1. CS-413 1 Integration Management (Part 6) Bilgisayar Mühendisliği Bölümü – Bilkent Üniversitesi – Fall 2009 Dr.Çağatay ÜNDEĞER Instructor Bilkent University, Computer Engineering Middle East Technical University, Game Technologies & General Manager SimBT Inc. e-mail : undeger@simbt.com.tr

2. CS-413 2 Integration Management Project Management Components (knowledge areas) –Project Integration Management –Project Scope Management –Project Time Management –Project Cost Management –Project Human Resource Management –Project Communication Management –Project Quality Management –Project Risk Management –Project Procurement Management

3. CS-413 3 Integration Management Introduction Project Plan Development Project Plan Execution Integrated Change Control

4. CS-413 4 Integration Management (Introduction) Includes the process required to ensure that –Elements of project are properly coordinated. Involves making tradeoffs among competing objectives and alternatives –To meet stakeholder needs and expectations.

5. CS-413 5 Integration Management (Introduction) All project management components are integrative to some extend, But integration management is primarily integrative. Although process will be presented as discrete elements with well-defined interfaces, –In practice, they may usually overlap and interact.

6. CS-413 6 Integration Management (Major Phases) Project Plan Development: –Integrating and coordinating all project plans to create a consistent, coherent document. Project Plan Execution: –Carrying out project plan by performing activities included in the plan. Integrated Change Control: –Coordinating changes across entire project.

7. CS-413 7 Integration Management (Major Phases)

8. CS-413 8 Integration Management Introduction Project Plan Development Project Plan Execution Integrated Change Control

9. CS-413 9 Project Plan Development (Introduction) Uses outputs of other planning processes. It is an iterative process; –Initial draft may include a coarse plan; –Subsequent versions includes details.

10. CS-413 10 Project Plan Development (Introduction) Scope of the project plan is usually determined; –Using a work breakdown structure, and –Iteratively decomposing tasks. All of the tasks must be; –Planned, –Estimated, –Scheduled, and –Authorized.

11. CS-413 11 Project Plan Development (Objective) Project plan is used to: –Guide project execution, –Document project planning assumptions, –Document project planning decisions, –Faciliate communication among stakeholders, –Define key management reviews, –Provide a baseline for progress measurement and project control.

12. CS-413 12 Inputs, Tools & Techniques, and Outputs

13. CS-413 13 Project Plan Development (Inputs) Other planning outputs Historical information Organizational policies Constraints Assumptions

14. CS-413 14 Project Plan Development (Inputs) Other planning outputs: –Work breakdown structures, –Gantt Charts, network diagrams, etc. –Outputs of planning processes in other knowledge areas: e.g. time, cost, quality management Historical information: –Estimation (e.g. cost, time) database –Performance database

15. CS-413 15 Project Plan Development (Inputs) Organizational Policies: –All the organizations involved in the project may have their own formal and informal policies. –Effects of policies must be considered.

16. CS-413 16 Project Plan Development (Inputs) Organizational Policies: –Policies that are typically considered: Quality management: –Standard documentation procedures, –Process improvement goals, Personnel administration: –Hiring and firing guidelines, –Employee performance reviews, Financial controls: –Required expenditure and disbursement, –Standard contract provisions.

17. CS-413 17 Project Plan Development (Inputs) Constraints: –Restrictions that will limit project team’s options: Predefined schedule / deadlines, Predefined budget, Predefined hardware or OS, Predefined programming language, Contractual provisions.

18. CS-413 18 Project Plan Development (Inputs) Assumptions: –Factors that are considered to be true for the planned system. –For instance: A plan can be made assuming that; –A key person will be available after a specific date. A plan can be made assuming that; –Atmospheric conditions are ineffective to the system. –Generally involve a degree of risk.

