Project Integration Management

Project Integration Management
COST Risk Communications Stakeholder HR Procurement Quality Day 1 SCOPE TIME

Is comprised of six processes: Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project

Develop Project Charter Formally authorizes the project Gives the project manager authority to apply organizational resources to project activities Develop Project Management Plan Define, prepare, and coordinate all subsidiary plans and integrate them into a comprehensive project management plan Rules of engagement for the project

Direct and Manage Project Work Leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives Managing the work to build the product of the project Monitor and Control Project Work Process of tracking, reviewing and reporting project progress against the performance objectives defined in the project management plan

Perform Integrated Change Control Process of reviewing all change requests Approving changes and managing changes to Deliverables Organizational process assets Project documents Project management plan Close Project or Phase Process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project

Is concerned with coordinating all parts of the project plan and is very interactive

Integration requires one to: Manage expectations Meet customer requirements Meet stakeholder requirements Complete the project

Integration is about: Making choices about daily resource utilization Making trade-offs among competing objectives and alternatives Managing interdependencies among the project management Knowledge Areas Foreseeing and dealing with potential issues before they become critical

Everyone manages projects differently For each project the PM and project team must address every process to determine the level of implementation Just because a process is not required does not mean it should not be addressed Project knowledge and skills are applied in various ways and amounts to achieve project performance

Has integrative aspects of like: Analyze scope which includes, but is not limited to: Project and product requirements Criteria Assumptions Constraints Transform identified information into a project management plan Prepare the WBS Document specific criteria of the product requirements.

Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project

Develop Project Charter
This process is primarily concerned with: Authorizing the project Authorizing a project phase in a multiphase project Documenting the business needs and the new product, service, or other result that is intended to satisfy those requirements Shows the significance of the project

The Project Charter Initiates the project It provides
Formal authorization for a project/phase A Project Manager as early as feasible Preferably while the charter is being developed, but before the start of planning Project Manager with authority to apply organizational resources to project activities

The project charter is initiated by
A project initiator or sponsor external to the project, at a level that is appropriate to funding the project, issues the project charter

Project Charters are authorized by:
Initiators or sponsors like: An executive (VP, Director etc) within the organization, but external to the project Program Management Portfolio Management An enterprise A government agency A company

Projects are the result of:
Problems, opportunities, or business requirements such as: A market demand A business need A customer request A technological advance A legal requirement A social need For each of these management must make a decision about how to respond and what projects to authorize and charter

How do companies decide which project to perform?
Project selection methods are used to Determine project is most appealing to the project sponsor or owner Choose alternative ways of executing the project

What happens before a project is chartered?
Some organizations don’t charter the project until successful outcome of completion of a: Needs assessment, Feasibility study, or Preliminary plan

What’s the project charter’s main focus?
Documenting the business needs, Project justification, Gaining a current understanding of the customer’s requirements, and new product, service or result that is intended to satisfy those requirements

What should the project charter address?
Requirements that satisfy customer, sponsor, and other stakeholder needs, wants and expectations Business needs, high-level project description, or product requirements that the project is undertaken to address Project purpose or justification Assigned Project Manager and authority level Summary milestone schedule Stakeholder influences Functional organizations and their participation Organizational, environmental and external assumptions Organizational, environmental and external constraints Business case justifying the project, including return on investment Summary budget

Develop Project Charter: Input
Statement of Work Business Case Agreements Enterprise Environmental Factors Organizational Process Assets

Statement of Work (SOW) A narrative description of products or services to be supplied by the project Provided by project initiator/sponsor if internal Provided by customer if external as part of RFP, RFI or as part of a contract

SOW references the: Business need of the organization like: Market Demand Technological Advance Legal Requirement Governmental Regulation

SOW references the: Product Scope Description Characteristics of the product, service or result that the project will be undertaken to create Describes the relationship of business need to business demand Contains less detail in early phases and more detail later Is progressively elaborated Contain greatest amount of detail in Executing processes Strategic plan The plan that documents the organization’s strategic goals Management team refers to this when determining whether to select the project or not

A Strategic Plan Considers an organization's future course Deals with one of 3 key questions: What do we do? For whom do we do it? How do we beat or avoid competition?

