1. PROJECT INTEGRATION MANAGEMENT
PRESENTATION ON
PROJECT INTEGRATION MANAGEMENT
GROUP 1:
Sanjeeb Jha
Bibek Pandey
Sandesh Dhakal
Sulabh Tuladhar
Bikash Shrestha
Approved Preventive Actions
Approved preventive actions are documented, authorized directions that reduce the
probability of negative consequences associated with project risks.

2. Project integration management
Project integration management is one of the nine fields of project management expertise that PMBOK classifies as “Knowledge areas”.
Knowledge areas employ inputs utilize tools and techniques and generate output.
Project integration management is the umbrella knowledge area of project management. It is comprised of the seven processes that should be implemented for any project regardless of nature or size.

3. Project integration management
Inputs
Project management process begins with at least one input.
any items internal or external required by the process
for ex: documents such as contract, value such as corporate culture.

4. Project integration management
Tools and Techniques
- equipment used in the project management processes to develop the desired outputs.
- many of tools and techniques utilized in more than one process over the course of projects.

5. Project integration management
Outputs
The product of a project management process is known as an output
A product, result, or service generated by a process is an output.
Often output of one process become input of other.

6. Develop Project charter
Develop project charter process is the mechanism for documenting a project’s origin, purpose and relationship to normal agency function.
Process results in a document that legitimizes the project and helps generate buy-in form the stakeholders , a group that may include employees, customers, legislators and others.

7. Develop Project charter
The sponsor should use the charter as a vehicle for conveying as much information about the project as possible to the project team.
Also use the charter to set the priorities for scope, schedule and cost to guide the team’s decision making throughout the project.

8. Develop Project charter
Scope and resource information that can be included in a project charter are:
Objectives and deliverables
Customers and their needs
Business requirements
Stakeholders, project manager, key project team members
project deadline, staff effort and limit, budget

9. Develop Project charter
First significant created for the project
It can be revised or modify as project progress

10. Project integration management

11. Preliminary Project Scope Statement
Project large or small are plagued by the human tendency to tinker with their scope.
for example: A simple plan to paint one bed room may turn into redecorating project for that room that rivals any makeover on other room.
This process what is called scope creep which is not recommended.
The develop preliminary project scope statement process can help to prevent scope creep by clearly setting the parameters for the project.

12. Preliminary Project Scope Statement
Who will implement this?
The develop preliminary project scope statement process should be implemented by the project team in response to the objectives outlined by the sponsor in the project charter.
Team will create a document that explains how the team will accomplished the objective.

13. Preliminary Project Scope Statement
What is PPSS?
It is a narrative description of the project scope including major deliverables, project objectives, project assumptions, project constraints and a statement of work.
Detail and clarity are crucial.
Specific systems, processes and facilities should be listed.

14. Preliminary Project Scope Statement
Input, Tools & Techniques and Output

15. Preliminary Project Scope Statement
Inputs
Project Charter : purpose of the project charter is to document:
Reasons for undertaking the project
Objectives and constraints of the project
Directions concerning the solution
Identities of the main stakeholders

16. Project Statement of Work (sample) Enterprise Environmental Factors
Organizational or company culture and structure
Existing human resources
Organizational Process Assets
organizations’ learning and knowledge from previous projects
Organizational process assets could be grouped into two categories:

17. Preliminary Project Scope Statement
Tools and Techniques
Project Management Methodology
defines a process that aids a project mgmt team in developing and controlling changes to the PPSS.
2. Project Management Information system
Automated system used by the project mgmt team to create, refine, control and release scope statement document. Generating project action plans, schedules, network diagrams, projections,

18. Preliminary Project Scope Statement
Tools and Techniques
3. Expert Judgment
It is applied to any technical and management document which is included to PPSS.
Output
Preliminary Project Scope Statement

19. Preliminary Project Scope Statement
Other Important facts
Once established the scope cannot be changed without evaluating the ramifications of the change and approving the new scope.
The skill of the team members and the plans of the team are centered on the scope as defined in the charter.
Additions to scope, may require tasks that the team is not equipped to handle and that will affect the project timeline and deliverables.

20. Setting Deadline – Humor Break

21. 4.3 Develop Project Management Plan
Action necessary to define, integrate and coordinate all subsidiary plans into project management plan
Varies on the application area and complexity of the project.
Results in a plan updated through Integrated change control process (4.6)
Defines how the project is executed, monitored, controlled and closed.

