Project Integration Management Presented by Project Masters Inc.
©2015 Project Masters, Inc. 2 Project Integration Management Chapter Objectives/Topics Define Project Integration Management Define and discuss Project Integration Management processes –Develop Project Charter –Develop Project Management Plan –Direct and Manage Project Work –Monitor and Control Project Work –Perform Integrated Change Control –Close Project or Phase Discuss how the Project Management System should integrate with other organizational systems
©2015 Project Masters, Inc. 3 Project Integration Management
©2015 Project Masters, Inc. 4 What is Project Integration Management ? Includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. (The PMBOK® Guide: Fifth Edition)
©2015 Project Masters, Inc. 5 What is Project Integration Management ? Project Integration Management involves making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management Knowledge Areas. Project management processes are usually presented as discrete processes with defined interfaces while, in practice, they overlap and interact in ways that cannot be completely detailed in the PMBOK Guide.
©2015 Project Masters, Inc. 6 What is Project Integration Management ? It is the utilization and coordination of all the processes during the life cycle of the project. Example: A client requests a change to the product during execution. –In order to accomplish this, the project team would need to redefine the requirements (Scope), schedule it (Time), and then Price it (Cost), before requesting and getting the client’s authorization to proceed (Change Control).
©2015 Project Masters, Inc. 7 What is Project Integration Management ? Project Integration Management must also address the integration of other systems and processes related to the project work: –The work of the project must be integrated with the ongoing operations of the performing organization. –Product Scope and Project Scope must be integrated. –The activities of the various functional areas involved in the project must also be integrated.
©2015 Project Masters, Inc. 8 The Project Integration Management Processes Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase
©2015 Project Masters, Inc. 9 Initiating Planning Executing Monitoring & Controlling Close-out
©2015 Project Masters, Inc. 10 Project Integration Process
©2015 Project Masters, Inc. 11 Develop Project Charter
©2015 Project Masters, Inc. 12 Develop Project Charter The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. (The PMBOK® Guide: Fifth Edition) –The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.
©2015 Project Masters, Inc. 13 Develop Project Charter The charter establishes a partnership between the performing and requesting organizations (customer in the case of external projects). The approved project charter formally initiates the project. A project manager should be assigned as early as feasible but always prior to the start of the planning process.
©2015 Project Masters, Inc. 14 Develop Project Charter Projects are authorized by someone external to the project such as a sponsor, program or project office (PMO), or portfolio steering committee. The person/group that is authorizing project funding. A Sponsor is the person or group who provides resources and support for the project and is accountable for enabling success. (The PMBOK® Guide: Fifth Edition)
©2015 Project Masters, Inc. 15
©2015 Project Masters, Inc. 16 Develop Project Charter Inputs 1. Project Statement of Work –Business need ·Market demand ·Technological advance ·Legal requirement ·Government regulation –Product scope description ·Product characteristics document that should tie back to the business need –Strategic plan
©2015 Project Masters, Inc. 17 Develop Project Charter Inputs 2. Business Case –Market demand –Organizational need –Customer request –Technological advance –Legal requirement –Ecological impact –Social need
©2015 Project Masters, Inc. 18 Develop Project Charter Inputs 3. Agreements –Contracts –Memorandum of Understanding (MOU) –Service Level Agreements (SLA) –Letter of Agreements, Intent, etc. –Any Other Type of Agreement, Verbal or Written 4. Enterprise Environmental Factors –Governmental or industry standards/regulations –Organizational culture, structure –Marketplace conditions
©2015 Project Masters, Inc. 19 Develop Project Charter Inputs 5. Organizational Process Assets –Standard processes, policies, etc. –Templates –Historical information, lessons learned knowledge base
©2015 Project Masters, Inc. 20 Develop Project Charter Tools and Techniques 1. Expert Judgment –Other units within the organization –Consultants –Stakeholders, customers, sponsors –Professional and technical organizations –Industry groups –Subject matter experts (SME) –Project Management Office (PMO) 2. Facilitation Techniques –Brainstorming, Conflict resolution, Problem solving
©2015 Project Masters, Inc. 21 Develop Project Charter Outputs 1. Project Charter –Project purpose or justification –Measurable project objectives and related success criteria –High level requirements –Assumptions and constraints –High level project description and boundaries –High level risks –Summary milestone schedule –Summary budget
©2015 Project Masters, Inc. 22 Develop Project Charter Outputs 1. Project Charter (Cont’d) –Stakeholder list –Project approval requirements (what constitutes project success, who decides the project is successful, and who signs off on the project) –Assigned project manager, responsibility, and authority level –Name and authority of the sponsor or other persons authorizing the project charter
©2015 Project Masters, Inc. 23 Develop Project Management Plan
©2015 Project Masters, Inc. 24 Develop Project Management Plan The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. (The PMBOK® Guide: Fifth Edition) The key benefit of this process is a central document that defines the basis of all project work.
