BSBPMG501A Manage Project Integrative Processes Manage Project Integrative Processes Project Integration Processes – Part 1 Diploma of Project Management Qualification Code BSB51507 Unit Code BSBPMG501A

BSBPMG501A Manage Project Integrative Processes Project Integration Processes PMBOK Project Integration Management Processes Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase Project Integration Management processes relate to all of the processes within the other 8 key knowledge areas, most especially those which fall into the Planning, Monitoring & Controlling, and Closing process groups. PMBOK 4 th Edition

BSBPMG501A Manage Project Integrative Processes Project Integration Processes – Part 1 PMBOK Project Integration Management Processes Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase Some of the Project Integration Management processes are also covered under the other key knowledge areas (e.g. 4.1 is also covered in Manage Project Scope) as they are often done concurrently with processes performed within other process groups. PMBOK 4 th Edition

BSBPMG501A Manage Project Integrative Processes Project Integration Management Only Project Managers have the responsibility for managing the integrative processes of a project. This means that the project manager needs to work across all of the functions and tasks involved in project management and ensure that they are all working smoothly together. It often involves making tradeoffs between competing objectives and alternatives to meet or exceed stakeholder needs and expectations. Project Integration Management is the consolidation of all project management activities that relate to successful project completion, delivering on stakeholder expectations and meeting requirements.

BSBPMG501A Manage Project Integrative Processes Learning Objectives – Part 1 1.Identify and manage the interests and expectations of project stakeholders and the Project Sponsor 2.Ensure that the project objectives are reasonable and achievable 3.Develop project management plans that integrate all project management functions to achieve the defined outcomes 4.Understand the importance of engaging the Project Sponsor and senior stakeholders in the project planning and approval process 5.Understand how to direct and manage the execution of project work

BSBPMG501A Manage Project Integrative Processes Reading – Scope Processes Part 1 Please take some time to review the PMBOK Chapters 4.1, 4.2, 4.3 This could take 30 to 45 minutes

BSBPMG501A Manage Project Integrative Processes 4.1 Develop Project Charter The process of developing a document that formally defines and authorises a project by documenting the initial requirements that will satisfy the needs of the Project Sponsor and stakeholder The high level Project Scope is formulated during this process The Project Charter establishes a partnership between the Project Sponsor or client and the Project Manager Occurs during the Initiation Phase Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes 4.1 Develop Project Charter Inputs into the Project Charter - Project Statement of Work Business need or rationale Product and project description Strategic Plan Business Case Regulations and standards Contractual requirements Methodologies, policies and procedures Adapted from PMBOK 4 th Edition

BSBPMG501A Manage Project Integrative Processes 4.1 Develop Project Charter There are very limited tools and techniques to develop the Project Charter The primary area of assistance comes from experts who have specific skills and experience in the type of project being documented in the Project Charter Adapted from PMBOK 4 th Edition Consultants Project Management Office Industry Groups Project Sponsor Professional Associations Subject Matter Experts Focus groups Other Project Managers Stakeholders Customers Research

BSBPMG501A Manage Project Integrative Processes 4.1 Develop Project Charter The major output of this process is the Project Charter and perhaps some form of official approval to proceed with the project Common contents of a Project Charter – Project purpose or justification Project objectives – should be measurable Project description High level requirements High level risks or overall risk analysis Preferred timeframe Estimated high level budget High level project structure – Project Sponsor, Project Manager Authorisation or Governance processes Adapted from PMBOK 4 th Edition

BSBPMG501A Manage Project Integrative Processes Types of Project Charters You may know a Project Charter by a different name as they can vary depending on your industry or the particular methodology being applied Some common names for Project Charters include – Project Brief Concept Paper High Level Plan Statement of Work Sample Project Charter templates are available to download from the links in the Learning Program for the Course Site under PM Templates and Examples.

