Software Project Management Lecture 03: Project Integration Management Instructor: Aatif Kamal Dated: Oct , 2006

Copyrights: Aatif Kamal, NIIT (2003-04) The Key to Overall Project Success: Good Project Integration Management It includes the processes required to ensure that the various elements of the project are properly coordinated It involves making tradeoffs among competing objectives and alternatives to meet or exceed stakeholders needs and expectations Many new project managers have trouble looking at the “big picture” and want to focus on too many details Project integration management is not the same thing as software integration Copyrights: Aatif Kamal, NIIT (2003-04)

Project Integration Management Processes Project Plan Development: taking the results of other planning processes and putting them into a consistent, coherent document—the project plan Project Plan Execution: carrying out the project plan Integrated Change Control: coordinating changes across the entire project Copyrights: Aatif Kamal, NIIT (2003-04)

Project Integration Management Overview Note: The PMBOK Guide includes similar charts for each knowledge area. Copyrights: Aatif Kamal, NIIT (2003-04)

Framework for Project Integration Management Focus on pulling everything together to reach project success! Copyrights: Aatif Kamal, NIIT (2003-04)

Project Plan Development A project plan is a document used to coordinate all project planning documents This PPD process is almost always iterated several times Its main purpose is to guide project execution Project plans assist the project manager in leading the project team and assessing project status Project performance should be measured against a baseline project plan Copyrights: Aatif Kamal, NIIT (2003-04)

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 be the first and foremost guide project execution Copyrights: Aatif Kamal, NIIT (2003-04)

Project Plan Development Copyrights: Aatif Kamal, NIIT (2003-04)

Project Planning Methodology Structured approach to guide PPD team Standards, forms, templates and simulations It make use of hard tools (PM software) and soft tools (project startup meetings) Copyrights: Aatif Kamal, NIIT (2003-04)

Copyrights: Aatif Kamal, NIIT (2003-04) 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 Copyrights: Aatif Kamal, NIIT (2003-04)

Sample Stakeholder Analysis Copyrights: Aatif Kamal, NIIT (2003-04)

Earned Value Management (EVM) Technique used to both integrate the various processes and measure the performance of the project as it moves from initiations to completion Or EVM is a cost control concept developed to measure how much real progress is being made on a project, not just how much effort is being expended The basic concept in EVM is that it combines effort metrics (time acctg) with milestone achievement to measure real progress Copyrights: Aatif Kamal, NIIT (2003-04)

Project Management Information System Consist of the tools and techniques used to gather, integrate and disseminate the outputs of project management processes. Every project has sources of information that PM should tap like Configuration management and development matrices Meeting minutes and notices Issue logs (contains indication to problems) Defect logs contain quality information etc. Copyrights: Aatif Kamal, NIIT (2003-04)

Copyrights: Aatif Kamal, NIIT (2003-04) Project Plan is used Guide project execution Document project Planning assumptions Document project planning decisions regarding alternatives chosen Facilitate communication among stakeholders Define key management reviews as to content, extent and timing Provide baseline for progress measurement and project control Copyrights: Aatif Kamal, NIIT (2003-04)

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 Copyrights: Aatif Kamal, NIIT (2003-04)

Sample Outline for a Software Project Management Plan (SPMP) Copyrights: Aatif Kamal, NIIT (2003-04)

Project Planning – in practice Top 3 people Project Manager, Technical Leader, Project Controller Work very closely together to plan, control and execute the project The PM reviews contractual commitments and creates the plan to meet them Plan involves defining a life- cycle to be followed, estimating the effort and schedule, planning for quality & configuration & risk management Copyrights: Aatif Kamal, NIIT (2003-04)

Project Planning (Activities of Project Manager) Perform start up and administrative tasks Create the plan and schedule Define project objectives Identify suitable standard process for project execution Define the process for managing changes in Requirements Estimate the effort Plan for human resources and team organization Define project milestones and create a schedule Define quality objectives and quality plan to achieve them Identify risks and make plans to mitigate them Define a measurement plan for the project Define a training plan for the project Define project – tracking procedures Perform a review of the project plan and schedule Obtain authorization from senior management Orient the project team to the project management plan Copyrights: Aatif Kamal, NIIT (2003-04)

