Centro de Estudos e Sistemas Avançados do Recife PMBOK - Chapter 4 Project Integration Management

Contents n Introduction to Project Integration Management n Project Plan Development n Project Plan Execution n Integrated Change Control n Glossary

Introduction to Project Integration Management n Includes processes required to ensure that the various elements of the project are properly coordinated. n Making tradeoffs meet or exceed stakeholders needs and expectations competitive objectives and alternatives

Carrying out the project plan Integrating and coordinating project plans: creating a consistent and coherent document Coordinating changes across the entire project Introduction to Project Integration Management Major processes of Project Integration Management Project Plan Development Project Plan Execution Integrated Change Control

n Some characteristics of these processes – They are primarily integrative – They interact with each other and with the processes in the other knowledge areas – They occur at least once in every project phase – They may overlap n Focus of this chapter – Processes, tools and techniques used to integrate these processes Introduction to Project Integration Management

Project Integration Management Overview Project Plan Execution Integrated Change Control Project Integration Management Inputs Tools and Techniques Outputs Project Plan Development

n Create a consistent and coherent document that can be used to guide both project execution and project control n This process is almost always iterated several times – Capture and decompose the work of the project: Work Breakdown Structure (WBS) – The defined work is planned, estimated and scheduled, and authorized: Control Account Plans (CAPs) Project Plan Development The sum of all the integrated management control plans will constitute the total project scope

n Project Plan is used to – Guide project execution – Document project planning assumptions – Document project planning decisions regarding alternative chosen – Facilitate communication among stakeholders – Define key management reviews as to content, extent and timing – Provide a baseline for progress measurement and project control Project Plan Development

n Other planning outputs – in the other knowledge areas – base documents, such as WBS – application area-specific inputs n Historical information n Organizational policies – Quality management – Personnel administration – Financial controls Project Plan Development - Inputs

n Constraints – Applicable restriction that will affect the performance of the project n Assumptions – Factors that are considered to be true, real or certain, for planning purposes – Generally involve a degree of risk Project Plan Development - Inputs

n Project planning methodology – structured approach used to guide project team during development of the project plan – it can be simple or complex – makes use of hard and soft tools n Stakeholder skills and knowledge – environment in which stakeholders can contribute appropriately Project Plan Development - Tools and Techniques

n Project management information system (PMIS) – tools and techniques used to gather, integrate and disseminate the outputs of project management processes – from initiating through closing – manual and automated systems n Earned value management (EVM) – Integrates project’s scope, schedule and resources – Measures and reports project performance Project Plan Development - Tools and Techniques

n Project plan – formal and approved document used to guide both project execution and project control – It may be summary or detailed – the same as Integrated project plan, in some application areas – Project plan X Project performance measurement baselines n Supporting details Project Plan Development - Outputs

Inputs Tools and Techniques Outputs Project Integration Management Overview Project Plan Execution Integrated Change Control Project Integration Management Project Plan Development

n Some characteristics of this process – Primary process for carrying out the project plan – The vast majority of the project’s budget is expended in performing this process – It is the project process that is most directly affected by the project application area – Performance against the project baseline must be continuously monitored  Corrective actions  Periodic forecast of the final cost and schedule results Project Plan Execution

n Project plan and supporting details – Output of the project plan development process n Organizational policies – It is also Input to the project plan development process n Preventive action – Anything that reduces the probability of potential consequences of project risk events n Corrective action – Anything done to bring expected future project performance in line with the project plan – Output of the various control processes Project Plan Execution - Inputs

n General management skills – Essential to effective project plan execution n Product skills and knowledge n Work authorization systems – Formal procedure for sanctioning project work to ensure that work is done at the right time and in the proper sequence – Value of the control X Cost of the control Project Plan Execution - Tools and Techniques

n Status review meetings – They will be held at various frequencies and on different levels n Project management information system (PMIS) n Organizational procedures Project Plan Execution - Tools and Techniques

n Work results – Information on work results is collected and fed into the performance reporting process – Tangible and intangibles deliverables n Change requests Project Plan Execution - Outputs

Inputs Tools and Techniques Outputs Project Integration Management Overview Project Plan Execution Integrated Change Control Project Integration Management Project Plan Development

n This process is concerned with – Influencing the factors that create changes to ensure that changes are agreed upon – Determining that a change has occurred – Managing the actual changes when and as they occur n It requires – Maintaining the integrity of the performance measurement baselines – Ensuring that changes to the project scope are reflected in the definition of the project scope – Coordinating changes across knowledge areas Integrated Change Control

n Project plan – Provides the baseline against which changes will be controlled n Performance reports – Provide information on project performance n Change requests – Oral / Written – Direct / Indirect – Externally / Internally initiated – Legally mandated / Optional Integrated Change Control - Inputs

n Change control system – Collection of formal and documented procedures that define how project performance will be monitored and evaluated – Includes the steps by which official project documents may be changed – Some characteristics  Group responsible to approving or rejecting proposed changes  Procedures to handle changes that may be approved without prior review Integrated Change Control - Tools and Techniques

n Configuration management n Performance measurement n Additional planning – Projects seldom run exactly according to plan n Project management information system (PMIS) Integrated Change Control - Tools and Techniques

n Project plan updates n Corrective action n Lessons learned – Include causes of variances, reasoning behind the corrective action chosen and other types of lessons learned should be documented Integrated Change Control - Outputs

n Assumptions and Constraints n Baseline n Control Account Plans (CAPs) n Earned Value Management (EVM) n Earned Value (EV) n Project charter n Project management information system (PMIS) n Project management software n Project plan n Work Breakdown Structure (WBS) Glossary

Centro de Estudos e Sistemas Avançados do Recife PMBOK - Chapter 4 Project Integration Management