM maturity model
elements: qualified people and practitioners, business processes, and enabling tools and
systems.
As part of a resulting implementation action plan, the project should establish intermediate
goals for the successive maturity stages within each of the maturity model elements.
Each PIRI cell contains several factors, aligned with the recommended application of the
elements of the IM maturity model. These factors are as follows:
Interface manager is correlated to the “qualified people and practitioners” maturity

model element.
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IM spreadsheet and IM commercial software relate to the “enabling tools and systems”
maturity model element.
Integration with project schedule, change management, and risk management systems
each interact with the “business processes” maturity model element.
(To take a closer look at the PIRI matrix, download the PDF from this eLearning course.)
Identifying the Interface Points (IPs) Between the Different Packages
Interface Complexity Assessment Tool (ICAT)
This Microsoft Excel-based resource prioritizes the interfaces between each pair of interface
stakeholders involved in a project.
The PIRI matrix and ICAT, shown in Figure 4, are two discrete tools that, though not directly
linked, are complementary.
While the ICAT is a lower-level tool used to assess and prioritize interface points from the
project perspective, PIRI is a higher-level qualitative analytical tool that supports IM
implementation from an organizational perspective.
The Interface Complexity Assessment Tool (ICAT)
(For a larger version of the ICAT, download the PDF from this eLearning course.)
Interface-Influencing Factors (IIF)

ICAT provides details on interface-influencing factors (IIFs). Once the project professionals
determine the level of IM implementation using the IM maturity model and the PIRI matrix,
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the interfaces between stakeholders of a single project can be ranked. Several IIFs feed into
this ranking, including:
Prior collaboration experience
Language
Culture
Geographical locations and time zones
Communication means
Scope definitions
Design codes and standards
Environmental conditions
The ICAT process covers 15 key areas within each stakeholder interface. Performing the ICAT
analysis will provide a comprehensive assessment for refining and managing each stakeholder
interface.
2.3 Conclusion
In this topic, you examined the concepts that underly IM and how IM methodology allows the
project to standardize processes, tools, and templates while optimizing communication. You
learned how the IM maturity model provides a structured approach to implementing IM within
a built environment project, and how the project interface risk impact (PIRI) matrix and the
interface complexity assessment tool (ICAT) can be used to assess a project and provide
guidance on how to best implement IM.
2.4 Further Reading

o Project success criteria (under “Current Interface Management
Implementation”), p. 15
o IM risk and complexity factors, p. 12
o IM benefits, p. 10
o IM implementation maturity model, p. 13
o Overall project interface complexity and risk level and its business impact on
the project, p. 15
o Project-level interference prioritization, p. 19
o Causes of IM failures, p. 32
Full-Size PIRI Matrix
Interface Complexity Assessment tool (ICAT)
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Part 3 | Attributes for a Good
Interface
24
Despite the growing need for built environment projects, the industry previously had no
commonly agreed-upon definitions for interface management (IM) and its elements. This topic
covers the fundamental elements of IM, as developed by the Construction Industry Institute
(CII), and the IM best practices they recommend.
In this topic you will learn:

How to classify different interfaces by type and category
Interface-specific attributes
Mechanisms that enable interface configuration management
3.2 Attributes for a Good Interface
Context
Built environment projects can greatly benefit from the standardization, consistency, and
predictability that IM provides. To do this, we need a common language from which to work.
The Construction Industry Institute (CII) has sought to develop the fundamental definitions for
elements of IM, and we will explore these in more detail in this part of the course.
Classification of Different Interfaces
There are various definitions for IM, as stated by different organizations that have conducted
research and developed methods for the built environment industry.
The Construction Industry Institute (CII) defines interfaces or interface points (IP) as:
“… a soft and/or hard contact point between two interdependent interface
stakeholders. An IP is also a part of the project’s scope as defined by project documents,
in which the responsibility passes from one interface stakeholder to another.”
(Construction Industry Institute, 2014, p. 5)
InterfaceManagement.com defines an interface as:
“… a point of connect between entities working on a common project.” (Interface
Management, 2022)
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Soft Hard
Typically involves the exchange of Represents physical connections

information such as design criteria, between two or more components or
clearance requirements, or utility systems.
needs between delivery teams or
between a delivery team and an Examples include structural steel
external party. connections, pipe terminations, or
cable connections, such as tie-in
Present in regulatory and permit issues points.
as well as in situations involving
differing languages and cultures.
Internal External
Identified within a single scope of Identified between two or more

work. scopes of work.
Interface Types
Now that we know the general types of interfaces, let’s look at Table 2 to see how they can be
further categorized in a way that is more specific and purposeful.
Physical Actual physical connections between two or more construction

elements or components.
Identified during the design stage; complexity depends on the
detailed design (for example: two pipes are connected).
Functional Functional requirements between systems.
Contractual Occurs when two or more stakeholders interconnect through the

contractual agreement.
Example: every two work packages in the supply chain create a
contractual interface (could be a physical interface).
Defined in the planning phase and should be monitored
throughout the project life cycle.
Organizational Interactions between various parties involved in a project.

Includes the relationship between individuals and parties
involved in the construction process from its initial conception to
its final handover.
Efficient management between parties is essential for the
successful completion of a project.
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Knowledge General information exchanged between parties
Resources Interaction between equipment, labor, materials, space, or

information necessary to design and construct the product and
its components.
Social Important because they capture the interactions of human

involvement in complex projects.
Defines how the project parties will work together through social
interfaces.
Requires social contracts to clarify the approaches for
consultation, decision-making, dispute resolution, and
reevaluation and renegotiation.
Static Not a function of the way the project develops.

Represents relationships between ongoing subsystems, such as
engineering and procurement.
Dynamic Arises due to the activity and interdependencies generated by the

way the project develops over time.
Important because they are time-dependent—early interfaces
have a potentially significant effect on subsequent ones.
Interface Categories
Necessary Attributes for Each Interface

Interfaces that are not well managed have the potential to negatively impact the cost and
schedule of a project. As the number of different entities and the scope of a project increases,
so do the risks associated with each unmanaged interface. It is therefore essential for project
professionals to have a consistent way to identify, categorize, and manage the details of
interfaces.
IM best practice recommends interfaces be formally described, documented and agreed upon.
Typical attributes of each interface should include:
Unique interface number

Revision number, to be updated when changes are made to the interface description
Date of the last revision
Supplier and receiver details
Interface description stating activities and dependencies
Supplier and receiver signatures agreeing upon the required interface details
Final closure signatures from the supplier and receiver, confirming the interface can be
closed out
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Interface Agreement Form (IAF)
An interface agreement form (IAF) is a recommended and simple way to document an
interface. Locate each best-practice attribute (listed on the previous page) in the IAF that
follows, in Figure 5.
Interface Agreement Form (IAF) Example
28
(For a copy of this form, download the PDF of the form from this eLearning course.)
Interface Configuration Management

Properly implemented IM processes utilizing a central interface management system help
ensure proper communication and transparency between multiple parties on the project.
Failure to consistently document interfaces or not knowing the current state of the interface
can cause significant delays in project delivery, and commissioning, and lead to excessive
rework.
Interface Data Register (IDR)
It is good practice to implement a centralized interface data register (IDR) for the whole
project. An example is shown in Figure 6. Project professionals should log all interface
agreement forms in the project’s interface data register.
This will provide an easy way to regularly review all IAFs to assess their status based on when
they are required by the project. Should any need attention, they can be actioned by the
relevant parties.
The register can be updated based on approved changes made to the relevant IAF.
(For a larger version, download the PDF of the form from this eLearning course.)
Interface Data Register Example
Project professionals should ensure that there is a rigorous configuration management

mechanism in place to ensure interface documents are updated as they move through the
various stages of the project’s agreed-upon IM processes.
3.3 Conclusion
This topic covered the importance of having a shared set of definitions for the fundamental IM
elements. You considered these, along with some best practices, as developed and
recommended by the Construction Industry Institute (CII). Specifically, you learned about
different types and categories of interfaces and the necessary attributes for all interfaces. It is
29
essential to have a consistent way to identify, categorize, and manage the details of interfaces.
As such, you looked at best practices related to interface documentation and interface
configuration management, via an interface agreement form (IAF) and interface data register
(IDR), respectively.
3.4 Further Reading

o IM definitions and elements, p. 7
o Interface hierarchy, p. 9
o Interface classifications, p. 26
Interface Agreement Form
Interface Data Register
Search online for:
Paper
Chen, Q. (2007). An object model framework for interface management in building

