Project Integration Management

Chapter 2: Project Integra2on Management

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Overview

Ini%a%ng process group

Planning process group

Execu%ng process group

Monitoring & controlling process group

Closing process group

Project management integra%on

•  Develop project charter

•  Develop project management plan

•  Direct and Manage Project Execu2on

•  Monitor and Control Project Work

•  Perform Integrated Change Control

•  Close Project or Phase


Develop charter

•  The process of developing a document that formally authorizes a project or a phase and documen2ng ini2al requirements that sa2sfy the stakeholder's needs and expecta2ons.


(A Guide to the Project Management Body of Knowledge, FiBh Edi9on (PMBOK® Guide) ©2013 Project Management Ins9tute, Inc. All Rights Reserved. Figure 4-‐2 Page 66.)

Inputs(1/2) 1.   Project Statement of Work •  Business Need: organiza2on’s business need may be based

on a market demand, organiza2onal need, customer request, legal requirement, technological advance, ecological impact, social need.

•  Product Scope Descrip2on •  Strategic Plan: organiza2on’s strategic goals should be

aligned with strategic plan 2.   Business Case •  Provide necessary informa2on from a business standpoint

to determine whether or not the project is worth the required investment.

•  Typically business need and cost-‐benefit analysis are contained in the business case to jus2fy the project.


Inputs(2/2) 3.   Agreement

•  Agreements are used to define ini2al inten2ons for a project. Agreements may take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLA), le_er of agreements, le_ers of intent, verbal agreements, email, or other wri_en agreements. Typically, a contract is used when a project is being performed for an external customer.

4.   Enterprise environmental factors •  Organiza2onal culture/structure, governmental and industry

standards, including regula2ons •  Exis2ng human resources, personnel administra2on systems and

policies •  Company work authoriza2on system, project management informa2on

system (PMIS) 5.   Organiza%onal process assets

•  Standard project life cycles, quality policies and procedures, financial controls, configura2on management and change control processes, risk management processes, historical informa2on.


Tools and Techniques

1.   Expert Judgment •  Other units within the organiza2on, •  Consultants, •  Stakeholders, including customers or sponsors, •  Professional and technical associa2ons, •  Industry groups, •  Subject ma_er experts (SME), and •  Project management office (PMO).

2. Facilita%on techniques: •  Brainstorming, conflict resolu2on, problem solving, and mee2ng

management are examples of key techniques used by facilitators to help teams and individuals accomplish project ac2vi2es.


Outputs

1.   Project Charter •  A document is issued by the Sponsor or Project

Manager that formally authorizes the existence of a project, and provides the project manager with the authority to apply organiza2onal resources to project ac2vi2es.


Develop project management plan

•  The process of documen2ng the ac2ons necessary to define, prepare, integrate, and co-‐ordinate all subsidiary plans and baselines.


A Guide to the Project Management Body of Knowledge, FiBh Edi9on (PMBOK® Guide) ©2013 Project Management Ins9tute, Inc. All Rights Reserved. Figure 4-‐3 Page 72.

Inputs 1.   Project Charter:

•  output of the Develop Charter process. 2.   Outputs from Other Processes:

•  any baselines and subsidiary plans that are an output from other planning processes are inputs to this process.

3.   Enterprise Environmental Factors •  governmental or industry standards; PMBOK for ver2cal market (e.g.,

construc2on); PMIS; organiza2onal structure, culture, management prac2ces, and sustainability; infrastructure (e.g., exis2ng facili2es and capital equipment); and personnel administra2on.

4.   Organiza%onal Process Assets •  standardized guidelines, work instruc2ons, proposal evalua2on criteria,

and performance measurement criteria; project management plan template; change control procedures; project files from previous projects; historical informa2on and lessons learned knowledge base; configura2on management knowledge base.


Tools and techniques

1.   Expert Judgment •  Tailor the process to meet the project needs, •  Develop technical and management details to be included in the

project management plan, •  Determine resources and skill levels needed to perform project work, •  Define the level of configura2on management to apply on the

project, •  Determine which project documents will be subject to the formal

change control process, and •  Priori2ze the work on the project to ensure the project resources are

allocated to the appropriate work at the appropriate 2me.

