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

2. 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 ( )

3. 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 ( )

4. Project Integration Management Overview
Note: The PMBOK Guide includes similar charts for each knowledge area.
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5. Framework for Project Integration Management
Focus on pulling everything
together to reach project success!
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6. 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 ( )

7. 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
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8. Project Plan Development
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9. 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)
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10. 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 ( )

11. Sample Stakeholder Analysis
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12. 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 ( )

13. 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 ( )

14. 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 ( )

15. 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
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16. Sample Outline for a Software Project Management Plan (SPMP)
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17. 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 ( )

18. 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 ( )

19. 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 ( )

20. 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 ( )

21. Project Plan Execution
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22. 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 ( )

23. 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 ( )

24. 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 ( )

25. 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 ( )

26. Integrated Change Control
Integrated change control involves identifying, evaluating, and managing changes throughout the project life cycle (Note: 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 ( )

27. 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 ( )

28. 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 ( )

29. 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
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30. Integrated Change Control -- Process
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31. Integrated Change Control Process
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32. 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 ( )

33. 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
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34. 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
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35. 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 ( )

36. 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 ( )