lecture 5 integration
TRANSCRIPT
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Management and Leadership by
Stephan R. Covey
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What is Project IntegrationManagement? Project integration management involves
coordinating allthe other project managementknowledge areas throughout a projects life
cycle. Integration ensures that all the elements of a
project come together at the right times to
complete a project successfully.
It involves making trade-offs among competing
objectives and alternatives to meet or exceedstakeholder needs and expectations.
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Integration Management.
Integration management comprises of:
Project plan development
Integrating and coordinating all project
plans to create a consistent, coherentdocument
Project plan execution
Carrying out the project plan, according to
the strategy, plan and activities as per the
plan
Integrated change control
Coordinating changes across the project
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Framework for Project Integration Management
Focus on pulling everything
together to reach project success!
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Why do we have to manage
Integration?
To make the results visible
To keep the project time and cost under
check
To involve stakeholders early and often
To manage change
Maintain better communicationTo identify problems/solutions early
To use relevant experience as early as
possible
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Theory v/s Reality
Scope Schedule Cost
Quality Staffing (HR) Risk
Communications Procurement
Integration
The PMBOK Guide
Scope
Sche
dule
Cost
QualityStaffing(HR)
Risk
Communicatio
ns
Pro
curem
ent
Integration(Charter and Preliminary Scope Statement)
Reality
Integration
Develop plan
Direct andManageExecution
Monitor andControl Work
ChangeControl
Integration(Close project)
All the knowledge areas and processes are shown separately in
theory, but they are intermixed in real. Integration Management
is controlling integration between the various processes.
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Who Manages Integration?
Mainly..
Project ManagerThe main Integrator for
the project to ensure better execution of allthe processes
Team MembersConcentrate on
completing tasks, activities & work packages
Project SponsorProtect project from
drastic changes and losing resources
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How Do We Manage Integration?
Use the seven integration processesDevelop project charter
Develop preliminary scope statement
Develop project management planDirect and manage project execution
Monitor and control project work
Integrated change controlClose project
Project
Charter
Preliminary
Scope
Statement
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project
Work
Integrated
Change
Control
Close
Project
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Project Integration Management
Processes Develop the project charter: Work with
stakeholders to create the document that formally
authorizes a projectthe charter.
Develop the preliminary project scopestatement: Work with stakeholders, especially users
of the projects products, services, or results, to
develop the high-level scope requirements and
create a preliminary project scope statement. Develop the project management plan:
Coordinate all planning efforts to create a
consistent, coherent documentthe project
management plan.
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Project Integration Management
Processes (contd)
Direct and manage project execution:Carry outthe project management plan by performing theactivities included in it.
Monitor and control the project work: Overseeproject work to meet the performance objectives ofthe project.
Perform integrated change control: Coordinatechanges that affect the projects deliverables and
organizational process assets. Close the project: Finalize all project activities to
formally close the project.
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How Do We Manage these
processes?
Each process has:
Inputs
Tools and Techniques
Outputs
Remember that inputs and outputs can feed more
than one process!
Project
Charter
Preliminary
Scope
Statement
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project
Work
Integrated
Change
Control
Close
Project
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Project Charters
After deciding what project to work on, it isimportant to let the rest of the organization know.
A project charter is a document that formally
recognizes the existence of a project andprovides direction on the projects objectives andmanagement.
Key project stakeholders should sign a projectcharter to acknowledge agreement on the needand intent of the project; a signed charter is akey output of project integration management.
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Project Charter
Project
Charter
Preliminary
Scope
Statement
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project
Work
Integrated
Change
Control
Close
Project
ContractDocumentation
Project
Statement of
Work
Enterprise
Environmental
Factors
Organizational
Process Assets
Project
Charter
Project Selection Methods
Project Management
Methodology
Project ManagementInformation System
Expert Judgment
Inputs
Outputs
Tools & Techn iques
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Inputs
Enterprise Environmental Factors:
Any or all external and internal organizationalenvironmental factors that surround or influence the
projects success.
Examples include: organizational culture and
structure, infrastructure, tools, humanresources, personnel policies, commercial
databases, market conditions, etc.
Organizational Process Assets:
Every organization keeps a database of all the
information and records of the previous executed
projects and these information are stored in a central
repository called Organizational Process Assets.
