Project Integration Management

Project Integration Management

• 1.
  Project Integration Management Sectionsofthispresentation wereadapted from A Guideto theProject Management Body of Knowledge 5th Edition, Project Management Institute Inc., © 2013
• 2.
  Integration Management  Includesprocessestoensurethat all theelementsof a project areproperly coordinated  Making tradeoffsamong competing alternativesand objectivesto meet stakeholder needs  Typically themost important knowledgeareafor the Project Manager
• 3.
  Why to ManageIntegration? Managechangeand communication  Reduceproject timeand cost  Involvestakeholdersearly and often  Makeresultsvisible  Identify problems/solutionsearly  Userelevant experienceasearly aspossible
• 4.
  Who ManagesIntegration?  ProjectManager – Integrator for theproject that executes processes  Team Members– Concentrateon completing tasks, activities, & work packages  Project Sponsor – Protect project from changesand losing resources
• 5.
  How to ManageIntegration? Usethesevenintegration processes  Develop project charter  Develop project management plan  Direct and manageproject execution  Monitor and control project work  Perform integrated changecontrol  Closeproject or phase Project Charter Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
• 6.
  How to ManageIntegration? Eachprocesshas:  Inputs  Toolsand Techniques  Outputs Remember that inputsand outputscan feed morethan oneprocess! Project Charter Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
• 7.
  Develop Project Charter Providestheproject manager with theauthority to apply organizational resourcesto project activities.  Written document containing the“contract terms” between thesponsor and theproject manager  Providesthebackground, objectiveand general boundariesfor the project  Ensuresscopeand expected outcomesareunderstood by both parties  Should beconcise(5 – 10 pages)
• 8.
  Develop Project Charter Agreements Project Statementof Work Enterprise Environmental Factors Organizational Process Assets Project Charter  Project Selection Methods  Project Management Methodology  Project Management Information System  Expert Judgment Inputs Outputs Tools & Techniques Develop Project Charter Develop Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
• 9.
  Develop Project ManagementPlan Enterprise Environmental Factors Preliminary Project Scope Statement Project Management Processes Organizational Process Assets Project Management Plan  Project Management Methodology  Project Management Information System  Expert Judgment Inputs Outputs Tools & Techniques Develop Project Charter Develop Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
• 10.
  Direct & ManageExecution ProjectManagement Plan  Project Management Methodology  Project Management Information System Approved Corrective Actions Approved Preventive Actions Approved Change Requests Approved Defect Repair Validated Defect Repair Administrative Closure Procedure Deliverables Requested Changes Implemented Change Requests Implemented Corrective Actions Implemented Preventive Actions Implemented Defect Repair Work Performance Information Inputs Tools & Techniques Outputs Develop Project Charter Develop Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
• 11.
  Outputs Monitor & ControlProject Work Rejected Change Requests Project Management Plan Work Performance Information  Project Management Methodology  Project Management Information System  Earned Value Management  Expert Judgment Forecasts Recommended Corrective Actions Recommended Preventive Actions Recommended Defect Repair Requested Changes Inputs Tools & Techniques Develop Project Charter Develop Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
• 12.
  Integrated ChangeControl Project ManagementPlan  Project Management Methodology  Project Management Information System  Expert Judgment Requested Changes Work Performance Information Recommended Preventive Actions Recommended Corrective Actions Recommended Defect Repair Deliverables Rejected Change Requests Project Management Plan Updates Project Scope Statement Updates Approved Corrective Actions Approved Preventive Actions Approved Defect Repair Validated Defect Repair Approved Change Requests Deliverables Inputs Outputs Tools & Techniques Develop Project Charter Develop Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
• 13.
  Close Project orPhase ProjectManagement Plan  Project Management Methodology  Project Management Information System  Expert Judgment Contract Documentation Enterprise Environmental Factors Organizational Process Assets Work Performance Information Deliverables Administrative Closure Procedure Contract Closure Procedure Final Product, Service, or Result Organizational Process assets Updates Inputs Outputs Tools & Techniques Develop Project Charter Develop Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
• 14.
  What is includedin a Project Plan?  Project charter  Project Management Approach  ScopeStatement  Work Breakdown Structure (WBS)  Responsibility Chart  Network Diagram with Major Milestones  Budget  Schedule  Resources  ChangeControl System  PerformanceMeasurement Guidelines  Management Plans(Scope, Schedule, cost, quality, staffing, communications, risk response, procurement)
• 15.
  PMResponsibility forChange  Influencefactorsthataffect change  Ensurechangeisbeneficial  Determineif achangehasoccurred  Determineif achangeisneeded  Look for alternativesto change  Minimizenegativeimpact from change  Notify Stakeholdersimpacted by change  Managing thosechangesthat do occur according to project plan
• 16.
  Integration Management Summary Know theintegration management processesand wherethey belong  Project plan documentsthebasisfor all project decisions  Understand theauthority and limitsof authority of theproject manager  All changesshould beguided by theprocessesin theproject plan
• 17.
  Some Definitions Responsibility: Anassignment that can bedelegated within a project management plan such that theassigned resourceincursaduty to perform therequirementsof the assignment. Accountability: Being responsibleto one'ssuperior in an organization for theexerciseof one'sauthority and theperformanceof one'sduties. Authority Thelegitimatepower given to aperson in an organization to use resourcesto reach an objectiveand to exercisedisciplinewithin project. Lessons Learned – Document that identifieswhat wasdoneright, wrong, and how to improvein thefuture Baseline – Theoriginal project plan with approved changes