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MODULE 2
ProjectIntegrationManagemen
tCopyright © Prosys SolutionsInternationalAll rights Reserved
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DevelopProject Charter
Develop ProjectManagement Plan
Direct and ManageProject Work
Monitor andControl project
Work
Perform IntegratedChange Control
Close
Project orPhase
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Project Integration Management
• Processes activities ! to identify" de#ne" com$ine"unify" and coordinate the various processes Project Management activities %ithin the Project
Management Process &roups• Characteristics of uni#cation" consolidation"communication integrative actions that are crucialto control project e'ecution through completion"
successfully managing stakeholder e'pectations"and meeting re(uirements
• Decision making ! Making choices a$out resourceallocation" making trade)o*s among competingo$jectives and alternatives" and managing the
interdependencies among the Project Management
Inludes
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Proess !ey Output
Initiating Develop Project Charter Project Charter
Planning Develop Project ManagementPlan
Project Management Plan
-'ecuting Direct Manage Project Work Delivera$les Work Performance Data Change .e(uests
/pdatesMonitoringControlling
Monitor Control Project Work •Change .e(uests•Work Performance.eports
•/pdates
Perform Integrated Change
Control
o,pproved Change
.e(uestsoChange 0ogo/pdates
Closing Close Project or Phase 1inal product" service"or result transition
2rganisational Process,ssets /pdates
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Management$y 2$jectives
3he steps!
•-sta$lish unam$iguous and realistico$jectives
•Periodically evaluate if o$jectives are$eing met
•Implement corrective action
If the project is not inline %ith or does not
support the corporate o$jective" the projectis likely to lose resources" assistance" andattention
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DevelopProject Charter
Process to develop a document formallyauthorising the e'istence of a project or a phase"
providing project manager the authority to applyorganisational resources to project activities
Project Statementof Work 4SoW5
6usiness Case
,greements -nterprise
-nvironmental1actors
2rgani7ational
Process ,ssets
-'pert 8udgment
1acilitation 3echni(ues
ProjectCharter
Input 3ools 3echni(ues 2utput
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• Project Statement of Work 4SoW5 –9arrative description of project’s
products" services" or results –Supplied $y customer or project
sponsor:initiator – Includes!
• 6usiness need 4$usiness reason for doingit5
• Product scope description 4characteristics
of the delivera$les5• Strategic plan 4ho% the project supports
organi7ational strategic aspects5
• 6usiness Case –Descri$es the necessary information
from a $usiness standpoint to
determine %hether or not the projectis %orth the re(uired investment
– 3ypically e'plains!• Why this project is $eing undertaken• 3he pro$lem solved $y this project• Cost)$ene#t analysis
© P
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6usiness 9eeds
3o gain and increase the pro#t
Increase Market Share
1irst step to get into a ne% market
Increasing customer satisfaction
Process Improvement 4internal5
Increase Capa$ility 4manufacture5
© P
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Product Description
De#nition 4What5
1unction 4What 1or5
Sources 4Who5;o% to make product description
4don’t forget to de#ne the
limitations" characteristics"
project si7e" product function5
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Project SelectionMethod
6ene#t Measurement!•Comparative approaches, scoring models,
beneft contribution•Panel review, peer review, scoring, beneft
compare to cost
Constrained 2ptimi7ation•Mathematical approach•Linear programming, integer programming,
etc•NPV, IRR, Paybac Period
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Project
CharterShould $e issued $y a seniormanager e'ternal to the project oflevel appropriate to the needs of the
project 4not a project manager5
1unctions;and over
,ckno%ledgement of PM PMorgani7ation
De#ning Project Category
Determine Internal +ick 2*
Project Charter
Document issued $y projectinitiator or sponsor that formally
authori7es the e'istence of aproject and provides the projectmanager %ith the authority toapply organi7ational resources toproject activities
6ene#tsProject manager authority
.ecognition of the projecte'istence" or esta$lishment of the
projectProvides project goals and
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Project
Charter
Project Charter
6usiness needs
