Monday, February 16, 2009

Project Integration Management






Project Integration Management











Definition


Project Integration Management is a group of processes required to ensure that the various elements of the project are properly coordinated.


Processes


There are following processes which are part of Project Integration Management.



  • Develop Project Charter

  • Develop Preliminary Project Scope Statement

  • Develop Project Management Plan

  • Direct and Manage Project Execution

  • Monitor and Control Project Work

  • Integrated Change Control

  • Close Project




Develop Project Charter


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.


The project charter, either directly, or by reference to other documents, should address the following information:



  • Requirements that satisfy customer, sponsor, and other stakeholder needs, wants and expectations


  • Business needs, high-level project description, or product requirements that the project is undertaken to address


  • Project purpose or justification


  • Assigned Project Manager and authority level


  • Summary milestone schedule


  • Stakeholder influences


  • Functional organizations and their participation


  • Organizational, environmental and external assumptions


  • Organizational, environmental and external constraints


  • Business case justifying the project, including return on investment


  • Summary budget.



Develop Project Charter process is a part of "Project Initiation Phase".




(1) Develop Project Charter - Inputs



(1.1) Contract (When Applicable): A contract from the customer.s acquiring organization is an input if the project is being done for an external customer.


(1.2) Project Statement of Work (SOW): The statement of work (SOW) is a narrative description of products or services to be supplied by the project.


(1.3) Enterprise Environmental Factors: This includes items such as, but not limited to:



  • Organizational or company culture and structure.


  • Governmental or industry standards


  • Personnel administration


  • Existing human resources


  • Company work authorization system


  • Marketplace conditions


  • Stakeholder risk tolerances



(1.4) Organizational Process Assets: When developing the project charter and subsequent project documentation, any
and all of the assets that are used to influence the project's success can be drawn from organizational process assets.







(2) Develop Project Charter - Tools & Techniques



(2.1) Project selection methods: As a project manager you may not be involved in selecting a project but you should know the selection method. There are two main type of Project Selection Methods.



  • Benefits Measurement Methods: These project selection methods involve comparing the values of one project against another. There are the following type of Benefit Measurement project selection techniques -

    • Murder Boards - This involves a committee asking tough questions from each project

    • Scoring Models - Different projects are given scores based on certain defined criteria. Project with higher score is selected.

    • Benefits Cost Ratio - This technique involves computing benefits to cost ratio (BCR) for a project. Project with higher BCR is selected.

    • Payback period - This technique involves considering how long it takes back to "pay back" the cost of the project. Inflation or interest earned in not considered in this technique. A project with lower pay back period is better.

    • Discounted Cash Flow - This technique takes into account the interest earned on the money. The Future Value (FV) of projects is compared.

      FV=PV(1+i)n

      PV is the present value of the project. A project with higher present value is better.

    • Internal Rate of Return (IRR) - A project that has higher IRR is better, as it is giving higher return on money.





  • Constrained Optimization Methods: These Project selection methods are used for large projects. These are techniques based on mathematical models. The Constrained Optimization techniques are -

    • Linear Programming

    • Non-Linear Programming

    • Integer Algorithm

    • Dynamic Programming

    • Multi-objective Programming




(2.2) Expert Judgement: Experts with specialized knowledge or training assess the inputs to this process.


(2.3) Project Management Information System: The Project Management Information System (PMIS) is a standardized set of automated tools available within the organization and integrated into a 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 approved document.


(2.4) Project Management Methodology: A project management methodology can be either a formal mature process or an informal technique that aids a project management team in effectively developing a project charter







(3) Develop Project Charter - Output



(3.1) Project Charter





Develop Preliminary Project Scope Statement


The project scope statement is the definition of the project.what needs to be accomplished. 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 & assumptions


  • Initial project organization


  • Initial defined risks


  • Schedule milestones


  • Initial WBS


  • Order of magnitude cost estimate


  • Project configuration management requirements


  • Approval requirements



The preliminary project scope statement is developed from information provided by the initiator or sponsor. The project management team in the Scope Definition process further refines the preliminary project scope statement into the project scope statement.


Develop Preliminary Project Scope Statement is part of "Project Initiation Phase".




