Integration Management

Integration Management is the coordination of different actions and processes that are integral to the completion of a project. Project Charter Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Change Control Close Project or Phase

The first phase of integration management is developing a project charter, which is performed during the initial of the project. The Project Charter is the formal authorization of a project or a phase of a project. This is typically a well defined document that describes the business requirements, the reason for the work, the project background, and other high level information about the project. This document should also describe the project boundaries and deliverables. Ultimately when approved by the project sponsor, the project charter gives the PM the authority to start allocating resources. Contents of a Project Charter include: Project Requirements and Expectations Stakeholder Influences Business Needs Resource Allocation Project Justification Project Assumptions and Constraints PM assignment and responsibilities Budget Summary

S M A R T When developing a project charter, a PMP must be S.M.A.R.T. pecific - Describe the targeted area of improvement easurable - Quantify how to measure progress ssignable - Specify who will complete the work ealistic - Describe the intended, achievable results ime-related - Specify when results should be expected

There are several tools that can be used to develop a well defined project charter. Key tools to use: Expert Judgement. This technique is based on using or finding people who have acquired knowledge is a specific project area and making a judgement call based that specific expertise. Project Management Methodology (PMM). This tool uses different project methodologies to provide step-by-step instructions to address a specific project phase. Some common methodologies are using Six Sigma, a Waterfall methodology (using static phases executed in a specific order), and a Critical Path Method (step-by-step instructions for actions that are interdependent). Project Selection Methods. These are the various ways to chose which phase to work on when such as the benefit measure (comparing calculated cost benefits) and mathematical modeling. Combining these techniques to help brainstorm, resolve conflict, and solve any lingering problems with the project phase that the charter is authorizing will lead to a well defined project charter.

Cplanning phase of the project, the process to develop the project management is performed. Project Charter Project Management Plan Direct and Mange Project Work Monitor and Control Project Work Change Control Close Project or Phase

A Project Management Plan documents all the necessary actions to execution, manage, and close a project. The Project Management Plan is the formal document that can either summarize all the necessary actions or provided a detailed description of each intended action. This document is the culmination of several management plans. Subsidiary management plans: Scope Communication Resources Schedule Procurement Cost Baseline Cost Schedule Baseline Quality Baseline Quality Process Improvement Plan Risk Risk Milestones Change Control

A key aspect of the Project Management Plan is baselining. Baselining is the validation and approval of key stakeholders on different aspects of the project such as cost, scope, and quality. Once these aspects are baselined, if changes are needed as the project progresses, a formal change control must be implemented. This involves consulting senior management about the proposed changes. Baseline Examples: Cost Baseline is the specific points during a project where costs will be incurred. This baseline will justify the cost as well as specify how much cost there will be. Schedule Baseline is specification of when certain actions or processes will occur during the project. This will also layout when the project is supposed to be closed. Performance Measurement Baseline is the approved plan for the scope, schedule, and cost for the project work.

Another key aspect of developing the Project Management Plan is maintaining the configuration management system. The Configuration Management Tool documents all the changes to project deliverables and to scope baselines. The purpose of the tool is to manage and control change throughout the project by physically documenting the physical characteristics of the formal project documents. The two parts to this tool are the Configuration Management System and the Change Control System. The Configuration Management System is typically a software or location that contains the most up-to-date project specifications or processes. The Change Control System is used to mange all the formal documents that track project changes. Note: The most up-to-date versions of project documents should always be managed in the configuration management system to ensure that the project runs successfully.

The Direct and Manage Project Work step occurs in the execution phase of the project. Project Charter Project Management Plan Direct and Mange Project Work Monitor and Control Project Work Change Control Close Project or Phase

The Direct and Manage Project Work process is when work is performed to achieve the project requirements per the Project Management Plan. Processes and Constraints Organizational Policies Procedures Work Guidelines Historical Information Organizational Infrastructure Information Systems The focus of the Direct and Manage Project Work process is to create the project deliverables, collect data for reports, manage resources, and document the lessons learned. Organizational processes and constraints. Common processes and constraints:

The PMP should implement process improvement plans and change requests during this process. If a defect is found a change request needs to be approved during the process and a process improvement plan should be put into place. A Change Request is a formal proposal to modify a document, deliverable, or baseline. Approved change requests may include preventive, corrective, and defect repair actions. Corrective Actions are activities put in place to realign the performance of the project work with the project management plan. Preventive Actions are activities that ensures the future project performance is aligned with the project management plan. Defect Repair is when action is taken to modify a nonconforming product or product component.

Direct and Manage Project Work There are several resulting factors that a successful Direct and Manage Project Work project can yield. Scope Validation Schedule Control Direct and Manage Project Work Quality Control Project Work Communication Procurement Risk Control Stakeholder Engagement Note: Face to Face meetings are considered most effective when discussing project work. Most the time spent on the project work will occur in this phase.

The Monitor and Control Project Work process is performed in the monitoring and control phase of the project. Project Charter Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Change Control Close Project or Phase

The process to Monitor and Control Project Work involves tracking and going through the project’s progress. During the Monitor and Control Project Work process, the real time progress of the project is compared to the predicted progress detailed in the project management plan. Through this comparison, trends and actions that can help achieve project targets can be developed. Monitor: collect information about performance, develop forecasts for future work, track and analyze risks, communicate progress, produce performance measures And Control: compare progress to project management plan compile and analyze information, create trends, analyze variances, recommend future actions needed

There are several key terms associated with the work completed in the Monitor and Control Project Work phase. Key terminology: Work Performance Data. This is the raw data and measurements gathered during project tasks as the project work is being completed. Work Performance Information. This is the performance data collected from the numerous control processes. The information collected is analyzed as it is gathered. Work Performance Reports. Compiled work performance information presented in a way that is intended to create discussion and awareness about the progress and performance of the project. The information compiled is compared to the results predicted in the project management plan. Threshold. A value of cost, time, quality, or resource that is used as a target point. Often included in the project specifications, surpassing the threshold should result in some action being taken.