Project purpose or justi#cationMeasura$le project o$jectives related success criteria
.e(uirement 4high level5
,ssumptions constraints
Project description 4high level5 $oundaries
.isk 4high level5
Summary milestone schedule
Summary $udget
Stakeholder listProject approval re(uirements
,ssigned project manager"responsi$ility" authority level
9ame authority of the sponsoror other person4s5 authori7ing the
Project Charter
Constraints• 1actors that %ill limit the project
team option• 3he state" (uality" or sense of
$eing restricted to a givencourse of action or inaction
• ,pplica$le restriction orlimitation" either internal ore'ternal to the project" that %illa*ect the performance of theproject or a process
Assu"ptions• 1actors that" for planning
purpose" are considered to $etrue" real" or certain %ithoutproof or demonstration
• ,ssumptions generally involvea degree of risk
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-conomic Models for ProjectSelection6ene#t)Cost .atio 46C.5We’re looking for 6C. < = Internal .ate of .eturn 4I..5
o a project’s returns as an interest rateo We’re looking for a $ig num$ero >! you have to choose from project , %ith I.. of =?@ or
project 6 %ith I.. of =A@B Which one is preferred ,!Project ,
2pportunity Costo
3he cost of other opportunities that are missed $y investingmoney in this projecto We’re looking for small num$er as small as possi$leo >! you have to choose from project , %ith 9PE /SFGH"HHH
or project 6 %ith 9PE /SFAH"HHHB What is the opportunity
cost of selecting project 6 ,! FGH"HHH
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-conomic Models for ProjectSelectionPresent Ealue 4PE5
o
6ased on the time value of moneyJ economic theory that adollar today is %orth more than a dollar tomorro%o We’re looking for $ig num$ero PEK1E 4=Lr5n %here 1EK1uture Ealue" rKinterest rate"
nKnum$er of time periods
9et Present Ealue 49PE5o 6asically the same as PE" e'cept that it also factors in the
costso We’re looking for $ig num$er
Pay$ack Periodo 9um$er of time periods to recover investment $efore taking
the pro#to We’re looking for shorter period
.eturn on Investment 4.oI5o 3he percentage sho%ing %hat return is made $y investing
in something’
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Develop ProjectManagement Plan
3he process of de#ning" preparing" andcoordinating all su$sidiary plans andintegrating them into a comprehensive
Project Management Plan
Project Charter2utput fromother processes
-nterprise
-nvironmental1actors
2rgani7ationalProcess ,ssets
-'pert 8udgment
1acilitation 3echni(ues
Project
Management Plan
Input 3ools 3echni(ues 2utput
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Project Plan
• &uide project e'ecution
• Document project planning assumption
• Document project planning decision
regarding alternatives chosen• 1acilitate communication among
stakeholders
• De#ne key management revie%
•
Provide a $ase line for progressmeasurement and project control
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ProjectManagementPlan
6aseline! original project plan %ith approved
changesB /sed to monitor project progressand forecast the project #nal cost schedule
+ick o* meeting!• Meeting of all parties• ;eld at the end of planning phase• Make everyone is familiar %ith the details of
the project and the people %orking on theproject
, formal" approved document that de#nesho% the projected is e'ecuted" monitored"controlled" and closed
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Project ManagementPlan
Project Charter
, description of the PM approach or
strategy
Work 6reakdo%n Structure 4W6S5Cost estimates" Schedule" .esponsi$ility
,ssignments 4each task if necessary5
Performance measurement $aseline
4scope" schedule" cost5
Major milestone+ey sta*
.isk Management
Plan
Scope ManagementPlan
>ualityManagement Plan
Cost ManagementPlan
ScheduleManagement Plan
StaNngManagement Plan
CommunicationManagement Plan.isk .esponse ProcurementManagementChangeManagement
Con#guration
Managemen
t Plan
.e(uirementsManagement Plan
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Pro#et Manage"ent Plano"ponent
Corresponding proess
Scope Management Plan Develop Project Management Plan
3ime Management Plan Develop Project Management Plan
Cost Management Plan Develop Project Management Plan
Change Management Plan Develop Project Management Plan
Con#guration Management Plan Develop Project Management Plan
.e(uirements Management Plan Plan Scope Management
Scope 6aseline Create W6SSchedule 6aseline Develop Schedule
Cost 6aseline Determine 6udget
>uality Management Plan Plan >uality Management
Process Improvement Plan Plan >uality Management
;. Plan Plan ;uman .esource Management
Communication Management Plan Plan Communications Management
