pmbok chapter 3 - integration

8/3/2019 PMBOK Chapter 3 - Integration

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Chapter 3:

Project Integration

Managementadopted from PMIs PMBOK 2000 and

Textbook : Information Technology Project Management


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Contents

importance of Project Integration Management

process of project integration management

Project plan development

Project plan execution

Integrated change control

Framework for Project Integration Management

two domains: core skill and project life cycle

Project plan and its attribute


Integration change controlChapter 3


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The Key to Overall Project Success:

Good Project Integration Management

Project managers must coordinate all of the other

knowledge areas throughout a projects life cycle

Many new project managers have trouble looking

at the big picture and want to focus on toomany details (See opening case for a real

example)

Project integration management is not the same

thing as software integration


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Project Integration Management

3 Processes Project plan developmenttaking the results of other planning processes

and putting them into a consistent, coherent

documentthe project plan


carrying out the project plan


coordinating changes across the entire project

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Figure 3-1. Project Integration

Management Overview

Note: The PMBOK Guide includes similar charts for each knowledge area.


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Figure 3-2. Framework for

Project Integration Management

Focus on pulling everything to-

gether to reach project success!


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Project Plan Development

1st of 21 Planning phase process

The process of taking the results of otherplanning processes and organizing them

into a consistent, coherent document.guides execution and control.

assist the project manager in leading the projectteam and assessing project status

Project performance should be measuredagainst a baseline project plan

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inputs to Project Plan

Development Other planning outputs

Documented outputs of the planning processes in the other knowledgeareas

Historical information

includes lessons learned from past project and similar projects, and theparticular customers history.

Organizational policies

defined in terms of the product and cover the full range of managementconcerns.

Constraints

include results of previous project decision and performance, relevantlessons learned from past projects, and history with a particular customerand with similar projects.

Assumptions

include the results of previous project decisions and performance, aswell as relevant lessons learned from past projects, and the history with aparticular customer and with similar projects.


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Tools & techniques

Project planning methodology Documents the characteristics of the product or service that the

project was undertaken to solve. It also documents therelationship to a business need that created the project. It is really

any structured approach used to guide the project team during thedevelopment of the project plan.

Stakeholder skills and knowledge people using the product or service may have particularly

valuable insights in developing the project plan.

Project management information system (PMIS) include the systems, activities, and data that permit information to

flow in a project. It also includes the tools and techniques used togather, integrate, and disseminate the outputs of all projectmanagement processes.

Earned value management (EVM)


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Outputs of Project Plan

Development Project plan

a document used to coordinate all project planningdocuments

The project plan documents planning assumptions,decisions, and baselines for scope, cost, and schedule.As a formal, approved, and composite document, itcontains subsidiary plans from the knowledge areas. Itis used to guide execution and control of the project.

Supporting detail includes the results of previous project decisions and

performance, as well as relevant lessons learned frompast projects, and the history with a particular

customer and with similar projects.


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Attributes of Project Plans

Just as projects are unique, so are project

plans

Plans should be dynamicPlans should be flexible

Plans should be updated as changes occur

Plans should first and foremost guide project

execution

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Common Elements of a Project Plan

Introduction or overview of the project

Description of how the project is organized

Management and technical processes usedon the project

Work to be done, schedule, and budget

information

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Table 3-1. Sample Outline for a Software

Project Management Plan (SPMP)

Project Management Plan Sections

Introduction Project

Organization

Managerial

Process

Technical

Process

Work

Packages,

Schedule, and

Budget

Section

Topics

Project

overview;project

deliverables;

evolution of

the SPMP;

reference

materials;

definitions and

acronyms

Process model;

organizationalstructure;

organizational

boundaries and

interfaces;

project

responsibilities

Management

objectives andpriorities;

assumptions,

dependencies,

and

constraints;

risk

management;

monitoringand

controlling

mechanisms;

and staffing

plan

Methods, tools,

andtechniques;

software

documentation;

and project

support

functions

Work

packages;Dependencies;

resource

requirements;

budget and

resource

allocation;

and schedule

IEEE Std 10581-1987

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Stakeholder Analysis

A stakeholder analysis documentsimportant (often sensitive) informationabout stakeholders such as

stakeholders names and organizations

roles on the project

unique facts about stakeholders

level of influence and interest in the projectsuggestions for managing relationships

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Project Plan Execution

1st of 7 executing phase process

It is the first core process of execution

Project plan execution involves managing and

performing the work described in the project plan The majority of time and money is usually spent

on execution

The application area or the project directly affectsproject execution because the products of the

project are produced during execution

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Inputs to Project Plan Execution

Project plan

the formal, approved document used to guide project execution andcontrol.

Supporting detail

Additional information or documents generated during development ofthe project plan. These details are outputs from other planning processeslike technical documentation and documentation of relevant standards.

Organization policies

includes formal and informal policies, such as QC audits, continuousimprovement targets, and personnel guidelines.

Preventive action anything that reduces the probability of potential consequences of

project risk events.