22. PROJECT MANAGEMENT PLAN
Documents the outputs of the planning processes of the Planning Process Group and includes:
The project management processes selected by PM team
Level of implementation of each selected process
Description of tools and techniques to be used
How selected project will be used to manage specific project
How work execution/ change monitoring /configuration management be performed for accomplishing project objectives
Integrity of performance measurement and baselines
Communication needs and techniques
Project life cycle and phases
Key management reviews for content, extent and timing to facilitate addressing open issues and pending decisions

23. 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

24. Components Milestone list Resource calendar Schedule baseline
Cost baseline
Quality baseline
Risk register

25. Develop Project Management Plan: Inputs
Preliminary Project Scope statement 4.2
Project Management Process (ch 5-12 )
Enterprise environmental factors
Organizational process assets

26. Develop Project Management Plan: Tools and Techniques
Project management methodology
The project management methodology defines a process, which aids a projectmanagement team in developing and controlling changes to the projectmanagement plan.
Project management information system
The project management information system, an automated system, is used by theproject management team to support generation of the project management plan,facilitate feedback as the document is developed, control changes to the projectmanagement plan, and release the approved document.

27. Expert Judgement Change Control System
. For example, for information technology systems, a change control system can include the specifications (scripts, source code, data definition language, etc.) for each software component.
Expert Judgement
Expert judgment is applied to develop technical and management details to beincluded in the project management plan.

28. Direct and Manage Project Execution
The executing process of project integration management is Manage Project execution.
In prefect world Executing project would be a simple process of following the project management plan.
However, in real or imperfect world the assumption does not take into account the volatile mix that is created when real people take on the real task of the project

29. Direct and Manage Project Execution
Project management plan is useless without the skillful application for the directing and managing process. E.g. Dot Project
Process that coordinates the people and resources that have been allocated to a project with the tasks needed to complete the project.
Project Manager is responsible for Project execution.

30. Direct and Manage Project Execution
Project manager with the well –crafted plan in hand develops the project team, protects the project scope and ensures that the completed product meets the customer’s need.
In addition, the project manager and project team track the project’s development step by step, implement corrective and preventive actions and verify that potential changes fall within the scope of the project.

31. Direct and Manage Project Execution
The project manager directs and manages the project team by providing it with information's about the project including quality, scope cost and schedule expectations.
The project manager should also:
Set boundaries for areas of responsibility and authority
Develop feedback mechanisms
Discuss inspection/reviews

32. Direct and Manage Project Execution
Manager should use tools like Gantt charts, change request forms or issue logs to know the status of the project and should share with each and every member of the team.
Communication is vital in successfully directing and managing the project execution. View Image

33. Direct and Manage Project Execution
Roles of Team Members
Each team member needs to understand how his or her task affect the overall project and be aware of the proper way to report concern issues. View image
Each member should have gone through the project documents such as charter, scope statement and project plan.

34. Direct and Manage Project Execution
Team should prepare clean and readable document.
Documentation is crucial which should be prepared throughout the execution of project
Document includes:
Updating existing plan, charter and scope statement document.
Creating new development process document etc.

35. Direct and Manage Project Execution

36. Direct and Manage Project Execution
Inputs
Project Management plan
Approved Corrective Actions
Approved Preventive Actions
Approved Change Requests
Approved Defect Repair
Validate Defect Repair
Administrative closure procedure

37. Direct and Manage Project Execution
Tools and Techniques
Project Management Methodology
Project Management Information system

38. Direct and Manage Project Execution
Outputs
Deliverables
Requested Changes
Implemented change Requests
Implemented corrective actions
Implemented Preventive actions
Implemented defective repair
Work Performance information

39. 4.5 Monitor and control Project work
Performed to monitor project processes associated with initiating, planning, executing, closing.(sample)
Corrective actions are taken
Approved Corrective Actions
Approved corrective actions are documented, authorized directions required tobring expected future project performance into conformance with the projectmanagement plan.
Approved Preventive Actions
Approved preventive actions are documented, authorized directions that reduce theprobability of negative consequences associated with project risks.

40. comparing , assessing, analyzing , risk identification, forecast.
Monitoring and controlling involves:
comparing , assessing, analyzing , risk identification, forecast.