©2015 Project Masters, Inc. 25 Develop Project Management Plan The planning for each knowledge area is done at the start of the project. As each knowledge area is planned, that document is added to the project management plan, not unlike a chapter in a book. It is a living document altered as necessary throughout the life of the project.
©2015 Project Masters, Inc. 26
©2015 Project Masters, Inc. 27 Develop Project Management Plan Inputs 1. Project Charter 2. Outputs from the other processes –This would include documentation form the all the other Knowledge Areas
©2015 Project Masters, Inc. 28 Develop Project Management Plan Inputs 3. Enterprise Environmental Factors –Governmental or Industry Standards –Project Management body of knowledge for vertical market (e.g. construction) and/or focus area (e.g. environmental, safety, risk, or agile software development) –Project Management Information Systems (PMIS) (scheduling software tool, a configuration management system, information collection and distribution system, or web interface)
©2015 Project Masters, Inc. 29 Develop Project Management Plan Inputs 3. Enterprise Environmental Factors (Cont’d) –Organizational structure, culture, management practices, and sustainability –Infrastructure (e.g., existing facilities and capital equipment) –Personnel administration (e.g., hiring and termination guidelines, employee performance reviews, and employee development and training records)
©2015 Project Masters, Inc. 30 Develop Project Management Plan Inputs 4. Organizational Process Assets –Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria –Project Management Plan template ·Guidelines and criteria for tailoring the organization’s set of standard processes to satisfy the specific needs of the project ·Project Closure guidelines or requirements like the product validation and acceptance criteria
©2015 Project Masters, Inc. 31 Develop Project Management Plan Inputs 4. Organizational Process Assets –Change Control Procedures –Project files from past projects –Historical information, lessons learned knowledge base –Configuration management knowledge base – baselines for standards, policies, project documents, etc.
©2015 Project Masters, Inc. 32 Develop Project Management Plan Tools and Techniques 1. Expert Judgment – utilized to –Tailor the process to meet the project needs –Develop technical and management details to be included in the project management plan –Determine resources and skill levels –Define the level of configuration management to apply
©2015 Project Masters, Inc. 33 Develop Project Management Plan Tools and Techniques 1. Expert Judgment (Cont’d) –Determine which documents will be subject to the formal change control process –Prioritize the work on the project to ensure proper resource allocation at the proper time 2. Facilitation Techniques –Described earlier and are used to aid the team in accomplishing the project activities using methodologies such as brainstorming
©2015 Project Masters, Inc. 34 Develop Project Management Plan Outputs 1. Project Management Plan –Baselines ·Schedule, Cost, and Scope –Subsidiary plans for all knowledge areas –Life cycle selected –How work will be executed to accomplish the project objectives –Change management plan – How will changes be monitored and controlled?
©2015 Project Masters, Inc. 35 Develop Project Management Plan Outputs 1. Project Management Plan –Results of the tailoring by the project team ·Project management processes selected and applied to each phase ·Level of implementation ·Descriptions of the tools and techniques to be used in accomplishing those processes ·How the selected processes will be used to manage the project
©2015 Project Masters, Inc. 36 Develop Project Management Plan Outputs 1. Project Management Plan (Cont’d) –Configuration management plan –Description of how the integrity of the baselines will be maintained –Communication management plan –Key management reviews for content, issues, etc.
