LECTURE 5 Integration

8/13/2019 LECTURE 5 Integration

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Management and Leadership by

Stephan R. Covey


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What is Project IntegrationManagement? Project integration management involves

coordinating allthe other project managementknowledge areas throughout a projects life

cycle. Integration ensures that all the elements of a

project come together at the right times to

complete a project successfully.

It involves making trade-offs among competing

objectives and alternatives to meet or exceedstakeholder needs and expectations.


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Integration Management.

Integration management comprises of:

Project plan development

Integrating and coordinating all project

plans to create a consistent, coherentdocument

Project plan execution

Carrying out the project plan, according to

the strategy, plan and activities as per the

plan

Integrated change control

Coordinating changes across the project


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Framework for Project Integration Management

Focus on pulling everything

together to reach project success!


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Why do we have to manage

Integration?

To make the results visible

To keep the project time and cost under

check

To involve stakeholders early and often

To manage change

Maintain better communicationTo identify problems/solutions early

To use relevant experience as early as

possible


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Theory v/s Reality

Scope Schedule Cost

Quality Staffing (HR) Risk

Communications Procurement

Integration

The PMBOK Guide

Scope

Sche

dule

Cost

QualityStaffing(HR)

Risk

Communicatio

ns

Pro

curem

ent

Integration(Charter and Preliminary Scope Statement)

Reality

Integration

Develop plan

Direct andManageExecution

Monitor andControl Work

ChangeControl

Integration(Close project)

All the knowledge areas and processes are shown separately in

theory, but they are intermixed in real. Integration Management

is controlling integration between the various processes.


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Who Manages Integration?

Mainly..

Project ManagerThe main Integrator for

the project to ensure better execution of allthe processes

Team MembersConcentrate on

completing tasks, activities & work packages

Project SponsorProtect project from

drastic changes and losing resources


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How Do We Manage Integration?

Use the seven integration processesDevelop project charter

Develop preliminary scope statement

Develop project management planDirect and manage project execution

Monitor and control project work

Integrated change controlClose project

Project

Charter

Preliminary

Scope

Statement

Project

Management

Plan

Direct &

Manage

Execution

Monitor &

Control

Project

Work

Integrated

Change

Control

Close

Project


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Project Integration Management

Processes Develop the project charter: Work with

stakeholders to create the document that formally

authorizes a projectthe charter.

Develop the preliminary project scopestatement: Work with stakeholders, especially users

of the projects products, services, or results, to

develop the high-level scope requirements and

create a preliminary project scope statement. Develop the project management plan:

Coordinate all planning efforts to create a

consistent, coherent documentthe project

management plan.


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Project Integration Management

Processes (contd)

Direct and manage project execution:Carry outthe project management plan by performing theactivities included in it.

Monitor and control the project work: Overseeproject work to meet the performance objectives ofthe project.

Perform integrated change control: Coordinatechanges that affect the projects deliverables and

organizational process assets. Close the project: Finalize all project activities to

formally close the project.


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How Do We Manage these

processes?

Each process has:

Inputs

Tools and Techniques

Outputs

Remember that inputs and outputs can feed more

than one process!

Project

Charter

Preliminary

Scope

Statement

Project

Management

Plan

Direct &

Manage

Execution

Monitor &

Control

Project

Work

Integrated

Change

Control

Close

Project


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Project Charters

After deciding what project to work on, it isimportant to let the rest of the organization know.

A project charter is a document that formally

recognizes the existence of a project andprovides direction on the projects objectives andmanagement.

Key project stakeholders should sign a projectcharter to acknowledge agreement on the needand intent of the project; a signed charter is akey output of project integration management.


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Project Charter

Project

Charter

Preliminary

Scope

Statement

Project

Management

Plan

Direct &

Manage

Execution

Monitor &

Control

Project

Work

Integrated

Change

Control

Close

Project

ContractDocumentation

Project

Statement of

Work

Enterprise

Environmental

Factors

Organizational

Process Assets

Project

Charter

Project Selection Methods

Project Management

Methodology

Project ManagementInformation System

Expert Judgment

Inputs

Outputs

Tools & Techn iques


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Inputs

Enterprise Environmental Factors:

Any or all external and internal organizationalenvironmental factors that surround or influence the

projects success.

Examples include: organizational culture and

structure, infrastructure, tools, humanresources, personnel policies, commercial

databases, market conditions, etc.

Organizational Process Assets:

Every organization keeps a database of all the

information and records of the previous executed

projects and these information are stored in a central

repository called Organizational Process Assets.