information models. Virginia Polytechnic Institute and State.
30
Part 4 | Interface Management
Tools and Design Processes
31
Technology can support the interface management (IM) implementation process by improving
efficiencies and eliminating waste. This topic covers the technology tools that address the
requirements for each IM maturity level, which includes the master interface plan (MIP),
interface management spreadsheet, interface control document, and interface management
software. This topic looks into tools such as Interface Connect, Aconex, and Assai software, and
their offerings.
In this topic you will learn to:
Design and apply effective IM practices
Identify the industry-leading frameworks and tools for implementing IM
Understand how technology can improve efficiencies and eliminate waste during the
IM implementation process
4.2 Interface Management Tools and Design Processes
Context
Do you have the necessary tools to support IM processes within your megaproject? If not,
consider the benefits of a standardized approach—one that helps you manage the numerous
interfaces, stakeholders, disciplines, and geographies involved in your project.
The Construction Industry Institute (CII) has developed a set of tools that can help you with the
implementation of IM on your project.
Tools Used to Determine the Appropriate Levels of IM Implementation
Before exploring the incremental stages of maturity for enabling tools, we will look at the IM
tools associated with each maturity and implementation level.
Master interface plan (MIP). A document that describes, in detail, how to manage
interface points (IPs) and interface agreements (IAs). It includes the management
procedures and activities for effective delivery of internal and external IPs throughout
the project life cycle. It may also include the common types of project IPs, the project
deliverables, and the responsibilities of interface stakeholders.
Interface management spreadsheets (and registers). The basic tools for managing and
registering IPs within a project. Each IP may include several IAs that serve as the
documented form of communicating the deliverable. These spreadsheets align to Stage
1 of the IM maturity model.
Interface control document/drawing (ICD). The physical representation of the IP, which
may be included or attached to the IA or other documents.
It is also the basic building block that most organizations use to identify and capture
the interface information and the approved interface change requests. It is closely
connected to the interface agreement.
32
Interface management software. The software and other tools aim to improve
efficiencies and eliminate waste. They are a fundamental element for improving the
maturity of IM on a project.
Stages of Maturity for Enabling Tools
In Part 2 of this guidebook, Interventions Throughout the Project Life Cycle, you gained a high-
level understanding of the four elements of the IM maturity model.
You learned that each basic element has 5 stages.
Stage 0 is considered the starting point for an organization that is just venturing into IM
implementation. The highest level of maturity is Stage 4, the point at which IM is fully
implemented across an organization on appropriate projects. Simply put, the five stages of
maturity for each element can be considered as being a progression from informal to formal
IM.
In Part 4, we’ll be focusing on “Enabling Tools and Systems,” highlighted in Figure 7.
33
The diagram in Table 3 shows how the tools and systems that support IM processes are
implemented at various stages in organizations or on projects.
Stage 0 Stage 1 Stage 2 Stage 3 Stage 4
Use traditional Manually track Deploy a tool Use a stand- Implement a

means to agreements or system with alone and fully fully
communicate and action a fundamental automated automated
and track items using degree of system with system that
issues and spreadsheets automation workflow and shares key
related and and workflow. status common data
agreements. databases. tracking. with project
Examples: schedules,
emails, file change
folders, and management,
lists. and risk
management
systems.
Stages of Maturity for Enabling Tools
Aligning Maturity to Interface Complexity and Risk

Several factors contribute to interface complexity and risk level on a project.
The first step is to determine at which stage the organization and/or project currently stands
concerning each of the four elements of the IM maturity model.
Then, given project type, complexity, and other factors contributing to the consideration of IM
implementation, the organization should establish the desired end state for each of these
elements.
As part of their best-practice approach, CII recommends using the project interface risk impact
(PIRI) matrix. As discussed in Part 3 of this guidebook, this tool is a high-level decision-making
guide to enable project professionals to identify the extent of IM implementation required for
a specific project.
Project Interface Risk Impact (PIRI) Matrix Recap

The PIRI matrix considers various degrees of overall project interface complexity and risk level,
as well as the project’s business impact on the organization. See Figure 8 for a graphic
representation.
Once a project has been matched to its appropriate PIRI cell, the tool recommends the
necessary IM implementation requirements based on the elements of the IM maturity model:
Qualified people
Enabling tools and systems
Business processes
34
The Project Interface Risk Impact (PIRI) Matrix
As part of a resulting implementation action plan, the project should establish intermediate
goals for each of the successive maturity stages within each of the maturity model elements.
35
Examples of Project Scenarios Using the PIRI Matrix
The following scenarios illustrate how the PIRI matrix classifies projects:
1. Low Complexity and Risk Level—Low Business Impact
Enlargement of Low Complexity and Risk/Low Impact Cell of The Project Interface Risk Impact
(PIRI) Matrix
Contributing factors in this scenario include:

o The owner uses ABC Construction as its sole-source contractor, based on the
company’s excellent record of project execution.
o The local markets for labor and materials have plentiful resources available for
the project.
o ABC Construction is a lump sum and turnkey contractor, building its 30th
franchised department store in a well-established and assessed market with
established specific procedures and management tools for executing this type
of project.
o This department store stands alone in a greenfield site.
o Additionally, it is executing substantial work concurrently with this project, as
well as with a large backlog of work.
2. High Complexity and Risk Level—High Business Impact
Enlargement of High Risk and Complexity/High Impact Cell of The Project Interface Risk
Impact (PIRI) Matrix

o DEF, a fertilizer company based in Michigan, is an established joint venture
between GHI Chemicals, headquartered in Europe, and JKL Farms,
headquartered in Texas, USA. DEF specializes in manufacturing environmentally
responsible crop fertilizers.
36
o The new project is an expansion of DEF’s existing fertilizer plant located in
Kenya, Africa. This expansion will accommodate processing trains that are the
first of their kind, with brand-new, state-of-the-art technology.
o The local Kenyan government has established strict environmental guidelines
and permit-processing restrictions for all construction efforts (this includes
renovation and expansion works). The existing fertilizer plant must stay in
operation.
o MNO, the EPCM (engineering, procurement, and construction management)
contractor, will be executing the detailed design and procurement in its United
Kingdom office, with a workshare in its Mumbai and Delhi offices in India.
o MNO’s construction execution strategy includes awarding large prime
contractor scope packages. Additionally, MNO personnel will have to familiarize
themselves with Kenya, since this will be their first project in the country.
o The project will have 436 tie-in points into the existing plant that must be
completed in one shutdown—at least four of the prime contractors will be
responsible for a portion of the required tie-ins.
o Funding for this project has been sourced from five different banking
institutions. Additionally, the financing that DEF received has overextended its
credit and, if the project is not successful, it could financially ruin DEF.
3. Low Complexity and Risk Level—High Business Impact
Enlargement of High Risk and Complexity/High Impact Cell of The Project Interface Risk
Impact (PIRI) Matrix

o PQR Company conducts routine valve replacement on an export pipeline.
o The work itself is a routine effort and is not necessarily complex.
o However, if something were to occur that delayed or impeded the completion
of a valve, it could delay the export of the product.
o Delays in the export of the product would have a high impact on the business.
Interface Complexity Assessment Tool (ICAT) Recap
In addition to the PIRI matrix, CII has developed the interface complexity assessment tool
(ICAT), a resource that prioritizes the interfaces that should be more actively managed, or that
contain more risk, between every pair of stakeholders involved in a project. Figure 9 shows the
ICAT.
As discussed in Part 2 of this guidebook, the ICAT is a lower-level tool used to assess and
prioritize IPs from the project perspective and is complementary to the PIRI matrix.
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The Interface Complexity Assessment Tool (ICAT)
(For a larger version of the ICAT, download the PDF from this eLearning course.)
ICAT: Section 1
Each ICAT evaluates a distinct pair of interface stakeholders and their associated interfaces
using 15 key measures or interface-influencing factors (IIFs) identified by the project team. The
ICAT bases its prioritization results on these IFFs. See Figure 10.
38
ICAT, Section 1, Listing the 15 Interface-Influencing Factors (IFFs)
ICAT: Section 2
For each IIF, the ranking guideline and definition of each scale are displayed in the next portion
of the tool. ICAT also allocates a default interface weighting for each IIF. Users should rank each
IIF on a scale of 0–2. See Figure 11.
These default interface weightings are broadly based on the CII’s standard recommendations.
Users should, however, refine and calibrate the weightings to fit their organization or project’s
unique circumstances.
39
ICAT, Section 2, Aligned to 15 IIFs
40
ICAT: Section 3
Once you have ranked all of the IIFs using ICAT, the third block, or section of the tool, provides
an interface complexity factor (ICF) for every pair of interface stakeholders. The ICF is located
at the bottom of the ICAT form. See Figure 12.
ICAT, Section 3
41
(Shows the rating guidelines aligned to 15 IIFs [left], the interface complexity factor for the pair of stakeholders
reviewed [bottom], and a thermometer representing the levels of interface complexity [right])
The ICFs range between 0 and 2; low ICFs reflect relatively simple interfaces, while high ICFs
indicate more complex interfaces.
The tool defines four levels of interface complexity, based on ICF results at intervals of every
0.5 units; these interface complexity levels represent:
Level 1: Simple interfaces
Level 2: Moderately simple interfaces
Level 3: Moderately complex interfaces
Level 4: Complex interfaces
Develop Appropriate IM Strategies for Critical Interfaces
The ICAT displays a thermometer to visually illustrate the four levels of interface complexity as
seen on the right-hand side of the diagram. These link to the previously mentioned ICFs.
The ICAT cannot generate a quantitative evaluation of the impact of any ICF, as sufficient data
is not yet available for this calculation. However, organizations can use the ICFs identified by
the ICAT to pinpoint critical interfaces and develop appropriate IM strategies for them.
CII notes that the higher the complexity of the interfaces, the more mature or formal the IM
implementation should be for the overall project.
Framework for Workflow-Driven Interface Management
An interface management system (IMS) is defined as a systematic approach to effectively
identify and handle interfaces—especially critical ones—through the project life cycle.
This facilitates the alignment between stakeholders by defining the interface characteristics,
the responsibilities of involved parties, and the due date of deliverables.
Framework Implementation Steps

The IMS framework consists of the following six steps:
1. Interface Identification
The interface identification step includes identifying as many interfaces as possible in
the project.
Interfaces are typically identified by a group of experts on the project, using sources
such as design documents, work breakdown structure (WBS), contract documents, and
project specifications.
Project interfaces are identified through the whole project life cycle, and it is an
ongoing process. They typically arise from contractual obligations, the actual
connection of two objects, or regulations. However, the early identification of
interfaces will lead to a better understanding of potential project risks and promote
project success.
2. Interface Documentation
42
This step defines all relevant interface information in a formal document.
The interface documentation includes the interface characteristics, involved parties,
and deadlines. Interface characteristics include the nature, scope levels, and categories
of IPs.
Once you have identified the involved parties, a RACI matrix is used to define the
responsibilities of each party involved.
This matrix is discussed in Part 7 of this course.
3. Interface Transferring/Package Issuing
When the contract has been awarded, all of the identified interfaces and their
documented information are transferred to the appropriate parties.
The awarding contractor will review these IPs, their description, and related
information, and will approve their adequacy and accuracy.
4. Interface Communication
During this step, project parties start communicating with each other through the
issuance of interface agreements.
After the identified interfaces are transferred to the awarded parties, all involved
parties should go through the identified interface points and approve the accuracy and
sufficiency of the provided information. This step will be executed under the control of
the interface manager and involve all interfacing parties.
If new interfaces are recognized during this stage, the interface manager must request
the addition of more interface points. This request must be accepted by the respondent
party and approved by the interface coordinator for issuance.
5. Monitoring and Control
IMS effectiveness depends on timely deliverables that are of high quality and accuracy.
During this step, the performance of the IMS and contractors in providing interface
deliverables is assessed using on-screen indicators and notifications via workflows in an
electronic product and process management system (EPPMS). A workflow IMS provides
the capability of automating alerts and notifications, as well as using different data
sources based on the position of the person who is monitoring the IMS performance
status.
This step is further discussed later in this course.

