Chapter 3: Project Integration Management

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Chapter 3Project Integration Management

• adopted from PMIs PMBOK 2000 and
• Textbook Information Technology Project
  Management

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Contents

• importance of Project Integration Management
• process of project integration management
• Project plan development
• Project plan execution
• Integrated change control
• Framework for Project Integration Management
• two domains core skill and project life cycle
• Project plan and its attribute
• Project plan execution
• Integration change control

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The Key to Overall Project Success Good Project
Integration Management

• Project managers must coordinate all of the other
  knowledge areas throughout a projects life cycle
• Many new project managers have trouble looking at
  the big picture and want to focus on too many
  details (See opening case for a real example)
• Project integration management is not the same
  thing as software integration

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Project Integration Management3 Processes

• Project plan development
• taking the results of other planning processes
  and putting them into a consistent, coherent
  documentthe project plan
• Project plan execution
• carrying out the project plan
• Integrated change control
• coordinating changes across the entire project

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Figure 3-1. Project Integration Management
Overview
Note The PMBOK Guide includes similar charts
for each knowledge area.
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Figure 3-2. Framework for Project Integration
Management
Focus on pulling everything to- gether to reach
project success!
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Project Plan Development

• 1st of 21 Planning phase process
• The process of taking the results of other
  planning processes and organizing them into a
  consistent, coherent document.
• guides execution and control.
• assist the project manager in leading the project
  team and assessing project status
• Project performance should be measured against a
  baseline project plan

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inputs to Project Plan Development

• Other planning outputs
• Documented outputs of the planning processes in
  the other knowledge areas
• Historical information
• includes lessons learned from past project and
  similar projects, and the particular customers
  history.
• Organizational policies
• defined in terms of the product and cover the
  full range of management concerns.
• Constraints
• include results of previous project decision and
  performance, relevant lessons learned from past
  projects, and history with a particular customer
  and with similar projects.
• Assumptions
• include the results of previous project decisions
  and performance, as well as relevant lessons
  learned from past projects, and the history with
  a particular customer and with similar projects.

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Tools techniques

• Project planning methodology
• Documents the characteristics of the product or
  service that the project was undertaken to solve.
  It also documents the relationship to a business
  need that created the project. It is really any
  structured approach used to guide the project
  team during the development of the project plan.
• Stakeholder skills and knowledge
• people using the product or service may have
  particularly valuable insights in developing the
  project plan.
• Project management information system (PMIS)
• include the systems, activities, and data that
  permit information to flow in a project. It also
  includes the tools and techniques used to gather,
  integrate, and disseminate the outputs of all
  project management processes.
• Earned value management (EVM)

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Outputs of Project Plan Development

• Project plan
• a document used to coordinate all project
  planning documents
• The project plan documents planning assumptions,
  decisions, and baselines for scope, cost, and
  schedule. As a formal, approved, and composite
  document, it contains subsidiary plans from the
  knowledge areas. It is used to guide execution
  and control of the project.
• Supporting detail
• includes the results of previous project
  decisions and performance, as well as relevant
  lessons learned from past projects, and the
  history with a particular customer and with
  similar projects.

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Attributes of Project Plans

• Just as projects are unique, so are project plans
• Plans should be dynamic
• Plans should be flexible
• Plans should be updated as changes occur
• Plans should first and foremost guide project
  execution

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Common Elements of a Project Plan

• Introduction or overview of the project
• Description of how the project is organized
• Management and technical processes used on the
  project
• Work to be done, schedule, and budget information

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Table 3-1. Sample Outline for a Software Project
Management Plan (SPMP)
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Stakeholder Analysis

• A stakeholder analysis documents important (often
  sensitive) information about stakeholders such as
• stakeholders names and organizations
• roles on the project
• unique facts about stakeholders
• level of influence and interest in the project
• suggestions for managing relationships

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Project Plan Execution

• 1st of 7 executing phase process
• It is the first core process of execution
• Project plan execution involves managing and
  performing the work described in the project plan
• The majority of time and money is usually spent
  on execution
• The application area or the project directly
  affects project execution because the products of
  the project are produced during execution

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Inputs to Project Plan Execution

• Project plan
• the formal, approved document used to guide
  project execution and control.
• Supporting detail
• Additional information or documents generated
  during development of the project plan. These
  details are outputs from other planning processes
  like technical documentation and documentation of
  relevant standards.
• Organization policies
• includes formal and informal policies, such as QC
  audits, continuous improvement targets, and
  personnel guidelines.
• Preventive action
• anything that reduces the probability of
  potential consequences of project risk events.
• Correction action
• anything that brings expected performance back in
  line with the project plan. They are outputs from
  the other knowledge areas.

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Tools techniques

• General management skills
• include leadership, communication, negotiation
  skills, problem solving, and influencing the
  organization.
• Product skills knowledge
• defined as part of resource planning and provided
  by the team members.
• Work authorization system
• a method for ensuring that qualified people do
  work at the right time and in the proper sequence
• any formal procedure for sanctioning project work
  to ensure completion. It can involve written or
  verbal authorizations to being work.

