02 - project integration

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MODULE 2 ro ec n egra on anagemen © ProsysSolutions Int’l

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

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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

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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


2rgani7ationalProcess ,ssets

-'pert 8udgment

1acilitation 3echni(ues

Project

Management Plan


MODULE 2 ro ec n egra on anagemen © Prosys


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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


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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MODULE 2 ro ec n egra on anagemen ySolutions Int’l

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

•



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


2rgani7ational

Process ,ssets


-'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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MODULE 2 ro ec n egra on anagemenSolutions Int’l

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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MODULE 2 g gSolutions Int’l

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



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

MODULE 2 ro ec n egra on anagemen © Prosysl i l


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Close Project orPhase

1inal Product" Service"

or .esult 3ransition

2rgani7ational Process,ssets /pdatesProject #lesProject or phase closuredocuments;istorical information

MODULE 2 ro ec n egra on anagemen © ProsysS l ti I t’l


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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

02 - project integration

Documents