19. CS-413 19 Project Plan Development (Tools & Techniques) Project planning methodology Stakeholder skills and knowledge Project management information system (PMIS)

20. CS-413 20 Project Plan Development (Tools & Techniques) Project planning methodology –Any structured approach used to guide project team during plan development. As simple as forms and templates As complex as a series of required simulations.

21. CS-413 21 Project Plan Development (Tools & Techniques) Stakeholder skills and knowledge –Every stakeholder has some skills and knowledge that may be useful for plan development. –Create an environment to let stakeholders contribute to the planning.

22. CS-413 22 Project Plan Development (Tools & Techniques) Project management information system (PMIS) –Consist of tools and techniques used to; Gather, integrate and disseminate outputs of the project management process.

23. CS-413 23 Project Plan Development (Outputs) Project plan Supporting details

24. CS-413 24 Project Plan Development (Outputs) Project plan: –A formal, approved document used to manage the project execution. Activity dates are scheduled; Meeting milestones are identified. –Distributed to all the stakeholders as defined in communications management plan.

25. CS-413 25 Project Plan Development (Outputs) Project plan: –Expected to evolve over time as more information comes in. –Performance measurement baseline will change only in response to an approved scope change.

26. CS-413 26 Project Plan Development (Outputs) Project plan includes: –Project charter –Project management approach (a summary of plans from other knowledge areas) –Scope statement (objectives, deliverables) –Work breakdown structure (a baseline scope document) –Cost estimates, schedules, responsibility assignments –Performance measurement baselines for: Scope, schedule and cost –Major milestones and their target dates –Key or required staff and their expected costs –Key risks and their planned responses if happened –Subsidiary management plans: Scope, schedule, cost, quality, staffing, communications, risk, procurement management plans –Open issues and pending decisions –Other project planning outputs.

27. CS-413 27 Project Plan Development (Outputs) Supporting details: –Outputs from other planning processes –Additional information generated during the process –Technical documentation such as: Requirements, Specifications, Conceptual designs –Documentation of relevant standards.

28. CS-413 28 Integration Management Introduction Project Plan Development Project Plan Execution Integrated Change Control

29. CS-413 29 Project Plan Execution Primary process for; –Applying the plan to create the product. Majority of the budget will be expended here. Project manager & project management team must coordinate and direct technical and organizational processes. Performance against the baseline plan must be continuously monitored, –Corrective actions may be required.

30. CS-413 30 Inputs, Tools & Techniques, and Outputs

31. CS-413 31 Project Plan Execution (Inputs) Project plan Supporting details Organizational policies Preventive actions

32. CS-413 32 Project Plan Execution (Inputs) Project plan: –Project plan and subsidiary management plans. Supporting details: –Outputs from other planning processes –Additional information generated during planning –Technical documentations –Documentation of relevant standards

33. CS-413 33 Project Plan Execution (Inputs) Organizational policies: –Any policy effective on plan execution: Quality management Personnel administration Financial controls Preventive actions: –Any action done that reduces the risks. Corrective actions: –Any action done that brings project performance in line with the baseline plan.

34. CS-413 34 Project Plan Execution (Tools & Techniques) General management skills Product skills and knowledge Work authorization system Status review meetings Project management information system (PMIS) Organizational procedures

35. CS-413 35 Project Plan Execution (Tools & Techniques) General management skills: –Leadership, communicating, negotiation skills are essential. Product skills and knowledge: –Project team must have skills and knowledge about the project domain. –If required, new staff can be acquired.

36. CS-413 36 Project Plan Execution (Tools & Techniques) Work authorization system: –A formal procedure for authorizing project work –To ensure that work done at the right time and in the proper sequence. –Usually written authorization to begin work is used.

37. CS-413 37 Project Plan Execution (Tools & Techniques) Status review meetings: –Regular scheduled meetings to exchange information about project situation. –May be held on different levels and frequencies. Project management team (weekly) Customer (monthly)

38. CS-413 38 Project Plan Execution (Tools & Techniques) Project management information system (PMIS) –Consist of tools and techniques used to; Gather, integrate and disseminate outputs of the project management process. Organizational procedures: –All organizations involved in project may have formal and informal procedures that are useful.

