Project Management

(Project Integration Management)

Project Integration Management

What is the main role of the project manager to perform integration. Project manager must coordinate all the groups and activities. This is project integration management. Project manager must make sure that everyone perform their role.

Project integration management covers the entire project life cycle.

Includes the processes required to ensure that the various elements of the project are properly coordinated.

Project Integration Management

Project management processes do not happen independently. A cost estimate needs to take into account risk reserves. A new resource added to the project may require changes in cost or schedule. In dealing with such situation, the project manager is integrating the processes of project management. Key function of project managers

Covers the high level work a project manager needs to do.

Project Integration Management

While the work of the project is being done:
The team members role is to concentrate on completing the work packages The project sponsors role is to protect the project from changes and loss of resources The Project managers role is to put all the pieces of the project together into one cohesive whole that gets the project done faster, cheaper and with fewer resources while meeting project objectives.

Project Integration Management

The Project Integration Management Knowledge Area includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. In the project management context, integration includes characteristics of unification, consolidation, articulation, and integrative actions that are crucial to project completion, successfully meeting customer and other stakeholder requirements, and managing expectations. Integration, in the context of managing a project, is making choices about where to concentrate resources and effort on any given day, anticipating potential issues, dealing with these issues before they become critical, and coordinating work for the overall project good.

The integration effort also involves making trade-offs among competing objectives and alternatives.

Project Integration Management

The need for integration in project management becomes evident in situations where individual processes interact. For example, a cost estimate needed for a contingency plan involves integration of the planning processes described in greater detail in the Project Cost Management processes, Project Time Management processes, and Project Risk Management processes. When additional risks associated with various staffing alternatives are identified, then one or more of those processes must be revisited.

The project deliverables also need to be integrated with ongoing operations of either the performing organization or the customers organization, or with the long-term strategic planning that takes future problems and opportunities into consideration.

Project Integration Management

Most experienced project management practitioners know there is no single way to manage a project. They apply project management knowledge, skills, and processes in different orders and degrees of rigor to achieve the desired project performance. However, the perception that a particular process is not required does not mean that it should not be addressed. The project manager and project team must address every process, and the level of implementation for each process must be determined for each specific project. Among the processes in the Project Management Process Groups, the links are often iterated. The Planning Process Group provides the Executing Process Group with a documented project management plan early in the project and then facilitates updates to the project management plan if changes occur as the project progresses.

Project Integration Management

Integration is primarily concerned with effectively integrating the processes among the Project Management Process Groups that are required to accomplish project objectives within an organizations defined procedures.

Project Integration Management Processes

Initiating Planning Executing Monitoring and Control Closing

Develop Project Charter Develop Preliminary Project Plan Develop Project Mgt. Plan Direct and Manage Project Exec. Monitor and Control Project Work Integrated Change Control Close Project

Project Integration Management Processes

Develop Project Charter: developing the project charter that formally authorizes a project or project phase. Develop Preliminary Project Scope Statement: developing the preliminary project scope statement that provides a high level scope narrative. Develop Project Management Plan: documenting the actions necessary to define, prepare, integrate and coordinate all subsidiary plans into a project management plan. Direct and Manage Project Execution: executing the work defined in the project management plan to achieve the projects requirements defined in the project scope statement. Monitor and Control Project Work: monitoring and controlling the process used to initiate, plan, execute, and close a project to meet the performance objectives defined in the project management plan. Integrated Change Control: reviewing all change requests, approving changes, and controlling changes to the deliverables and organizational process assets.

Close Project: finalizing all activities across all of the Project Management Process Groups to formally close the project or a project phase.

Project Integration Management

4.1. Develop Project Charter

Define business requirements what the project is to achieve High level feasibility justification technical and financial feasibility Secure formal commitment We must ensure that a well defined project charter exists. Project charter is not a project management plan. Issued by sponsor not the project manager. Created in the initiating process groups. Broad enough so it does not need to change as the project changes. Any change to the project charter should call into question whether or not the project should continue.

