PM Chapter 05 Project Integration Management

8/13/2019 PM Chapter 05 Project Integration Management

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Project Management(Project Integration Management)


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What is the main role of the project managerto

perform integration.

Project manager must coordinate all the groups

and activities. This is project integration

management.

Project manager must make sure that everyone

perform their role.

Project integration management covers the entire

project life cycle.

Includes the processes required to ensure that

the various elements of the project are properly

coordinated.

Project Integration Management


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While the work of the project is being done:

The team membersrole is to concentrate on

completing the work packages

The project sponsorsrole is to protect the

project from changes and loss of resources

The Project managersrole is to put all the

pieces of the project together into one

cohesive whole that gets the project done

faster, cheaper and with fewer resources

while meeting project objectives.



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The need for integration in project management becomesevident in situations where individual processes interact.

For example, a cost estimate needed for a contingencyplan involves integration of the planning processesdescribed in greater detail in the Project CostManagement processes, Project Time Managementprocesses, and Project Risk Management processes.When additional risks associated with various staffingalternatives are identified, then one or more of those

processes must be revisited.

The project deliverables also need to be integrated withongoing operations of either the performing organizationor the customers organization, or with the long-termstrategic planning that takes future problems andopportunities into consideration.



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Most experienced project management practitioners knowthere is no single way to manage a project. They apply

project management knowledge, skills, and processes indifferent orders and degrees of rigor to achieve the desiredproject performance.

However, the perception that a particular process is notrequired does not mean that it should not be addressed.The project manager and project team must address everyprocess, and the level of implementation for each process

must be determined for each specific project.

Among the processes in the Project Management ProcessGroups, the links are often iterated. The Planning ProcessGroup provides the Executing Process Group with adocumented project management plan early in the projectand then facilitates updates to the project managementplan if changes occur as the project progresses.



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Integration is primarily concerned with

effectively integrating the processes

among the Project Management ProcessGroups that are required to accomplish

project objectives within an organizations

defined procedures.



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Develop

Project

Charter

Project Integration Management Processes

Initiating Planning Executing Monitoring and

Control

Closing

Develop

Project

Mgt. Plan

Direct and

Manage

Project Exec.

Monitor and

Control

Project Work

Develop

Preliminary

Project Plan

Integrated

Change

Control

Close

Project


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Project Integration Management Processes

Develop Project Charter:developing the project charter that formally authorizes a project or project

phase.

Develop Preliminary Project Scope Statement:developing the preliminary project scope statement

that provides a high level scope narrative.

Develop Project Management Plan:documenting the actions necessary to define, prepare, integrate

and coordinate all subsidiary plans into a project management plan.

Direct and Manage Project Execution:executing the work defined in the project management plan toachieve the projects requirements defined in the project scope statement.

Monitor and Control Project Work:monitoring and controlling the process used to initiate, plan,

execute, and close a project to meet the performance objectives defined in the project management plan.

Integrated Change Control:reviewing all change requests, approving changes, and controlling

changes to the deliverables and organizational process assets.

Close Project: finalizing all activities across all of the Project Management Process Groups to formally

close the project or a project phase.


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4.1. Develop Project Charter

Define business requirementswhat the project is to

achieve

High level feasibility justificationtechnical and

financial feasibility

Secure formal commitment

We must ensure that a well defined project charterexists.

Project charter is nota project management plan.

Issued by sponsornot the project manager.

Created in the initiating process groups.

Broad enough so it does not need to change as the

project changes.

Any change to the project charter should call into

question whether or not the project should continue.


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The project charter is the document that formally

authorizes a project.

The project charter provides the project manager with

the authority to apply organizational resources to

project activities.

A project manager is identified and assigned as early in

the project as is feasible.

The project manager should always be assigned prior

to the start of planning, and preferably while the project

charter is being developed.

It is such an important document that a project cannot

be started without one.


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The Project Charter is the primary tool and output of Initiation. Itencapsulates the collective visions of the key stakeholders andpasses it to the project team to enable, and as a basis for projectplanning. The Charter also authorizesthe project.

Customer

Executives

KeyStakeholders

Project

Charter ProjectTeam

ProjectSponsor

ProjectManager



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A project initiator or sponsor external to the project

organization, at a level that is appropriate to funding

the project, issues the project charter.

