Chapter 4:

Project Integration
Management

Information Technology Project

Management, Eighth Edition

Note: See the text itself for full citations.

 Learning Objectives, Part 1
 Describe an overall framework for project integration
management as it relates to the other project
management knowledge areas and the project life
cycle
 Discuss the strategic planning process and apply
different project selection methods
 Explain the importance of creating a project charter
to formally initiate projects
 Describe project management plan development,
understand the content of these plans, and review
approaches for creating them
Information Technology Project
Management, Eighth Edition Copyright 2016 2
 Learning Objectives, Part 2
 Explain project execution, its relationship to project planning,
the factors related to successful results, and tools and
techniques to assist in directing and managing project work
 Describe the process of monitoring and controlling a project
 Understand the integrated change control process, planning
for and managing changes on information technology (IT)
projects, and developing and using a change control system
 Explain the importance of developing and following good
procedures for closing projects
 Describe how software can assist in project integration
management

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Management, Eighth Edition Copyright 2016 3
 The Key to Overall Project Success:
Good Project Integration Management
 Project managers must coordinate all of the other
knowledge areas throughout a project’s life cycle
 Many new project managers have trouble looking

at the “big picture” and want to focus on too many

details (See opening case for a real example)
 Project integration management is not the same

thing as software integration

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Management, Eighth Edition Copyright 2016 4
 Project Integration Management
Processes, Part 1
 1. Developing the project charter involves working
with stakeholders to create the document that
formally authorizes a project—the charter.
 2. Developing the project management plan

involves coordinating all planning efforts to create a

consistent, coherent document—the project
management plan.
 3. Directing and managing project work involves

carrying out the project management plan by

performing the activities included in it.

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Management, Eighth Edition Copyright 2016 5
 Project Integration Management
Processes, Part 2
 Monitoring and controlling project work involves
overseeing activities to meet the performance
objectives of the project
 Performing integrated change control involves

identifying, evaluating, and managing changes

throughout the project life cycle.
 Closing the project or phase involves finalizing all

activities to formally close the project or phase.

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Management, Eighth Edition Copyright 2016 6
 Figure 4-1. Project Integration
Management Summary

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Management, Eighth Edition Copyright 2016 7
 What Went Wrong?
 The Surrey police force began looking into replacing its
criminal intelligence system in 2005, but the project was
finally cancelled in 2013, and the old system was replaced
with a much less expensive one used by thirteen other
forces
 The person in charge of the project would not take
responsibility for it
 An audit report said the project was beyond their in-house
capabilities and experience
 Organizations must make the right staffing/outsourcing
decisions

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Management, Eighth Edition Copyright 2016 8
 Strategic Planning and Project
Selection
 Strategic planning involves determining long-term
objectives, predicting future trends, and projecting
the need for new products and services
 Organizations often perform a SWOT analysis

◦ analyzing Strengths, Weaknesses, Opportunities, and

Threats
 As part of strategic planning, organizations
◦ identify potential projects
◦ use realistic methods to select which projects to work on
◦ formalize project initiation by issuing a project charter

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Management, Eighth Edition Copyright 2016 9
 Figure 4-2. Mind Map of a SWOT Analysis
to Help Identify Potential Projects

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Management, Eighth Edition Copyright 2016 10
 Figure 4-3. Information Technology
Planning Process

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Management, Eighth Edition Copyright 2016 11
 Best Practice
 A 2013 survey identified companies most admired for
their ability to apply IT-related business capabilities for
competitive advantage
 Best practices of these companies include:
◦ Customer-driven IT is essential
◦ IT can enable branding and customer recruitment
◦ Keep improving

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Management, Eighth Edition Copyright 2016 12
 Methods for Selecting Projects
 There are usually more projects than available
time and resources to implement them
 Methods for selecting projects include:
◦ focusing on broad organizational needs
◦ categorizing information technology projects
◦ performing net present value or other financial
analyses
◦ using a weighted scoring model
◦ implementing a balanced scorecard

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Management, Eighth Edition Copyright 2016 13
Focusing on Broad Organizational Needs
 It is often difficult to provide strong justification for
many IT projects, but everyone agrees they have
a high value
 “It is better to measure gold roughly than to count
pennies precisely”
 Three important criteria for projects:
◦ There is a need for the project
◦ There are funds available
◦ There’s a strong will to make the project succeed

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Management, Eighth Edition Copyright 2016 14
 Categorizing IT Projects
 One categorization is whether the project
addresses
◦ a problem
◦ an opportunity, or
◦ a directive
 Another categorization is how long it will take to
do and when it is needed
 Another is the overall priority of the project