4.1. Develop Project Charter

The project charter is the document that formally authorizes a project. The project charter provides the project manager with the authority to apply organizational resources to project activities. A project manager is identified and assigned as early in the project as is feasible. The project manager should always be assigned prior to the start of planning, and preferably while the project charter is being developed. It is such an important document that a project cannot be started without one.

4.1. Develop Project Charter

The Project Charter is the primary tool and output of Initiation. It encapsulates the collective visions of the key stakeholders and passes it to the project team to enable, and as a basis for project planning. The Charter also authorizes the project.

Customer Key Stakeholders Project Sponsor

Project Charter

Project Manager

Project Team

Executives

4.1. Develop Project Charter

A project initiator or sponsor external to the project organization, at a level that is appropriate to funding the project, issues the project charter.

Projects are usually chartered and authorized external to the project organization by an enterprise, a government agency, a company, a program organization, or a portfolio organization.

4.1. Develop Project Charter

Projects are chartered as a result of one or more of the following: A market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages) A business need (e.g., a training company authorizing a project to create a new course to increase its revenues) A customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park) A technological advance (e.g., an electronics firm authorizing a new project to develop a faster, cheaper, and smaller laptop after advances in computer memory and electronics technology) A legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials) A social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide potable water systems)

4.1. Develop Project Charter

These stimuli can also be called problems, opportunities, or business requirements. The central theme of all these stimuli is that management must make a decision about how to respond and what projects to authorize and charter. Project selection methods involve measuring value or attractiveness to the project owner or sponsor and may include other organizational decision criteria. Project selection also applies to choosing alternative ways of executing the project.

4.1. Develop Project Charter

Chartering a project links the project to the ongoing work of the organization. In some organizations, a project is not formally chartered and initiated until completion of a needs assessment, feasibility study, preliminary plan, or some other equivalent form of analysis that was separately initiated.

Developing the project charter is primarily concerned with documenting the business needs, project justification, current understanding of the customers requirements, and the new product, service, or result that is intended to satisfy those requirements.

4.1. Develop Project Charter

The project charter, either directly, or by reference to other documents, should address the following information: Requirements that satisfy customer, sponsor, and other stakeholder needs, wants and expectations Business needs, high-level project description, or product requirements that the project is undertaken to address Project purpose or justification Assigned Project Manager and authority level Summary milestone schedule Stakeholder influences Functional organizations and their participation Organizational, environmental and external assumptions and constraints. Business case justifying the project, including return on investment Summary budget.

4.1. Develop Project Charter

Budget Justification

Stakeholder Roles/Authority Assumptions

Project Objectives

Constraints

Business Case Project Charter

Project Framework

Identified Risks

The Project Charter summarizes all of the pre-project planning by the stakeholders, management, and customers

4.1. Develop Project Charter Skeletal Example

Project Title and Description (What is the project?) Project Manager Assigned and Authority Level (Who is given the authority to lead the project and can (s)he determine, manage, and approve changes to budget, schedule, staffing, etc.) Business Need (Why is the project being done?) Project Justification (Business case on what financial or other basis can we justify doing the project?) Resources Pre-assigned (How many or what resources will be provided?) Stakeholders (Who will affect, or be affected by the project?) Stakeholders Requirements as Known (Requirements related to both product and project scope). Product Description / Deliverables (What specific product deliverables are wanted and what will be the end result of the project?) Constraints and Assumptions (A constraint is any limiting factor and assumption is something taken to be true, but which may not be true) Project Sponsor Approval

4.1. Develop Project Charter Benefits

Formally recognizes (authorizes) the existence of the project, or establishes the project. Gives the project manager authority to spend money and commit corporate resources. Provides the high-level requirements for the project. Links the project to the on-going work of the organization.

