Project Integration Project integration management processes : develop project charter develop project management plan direct and manage project execution monitor and control project work perform integrated change control close project Integrate definition: Complete by addition of parts: combine parts into a whole. develop project charter develop a document that formally authorises a project and includes initial requirements to satisfy stakeholders’ needs and expectations develop project management plan document the actions needed to define, prepare, integrate and co-ordinate all subsidiary plans direct and manage project execution perform the work in project management plan to achieve project objectives monitor and control project work track, review, and regulate the progress to meet performance objectives in project management plan perform integrated change control review all change requests, approving changes, and managing changes to deliverables, organisational process assets, project documents, and project management plan close project finalise all activities to formally complete project

Project Integration Making choices about : - resource allocation - making trade-offs between competing objectives and alternatives - managing interdependencies Project management processes (initiating, planning, executing, monitoring and controlling, closing) - not discrete processes - overlap and interact - may be reiterative

Develop project charter Develop a document that formally authorises a project and includes initial requirements to satisfy stakeholders’ needs and expectations Establishes partnership between performing organisation and requesting organisation (or client) Project manager is identified early on - while project charter being developed, prior to planning Provides project manager with authority to apply resources to project activities Project authorisation done by some external to project e.g. sponsor, project management office

Develop project charter - Inputs Project Statement of Work describes products or services to be delivered by project consistent with business need aligns with strategic plan Business case is project worth the investment? contains business need and cost-benefit analysis built on market demand, organisational need, customer request, technological advance, legal requirement, ecological impacts, social need Contract when project is for external customer Enterprise Environmental factors government or industry standards organisational infrastructure marketplace conditions Organisational Process Assets   organisation standard processes and policies templates historical information and lessons learnt knowledge base

Develop project charter - Tools Expert Judgement often used to assess inputs applied to technical and management details provided by group or individual specialised knowledge or training from : - other units within organisation - consultants - stakeholders (including clients, sponsors) - professional and technical associations - industry groups - subject matter experts - project management office

Develop project charter - Outputs Project Charter documents business needs current understanding of clients’ needs new product, service or result/outcome intended to satisfy : - project purpose or justification - measurable project objectives and related success criteria - high level requirements - high level project description - high level risks - summary milestone schedule - summary budget will include : - project approval requirements (project success, who decides, who signs) - assigned project manager (responsibility, authority level) - name and authority of sponsor or who authorises the project

Develop project management plan Document the actions needed to define, prepare, integrate and co- ordinate all subsidiary plans

Develop project management plan - Inputs Project Charter Outputs from planning processes - planning is ongoing and so may feedback into planning process - updates to individual documents may mean updates to project management plan Enterprise Environmental Factors - government or industry standards - organisational infrastructure - project management information systems (e.g. scheduling software) - organisational structure and culture - personnel administration Organisational Process Assets - organisation standard processes and policies - templates - change control procedures - project files from past projects

Develop project management plan - Tools Expert Judgement often used to : - tailor the process to meet project needs - develop technical and management details for inclusion in project management plan - determine resources and skill levels needed to perform project work - determine which project documents require formal change control processes

Develop project management plan - Outputs Project Management Plan integrates and consolidates all subsidiary management plans and baselines from planning includes : - life cycle selected for project - results of tailoring by project management team project management processes selected level of implementation of processes descriptions of tools and techniques used in processes how selected processes will be used to manage project - how work will be executed to accomplish project objectives - change management plan - how to maintain integrity of performance measurements baselines - need and techniques for communication with stakeholders - management reviews for content, extent, and timing to address open issues and pending decisions

Develop project management plan can be summary level or detailed may be composed of one or more subsidiary plans detail of subsidiary plans as required by project Project baselines include schedule baseline cost performance baseline scope baseline Subsidiary plans include scope management plan schedule management plan cost management plan quality management plan human resource plan communications management plan risk management plan procurement management plan

Direct and manage project execution Perform the work in project management plan to achieve project objectives, including : - perform activities to accomplish project requirements - create project deliverables - staff, train, and manage project team members - obtain, manage, and use resources (materials, tools, equipment, facilities) - implement planned methods and standards - establish and maintain project communication channels (internal and external) - generate project data (e.g. cost, schedule, technical and quality progress) and status to enable forecasting - issue change requests and adapt approved changes into scope, plans, and environment - manage risks and implement risk response activities - manage sellers and suppliers - collect and document lessons learnt - implement approved process improvement activities

Direct and manage project execution Direct and manage project execution implements approved changes for : Corrective action document direction for executing project work to bring expected future performance in line with project management plan Preventative action document direction to perform an activity that reduces probability of negative consequences associated with project risks Defect repair formally document identification of defect in project component with recommendation to repair or replace the component

Direct and manage project execution - Inputs Project Management Plan describes products or services to be delivered by project consistent with business need aligns with strategic plan Approved Change Requests scheduled for implementation by project team may modify policies, procedures, costs, budgets Enterprise Environmental factors organisational infrastructure project management information systems (e.g. scheduling software) organisational structure and culture client organisational structure and culture personnel administration stakeholder risk tolerances Organisational Process Assets organisation standard guidelines and work instructions communication requirements (media used, record retention, security) defect management procedures (and database of same) project files from past projects

Project execution Tools Expert Judgement often used to assess inputs needed for project execution - other units within organisation - consultants - stakeholders (including clients, sponsors) - professional and technical associations Project management information systems provides access to - automated tools (e.g. scheduling software) - information collection and distribution system - internet access