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Management, Eighth Edition Copyright 2016 15
 Financial Analysis of Projects
 Financial considerations are often an important
consideration in selecting projects
 Three primary methods for determining the projected

financial value of projects:

◦ Net present value (NPV) analysis
◦ Return on investment (ROI)
◦ Payback analysis

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Management, Eighth Edition Copyright 2016 16
 Net Present Value Analysis
 Net present value (NPV) analysis is a method of
calculating the expected net monetary gain or loss
from a project by discounting all expected future
cash inflows and outflows to the present point in
time
 Projects with a positive NPV should be considered if

financial value is a key criterion

 The higher the NPV, the better

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Management, Eighth Edition Copyright 2016 17
 Figure 4-4. Net Present Value
Example
Empty cell A B C D E F G

1 Discount rate 10% Empty cell Empty cell Empty cell Empty cell Empty cell

2 Empty cell Empty cell Empty cell Empty cell Empty cell Empty cell Empty cell

3 Project 1 Year 1 Year 2 Year 3 Year 4 Year 5 Total

4 Benefits $0 $2,000 $3,000 $4,000 $5,000 14,000

5 Costs $5,000 $1,000 $1,000 $1,000 $1,000 $9,000

6 Cash flow ($5,000) $1,000 $2,000 $3,000 $4,000 $5,000 (with arrow. Note that totals are equal,
but Net Present Values are not because of the
time value of money)

7 Net Present $2,316 Empty cell Empty cell Empty cell Empty cell Empty cell
Value (arrow)

8 Empty cell Formula=npv Empty cell Empty cell Empty cell Empty cell Empty cell
(b1,b6:f6)

9 Empty cell Empty cell Empty cell Empty cell Empty cell Empty cell Empty cell

10 Project 2 Year 1 Year 2 Year 3 Year 4 Year 5 Total

11 Benefits $1,000 $2,000 $4,000 $4,000 $4,000 $15,000

12 Costs $2,000 $2,000 $2,000 $2.000 $2,000 $10,000

13 Cash flow ($1,000) $0 $2,000 $2,000 $2,000 $5,000 (with arrow. Note that totals are equal,
but Net Present Values are not because of the
time value of money)

14 Net present $3,201 Empty cell Empty cell Empty cell Empty cell Empty cell
value (arrow)

15 Empty cell Formula=npv Empty cell Empty cell Empty cell Empty cell Empty cell
(b1,b13:f13)
Information
16
Technology
Empty cell
Project
Empty cell Empty cell Empty cell Empty cell Empty cell Empty cell
Management, Eighth Edition Copyright 2016 18
 Figure 4-5. JWD Consulting NPV Example
Discount Rate 8 percent Empty cell Empty Empty cell Empty cell Empty cell
cell

Assume the Empty cell Empty cell Year Empty cell Empty cell Empty cell
project is
completed in
Year 0

Empty cell 0 1 2 3 Total Empty cell

Costs 140,000 40,000 40,00 40,000 Empty cell Empty cell

0

Discount factor 1 .93 .86 .79 Empty cell Empty cell

Discounted 0 186,000 172,0 158,000 516,000 Empty cell

benefits 00

Discounted (140,000) 148,800 137,6 126,400 (Net present NPV (has

benefits - costs 00 value) arrow)
272,800
(arrow
pointing)

Cumulative (140,000) 8,800 (Payback In 146,4 272,800 Empty cell Empty cell
benefits – costs Year 1) 00

ROI (with arrow) 112% (return Payback in Year 1 Empty Empty cell Empty cell Empty cell
on investment) (with arrow pointing cell
up)
Note: See the template called business_case_financials.xls
Information Technology Project
Management, Eighth Edition Copyright 2016 19
 NPV Calculations
 Determine estimated costs and benefits for the life
of the project and the products it produces
 Determine the discount rate (check with your
organization on what to use)
 Calculate the NPV (see text for details)
 Notes: Some organizations consider the
investment year as year 0, while others start in year
1. Some people entered costs as negative
numbers, while others do not. Check with your
organization for their preferences

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Management, Eighth Edition Copyright 2016 20
 Return on Investment
 Return on investment (ROI) is calculated by
subtracting the project costs from the benefits and
then dividing by the costs
ROI = (total discounted benefits - total discounted costs) /
discounted costs
 The higher the ROI, the better
 Many organizations have a required rate of return
or minimum acceptable rate of return on investment
for projects
 Internal rate of return (IRR) can by calculated by
finding the discount rate that makes the NPV equal
to zero