4.1. Develop Project Charter

4.1. Develop Project Charter

Inputs Contract (for external customers, when applicable) Project Statement of Work (SOW) Enterprise Environmental Factors Organizational Process Assets Tools and Techniques Project Selection Methods Project Management Methodology Project Management Information System Expert Judgment Output Project Charter

4.1. Develop Project Charter Project Statement of Work (SOW)

The SOW is a narrative description of products or services to be supplied by the project. For internal projects, the project initiator or sponsor provides the SOW based on business needs, product, or service requirements. For external projects, the SOW can be received from the customer as part of a bid document, for example, request for proposal, request for information, request for bid, or as part of a contract. SOW includes business needs, product scope description, and strategic plan.

4.1. Develop Project Charter Organizational Environment Factors

Company culture and existing systems that the project will have to deal with or can make use of.

Organizational Process Assets

Existing processes, procedures and historical information.

4.2. Develop Preliminary Project Scope Statement

The attempt to determine the project scope what must be done to accomplish the project. It is developed based on the information from the sponsor. Making sure that the project manager and sponsor have a similar understanding about project scope before planning begins.

Effort during the initiating process to obtain all the information needed in order to plan the project.

4.2. Develop Preliminary Project Scope Statement

The project scope statement is the definition of the projectwhat needs to be accomplished. The Develop Preliminary Project Scope Statement process addresses and documents the characteristics and boundaries of the project and its associated products and services, as well as the methods of acceptance and scope control. A project scope statement includes: Project and product objectives Product or service requirements and characteristics Product acceptance criteria Project boundaries Project requirements and deliverables Project constraints Project assumptions Initial project organization Initial defined risks Schedule milestones Initial WBS Order of magnitude cost estimate Project configuration management requirements Approval requirements

4.2. Develop Preliminary Project Scope Statement

What do I want?

Project SOW Project Management plan is bought into, approved, realistic and formal. Project Manager assists the sponsor with the character if necessary

Sponsor / Customer asks?

Company culture and existing system

Processes, Procedures and historical info.

Sponsor issues the charter

Project Manager Develops the preliminary project scope statement and the project management plan

4.2. Develop Preliminary Project Scope Statement

4.2. Develop Preliminary Project Scope Statement

Inputs Project Charter Project Statement of Work (SOW) Enterprise Environmental Factors Organizational Process Assets Tools and Techniques Project Management Methodology Project Management Information System Expert Judgment Output Preliminary Project Scope Statement

4.2. Develop Preliminary Project Scope Statement Project Management Methodology

How you will use project management on the project

What parts of the PMBOK guide you will use on your project

4.3. Develop Project Management Plan

Provides definitive statement to project approach - scope, cost, time, quality, human resource, communication, risk and procurement. All projects must include project management plan.

4.3. Develop Project Management Plan

Multi-page document based on input from the team and other stakeholders. It contains all the management plans and performance measurement baselines It is these baselines that will be used to measure the progress and completion of the project. Once completed, the project management plan is used as a day-to-day tool to help manage the project. Though it may evolve and change over the life of the project, it is designed to be as complete as possible when the project execution process group begins.

4.3. Develop Project Management Plan

Includes
The project management processes selected by the project management team

The level of implementation of each selected process

The descriptions of the tools and techniques to be used for accomplishing those processes How the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes, and the essential inputs and outputs How work will be executed to accomplish the project objectives How changes will be monitored and controlled How configuration management will be performed How integrity of the performance measurement baselines will be maintained and used The need and techniques for communication among stakeholders The selected project life cycle and, for multi-phase projects, the associated project phases

Key management reviews for content, extent, and timing to facilitate addressing open issues and pending decisions.