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Preliminary Scope Statement

Enterprise

Environmental

Factors

Project

Charter

Project

Statement of

Work

Organizational

Process

Assets

Preliminary

Project Scope

Statement

Project Management

Methodology

Project Management

Information SystemExpert Judgment

Inputs

Outputs

Tools & Techn iques

Project

Charter

Preliminary

Scope

Statement

Project

Management

Plan

Direct &

Manage

Execution

Monitor &

Control

Project

Work

Integrated

Change

Control

Close

Project


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Project Management Plan

EnterpriseEnvironmental

Factors

Preliminary

Project Scope

StatementProject

Management

Processes

Organizational

Process

Assets

Project

Management

Plan

Project Management

Methodology

Project Management

Information System

Expert Judgment

Inputs

Outputs

Tools & Techniques

Project

Charter

Preliminary

Scope

Statement

Project

Management

Plan

Direct &

Manage

Execution

Monitor &

Control

Project

Work

Integrated

Change

Control

Close

Project


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What Goes in a Project Plan?

Project charter

Project Management

Approach

Scope StatementWork Breakdown

Structure (WBS)

Responsibility Chart

Network Diagram with

Major Milestones

Budget

Schedule

Resources

Change Control System

PerformanceMeasurement Guidelines

Management Plans

(Scope, Schedule, cost,

quality, staffing,communications, risk

response, procurement)


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Direct & Manage Execution


Project

Management

Methodology

ProjectManagement

Information

System

Approved Corrective Actions

Approved Preventive Actions

Approved Change Requests

Approved Defect Repair

Validated Defect Repair

Administrative Closure

Procedure

Deliverables

Requested Changes

Implemented Change Requests

Implemented Corrective Actions

Implemented Preventive Actions

Implemented Defect Repair

Work Performance Information

Inputs OutputsTools & Techn iques

Project

Charter

Preliminary

Scope

Statement

Project

Management

Plan

Direct &

Manage

Execution

Monitor &

Control

Project

Work

Integrated

Change

Control

Close

Project


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Monitor & Control Project Work

Rejected Change

Requests

Project

Management Plan

Work Performance

Information

Project Management

Methodology

Project Management

Information System

Earned Value Management

Expert Judgment

Forecasts

Recommended

Corrective Actions

Recommended

Preventive Actions

RecommendedDefect Repair

Requested

Changes

Inputs

OutputsTools & Techniques

Project

Charter

Preliminary

Scope

Statement

Project

Management

Plan

Direct &

Manage

Execution

Monitor &

Control

Project

Work

Integrated

Change

Control

Close

Project


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Integrated Change Control

Project Management Plan Project

Management

Methodology

Project

Management

InformationSystem

Expert

Judgment

Requested Changes


Recommended Preventive Actions

Recommended Corrective Actions

Recommended Defect Repair

Deliverables

Rejected Change Requests

Project Management Plan Updates

Project Scope Statement Updates

Approved Corrective Actions

Approved Preventive Actions

Approved Defect Repair

Validated Defect Repair

Approved Change Requests

Deliverables

Inputs

OutputsTools & Techniques

Project

Charter

Preliminary

Scope

Statement

Project

Management

Plan

Direct &

Manage

Execution

Monitor &

Control

Project

Work

Integrated

Change

Control

Close

Project


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PM Responsibility for Change

Influence factors that affect change.

Ensure that change is beneficial.

Determine if a change is needed.

Determine if a change has occurred.

Look for alternatives to change.

Minimize negative impact from change.

Notify Stakeholders impacted by change.

Manage those changes that do occuraccording to project plan.


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Close Project


Project Management

Methodology

Project Management

InformationSystem

Expert Judgment

Contract Documentation

Enterprise Environmental Factors

Organizational Process Assets


Deliverables

Administrative Closure

Procedure

Contract Closure Procedure

Final Product, Service, or Result

Organizational Process assets

Updates

InputsOutputs

Tools & Techniq ues

Project

Charter

Preliminary

Scope

Statement

Project

Management

Plan

Direct &

Manage

Execution

Monitor &

Control

Project

Work

Integrated

Change

Control

Close

Project


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Some relevant definitionsResponsibility: The duties, assignments, and accountability for

results associated with a designated position inthe organization.

Authority: The legitimate power given to a person in anorganization to use resources to reach anobjective and to exercise discipline.

Accountability: Being answerable to one's superior in anorganization for the exercise of one's authorityand the performance of one's duties.

Lessons Document that identifies what was done right,Learned: wrong, and how to improve in the future.

Baseline: The final approved result of the procedures is theproject plan, also known as a Master or Baselineplan. It is the original project plan with approvedchanges


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LECTURE 5 Integration

Documents

Transcript of LECTURE 5 Integration