Business Case Validates whether or not the project is worth the required investment Used in decision making by managers or executives above the project level Contains the business need, cost benefit analysis to justify and establish the boundaries for the project

Agreements Define initial intentions for a project May take the form of Contracts, memorandums of understanding (MOUs), service level agreements (SLA), letter of agreements, letters of intent, verbal agreements, , or other written agreements

Enterprise Environmental Factors - refers to factors outside the project itself that have or may have significant influence on the project like: Organizational or company structure and culture like strong, weak, balance matrix, etc Governmental or industry standards like regulatory and quality standards, product standards, workmanship standards Infrastructure refers to organization’s facilities and capital equipment, information technology Human Resources like staff’s skills and knowledge

Organizational Process Assets like Organization’s policies, guidelines, procedures, plans, approaches, or standards for conducting work, including project work Project management policies, safety policies, performance measurement criteria, templates, financial controls, communications requirements, issue and defect management procedures, change control procedures, risk control procedures, the procedures for authorizing work and lessons learned

Develop Project Charter Tools and Techniques
Expert Judgment Often used to assess the inputs needed to develop the Project Charter Provided by any group or individual with specialized knowledge or training like: Other units within the organization Consultants Stakeholders, including customers or sponsors Professional and technical associations Industry groups

Develop Project Charter Tools and Techniques
Facilitation Techniques Are broadly applied within project management Examples are Brainstorming, conflict resolution, problem solving, and meeting management

Develop Project Charter: Output
Documents the business need or demand that the project was initiated to address and the justification, which includes the product or service of the project Usually the first official document of the project once acceptance has been granted Often used as a means to introduce the project to the organization Gives executive managers a 1st glance look at the benefits of the project Good ones are well documented and will address many of the questions stakeholders may have

Project Charter Signoff
Unless you’ve received signoff from the project sponsor, senior management and the key stakeholders the project charter isn’t complete Signoff indicates that the charter has been read and approved by those signing it, that they agree with its contents and with what the project is intended to accomplish

When possible it’s imperative to identify key stakeholders and involve them in the creation of the project charter Prior to publishing the charter it may be prudent to hold a kick-off meeting with the key stakeholders to discuss the charter and then obtain their signoff

Signing the project charter doesn’t cast it in stone It is the official agreement and endorsement from the sponsor and key stakeholders Throughout the Planning process issues will be uncovered and at times the project charter will be updated to incorporate the new data or direction The project charter is published to key stakeholders, customers, the management team and other involved players Publication may take several forms, like printed copies, , PMIS, etc…

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Perform Integrated Change Control Close Project

Develop Project Management Plan
Includes the actions necessary to Define, Prepare Integrate, and Coordinate all subsidiary plans Defines how the project is: Planned, Executed, Monitored and Controlled, and Closed

Develop Project Management Plan: Input
Project Charter Outputs from planning processes like any baselines and subsidiary management plans that are an output from other planning processes Enterprise Environmental Factors Organizational Process Assets

Develop Project Management Plan Tools and Techniques:
Expert Judgment used to Tailor the process to meet project needs Develop technical and management details to be included in the project management plan Determine the resources and skill levels needed to perform project work Define the level of configuration management to apply on the project Determine which project documents will be subject to the formal change control process

Develop Project Management Plan: Output
Should include the following components: Processes used to perform the project Limits of execution used for each processes to be performed Tools and Techniques used from each process Important input/outputs from each process and how used to manage the project Dependencies and interactions of the processes used to manage the project Methods for executing the work of the project to fulfill the objectives Methods for monitoring and controlling changes Methods to perform configuration management Communication needs of the stakeholders and techniques to fulfill those needs Project life cycle Project phases for multiphase projects Management reviews for issues and pending items

Develop Project Management Plan: Output
Subsidiary Plans Each of the subsidiary plan may contain the same elements as the overall project management plan does, however they will specifically relate the topic of the plan For example, the cost managements plan should define how changes to the cost estimate will be reflected in the project budget or how project changes or variances with significant impact will be communicated to the sponsor or stakeholders The subsidiary plans may be detailed or a synopsis depending on the needs of the project

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Perform Integrated Change Control Close Project

Direct and Manage Project Execution
So what’s involved in execution? Plans are put into action Project is kept in line with the project plan

Characteristics Most of the project budget is spent here Most of the project time is expended here Greatest conflicts are here and they are schedule conflicts Product description will contain greatest amount of detail here

What happens during Direct and Manage Project Execution?
Project comes to life Execute the project plan Resources are committed Product or service of project is created

This is where the rubber meets the road A good job planning the project usually means things will proceed smoothly Deliverables and requirements are agreed to Resources identified and ready Stakeholders are informed and engaged because they’ve reviewed, agreed to, and approved the project plan

Not the time to kick back and relax Once project plan is completed there’s much work to be done Everyone should know What to do What’s expected of them PM must stay involved PM must oversee the actual work