Copyrights: Aatif Kamal, NIIT (2003-04) What Went Wrong? Many people have a poor view of plans based on past experiences. Senior managers often require a plan, but then no one follows up on whether the plan was followed. For example, one project manager said he would meet with each project team leader within two months to review their plans. The project manager created a detailed schedule for these reviews. He cancelled the first meeting due to another business commitment. He rescheduled the next meeting for unexplained personal reasons. Two months later, the project manager had still not met with over half of the project team leaders. Why should project members feel obligated to follow their own plans when the project manager obviously did not follow his? Copyrights: Aatif Kamal, NIIT (2003-04)

Project Plan 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 Performance against the project baseline must be continuously monitored So corrective actions can be taken based on actual performance against the project plan Copyrights: Aatif Kamal, NIIT (2003-04)

Project Plan Execution Copyrights: Aatif Kamal, NIIT (2003-04)

Project Plan Execution -- Input Preventive action: Action to reduce the probability of potential consequences of project risk events Corrective action: Actions done to bring expected future project performance in line with the project plan. It is an output of various control processes As an input here it completes the feedback loop needed to ensure effective Project Management Copyrights: Aatif Kamal, NIIT (2003-04)

Important Skills for Project Execution General management skills like leadership, communication, and political skills Product skills and knowledge Team must have access to appropriate skill and knowledge, Necessary skills are defined as part of planning (resource planning) And provided through staff acquisition process Tools and Techniques for Project Execution Copyrights: Aatif Kamal, NIIT (2003-04)

Tools and Techniques for Project Execution Work Authorization System: a method for ensuring that qualified people do work at the right time and in the proper sequence Status Review Meetings: regularly scheduled meetings used to exchange project information Project Management Information System: Keep updating the PMIS through out execution , Synchronizing the information coming from different sources, it helps in focusing on the “Big Picture” Copyrights: Aatif Kamal, NIIT (2003-04)

Project Execution – in practice Executing the project plan Tracking the status of the project Estimate the effort Making corrections whenever the project strays from the project plan (i.e. tracking and controlling the implementation of the project process) Activities of the project manager include Execute the project as per the project plan Track the project status Review the project status with senior management Monitor compliance with the defined project process Analyze defects and perform defect prevention activities Monitor performance at the program level Conduct milestone reviews and re-plan if necessary Copyrights: Aatif Kamal, NIIT (2003-04)

Integrated Change Control Integrated change control involves identifying, evaluating, and managing changes throughout the project life cycle (Note: 1996 PMBOK called this process “overall change control”) Three main objectives of change control: Influence the factors that create changes to ensure they are agreed upon Determine that a change has occurred Manage actual changes when and as they occur Copyrights: Aatif Kamal, NIIT (2003-04)

Integrated Change Control Integrated change control requires Maintaining the integrity of the performance measurement baseline Ensuring that changes to the product scope are reflected in the definition of the project scope Coordinating changes across the knowledge areas Copyrights: Aatif Kamal, NIIT (2003-04)

Integrated Change Control -- Coordination 10.3: Performance Reporting Communications 4.3: Integrated Change control Integration Scope change control Schedule change control Cost change control Quality control Risk change control Contract Administration Subsidiary Change Control Coordinating changes Across the Entire Project Copyrights: Aatif Kamal, NIIT (2003-04)

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 Copyrights: Aatif Kamal, NIIT (2003-04)

Integrated Change Control -- Process Copyrights: Aatif Kamal, NIIT (2003-04)

Integrated Change Control Process Copyrights: Aatif Kamal, NIIT (2003-04)

Copyrights: Aatif Kamal, NIIT (2003-04) Change Control System A formal, documented process that describes when and how official project documents and work may be changed 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 Copyrights: Aatif Kamal, NIIT (2003-04)

Change Control Boards (CCBs) 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 Copyrights: Aatif Kamal, NIIT (2003-04)

Copyrights: Aatif Kamal, NIIT (2003-04) Making Timely Changes Some CCBs only meet occasionally, so it may take too long for changes to occur Some organizations have policies in place for time-sensitive changes “48 hour policy” allowed project team members to make decisions, then they had 48 hours reverse the decision pending senior management approval Delegate changes to the lowest level possible, but keep everyone informed of changes Copyrights: Aatif Kamal, NIIT (2003-04)

Configuration Management 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 Copyrights: Aatif Kamal, NIIT (2003-04)

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 Copyrights: Aatif Kamal, NIIT (2003-04)