6. Interface Closing
The interface agreement is considered closed if the accountable party approves the
accuracy and adequacy of the received deliverables. This is done via workflows in an
electronic product and process management system (EPPMS), and over the internet.
43
If the accountable party is not satisfied with the deliverables, the interface manager,
along with their team members, will update the interface agreement and will ask for
more appropriate information/tasks.
The consulted party will review the updated interface agreement and inform the
accountable party of their acceptance, objections, or concerns.
The deadline for the interface agreement can be rescheduled with the acceptance of
both parties, and the other involved parties will be informed of the modifications and
updates. This process is a negotiation between parties involved at the interface point.
If the accountable and consulted parties are not able to resolve the issue and accept
the response provided in the agreement, the owner’s interface manager is notified and
can step in to help in the conflict resolution process.
Implementing this IM framework in the early stages of a project will improve performance in
terms of quality, cost, time, and safety.
Technology
As the number of interfaces grows, tracking them manually becomes increasingly arduous.
Technology supports the IM implementation process by improving efficiencies and eliminating
waste.
Formalize Contractor Collaboration Alignment
Tools such as Interface Connect, Aconex, and Assai software provide project teams with
automation functionality. This facilitates formal collaboration and alignment between
contracting parties on large capital projects. As an example, you can use workflows to generate
control reports and emails to people who are late or about to be late.
These systems allow you to

Define and control scope delineation
Track all interface requests to completion
Ensure key stakeholders are kept informed
This software meets CII’s recommended functionality requirements, which aim to equip
project teams and stakeholders with the information necessary to proactively respond to
trends and remediate potential problems.
Software Benefits
The benefits of adopting IM systems include:
Formalize scope delineation. Ensures clear scope definition within the project and
allows for the identification of gaps, as well as overlaps, in contractor scope early in the
project life cycle.
Mitigate cost and schedule risk. Highlights any discrepancies that may arise between
interface dates and the project schedule. This software mitigates potential interface
issues that may lead to change orders.
44
Improve accountability. Increases visibility to all stakeholders on interface agreements
to promote accountability. This helps to ensure that interface deliverables are
completed on schedule.
Ensure compliance with policies. Utilizes automated work processes to drive
compliance to the master interface plan and uses forms to ensure consistent capture
of interface data.
Reduce errors and rework. Identifies engineering disconnects early on across scopes of
work and notifies relevant stakeholders of any required changes.
4.3 Conclusion
This topic covered the tools developed by the Construction Industry Institute (CII) to help you
effectively implement IM on your project. In this topic, you examined best practices and
associated tools that support and standardize IM processes. These included several tools used
to determine the appropriate level of IM implementation, such as the master interface plan
(MIP), interface management spreadsheet, interface control document, and interface
management software. You took a closer look at the stages of IM maturity and how to use the
project interface risk impact (PIRI) matrix and interface complexity assessment tool (ICAT) to
align maturity to interface complexity and risk. You also reviewed the framework for
implementing an IMS and learned how technology can help by improving efficiency and
eliminating waste.
4.4 Further Reading

o Master interface plan, p. 50
o IM recording, p. 50
o IM software, p. 51
o PIRI matrix, p. 101
o ICAT, p. 102
o Interface management system (IMS), pp. 39, 40-42
Enabling tools/systems, p. 14
45
Part 5 | How to Effectively Manage
Interfaces
46
To effectively manage interfaces and implement interface management (IM) at an

organizational and project level, standard IM processes can be implemented as workflows, and
executed through a workflow engine. This topic covers IM implementation and its
particularities, such as costs and cost benefits, its relationship to project performance, and the
various stages associated with how IM is implemented in organizations or on projects using
project-level processes and procedures. This topic also presents the roadmap that summarizes
IM implementation throughout the project life cycle, which can be applied as a guide to all
projects.
In this topic, you will learn:
Standard IM processes and workflows
How to effectively implement IM into a project
How to set up the master interface plan (MIP)
How IM implementation correlates with project performance
5.2 How to Effectively Manage Interfaces
Context
So far in this course, we have discussed IM interventions, attributes associated with an
interface, IM tools, and the interface design processes. Now we will learn how to effectively
manage interfaces and implement IM at an organizational or project level.
IM Processes
This topic will introduce the maturity model for IM business processes. Then, we will delve
deeper into the standard IM processes and workflows that are typical once implementation
has reached maturity.
Stages of Maturity for IM Business Processes

Let’s look again at the IM maturity model which shows the various stages associated with how
IM is implemented in organizations or on projects using project-level processes and
procedures. In Part 5, we’ll be focusing on “Business Processes,” highlighted in Figure 13.
Each of the elements in Table 4 has one of five stages, ranging from Stage 0, for organizations
just starting with IM implementation, through Stage 4, where IM is fully implemented across
the organization and all relevant projects. Progressing through the stages leads to increasingly
formal IM.
47
Stages of Maturity for Business Processes

Table 4 shows the IM business processes in play at each stage of IM maturity.
Implement ad Adopt industry Develop a Measure the Integrate IM

hoc project- best practices, best practice impact of processes with
derived based on the on several processes on other
processes to CII Interface pilot key project dependent
meet specific Management initiatives and performance project
coordination Implementation projects. indicators processes,
requirements Guide and (e.g., cost and such as
on that other sources. schedule) that project
project. can be schedule and
aggregated cost, change
across management,
projects. risk
management,
and document
review.
Stages of Maturity for Business Processes
48
Standard IM Processes and Workflows (Coreworx Inc., 2022)
Standard IM processes can be implemented as workflows and then executed using a workflow
engine. The following processes are most often considered standard for mature
implementation.
Create and manage the status of interface points (IPs). The IP workflow supports the
creation, modification, cancellation, and closure of IPs for a project.
Issue IPs. The contract package has been awarded, and all IPs for a selected package
are updated to reflect the awarded contracting party. A user initiates the issue IP
workflow based on the selected package, and all IPs are updated.
Document interface agreements (IAs). IAs become part of the interface register and
include alerts and notifications to ensure timely responses. Relationships are
established and maintained between the “parent” IP and all related IAs.
Obtain owner approval. IAs can involve requests that may entail significant time and
cost; therefore, there may be instances when the owner/operator wants to be involved
in the direct dealings between the contracting parties.
Document interface action items (IAIs). Less formal than IAs, IAIs are sometimes used
to document and track simpler tasks and activities to be completed by IM project team
members.
Submit an IA change request. During the life of an IA, many things can change—the
original requirements or scope, the physical location, or the need date—thus the
requirement for an IA change request work process.
Update the interface register. Having a central repository of interface data—available
to users located worldwide—will ensure accessibility to even the most up-to-date
information. Authorized users will have the ability to search for IPs, IAs, and IAIs.
Integrate IM and work schedules. To establish, maintain, and track dependencies
(particularly on high-risk interfaces), the project team should implement standard
scheduling software on any work process that includes an interface.
Integrate deliverables. Much of the interface-related data exchange between
contractors will include requests for data sheets, drawings, and specifications. These
deliverables for physical interfaces give the requesting parties information critical to
making progress on their scopes of work.
Monitor and control. Reports and dashboards can offer project managers and interface
managers the tools for effectively controlling the scope, schedule, and execution of
work.
Conduct project handover. The requirement for a formal project handover work
process is important. After a project, this process should transfer all required
information regarding the IM system to the client.
Implement various project administration processes. Several project administration
work processes may also be implemented, including securing access and modifications,
enforcing a visibility matrix among project participants, and utilizing role-based
49
templates for these processes, tailored to address the unique needs and requirements
of specific IM roles.
Master Interface Plan (MIP)
The master interface plan (MIP), also referred to as the interface management plan (IMP),
represents methods, strategies, and processes developed by the project management team.
Its purpose is to manage inter-, intra-, and extra-interfaces throughout the phases of the
project life cycle, including design and engineering, procurement, construction,
commissioning, and closeout.
A major portion of the MIP is generic and can be used on successive projects. It can be a
corporate standard tool for the detailed development of project-interface-related documents
(adopted from Khadimally, 2011).
The purpose of this plan is to establish an IM process to manage key interfaces that arise during
the planning and execution of the project. Interface coordinators and interface managers
follow the MIP to implement IM. Once the MIP has been established, the critical step is to
transfer the interface points (IPs) and associated documents to the awarded contracting
parties for execution and maintenance.
Contents of the MIP
The MIP describes how to manage IPs and interface agreements (IAs) and contains
management procedures and activities to effectively deliver internal and external IPs
throughout the project life cycle.
A typical MIP includes the following:

