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Project Integration Management

The document outlines the key components of project integration management, including developing an initial project plan, executing the plan, and managing changes. It describes the key elements of an effective project plan such as project overview, organization, schedules, budgets. It also discusses tools for project execution like project management software and status review meetings. Overall change control is identified as important for coordinating changes across the project and ensuring it stays on track.

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Ntuda Daniel
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© © All Rights Reserved
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Download as PPTX, PDF, TXT or read online on Scribd
59 views

Project Integration Management

The document outlines the key components of project integration management, including developing an initial project plan, executing the plan, and managing changes. It describes the key elements of an effective project plan such as project overview, organization, schedules, budgets. It also discusses tools for project execution like project management software and status review meetings. Overall change control is identified as important for coordinating changes across the project and ensuring it stays on track.

Uploaded by

Ntuda Daniel
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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PROJECT INTEGRATION

MANAGEMENT
OUTLINE

Definition of Project Integration Management

The Project Plan

Project Plan Execution

Project Execution Tools and Techniques

Overall Change Control


DEFINITION

Project integration management is the process involved in coordinating all


of the other project management knowledge areas through out the project’s
life cycle.
It ensures that all the pieces come together at the right times to ensure
project success.
It can be viewed as the “Big Picture” of the project.

It is about integrating the work of the entire project team by focusing on
high quality communication and relationship building.
COMPONENTS OF PROJECT
I N T E G R AT I O N M A N A G E M E N T

Project integration has three key components:


1. Project Plan Development (creating the Project Plan)
2. Project Plan Execution (carrying out what is planned)
3. Change control (coordinating changes across the entire project)

NB.
Carrying out each of these require dedication, commitment, and hard work from each
member of the project team.
THE PROJECT PLAN

The project plan is a document developed translate project ideas into useful
outputs that are aimed at achieving the project objectives.

It is the core high-level document that guides the implementation of a


project.

It is also the control document of the project.


The Project plan:
• Documents assumptions, definitions and decisions.
• Facilitates stakeholder communication.
• Defines content, extent and timing of key management reviews.
• Provides a baseline for project control and progress measurement.
• Defines a size appropriate to the scope of the project.
BASIC OUTLINE OF A PROJECT PLAN

A Project plan has the following features:


1. Project overview
2. Project organization
3. Project management and technical processes
4. Project deliverables and work breakdown structure
5. Project schedule
6. Project budget
1. THE PROJECT OVERVIEW

The project overview introduces the project and must provide the
following information:
• Project name
• Project description
• Project sponsor
• Project manager
• Key team members
• List of Key Deliverables
• List of reference documents or materials
• Glossary of definitions and acronyms
2. PROJECT ORGANISATION
The project organisation of the project plan points out the reporting lines and
command structure.
It must provide information on the following:
• Organisation charts
• Company or institution organisation chart
• Project organisation chart (lines of authority, responsibilities and communication)
• Project responsibilities
• Diagram, flow chart or timeline of major steps
3. PR O JE C T MAN AG E MEN T AND
T EC H NICA L PR O CE SSE S
The project management and technical processes must provide information on
the ff:
• Management objectives, priorities, assumptions and constraints.
• Project controls – how progress will be monitored
• The change control process
• Who has authority to make what type of decisions?
• Risk management – how risk will be identified, managed and controlled.
• Project staffing – how many and what type of people are required and when?
• Technical processes tool selection (e.g. Systems Development Life Cycle (SDLC),
Computer Aided Software Engineering)
• Project documentation requirements
4. PROJECT DELIVERABLES AND WBS

This part of the project plan identifies the major deliverable


expected from the project.
The information required here include:
• Key deliverables
• Major work packages
• Required specifications (hardware, software, construction
specifications [if applicable], codes, regulations etc.)
5. PROJECT SCHEDULES

This component of the project plan provides information on:


• Summary schedules (key deliverables and their planned
completion dates.
• Detailed schedules including dependencies
• Schedule assumptions and constraints.
6. PROJECT BUDGET

This section of the project plan must provide information on:


• Summary budget
• Detailed budget
• Fixed and variable costs
• Project benefits
• Assumptions
PROJECT PLAN EXECUTION

This refers to the detailed description of how the project plan will be implemented.
Project integration management is concerned with both the planning of projects and how the
plan will be executed.
Project plans are implemented or executed according to the order of activities planned.