.isk Management Plan Plan .isk Management
.isk .esponse Plan Plan .isk Management
Procurement Management Plan Plan Procurement Management
Stakeholder Management Plan Plan Stakeholder Management
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Direct andManage Project
Work
ProjectManagement Plan
,pproved Change.e(uests
-nterprise-nvironmental1actors
2rgani7ational
Process ,ssets
-'pert 8udgment
ProjectManagementInformation
System
Meetings
Input 3ools 3echni(ues 2utput
0eading performing the %ork de#nedin the project management plan andimplementing approved changes to
achieve the project’s o$jectives
Delivera$les
Workperformance data
Change re(uests Project
ManagementPlan updates
Project document
updates
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• Perform activities to accomplish project re(uirements
• Create project delivera$les to meet the planned project %ork
• Provide" train" and manage team mem$ers assigned to the
project
• 2$tain" manage" and use resources including materials" tools"
e(uipment" and facilities• Implement the planned methods and standards
• -sta$lish and manage project communication channels" $oth
e'ternal and internal to the project team
•
&enerate %ork performance data 4cost" schedule" technical"and (uality progress" and status to facilitate forecasting5
• Issue change re(uests and implement approved changes into
the project’s scope" plans" and environment
Direct Manage Project -'ecution mayinclude!
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• Manage risks and implement risk response activities
• Manage sellers and suppliers
• Manage stakeholders and their engagement
• Collect and document lessons learned and
implement approved process improvement activities• .e(uires revie% of the impact of all project changes
and implementation of approved changes!
– Corrective action! realigning project %ork performance
%ith Project Management Plan – Preventive action! ensuring the alignment of future
project %ork performance %ith Project Management Plan
– Defect repair! modifying nonconforming product or
product component
Direct Manage Project -'ecution mayinclude!
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Project Plan
-'ecution
Implementing project plan
Completing project plan
,chieving %ork result
Committing project resources in
accordance %ith project plan
3aking preventive and corrective
action
,uthori7ing %ork
;olding team meeting
9on)Project Plan
-'ecution
Implementing >, procedures
Communicating project
progress
Producing reports
Developing the team
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3he outputs!
•
Delivera$leso 3he most important output
o /ni(ue and veri#a$le product" result" or capa$ility toperform a service that is re(uired to $e produced in orderto #nish:complete the project
•
Work Performance datao 3he second most important output
o Information on the status of delivera$les ra% o$servationsand measurements identi#ed during activities $eingperformed to carry out the project %ork
• Change re(uestso , formal proposal to modify any document" delivera$le" or
$aseline" and may result in update4s5 to parts of the ProjectManagement Plan
o ,l%ays track and manage changes properly to ensure that
project is going in accordance %ith the plan
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Monitor and ControlProject Work
• Project ManagementPlan
• Schedule forecasts
• Cost forecasts
• Ealidated changes
• Work performanceinformation
• -nterprise-nvironmental 1actors
•
2rgani7ationalProcess ,ssets
Input 3ools 3echni(ues 2utput
o Change re(uests
o Work performancereports
o Projectmanagement planupdates
o Project documentupdates
3racking" revie%ing" regulating" andreporting the progress to meet theperformance o$jectives de#ned in the
project management planB
-'pert 8udgment
,nalyticaltechni(ues
Projectmanagementinformation
system
Meetings
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• Comparing actual project performanceagainst Project Management Plan
•
,ssessing performance to determine%hether any corrective or preventiveactions are indicated" and thenrecommending those actions as necessary
• Identifying ne% risks and analy7ing"tracking" and monitoring e'isting project
risks to make sure they are identi#ed" theirstatus is reported" and that appropriate riskresponse plans are $eing e'ecuted
• Maintaining accurate" timely information$ase concerning the project’s product4s5 their associated documentation through
project completion• Providing information to support status
reporting" progress measurement" andforecasting
• Providing forecasts to update current costand current schedule information
• Monitoring implementation of approved
Monitor control the project isconcerned %ith!