4.3. Develop Project Management Plan

The project management plan can be either summary level or detailed, and can be composed of one or more subsidiary plans and other components. Each of the subsidiary plans and components is detailed to the extent required by the specific project. These subsidiary plans include, but are not limited to: Project scope management plan Schedule management plan Cost management plan Quality management plan Process improvement plan Staffing management plan Communication management plan Risk management plan Procurement management plan

4.3. Develop Project Management Plan

4.3. Develop Project Management Plan

Inputs Preliminary Project Scope Statement Project Management Processes Enterprise Environmental Factors Organizational Process Assets Tools and Techniques Project Management Methodology Project Management Information System Expert Judgment Output Project Management Plan

4.3. Develop Project Management Plan

Configuration Management System
With all the documents that are part of product management plan and all the changes to them that will occur throughout the life of project, it would be wise to have a plan for making sure everyone knows what version of the scope, schedule and other components of the project management plan are the latest version The configuration management system may include a change control system and is part of the project management information system. It is designed in the planning process group and used in integrated change control process.

4.3. Develop Project Management Plan

Change Control System A collection of formal, documented procedures, paperwork, tracking system and approval levels for authorized changes. There can be change control system for each knowledge area in the project management. These systems are described in the management plan for each knowledge area and are implemented in integrated change control as part of the overall effort to control change. The collected change control system may include: A change control plan included in the project management plan outlining how changes will be managed. Creation of a change control board to approval all changes Change control procedure (how, who) Performance statistics Reports Change forms

4.3. Develop Project Management Plan

Work Authorization System If you think of a large project with team members from various locations, you might think it would be worth while to create a system for authorizing work notifying team members or contractors that they may begin work on a project work package. In many cases this system for authorizing work is a companywide system used on all projects, not created just for the project. Project Management Plan Approval Since the project management plan is a formal document that will be used to manage the execution of the project and includes items like completion dates, milestones and cost, etc. it must receive formal approval by management, the sponsor, the project team and other stakeholders. Formal approval means sign-off (signatures)

4.4. Direct and Manage Project Execution

Facilitate the development of project deliverables The Direct and Manage Project Execution process requires the project manager and the project team to perform multiple actions to execute the project management plan to accomplish the work defined in the project scope statement.

4.4. Direct and Manage Project Execution

Perform activities to accomplish project objectives Expend effort and spend funds to accomplish the project objectives Staff, train, and manage the project team members assigned to the project Obtain quotations, bids, offers, or proposals as appropriate Select sellers by choosing from among potential sellers Obtain, manage, and use resources including materials, tools, equipment, and facilities Implement the planned methods and standards Create, control, verify, and validate project deliverables Manage risks and implement risk response activities Manage sellers Adapt approved changes into the projects scope, plans, and environment Establish and manage project communication channels, both external and internal to the project team Collect project data and report cost, schedule, technical and quality progress, and status information to facilitate forecasting Collect and document lessons learned, and implement approved process improvement activities.

4.4. Direct and Manage Project Execution

4.4. Direct and Manage Project Execution

Inputs Project Management Plan Approved Corrective Actions Approved Preventive Actions Approved Change Requests Approved Defect Repairs Validated Defect Repairs Administrative Closure Process Tools and Techniques Project Management Methodology Project Management Information System

4.4. Direct and Manage Project Execution

Output Deliverables Requested Changes Implemented Change Requests Implemented Corrective Actions Implemented Preventive Actions Implemented Defect Repair Work Performance Information

4.4. Direct and Manage Project Execution

Project Planning Direct and manage project execution

New requested changes

Deliverables

Approved corrective actions, preventive actions and changes

Work performance information Implemented corrective actions, preventive actions, defect repair and previously approved changes.

4.5. Monitor and Control Project Work

Manage the project for time, cost, etc. Communication is essential. The Monitor and Control Project Work process is performed to monitor project processes associated with initiating, planning, executing, and closing. Corrective or preventive actions are taken to control the project performance. Monitoring is an aspect of project management performed throughout the project. Monitoring includes collecting, measuring, and disseminating performance information, and assessing measurements and trends to effect process improvements. Continuous monitoring gives the project management team insight into the health of the project, and identifies any areas that can require special attention.