39. CS-413 39 Project Plan Execution (Outputs) Work results Change requests

40. CS-413 40 Project Plan Execution (Outputs) Work results: –Outcomes of activities performed to accomplish the project: Results of activities (completed, failed, cancelled etc.) Documents produced (requirements, design, test report, etc.)

41. CS-413 41 Project Plan Execution (Outputs) Change requests: –Sometimes, change requests about scope, cost and schedule occur during the plan execution. –The approved ones are reflected to the project plan.

42. CS-413 42 Integration Management Introduction Project Plan Development Project Plan Execution Integrated Change Control

43. CS-413 43 Integrated Change Control Concerned with: –Influencing factors, which create changes, To ensure that changes are agreed upon; –Determining that a change has occured; –Managing actual changes when and as they occur.

44. CS-413 44 Integrated Change Control Project scope and performance baseline must be maintained by continuously managing changes: –Rejecting new changes, or –Approving changes and integrating them into a revised baseline.

45. CS-413 45 Integrated Change Control Requires: –Maintaining integrity of performance measurement baselines; –Ensuring that product scope changes are reflected to planned scope. –Coordinating changes across knowledge areas; e.g. a schedule change will effect costs, risks, staffing, and quality.

46. CS-413 46 Inputs, Tools & Techniques, and Outputs

47. CS-413 47 Integrated Change Control (Inputs) Project plan Performance results Change requests

48. CS-413 48 Integrated Change Control (Inputs) Project plan: –Provides baseline against which changes will be controlled. Performance results: –Provide information on project performance.

49. CS-413 49 Integrated Change Control (Inputs) Change requests: –Occur in many forms: Oral or written Direct or indirect Externally or internally initiated Legally mandated or optional.

50. CS-413 50 Integrated Change Control (Tools & Techniques) Change control system Configuration management Performance measurement Additional planning Project management information system (PMIS)

51. CS-413 51 Integrated Change Control (Tools & Techniques) Change control system: –A collection of formal, documented procedures defining how performance will be monitored and evaluated. –Defines steps by which official project documents may be changed.

52. CS-413 52 Integrated Change Control (Tools & Techniques) Change control system: –Includes: Paperwork, Tracking systems, Processes, Approval levels for authorization. –Must also include procedures to handle changes that are approved without prior review (e.g. for emergencies). –Baseline should be kept up to date.

53. CS-413 53 Integrated Change Control (Tools & Techniques) Configuration management: –Usually a subset of change control system. –A formal documented or automated procedure to apply technical and administrative directions to: Identify and document functional and physical characteristics of an item or system. Control any changes to these characteristics. Record and report change and its implementation status. Track versions of items and system. Audit items and system to verify conformance to requirements.

54. CS-413 54 Integrated Change Control (Tools & Techniques) Performance measurement: –Enable to assess whether variances from baseline require corrective actions. Additional planning: –Projects seldom run as planned. –Therefore changes may require revised; Cost estimates, modified activity sequences, schedules, resource requirements, contingency plans for risks,...

55. CS-413 55 Integrated Change Control (Tools & Techniques) Project management information system (PMIS): –Consist of tools and techniques used to; Gather, integrate and disseminate outputs of the project management process.

56. CS-413 56 Integrated Change Control (Outputs) Project plan updates Corrective actions Lessons learned

57. CS-413 57 Integrated Change Control (Outputs) Project plan updates: –Any modification to the contents of project plan or the supporting details. –Related stakeholders should be notified. Corrective actions: –Any action done that brings project performance in line with the baseline plan.

58. CS-413 58 Integrated Change Control (Outputs) Lessons learned: –Causes of variances from baseline, –Reasoning behind corrective actions, and –Other types of lessons learned should be documented. –Become a part of historical information for future recomendations.