Definitions of IM, IPs, and IAs
Purpose of IM
The maturity level of IM in the project
IM process
Common types of IPs in the project
Roles and responsibilities
Sample IP and IA forms
IM Strategy
The IM strategy must determine the appropriate level of IM implementation to achieve
benefits that are commensurate with the costs. The IM strategy should be captured in the
master interface plan (MIP) and should address the following:
Types of IPs
Work processes associated with the IPs
Roles and responsibilities of project participants at each phase
Interface Management Implementation
This section discusses how to effectively implement IM—both at an organizational level and a
project level. The Construction Industry Institute (CII) has outlined a roadmap that extends
50
throughout the project life cycle. Organizations can use this as a guide when implementing IM
on their projects.
Organizational-Level Implementation
As projects within an organization become more complex in scope, contract value, risk, and
other factors, an IM becomes increasingly more necessary.
The first step for organizations implementing an IMS is to designate personnel to fill key IM
roles: interface managers and interface coordinators.
At this early stage, these roles focus on maintaining and managing a list of interface issues,
primarily with spreadsheets and customized databases. As the organization’s understanding of
IM matures, these managers and coordinators should develop interface practices, processes,
software, and people skills at the project level.
Contractors should begin using common terms and develop a shared understanding of the role
and importance of IM.
In time, owner companies will grasp the importance of IM and should also establish their
practices.
Project-Level Implementation–Project Delivery Method
Implementation of IM can be applied regardless of the project delivery method. Generally,
projects fall into one of two project delivery methods: design-bid-build (DBB) and design-build
(DB).
IM has inherent value in either delivery method. However, it is most valuable in the DB method,
as it identifies and manages interfaces between parallel and concurrent activities that, if not
coordinated, represent risk events.
Design-Bid-Build (DBB). DBB, seen in Figure 14, is a sequential, linear approach with
each phase ending before the next phase begins; typically used to achieve greater cost
certainty by sequencing the phases and minimizing overlap.
This is the traditional method of project delivery, where the owner contracts separately
with a designer and a contractor.
Design-Bid-Build (DBB) Delivery Approach
Design-Build (DB) (or Fast-Track Projects). DB, seen in Figure 15, is a parallel and
concurrent approach where multiple phases may overlap in the interest of achieving
an improved schedule end date.
This method of project delivery is where one entity—the design-build team—works
under a single contract with the project owner to provide design and construction
services.
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Design-Build (DB) Delivery Approach
Project-Level Implementation—Project Life Cycle

IM implementation is appropriate at any stage of the project life cycle. However, teams will
see diminishing returns and potentially marginal benefits if they do not implement IM until the
later stages of the project.
The roadmap in Figure 16 summarizes IM implementation during the project life cycle. All
projects can use this as a guide.
Project Life Cycle Roadmap
(For a larger version of the roadmap, download the PDF from this eLearning course.)
Let’s look at each phase of the roadmap, shown in Figure 17, separately and focus on the steps
within it.
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Project Life Cycle Roadmap—Front-End Planning Phase
Feasibility. The owner organization performs a front-end investigation of project needs

and viability through basic risk/return analysis.
Concept. The conceptual work of developing the project organization begins at this
stage. Once this organization is established, it becomes the nexus for identifying the
first tier of interfaces and the owner can begin to identify key stakeholders (see first
and second box under Concept in Figure 17).
The next logical step is to develop a work breakdown structure (WBS) by
conceptualizing how the scope will be broken up, assigning responsibility to envisioned
project packages, and developing an overall acquisition strategy for project execution
(see third box under Concept in Figure 17).
The next steps are to align and establish soft interface relationships through
memoranda of understanding (MOU) and, potentially, by establishing contracts for
broad scopes (see fourth box under Concept in Figure 17).
The project team can proceed to identify the top-level IPs between work scope
packages and then optimize IPs concerning the number and complexity of interfaces
(see fifth box under Concept in Figure 17).
Detailed Scope. Two activities are carried over from the previous stage as the project
team continues identifying stakeholders and establishing soft interface relationships.
(see first and third boxes under Detailed Scope in Figure 17).
Key activities introduced in this stage are to begin identifying hard IPs and to develop
the project IM strategy (see fourth box under Detailed Scope in Figure 17).
53
Development of the IM strategy (see second box under Detailed Scope in Figure 17) is
the most important activity because the owner must decide the proper strategy for the
future, and project participants must be able to support it.
Project Life Cycle Roadmap—Execution Phase
Detailed Design. Now that the IM strategy has been developed, the project team will
begin implementing it concerning the IP life cycle (see first box under Detailed Design
in Figure 18).
This stage requires the development of the interface agreement (IA) scheme, which
should address the implementation of the specific IM processes and procedures for
both hard and soft IPs (see second and fourth boxes under Detailed Design in Figure
18).
The project team will continue to identify interfaces throughout the project. Each IP
must be documented and captured in the IM system, and subsequently controlled
through rigorous configuration management (see third box under Detailed Design in
Figure 18).
Procurement. Throughout this stage, the project team should periodically update and
assess the IM strategy and MIP (see first box under Procurement in Figure 18).
An important step at this stage is to measure IM performance (see second box under
Procurement in Figure 18).
54
The project should continue to identify hard and soft IPs, as the contracting of new
entities and lower-tier contractors will create new interfaces (see third box under
Procurement in Figure 18).
Construction. As in the previous stages, the project team should periodically update
and assess the IM strategy and MIP, while continuing to identify hard and soft IPs. (see
first and third boxes under Construction in Figure 18).
At this point, the project team can measure and benchmark performance. Using
performance metrics, they can isolate indicators and trends to assess the success of
the IM strategy (see second box under Construction in Figure 18).
Once this construction stage is underway, the focus turns to executing the hard
interfaces (see fourth box under Construction in Figure 18).
Figure Project Life Cycle Roadmap—Handover Phase
Commissioning and Startup. As the project moves into the commissioning and startup
stage, the project team should begin to monitor and close out each of the remaining
IAs (see third box in Figure 19).
The next important step at this stage is to evaluate IM performance and conduct a
formal lessons learned session for future projects (see first and second box in Figure
19).
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Principles of IM Implementation
Research conducted by PMI has identified key principles for when projects or organizations are
implementing IM. These principles are based on actual cases and research findings; most are
documented research that highlights several of IM’s core concepts.
1. Tight control of dynamic interfaces. The tight control of dynamic interfaces is essential
to achieve project cost, schedule, and scope targets.
A major technique to achieve this is through change control, a classic boundary
management technique that includes the change control board (CCB), change orders,
and the new budget amendment concept.
2. Clear definition of static product interfaces. A clear definition of static product
interfaces is essential throughout the life of the project.
Static interfaces are those between established, relatively long-lived groups, such as
project management, functional, planning and control, and subprojects.
Competition may exist between these groups. It is important to take care to ensure
that the control data used to measure performance across the interfaces is as free from
bias as possible.
Poor definitions of the interfaces between principal static groups can lead to
organizational problems, such as blurred definitions of responsibility and the reporting
of unreliable data.
3. Integrity of project integration. Organizational factors should not be allowed to inhibit
project integration.
Organizational factors have a significant impact on the nature of dynamic interfaces.
Unfortunately, there is often a danger that they may inhibit rather than stimulate the
type of integration required.
4. Changing organization structure. Project organization structures generally must change
as the project develops.
As projects develop, the relative influence of various groups changes. Project
organization structures should reflect this change.
For example, as a built environment project moves from earthmoving to structure to

equipment erection and finishing work, there is a change in organizational influence.
5. Early, firm control of the design. Early, firm control of design is essential for effective
project control.
Firm control on finalizing the design is fundamental to project success. Although the
definition and subsequent management of this interface are difficult, it is important.
For example, a project that suffers from inadequate recognition and poor control of
the basic design/detailed design interface will see construction problems later in the
project.
56
6. Management of the design/production interface. This is the most critical project
interface and the most difficult to manage.
The design/project interface is challenging to manage because the differentiation
across it is so large. It is differentiated between systems having various technologies
and often between different organizations or organizational units.
The design/project interface is an information interface, often with time and territory
differences, and it is often vague and ill-defined.
It is important to identify this interface, assess schedule and organization integration
requirements, and set up clear and effective integrating mechanisms for coordinating
and controlling progress across the interface.
7. Effort is required on projects. In projects, the amount of project management effort
required is a function of the project characteristics, for example, size, speed, and
complexity.
The degree of differentiation in an organization, its basic objective, speed, and degree
of uncertainty are generally held to be key factors determining the amount of
integration it will require.
The integration required at an interface is a function of both the degree of difference
and the type of interdependence across it.
Relationship Between IM Implementation and Project Performance
Research conducted by CII shows a relationship between IM implementation and project
performance. This research consisted of interviews about projects ranging from a low to a high
level of IM implementation.
Mapping Project Performance Against the IM Maturity Model
IM implementation generally follows a gradual transition from an informal, or low-level, to a
formal, or high-level, IM.
To investigate the correlation between IM implementation and project performance, the

interviewed projects were divided into two groups, as shown in Table 5. The classification was
done according to the maturity model, which was mentioned earlier in this part of the course.
Low-Level IM Implementation High-Level IM Implementation
No IM Least formal IM Semiformal More formal Very formal

practice practice IM practice IM practice IM practice
Classification of Projects Based on Implementation Stage
57
Criteria Used to Assess Project Performance
CII’s research assessed performance criteria for several projects with different IM
implementation levels. The intent was to determine whether there was a significant difference
or trend of better project performance in the projects with a more formal, or high-level, IM
implementation.
To investigate the impact of IM on improving project performance, five performance criteria
were assessed:
1. Cost growth
2. Schedule growth
3. Management hours growth
4. Engineering hours growth
5. Construction hours growth
(To learn more about assessment criteria and the formulas they employ, download the PDF
from this eLearning course.)
Cost Benefits of IM Implementation

