Chapter 2.1 Integration Management : One View For Project

Success

This chapter gives us understanding of following areas which are very critical for real state project of any size

Managing real estate project is a complex endeavor. Their are several activities are happening simultaneously. All these activities have many to many relationships. Hence the project team need to focus and put special efforts to synchronize all these activities

Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities which depend on each other.

Project integration management includes making choices about resource allocation, making trade-offs among competing objectives and alternatives of finances, manpower and time. It also includes activities needed to manage project documents to ensure consistency between actual work and project plan.

Objective of This Chapter:

Managing the interdependencies among the Knowledge Areas.

It involves making choices about resource allocation, making trade-offs among competing objectives and alternatives

4. Project Integration ManagementIdentify, Define, Combine, Unify & Coordinate

 Group4. Project Integration

ManagementMilestones

Initiating 4.1 Develop CharterBusiness Justification, Feasibility Study, Project Brief

Planning4.2 Develop Project Management Plan

Detailed Concept Design, Detail Construct Plan

Executing4.3 Direct And Manage Execution

Tender Contract, Resource Mobilization, Construction

Monitoring & Controlling

4.4 Monitor And Control Work4.5 Perform Integrated Change Control

Quality Assurance, Quality Control, Defect Liability Resolution

Closing 4.6 Close Project Or PhasePossession And Hand Over, Contract Closure

Project Integration Management : Best Practices

Project Charter contains : Purpose and objectives High level project requirements and summary milestones schedule Assumptions, constraints and high level risks High level project boundaries Summary of budget and approval requirements Stakeholder list Assigned PM’s responsibility &authority Name & authority of the sponsor, authorizers of charter

4.1 Develop Project Charter

How To Develop Project Charter

Inputs

1. Market Feasibility Report2. Business Case3. Agreement4. Enterprise Environmental Factors5. Organizational Process Assets

T & T 1. Expert Judgment2. Facilitation Techniques

Outputs 1. Project Charter

The process for documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans into a project management plan.

4.2 Develop Project Management Plan

Outputs next

How To Develop Project Management Plan

Inputs

1. Project Charter2. Outputs From Other Processes3. Enterprise Environmental Factors4. Organizational Process Assets

T & T 1. Expert Judgment2. Facilitation Techniques

Outputs 1. Project Management Plan

Project Management Plan Template

1 INTRODUCTION

1.1 Purpose of Project Management Plan

1.2 Executive Summary Of Project Charter

1.3 Assumptions/Constraints

2 SCOPE MANAGEMENT

2.1 Work Breakdown Structure

2.2 Deployment Plan

2.3 Change Control Management

3 SCHEDULE/TIME MANAGEMENT

3.1 Milestones

3.2 Project Schedule

3.3 Dependencies

4 COST/BUDGET MANAGEMENT

5 QUALITY MANAGEMENT6 HUMAN RESOURCE MANAGEMENT

7 COMMUNICATIONS MANAGEMENT

7.1 Communication Matrix8 RISK MANAGEMENT

8.1 Risk Log9 ISSUE MANAGEMENT

9.1 Issue Log10 PROCUREMENT MANAGEMENT

11 STAKEHOLDER MANAGEMENT12 COMPLIANCE RELATED PLANNING

It is the process of leading and performing the project work that was defined in the Project Management Plan and implement changes that were approved in process Perform Integrated Change Control

4.3 Direct and Manage Project Work

The activities include but not limited to Perform activities to accomplish project objectives Create deliverables Provide, train and manage team members Obtain, manage and use project resources Implement the planned methods and standards Establish and manage communication channels Generate work performance data Manage risks & implement risk response activities Manage sellers and suppliers Manage stakeholders engagement

Direct and Manage Project Work

OutputsDeliverables : Tangible, unique and verifiable products,

results or service capabilities completed to meet project objectives.

Work Performance Data : Raw observations and measurements as identified during activities performed to carry out the project work. Eg.

Technical performance measures Actual duration and actual costs Number of change requests and number of defects

Direct and Manage Project Work

Includes tracking, reviewing, and reporting project progress against the performance objectives defined in the project management plan.

4.4 Monitor And Control Project Work

How To Monitor and Control Project Work

Inputs

1. Project Management Plan2. Schedule Forecasts3. Cost Forecasts4. Validated Changes5. Work Performance Information6. Enterprise Environmental Factors7. Organizational Process Assets

T & T

1. Expert Judgment2. Analytical Techniques3. Project Management Information System4. Meetings

Outputs

1. Change Requests2. Work Performance Reports3. Project Management Plan Updates4. Project Document Updates

The integrated change control process includes reviewing all change requests as well as approving and managing changes to deliverables, organizational processes, project documents and the project management plan.

Perform Integrated Change Control is one of the most important of the project management processes.

4.5 Perform Integrated Change Control

Identifying that a change is needed or a change has occurred

Documenting the likely impact of requested changes for CCB (change control board or any authority approving changes)

Reviewing, analyzing and approving requested changes promptly

Coordinating the effect of changes across the entire project .

Maintaining the integrity of established baselines Influencing factor that lead to informal, uncoordinated

changes (“scope creep”)

Perform Integrated Change Control

Close Project or Phase, besides being the final process out of the Integration Management Knowledge Area, also happens to be the last process you will encounter on the project itself.

4.6 Close Project or Phase

There are three separate closures going on in the project. The closure of the product The formal closing of the administrative procedures The closure of the resources

Administrative Closure:This is the final completion and closure of the project. It is done when all the work has been verified, delivered, and accepted by the customer. Administrative Closure is only done once per phase, or for the entire project.

Contract Closure:A contract is closed upon reaching the end of the contract, or when a contract is terminated before the work is completed.

Procurement Closure may be done multiple times ( once for each contract) during the project

Close Project or Phase