Project_Integration_Managemen.pptx
- 2. The Integration Process Project Integration Management Input •Contract •Project Statement of Work •Enterprise environmental factors •Organizational process assets Output •Administrative Closure procedure •Contract closure procedure •Final product, service, or result •Organizational process assets updates Develop Preliminary Project Scope Statement Develop Project Management Plan Develop Project Charter Monitor and Control Project Work Integrated Change Control Direct and Manage Project Execution Close Project
- 3. Page 3 The project charter content • Requirements that satisfy important stakeholders (customer, sponsor etc.) expectations • Business needs • High level project/product descriptions and requirements • Purpose of the project • Assigned Project manager and his/her authority • Summary milestone schedule • Stakeholder influences • Functional org. and their participation • External assumptions • External constraints • Summary budget
- 4. Page 4 Enterprise Environmental Factors • Organizational or company culture and structure • Governmental or industry regulatory issues • Infrastructure, facilities and systems • Existing human resources • Personnel administration • Company Work authorization system • Marketplace conditions • Stakeholder Risk tolerance
- 5. Page 5 Organizational Process Assets • Standard processes & procedures • Policies etc. Regulatory etc • Work instructions, evaluations criteria and work performance measurement criteria • Templates • Communication requirements • Project closure guidelines • Financial control system and guidelines • Issue and defect management • Authority system • Business Information System – Project files – Cost management – Financial data – Defect data
- 6. Page 6 Project Scope Statement • Project and product objectives • Product or service requirements and characteristics • Product acceptance criteria • Project boundaries • Project requirements and deliverables • Project constraints • Project assumptions • Initial project organization • Initial defined risks • Schedule milestones • Initial WBS • Order of magnitude cost estimate • Approval requirements
- 7. Page 7 Project Management Plan • Project Management processes – Level of implementation – Tools and techniques descriptions – Utilization and usage (input and output) • How work shall be executed to accomplish the project objectives • How changes will be monitored and controlled • How CM will be performed • How the performance measurements will be handled (integrity, baselining etc.) • Communication among stakeholders • Key management reviews • Key management plans as needed >> – Mile-stone list – Resource calendar – Schedule baseline – Cost baseline – Quality baseline – Risk register
- 8. Page 8 Projects Monitor and Control • The role of the project manager • Leadership and the management system • Each organization shall have a management system for projects, preferably complying with ISO 21500:2021 Project, programme and portfolio management — Context and concepts or ISO 10006:2017 Quality management — Guidelines for quality management in projects • Measurements and analysis in project management • Corrective actions • Feedback • Top management’s role to support and implement a Project Management Control System
- 9. Page 9 Project Closure: For you as the project manager • Have post-mortem meetings! • Prior to the first meeting the team leader must send out a detailed questionnaire which should be very specific. The participants should be given enough time to collect needed data
- 10. Page 10 Project Closure: Post-Mortem report format – the ten issues • Project identification • Objective • Marketing • Research and development • Manufacturing • Quality assurance • Design error performance measurements • Standardization issues • Overall summary • Appendix
- 11. Page 11 Project Post-mortem Objectives • To analyze the product development cycle in order to understand strengths and weaknesses. • The lessons learned will be used to improve future development cycles
- 12. Page 12 At the meeting remember! • Identify successes and give credit • Listen to everybody • Priorities problems • Identify weaknesses, analyze for root causes and propose corrective action • Keep good minutes • Stick to the fact and use data
- 13. Page 13 And do not! • Blame anybody. All are there to learn • Divide up into competing groups • Turn the meeting into a complaint session • Deviate from the agenda and allow storytelling • Assign action on a person who do not accept them • Try to solve all problems
- 14. Page 14 After the meeting, remember to: • Distribute the report • Share conclusions and get acceptance for proposals from senior management • Keep performance measures on post-mortems at your entity • Timeliness of post-mortems • Percentage of project with post-mortems • A list of contributions to the best practice file • A list of problems that recur from one project to another
- 15. QUESTIONS?