On average, the CII research team’s data analysis showed that projects with a high level of IM
implementation have almost five times better performance in terms of cost growth—or 3.7 %
versus 18.4 %—compared to projects with a low level of IM implementation.
The benefit that projects see when high-level IM is implemented can be as much as five times
the cost of implementation, according to CII’s research.
For example, for a hypothetical project valued at US$10 billion:

Cost. The cost of implementing IM might be US$20 million, or 0.2 % of its value.
Benefit. The benefit of implementing IM might be over US$100 million, or five times
the cost.
IM Implementation Impact Scenarios
Further research carried out by CII produced anecdotal evidence of a relationship between
project cost performance and the appropriate IM implementation.
The following scenarios are evidence of the cost savings or penalties that were associated with
either a successful or poor implementation of IM.
Improved performance scenario. On a project with a total cost of US$1 to 5 billion,

identifying and managing interface points (IPs) between interface stakeholders
resulted in less rework and early completion of the design by approximately 5 months.
This improved performance represented US$25 million in savings.
Resolve procurement issue scenario. On a project with a total cost of US$5 to 10 billion,
the design was subcontracted to several engineering contractors. In a design package
of US$45 million, the early identification of major IPs between the engineering
contractor and the procurement contractor resolved a procurement issue, which
resulted in US$10 million of savings.
58
Lack of appropriate IM scenario. On a project with a total cost of US$5 to 10 billion, the
lack of appropriate IM and the failure to recognize a supply and quality issue between
the engineering/procurement stakeholder and the construction stakeholder resulted
in a penalty of US$10 million per week incurred over several weeks.
5.3 Conclusion
This topic focused on the standard IM processes that are used to effectively manage interfaces
and implement IM at the organizational and project levels. You learned how IM business
processes align to the IM maturity model stages, how these processes can be implemented as
workflows and then executed using a workflow engine, how to set up a master interface plan
(MIP), and how to implement IM through every step of a project life cycle, as represented by
a roadmap. You also learned about the cost-benefit relationship between IM implementation
and project performance.
5.4 Further Reading

o Processes and workflows, p. 27
o Project-level implementation, p. 34
o Cost of IM implementation, p. 11
Search online for:
Journal Article
Morris, P. W. G. (1979). Interface management—An organization theory approach to

project management. Project Management Quarterly, 10(2), 27–37.
Online Article
Maloney, K. (2020). How do you structure project interfaces? coreworx.com

InterfaceManagement.com. (n.d.). Interface management procedure.
59
Part 6 | Capabilities Needed for
Interface Management
60
To effectively manage interfaces at scale, the key parties involved require a certain level of
capability across many core competencies. This topic covers the ideal structure and roles of an
effective interface management (IM) team, presents the interface management competencies
matrix, and details the stages of maturity needed for qualified people and practitioners. The
topic also discusses interface communication—including interface agreements and the seven-
step communication process—and examines the hierarchy of interfaces, as well as the three
levels of project interfaces where communication between stakeholders arises.
In this topic you will learn about:
Interface hierarchy and levels of project interfaces

Structure, roles, and responsibilities of IM
Core competencies, skills, and capabilities required for IM
Elements of the IM maturity model are necessary to ensure skilled and experienced
capabilities and behaviors are adopted as a routine part of the organization’s project
execution practice
6.2 Capabilities Needed for Interface Management
Context
The effective exchange of information is crucial to the success of any project. To achieve this,
there must be structured performance management and accountability of IM.
Involved parties require capability across several core competencies to effectively manage
interfaces at scale.
In Part 6, we will explore the different relationships that occur during IM and how core
competencies can be applied across different levels of project interfaces.
Interface Hierarchy and Levels of Project Interfaces
Due to their size and scale, large capital and megaprojects tend to have numerous interfaces
that require careful management.
During Part 3 of this course, you learned about the attributes of an interface. As you may recall,
an interface can be broadly categorized as either hard or soft.
When managing interfaces, it is important to consider not just the types of interfaces but the
interface-related communications that occur between parties as they seek to transfer
information or accomplish a task.
Interface Hierarchy
The diagram in Figure 20 illustrates the hierarchy and relationships between the elements of
an interface management system (IMS). It is a process-driven framework.
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Hierarchy and Relationship of IMS Elements
Interface stakeholders (see Figure 20a) are involved in several interface points (IPs) (see Figure
20b) and require deliverables—or pieces of information or tasks—to efficiently handle them.
Every IP consists of one or more interfaces and is formalized in an interface agreement (IA)
document (see Figure 20c). This document captures all of the details about a specific interface,
as well as its status in the project life cycle.
As a result, every IP gives rise to numerous IAs.

All IPs, IAs, and any associated interface action items (IAIs) (see Figure 20d) are managed using
an interface control document (ICD) (see Figure 20e). This document acts as a single source of
truth and should be regularly updated to ensure accuracy.
Interface Communication
Interface communication is accomplished by issuing IAs. This is done by the accountable party,
and the consulted party reviews the agreement and accepts whether they can provide the
deliverable within the specified time frame.
If the consulted party is not clear on the requested deliverable or has reservations or concerns
about the deadline, they will ask for more clarification or request a change.
This process is a negotiation and continues until all involved parties are satisfied with the
content of the agreement and deadline.
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Steps in the Communication Process
The communication process consists of the following seven steps:
1. A team member of the accountable party requests specific information or a task.
2. This request is generated via an interface agreement (IA) and sent to the accountable
interface coordinator or manager.
3. The interface coordinator or manager reviews the details of the agreement, as well as
the required date.
4. Next, they send the IA to the interface manager of the consulted party, who reviews
the requirements of the agreement.
5. With the collaboration of team members, the interface manager of the consulted party
accepts the agreement or requests clarification.
6. The interface agreement goes back and forth between the two parties until they agree
on the requirements of the agreement.
7. The interface manager of the consulted party is then responsible for providing the
information and/or deliverables by the agreed-upon deadline.
This process is time-bonded; involved parties must agree within a certain time frame to
prevent any unwanted delays. If they do not agree within the allocated time frame, the owner’s
interface manager becomes involved.
Levels of Project Interfaces

Communications between stakeholders within the scope of a project are classified into inter-
project and intra-project interfaces.
Additionally, a significant amount of interactions occurs between each directly involved

stakeholder and the other independent entities outside of the project. These are called extra-
project interfaces.
The three types of project interfaces are defined as follows:

Inter-project interfaces. These are interfaces between different stakeholders directly
involved in project planning and execution (for example, owner-contractor, contractor
A-contractor B). See Figure 21.
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Inter-Project Interfaces
Intra-project interfaces. These are interfaces within the organization of each

independent stakeholder involved in a project (for example, Department 1 and
Department 2 of a contractor, and between subcontractors of a contractor). See Figure
22.
Intra-Project Interfaces
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Extra-project interfaces. These are interfaces between the project stakeholders and
other organizations that are not directly involved in project execution. A good example
of this type of interface could be government permits or environmental organization
permits. Figure 23 shows extra-project interfaces.
Extra-Project Interfaces
Structure, Roles, and Responsibilities of Interface Team Members

To properly manage interfaces, the roles and responsibilities of project team members and any
stakeholders at interface points (IPs) must be clear. A team member’s role determines the flow
of information between different individuals, and whether they are active or passive
participants in completing interface requests.
Project members must ensure that their teams and stakeholders are meeting every milestone
in the master interface plan (MIP). Each project team member will have a designated role and
set of responsibilities, and they should monitor, track, and report progress to completion.
The Interface Management Team
A successful IM program requires the collaboration and commitment of all management levels
and key personnel. Several interface and project engineers are involved in completing interface
requests (IRs). However, the two roles that are key to IM on a project are the interface manager
and the interface coordinator, as shown in Figure 24.
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Interface Management Team
Responsibilities of an Interface Manager

Develops, implements, and manages the interface management plan (IMP)
Ensures consistency in the implementation of the IMP
Oversees and monitors internal and external interfaces
Maintains the master interface data register (IDR)
Regularly reports on the status of key interface activity
Ensures effective communication within and between interfaces
Responsibilities of an Interface Coordinator
Participates in interface meetings with affected/involved parties, as required, to
manage interfaces
Reviews outgoing interface requests (IRs) and acts as an IR approver
Ensures resolution of inbound IRs
Actively monitors the interface data register (IDR) to expedite requests and
open/update/close requests on behalf of their team
Provides collaborative interface resolution support
Serves as project liaison between contractors
Informs interface manager of potential impacts due to unsatisfactory response
Tools Used to Define and Assign Responsibility
The interface manager should ensure that all parties involved understand their responsibilities.
To achieve this, they use the interface responsibility matrix.
An interface responsibility matrix (shown in Figure 25) adopts the same principles as a project
RACI matrix but with a specific focus on IM. RACI stands for responsible, accountable,
consulted, and informed.
An interface responsibility matrix clarifies and formalizes each person’s responsibility, as well
as formalizes what the interfaces are between the work packages on the project.
66
Interface Responsibility Matrix
(Download an interface responsibility matrix spreadsheet from this eLearning course.)