Correction action

anything that brings expected performance back in line with the projectplan. They are outputs from the other knowledge areas.


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Tools & techniques

General management skills include leadership, communication, negotiation skills, problem

solving, and influencing the organization.

Product skills & knowledge

defined as part of resource planning and provided by the teammembers.

Work authorization system

a method for ensuring that qualified people do work at

the right time and in the proper sequence any formal procedure for sanctioning project work to ensurecompletion. It can involve written or verbal authorizations tobeing work.


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Tools & techniques (2)

Status review meetings

provide a regular exchange of information about theproject with stakeholders.

Project management information system (PMIS)

special software to assist in managing projects, useful incollection, dissemination, and storage of informationform other PM processes.

Organizational procedure

formal and informal procedures often useful duringproject execution. Some policies are a) QC audits; b)continuous-improvement targets; c) personnelguidelines.

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Outputs of Project Plan

Execution Work results: the outcome of activities performed. Work

results are fed into the performance reporting process.These are the results monitored throughout all aspects ofthe project.

Change requests: formal requests, usually by thecustomer but possibly also from other team members,which expand or shrink project scope, modify costs andschedule estimates, as well as impact resources. Theserequests can be oral or written, direct or indirect,externally or internally initiated, and legally mandated oroptional.


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Integrated Change Control

1st of 8 controlling phase process

It covers those factors that ensure changes made to

the project are beneficial. It is necessary to identify

the change has actually occurred and has beenrequested.

Three main objectives of change control:

Influence the factors that create changes toensure they are beneficial

Determine that a change has occurred

Manage actual changes when and as they occurChapter 3


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Figure 3-3. Integrated Change

Control Process


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Inputs to Integrated Change

Control Project plan:

the formal, approved document used to guide project executionand control. It provides the baseline for measuring andcontrolling. It includes the schedule and budget, as well as the

knowledge area subsidiary plans such as the communicationsplan, risk management plan, and quality plan.

Performance reports: can alert the project team to issues that could cause problems in

the future. Status reports describe the projects current standards.Progress reports describe the teams accomplishments.

Change requests: These are the result of a) external events (such as new

governmental regulations); b) errors or omissions in defining theproject scope; c) errors or omissions in defining the projectscope; d) a value-added change (such as taking advantage of new

technology)


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Tools & techniques

Change control system

A collection of formal, documented procedures that define how project

performance will be monitored and evaluated.

It also includes the steps for changing official project documents. It

includes paperwork, tracking systems, processes, and the level ofapprovals necessary to authorize the changes.

Describes who is authorized to make changes and how to make them

Often includes a change control board (CCB), configuration management,

and a process for communicating changes

CCB is a formal group of people responsible for approving or rejecting

changes on a project Provides guidelines for preparing change requests, evaluates them, and

manages the implementation of approved changes

Includes stakeholders from the entire organization


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Tools & techniques (2)

Configuration management

Documents the procedures used to apply technical and administrativedirection and surveillance.

Ensures that the products and their descriptions are correct and complete

Concentrates on the management of technology by identifying andcontrolling the functional and physical design characteristics of products

Configuration management specialists identify and documentconfiguration requirements, control changes, record and report changes,and audit the products to verify conformance to requirements

Performance measures

determine if variances form the plan require corrective action. Additional planning

required to generate new or revised plans in the other knowledge areas.

Project management information system (PMIS)

Tools and techniques to provide for the collection, dissemination, andstorage of information form other PM processes.


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Change Control on Information

Technology Projects Former view: The project team should strive to

do exactly what was planned on time and withinbudget

Problem: Stakeholders rarely agreed up-front onthe project scope, and time and cost estimateswere inaccurate

Modern view: Project management is a process

of constant communication and negotiation Solution: Changes are often beneficial, and the

project team should plan for them

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Suggestions for Managing Integrated

Change Control

View project management as a process of constantcommunications and negotiations

Plan for change

Establish a formal change control system, including aChange Control Board (CCB)

Use good configuration management

Define procedures for making timely decisions on smallerchanges

Use written and oral performance reports to help identifyand manage change

Use project management and other software to helpmanage and communicate changes


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Summary

importance of Project Integration Management coordination and have the big picture

process of project integration management Project plan development



Framework for Project Integration Management two domains: Knowledge area and project life cycle

Knowledge area: scope, time, cost, quality, HR, communications,risk, procurement

Project life cycle: concept, development, implementation andclose-out

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Summary (2)

Project plan and its attribute Project plan execution

managing and performing tasks stated in project plan

involve time and money

Skills: management skills, product skill and specialized skills

Tools: work authorization system, status review meeting, projectmanagement software

Integration change control

former view: on time and within budget =>scope, time and cost wereinaccurate

modern view: constant communications and negotiation => change arebeneficial and should be planned

Change control system : a formal and document process => authorizationto make timely change

Configuration management: control, record and report change, and auditthe product to verify conformance to requirement (after all the changes)

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