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Preliminary Scope Statement
Enterprise
Environmental
Factors
Project
Charter
Project
Statement of
Work
Organizational
Process
Assets
Preliminary
Project Scope
Statement
Project Management
Methodology
Project Management
Information SystemExpert Judgment
Inputs
Outputs
Tools & Techn iques
Project
Charter
Preliminary
Scope
Statement
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project
Work
Integrated
Change
Control
Close
Project
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Project Management Plan
EnterpriseEnvironmental
Factors
Preliminary
Project Scope
StatementProject
Management
Processes
Organizational
Process
Assets
Project
Management
Plan
Project Management
Methodology
Project Management
Information System
Expert Judgment
Inputs
Outputs
Tools & Techniques
Project
Charter
Preliminary
Scope
Statement
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project
Work
Integrated
Change
Control
Close
Project
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What Goes in a Project Plan?
Project charter
Project Management
Approach
Scope StatementWork Breakdown
Structure (WBS)
Responsibility Chart
Network Diagram with
Major Milestones
Budget
Schedule
Resources
Change Control System
PerformanceMeasurement Guidelines
Management Plans
(Scope, Schedule, cost,
quality, staffing,communications, risk
response, procurement)
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Direct & Manage Execution
Project Management Plan
Project
Management
Methodology
ProjectManagement
Information
System
Approved Corrective Actions
Approved Preventive Actions
Approved Change Requests
Approved Defect Repair
Validated Defect Repair
Administrative Closure
Procedure
Deliverables
Requested Changes
Implemented Change Requests
Implemented Corrective Actions
Implemented Preventive Actions
Implemented Defect Repair
Work Performance Information
Inputs OutputsTools & Techn iques
Project
Charter
Preliminary
Scope
Statement
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project
Work
Integrated
Change
Control
Close
Project
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Monitor & Control Project Work
Rejected Change
Requests
Project
Management Plan
Work Performance
Information
Project Management
Methodology
Project Management
Information System
Earned Value Management
Expert Judgment
Forecasts
Recommended
Corrective Actions
Recommended
Preventive Actions
RecommendedDefect Repair
Requested
Changes
Inputs
OutputsTools & Techniques
Project
Charter
Preliminary
Scope
Statement
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project
Work
Integrated
Change
Control
Close
Project
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Integrated Change Control
Project Management Plan Project
Management
Methodology
Project
Management
InformationSystem
Expert
Judgment
Requested Changes
Work Performance Information
Recommended Preventive Actions
Recommended Corrective Actions
Recommended Defect Repair
Deliverables
Rejected Change Requests
Project Management Plan Updates
Project Scope Statement Updates
Approved Corrective Actions
Approved Preventive Actions
Approved Defect Repair
Validated Defect Repair
Approved Change Requests
Deliverables
Inputs
OutputsTools & Techniques
Project
Charter
Preliminary
Scope
Statement
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project
Work
Integrated
Change
Control
Close
Project
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PM Responsibility for Change
Influence factors that affect change.
Ensure that change is beneficial.
Determine if a change is needed.
Determine if a change has occurred.
Look for alternatives to change.
Minimize negative impact from change.
Notify Stakeholders impacted by change.
Manage those changes that do occuraccording to project plan.
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Close Project
Project Management Plan
Project Management
Methodology
Project Management
InformationSystem
Expert Judgment
Contract Documentation
Enterprise Environmental Factors
Organizational Process Assets
Work Performance Information
Deliverables
Administrative Closure
Procedure
Contract Closure Procedure
Final Product, Service, or Result
Organizational Process assets
Updates
InputsOutputs
Tools & Techniq ues
Project
Charter
Preliminary
Scope
Statement
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project
Work
Integrated
Change
Control
Close
Project
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Some relevant definitionsResponsibility: The duties, assignments, and accountability for
results associated with a designated position inthe organization.
Authority: The legitimate power given to a person in anorganization to use resources to reach anobjective and to exercise discipline.
Accountability: Being answerable to one's superior in anorganization for the exercise of one's authorityand the performance of one's duties.
Lessons Document that identifies what was done right,Learned: wrong, and how to improve in the future.
Baseline: The final approved result of the procedures is theproject plan, also known as a Master or Baselineplan. It is the original project plan with approvedchanges
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