Project Manager must manage: Issues Problems Following the project plan One of the most difficult aspects of the this process is coordinating and integrating all the elements of the project

There are many balls to juggle like: Negotiating for team members and Negotiating with vendors and Working with others to get another project component completed so the project stays on schedule Risks and risk triggers must be monitored closely Plan Purchases and Acquisitions intervention to prevent delays

There are more balls to juggle like: Organizational, technical, and interpersonal interfaces that may require intense coordination and oversight Managing stakeholders to ensure they are actively involved in the project and that they are not throwing up road blocks to project success

Direct and Manage Project Work
This process also requires: Implementing corrective actions to bring the work of the project back into alignment with the project plan, Preventive actions to reduce the probability of negative consequences, Defect repairs to correct product defects discovered during the quality processes

The work of a project manager is never done Many elements require the project manager’s attention and monitoring like: Team performance Team work status Team interactions There a lot to being a project manager

Remember in all of this: The project plan: Is Your road map Serves as the project baseline Project performance must be continually measured against the baseline so that corrective actions can be taken and implemented at the right time to prevent disaster

Direct and Manage Project Execution: Input
Project Management Plan Approved Change Requests Enterprise Environmental Factors Organizational Process Assets

Direct and Manage Project Execution: Input
Approved Change Requests An output of the Monitoring and Controlling process group Changes that either expand or reduce project scope May cause revisions to project budgets, schedules, procedures, project management plans Can be internal or external to the project or organization

Direct and Manage Project Execution: Tools and Techniques
Expert Judgment Used to asses the inputs needed Additional expertise available from: Other units in the organization Consultants Stakeholders Professional and technical associations Project Management Information System Used to update and track progress

Direct and Manage Project Execution: Output
Deliverables Work performance information Change requests Project management plan updates Project Document Updates

Deliverables Activities you accomplish that lead to completion of the product or service you set out to produce Work performance information Information on the status of the project activities being performed to accomplish the project work such as deliverable status, schedule progress and costs incurred

Work Performance Information includes, but is not limited to: Schedule progress showing status information Deliverables that have been completed and those not completed Schedule activities that have started and those that have been finished Extent to which quality standards are being met Costs authorized and incurred Estimates to complete the schedule activities that have started Percent physically complete of the in-progress schedule activities Documented lessons learned posted to the lessons learned knowledge base Resource utilization detail

Change Requests Come as a result of working through activities and producing the product or service Areas where changes may come about are: schedule, scope, requirements or resource changes The PM must collect the change requests and make determinations about their impact to the project

Request for change can be direct or indirect and can include: Corrective Action Direction for executing the project work to bring expected future performance in line with the project management plan Preventive Action Direction to perform an activity that can reduce the probability of negative consequences associated with project risks Defect Repair Documented identification of a defect in a project component with a recommendation to either repair or replace the component Updates Changes to formally controlled documentation, plans, etc., to reflect modified or additional ideas or content

Project Management Plan Updates Updates to subsidiary plans as required Project Document Updates such as: Requirements Updates Project Logs (Issue or Assumptions) Risk Register Stakeholder Register

Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase

Monitor and Control Project Work
Performed throughout the project to monitor project processes associated with initiating, planning, executing, and closing Corrective or preventive actions are taken to control the project performance

Monitoring includes: Collecting, Measuring, and Disseminating performance information, and Assessing measurements and trends to effect process improvements Continuous monitoring Gives the project management team insight into the health of the project, and Identifies any areas that can require special attention

Compares actual project performance against the plan Assesses performance Determines any corrective/preventive actions necessary Analyzes, tracks, & monitors project risks to ensure risks are Identified, Their status is reported, and that Appropriate risk response plans are being executed Maintains an accurate and timely information about the project’s product completion Provides information to support status reporting, progress measurement, and forecasting Provides forecasts to update current cost/schedule information Monitors implementation of approved changes when they occur

Monitor and Control Project Work: Input
Project Management Plan Performance Reports Prepared by project team detailing Activities, accomplishments, milestones, identified issues, and problems Used to report key information like Current status, forecasts and issues Enterprise Environmental Factors Organizational Process Assets

Monitor and Control Project Work: Tools and Techniques
Expert judgment Used to interpret information provided by this process Used by the project manager in collaboration with the team to determine the actions required to ensure project performance matches expectations