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Management, Eighth Edition Copyright 2016 21
 Payback Analysis
 Another important financial consideration is
payback analysis
 The payback period is the amount of time it will
take to recoup, in the form of net cash inflows,
the total dollars invested in a project
 Payback occurs when the net cumulative
discounted benefits equals the costs
 Many organizations want IT projects to have a
fairly short payback period

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Management, Eighth Edition Copyright 2016 22
 Figure 4-6. Charting the Payback
Period

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Management, Eighth Edition Copyright 2016 23
 Weighted Scoring Model

 A weighted scoring model is a tool that provides a

systematic process for selecting projects based on
many criteria
 Identify criteria important to the project selection process
 Assign weights (percentages) to each criterion so they add
up to 100%
 Assign scores to each criterion for each project
 Multiply the scores by the weights and get the total
weighted scores
 The higher the weighted score, the better

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Management, Eighth Edition Copyright 2016 24
 Figure 4-7. Sample Weighted Scoring Model
for Project Selection

Empty A B C D E F
cell

1 Criteria Weight Project 1 Project 2 Project 3 Project 4

2 Supports key business objectives 25% 90 90 50 20

3 Has strong internal sponsor 15% 70 90 50 20

4 Has strong customer support 15% 50 90 50 20

5 Uses realistic level of technology 10% 25 90 50 70

6 Can be implemented in one year or less 5% 20 20 50 90

7 Provides positive NPV 20% 50 70 50 50

8 Has low risk in meeting scope, time, and cost goals 10% 20 50 50 90

9 Weighted Project Scores 100% 56 78.5 50 41.5

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Management, Eighth Edition Copyright 2016 25
 Implementing a Balanced Scorecard
 Drs. Robert Kaplan and David Norton developed
this approach to help select and manage projects
that align with business strategy
 A balanced scorecard
◦ is a methodology that converts an organization’s value
drivers, such as customer service, innovation, operational
efficiency, and financial performance, to a series of defined
metrics
 See www.balancedscorecard.org for more
information

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Management, Eighth Edition Copyright 2016 26
 Developing a Project Charter
 After deciding what project to work on, it is
important to let the rest of the organization know
 A project charter is a document that formally
recognizes the existence of a project and
provides direction on the project’s objectives and
management
 Key project stakeholders should sign a project
charter to acknowledge agreement on the need
and intent of the project; a signed charter is a key
output of project integration management

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Management, Eighth Edition Copyright 2016 27
 Inputs for Developing a Project
Charter
 A project statement of work
 A business case
 Agreements
 Enterprise environmental factors
 Organizational process assets, which include

formal and informal plans, policies, procedures,

guidelines, information systems, financial
systems, management systems, lessons learned,
and historical information

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Management, Eighth Edition Copyright 2016 28
 Table 4-1. Project Charter for the DNA-
Sequencing Instrument Completion Project
Project Title: DNA-Sequencing Instrument Completion Project
Date of Authorization: February 1
Project Start Date: February 1 Projected Finish Date: November 1
Key Schedule Milestones:
• Complete first version of the software by June 1
• Complete production version of the software by November 1

Budget Information: The firm has allocated $1.5 million for this project, and more funds
are available if needed. The majority of costs for this project will be internal labor. All
hardware will be outsourced.
Project Manager: Nick Carson, (650) 949-0707, [email protected]
Project Objectives: The DNA-sequencing instrument project has been underway for
three years. It is a crucial project for our company. This is the first charter for the project,
and the objective is to complete the first version of the software for the instrument
in four months and a production version in nine months.
Main Project Success Criteria: The software must meet all written specifications, be
thoroughly tested, and be completed on time. The CEO will formally approve the project
with advice from other key stakeholders.

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 Table 4-1. Project Charter

Name Role Position Contact Information

Ahmed Abrams Sponsor CEO aabrams@dnaconsul

ting.com

Nick Carson Project Manager Manager ncarson@dnaconsulti

ng.com

Susan Johnson Team Member DNA expert sjohnson@dnaconsul

ting.com

Renyong Chi Team Member Testing expert rchi@dnaconsulting.

com

Erik Haus Team Member Programmer ehaus@dnaconsultin

g.com

Bill Strom Team Member Programmer bstrom@dnaconsulti

ng.com

Maggie Elliot Team Member Programmer melliot@dnaconsulti

ng.com

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Management, Eighth Edition Copyright 2016 30
 Developing a Project Management Plan
 A project management plan is a document used
to coordinate all project planning documents and
help guide a project’s execution and control
 Plans created in the other knowledge areas are

subsidiary parts of the overall project

management plan

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Management, Eighth Edition Copyright 2016 31
 Common Elements of a Project
Management Plan
 Introduction or overview of the project
 Description of how the project is organized
 Management and technical processes used on

the project
 Work to be done, schedule, and budget

information

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Management, Eighth Edition Copyright 2016 32
 Table 4-2. Sample Contents for a Software
Project Management Plan (SPMP)
MAJOR SECTION HEADINGS SECTION TOPICS
Overview Purpose, scope, and objectives; assumptions and constraints;
project deliverables; schedule and budget summary;
evolution
of the plan
Project Organization External interfaces; internal structure; roles and
Responsibilities