BSBPMG501A Manage Project Integrative Processes It is critical that the project objectives and success criteria are measurable and have been signed off by the Project Sponsor, otherwise progress and success are difficult to achieve The recommended method is SMART Make sure all your objectives are – S pecific M easurable A chievable R ealistic, and T ime Bound Project Objectives

BSBPMG501A Manage Project Integrative Processes 4.2 Develop Project Management Plan This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management. Good practice dictates that the Project Management Plan is baselined at the end of the Planning Phase, particularly in the areas of scope, cost and time It is progressively updated during project execution via the Perform Integrated Change Control process (PMBOK 4.5) It occurs during Planning Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes The planning processes for all project management key knowledge areas are normally performed at the same time this process, or expanded upon shortly afterwards The relationship to Scope, Time and Cost is slightly different to the other areas of Communication, Risk, Human Resources, Quality and Procurement There are no stand alone Scope, Time or Cost Planning processes, they contained within the Develop Project Management Plan process The other key knowledge areas have discrete processes for planning that are defined in their process groups 4.2 Develop Project Management Plan Adapted from PMBOK 4 th Edition

BSBPMG501A Manage Project Integrative Processes 4.2 Develop Project Management Plan The Project Management Plan – can be composed of subsidiary plans for each of the 8 key knowledge areas or these planning elements can be included into one integrated end product can be either high level or detailed depending on the characteristics of the project and the project management methodology that is being applied Can only be changed via a Change Request once it has been baselined defines how all aspects of the project are to be undertaken through the Execution Phase establishes the mechanisms and processes to Monitor and Control the project defines how the project is to be Closed Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes 4.2 Develop Project Management Plan Inputs into the Project Management Plan – Project Charter Subsidiary plans developed in other planning processes Industry standards and regulations Organisational policies and procedures Project management methodology Project management tools Planning templates Knowledge from past projects Expert judgement and advice Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes 4.2 Develop Project Management Plan There are very limited tools and techniques to develop the Project Management Plan The primary area of assistance comes from experts who have specific skills and experience in the type of project being planned Adapted from PMBOK 4 th Edition Consultants Project Management Office Industry Groups Project Sponsor Professional Associations Subject Matter Experts Focus groups Other Project Managers Stakeholders Customers Research

BSBPMG501A Manage Project Integrative Processes 4.2 Develop Project Management Plan The major output of this process is the Project Management Plan and perhaps some form of official approval to proceed with the project Common inclusions in the Project Management Plan – Project lifecycle and project management processes Selected tools and techniques Project objectives and how these will be achieved Change Management Plan Baselines for Scope, Time and Cost Performance measurement and status reporting processes Governance structure Team structure Subsidiary plans if required Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes 4.2 Develop Project Management Plan This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management. Good practice dictates that the Project Management Plan is baselined at the end of the Planning Phase, particularly in the areas of scope, cost and time It is progressively updated during project execution via the Perform Integrated Change Control process (PMBOK 4.5) It occurs during Planning Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes The planning processes for all project management key knowledge areas are normally performed at the same time this process, or expanded upon shortly afterwards The relationship to Scope, Time and Cost is slightly different to the other areas of Communication, Risk, Human Resources, Quality and Procurement There are no stand alone Scope, Time or Cost Planning processes, they contained within the Develop Project Management Plan process The other key knowledge areas have discrete processes for planning that are defined in their process groups 4.2 Develop Project Management Plan Adapted from PMBOK 4 th Edition