Monitor and Control Project Work: Output
Change Requests Issued as a result of comparing planned to actual results in the form of Corrective Action – documented steps to bring the project back in line with the plan Preventative Action – steps taken to reduce the probability of negative consequences associated with project risks Defect Repair – documented defect with a recommendation to repair the defect or replace the component Project Management Plan Updates Project Document Updates Forecasts Performance Reports Issue Log

Integrated Change Control
Is performed end to end Is necessary because projects typically don’t run according to plan

So what is change? Happens on projects for many reasons
Requests for capabilities not in the plan Is the PM’s responsibility Don’t necessarily mean negative consequences Can produce positive results

So what is change? When a change request is submitted, what’s comes to mind? Ask yourself: What’s the business benefit of the change? What’s the cost to the project in terms of key constraints like scope, schedule and cost Will the benefits gained by making the change increase or decrease the chances of project completion? Requested change doesn’t mean automatic implementation Determine reasons for change and determine if justifiable

How does change occur? Stakeholders or customers may request a change:
Team members may recommend changes due to a discovery of a: More efficient way of performing tasks Better way of producing the product of the project Changes may come as a result of mistakes found Indirect project changes may occur as a result of: Contingency plans or Scope creep

Integrated Change Control Concerns
Integrated Change Control, is primarily concerned with: Influencing the factors that cause change Reaching agreement on resulting change requests Determining that change is needed or has happened Updating the requirements that impact scope, quality, schedule, and budgets based on approved changes Documenting requested changes and their impacts

Remember factors that may cause change include: Project constraints Stakeholder requests Team member recommendations Vendor issues Performance measures and corrective actions to support findings may dictate that a project change is needed as well As PM you must determine: The factors that influence or bring about change and How proposed change impacts the project if implemented

Modifications to the project are: Submitted in the form of change requests Managed through the change control process Only implement changes most beneficial to the project

Managing changes may involve making changes to Project Scope Baseline Project Schedule Baseline Project Cost Baseline

It’s the PM responsibility to maintain the reliability of the performance measurement baselines If changes are not appropriately reflected in the baselines, they become meaningless Changes that impact a previous project management process will require updates to those processes, which might mean additional passes through the appropriate Planning and Executing processes

Configuration Management
Configuration identification Describes the characteristics of the product of the project Makes sure the description is accurate and complete This description is the basis that’s used to verify when changes are made and how they’re managed

Configuration verification and auditing Verification and audits are performed as part of configuration management to determine if the performance and functional requirements have been met

Synopsis Configuration management involves Identifying the physical characteristics of the product of the project Identifying individual components of the product Controlling changes to those characteristics Documenting changes to verify that requirements are met The change management system and documents the process for requesting, tracking, and determining if change requests should be approved or denied

So why have an Integrated Change Control System?
Allowing changes to occur whenever requested is not realistic Stakeholders, the customer, and end users would continually change the project requirements if given the opportunity to do so If allowed you would never complete the project Careful planning and scope definition are important in the beginning of the project The PM must drive out all the compelling needs and requirements during the Planning process so that important requirements aren’t suddenly “remembered” halfway through the project When changes are required the integrated change control system comes into play

What is an Integrated Change Control System?
Change control systems are documented procedures that describe How to submit change requests How to manage change requests The management impacts of the changes as they pertain to project performance Usually subsystems of the configuration management system Change control systems include Preprinted change request forms that provide a place to record general project information such as the name and project number, the date, and the details regarding the change request. Change control system also tracks the status of change requests, including their approval status Not all change requests will receive approval to be implemented Changes that are not approved are also tracked and filed in the project notebook for future reference

What is a Change Control System?
The change control system may define the level of authority needed to approve changes Change requests receive approval based on: Project manager’s decision More formal approval More levels of approval like the project sponsor, executive management, and so on. Emergency change procedures should be defined to keep the project moving at times when formal approval is difficult to obtain

Tactical Requirements for Change
Basic requirements All change requests be submitted in writing This clarifies the change Makes sure no confusion exists regarding what’s requested Allows the project team to accurately estimate the time required to incorporate the change All change requests must come through the formal change control system Ensure no goes directly to team members without PM knowledge Ensure stakeholders understand that this can cause schedule delays, cost overruns, and sacrifices to quality Encourage them to use the formal procedures Keep in mind that you will get verbal change requests as well

Change Control Board In some organizations, a configuration control board (CCB) is established to review all change requests The board is given the authority to approve or deny change requests as defined by the organization It’s important that its authority is clearly defined and that separate procedures exist for emergency changes