4.5. Monitor and Control Project Work

The Monitor and Control Project Work process is concerned with:
Comparing actual project performance against the project management plan Assessing performance to determine whether any corrective or preventive actions are indicated, and then recommending those actions as necessary Analyzing, tracking, and monitoring project risks to make sure the risks are identified, their status is reported, and that appropriate risk response plans are being executed Maintaining an accurate, timely information base concerning the projects products and their associated documentation through project completion Providing information to support status reporting, progress measurement, and forecasting Providing forecasts to update current cost and current schedule information Monitoring implementation of approved changes when and as they occur.

4.5. Monitor and Control Project Work

4.5. Monitor and Control Project Work

Inputs Project Management Plan Work Performance Information Rejected Change Requests Tools and Techniques Project Management Methodology Project Management Information System Expert Judgment Earned Value Management Output Recommended Corrective Actions Recommended Preventive Actions Forecasts Recommended Defect Repair Requested Changes

4.5. Monitor and Control Project Work

Corrective Action Process
Change the project management plan Measure
approved

Is there variance?
yes

Manage the project to new project management plan

Is corrective action yes required?

Look at alternative actions to make recommendation on what corrective action to take

Monitor and control the project Measure effectiveness of previously implemented corrective actions
rejected

Submit to internal change control to approve or reject change

Look for more alternatives or accept the impact.

4.5. Monitor and Control Project Work

Defects Repair Process
Defects found while measuring during quality management Recommended defect repair - change requested as part of monitor and control project work processes Integrated change control process approves or rejects change. Defect repaired and validated

4.6. Integrated Change Control

It is a continuous process

Manage all project changes

Ensure all changes are fully integrated into the project. Changes need to go through change control process, i.e., all changes need to be documented and approved and the baseline updated. The Integrated Change Control process is performed from project inception through completion.

Change control is necessary because projects seldom run exactly according to the project management plan. The project management plan, the project scope statement, and other deliverables must be maintained by carefully and continuously managing changes, either by rejecting changes or by approving changes so those approved changes are incorporated into a revised baseline.

4.6. Integrated Change Control

This is where all the recommendations for changes, corrective actions, preventive actions and defect repairs are evaluated across all the knowledge areas and either approved or rejected. Changes to any part of the project management plan or the product of the project are handled in the integrated change control process.

4.6. Integrated Change Control

The Integrated Change Control process includes the following change management activities in differing levels of detail, based upon the completion of project execution:

Identifying that a change needs to occur or has occurred. Influencing the factors that circumvent integrated change control so that only approved changes are implemented. Reviewing and approving requested changes. Managing the approved changes when and as they occur, by regulating the flow of requested changes. Maintaining the integrity of baselines by releasing only approved changes for incorporation into project products or services, and maintaining their related configuration and planning documentation. Reviewing and approving all recommended corrective and preventive actions. Controlling and updating the scope, cost, budget, schedule and quality requirements based upon approved changes, by coordinating changes across the entire project. For example, a proposed schedule change will often affect cost, risk, quality, and staffing. Documenting the complete impact of requested changes. Validating defect repair. Controlling project quality to standards based on quality reports.

4.6. Integrated Change Control

Dealing with how to make changes Evaluate impact Create options Get internal buy-in

Get customer buy-in (if required)

4.6. Integrated Change Control

Process of making changes Prevent the root cause of change Identify changes Create a change request Assess the change Look at the impact of change Perform integrated change control Look for options Change is approved / rejected Adjust the project management plan and base line Notify stakeholders affected by the change Manage the project to the new project management plan.