(1) Develop Preliminary Project Scope Statement - Inputs



(1.1) Project Charter


(1.2) Project Statement of Work


(1.3) Enterprise Environmental Factors


(1.4) Organizational Process Assets







(2) Develop Preliminary Project Scope - Tools & Techniques



(2.1) Project Management Methodology: The project management methodology defines a process that aids a project
management team in developing and controlling changes to the preliminary project scope statement.


(2.2) Project Management Information System: The project management information system, an automated system, is used by the project management team to support generation of a preliminary project scope statement.


(2.3) Expert Judgment: Expert judgment is applied to any technical and management details to be included
in the preliminary project scope statement.







(3) Develop Preliminary Project Scope Statement - Output



(3.1) Preliminary Project Scope Statement





Project Plan Development






Taking the results of other planning processes and putting them into a consistent, coherent document that can be used to guide both project execution and project control. It includes:



  • 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.


  • How work will be executed to accomplish the project objectives


  • How changes will be monitored and controlled


  • How configuration management will be performed


  • The need and techniques for communication among stakeholders



Project Plan Development process is a part of "Project Planning Phase".




(1) Project Plan Development - Inputs



(1.1) Preliminary Project Scope Statement


(1.2) Project Management Processes: This includes all the project management process defined by PMI which will be discussed in subsequent chapters.


(1.3) Enterprise Environmental Factors


(1.4) Organizational Process Assets







(2) Project Plan Development - Tools and Techniques



(2.1) Project planning methodology: Structured approach used to guide the development of the project plan.


(2.2) Stakeholder skills and knowledge : Create an environment in which stakeholders can contribute appropriately.


(2.3) Project mgmt. information system (PMIS): Consists of the automated and manual tools and techniques used to gather, integrate, and distribute information and outputs from other PM processes.


(2.4) Expert Judgment: Expert judgment is applied to develop technical and management details to be included in the project management plan.







(3) Project Plan Development - Outputs



(3.1) Project plan: The project management plan can be composed of one or more of the following subsidiary plans



  • 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



The project management plan can have one or more following components



  • Milestone list


  • Resource calendar


  • Schedule baseline


  • Cost baseline


  • Quality baseline


  • Risk register






Direct and Manage Project Execution



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 to accomplish the work defined in the project scope statement. Some of those
actions are:



  • Perform activities to accomplish project objectives


  • Expend effort and spend funds to accomplish the project objectives


  • Implement the planned methods and standards


  • Adapt approved changes into the project.s scope, plans, and environment


  • Create, control, verify, and validate project deliverables


  • Manage risks and implement risk response activities



Direct and Manage Project Execution is a part of "Project Plan Execution Phase".




(1) Direct and Manage Project Execution - Inputs



(1.1) Project plan: The subsidiary management plans ( Scope management plan, risk management plan, procurement management plan, configuration management plan, change control management plan etc.) and the performance measurement baselines are the key inputs to the project plan execution.


(1.2) Approved Corrective Actions: Approved corrective actions are documented, authorized directions required to bring expected future project performance into conformance with the project management plan.


(1.3) Approved Preventive Actions:Approved preventive actions are documented, authorized directions that reduce the
probability of negative consequences associated with project risks.


(1.4) Approved Change Requests: Approved change requests are the documented, authorized changes to expand or
contract project scope.


(1.5) Approved Defect Repair: The approved defect repair is the documented, authorized request for product correction of a defect found during the quality inspection or the audit process.


(1.6) Validated Defect Repair: Notification that re inspected repaired items have either been accepted or rejected.


(1.7) Administrative Closure Procedure: The administrative closure procedure documents all the activities, interactions, and related roles and responsibilities needed in executing the administrative closure procedure for the project







(2) Direct and Manage Project Execution - Tools & Techniques



(2.1) Project Management Methodology: The project management methodology defines a process that aids a project team in executing the project management plan.


(2.2) Project Management Information System: The project management information system is an automated system used by the project management team to aid execution of the activities planned in the project management plan.







(3) Direct and Manage Project Execution - Outputs



(3.1) Deliverables: A deliverable is any unique and verifiable product, result or capability to perform a service that is identified in the project management planning documentation, and must be produced and provided to complete the project.


