1. P ROJECT I NTEGRATION M ANAGEMENT

2. It involves coordinating all the other project management knowledge areas throughout a project’s life cycle This integration ensures that the all the elements of a project come together at the right time to complete a project successfully. 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

3. P ROJECT I NTEGRATION M ANAGEMENT P ROCESSES Develop the project charter : working with stakeholders to create the document that formally authorizes a project—the charter Develop the project management plan : coordinating all planning efforts to create a consistent, coherent document— the project management plan Direct and manage project execution : carrying out the project management plan by performing the activities included in it Monitor and control the project work : overseeing project work to meet the performance objectives of the project Perform integrated change control : coordinating changes that affect the project’s deliverables and organizational process assets Close the project or phase : finalizing all project activities to formally close the project or phase

4. P ROJECT I NTEGRATION M ANAGEMENT S UMMARY

5. I NTEGRATION A SPECTS Someone must Take responsibility for coordinating all the people, plans and work required to complete a project Focus on the big picture of the project Make the final decisions when there are conflicts Communicate key project information to top management That someone is the Project Manager and key means to achieving all the above tasks is Project Integration Management

6. S TRATEGIC P LANNING AND P ROJECT S ELECTION Strategic planning involves determining long-term objectives, predicting future trends, and projecting the need for new products and services Organizations often perform a SWOT analysis Analyzing S trengths, W eaknesses, O pportunities, and T hreats As part of strategic planning, organizations: Identify potential projects Use realistic methods to select which projects to work on Formalize project initiation by issuing a project charter

7. M IND M AP OF A SWOT A NALYSIS TO H ELP I DENTIFY P OTENTIAL P ROJECTS

8. I NFORMATION T ECHNOLOGY P LANNING P ROCESS

9. F OCUSING ON B ROAD O RGANIZATIONAL N EEDS FOR P ROJECT S ELECTION It is often difficult to provide strong justification for many IT projects, but everyone agrees they have a high value Top managers must focus on meeting their organization’s many needs when deciding what projects to undertake. Three important criteria for projects: There is a need for the project There are funds available There’s a strong will to make the project succeed

10. C ATEGORIZING IT P ROJECTS FOR P ROJECT S ELECTION One categorization is whether the project addresses: A problem – undesirable situation preventing an organization to achieve its goals. An opportunity – chance to improve an organization A directive – a requirement imposed by management, government or external influence. It is often easier to get approval and funding for projects that address problems or directive. Another categorization is how long it will take to do and when it is needed Another is the overall priority of the project

11. P ROJECT C HARTERS & P RELIMINARY SCOPE STATEMENTS After deciding what project to work on, it is important to let the rest of the organization know A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project; a signed charter is a key output of project integration management A scope statement is a document used to develop and confirm a common understanding of the project scope. Also enabling the project team to avoid scope creep.

12. P ROJECT M ANAGEMENT P LANS A project management plan is a document used to coordinate all project planning documents and help guide a project’s execution and control Plans created in the other knowledge areas are subsidiary parts of the overall project management plan Project management plan also Documents project planning assumptions & decisions regarding choices Facilitates communication among stakeholders Defines the context, extent and timing of key management reviews Provides a baseline for progress measurement and project control

13. C OMMON E LEMENTS OF A P ROJECT M ANAGEMENT P LAN 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

14. S AMPLE C ONTENTS FOR A S OFTWARE P ROJECT M ANAGEMENT P LAN (SPMP)

15. P ROJECT E XECUTION Project execution involves managing and performing the work described in the project management plan The majority of time and money is usually spent on execution The application area of the project directly affects project execution because the products of the project are produced during execution The project manager would also need to focus on leading the project team and managing stakeholder relationships to execute the project management plan successfully.