4.6. Integrated Change Control

4.6. Integrated Change Control

Inputs Project Management Plan Requested Changes Work Performance Information Recommended Preventive Actions Recommended Corrective Actions Recommended Defect Repair Deliverables

Tools and Techniques Project Management Methodology Project Management Information System Expert Judgment

4.6. Integrated Change Control

Output Approved Change Requests Rejected Change Requests Project Management Plan (updates) Project Scope Statement (updates) Approved Corrective Actions Approved Preventive Actions Approved Defect Repair Deliverables

4.6. Integrated Change Control

Corrective Action and Integrated Change Control Process
Change the project management plan Measure
approved

Is there variance?
yes

Manage the project to new project management plan

Is corrective action yes required?

Look at alternative actions to make recommendation on what corrective action to take

Monitor and control the project Measure effectiveness of previously implemented corrective actions
rejected

Submit to internal change control to approve or reject change

Changes identified in project execution Change s identified in project monitoring and control

Look for more alternatives or accept the impact.

4.6. Integrated Change Control

Change Control Board Reviews change requests to determine if additional analysis is warranted Approves and rejects changes May include: Project Manager Customers and Stakeholders Experts Sponsor Others

4.7. Close Project

Many projects never gets properly closed. The Close Project process involves performing the project closure portion of the project management plan.

In multi-phase projects, the Close Project process closes out the portion of the project scope and associated activities applicable to a given phase. This process includes finalizing all activities completed across all Project Management Process Groups to formally close the project or a project phase, and transfer the completed or cancelled project as appropriate.
The Close Project process also establishes the procedures to coordinate activities needed to verify and document the project deliverables, to coordinate and interact to formalize acceptance of those deliverables by the customer or sponsor, and to investigate and document the reasons for actions taken if a project is terminated before completion.

4.7. Close Project

Two procedures are developed to establish the interactions necessary to perform the closure activities across the entire project or for a project phase: Administrative Closure Procedure Contract Closure Procedure

4.7. Close Project

Administrative closure procedure

This procedure details all the activities, interactions, and related roles and responsibilities of the project team members and other stakeholders involved in executing the administrative closure procedure for the project. Performing the administrative closure process also includes integrated activities needed to collect project records, analyze project success or failure, gather lessons learned, and archive project information for future use by the organization.

4.7. Close Project Contract closure procedure

Includes all activities and interactions needed to settle and close any contract agreement established for the project, as well as define those related activities supporting the formal administrative closure of the project. This procedure involves both product verification (all work completed correctly and satisfactorily) and administrative closure (updating of contract records to reflect final results and archiving that information for future use). The contract terms and conditions can also prescribe specifications for contract closure that must be part of this procedure. Early termination of a contract is a special case of contract closure that could involve, for example, the inability to deliver the product, a budget overrun, or lack of required resources. This procedure is an input to the Close Contract process.

4.7. Close Project

4.7. Close Project

Input Project Management Plan Contract Documentation Enterprise Environmental Factors Organizational Process Assets Work Performance Information Deliverables Tools and Techniques Project Management Methodology Project Management Information System (PMIS) Expert Judgment

4.7. Close Project

Output Administrative Closure Procedure Contract Closure Procedure Final Product, Service, or Result Organizational Process Assets (updates)

4.7. Close Project

Archive Project Assets Harvest lesson learned What did we do well? What we would like to repeat? What mistakes we made? How are we going to avoid them in the future? Distribute these lesson learned so that other can benefit from them

Project Management Information System (PMIS)

Standardized set of automated tools available within the organization and integrated into the system. The PMIS is used by the project management team to:

support generation of a project charter, facilitate feedback as the document is refined, control changes to the project charter, and release the approval document.
support generation of a preliminary project scope statement, facilitate feedback as the document is refined, control changes to the project scope statement and release the approved document.

support generation of project management plan, facilitate feedback as the document is developed, control changes to the project management plan, and release the approved document.
aid in the execution of the activities planned in the project management plan. to monitor and control the execution of activities that are planned and scheduled in the project management plan. It is also used to create new forecasts as needed. to support for the implementing an Integrated Change Control process for the project, facilitate feedback for the project and control changes across the project. to perform both administrative and contract closure procedures across the project.