2.   Facilita%on Techniques •  Brainstorming, conflict resolu2on, problem solving, and mee2ng

management are key techniques used by facilitators to help teams and individuals achieve agreement to accomplish project ac2vi2es.


Outputs

1.   Project management plan •  is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.


Project management plan vs. project documents


A Guide to the Project Management Body of Knowledge, FiBh Edi9on (PMBOK® Guide) ©2013 Project Management Ins9tute, Inc. All Rights Reserved. Table 4-‐1 Page 78.

Direct and manage project execu2on

•  The process of leading and performing the work defined in the project management plan and implemen2ng approved changes to achieve the project’s objec2ves. The key benefit of this process is that it provides overall management of the project work.



Inputs 1.   Project Management Plan

•  output of the Develop PM Plan process 2.   Approved Change Requests

•  output of the Perform Integrated Change Control process, and include those requests reviewed and approved for implementa2on by the change control board (CCB).

•  the approved change request may be a correc2ve ac2on, a preventa2ve ac2on, or a defect repair.

3.   Enterprise Environmental Factors •  organiza2onal, company, or customer culture and structure of the

performing or sponsor organiza2ons; infrastructure; personnel administra2on; stakeholder risk tolerances (e.g. allowable cost overrun percentage); PMIS.

4.   Organiza%onal Process Assets •  Standardized guidelines and work instruc2ons; communica2on

requirements; issue and defect management procedures; process measurement database; project files from previous projects; issue and defect management database.



1.   Expert Judgment •  other units within the organiza2on; •  consultants and other subject ma_er experts (internal and external); •  stakeholders, including customers, suppliers, or sponsors; and •  professional and technical associa2ons.

2.   Project Management Informa%on System •  such as a scheduling tool, a work authoriza2on system, a configura2on

management system, an informa2on collec2on and distribu2on system, or interfaces to other online automated systems.

•  automated gathering and repor2ng on key performance indicators (KPI) can be part of this system.

3.   Mee%ngs •  Informa2on exchange; •  Brainstorming, op2on evalua2on, or design; or •  Decision making.


Outputs 1.   Deliverables

•  any unique and verifiable product, result or capability to perform a service that is required to be produced to complete a process, phase, or project.

2.   Work Performance Data •  the raw observa2ons and measurements iden2fied during ac2vi2es

being performed to carry out the project work. 3.   Change Requests

•  a formal proposal to modify any document, deliverable, or baseline. Requests for a change can be direct or indirect, externally or internally ini2ated, and can be op2onal or legally/contractually mandated, and may include: correc2ve ac2on, preven2ve ac2ons, defect repair, updates.

4.   Project Management Plan Updates 5.   Project Documents Updates


Monitor and control project work

•  The process of tracking, reviewing, and repor2ng the progress to meet the performance objec2ves defined in the project management plan. The key benefit of this process is that it allows stakeholders to understand the current state of the project, the steps taken, and budget, schedule, and scope forecasts.



Inputs(1/2) 1.   Project Management Plan

•  output of the Develop PM Plan process 2.   Schedule Forecasts

•  are derived from progress against the schedule baseline and computed 2me es2mate to complete (ETC). For projects not using earned value management, variances against the planned finish dates and forecasted finish dates are provided.

3.   Cost Forecasts •  are derived from progress against the cost baseline and computed es2mates

to complete (ETC). For projects not using earned value management, variances against the planned versus actual expenditures and forecasted final costs are provided.

4.   Validated change •  approved changes that result from the Perform Integrated Change Control

process require valida2on to ensure that the change was appropriately implemented at Control Quality process.


Inputs(1/2) 5.   Work Performance Informa%on

•  is the performance data collected from various controlling processes, analyzed in context, and integrated based on rela2onships across areas. Examples of performance informa2on are status of deliverables, implementa2on status for change requests.

6.   Enterprise Environmental Factors •  governmental or industry standards, organiza2on work authoriza2on systems, stakeholder risk tolerances, and PMIS.

7.   Organiza%onal Process Assets •  organiza2onal communica2on requirements; financial controls procedures; issue and defect management procedures; change control procedures; risk control procedures; process measurement database; and lesson learnt database.