16. C OORDINATING P LANNING AND E XECUTION Project planning and execution are intertwined and inseparable activities Updates to plans should reflect knowledge gained from completing work earlier in the project. Those who will do the work should help to plan the work Although project managers are responsible for developing the overall project management plan, they must solicit input from the team to develop realistic plans

17. P ROVIDING L EADERSHIP AND A S UPPORTIVE C ULTURE Project managers must lead by example to demonstrate the importance of creating and then following good project plans Project managers often make plans for things they need to do themselves. If they follow through on their own plans, their team members are more likely to do the same. Organizational culture can help project execution by: Providing guidelines and templates for project management Tracking performance based on plans Project managers may still need to break the rules to meet project goals, and senior managers must support those actions

18. I MPORTANT S KILLS FOR P ROJECT E XECUTION General management skills like leadership, communication, and political skills example JAD Product, business, and application area skills and knowledge example Sales or Financial background Use of specialized tools and techniques like project management methodologies (Agile methodology)

19. P ROJECT E XECUTION T OOLS AND T ECHNIQUES Expert judgment : experts can help project managers and their teams make many decisions related to project execution Project management information systems : there are hundreds of project management software products available on the market today, and many organizations are moving toward powerful enterprise project management systems that are accessible via the Internet

20. M ONITORING AND C ONTROLLING P ROJECT W ORK Changes are inevitable on most projects, so it’s important to develop and follow a process to monitor and control changes Monitoring project work includes collecting, measuring, and disseminating performance information It also involves assessing measurements and analyzing trends to determine what process improvements can be made. The project team should continuously monitor project performance to assess the overall health of the project

21. M ONITORING AND C ONTROLLING P ROJECT W ORK The project management plan, work performance information, performance reports, and change requests are all important inputs to this process Two important outputs of this work include recommended corrective and preventive actions. Corrective actions should result in improvements in project performance. Preventive actions reduce the probability of negative consequences associated with project risks.

22. I NTEGRATED C HANGE C ONTROL It involves identifying, evaluating and managing changes throughout the project life cycle. Three main objectives are: Influencing the factors that create changes to ensure that changes are beneficial – project manager & project team must make tradeoffs among key project dimensions like scope, time, cost and quality Determining that a change has occurred – Project manager must learn the status of key project areas at all times and communicate significant changes to top management and key stakeholders. Managing actual changes as they occur For identifying and controlling the changes, a project management plan provides a baseline, which provides the approved project management plan plus approved changes

23. C HANGE C ONTROL ON I NFORMATION T ECHNOLOGY P ROJECTS 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

24. C HANGE C ONTROL S YSTEM A formal, documented process that describes when and how official project documents and work may be changed Describes who is authorized to make changes, the paperwork required for this change, and any automated or manual tracking systems the project will use. A change control system often includes change control board, configuration management, and a process for communicating changes.

25. C HANGE C ONTROL B OARD (CCB) A formal group of people responsible for approving or rejecting changes on a project CCBs provide guidelines for preparing change requests, evaluate change requests, and manage the implementation of approved changes Includes stakeholders from the entire organization

26. M AKING T IMELY C HANGES 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” allows project team members to make decisions; then they have 48 hours to reverse the decision pending senior management approval Delegate changes to the lowest level possible, but keep everyone informed of changes

27. C ONFIGURATION M ANAGEMENT Ensures that the descriptions of the project’s products are correct and complete Involves identifying and controlling the functional and physical design characteristics of products and their support documentation Configuration management specialists identify and document configuration requirements, control changes, record and report changes, and audit the products to verify conformance to requirements Example of Microsoft VSS

28. S UGGESTIONS FOR P ERFORMING I NTEGRATED C HANGE C ONTROL

29. C LOSING P ROJECTS AND P HASES To close a project or phase, you must finalize all activities and transfer the completed or cancelled work to the appropriate people Main outputs include: Administrative closure Contract closure Final product, service, or result transition Organizational process asset updates

30. U SING S OFTWARE TO A SSIST IN P ROJECT I NTEGRATION M ANAGEMENT Several types of software can be used to assist in project integration management Documents can be created with word processing software Presentations are created with presentation software Tracking can be done with spreadsheets or databases Communication software like e-mail and Web authoring tools facilitate communications Project management software can pull everything together and show detailed and summarized information Business Service Management (BSM) tools track the execution of business process flows

31. C HAPTER S UMMARY Project integration management involves coordinating all of the other knowledge areas throughout a project’s life cycle Main processes include: Develop project charter Develop project management plan Direct and manage project execution Monitor and control project work Perform integrated change control Close the project or phase