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ICT Project
Management

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OF/FTI/ALL /18 Issue No: 1

PPT 1
 Chapter Two
Project Integration
Management

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Project integration management involves
coordinating all of the other project management
knowledge areas through out a project’s life cycle
It brings all the elements of a project come
together at the right times to complete a project
successfully
Project Integration Six Main Processes
1. Developing the project charter involves working with
stakeholders to create the doccument 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. Ex. Deliverables updates, change requests,
performance
4. Monitoring and Controlling: overseeing activities
meet the performance objectives of the project
5. Performaning Integrated Change Control which
enables us to identify, evaluate and manage changes
through the project life cycle.
6. Closing the project or phase: delivering the service or
products
The outputs of the aforementioned processes required
updating changes in every project document.
Initiating
Process: Develop Project charter
Output: Project charter

Planning
Process: Develop Project management Plan
Output: Project management plan

Executing
Process: Direct and manage project work
Output: Deliverables, updates and changes

Monitoring and Controlling

Process: Monitor and control project work
Output: Updates and changes on proj plan
Process: Perform integrated change cntrol
Outputs: Approved change, updates

Closing
Process: Close Project or phase
Output: Final product or service, organizational assets
process updates

Project Start Project Finish

 Integration management is the key to overall project
succeess
 Coordinating all of the people, plans, and work required to
complete the project
 Focus on the big picture and stair on the project team
towards the goal
 Make final decisions when conflict ocur amongst goals,
peoples
 Communicate key project information
 It includes interface management involves identifying and
managing the points of interaction between various
elements of a project
 Establish and maintain good ommunication and
relationshps across organizational interfaces
 Communicate with all project stakeholders
Project Charters
 After deciding what project to work on, it is important to
formalize projects
 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

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Sample Project Charter

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Sample Project Charter

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“If you fail to plan, you plan to
fail.”

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 Project Planning
 Project planning involves breaking down the work into
parts and assign these to project team members,
anticipate problems that might arise and prepare
tentative solutions to those problems.
 The project plan, which is created at the start of a
project, is used to communicate how the work will be
done to the project team and customers, and to help
assess progress on the project.
 Planning involves estimation - your attempt to
determine how much money, how much effort, how
many resources, and how much time it will take to
build a specific software-based system or product.

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 Project Planning(cont’d)
 The project manager is the key to successful project planning.
 It is desirable that the project manager be involved from project
conception through execution.
 Project Planning is an ongoing effort all through the Project
Lifecycle.
 Plans must be regularly revised as new information becomes available
 What are the key factors that drive this ongoing effort : Scope
changes, resource adjustments, performance monitoring, stakeholder
feedback,
 The Project Planning Phases can be generally classified as
follows:
 Development of the Project Plan
 Execution of the Project Plan
 Change Control and Corrective Actions.
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 Project Planning(cont’d)
 Project planning consists of estimating the following
attributes of the project:
 Project size: What will be problem complexity in terms of the effort
and time required to develop the product?
 Cost: How much is it going to cost to develop the project?
 Duration: How long is it going to take to complete development?
 Effort: How much effort would be required?

 Why we do project planning?

 There are four basic reasons for project planning:
 To eliminate or reduce uncertainty
 To improve efficiency of the operation
 To obtain a better understanding of the objectives
 To provide a basis for monitoring and controlling work
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 Planning stages
 At the proposal stage, when you are bidding for a contract to
develop or provide a software system.
 The aim of planning at this stage is to provide information that will be
used in setting a price(software cost, hardware cost, staff cost, etc.) for
the system to customers
 During the project startup phase, when you have to plan who will
work on the project, how the project will be broken down into
increments, how resources will be allocated across your company,
etc.
 basis for project resource(budget and staff) allocation

 Periodically throughout the project, when you modify your plan in

the light of experience gained and information from monitoring the
progress of the work.
 The project schedule, cost-estimate and risks have to be regularly
revised

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 Step Wise Planning Activities
0.Select
1. Identify project 2. Identify project
project objectives infrastructure

3. Analyze
project
characteristics
Review
4. Identify products
and activities

5. Estimate effort
Lower for activity For each
level activity
detail 6. Identify activity
risks
10. Lower level
7. Allocate
planning
resources

8. Review/ publicize
9. Execute plan plan
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Step 1 establish project scope and objectives

 1.1 Identify objectives and measures of effectiveness

 ‘how do we know if we have succeeded?’

 1.2 Establish a project authority

 ‘who is the leader?’

 1.3 Identify all stakeholders in the project and their

interests
 ‘who will be affected/involved in the project?’

 1.4 Establish methods of communication with all

parties
 ‘how do we keep in contact?’

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 Step 2 Establish project infrastructure
 2.1 Establish link between project and any strategic plan

 ‘why did they want the project?’

 This step ensures that the project is directly tied to the broader
organizational strategy. It's about making sure that the project's
objectives align with the overall mission and vision of the company
or organization. By establishing this link, you ensure that the project
contributes to key strategic goals, such as improving performance,
increasing efficiency, or meeting market demands.
 Identify Organizational Goals, Define Project Objectives, and
Justify the Project.

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 Step 2 Establish project infrastructure
 2.2 Identify installation standards and procedures
 ‘what standards do we have to follow?’
 Key Actions:
 Industry Standards: Identify any relevant industry standards that must be
adhered to, such as ISO standards, health and safety regulations, or
environmental guidelines.
 Company Procedures: Ensure that the project team is aware of any internal
procedures or quality control mechanisms that the organization mandates, such
as reporting structures, approval processes, or risk management procedures.
 Documentation: Maintain documentation that outlines the standards and
procedures so everyone involved understands them. This could include
checklists, manuals, or guides.