RACI Matrix
The statuses in the interface responsibility matrix reduce or avoid risks by increasing visibility
and removing any ambiguity of the roles and responsibilities for each interface point (IP).
Visibility is achieved by including a clear and concise definition of roles and responsibilities
required to ensure that all interface requests (IRs) are completed in a controlled and timely
manner.
Roles are designated as follows:
Responsible. The person is ultimately responsible for the work to be completed. This
could be the person who performs the work or who directs others to do the work.
Accountable. This is the person who generates the interface request (IR) and who has
the legitimate authority to approve the adequacy of the work and make the final
decision to close the agreement.
Consulted. These are the people who have to be consulted for their knowledge and
expertise, such as labor relations, legal, and quality assurance.
Informed. These are the people who must know the status of the work or the decisions
that were made, whether as a matter of courtesy or to help them schedule their work
or the work of others.
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Core Competencies and Capabilities Required of Interface Team Member
In addition to the technical skills of a project manager, interface managers are responsible for
implementing and maintaining the IM process throughout the project life cycle by:
Developing and implementing project-specific IM work processes

Capturing the necessary interface agreements (IAs)
Monitoring progress to ensure that schedule requirements are maintained
Identifying or initiating any change requests that may arise out of the interface
requirements
Core competencies for both the interface manager and the interface coordinator ensure that
they are capable of successfully communicating between all levels and hierarchies involved in
the project.
Interface Management Competencies Matrix
The six core capabilities, seen in Figure 26, are captured in the interface management
competencies matrix.
Each of the competencies is ranked on the level of capability required for both an interface
manager and an interface coordinator.
Example Interface Management Competencies Matrix
The IM competencies are defined as follows:
Influencing and negotiation. The interface manager requires a significant level of

capability in this competency. Both the interface manager and interface coordinator
use persuasion to gain support and cooperation from stakeholders, superiors,
colleagues, subordinates, and other parties to achieve a desired course of action
consistent with the project’s strategic goals and objectives.
Influencing is the ability to affect behavioral change to achieve the desired result.
Negotiation is the process of reaching the desired result.
Key behaviors:
o Demonstrates ability to influence others when appropriate
o Maintains an awareness of goals and objectives and navigates solutions toward
desired ends, while maintaining relationships and supporting consensus
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o Uses all available information appropriately to guide decisions and negotiations
to meet objectives while acting with integrity
Leadership. This competency requires the interface manager to be a leader and to take
responsibility for leading, directing, and managing interface requests (IR) through to
delivery.
Leadership is the process of motivating a group of people to achieve a common goal.
In a business setting, this can mean directing workers and colleagues with a strategy to
meet the company's needs.
Key behaviors:
o Understands and supports the need for the interface request (IR)
o Accurately assesses the potential barriers and resources necessary for the
request
o Envisions and articulates the intended result of the request
o Develops an interface management plan (IMP) that includes milestones and
timelines
o Provides direction and focus during the implementation and for any IRs
o Identifies and enlists allies who support the interface actions and requests
o Provides resources, removes barriers, and acts as an advocate for those
completing the IR
Relationship management. The interface manager must develop and maintain effective
relationships with others to ensure that there are no barriers to completion.
The interface manager should be able to relate well to people from varied cultures and
backgrounds in different situations, showing understanding, courtesy, tact, empathy,
concern, and politeness.
Relationship management for interfaces is the supervision and maintenance of

relationships between all stakeholders across the three levels of IM.
Key behaviors:
o Relates to people in an open, friendly, and professional manner
o Cooperates and works to gain support and commitment from others when
performing tasks
o Discusses subjects in a constructive manner, with all levels of staff
o Fosters cooperation, collaboration, and communication to facilitate consensus
and accomplish tasks
o Demonstrates diplomacy by approaching others about sensitive issues in non-
threatening ways
o Fosters an environment conducive to open and transparent communications
among all levels
o Notices and accurately interprets what others are feeling, based on their word
choices, voice tones, facial expressions, and other nonverbal behavior
o Professionally presents oneself to maintain image and credibility
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Communication. Effective communication is needed to ensure ownership and clarity of
the request. This is a skill that requires a significant level of capability for both the
interface manager and the interface coordinator.
Communication is the process of delivering timely and accurate information to inform
all parties involved of the details necessary to perform/complete the interface request.
Key behaviors:
o Organizes expresses, and communicates ideas clearly in writing
o Actively listens; asks clarifying questions, and summarizes or paraphrases what
others have said to verify understanding
o Ensures that regular communication occurs based on the needs of the work,
the situation, the individual, or the management
o Uses analogies, visuals, and other techniques to tailor communications to
specific audiences
o Utilizes skills in presenting information, analysis, ideas, and positions in a clear,
succinct, accurate, and convincing manner as appropriate for the audience
o Identifies and uses effective communication channels and methods (e.g.,
presentations, electronic dissemination, and social media)
o Clearly and effectively conveys information verbally
o Asks appropriate questions
You can learn more about communication in the first course of this series, Construction
Project Communication Pro.
Problem-solving. The interface coordinator requires a significant level of capability for

this competency. The interface coordinator has to identify problems and use logic,
judgment, and data to evaluate alternatives and recommend solutions to achieve the
desired interface goal or outcome.
Problem-solving is the process of finding solutions to complex issues.
Key behaviors:
o Identifies and evaluates problems and possible causes to determine root causes
and impacts
o Generates solutions, taking into consideration political, organizational, and
individual differences
o Identifies options for solving a problem and evaluates the relative strengths and
weaknesses of each option
o Uses a logical method for organizing and analyzing information
o Coordinates with others within their network, subject matter experts, and/or
additional senior staff to interpret policies and procedures, offer advice, and
solve related problems
o Uses expertise in policies and procedures to identify problems, and makes
recommendations for addressing these via communication, job aids, training,
and more
o Researches issues thoroughly; does not jump to quick conclusions or formulate
opinions based on incorrect assumptions or inaccurate/incomplete information
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Decision-making. Decision-making requires the interface manager to have a significant
level of capability. The interface manager obtains information and identifies key issues
and implications to make informed and objective decisions.
Decision-making is the process of deciding about something important, especially in a
group of people or in an organization.
Key behaviors:
o Approaches a complex task or problem by breaking it down into parts and
considers each part in detail
o Seeks information about alternatives and chooses an option that meets a goal,
solves a problem, or avoids a risk
o Actively looks for discrepancies and inconsistencies in available information
o Considers the costs, benefits, risks, and chances for success when making a
decision
o Draws sound, fact-based conclusions, particularly when under pressure or faced
with ambiguity
o Makes informed, timely, and effective decisions, distinguishing between
relevant and irrelevant information, and consulting others, when appropriate
Introducing a Case Study for Further Reading
The Ivar Aasen project was a major oil and gas project on the Norwegian continental shelf. This
required key interface management skills and capabilities to deliver a comprehensive and
organizationally complex project involving over 140 global suppliers and subcontractors. This
project was the first major development project for the operator.
This case study examines some key lessons learned that highlight the importance of applying
soft and hard skills, such as relationship management and information flows, to avoid some of
the key challenges encountered in megaprojects.
To view this case study, please refer to the further reading at the end of Part 6.
Interface Management Maturity Model
You should now understand the relationships, hierarchies, roles and responsibilities, and core
competencies involved in IM.
In Part 2 of this course, we discussed how the interface maturity model can be adopted as part
of the implementation of IM. We explored the adoption of the enabling tools and systems
element in Part 4 and how the business processes element can be applied in IM
implementations in Part 5. Let’s look at how the remaining two elements, highlighted in Figure
27, can be applied to ensure that skilled and experienced capabilities and behaviors are
adopted as a routine part of the organization’s project execution practice.
71
To review, each basic element of the IM maturity model has five stages. Stage 0 is considered
the starting point for an organization that is just starting an IM implementation. Stage 4 is the
point at which IM is fully implemented across an organization on appropriate projects. The five
stages of maturity progress from informal to formal IM.
Stages of Maturity for Qualified People and Practitioners
Table 6 shows the various stages associated with how IM is implemented in organizations or
on projects ensuring skilled and experienced people utilize the work processes and systems,
thereby creating an effective IM environment for a project.
Task Utilize Select Establish an Establish an

coordinators experienced professionals IM function as IM career path
or project project with IM a formal part with the
engineers coordinators experience of a project requisite skills
coordinate with who can be management and experience
discrete appropriate either organization defined; then
project issues multidisciplinary formally to promote drive a
or scopes of backgrounds. trained in IM the role of the development
work for or externally interface program for
interfaces. sourced. manager. future interface
managers in
the
organization.
Stages of Maturity—Qualified People and Practitioners
72
Stages of Maturity for Sustaining Culture
Table 7 shows the various stages associated with how IM is implemented in organizations or
on projects, thereby sustaining organization and behavior that establishes IM as a routine part
of the organization’s project execution practice.
Recognize that Establish a few Assign IM Drive a Continue

the notion of good example advocates as thought- managing a
IM is neither projects on mentors to process sustaining
in the which IM has other projects change organization
organization been effectively on which an toward for IM, and
nor on any of used during IM process interface enumerate IM
the projects. execution and can be of identification benefits at the
use the persons benefit. and enterprise
involved in management level.
these projects on all projects
as IM advocates by
or establishing
ambassadors. best practices,
robust IM
systems, and
several IM
advocates.
Stages of Maturity—Sustaining Culture
6.3 Conclusion
The key people involved in IM need a certain level of capability across core competencies to
effectively manage interfaces at scale. In this topic, we covered interface communication,
including the seven-step communication process and levels of interfaces where
communication with stakeholders occurs, before examining the structure of an IM team and
the responsibilities of the two key members: the interface manager and the interface
coordinator. You learned how to use the interface management competencies matrix and
about the stages of maturity necessary to ensure skilled and experienced capabilities and
behaviors are adopted as a routine part of the organization’s project execution practice.
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6.4 Further Reading

o Hierarchy of IM elements, p. 6
o Interface management versus project performance, pp. 19-20
o Hierarchy of elements, p. 9
o What are the requirements for each maturity and implementation level? pp.
23-26
o Examples of IM spreadsheets, Appendix B, pp. 45-48
Search online for:
Online Articles
Calas, O. (n.d.). Structuring internal and external interfaces on an offshore project.
coreworx.com
Case Studies
Daniels, C., Farnsworth, C. B., & Weidman, J. (2014). Interface management on

megaprojects: A case study. Brigham Young University.
Hussein, B. (2018). Lessons learned from Ivar Aasen oil field project in Norway: Insights
on project characteristics, success factors and challenges.
74
Conclusion
Introduction
By completing this course, you have learned:
The fundamentals of interface management