(3.2) Requested Changes: Changes requested to expand or reduce project scope, to modify policies or procedures, to modify project cost or budget, or to revise the project schedule.


(3.3) Implemented Change Requests: Approved change requests that have been implemented by the project management
team during project execution.


(3.4) Implemented Corrective Actions: The approved corrective actions that have been implemented by the project
management team to bring expected future project performance into conformance with the project management plan


(3.5) Implemented Preventive Actions: The approved preventive actions that have been implemented by the project
management team to reduce the consequences of project risks.


(3.6) Implemented Defect Repair: During project execution, the project management team has implemented approved
product defect corrections.


(3.7) Work Performance Information: Information on the status of the project activities being performed to accomplish the project work is routinely collected as part of the project management plan execution.





Monitor and Control Project Work




The Monitor and Control Project Work process is performed to monitor project processes associated with initiating, planning, executing, and closing. The Monitor and Control Project Work process is concerned with:



  • Comparing actual project performance against the project management plan


  • Assessing performance to determine whether any corrective or preventive
    actions are indicated, and then recommending those actions as necessary


  • Analyzing, tracking, and monitoring project risks to make sure the risks are
    identified, their status is reported, and that appropriate risk response plans are
    being executed


  • Maintaining an accurate, timely information base concerning the project's
    product(s) and their associated documentation through project completion


  • Providing information to support status reporting, progress measurement, and forecasting


  • Monitoring implementation of approved changes when and as they occur.


  • Providing forecasts to update current cost and current schedule information



Monitor and Control Project Work is a part of "Project Controlling Phase".






(1) Monitor and Control Project Work - Inputs



(1.1) Project Management Plan


(1.2) Work Performance Information


(1.3) Rejected Change Requests: Rejected change requests include the change requests, their supporting documentation, and their change review status showing a disposition of rejected change requests.







(2) Monitor and Control Project Work - Tools & Techniques



(2.1) Project Management Methodology:

The project management methodology defines a process that aids a project management team in monitoring and controlling the project work being performed in accordance with the project management plan.

(2.2) Project Management Information System: The project management information system (PMIS), an automated system, is used by the project management team to monitor and control the execution of activities that are planned and scheduled in the project management plan. The PMIS is also used to create new forecasts as needed.


(2.3) Earned Value Technique: The earned value technique measures performance of the project as it moves from project initiation through project closure. The earned value management methodology also provides a means to forecast future performance based upon past performance.


(2.4) Expert Judgment: Expert judgment is used by the project management team to monitor and control project work.







(3) Monitor and Control Project Work - Output



(3.1) Recommended Corrective Actions: Corrective actions are documented recommendations required to bring expected
future project performance into conformance with the project management plan.


(3.2) Recommended Preventive Actions: Preventive actions are documented recommendations that reduce the probability of negative consequences associated with project risks.


(3.3) Forecasts: Forecasts include estimates or predictions of conditions and events in the project.s future, based on information and knowledge available at the time of the forecast.


(2.4) Recommended Defect Repair: Some defects, which are found during the quality inspection and audit process, are
recommended for correction.


(2.5) Requested Changes: Changes requested to expand or reduce project scope, to modify policies or procedures, to modify project cost or budget, or to revise the project schedule.





Integrated Change Control


Coordinating changes across the entire project.


Integrated Change Control is a part of "Project Controlling Phase".






(1) Integrated Change Control - Inputs



(1.1) Project Management plan


(1.2) Requested Changes


(1.3) Work Performance Information


(1.4) Recommended Preventive Actions


(1.5) Recommended Corrective Actions


(1.6) Recommended Defect Repair


(1.7) Deliverables







(2) Integrated Change Control - Tools & Techniques



(2.1) Project Management Methodology: The project management methodology defines a process that aids a project management team in implementing Integrated Change Control for the project.


(2.2) Project Management Information System: The project management information system, an automated system, is used by the project management team as an aid for implementing an Integrated Change Control process for the project, facilitating feedback for the project and controlling changes across the project.


(2.3) Expert Judgment: The project management team uses stakeholders with expert judgment on the change control board to control and approve all requested changes to any aspect of the project.