Managerial Process Plan Start-up plans (estimation, staffing, resource acquisition;

and project staff training plans); work plan (work activities,
schedule, resource, and budget allocation); control plan;
risk management plan; closeout plan
Technical Process Plans Process model; methods, tools, and techniques; infrastructure
Plan; product acceptance plan

Supporting Process Plans Configuration management plan; verification and validation

plan; documentation plan; quality assurance plan; reviews
And audits; problem resolution plan; subcontractor manage-
ment plan; process improvement plan

IEEE Standard 1058-1998. Empty cell

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 What the Winners Do
"The winners clearly spell out what needs to be done in a
project, by whom, when, and how. For this they use an
integrated toolbox, including PM tools, methods, and
techniques…If a scheduling template is developed and used
over and over, it becomes a repeatable action that leads to
higher productivity and lower uncertainty. Sure, using
scheduling templates is neither a breakthrough nor a feat.
But laggards exhibited almost no use of the templates.
Rather, in constructing schedules their project managers
started with a clean sheet, a clear waste of time.“*

*Milosevic, Dragan and And Ozbay. “Delivering Projects: What the Winners Do.”
Proceedings of the Project Management Institute Annual Seminars & Symposium
(November 2001).

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 Directing and Managing Project Work

 Involves managing and performing the work

described in the project management plan
 The majority of time and money is usually spent

on execution
 The application area of the project directly affects

project execution because the products of the

project are produced during execution

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Management, Eighth Edition Copyright 2016 35
 Coordinating Planning and Execution

 Project planning and execution are intertwined

and inseparable activities
 Those who will do the work should help to plan the

work
 Project managers must solicit input from the team

to develop realistic plans

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Management, Eighth Edition Copyright 2016 36
 Providing Leadership and a
Supportive Culture
 Project managers must lead by example to
demonstrate the importance of creating and then
following good project plans
 Organizational culture can help project execution by
◦ providing guidelines and templates
◦ tracking performance based on plans
 Project managers may still need to break the rules
to meet project goals, and senior managers must
support those actions

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Management, Eighth Edition Copyright 2016 37
 What Went Right?
 2015 PMI report found that only 12 percent of
organizations were considered to be high
performers
 Percentage remained unchanged in past few

years
 Organizations must make major cultural changes

to improve

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Management, Eighth Edition Copyright 2016 38
 Capitalizing on Product, Business,
and Application Area Knowledge
 It is often helpful for IT project managers to have
prior technical experience
 On small projects, the project manager may be

required to perform some of the technical work or

mentor team members to complete the projects
 On large projects, the project manager must

understand the business and application area of

the project

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Management, Eighth Edition Copyright 2016 39
 Project Execution Tools and
Techniques
 Expert judgment: Experts can help project managers and
their teams make many decisions related to project
execution
 Meetings: Meetings allow people to develop relationships,
pick up on important body language or tone of voice, and
have a dialogue to help resolve problems.
 Project management information systems: There are
hundreds of project management software products
available on the market today, and many organizations are
moving toward powerful enterprise project management
systems that are accessible via the Internet
 See the What Went Right? example of Kuala Lumpur’s
Integrated Transport Information System on p. 169

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Management, Eighth Edition Copyright 2016 40
 Monitoring and Controlling Project Work

 Changes are inevitable on most projects, so it’s

important to develop and follow a process to
monitor and control changes
 Monitoring project work includes collecting,

measuring, and disseminating performance

information
 A baseline is the approved project management

plan plus approved changes

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Management, Eighth Edition Copyright 2016 41
 Media Snapshot
The
2002 Olympic Winter Games and Paralympics took
five years to plan and cost more than $1.9 billion. PMI awarded
the Salt Lake Organizing Committee (SLOC) the Project of the
Year award for delivering world-class games.
Four years before the Games began, the SLOC used a
Primavera software-based system with a cascading color-coded
WBS to integrate planning…The SLOC also used an Executive
Roadmap, a one-page list of the top 100 Games-wide activities,
to keep executives apprised of progress. Activities were tied to
detailed project information within each department’s schedule.
A 90-day highlighter showed which managers were accountable
for each integrated activity.
Fraser Bullock, SLOC Chief Operating Officer and Chief,
said, “We knew when we were on and off schedule and where
we had to apply additional resources. The interrelation of the
functions meant they could not run in isolation—it was a
smoothly running machine.”*
*Foti, Ross, “The Best Winter Olympics, Period,” PM Network (January 2004) 23.

