bsbpmg501a manage project integrative processes manage project integrative processes project...

BSBPMG501A Manage Project Integrative Processes

Manage Project Integrative Processes

Project IntegrationProcesses – Part 1

Diploma of Project Management 17872Qualification Code BSB51507

Unit Code BSBPMG501A


Project Integration Processes

PMBOK Project Integration Management Processes -4.1 Develop Project Charter

4.2 Develop Project Management Plan

4.3 Direct and Manage Project Execution

4.4 Monitor and Control Project Work

4.5 Perform Integrated Change Control

4.6 Close Project or Phase

• Project Integration Management processes relate to all of the processes within the other 8 key knowledge areas, most especially those which fall into the Planning, Monitoring & Controlling, and Closing process groups.

PMBOK 4th Edition


Project Integration Processes – Part 1

PMBOK Project Integration Management Processes -4.1 Develop Project Charter



4.4 Monitor and Control Project Work

4.5 Perform Integrated Change Control

4.6 Close Project or Phase

• Some of the Project Integration Management processes are also covered under the other key knowledge areas (e.g. 4.1 is also covered in Manage Project Scope) as they are often done concurrently with processes performed within other process groups.

PMBOK 4th Edition


Project Integration Management

• Only Project Managers have the responsibility for managing the integrative processes of a project.

• This means that the project manager needs to work across all of the functions and tasks involved in project management and ensure that they are all working smoothly together.

• It often involves making tradeoffs between competing objectives and alternatives to meet or exceed stakeholder needs and expectations.

• Project Integration Management is the consolidation of all project management activities that relate to successful project completion, delivering on stakeholder expectations and meeting requirements.


Learning Objectives – Part 1

1. Identify and manage the interests and expectations of project stakeholders and the Project Sponsor

2. Ensure that the project objectives are reasonable and achievable

3. Develop project management plans that integrate all project management functions to achieve the defined outcomes

4. Understand the importance of engaging the Project Sponsor and senior stakeholders in the project planning and approval process

5. Understand how to direct and manage the execution of project work


Reading – Scope Processes Part 1

Please take some time to review the PMBOK Chapters 4.1, 4.2, 4.3

This could take 30 to 45 minutes


4.1 Develop Project Charter

• The process of developing a document that formally defines and authorises a project by documenting the initial requirements that will satisfy the needs of the Project Sponsor and stakeholder

• The high level Project Scope is formulated during this process

• The Project Charter establishes a partnership between the Project Sponsor or client and the Project Manager

• Occurs during the Initiation Phase

Adapted from PMBOK 4th Edition

Initiation Planning Execution Close

Monitor

Control



• Inputs into the Project Charter -

Project Statement of Work

Business need or rationale

Product and project description

Strategic Plan

Business Case

Regulations and standards

Contractual requirements

Methodologies, policies and procedures




• There are very limited tools and techniques to develop the Project Charter

• The primary area of assistance comes from experts who have specific skills and experience in the type of project being documented in the Project Charter


ConsultantsProject

ManagementOffice

IndustryGroups

ProjectSponsor

ProfessionalAssociations

Subject MatterExperts

Focusgroups

Other ProjectManagers

StakeholdersCustomers

Research



• The major output of this process is the Project Charter and perhaps some form of official approval to proceed with the project

• Common contents of a Project Charter –Project purpose or justificationProject objectives – should be measurableProject descriptionHigh level requirementsHigh level risks or overall risk analysisPreferred timeframeEstimated high level budgetHigh level project structure – Project Sponsor, Project

ManagerAuthorisation or Governance processes



Types of Project Charters

• You may know a Project Charter by a different name as they can vary depending on your industry or the particular methodology being applied

• Some common names for Project Charters include –

Project Brief

Concept Paper

High Level Plan

Statement of Work

• Sample Project Charter templates are available to download from the links in the Learning Program for the Course Site under PM Templates and Examples.


• It is critical that the project objectives and success criteria are measurable and have been signed off by the Project Sponsor, otherwise progress and success are difficult to achieve

• The recommended method is SMART• Make sure all your objectives are –

S pecific M easurable A chievable R ealistic, and T ime Bound

Project Objectives



• This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management.

• Good practice dictates that the Project Management Plan is baselined at the end of the Planning Phase, particularly in the areas of scope, cost and time

• It is progressively updated during project execution via the Perform Integrated Change Control process (PMBOK 4.5)

• It occurs during Planning



Monitor

Control


• The planning processes for all project management key knowledge areas are normally performed at the same time this process, or expanded upon shortly afterwards

• The relationship to Scope, Time and Cost is slightly different to the other areas of Communication, Risk, Human Resources, Quality and Procurement

• There are no stand alone Scope, Time or Cost Planning processes, they contained within the Develop Project Management Plan process

• The other key knowledge areas have discrete processes for planning that are defined in their process groups





• The Project Management Plan –can be composed of subsidiary plans for each of the 8 key

knowledge areas or these planning elements can be included into one integrated end product

can be either high level or detailed depending on the characteristics of the project and the project management methodology that is being applied

Can only be changed via a Change Request once it has been baselined

defines how all aspects of the project are to be undertaken through the Execution Phase

establishes the mechanisms and processes to Monitor and Control the project

defines how the project is to be Closed



Monitor

Control



• Inputs into the Project Management Plan –Project Charter

Subsidiary plans developed in other planning processes

Industry standards and regulations

Organisational policies and procedures

Project management methodology

Project management tools

Planning templates

Knowledge from past projects

Expert judgement and advice



Monitor

Control



• There are very limited tools and techniques to develop the Project Management Plan