Change Control Board CCB’s meet on some schedule:
Only once a week Once every other week Even once a month depending on the project Emergency change procedures are needed when emergencies arise which allow the project manager to implement the change on the spot Emergency CCB execution will always require a follow-up with the CCB and the completion of a formal change request even though it’s after the fact CCB members may include stakeholders, managers, project team members, and others who may not have any connection to the project at hand

Change Control Board Some organizations have permanent CCBs that are staffed by full-time employees dedicated to managing change for the entire organization, not just project change You may want to consider establishing a CCB for your project if the organization does not have one Some organizations use other types of review boards that have the same responsibilities as the CCB Some other names you might see are Technical assessment board (TAB) Technical review board (TRB) Engineering review board (ERB) Steering Committee

Integrated Change Control: Inputs
Integrated Change Control process are as follows: Project management plan Work Performance Information Change Requests Enterprise Environmental Factors Scheduling Software, an information collection and distribution system or web interfaces to other online automated systems can influence the process Organizational Process Assets Change control procedures Procedures for approving and issuing change authorizations

Integrated Change Control: Tools and Techniques
Expert judgment From consultants, stakeholders and other professionals helps determine the disposition of change requests Change Control Meetings Change Control Board meets to review and approve or reject requests

Integrated Change Control: Outputs
Change Request Status Updates Status of all changes Project Management Plan Updates Any subsidiary plans Any impacted baselines Project Document Updates Updated change request log Any documents may be updated as a result of approved changes

Project management plan updates are typically required as a result of an approved change or corrective action These changes are noted in the change control system or the configuration management system and stakeholders are informed at the status meetings of the changes that have occurred, their impacts, and where the description of the changes can be found All of the actions taken in the Integrated Change Control process (whether implemented or not) should be documented

Record the reason for change: How did this particular change request come about? How did it change the original project management plan? Is this something you could or should have known about in the Planning processes? The corrective action taken and the justification for choosing that particular corrective action should be noted as part of lessons learned You can use the information you capture here in your configuration management system as lessons learned for future projects When you take on a new project, it’s a good idea to review the lessons learned of similar projects so that you can plan appropriately and avoid, where possible, the variances that occurred in the first project

Project Closeout When is it over?
How do you know when a project has ended successfully? Delivering the product or service of the project doesn’t mean it’s been completed satisfactorily A project is completed successfully when it meets stakeholders’ expectations and satisfies the goals of the project

Close Project or Phase The project closure portion of the project management plan Includes finalizing all activities of the project or a project phase Transfer the completed or cancelled project as appropriate Establishes procedures to coordinate activities needed: To verify and document the project deliverables, To coordinate and interact to formalize acceptance of those deliverables by the customer or sponsor, and To investigate and document the reasons for actions taken if a project is terminated before completion

Close Project or Phase: Inputs
Project Management Plan Accepted Deliverables Those accepted through Verify Scope Process Organizational Process Assets Project or phase closure guidelines or requirements Historical information and lessons learned Project Records and documents Project Closure information and documentation Information about results of previous project selection decisions and performance information Information from the risk management effort

Close Project or Phase: Tools and Techniques
Expert Judgment Expert judgment is applied in performing both the administrative closure procedures Experts ensure the project or phase closure is performed to the appropriate standards

Close Project or Phase: Outputs
Final Product, Service, or Result The transition or handover of the final product, service, or result that the project was authorized to produce In the case of phase closure the intermediate product, service or result of that phase Organizational Process Updates Project Files – project book Project or Phase Closure Documents – formal documentation indicating closure Historical Information and Lessons Learned – what work and didn’t, risks and how they were managed

Organizational Process Assets (Updates) Closure includes development of: The index and Location of project documentation using the configuration management system

Organizational Process Assets (Updates) Formal Acceptance Documentation Formal confirmation has been received from the customer or sponsor that customer requirements and specifications for the project’s product, service, or result have been met This document formally indicates that the customer or sponsor has officially accepted the deliverables

Organizational Process Assets (Updates) Project Files Documentation resulting from the project’s activities For example, Project management plan, Scope, cost, schedule and quality baselines, Project calendars, risk registers, planned risk response actions, and risk impact

Organizational Process Assets (Updates) Project Closure Documents Consist of formal documentation indicating completion of the project and the transfer of the completed project deliverables to others, such as an operations group For projects terminated prior to completion: Formal documentation indicates why the project was terminated Formalizes the procedures for the transfer of the finished and unfinished deliverables of the cancelled project to others

Organizational Process Assets (Updates) Historical information and lessons learned information are transferred to the lessons learned knowledge base for use by future projects

Project Integration Management

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