Presentation is loading. Please wait.

Presentation is loading. Please wait.

4 4 By: A. Shukr, M. Alnouri. Many new project managers have trouble looking at the “big picture” and want to focus on too many details. Project managers.

Similar presentations

Presentation on theme: "4 4 By: A. Shukr, M. Alnouri. Many new project managers have trouble looking at the “big picture” and want to focus on too many details. Project managers."— Presentation transcript:

1 4 4 By: A. Shukr, M. Alnouri

2 Many new project managers have trouble looking at the “big picture” and want to focus on too many details. Project managers must coordinate all of the other knowledge areas throughout a project’s life cycle.

3 Understanding the Integration Management processes will give you a great tool set for overseeing the “big-picture” throughout your projects. Integration Management is about “seeing the forest through the trees” — coordinating your many documents and resources to ensure deliverables are on time and within budget prior to closing the project.

4 What is Project Integration Management? Project Integration Management includes the processes and activities needed to: Identify Define Combine Unify Coordinate Various processes and project management activities within the Project Management Process Groups. Project Management Process Groups Identify Define Combine Unify Coordinate

5 Over the last two decades, there has been much study and discussion on the contents of the project management process. Currently, the Project Management Institute has identified nine major elements forming the Project Management Body of Knowledge...

6 Four core knowledge areas lead to specific project objectives: Scope Quality Time Cost Four facilitating knowledge areas are the means through which the project objectives are achieved: Human resources Contract/procurement Information/communications One knowledge area affects and is affected by all of the other knowledge areas: project integration management


8 All knowledge areas are important!

9 Project integration management is primarily concerned with integrating processes to accomplish project objectives. Project Integration Management includes the processes required to ensure that the various elements of the project are properly coordinated. It involves making tradeoffs among competing objectives and alternatives in order to meet or exceed stake-holder needs and expectations.

10 The seven processes in the Project Integration Management knowledge area work in concert to facilitate proper project coordination. The project integration requires each process seamlessly links and fuels the next process.

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

12 1.Develop Project Charter Develop the Project charter is initiating the project. The derived project charter approves and sanctions the project. Gives the project manager the authority to act and apply organizational resources to the project. Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project. a signed charter is a key output of project integration management.

13 2.Develop the Project Management Plan Developing the Project Management Plan includes all activities needed to create and integrate all subsidiary plans into the Project Management Plan. This plan will be how the project is: executed managed monitored Plans created in the other knowledge areas are subsidiary parts of the overall project management plan.

14 2.Develop the Project Management Plan Common Elements of a Project Management Plan: Introduction or overview of the project. Description of how the project is organized. Management and technical processes used on the project. Work to be done, schedule, and budget information.

15 3.Direct and Manage Project Execution Directing and Managing Project execution is orchestrating how the project team performs the actions to implement the Project Management Plan and complete the work detailed in the Project Scope Statement.

16 4.Monitor and Control Project Work Monitoring and Controlling Project work measures and balance the projects progress and any corrective or preventative actions needed to assure all project objectives are met. Changes are inevitable on most projects, so it’s important to develop and follow a process to monitor and control changes. Monitoring project work includes collecting, measuring, and disseminating performance information. Two important outputs of monitoring and controlling project work include recommended corrective and preventive actions.

17 5.Integrated Change Control Integrated Change Control is the change control process for the project which includes: Evaluating all change requests Authorizing changes managing changes to project plans and deliverables The key benefit to this process is that only validated approved changes are implemented.

18 5.Integrated Change Control Three main objectives: Influence the factors that create changes to ensure that changes are beneficial. Determine that a change has occurred. Manage actual changes as they occur. A baseline is the approved project management plan plus approved changes.

19 5.Integrated Change Control

20 Suggestions for Managing Integrated Change Control: View project management as a process of constant communication and negotiation. Plan for change. Establish a formal change control system, including a change control board (CCB). Use good configuration management. Define procedures for making timely decisions on smaller changes. Use written and oral performance reports to help identify and manage change. Use project management and other software to help manage and communicate changes.

21 6.Close Project To close a project, you must finalize all activities and transfer the completed or cancelled work to the appropriate people. Closing the project equates to: Completing all project activities Delivering the final project Turning over continual support to operations Obtaining the client approval to formally close the project

22 The project process groups overlap, interact, and directly affect one another as they all play out the greater project plan. These interactions create project management synchronization. All project management processes are divided into the following five project process groups: Initiating Process GroupPlanning Process GroupExecuting Process Group Monitoring and Controlling Process Group Closing Process Group

23 Initiating The Initiating Process Group includes those processes necessary for formally authorizing the beginning of a new project. The processes for developing the Project Charter and developing the preliminary Project Scope Statement occur in the Initiating Process Group. Planning The Planning Process Group includes those processes that establish the project scope, create the Project Management Plan, and identify and schedule the project activities. The process for developing the Project Management Plan occurs in the Planning Process Group.

24 Executing The Executing Process Group consists of those processes necessary for completing the work outlined in the Project Management Plan to achieve the project's objectives. The process for directing and managing project execution, which ensures that the Project Management Plan is implemented properly, occurs in the Executing Process Group. Monitoring &Controlling The Monitoring and Controlling Process Group is necessary for gathering, assessing, and distributing performance information and analyzing measurements and trends to make continual process improvements. The processes for monitoring and controlling project work and implementing integrated change control occur in the Monitoring and Controlling Process Group. Closing The Closing Process group consists of those processes necessary for officially ending project activities and handing off the completed product to others. This also includes closing a project that has been canceled.


26 Companies that excel in project delivery capability: Build an integrated project management toolbox (use standard/advanced PM tools, lots of templates) Grow competent project leaders, emphasizing business and soft skills Develop streamlined, consistent project delivery processes Install a sound but comprehensive set of project performance metrics

27 Focus on pulling everything together to reach project success!

28 Project integration management includes: Developing a project charter. Developing a preliminary project scope statement. Developing a project management plan. Directing and managing project execution. Monitoring and controlling project work. Performing integrated change control. Closing the project.

Download ppt "4 4 By: A. Shukr, M. Alnouri. Many new project managers have trouble looking at the “big picture” and want to focus on too many details. Project managers."

Similar presentations

Ads by Google