Projects are usually chartered and authorized external

to the project organization by an enterprise, a

government agency, a company, a program

organization, or a portfolio organization.


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Projects are chartered as a result of one or more of the following:

A market demand(e.g., a car company author izing a pro ject to

bu i ld more fuel-eff ic ient cars in respon se to gasol ine sho rtages)

A business need(e.g., a training company author izing a pro ject

to c reate a new course to increase its revenues)

A customer request(e.g., an electr ic ut i l i ty authorizing a projectto bu i ld a new subs tat ion to serve a new industr ia l park)

A technological advance(e.g., an electr on ics firm auth orizing a

new project to develop a faster, cheaper, and smaller laptop after

advances in com puter memory and electronics technolog y)

A legal requirement(e.g., a paint manufact urer autho rizing apro ject to establ ish gu idel ines for handl ing toxic m ater ials)

A social need(e.g., a nongo vernmental organizat ion in a

developing country autho r izing a project to provid e po table water

systems)


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These stimuli can also be called problems,

opportunities, or business requirements. The central

theme of all these stimuli is that management mustmake a decision about how to respond and what

projects to authorize and charter.

Project selection methods involve measuring value

or attractiveness to the project owner or sponsor and

may include other organizational decision criteria.

Project selection also applies to choosing alternative

ways of executing the project.


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Chartering a project links the project to the ongoing

work of the organization.

In some organizations, a project is not formally

chartered and initiated until completion of a needs

assessment, feasibility study, preliminary plan, or

some other equivalent form of analysis that was

separately initiated.

Developing the project charter is primarily concerned

with documenting the business needs, project

justification, current understanding of the customers

requirements, and the new product, service, or result

that is intended to satisfy those requirements.


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The Project Charter summarizes all of the pre-project planning bythe stakeholders, management, and customers

Constraints

ProjectObjectives

IdentifiedRisks

ProjectFramework

BudgetJustification

Business Case

Assumptions

StakeholderRoles/Authority

Project

Charter



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Skeletal Example

Project Title and Description (What is the project?)Project Manager Assigned and Authority Level (Who is g iven the

author i ty to lead the pro ject and can (s)he determine, manage, and

approv e changes to b udget, schedu le, staf f ing , etc.)

Business Need (Why is the project being d one?)

Project Justification (Business case on what financ ial or oth er

bas is can we just i fy doin g the project?)Resources Pre-assigned (How m any or what resources wi l l be prov ided?)

Stakeholders (Who wil l affect , or be affected by the p roject?)

Stakeholders Requirements as Known (Requ irements related to both

produ ct and project scope).

Product Description / Deliverables (What specif ic product del iverables

are wanted and w hat wil l be the end resu lt of the project?)

Constraints and Assumptions (A con straint is any l imi t ing factor

and assump t ion is something taken to be true, but which may not be true)

Project Sponsor Approval


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Benefits

Formally recognizes (authorizes) the existence of the project, orestablishes the project.

Gives the project manager authority to spend money and commit

corporate resources.

Provides the high-level requirements for the project.

Links the project to the on-going work of the organization.


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Inputs

Contract (for external customers,when applicable)

Project Statement of Work (SOW)

Enterprise Environmental Factors

Organizational Process Assets

Tools and Techniques

Project Selection Methods

Project Management Methodology

Project Management Information SystemExpert Judgment

Output

Project Charter


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Project Statement of Work (SOW)

The SOW is a narrative description of products or

services to be supplied by the project.

For internal projects, the project initiator or sponsor

provides the SOW based on business needs, product, or

service requirements.

For external projects, the SOW can be received from the

customer as part of a bid document, for example, request

for proposal, request for information, request for bid, or

as part of a contract.

SOW includes business needs, product scopedescription, and strategic plan.

4 1 C


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Organizational Environment Factors

Company culture and existing systems that the project will have todeal with or can make use of.


Existing processes, procedures and historical information.


4 2 D l P li i P j t S St t t


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4.2. Develop Preliminary Project Scope Statement

The attempt to determine the project scope

what must be done to accomplish the project.

It is developed based on the information fromthe sponsor.