Project execution Outputs Deliverables unique and verifiable product, service capacity, result that must be produced to complete a project Work Performance Information data that is routinely collect and relates to : - deliverable status - schedule progress - costs incurred Change Requests to modify project procedures, scope, cost, budget, schedule, quality may cover corrective or preventative actions, defect repair updates - changes to formally controlled documents, plans etc to reflect modified or additional ideas or content

Project execution Outputs Project Management Plan Updates elements of the project management plan that may be updated include : - schedule management plan - cost management plan - quality management plan - human resource plan - communications management plan - risk management plan - procurement management plan - project baselines Project Document Updates documents that may be updated include : - project logs (issues, assumptions etc) - risk register - stakeholder register

Monitor and control project work Track, review, and regulate the progress to meet performance objectives in project management plan Performed throughout the project Monitoring includes : - collecting, measuring and distributing performance information - assessing measurements and trends to effect process improvements Concerned with : - comparing actual performance against plan - assessing performance to decide if corrective or preventative action needed (make recommendations) - identify new risks and monitor existing risks - maintain accurate and timely information base - provide information for reports, progress measurement, and forecasting - providing forecasts to update current cost and schedule information - monitoring implementation of approved changes

Monitor and control project work - Inputs Project Management Plan   Performance Reports detail activities, accomplishments, milestones, identified issues, and problems key information including : - current status - significant accomplishments - scheduled activities - forecasts Enterprise Environmental factors government or industry standards (e.g. regulatory reporting requirements)project management information systems (e.g. scheduling software)organisational work authorisation system stakeholder risk tolerances Organisational Process Assets organisation communication requirements financial controls procedures lessons learnt database defect management procedures (and database of same) risk control procedures

Monitor and control project work - Tools Expert Judgement often used to interpret information provided by monitor and control activities

Monitor and control project work - Outputs Change Requests   may be issued after comparing planned results to actual results may cover corrective or preventative actions, defect repair Project Management Plan Updates elements of the project management plan that may be updated include : schedule management plan cost management plan quality management plan scope baseline schedule baseline cost performance baseline Project Document Updates documents that may be updated include : forecasts performance reports issue log

Perform integrated change control review all change requests, approving changes, and managing changes to deliverables, organisational process assets, project documents, and project management plan From project inception to completion Change management activities include : - minimise undesired influence so that only approved changes are implemented - processing change requests promptly - managing approved changes - maintain baseline integrity by incorporating only approved changes into plan and project documents - review, approve, or deny all recommended corrective and preventative actions - co-ordinating changes across entire project - document complete impact of change requests Change requests may start verbally, but should always be written

Perform integrated change control - Inputs Project Management Plan Work Performance Information Change Requests can include corrective and preventative actions, defect repairs corrective and preventative actions usually do not affect project baseline but may influence performance against baseline Enterprise Environmental Factors project management information systems (e.g. scheduling software) Organisational Process Assets change control procedures procedures for approving and issuing change authorisations process measurement database used to collect and make available measurement data

Perform integrated change control - Tools Expert Judgement often used to provide expertise and sit on change control board - industry groups - consultants - stakeholders (including clients, sponsors) - professional and technical associations - subject matter experts - project management office Change Control Meetings change control board : - meets to review change requests - approves or rejects change requests - requests can be returned to requester for additional information

Perform integrated change control - Outputs Change Request Status Updates the status of all changes (approved or not) will be updated in change request log Project Management Plan Updates elements of the project management plan that may be updated include : - any subsidiary management plans - baselines that are subject to formal change control process (i.e. sufficiently significant for the formal process) Project Document Updates documents that may be updated include : - change request log - documents that are subject to formal change control process

Close project finalise all activities to formally complete project Project manager reviews all prior information to ensure : - all work is complete - project has met objectives - reviews project management plan - project scope measured against project management plan investigate and document reasons for actions if project terminated before completion other activities include : - satisfying completion or exit criteria - transfer project’s products, services, or results/outcomes to next phase, production, operations - collect project records - audit project success or failure - gather lessons learnt - archive project information

Close project - Inputs Project Management Plan Accepted Deliverables deliverables that have been accepted through the Verify Scope process (Week 5 lecture) Organisational Process Assets - project closure guidelines or requirements e.g. project audits, project evaluations, transition criteria - historical information and lessons learnt knowledge database e.g. project records and documents, all project closure information and documentation, information regarding risk management

Close project - Tools Expert Judgement often used when performing administrative closure activities to ensure project closure is performed to appropriate standards e.g. assistance with finalising accounts, redeployment of personnel

Close project - Outputs Final Product, Service, Result/Outcome Transition transition from project to client, operations, production, marketplace, etc Organisational Process Assets Updates organisational process assets that may be updated include : - project files e.g. project management plan, scope, cost, schedule and project calendars risk register change management documentation planned risk response actions risk impact - project closure documents formal documentation indicating completion of project includes discussion of why project was terminated early (if applicable) - historical information and lessons learnt information transferred to database for use in future projects includes information in issues and risks, and techniques that worked well

References Melton, T., 2007, Project Management Toolkit, 2nd Ed., Butterworth-Heinemann, pages 13 – 51 Meredith, J.R. and Mantel, S.J., 2009, Project Management: A Managerial Approach, 7th Edition, Wiley, pages 267 – 273 Nicholas, J.M. and Steyn, H., 2008, Project Management for Business, Engineering and Technology, Butterworth- Heinemann, pages 157 - 190