Activities scheduled to start first are executed accordingly after all regulatory requirements
have been met.
Project managers rely on the expertise of team members in each knowledge area to help
guide and build the plan.
To be able to exploit the knowledge of team members, project managers need good
leadership, communication and political skills.
It is important to note that project plans often change during the course of
implementation as additional knowledge and information is gained through
experience.
 A key function of the project manager is to make sure that the right
resources are available in the right quantities at the right time to get the job
done.
This includes making sure that team members have the necessary
knowledge and skills as shortage of skill labour could mean poor execution
of project or extra expenditure on training.
PROJECT EXECUTION TOOLS AND
TECHNIQUES

Specialised tools and techniques used by project managers fro project


plan execution include:
1. Project Management Software (PMS)
2. Status Review Meetings (SRM)
3. Work Authorisation Systems
P R O J E C T M A N G E M E N T S O F T WA R E

PMS assists in creating detailed work breakdown structures, assigning


resources, scheduling, budgeting and monitoring progress.
It automates the production of GANTT charts and Network Diagrams.
• Microsoft Project is the most widely used project management software tools
in the world. Others are:
• Primavera Project Planner
• Scheduler Plus
• Open Plan
STATUS REVIEW MEETINGS
Status review meetings are a standard project management tool for:
• Exchanging project information
• Monitoring progress
• Maintaining motivation
• Managing risk
• Identifying issues
• Stakeholder communication
W O R K A U T H O R I S AT I O N S Y S T E M S

WAS are a formalised process used on large projects to authorise work to


begin on a particular activity or work package.
They are designed to ensure that the right things are done by the right people
at the right time.
Such systems can be manual or automated
CHANGE CONTROL
Change control is a process of matching actual implementation to the project plan to
find out if there are any variations. Where negative variations exist, correction actions
are taken.
Changes to the project plan may become necessary when new information and
knowledge become available.
Changes in the project constraints (cost, time, quality/scope) may be necessary but
any change in one them automatically impacts at least one of the others.
Without proper change control, a project can easily drift into ‘scope creep’ and severe
cost and/or time over-runs.
OBJECTIVES OF CHANGE CONTROL

1.Making sure the changes are useful and beneficial (this usually involves making trade-offs).

2.Determining if and when a change has occurred (and making sure senior management stays informed so
there are no surprises).

3.Managing actual changes as they occur.


NB.

I. Key tools in overall change control are the project plan , status or performance reports and change
request.

II. Project plans must be updated as changes are made during execution.

III. Change requests must be formal and written.

IV. Significant changes should be written, and be reviewed through a formal change control process
developed for analysing and authorising project changes.
CHANGE CONTROL SYSTEM

A change control system is a formal, documented process that


describes when and how official project documents (especially the
project plan) may change.

It describes who is authorised to make changes, the procedures to


be followed and the tracking system that will be used.
ELEMENTS OF CHANGE CONTROL
1.A Change Control Board (CCB) or Steering Committee – a group of people
specifically responsible for reviewing and authorising or rejecting project
changes. They provide guidelines for change requests, evaluates the request and
mange their implementation.

2.Configuration Management – a process that ensures that the descriptions of


the project’s product and deliverables are complete and correct.

3.Change Communication Plan – policies and procedures for identifying and


reporting change requirements and communicating change decisions.
MANAGING CHANGE CONTROL
Making constant communication and negotiation a normal part of the
change management process.
Planning for the change.

Establishing formal change control systems and procedures.

Defining procedures for quick decisions on small-scale changes.

Using status reports to identify and manage change

Employing project management and other tools and processes to help


manage and communicate changes.
THE NEED FOR SENIOR
M A N A G E M E N T B U Y- I N

Senior management commitment and support is one of the critical


success factors for project management because they will:
• Ensure the project has adequate resources.
• Ensure approval for unique or unanticipated project needs.
• Ensure cooperation of other managers and staff.
• Help deal with political issues
• Provide coaching and mentoring on leadership issues
 Thank You

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