The Monitor and Control Project Work process encompasses many actions that take place in other processes as well. Direct and Manage Project Work Project Team begins to develop deliverables. Develop Control Processes Scope, schedule, cost, communication, risk, and stakeholder engagement processes are developed. Gather Work Performance Data Performance information is gathered, compared, and analyzed for variances. Monitor and Control Project Work Performance information is combined and analyzed. Work Performance Reports Reports are developed to describe project status.

Project Management Plan The process to Perform Integrated Change Control is performed during the monitoring and control phase. Project Charter Project Management Plan Project Execution Project Work Change Control Close Project or Phase

Monitor and Control Project Work focuses on managing how the scope is executed whereas Change Control focuses on managing change. The process to Perform Integrated Change Control deals with the management of change requests that are generated throughout the project. These changes can be results of missed requirements, view of stakeholders, or misunderstandings. In order to properly review the change request, a Change Control Board should be formed. This board is the deciding factor to approve or reject the change requests since after the project scope is baselined, each change request must go through a control review process and documented in a change log. Project Change Log Project: Project Manager: # Origin Description of Change Date Received Date Assigned Scope Impact Schedule Impact Cost Impact Approved? (Y/N) 1 2 3

Project Managers must actively control changes. PMPs should be aware of any deviations from any aspect of the project management plan. When changes are made, the correction actions should be managed efficiently and quickly to ensure no loss of scheduling. Once the corrective action has been made, the PMP should make sure that no other further measures need to be taken. A general process should be develop to help efficiently manage a change request. Identify Need Assess change impact Create Change Request Meet with stakeholders Meet with Change Control Board Request for funding if needed Example change request process:

The final process in Integration Management is the Close Project or Phase process. Project Charter Project Management Plan Direct and Mange Project Work Monitor and Control Project Work Change Control Close Project or Phase

Throughout a project or phase lifecycle, the progress made should be tracked and compared to the overall scope. Common tools used be PMPs to track progress are a burn down chart or a burn up chart. The choice of which chart to use depends on PMP preference. Burn down charts display the remaining work to be accomplished. Burn up charts display the total work to be completed per the scope and the total amount of work complete on the same chart. Note: Once the remaining work on the burn down chart is zero or the scope matches the completed work on the burnup chart, the PMP can start formally closing the project or phase.

During the closing of a project phase or project, the PMP must ensure that all activities are completed and formally closed out. In order to formally close a phase, activity, or project, a PMP must compare the completed deliverables to the expected deliverables described in the project management plan. By the end of the project or phase, all deliverables should be completed and approved. Generally expert judgement is used to determine that everything is completed. There are also Organizational Process Assets (OPAs) that help describe the closure criteria. Key OPAs: Performance Reviews. The project team should meet with the customer at the end of a phase or project to discuss the performance of the overall project or phase. Risks should be assessed as well as any corrective actions. Project Document Updates. When a phase ends, risks and assumptions can be analyzed to make the next phase successful. Any finding, changes, or risks that have been formally reviewed can be used to update documents for the next phase. Lessons Learned. A list of all the lessons learned throughout the project or phase should be collected during closure. This practice will help to integrate the lessons learned into future projects or phases to ensure mistakes are not repeated. Note: The closure process will be completed for each phase and then at the end for the overall project.

Knowledge Check Start www.prolearninghub.com

1. Which process formally authorizes the project: A. Receive Project Approval B. Identify Project Manager C. Develop Preliminary Project Statement D. Develop Project Charter

2. Develop project charter is part of which process group: A. Initiation B. Planning C. Executing D. Monitoring and Control

3. Which of the following is not a process in the Project Integration Management Process group: A. Develop Project Charter B. Close Project or Phase C. Identify Project Manager D. Monitor and Control Project Work

4. Which of the following is not true about project charter? A. Project charter is written by the Project Manager. B. Project charter defines the purpose of the project C. Identify and authorizes the Project Manager D. Project charter is authorized by Executive Management

5. When Integration is used under Project Management, it includes all of the following activities except for: A. Unification B. Consolidation C. Communication D. Review

6. A planning method, which provides details of the work to accomplish, but also provide some preliminary description of the work to be done in later phases is called: A. Expert Judgement B. Rolling Wave C. Strategic D. Operational

7. The process of defining, preparing and organizing all subsidiary plans along with integrating them into the comprehensive project plan is known as. Develop Project Charter B. Develop Project Management Plan C. Project Process Groups D. Strategic Management

8. Each project phase is marked by completion of one or more: A. Tasks B. Milestones C. Deliverables D. Life cycles

9. For the developing a project charter of an IT project, the project manager utilized various inputs for it that exclude? A. Project statement of work B. Organizational Process Assets C. Enterprise Environmental Factors D. Schedule forecasts www.prolearninghub.com

10. While directing and managing a project, the activities undertaken by the project manager got the following output that excludes. A. Work Performance Data B. Change Log C. Change Requests D. Deliverables

The Results