• The primary area of assistance comes from experts who have specific skills and experience in the type of project being planned


ConsultantsProject

ManagementOffice

IndustryGroups

ProjectSponsor

ProfessionalAssociations

Subject MatterExperts

Focusgroups


StakeholdersCustomers

Research



• The major output of this process is the Project Management Plan and perhaps some form of official approval to proceed with the project

• Common inclusions in the Project Management Plan – Project lifecycle and project management processes

Selected tools and techniques

Project objectives and how these will be achieved

Change Management Plan

Baselines for Scope, Time and Cost

Performance measurement and status reporting processes

Governance structure

Team structure

Subsidiary plans if required Adapted from PMBOK 4th Edition


Monitor

Control



• This is the process of defining and documenting the actions necessary to prepare and integrate all subsidiary plans for each of the 8 key knowledge areas of project management.

• Good practice dictates that the Project Management Plan is baselined at the end of the Planning Phase, particularly in the areas of scope, cost and time

• It is progressively updated during project execution via the Perform Integrated Change Control process (PMBOK 4.5)

• It occurs during Planning



Monitor

Control


• The planning processes for all project management key knowledge areas are normally performed at the same time this process, or expanded upon shortly afterwards

• The relationship to Scope, Time and Cost is slightly different to the other areas of Communication, Risk, Human Resources, Quality and Procurement

• There are no stand alone Scope, Time or Cost Planning processes, they contained within the Develop Project Management Plan process

• The other key knowledge areas have discrete processes for planning that are defined in their process groups





• The Project Management Plan –can be composed of subsidiary plans for each of the 8 key

knowledge areas or these planning elements can be included into one integrated end product

can be either high level or detailed depending on the characteristics of the project and the project management methodology that is being applied

Can only be changed via a Change Request once it has been baselined

defines how all aspects of the project are to be undertaken through the Execution Phase

establishes the mechanisms and processes to Monitor and Control the project

defines how the project is to be Closed



Monitor

Control



• The Project Management Plan integrates and consolidates all of the subsidiary plans and baselines from the planning processes within the 8 key knowledge areas

• It can be either high level or detailed depending on the characteristics of the project and the project management methodology that is being applied

• Once approved, it can only be changed via a formal Change Request



Monitor

Control



• Procedures contained within the Project Management Plan -

Detail of the lifecycle selected for the project and the processes for each phase, typically tailored specifically for each project

Descriptions of tools and techniques to be used by the project management team

How work will be executed via different resourcing, team structures and contractual arrangement

Change Management Plan with detailed processes for integrated change control

Configuration Management Plan – often for larger IT, Engineering and Construction projects

Procedures for maintaining and amending baselines Communication mechanisms and tools Procedures for and timing of key management reviews, sign off and approval



Monitor

Control



• Baselines contained within the Project Management Plan –

Schedule baselineCost baselineScope baseline


Schedule Baseline produced during 6.5 Develop Schedule

Cost Baseline produced during 7.2 Determine Budget

Scope Baseline produced during 5.4 Verify Scope



• Subsidiary plans often include – Scope Management Plan

Requirements Management Plan

Schedule Management Plan

Cost Management Plan

Quality Management Plan

Process Improvement Plan

Human Resource Plan

Communications Management Plan

Risk Management Plan

Procurement Management Plan



Monitor

Control



• This is the process of performing the work defined in the project management plan in order to achieve the project’s objectives

• The Project Manager directs the execution of the planned activities, sometime with the assistance of a project management team for larger projects

• It occurs during Execution



Monitor

Control



• The major activities include –Creation of project deliverablesManagement of the project staff and stakeholdersAcquisition, use and consumption of non human resourcesImplementation of planned processes and proceduresCommunicationStatus ReportingTracking and re-forecasting of progressMonitor and resolve risks and issuesImplementation of process improvementsCollection and documentation of lessons learnedControl scopeImplementation of approved changesManage change requestsManage external suppliers



Monitor

Control



• An important aspect of Direct and Manage Project Execution is the implementation of any approved changes to the project scope or objectives.

• Three types of changes can occur during project execution –

1. Corrective Action – required to adjust project performance back into line with the Project Management Plan

2. Preventative Action – reduces the probability of negative consequences associated with project risks

3. Defect Repair – required to repair of replace defective outcomes or components



Monitor

Control



• Inputs into Direct and Manage Project Execution –Project Management PlanApproved Change RequestsOrganisational culture and structureFacilities and equipmentPersonnel administration proceduresSponsor and stakeholder risk appetiteProject management information systemsOrganisational guidelinesIssue and defect management proceduresProject files from past projects


Monitor

ControlAdapted from PMBOK 4th Edition



• There are very limited tools and techniques to assist with the direction and management of projects

• The primary area of assistance comes from experts who have specific skills and experience in the type of project being planned


ConsultantsProject

ManagementOffice

ProjectSponsor

Project ManagementInformation Systems

ProjectManagementProcedures

Risk & Issuedatabases


Learnings fromPast projects MS Project

ExperienceResearch



• The major outputs are as follows - Project Deliverables

Work Performance Information– Deliverable status

– Schedule progress

– Costs incurred

Change Requests

Outcomes of Change Requests

Project Management Plan Updates

Project Document Updates

Risk and Issue Log Updates



Monitor

Control


Next Steps

Please proceed to Project Integrative Processes Part 2

in the Learning Program.

Best of Luck!

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