©2015 Project Masters, Inc. 37 Review of The Project Management Plan
©2015 Project Masters, Inc. 38 Components of The Project Management Plan The Project Management Plan is a living document that will continually be updated throughout the life of the project. The Project Management Plan is comprised of numerous “sub-documents”, which serve to provide the framework for carrying out the project.
©2015 Project Masters, Inc. 39 Purposes of The Project Management Plan Decide what needs to be done – to define specific activities and work tasks Determine dependencies or relationships among these activities Prepare work schedules Assign and allocate resources to activities
©2015 Project Masters, Inc. 40 Purposes of The Project Management Plan Estimate costs and get approval for the budget Anticipate difficulties and identify risks; relate these to the cost, schedule, and scope of the project Develop contingency plans by determining "work around" or options for the most potentially dangerous risks in the project Evaluate the successfulness of the project
©2015 Project Masters, Inc. 41 Functions of the Project Management Plan The Project Management Plan sets the baselines for the execution of the project. An effective plan helps eliminate many of the pitfalls inherent in the project management process. A well thought out plan provides vision for project leadership and helps the Project Manager and Project Team exercise control over day-to-day project activities.
©2015 Project Masters, Inc. 42
©2015 Project Masters, Inc. 43 Direct and Manage Project Work
©2015 Project Masters, Inc. 44 Direct and Manage Project Work The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives. (The PMBOK® Guide: Fifth Edition) The key benefit of this process is that it provides overall management of the project work.
©2015 Project Masters, Inc. 45 Direct and Manage Project Work Some of the activities included are –Perform the activities to accomplish project requirements –Create the project deliverables –Staff, train, and manage team members –Obtain, manage, and use resources –Implement the planned methods and standards –Establish and manage communications –Manage risks and implement risk response activities
©2015 Project Masters, Inc. 46 Direct and Manage Project Work Requires the implementation of approved changes covering –Corrective Action – An intentional activity that realigns the performance of the project work with the project management plan. –Preventive Action – An intentional activity that ensures the future performance of the project work is aligned with the project management plan. –Defect Repair – An intentional activity to modify a nonconforming product or product component.
©2015 Project Masters, Inc. 47
©2015 Project Masters, Inc. 48 Direct and Manage Project Work Inputs 1. Project Management Plan 2. Approved Change Requests –Documented, authorized changes scheduled for implementation 3. Enterprise Environmental Factors –Organization, company, or customer culture/structure –Infrastructure, personnel administration –Stakeholder risk tolerance –Project Management Information Systems
©2015 Project Masters, Inc. 49 Direct and Manage Project Work Inputs 4. Organizational Process Assets –Standardized guidelines and work requirements –Communication requirements –Issue and defect management procedures –Process measurement database –Project files from prior projects –Issue and defect management database containing historical information
©2015 Project Masters, Inc. 50 Direct and Manage Project Work Tools and Techniques 1. Expert Judgment Project Management 2. Information System (PMIS) 3. Meetings –Information exchange –Brainstorming, option evaluation, or design –Decision making
©2015 Project Masters, Inc. 51 Direct and Manage Project Work Outputs 1. Deliverables –An approved deliverable is any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project. ·(The PMBOK® Guide: Fifth Edition) 2. Work Performance Data –Deliverable Status, Start and Finish dates of Schedule Activities, Actual Costs Incurred
©2015 Project Masters, Inc. 52 Direct and Manage Project Work Outputs 3. Change Requests –Can modify project policies or procedures, scope, schedule, budget, quality, project documents, etc. –Corrective action, preventive action, defect repair, –Updates to controlled documents – product plans 4. Project Management Plan updates –Scope, Schedule, Budget, etc. 5. Project Documents Updates
©2015 Project Masters, Inc. 53 Monitor and Control Project Work
©2015 Project Masters, Inc. 54 Monitor and Control Project Work The process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan. (The PMBOK® Guide: Fifth Edition) –The key benefit of this process is that it allows stakeholders to understand the current state of the project, the steps taken, and budget, schedule and scope forecasts. (The PMBOK® Guide: Fifth Edition)
©2015 Project Masters, Inc. 55 Monitor and Control Project Work Some of the activities included are: –Comparing actual project performance against the project management plan –Assessing performance to determine whether any corrective or preventive actions are needed –Recurring risk assessment and analysis –Forecasting –Monitoring implementation of approved changes