41. Monitor and control Project work: Inputs
Project Management Plan
Work Performance Information
Rejected change requests

42. Monitor and control Project work: Tools and Techniques
Project Management Methodology
Project Management Information system
Earned value technique
Expert Judgment

43. Monitor and control Project work: Outputs
Recommended corrective action
Recommended Preventive action
Forecasts
Recommended Defect pair
Requested changes

44. Integrated Change Control
Process that is performed from project conception through completion.
Necessary because projects seldom run exactly according to the project management plan.
The project management plan, the project scope statement, and other deliverables must be maintained by carefully and continuously managing changes, either by rejecting changes or by approving changes so those approved changes are incorporated into a revised baseline.

45. Integrated Change Control Process
The Integrated Change Control process includes the following change management activities in differing levels of detail, based upon the completion of project execution:
Identifying that a change needs to occur or has occurred.
Influencing the factors that find a way around integrated change control so that only approved changes are implemented.
Reviewing and approving requested changes.
Managing the approved changes when and as they occur, by regulating the flow of requested changes.

46. Integrated Change Control Process
Maintaining the integrity of baselines by releasing only approved changes for incorporation into project products or services, and maintaining their related configuration and planning documentation.
Reviewing and approving all recommended corrective and preventive actions.
Controlling and updating the scope, cost, budget, schedule and quality requirements based upon approved changes, by coordinating changes across the entire project. For example, a proposed schedule change will often affect cost, risk, quality, and staffing.

47. Integrated Change Control Process
Documenting the complete impact of requested changes.
Validating defect repair.
Controlling project quality to standards based on quality reports

48. Requirement Change Control Procedure
Policy, Design, and Functional
Operational Use and Sustaining Effort
Performance, Test & Evaluation, etc.
Requirement
Change Proposal
Requirement
Change Proposal
Requirement
Change Proposal
Change Control Board
Evaluation of Change Impact:
Development of a
Change
Implementation Plan
Is the Change Feasible?
Yes
Affects on Performance, Effectiveness,
Life-Cycle Costs.
Proposed incorporation date, ensuing
affected requirements.
Resources required to implement the change.
Cost of implementing the change. No
No Further Action
Return to
Continuing
Operational
Status
Develop Change Procedures
Incorporate
Approved Change
Yes
Is Change
Adequate?
Update Documentation
and Database
Dispose Residue No
Redesign Required

49. Project-wide application objectives
Project-wide application of the configuration management system, including change control processes, accomplishes 3 main objectives:
Establishes an evolutionary method to consistently identify and request changes to established baselines, and to assess the value and effectiveness of those changes.
Provides opportunities to continuously validate and improve the project by considering the impact of each change
Provides the mechanism for the project management team to consistently communicate all changes to the stakeholders.

50. Configuration management activities
Some of the configuration management activities included in the integrated change control process are:
Configuration Identification:
Providing the basis from which the configuration of products is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.
Configuration Status Accounting:
Capturing, storing, and accessing configuration information needed to manage products and product information effectively.
Configuration Verification and Auditing:
Establishing that the performance and functional requirements defined in the configuration documentation have been met.

51. Integrated Change Control: Inputs, Tools & Techniques, and Outputs

52. Integrated Change Control: Tools and Techniques
Project Management Methodology
The project management methodology defines a process that aids a project management team in implementing Integrated Change Control for the project.
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.
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.

53. CLOSE PROJECT
Involves performing the project closure portion of the project management plan. In multi-phase projects, the Close Project process closes out the portion of the project scope and associated activities applicable to a given phase.
Two procedures are developed to establish the interactions necessary to perform theclosure activities across the entire project or for a project phase:
Administrative closure procedure.
Contract closure procedure

54. 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. Performing the administrative closure process also includes integrated activities needed to collect project records, analyze project success or failure, gather lessons learned, and archive project information for future use by the organization.

55. • Contract closure procedure.
procedure involves both product verification (all work completed correctly and satisfactorily) and administrative closure (updating of contract records to reflect final results and archiving that information for future use). The contract terms and conditions can also prescribe specifications for contract closure that must be part of this procedure. Early termination of a contract is a special case of contract closure that could involve, for example, the inability to deliver the product, a budget overrun, or lack of required resources. This procedure is an input to the Close Contract process.

56. Final Product, Service, or Result
Organizational Process Assets (Updates)
Formal Acceptance Documentation
Project Closure Documents.
Project Files.
project management plan, scope, cost, schedule and quality baselines, project calendars, risk registers, planned risk response actions, and risk impact.

57. THANK YOU