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Tools techniques (2)

• Status review meetings
• provide a regular exchange of information about
  the project with stakeholders.
• Project management information system (PMIS)
• special software to assist in managing projects,
  useful in collection, dissemination, and storage
  of information form other PM processes.
• Organizational procedure
• formal and informal procedures often useful
  during project execution. Some policies are a) QC
  audits b) continuous-improvement targets c)
  personnel guidelines.

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Outputs of Project Plan Execution

• Work results the outcome of activities
  performed. Work results are fed into the
  performance reporting process. These are the
  results monitored throughout all aspects of the
  project.
• Change requests formal requests, usually by the
  customer but possibly also from other team
  members, which expand or shrink project scope,
  modify costs and schedule estimates, as well as
  impact resources. These requests can be oral or
  written, direct or indirect, externally or
  internally initiated, and legally mandated or
  optional.

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Integrated Change Control

• 1st of 8 controlling phase process
• It covers those factors that ensure changes made
  to the project are beneficial. It is necessary to
  identify the change has actually occurred and has
  been requested.
• Three main objectives of change control
• Influence the factors that create changes to
  ensure they are beneficial
• Determine that a change has occurred
• Manage actual changes when and as they occur

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Figure 3-3. Integrated Change Control Process
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Inputs to Integrated Change Control

• Project plan
• the formal, approved document used to guide
  project execution and control. It provides the
  baseline for measuring and controlling. It
  includes the schedule and budget, as well as the
  knowledge area subsidiary plans such as the
  communications plan, risk management plan, and
  quality plan.
• Performance reports
• can alert the project team to issues that could
  cause problems in the future. Status reports
  describe the projects current standards.
  Progress reports describe the teams
  accomplishments.
• Change requests
• These are the result of a) external events (such
  as new governmental regulations) b) errors or
  omissions in defining the project scope c)
  errors or omissions in defining the project
  scope d) a value-added change (such as taking
  advantage of new technology)

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Tools techniques

• Change control system
• A collection of formal, documented procedures
  that define how project performance will be
  monitored and evaluated.
• It also includes the steps for changing official
  project documents. It includes paperwork,
  tracking systems, processes, and the level of
  approvals necessary to authorize the changes.
• Describes who is authorized to make changes and
  how to make them
• Often includes a change control board (CCB),
  configuration management, and a process for
  communicating changes
• CCB is a formal group of people responsible for
  approving or rejecting changes on a project
• Provides guidelines for preparing change
  requests, evaluates them, and manages the
  implementation of approved changes
• Includes stakeholders from the entire organization

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Tools techniques (2)

• Configuration management
• Documents the procedures used to apply technical
  and administrative direction and surveillance.
• Ensures that the products and their descriptions
  are correct and complete
• Concentrates on the management of technology by
  identifying and controlling the functional and
  physical design characteristics of products
• Configuration management specialists identify and
  document configuration requirements, control
  changes, record and report changes, and audit the
  products to verify conformance to requirements
• Performance measures
• determine if variances form the plan require
  corrective action.
• Additional planning
• required to generate new or revised plans in the
  other knowledge areas.
• Project management information system (PMIS)
• Tools and techniques to provide for the
  collection, dissemination, and storage of
  information form other PM processes.

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Change Control on Information Technology Projects

• Former view The project team should strive to do
  exactly what was planned on time and within
  budget
• Problem Stakeholders rarely agreed up-front on
  the project scope, and time and cost estimates
  were inaccurate
• Modern view Project management is a process of
  constant communication and negotiation
• Solution Changes are often beneficial, and the
  project team should plan for them

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Suggestions for Managing Integrated Change Control

• View project management as a process of constant
  communications and negotiations
• Plan for change
• Establish a formal change control system,
  including a Change Control Board (CCB)
• Use good configuration management
• Define procedures for making timely decisions on
  smaller changes
• Use written and oral performance reports to help
  identify and manage change
• Use project management and other software to help
  manage and communicate changes

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Summary

• importance of Project Integration Management
• coordination and have the big picture
• process of project integration management
• Project plan development
• Project plan execution
• Integrated change control
• Framework for Project Integration Management
• two domains Knowledge area and project life
  cycle
• Knowledge area scope, time, cost, quality, HR,
  communications, risk, procurement
• Project life cycle concept, development,
  implementation and close-out

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Summary (2)

• Project plan and its attribute
• Project plan execution
• managing and performing tasks stated in project
  plan
• involve time and money
• Skills management skills, product skill and
  specialized skills
• Tools work authorization system, status review
  meeting, project management software
• Integration change control
• former view on time and within budget gtscope,
  time and cost were inaccurate
• modern view constant communications and
  negotiation gt change are beneficial and should
  be planned
• Change control system a formal and document
  process gt authorization to make timely change
• Configuration management control, record and
  report change, and audit the product to verify
  conformance to requirement (after all the changes)

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Quiz

• All of the following are components of Project
  Integration Management except
• A. Initiation
• B. Project Plan Development
• C. Project Plan Execution
• D. Overall Change Control

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Quiz 2

• Which of the following is not an example of
  project integration management
• A. At project closure you transition the project
  operations into ongoing operations.
• B. Upon identifying a risk to the project you
  perform a risk analysis to ascertain the
  likelihood of the risk occurring and the impact
  on the project.
• C. Insuring that the product scope and the
  project scope are consistent.
• D. A change in the project scope necessitates
  changes to the schedule and the budget.