©2015 Project Masters, Inc. 56
©2015 Project Masters, Inc. 57 Monitor and Control Project Work Inputs 1. Project Management Plan 2. Schedule Forecasts –EAC, ETC, SV, and SPI 3. Cost Forecasts –CV, CPI, EAC, and BAC 4. Validated Changes 5. Work Performance Information
©2015 Project Masters, Inc. 58 Monitor and Control Project Work Inputs 6. Enterprise Environmental Factors –Governmental or Industry Standards –Organization work authorization system –Stakeholder risk tolerances –PMIS
©2015 Project Masters, Inc. 59 Monitor and Control Project Work Inputs 7. Organizational Process Assets –Organizational Communication Requirements –Financial control procedures –Issue and defect management procedures –Change Control Procedures –Process measurement database –Risk control procedures –Lessons learned database
©2015 Project Masters, Inc. 60 Monitor and Control Project Work Tools and Techniques 1. Expert Judgment –Used to interpret the information provided by the Monitor and Control processes. 2. Analytical Techniques –Examples are Regression Analysis, Grouping Methods, Casual Analysis, Root Cause Analysis, Trend Analysis, Earned Value Management, etc.
©2015 Project Masters, Inc. 61 Monitor and Control Project Work Tools and Techniques 3. Project Management Information System (PMIS) –Scheduling Tool, Cost and Resourcing Tools, etc. 4. Meetings –Face-to-face, virtual, formal, informal, kick off, etc.
©2015 Project Masters, Inc. 62 Monitor and Control Project Work Outputs 1. Change Requests –Corrective action, preventive action, defect repair 2. Work Performance Reports 3. Project Management Plan Updates 4. Project Documents Updates –Forecasts, performance reports, and issue logs
©2015 Project Masters, Inc. 63 Perform Integrated Change Control
©2015 Project Masters, Inc. 64 Perform Integrated Change Control The process of reviewing all change requests, approving changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. (The PMBOK® Guide: Fifth Edition)
©2015 Project Masters, Inc. 65 Perform Integrated Change Control The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plans. (The PMBOK® Guide: Fifth Edition)
©2015 Project Masters, Inc. 66 Perform Integrated Change Control The Integrated change control process is performed from project inception through completion. The most important function of the Change Control System is to help the Project Manager and Project Team control changes to the project plan.
©2015 Project Masters, Inc. 67 Perform Integrated Change Control Changes are more costly than just the work directly involved. The later in the project or process that the change occurs, the more costly the change will be. Changes affect all interrelated process steps leading up to their point of insertion.
©2015 Project Masters, Inc. 68 Perform Integrated Change Control Changes to authorized work must be identified, defined, communicated, and coordinated before they are approved. Change approval or rejection must be carried out by predetermined, responsible individuals having approval authority commensurate with the baseline(s) to be changed. Only after approval for changes has been accomplished following these guidelines is direction given to those responsible for implementing the changes.
©2015 Project Masters, Inc. 69 Change Control Request
©2015 Project Masters, Inc. 70 Perform Integrated Change Control Identifying that a change needs to occur or has occurred Influencing the factors that circumvent integrated change control so that only approved changes are implemented Reviewing, analyzing, and approving requested changes Managing the approved changes when and as they occur, by regulating the flow of requested changes Maintaining the integrity of baselines by releasing only approved changes for incorporation into project products or services, and maintaining their related configuration and planning documentation
©2015 Project Masters, Inc. 71 Perform Integrated Change Control Reviewing and approving all recommended corrective and preventive actions Controlling and updating the scope, cost, budget, schedule and quality requirements based upon approved changes by coordinating changes across the entire project Documenting the complete impact of requested changes Validating defect repair Controlling project quality to standards based on quality reports
©2015 Project Masters, Inc. 72 Perform Integrated Change Control Project-wide application of the configuration management system, including change control processes. It accomplishes three main objectives: –Establishes an evolutionary method to consistently identify and request changes to established baselines, and to assess the value and effectiveness of those changes –Provides opportunities to continuously validate and improve the project by considering the impact of each change –Provides the mechanism for the project management team to consistently communicate all changes to the stakeholders.