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Management, Eighth Edition Copyright 2016 42
 Performing Integrated Change
Control
 Three main objectives are:
◦ Influencing the factors that create changes to
ensure that changes are beneficial
◦ Determining that a change has occurred
◦ Managing actual changes as they occur

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Management, Eighth Edition Copyright 2016 43
 Change Control on Information
Technology Projects
 Former view: The project team should strive to do
exactly what was planned on time and within
budget
 Problem: Stakeholders rarely agreed up-front on

the project scope, and time and cost estimates

were 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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Management, Eighth Edition Copyright 2016 44
 Change Control System
 A change control system is a formal, documented
process that describes when and how official
project documents and work may be changed
 Describes who is authorized to make changes and

how to make them

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Management, Eighth Edition Copyright 2016 45
 Change Control Board (CCB)
 A change control board is a formal group of
people responsible for approving or rejecting
changes on a project
 CCBs provide guidelines for preparing change

requests, evaluate change requests, and manage

the implementation of approved changes
 Includes stakeholders from the entire organization

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Management, Eighth Edition Copyright 2016 46
 Making Timely Changes
 Some CCBs only meet occasionally, so it may
take too long for changes to occur
 Some organizations have policies in place for

time-sensitive changes
◦ “48-hour policy” allows project team members to make
decisions, then they have 48 hours to reverse the
decision pending senior management approval
◦ Delegate changes to the lowest level possible, but keep
everyone informed of changes

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Management, Eighth Edition Copyright 2016 47
 Global Issues
 Rapid changes in technology, such as the increased use of mobile
roaming for communications, often cause governments around the
world to take action.
 Incompatible hardware, software, and networks can make
communications difficult in some regions, and a lack of competition
can cause prices to soar.
 Fortunately, a group called the Organisation for Economic Co-
operation and Development (OECD) promotes policies that will
improve the economic and social well-being of people around the
world.
 In February 2012, the OECD called upon its members’ governments
to boost competition in international mobile roaming markets.
 By the end of 2013, wireless broadband penetration grew to 72.4%
in the OECD area

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Management, Eighth Edition Copyright 2016 48
 Configuration Management
 Configuration management ensures that the
descriptions of the project’s products are correct
and complete
 Involves identifying and controlling the functional
and physical design characteristics of products
and their support documentation
 Configuration management specialists identify
and document configuration requirements, control
changes, record and report changes, and audit
the products to verify conformance to
requirements
 See www.icmhq.com for more information

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Management, Eighth Edition Copyright 2016 49
 Table 4-3. Suggestions for Performing
Integrated Change Control

View project management as a process of constant communication and negotiation.

Plan for change.
Establish a formal change control system, including a change control board (CCB).
Use effective configuration management.
Define procedures for making timely decisions on smaller changes.
Use written and oral performance reports to help identify and manage change.

Use project management and other software to help manage and communicate changes.

Focus on leading the project team and meeting overall project goals and expectations.

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Management, Eighth Edition Copyright 2016 50
 Closing Projects or Phases
 To close a project or phase, you must finalize all
activities and transfer the completed or cancelled
work to the appropriate people
 Main outputs include

◦ Final product, service, or result transition

◦ Organizational process asset updates

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Management, Eighth Edition Copyright 2016 51
 Using Software to Assist in Project
Integration Management
 Several types of software can be used to assist in
project integration management
◦ Documents can be created with word processing software
◦ Presentations are created with presentation software
◦ Tracking can be done with spreadsheets or databases
◦ Communication software can facilitate communications
◦ Project management software can pull everything together
and show detailed and summarized information

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Management, Eighth Edition Copyright 2016 52
 Figure 4-8. Sample Portfolio
Management Software Screen

Source: www.projectmanager.com
Information Technology Project
Management, Eighth Edition Copyright 2016 53
 Chapter Summary
 Project integration management involves
coordinating all of the other knowledge areas
throughout a project’s life cycle
 Main processes include

◦ Develop the project charter

◦ Develop the project management plan
◦ Direct and manage project execution
◦ Monitor and control project work
◦ Perform integrated change control
◦ Close the project or phase

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Management, Eighth Edition Copyright 2016 54