Chapter 3: Project Integration Management

adopted from PMIs PMBOK 2000 and Textbook : Information Technology Project Management

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 Project plan execution Integration change control
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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 too many details (See opening case for a real example) Project integration management is not the same thing as software integration

Project Integration Management 3 Processes

Project plan development
taking the results of other planning processes and putting them into a consistent, coherent documentthe project plan

Project plan execution

carrying out the project plan

Integrated change control

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 together to reach project success!

Project Plan Development

1st of 21 Planning phase process The process of taking the results of other planning processes and organizing them into a consistent, coherent document.
guides execution and control. assist the project manager in leading the project team and assessing project status

Project performance should be measured against 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 knowledge areas

Historical information
includes lessons learned from past project and similar projects, and the particular customers history.

Organizational policies
defined in terms of the product and cover the full range of management concerns.

Constraints
include results of previous project decision and performance, relevant lessons learned from past projects, and history with a particular customer and with similar projects.

Assumptions
include the results of previous project decisions and performance, as well as relevant lessons learned from past projects, and the history with a 8 particular customer and with similar projects.

Tools & techniques

Project planning methodology
Documents the characteristics of the product or service that the project was undertaken to solve. It also documents the relationship to a business need that created the project. It is really any structured approach used to guide the project team during the development 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 to gather, integrate, and disseminate the outputs of all project management processes.

Earned value management (EVM)

Outputs of Project Plan Development

Project plan
a document used to coordinate all project planning documents The project plan documents planning assumptions, decisions, and baselines for scope, cost, and schedule. As a formal, approved, and composite document, it contains subsidiary plans from the knowledge areas. It is 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 from past projects, and the history with a particular 10 customer and with similar projects.

Attributes of Project Plans

Just as projects are unique, so are project plans
Plans should be dynamic Plans 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 used on 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)
Introduction Project Management Plan Sections Project Managerial Technical Organization Process Process Work Packages, Schedule, and Budget Methods, tools, Work and packages; techniques; Dependencies; software resource documentation; requirements; and project budget and support resource functions allocation; and schedule

Section Topics

Project overview; project deliverables; evolution of the SPMP; reference materials; definitions and acronyms

Process model; organizational structure; organizational boundaries and interfaces; project responsibilities

Management objectives and priorities; assumptions, dependencies, and constraints; risk management; monitoring and controlling mechanisms; and staffing plan

IEEE Std 10581-1987

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Stakeholder Analysis
A stakeholder analysis documents important (often sensitive) information about stakeholders such as
stakeholders names and organizations roles on the project unique facts about stakeholders level of influence and interest in the project suggestions 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 affects project 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 and control.

Supporting detail
Additional information or documents generated during development of the project plan. These details are outputs from other planning processes like technical documentation and documentation of relevant standards.

Organization policies
includes formal and informal policies, such as QC audits, continuous improvement 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 project plan. 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 team members.

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 ensure completion. It can involve written or verbal authorizations to being work.
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Tools & techniques (2)

Status review meetings
provide a regular exchange of information about the project with stakeholders.

Project management information system (PMIS)

special software to assist in managing projects, useful in collection, dissemination, and storage of information form other PM processes.

Organizational procedure
formal and informal procedures often useful during project execution. Some policies are a) QC audits; b) continuous-improvement targets; c) personnel guidelines.
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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 of the project. Change requests: formal requests, usually by the customer but possibly also from other team members, which expand or shrink project scope, modify costs and schedule estimates, as well as impact resources. These requests can be oral or written, direct or indirect, externally or internally initiated, and legally mandated or optional.
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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 been requested. Three main objectives of change control: Influence the factors that create changes to ensure they are beneficial Determine that a change has occurred Manage actual changes when and as they occur20 Chapter 3

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 execution and control. It provides the baseline for measuring and controlling. It includes the schedule and budget, as well as the knowledge area subsidiary plans such as the communications plan, 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 the project scope; c) errors or omissions in defining the project scope; d) a value-added change (such as taking advantage of new22 technology)

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 of approvals 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 administrative direction and surveillance. Ensures that the products and their descriptions are correct and complete Concentrates on the management of technology by identifying and controlling the functional and physical design characteristics of products Configuration management specialists identify and document configuration 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, and storage 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 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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Suggestions for Managing Integrated Change Control

View project management as a process of constant communications and negotiations Plan for change Establish a formal change control system, including a Change Control Board (CCB) Use good 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
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Summary
importance of Project Integration Management
coordination and have the big picture

process of project integration management

Project plan development Project plan execution Integrated change control

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 and close-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, project management software

Integration change control

former view: on time and within budget =>scope, time and cost were inaccurate modern view: constant communications and negotiation => change are beneficial and should be planned Change control system : a formal and document process => authorization to make timely change Configuration management: control, record and report change, and audit the product to verify conformance to requirement (after all the changes)
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