Making sure that the project manager and

sponsor have a similar understanding about

project scope before planning begins.

Effort during the initiating process to obtain

all the information needed in order to plan the

project.



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The project scope statement is the definition of the projectwhat needs to be

accomplished. The Develop Preliminary Project Scope Statement process

addresses and documents the characteristics and boundaries of the projectand its associated products and services, as well as the methods of acceptance

and scope control. A project scope statement includes:

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

Project configuration management requirements

Approval requirements



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Sponsor /Customer

asks?

What do Iwant?

ProjectSOW

Company

cultureand

existingsystem

Processes,

Proceduresand

historicalinfo.

Project Manager

assists the sponsorwith the character if

necessary

Sponsor issues thecharter

Project Manager

Develops thepreliminary project

scope statement andthe project

management plan

ProjectManagement

plan is boughtinto, approved,

realistic andformal.



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Inputs

Project CharterProject Statement of Work (SOW)





Project Management Information System

Expert Judgment

Output

Preliminary Project Scope Statement




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How you will use project management on the project

What parts of the PMBOK guide you will use on your project

4 3 De elop Project Management Plan


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4.3. Develop Project Management Plan

Provides definitive statement to project

approach - scop e, cos t, t ime, qu al i ty, human

resource, communicat ion, r iskand

procurement.

All projects must include project management

plan.

4 3 Develop Project Management Plan


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Multi-page document based on input from the

team and other stakeholders. It contains all themanagement plans and performance

measurement baselines

It is these baselines that will be used to

measure the progress and completion of the

project.

Once completed, the project management plan

is used as a day-to-day tool to help manage

the project.

Though it may evolve and change over the life

of the project, it is designed to be as complete

as possible when the project execution

process group begins.



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The project management processes selected by the project management team

The level of implementation of each selected process

The descriptions of the tools and techniques to be used for accomplishing those

processes

How the selected processes will be used to manage the specific project, including

the dependencies and interactions among those processes, and the essential inputsand outputs

How work will be executed to accomplish the project objectives

How changes will be monitored and controlled

How configuration management will be performed

How integrity of the performance measurement baselines will be maintained and used

The need and techniques for communication among stakeholders

The selected project life cycle and, for multi-phase projects, the associated project

phases

Key management reviews for content, extent, and timing to facilitate addressing open

issues and pending decisions.

Includes



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The project management plan can be either summary level or detailed, and

can be composed of one or more subsidiary plans and other components.

Each of the subsidiary plans and components is detailed to the extentrequired by the specific project.

These subsidiary plans include, but are not limited to:

Project scope management plan

Schedule management plan

Cost management plan

Quality management plan

Process improvement plan

Staffing management plan

Communication management plan

Risk management plan

Procurement management plan



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Inputs

Preliminary Project Scope StatementProject Management Processes






Expert Judgment

Output

Project Management Plan




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Configuration Management System

With all the documents that are part of productmanagement plan and all the changes to them that

will occur throughout the life of project, it would be wise to

have a plan for making sure everyone knows what version

of the scope, schedule and other components of the project

management plan are the latest version

The configuration management system may include a

change control system and is part of the project

management information system. It is designed in the

planning process group and used in integrated change

control process.



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Change Control System

A collection of formal, documented procedures, paperwork, tracking system and

approval levels for authorized changes. There can be change control system foreach knowledge area in the project management. These systems are described in

the management plan for each knowledge area and are implemented in integrated

change control as part of the overall effort to control change.

The collected change control system may include:

A change control plan included in the project management plan outlining howchanges will be managed.

Creation of a change control board to approval all changes

Change control procedure (how, who)

Performance statistics

Reports

Change forms



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Work Authorization System

If you think of a large project with team members from various locations, you might think it wouldbe worth while to create a system for authorizing worknotifying team members or contractors

that they may begin work on a project work package. In many cases this system for authorizing

work is a companywide system used on all projects, not created just for the project.

Project Management Plan Approval

Since the project management plan is a formal document that will be used to manage theexecution of the project and includes items like completion dates, milestones and cost, etc.

it must receive formal approval by management, the sponsor, the project team and other

stakeholders. Formal approval means sign-off (signatures)

4 4 Direct and Manage Project Execution


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4.4. Direct and Manage Project Execution

Facilitate the development of project deliverables

The Direct and Manage Project Execution

process requires the project manager and the

project team to perform multiple actions to

execute the project management plan toaccomplish the work defined in the project

scope statement.