©2015 Project Masters, Inc. 73 Perform Integrated Change Control Some of the configuration management activities included in the integrated change control process are –Configuration Identification Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained –Configuration Status Accounting Information is recorded and reported as to when appropriate data about the configuration item should be provided. This information includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes.
©2015 Project Masters, Inc. 74 Perform Integrated Change Control Some of the configuration management activities included in the integrated change control process are – (Cont’d) –Configuration Verification and Auditing Configuration verification and configuration audits ensure the composition of the project’s configuration items is correct and that the corresponding changes are registered, assessed approved, tracked, and correctly implemented. This ensures functional requirements defined in the configuration documentation have been met.
©2015 Project Masters, Inc. 75
©2015 Project Masters, Inc. 76 Perform Integrated Change Control Inputs 1. Project Management Plan 2. Work Performance Reports 3. Change Requests 4. Enterprise Environmental Factors 5. Organizational Process Assets –Procedures for change control, approving and issuing change authorizations –Process management database, Project documents, etc.
©2015 Project Masters, Inc. 77 Perform Integrated Change Control Tools and Techniques 1. Expert Judgment 2. Change Control Meetings –Change Control Board (CCB) – responsible for meeting and reviewing change requests for approval or rejection –Decisions are documented and communicated 3. Change Control Tools –Manual and/or Automated Tools
©2015 Project Masters, Inc. 78 Perform Integrated Change Control Outputs 1. Approved Change Requests 2. Change Log –Documents changes impact on time, cost, and schedule, etc. 3. Project Management Plan Updates –Any subsidiary plans –Baselines subject to formal change control 4. Project Document Updates
©2015 Project Masters, Inc. 79 Close Project or Phase
©2015 Project Masters, Inc. 80 Close Project or Phase The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. (The PMBOK® Guide: Fifth Edition) –The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors. (The PMBOK® Guide: Fifth Edition)
©2015 Project Masters, Inc. 81 Close Project or Phase Includes all of the following activities –Actions and activities necessary to satisfy completion or exit criteria for the phase or project –Actions and activities necessary to transfer the project’s products, services, or results to the next phase or to production and/or operations –Activities needed to collect project or phase records, audit project success or failure, gather lessons learned and archive project information for future use
©2015 Project Masters, Inc. 82
©2015 Project Masters, Inc. 83 Close Project or Phase Inputs 1. Project Management Plan 2. Accepted Deliverables –Accepted through the Verify Scope process 3. Organizational Process Assets –Project or Phase Closure Guidelines or requirements, administrative procedures, project audits and evaluations –Historical Information and Lessons Learned knowledge base
©2015 Project Masters, Inc. 84 Close Project or Phase Tools and Techniques 1. Expert Judgment –Verifies the project or phase was closed out to the appropriate standards 2. Analytical Techniques –Regression and Trend Analysis 3. Meetings
©2015 Project Masters, Inc. 85 Close Project or Phase Outputs 1. Final Product, Service, or Result Transition 2. Organizational Process Assets Updates –Project Files –Project or Phase Closure Documents –Historical Information
©2015 Project Masters, Inc. 86 Project Integration Management Chapter Objectives/Topics Define Project Integration Management Define and discuss Project Integration Management processes –Develop Project Charter –Develop Project Management Plan –Direct and Manage Project Work –Monitor and Control Project Work –Perform Integrated Change Control –Close Project or Phase Discuss how the Project Management System should integrate with other organizational systems