1.   Expert Judgment 2.   Analy%cal Techniques

•  to forecast poten2al outcomes based on possible varia2ons of project or environmental variables and their rela2onships with other variables. E.g. Regression analysis, Grouping methods, Causal analysis, Root cause analysis, Forecas2ng methods (e.g., 2me series, scenario building, simula2on, etc.), Failure mode and effect analysis (FMEA), Fault tree analysis (FTA), Reserve analysis, Trend analysis, Earned value management, and Variance analysis.

3.   Project Management Informa%on System 4.   Mee%ngs

•  may be face-‐to-‐face, virtual, formal, or informal. They may include project team members, stakeholders, and others involved in or affected by the project.


Outputs 1.   Change Requests

•  may be issued to expand, adjust, or reduce project scope, product scope, or quality requirements and schedule or cost baselines. Change requests may include correc2ve ac2on, preven2ve ac2on, defect repair.

2.   Work Performance Reports •  are the physical or electronic representa2on of work performance informa2on compiled in project documents, intended to generate decisions, ac2ons, or awareness. Examples of work performance reports include status reports, memos, jus2fica2ons, informa2on notes, recommenda2ons, and updates.



Perform integrated change control

•  The process of reviewing all change requests; approving changes and managing changes to deliverables, organiza2onal process assets, project documents, and the project management plan; and communica2ng their disposi2on. It reviews all requests for changes or modifica2ons to project documents, deliverables, baselines, or the project management plan and approves or rejects the changes.



Inputs 1.   Project Management Plan

•  Output of the Develop PM Plan process 2.   Work Performance Reports

•  include resource availability, schedule and cost data, and earned value management (EVM) reports, burnup or burndown charts.

3.   Change Requests •  change requests may include correc2ve ac2on, preven2ve ac2on, and defect

repairs. However, correc2ve and preven2ve ac2ons do not normally affect the project baselines—only the performance against the baselines.

4.   Enterprise Environmental Factors •  PMIS

5.   Organiza%onal Process Assets •  change control procedures, procedures for approving and issuing change

authoriza2ons, process measurement database, project documents, configura2on management knowledge base.



1.   Expert Judgment •  judgment and exper2se are applied to

any technical and management details during this process and may be provided by various sources, for example: consultants; stakeholders, including customers or sponsors; professional and technical associa2ons; industry groups; SMEs; and PMO.

2.   Mee%ngs •  CCB is responsible for mee2ng and reviewing the change requests and approving, rejec2ng, or other disposi2on of those changes.

3.   Change Control Tools


Outputs 1.   Approved Change Requests

•  Approved change requests will be implemented through the Direct and Manage Project Work process. The disposi2on of all change requests, approved or not, will be updated in the change log as part of updates to the project documents.

2.   Change Log •  A change log is used to document changes that occur during a project. These changes and their impact to the project in terms of 2me, cost, and risk, are communicated to the appropriate stakeholders. Rejected change requests are also captured in the change log.



Close project or phase

•  The process of finalizing all ac2vi2es across all of the Project Management Process Groups to formally complete the project or phase. The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organiza2on resources to pursue new endeavors.



Inputs 1.   Project Management Plan •  Output of the Develop PM Plan

2.   Accepted Deliverables •  include approved product specifica2ons, delivery receipts, and work performance documents. Par2al or interim deliverables may also be included for phased or cancelled projects

3.   Organiza%onal Process Assets •  Include project or phase closure guidelines or requirements , historical informa2on and lessons learned knowledge base.



1.   Expert Judgment •  Exper2se is available from many sources, including other project managers within the organiza2on, PMO, and professional and technical associa2ons.

2.   Analy%cal Techniques •  Examples of analy2cal techniques used in project closeout are regression analysis, and trend analysis.

3.   Mee%ngs •  Types of mee2ngs include lessons learned, closeout, user group, and review mee2ngs.


Outputs

1.   Final Product, Service, or Result Transi%on 2.   Organiza%onal Process Assets Updates •  Project files, Project or phase closure documents, Historical informa2on and lessons learned informa2on are transferred to the lessons learned knowledge base for use by future projects or phases.


Summary

•  The rela2on among change request, approved change request, and validated change request.

•  The rela2on among the following processes: Perform Integrated Change Control, Control Quality, Direct and Manage Project Execu2on.

•  The difference between project management plan and project document.


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Project Integration Management

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