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Perform activities to accomplish project objectives

Expend effort and spend funds to accomplish the project objectives

Staff, train, and manage the project team members assigned to the projectObtain quotations, bids, offers, or proposals as appropriate

Select sellers by choosing from among potential sellers

Obtain, manage, and use resources including materials, tools, equipment,

and facilities

Implement the planned methods and standards

Create, control, verify, and validate project deliverablesManage risks and implement risk response activities

Manage sellers

Adapt approved changes into the projects scope, plans, and environment

Establish and manage project communication channels, both external and

internal to the project team

Collect project data and report cost, schedule, technical and quality progress,

and status information to facilitate forecasting

Collect and document lessons learned, and implement approved process

improvement activities.



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Inputs

Project Management PlanApproved Corrective Actions

Approved Preventive Actions

Approved Change Requests

Approved Defect Repairs

Validated Defect RepairsAdministrative Closure Process







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Output

DeliverablesRequested Changes

Implemented Change Requests

Implemented Corrective Actions

Implemented Preventive Actions

Implemented Defect Repair

Work Performance Information



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4.5. Monitor and Control Project Work


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Manage the project for time, cost, etc.

Communication is essential.

The Monitor and Control Project Work process is

performed to monitor project processes associated with

initiating, planning, executing, and closing.

Corrective or preventive actions are taken to control the

project performance. Monitoring is an aspect of projectmanagement performed throughout the project.

Monitoring includes collecting, measuring, and

disseminating performance information, and assessing

measurements and trends to effect process improvements.

Continuous monitoring gives the project managementteam insight into the health of the project, and identifies

any areas that can require special attention.


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Inputs

Project Management PlanWork Performance Information

Rejected Change Requests


Project Management MethodologyProject Management Information System

Expert Judgment

Earned Value Management


Output

Recommended Corrective Actions

Recommended Preventive Actions

Forecasts

Recommended Defect Repair

Requested Changes


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Defects Repair Process

Defects found whilemeasuring during quality

management

Recommended defectrepair - change

requested as part of

monitor and control

project work processes

Integrated changecontrol process

approves or rejects

change.

Defect repaired andvalidated

j

4.6. Integrated Change Control


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g g

It is a continuous process

Manage all project changes

Ensure all changes are fully integrated into the project.

Changes need to go through change control process, i.e., all changesneed to be documented and approved and the baseline updated.

The Integrated Change Control process is performed from project inception

through completion.

Change control is necessary because projects seldom run exactly according

to the project management plan. The project management plan, the project

scope statement, and other deliverables must be maintained by carefully

and continuously managing changes, either by rejecting changes or by

approving changes so those approved changes are incorporated into

a revised baseline.



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g g

This is where all the recommendations for changes, corrective actions,

preventive actions and defect repairs are evaluated across all theknowledge areas and either approved or rejected.

Changes to any part of the project management plan or the product

of the project are handled in the integrated change control process.



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g g

The Integrated Change Control process includes the following change

management activities in differing levels of detail, based upon the completion

of project execution:

Identifying that a change needs to occur or has occurred.

Influencing the factors that circumvent integrated change control so that

only approved changes are implemented.

Reviewing and approving requested changes.

Managing the approved changes when and as they occur, by regulating theflow of requested changes.

Maintaining the integrity of baselines by releasing only approved changes for

incorporation into project products or services, and maintaining their related

configuration and planning documentation.

Reviewing and approving all recommended corrective and preventive actions.

Controlling and updating the scope, cost, budget, schedule and qualityrequirements based upon approved changes, by coordinating changes across

the entire project. For example, a proposed schedule change will often affect

cost, risk, quality, and staffing.

Documenting the complete impact of requested changes.

Validating defect repair.

Controlling project quality to standards based on quality reports.



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g g

Dealing with how to make changes

Evaluate impact

Create options

Get internal buy-in

Get customer buy-in (if required)



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g g

Process of making changes

Prevent the root cause of change

Identify changes

Create a change request

Assess the change

Look at the impact of changePerform integrated change control

Look for options

Change is approved / rejected

Adjust the project management plan and base line

Notify stakeholders affected by the change

Manage the project to the new project management plan.