BSBPMG501A Manage Project Integrative Processes 4.2 Develop Project Management Plan The Project Management Plan – can be composed of subsidiary plans for each of the 8 key knowledge areas or these planning elements can be included into one integrated end product can be either high level or detailed depending on the characteristics of the project and the project management methodology that is being applied Can only be changed via a Change Request once it has been baselined defines how all aspects of the project are to be undertaken through the Execution Phase establishes the mechanisms and processes to Monitor and Control the project defines how the project is to be Closed Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes 4.2 Develop Project Management Plan The Project Management Plan integrates and consolidates all of the subsidiary plans and baselines from the planning processes within the 8 key knowledge areas It can be either high level or detailed depending on the characteristics of the project and the project management methodology that is being applied Once approved, it can only be changed via a formal Change Request Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes 4.2 Develop Project Management Plan Procedures contained within the Project Management Plan - Detail of the lifecycle selected for the project and the processes for each phase, typically tailored specifically for each project Descriptions of tools and techniques to be used by the project management team How work will be executed via different resourcing, team structures and contractual arrangement Change Management Plan with detailed processes for integrated change control Configuration Management Plan – often for larger IT, Engineering and Construction projects Procedures for maintaining and amending baselines Communication mechanisms and tools Procedures for and timing of key management reviews, sign off and approval Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes 4.2 Develop Project Management Plan Baselines contained within the Project Management Plan – Schedule baseline Cost baseline Scope baseline Adapted from PMBOK 4 th Edition Schedule Baseline produced during 6.5 Develop Schedule Cost Baseline produced during 7.2 Determine Budget Scope Baseline produced during 5.4 Verify Scope

BSBPMG501A Manage Project Integrative Processes 4.2 Develop Project Management Plan Subsidiary plans often include – Scope Management Plan Requirements Management Plan Schedule Management Plan Cost Management Plan Quality Management Plan Process Improvement Plan Human Resource Plan Communications Management Plan Risk Management Plan Procurement Management Plan Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes 4.3 Direct and Manage Project Execution This is the process of performing the work defined in the project management plan in order to achieve the project’s objectives The Project Manager directs the execution of the planned activities, sometime with the assistance of a project management team for larger projects It occurs during Execution Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes 4.3 Direct and Manage Project Execution The major activities include – Creation of project deliverables Management of the project staff and stakeholders Acquisition, use and consumption of non human resources Implementation of planned processes and procedures Communication Status Reporting Tracking and re-forecasting of progress Monitor and resolve risks and issues Implementation of process improvements Collection and documentation of lessons learned Control scope Implementation of approved changes Manage change requests Manage external suppliers Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes 4.3 Direct and Manage Project Execution An important aspect of Direct and Manage Project Execution is the implementation of any approved changes to the project scope or objectives. Three types of changes can occur during project execution – 1.Corrective Action – required to adjust project performance back into line with the Project Management Plan 2.Preventative Action – reduces the probability of negative consequences associated with project risks 3.Defect Repair – required to repair of replace defective outcomes or components Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes 4.3 Direct and Manage Project Execution Inputs into Direct and Manage Project Execution – Project Management Plan Approved Change Requests Organisational culture and structure Facilities and equipment Personnel administration procedures Sponsor and stakeholder risk appetite Project management information systems Organisational guidelines Issue and defect management procedures Project files from past projects InitiationPlanning ExecutionClose Monitor Control Adapted from PMBOK 4 th Edition

BSBPMG501A Manage Project Integrative Processes 4.3 Direct and Manage Project Execution There are very limited tools and techniques to assist with the direction and management of projects The primary area of assistance comes from experts who have specific skills and experience in the type of project being planned Adapted from PMBOK 4 th Edition Consultants Project Management Office Project Sponsor Project Management Information Systems Project Management Procedures Risk & Issue databases Other Project Managers Learnings from Past projects MS Project Experience Research

BSBPMG501A Manage Project Integrative Processes 4.3 Direct and Manage Project Execution The major outputs are as follows - Project Deliverables Work Performance Information –Deliverable status –Schedule progress –Costs incurred Change Requests Outcomes of Change Requests Project Management Plan Updates Project Document Updates Risk and Issue Log Updates Adapted from PMBOK 4 th Edition InitiationPlanning ExecutionClose Monitor Control

BSBPMG501A Manage Project Integrative Processes Next Steps Please proceed to Project Integrative Processes Part 2 in the Learning Program. Best of Luck!