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.evie%ing all change re(uests" approvingchanges" and managing changes to thedelivera$les" organi7ational process assets"
project documents" and the projectmanagement plan and communicating theirdisposition
Perform IntegratedChange Control
ProjectManagement Plan
Work Performance.eports
Change .e(uests -nterprise
-nvironmental1actors
2rgani7ational
Process ,ssets
Input 3ools 3echni(ues 2utput
-'pert 8udgment
Meetings
ChangeControl 3ools
o ,pprovedchangere(uests
o Change logo Project
managementplan updates
o Projectdocumentupdates
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Integrated ChangeControl
Concerned %ith!
• InOuencing the factors that createchanges to ensure that changesare agreed upon
• Determining that change has
occurred• Managing the actual changes
%hen they as occurred
Continuously managing changes tothe $aseline!
• .eject ne% changes
• ,pproving ne% changes andincorporating them into revisedproject $aseline
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Change Control System
Collection of formal"
documented procedures that
de#nes the steps $y %hichoNcial project documents may
$e changedB
It includes the paper%ork"
tracking systems" and approvallevels necessary for authori7ing
changesB
Change Control 6oard 4CC65is formed to revie% change
re(uest to determine ifadditional analysis is
%arrantedB 3hey approve orreject the changesB
CC6 include! projectmanager" customer" e'perts"
sponsors
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Monitor controlproject %ork
Primarily focused on
managing the %ay thatthe scope is e'ecuted
Perform integratedchange control
Primarily focused on
managing changes to theproject’s scope
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Close Project orPhase
ProjectManagementPlan
,cceptedDelivera$les
2rgani7ationalProcess ,ssets
Input 3ools 3echni(ues 2utput
1inali7ing all activities across all ofthe Project Management Process&roups to formally complete theproject or phase
-'pert judgment
,nalyticaltechni(ues
Meetings
• 1inal Product"Service or.esult
3ransition
• 2rgani7ationalProcess ,ssets/pdates
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•
+ey $ene#ts! – Provides lessons learned
– Indicates the formal ending of project %ork
– .eleases organi7ational resources to pursue ne% endeavours
• Includes all planned activities necessary foradministrative closure of the project or phase! – 3o con#rm that the project or phase has met all stakeholders’
re(uirements
– 3o verify that all delivera$les has $een achieved and accepted
– 3o satisfy completion or e'it criteria for the phase or project – 3o transfer the project’s products" services" or results to the
ne't phase or to production and:or operations
– 3o collect project or phase records" audit project success orfailure" gather lessons learned" and archive project
information for future use
Close Project or Phase
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Close Project orPhase
1inal Product" Service"
or .esult 3ransition
2rgani7ational Process,ssets /pdatesProject #lesProject or phase closuredocuments;istorical information
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-'ercise!
ProjectIntegration
Management•
;o% do %e formali7e a project to a project manager• Why is it important to formali7e the project
• What is a Project Charter
• Who should authori7e the Project Charter
•What is a Project Management Plan
• ;o% can the process of project:phase closure $ene#t us