How it is applied and managed effectively throughout the project life cycle
The tools and processes that are available to enhance interface management
The skills and core competencies required to embed IM into your project
You are ready to implement the processes and tools as well as build on the capabilities needed
to effectively implement interface management processes in built environment projects.
Key Takeaways

Interface management (IM) is the management of communications, relationships, and
deliverables among two or more interface stakeholders.
Research conducted by the Construction Industry Institute (CII) indicates that IM
implementation increases stakeholder alignment, facilitates communication across the
project, improves real-time visibility and oversight, and proactively mitigates risk.
Large capital projects and megaprojects need communication among vendors to take
place in a controlled environment that can be documented and assessed.
With IM methodology, you can standardize processes, tools, and templates while
optimizing communication. This is beneficial when working with multiple contractors,
subcontractors, and clients.
We discussed the benefits that adopting the IM maturity model and monitoring
ongoing work bring to your project.
We also addressed the various factors that contribute to the success of a project, and
we defined how interfaces should be managed.
Interface management maturity model:
o The Construction Industry Institute (CII) has conducted extensive research that
has led to the development of an IM maturity model.
o The purpose of CII’s IM maturity model is to enable built environment project
professionals to follow a structured approach when assessing and
implementing IM in their projects.
o Early implementation of IM helps project professionals identify potential risk
sources and makes them easier to mitigate.
Guiding the implementation of interfaces:
o Several factors could contribute to the interface complexity and risk level of a
project. It is therefore important to determine at which stage the project
currently stands concerning each of the four elements of the IM maturity
model, as well as the desired end state for each of these elements.
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o CII recommends using the project interface risk impact (PIRI) matrix, which is a
high-level decision-making guide to enable project professionals to identify the
extent of IM implementation required for a specific project.
o The interface complexity assessment tool (ICAT) is a Microsoft Excel-based
resource that prioritizes the interfaces between every pair of interface
stakeholders involved in a project.
Despite the growing need for built environment projects, the industry previously had
no commonly agreed-upon definitions for IM and its elements.
CII has sought to develop the fundamental definitions for IM elements. These
definitions can be found in the Glossary at the end of this guidebook.
In general, interfaces are classified as soft or hard. They can also be either internal or
external.
Interface management (IM) best practices recommend interfaces be formally
described, documented and agreed upon.
Project professionals should ensure that there is a rigorous configuration management
mechanism in place. This is to ensure interface documents are updated as they move
through the various stages of the agreed IM processes.
It is therefore good practice to implement a centralized interface data register (IDR) for
the whole project. Project professionals should log all interface agreement forms in the
project’s IDR. This will help ensure proper communication and transparency exists
between multiple parties on the project.
Some tools that address the requirements for each maturity and implementation level
include the master interface plan (MIP), IM spreadsheet, interface control document,
and IM software.
Technology can support the IM implementation process by improving efficiencies and
eliminating waste. We particularly looked at tools such as Interface Connect, Aconex,
and Assai software, and their offerings.
We also looked at how the PIRI matrix and ICAT can be used when implementing IM.
Framework for workflow-driven interface management: An interface management
system (IMS) is defined as a systematic approach to effectively identify and handle
interfaces (especially critical ones) throughout the project life cycle. Its six steps
include:
1. Interface Identification
2. Interface documentation
3. Interface transferring/package issuing
4. Interface communication
5. Monitoring and control
6. Interface closing
In this part, we looked at how to effectively manage interfaces and implement IM at
the organizational and project levels.
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You learned about the various stages associated with how IM is implemented in
organizations or on projects using project-level processes and procedures.
Standard IM processes can be implemented as workflows and then executed using a
workflow engine.
Management of all types of interfaces throughout the phases of the project life cycle
can be done with the master interface plan (MIP). Its purpose is to establish an IM
process to manage key interfaces that arise during the planning and execution of the
project.
IM implementation is appropriate at any stage of the project life cycle but is far more
beneficial in the early stages.
A roadmap summarizes IM implementation during the project life cycle. All projects
can use this as a guide.
We also looked at the relationship between IM implementation and project
performance as well as the cost and cost benefits of IM implementation.
To effectively manage interfaces at scale, the key parties involved require a certain level
of capability across multiple core competencies.
We looked at interface communication, which is done through issuing interface
agreements as well as via the seven-step communication process. We examined the
hierarchy of interfaces and three levels of project interfaces where communication
between stakeholders arises.
We reviewed the hierarchy and relationships between the elements of a process-driven
framework defined as the interface management system (IMS).
Structure and roles of an interface management team:
o To manage interfaces properly, there must be a clear understanding and
definition of the roles and responsibilities of project team members and any
stakeholders at interface points (IPs).
o A successful interface management (IM) program requires the collaboration
and commitment of all management levels and key personnel.
o The two roles that are key to IM on a project are interface manager and
interface coordinator.
o Each role holds its respective responsibilities within a project. The responsible,
accountable, consulted, and informed (RACI) matrix ensures all parties involved
fully understand their role.
Interface management competencies matrix:
o There are several core competencies, skills, and capabilities required for an
interface manager and interface coordinator to be successful.
o The six core capabilities are captured in the interface management
competencies matrix. These competencies include:
Influencing and negotiation
Leadership
Relationship management
Communication
Problem-solving
Decision-making
Stages of maturity for qualified people and practitioners:
77
o You learned that the IM maturity model can be adopted as part of the
implementation of IM.
o The IM maturity model stages associated with qualified people and
practitioners ensure skilled and experienced people utilize the work processes
and systems, thereby creating an effective IM environment on a project. These
people can sponsor the company-wide organization and adoption of IM
implementation.
o The maturity model stages associated with a sustaining culture focus on
establishing IM as a routine part of the organization’s project execution
practice.
78
Further Reading
o IM definitions, p. 7
o IM element story, p. 41
o Scope of interfaces, p. 43
o Master interface plan (MIP), p. 50
Search online for:
InterfaceManagement.com
o “What is interface management?”
o “Workflow and interface management system”

o Project success criteria (under “Current Interface Management
Implementation”), p. 15
o IM risk and complexity factors, p. 12
o IM benefits, p. 10
o IM implementation maturity model, p. 13
o Overall project interface complexity and risk level and its business impact on
the project, p. 15
o Project-level interference prioritization, p. 19
o Causes of IM failures, p. 32
Full-Size PIRI Matrix
Interface Complexity Assessment tool (ICAT)
o IM definitions and elements, p. 7
o Interface hierarchy, p. 9
o Interface classifications, p. 26
Interface Agreement Form
Interface Data Register
79
Search online for:
Paper

information models. Virginia Polytechnic Institute and State.
o IM recording, p. 50
o IM software, p. 51
o PIRI matrix, p. 101
o ICAT, p. 102
o Interface Management System (IMS), pp. 39, 40-42
Enabling tools/systems, p. 14
o Processes and workflows, p. 27
o Project-level implementation, p. 34
o Cost of IM implementation, p. 11
Search online for:
Journal Article
Morris, P. W. G. (1979). Interface management—An organization theory approach to

project management. Project Management Quarterly, 10(2), 27–37.
Online Article


o Hierarchy of IM elements, p. 6
o Interface management versus project performance, pp. 19-20
o Hierarchy of elements, p. 9
80
o What are the requirements for each maturity and implementation level? pp.
23-26
o Examples of IM spreadsheets, Appendix B, pp. 45-48
Search online for:
Online Articles
Calas, O. (n.d.). Structuring internal and external interfaces on an offshore project.
coreworx.com
Case Studies
Daniels, C., Farnsworth, C. B., & Weidman, J. (2014). Interface management on

megaprojects: A case study. Brigham Young University.
Hussein, B. (2018). Lessons learned from Ivar Aasen oil field project in Norway: Insights
on project characteristics, success factors and challenges.
81
References and Recommended
Reading
Aconex. (2018, March 15). Conquer interface management. Deliver successful projects. [Slide
Presentation]. SlideShare. Retrieved 2022.
https://www.slideshare.net/aconex/conquer-interface-management-deliver-
successful-projects-webinar-march-18-2015
Assai Software Services. (n.d.). As-built—Assai document control and management software.
Retrieved 2022. https://www.assai-software.com/as-built
Beck Group. (2015). An analysis of design/build vs. design-bid-build.
https://www.beckgroup.com/wp-
content/uploads/2015/06/DesignBuildVsDesignBidBuild.pdf
Caglar, J. P., & Connolly, M. (n.d.). Interface management—Effective information exchange
through improved communication.
https://www.interfacemanagement.com/im/resources/interface-management-
research/docs/1163%20interface%20paper_low.pdf
information models. [Doctoral dissertation, Virginia Polytechnic Institute and State
University]. https://vtechworks.lib.vt.edu/handle/10919/28410
Construction Industry Institute. (2014). (IR302-2) Interface management implementation
guide. Austin, TX: University of Texas. https://www.construction-
institute.org/resources/knowledgebase/knowledge-areas/project-program-
management/topics/rt-302/pubs/ir302-2
Construction Industry Institute. (2014). (RS302-01) Interface management. Austin, TX:
University of Texas. https://www.construction-
management/topics/rt-302
Construction Industry Institute. (2015). (RR302-11) Interface management. Austin, TX:

University of Texas. https://www.construction-
management/topics/rt-302/pubs/rr302-11
Coreworx Inc. (n.d.). Formalize contractor collaboration alignment with interface connect.
https://www.coreworx.com/coreworx-products/interface-management?hsLang=en
Coreworx Inc. (2022). What is interface management. https://www.coreworx.com/coreworx-
products/interface-management/what-is-interface-management-lunch-and-learn-
webinar-series
82
Daniels, C., Farnsworth, C., & Weidman, J. (2014). A case study: Interface management on
megaprojects. Associated Schools of Construction.
Design-Build Institute of America (DBIA). (n.d.). What is design build?
https://www.dbiarockymountain.org/what_is_design_build.php
Elsevier, B. V. (2022). Design-bid-build.
https://www.sciencedirect.com/topics/engineering/design-bid-build
InterfaceManagement.com. (2022). What is interface management?
https://www.interfacemanagement.com/im/resources/about-interface-management
InterfaceManagement.com. (n.d.). Building an interface management team within a project.
https://www.interfacemanagement.com/im/resources/interface-management-team
InterfaceManagement.com. (n.d.). Interface management – OPG’s perspective.
research/docs/Offshore%20Process%20Gas%20Interface%20Management.pdf

procedure?t10
Khadimally, R. (2011). Project interface management. PMI Houston Energy Corridor Meeting.
Morris, P. W. (1979). Interface management: An organization theory approach to project
management. Project Management Quarterly, 10(2), 27–37.
National Institutes of Health. (2022). Competencies at NIH. https://hr.nih.gov/working-
nih/competencies
Nooteboom, U. (2004). Interface management improves on-time, on-budget delivery of
megaprojects. Journal of Petroleum Technology, 56(08), 32–34.
Shokri, S. (2014). Interface management for complex capital projects. University of Waterloo.
83
Glossary
Term Definition
Contractual Interfaces Occurs when two or more stakeholders interconnect through a contractual
agreement.
Design-Build (DB) (or A parallel and concurrent approach to project delivery, where multiple phases may
Fast-Track Projects) overlap in the interest of achieving an improved schedule end date. In this method,
one entity—the design-build team—works under a single contract with the project
owner to provide design and construction services.
Design-Bid-Build (DBB) A sequential, linear approach to project delivery, with each phase ending before the
next phase begins; is typically used to achieve greater cost certainty by sequencing
the phases and minimizing overlap. This is the traditional method, where the owner
contracts separately with a designer and a contractor.
Dynamic Interfaces Occur due to the activity and interdependencies generated by the way the project
develops over time.
External Interfaces Interfaces identified between two or more scopes of work.
Extra-Project Interfaces Interfaces between the project stakeholders and other organizations that are not
directly involved in project execution. A good example of this type of interface could
be government permits or environmental organization permits.
Functional Interfaces Interfaces that involve functional requirements between systems.
Hard Interfaces Interfaces that represent physical connections between two or more components or
systems.
Interfaces Connection points between the different project parties. They reflect the
interdependencies that exist between organizations, clients, contractors, suppliers,
and subcontractors. They also describe their roles and deliverables.
Interface Action Items Include the tasks or activities that are performed to provide the deliverables defined
(IAIs) and agreed upon in each interface agreement.
Interface Agreement (IA) A formal and documented communication between two interface stakeholders
regarding an interface point. It contains deliverable descriptions, due dates, and
required actions. Implemented via an interface agreement form.
Interface Complexity A Microsoft Excel-based resource that prioritizes the interfaces between each pair of
Assessment Tool (ICAT) interface stakeholders involved in a project; a lower-level tool used to assess and
prioritize interface points from the project perspective.
Interface Control The documentation that identifies and captures interface information and any
Document/Drawing (ICD) approved interface change requests. ICDs are useful when separate organizations are
developing design solutions to be adhered to for a particular interface.
Interface Data Register A log of all interface agreement forms (IAFs) for a project, updated whenever changes
(IDR) are made; provides a way to review all IAFs easily and regularly to assess their status
based on when they are required by the project.
Interface Management The management of communications, relationships, and deliverables among two or
more interface stakeholders.
Interface Management See master interface plan (MIP).
Plan (IMP)
Master Interface Plan A document that describes, in detail, how to manage interface points (IPs) and
(MIP) interface agreements (IAs). It includes the management procedures and activities for
the effective delivery of internal and external IPs throughout the project life cycle. It
may also include the common types of project IPs, the project deliverables, and the
responsibilities of interface stakeholders.
84
Interface Control The physical representation of the interface point (IP), which may be included or
Document/Drawing (ICD) attached to the interface agreement or other documents; the basic building block
that most organizations use to identify and capture the interface information and the
approved interface change requests; closely connected to the interface agreement.
Interface-Influencing Fifteen factors are assessed on the interface complexity assessment tool (ICAT).
Factors (IIF)
Interface Management Developed by CII as the core of its best-practice implementation approach for built
Maturity Model environments; serves to enable built environment project professionals to follow a
structured approach when assessing and implementing interface management for
their project based on four elements: business processes, enabling tools and systems,
qualified people and practitioners, and sustaining culture.
Interface Management The basic tools for managing and registering interface points (Ips) within a project.
Spreadsheets and Each IP may include several interface agreements (IAs) that serve as the documented
Registers form of communicating the deliverable. Aligns to Stage 1 of the maturity model.
Interface Management Tools to improve efficiencies and eliminate waste. They are a fundamental element in
Software and Tools improving the maturity of interface management on a project.
Interface Point (IP) A part of the project’s scope, as defined by project documents, in which the
responsibility passes from one interface stakeholder to another. IPs can be hard or
soft. A template is typically used to register an interface point.
Interface Register A central repository of interface data, which is available to users located worldwide.
Interface Responsibility Adopts the same principles as a project RACI matrix but with a specific focus on
Matrix interface management to clarify and formalize each person’s responsibility, as well as
formalize what the interfaces are between work packages on the project.
Interface Stakeholder A stakeholder, stakeholder group or organization involved in a formal interface
management agreement within an interface management plan for a project.
Inter-Project Interfaces Interfaces between different stakeholders directly involved in project planning and
execution (for example, owner-contractor, contractor A,-contractor B).
Internal Interfaces Interfaces identified within a single scope of work.
Intra-Project Interfaces Interfaces within the organization of each independent stakeholder involved in a
project (for example, Department 1 and Department 2 of a contractor, and between
subcontractors of a contractor).
Knowledge Interfaces General information that is exchanged between parties.
Organizational Interfaces Interactions between various parties involved in a project.
Physical Interfaces Actual physical connections between two or more construction elements or
components.
Project Interface Risk A high-level decision-making guide that enables project professionals to identify the
Impact (PIRI) Matrix extent of an interface management implementation required for a specific project.
Considers various degrees of overall project interface complexity and risk level, as well
as the project’s business impact on the organization.
Resources Interfaces The interaction between equipment, labor, materials, space, or information necessary
to design and construct a product and its components.
Social Interfaces Captures the interactions of human involvements in complex projects and defines
how the project parties will work together through social interfaces.
Soft Interfaces Typically involves the exchange of information such as design criteria, clearance
requirements, or utility needs between delivery teams or between a delivery team
and an external party; requires social contracts.
Static Interfaces Represents relationships between ongoing subsystems, such as engineering and
procurement.
85

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Construction Interface Management

CONTENTS OF GUIDEBOOK ............................................................................................................... 2

About This Course

This course is organized into six parts as follows:

Interface Management CII 302-1

What Is Interface Management?

Complexity and scale of megaprojects

Classify different interfaces by type and category

Design and apply effective IM practices

Identify the standard IM processes and workflows

Interface management (IM) is the management of communications, relationships, and

Purpose of IM in built environment projects

1.2 Interface Management in Construction Projects

IM has become an important discipline in built environment

Interface management (IM) – The he management of communications, relationships, and

Interface stakeholder – A stakeholder, stakeholder group, or organization involved in a formal

External interfaces – Those

Hierarchy and Relationship of IMS Elements

Increased stakeholder alignment

1.4 Further Reading

Downloadable PDFs (from the eLearning course):

2.2 Interventions Throughout the Project Life Cycle

Maturity model adoption

How well deliverables are defined, which is first and foremost

Project-specific IM aspects to review and agree on include:

Existence of numerous suppliers and subcontractors

The CII IM Maturity Model

The IM maturity model, shown in Figure 2, contains these four elements:

Business processes. How IM is implemented on projects. This is normally documented

Interface manager is correlated to the “qualified people and practitioners” maturity

The Interface Complexity Assessment Tool (ICAT)

Interface-Influencing Factors (IIF)

2.4 Further Reading

Downloadable PDFs (from the eLearning course):

In this topic you will learn:

3.2 Attributes for a Good Interface

Typically involves the exchange of Represents physical connections

Identified within a single scope of Identified between two or more

Physical Actual physical connections between two or more construction

Functional Functional requirements between systems.

Contractual Occurs when two or more stakeholders interconnect through the

Organizational Interactions between various parties involved in a project.

Resources Interaction between equipment, labor, materials, space, or

Social Important because they capture the interactions of human

Static Not a function of the way the project develops.

Dynamic Arises due to the activity and interdependencies generated by the

Necessary Attributes for Each Interface

Unique interface number

Interface Agreement Form (IAF) Example

Interface Configuration Management

Interface Data Register Example

Project professionals should ensure that there is a rigorous configuration management

3.4 Further Reading

Downloadable PDFs (from the eLearning course):

Chen, Q. (2007). An object model framework for interface management in building

4.2 Interface Management Tools and Design Processes

The CII IM Maturity Model

Stage 0 Stage 1 Stage 2 Stage 3 Stage 4

Use traditional Manually track Deploy a tool Use a stand- Implement a