(3) Integrated Change Control - Outputs



(3.1) Approved Change Requests


(3.2) Rejected Change Requests


(3.3) Project Management Plan (Updates)


(3.4) Project Scope Statement (Updates)


(3.5) Approved Corrective Actions


(3.6) Approved Preventive Actions


(3.7) Approved Defect Repair


(3.8) Validated Defect Repair


(3.9) Deliverables





Close Project


The Close Project process involves performing the project closure portion of the project management plan. 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: 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


  • Contract closure procedure: This procedure details 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 and administrative closure.



Close Project process is a part of "Project Closure Phase".






(1) Close Project - Input



(1.1) Project Management Plan


(1.2) Contract Documentation: Contract documentation is an input used to perform the contract closure process, and includes the contract itself, as well as changes to the contract and other documentation


(1.3) Enterprise Environmental Factors


(1.4) Organizational Process Assets


(1.5) Work Performance Information


(1.6) Deliverables







(2) Close Project - Tools & Techniques



(2.1) Project Management Methodology: The project management methodology defines a process that aids a project management team in performing both administrative and contract closure procedures for the project.


(2.2) Project Management Information System: The project management team uses the project management information system to perform both administrative and contract closure procedures across the project.


(2.3) Expert Judgment: Expert judgment is applied in developing and performing both the administrative and contract closure procedures.







(3) Close Project - Outputs



(3.1) Administrative Closure Procedure.


(3.2) Contract Closure Procedure


(3.3) Organizational Process Assets (Updates)


(3.4) Final Product, Service, or Result: Formal acceptance and handover of the final product, service, or result that the project was authorized to produce.






Last Moment Revision:



  • Baseline: A baseline is an approved configuration item, e.g. a project plan that has been signed off for execution and a starting point against which changes can be measured.


  • Change Control Board (CCB): A formally constituted group of stakeholders responsible for approving or rejecting changes to the project baselines.



  • Code of Accounts: Any numbering system used to uniquely identify each element of the work breakdown structure


  • Deliverable: Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or subproject.


  • Delphi Technique: A forecasting technique used to gather information about future events on a project. It relies on gathering expert opinions.


  • Management By Objectives (MBO): A system of managerial leadership that defines individual managerial responsibilities in terms of corporate objectives.


  • Operation: Work that is ongoing and repetitive.


  • Program: A group of related projects managed in a coordinated way. Programs usually include an element of ongoing activity.


  • Project : A temporary endeavor undertaken to create a unique product or service.


  • Project Charter: A formal document issued by senior management which explains the purpose of the project including the business needs the project and the resulting product. It provides the project manager with the authority to apply organizational resources to project activities.


  • Project Life Cycle: A collection of generally sequential project phases whose name and no. are determined by the control needs of the organization(s) involved in the project.


  • Project Notebook: A detailed project plan. The notebook is updated throughout the life of the project.


  • Project Phase: A collection of logically related project activities, usually culminating in the completion of a major deliverable.


  • Project Plan: A formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, to facilitate communication among stakeholders, and to document approved scope, cost, and schedule baselines. A project plan may be summary or detail.


  • Project Management: The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.


  • Responsibility Assignment Matrix (RAM): A structure which relates the project organization structure to the WBS to help ensure that each element of the project's scope of work is assigned to a responsible individual.


  • Plan: Scope change will be integrated into the project. Includes an assessment of how likely and frequently the project scope may change and a description of how scope changes will be identified and classified.


  • Stakeholder: Individuals and organizations who are involved in or may be affected by project activities.


  • Statement of Work (SOW): A narrative description of products or services to be supplied under contract.


  • Work Authorization: Process of sanctioning all project work.


  • Work Authorization/Release: In cases where work is to be performed in segments due to technical or funding limitations, work authorization / release authorizes specified work to be performed during a specified period.


  • Work Package: A deliverable at the lowest level of the work breakdown structure. A work package may be divided into activities.



2 comments:

  1. Thanks for this.. It helps a lot to get familiar with PMP

    ReplyDelete
  2. Awesomely explain and present. Appreciated your hard work for creating this blog.

    ReplyDelete