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Inputs

Project Management PlanRequested Changes


Recommended Preventive Actions

Recommended Corrective Actions

Recommended Defect Repair

Deliverables



Project Management Information SystemExpert Judgment



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Output

Approved Change Requests

Rejected Change Requests

Project Management Plan (updates)

Project Scope Statement (updates)

Approved Corrective Actions

Approved Preventive ActionsApproved Defect Repair

Deliverables



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Corrective Action and Integrated Change Control Process

Measure

Is there variance?

Is corrective actionrequired?

yes

Look at alternative actionsto make recommendation on

what corrective action to take

yes

Submit to internal change control

to approve or reject change

Changes identified in

project execution

Change s identified

in project monitoring and

control

approved

Change the project

management plan

Manage the project to new

project management plan

Monitor and control theproject

Measure effectiveness

of previously implemented

corrective actions

Look for more alternatives

or accept the impact.

rejected



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Reviews change requests to determine if additional analysis iswarranted

Approves and rejects changes

May include: Project Manager

Customers and Stakeholders

Experts

Sponsor

Others

Change Control Board

4.7. Close Project


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Many projects never gets properly closed.

The Close Project process involves performing the

project closure portion of the project management plan.

In multi-phase projects, the Close Project process

closes out the portion of the project scope and

associated activities applicable to a given phase.

This process includes finalizing all activities completed

across all Project Management Process Groups toformally close the project or a project phase, and

transfer the completed or cancelled project as

appropriate.

The Close Project process also establishes the

procedures to coordinate activities needed to verify anddocument the project deliverables, to coordinate and

interact to formalize acceptance of those deliverables

by the customer or sponsor, and to investigate and

document the reasons for actions taken if a project is

terminated before completion.

4.7. Close Project


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Two procedures are developed to establish the interactions necessary to perform the

closure activities across the entire project or for a project phase:

Administrative Closure Procedure

Contract Closure Procedure

4.7. Close Project


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Administrative closure procedure

This procedure details all the activities,

interactions, and related roles and responsibilities

of the project team members and other stakeholders

involved in executing the administrative closure

procedure for the project.

Performing the administrative closure process also

includes integrated activities needed to collect

project records, analyze project success or failure,

gather lessons learned, and archive project

information for future use by the organization.

4.7. Close Project


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Contract closure procedure

Includes all activities and interactions needed to settle

and close any contract agreement established for the

project, as well as define those related activities

supporting the formal administrative closure of the

project.

This procedure involves both product verification (all work completedcorrectly and satisfactorily) and administrative closure (updating of contract

records to reflect final results and archiving that information for future use).

The contract terms and conditions can also prescribe specifications for

contract closure that must be part of this procedure.

Early termination of a contract is a special case of contract closure that

could involve, for example, the inability to deliver the product, a budget

overrun, or lack of required resources.

This procedure is an input to the Close Contract process.

4.7. Close Project


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4.7. Close Project


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Input

Project Management Plan

Contract Documentation




Deliverables



Project Management Information System (PMIS)Expert Judgment

4.7. Close Project


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Output

Administrative Closure Procedure

Contract Closure Procedure

Final Product, Service, or Result

Organizational Process Assets (updates)


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Project Management Information System (PMIS)


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Standardized set of automated tools available within the organization and

integrated into the system. The PMIS is used by the project management team to:

support generation of a project charter, facilitate feedback as the document is

refined, control changes to the project charter, and release the approval document.

support generation of a preliminary project scope statement, facilitate feedback as the

document is refined, control changes to the project scope statement and release the approved

document.

support generation of project management plan, facilitate feedback as the document is

developed, control changes to the project management plan, and release the approved

document.

aid in the execution of the activities planned in the project management plan.

to monitor and control the execution of activities that are planned and scheduled in the projectmanagement plan. It is also used to create new forecasts as needed.

to support for the implementing an Integrated Change Control process for the project, facilitate

feedback for the project and control changes across the project.

to perform both administrative and contract closure procedures across the project

PM Chapter 05 Project Integration Management

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