 2.3. Identify project team organization

 ‘where do I fit in?’ : This step focuses on defining the structure of the project
team and determining roles and responsibilities. It's crucial for ensuring that
every team member understands their function, what’s expected of them, and
how they contribute to the overall success of the project.
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 Step 3 Analysis of project characteristics

 Distinguish the project as either objective or product-based.

 Analyse other project characteristics (including quality based
ones)
 what is different about this project?
 Identify high level project risks
 ‘what could go wrong?’
 ‘what can we do to stop it?’
 Take into account user requirements concerning
implementation
 Select general life cycle approach
 waterfall? Increments? Prototypes?
 Review overall resource estimates
 ‘does all this increase the cost?’

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Step 4 Identify project products and activities(deliverables)

 4.1 Identify and describe project products –

‘what do we have to produce?’
 4.2 document Generic product flows

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 Step 5:Estimate effort for each activity

 5.1 Carry out bottom-up estimates

 distinguish carefully between effort and elapsed time

 5.2. Revise plan to create controllable activities

 break up very long activities into a series of smaller ones
 bundle up very short activities (create check lists?)

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 Step 6: Identify activity risks

 6.1.Identify and quantify risks for activities

 damage if risk occurs (measure in time lost or money)
 likelihood if risk occurring

 6.2. Plan risk reduction and contingency measures

 risk reduction: activity to stop risk occurring
 contingency: action if risk does occur

 6.3 Adjust overall plans and estimates to take account

of risks
 e.g. add new activities which reduce risks associated with
other activities e.g. training, pilot trials, information gathering

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 Step 7: Allocate resources
 7.1 Identify and allocate resources to activities
 7.2 Revise plans and estimates to take into account
resource constraints
 E.g. staff not being available until a later date

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 Step 8: Review/publicise plan

 8.1 Review quality aspects of project plan

 8.2 Document plan and obtain agreement

Step 9 and 10: Execute plan and create

lower level plans

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 Project Plan Development
 A project plan is a document used to coordinate all
project planning documents
 Its main purpose is to guide project execution
 Project plans assist the project manager in leading the
project team and assessing project status
 Project performance should be measured against a
baseline plan

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 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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 Introduction or overview of the project

 The project name

 A brief description of the project and the need it addresses
 The sponsor’s name
 The names of the project manager and key team members
 Deliverables of the project
 A list of important reference materials
 A list of definitions and acronyms, if appropriate

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Description of how the project is organized
 Organizational charts
 Project responsibilities
 Other organizational or process related information

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Management and technical processes used on the
project

 Management objectives
 Project controls
 Risk management
 Project staffing
 Technical processes

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 Work to be done
 Major work packages
 Key deliverables
 Other work-related information

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 Project schedule information
 Summary schedule
 Detailed schedule
 Other schedule-related information

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 Project budget
 Summary budget
 Detailed budget
 Other budget-related information

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 Software Project Management
Plan (SPMP)
Project Management Plan Sections
Introduction Project Managerial Technical Work
Organization Process Process Packages,
Schedule, and
Budget
Section Project Process model; Management Methods, tools, Work
Topics overview; organizational objectives and and packages;
project structure; priorities; techniques; Dependencies;
deliverables; organizational assumptions, software resource
evolution of boundaries and dependencies, documentation; requirements;
the SPMP; interfaces; and and project budget and
reference project constraints; support resource
materials; responsibilities risk functions allocation;
definitions and management; and schedule
acronyms monitoring
and
controlling
mechanisms;
and staffing
plan
IEEE Std 10581-1987

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 Developing a Project Management Plan
 The project plan defines the work that will be done on the project and
who will do it.
 A typical project plan consists of:
 Introduction or overview of the project
 A statement of work that describes all work products that will be produced
and a list of people who will perform that work
 the management and technical processes used on the project
 A work breakdown structure and a set of effort estimates
 A project schedule
 A risk plan that identifies any risks that might be encountered and indicates
how those risks would be handled, should they occur
 There are several plans that may be a part of or 'linked to a project
plan. These plans include quality assurance plan, verification and
validation plan, configuration management plan, maintenance plan,
and staffing plan.

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Software Project Management Plan
SPMP Template(adapted from IEEE Standard)
1. Introduction
1.1 Project Overview [name of project; briefly describe the project]
1.2 Deliverables [list and describe the products that will be
produced as part of the project. Software packages, pieces of hardware,
technical reports, and training materials(SPMP, RAD, SDD, TPD, UM,
SCMP, RMP, QAP) are examples of deliverables]
1.3 Definitions, acronyms, and abbreviations
2. Project Organization
2.1. External Interfaces – [describe the organizational boundaries
between the project and external entities]
2.2. Roles and Responsibilities [organizational chart to show the lines of
authority, responsibilities, and communication for the project with detail
description; Responsibilities of each member]
3. Managerial Process
3.1. Meeting – Management and Team Members Meeting[Why? When?
Where?]
3.2. Project staff training plan

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 SPMP Template(cont’d)
4. Methods and Tools [specify the development methodologies,
programming languages and other notations, and the tools and
techniques to be used]
5. Work Breakdown Structure (WBS), Schedule and Budget
5.1. WBS [describe the hierarchical list of activities and tasks that must
be completed – from feasibility study to user manual preparation]

5.2. Schedule[deliverables and their planned completion dates of

activities listed under 5.1]
5.3. Budget

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