Project Integration Management: Shwetang Panchal Sigma Institute of Management Studies

PROJECT INTEGRATION MANAGEMENT
Click to edit Master subtitle style SHWETANG PANCHAL
SIGMA INSTITUTE OF MANAGEMENT STUDIES

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Learning Objectives
Describe an overall framework for project integration management as it relates to the other project management knowledge areas and the project life cycle Describe project plan development, including project plan content, using guidelines and templates for developing plans, and performing a stakeholder analysis to help manage relationships Explain project plan execution, its relationship to project planning, the factors related to successful results, and tools and techniques to assist in project plan execution 22 5/4/12 Understand the integrated change control
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 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) integration management is not the same thing as software integration
Many
Project
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COMPONENTS OF INTEGRATIONS
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PROCESS
PROCESS DEVELOP PROJECT CHARTER DEVELOP PROJECT MANAGEMENT PLAN DIRECT & MANAGEMENT PROJECT EXECUTION MONITOR & CONTROL PROJECT WORK GROUP INIT PLAN EXEC M&C
PERFORM INTEGRATED CHANGE CONTROL M & C CLOSE PROJECT OR PHASE CLOSE

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Project Integration Management Processes

Project
Plan Development: taking the results of other planning processes and putting them into a consistent, coherent documentthe project plan Plan project plan Execution: carrying out the
Project
Integrated
Change Control: coordinating changes across the entire project
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Project Integration Management Overview
Note: The PMBOK Guide 2000 includes similar charts for each knowledge area. 77 5/4/12
Framework for Project Integration Management

Focus on pulling everything together to reach project success!
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Project Plan Development

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

Just
as projects are unique, so are project plans should be dynamic should be flexible should be updated as changes occur
Plans Plans Plans Plans
should first and foremost guide project execution
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Common Elements of a Project Plan

Introduction Description
or overview of the project and technical processes used on
of how the project is organized
Management
the project
Work
to be done, schedule, and budget information
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Sample Outline for a Software Project Management Plan (SPMP)
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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." *
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Stakeholder Analysis
A
stakeholder analysis documents important (often sensitive) information about stakeholders such as
Stakeholders names and organizations on the project facts about stakeholders for managing relationships of influence and interest in the project
Roles
Unique Level
Suggestions
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Sample Stakeholder Analysis

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Project Plan Execution

Project
plan execution involves managing and performing the work described in the project plan majority of time and money is usually spent on execution application area of the project directly affects project execution because the products of the project are produced during execution
The The
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What Went Wrong?

Many
people have a poor view of plans based on past experiences. Senior managers often require a plan, but then no one follows up on whether the plan was followed. For example, one project manager said he would meet with each project team leader within two months to review their plans. The project manager created a detailed schedule for these reviews. He cancelled the first meeting due to another business commitment. He rescheduled the next meeting for unexplained personal reasons. Two months later, the project manager had 5/4/12 still not met with over half of the project team
Important Skills for Project Execution

General Product Use
management skills like leadership, communication, and political skills skills and knowledge of specialized tools and techniques
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Tools and Techniques for Project Execution

Work
Authorization System: a method for ensuring that qualified people do work at the right time and in the proper sequence Review Meetings: regularly scheduled meetings used to exchange project information Management Software: special software to assist in managing projects
Status
Project
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Integrated Change Control

Integrated
change control involves identifying, evaluating, and managing changes throughout the project life cycle (Note: 1996 PMBOK called this process overall change control) main objectives of change control:
Influence
Three
the factors that create changes to ensure they are beneficial that a change has occurred actual changes when and as they occur
Determine Manage
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Integrated Change Control Process
IT Project Management, Third Edition Chapter 4
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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 Stakeholders rarely agreed up-front on the project scope, and time and cost estimates were inaccurate view: Project management is a process of constant communication and negotiation Changes are often beneficial, and the project team should plan for them
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Problem:
Modern
Solution:
Change Control System

A
formal, documented process that describes when and how official project documents and work may be changed who is authorized to make changes and how to make them includes a change control board (CCB), configuration management, and a process for communicating changes
Describes Often
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Change Control Boards (CCBs)

A
formal group of people responsible for approving or rejecting changes on a project provide guidelines for preparing change requests, evaluate change requests, and manage the implementation of approved changes stakeholders organization from the entire
CCBs
Includes
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Making Timely Changes

Some Some
CCBs only meet occasionally, so it may take too long for changes to occur 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 changes to the lowest level possible, but keep everyone informed of changes
Delegate
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Configuration Management
Ensures
that the products and descriptions are correct and complete
their
Concentrates
on the management of technology by identifying and controlling the functional and physical design characteristics of products management specialists identify and document configuration requirements, control changes, record and report changes, and audit the products to verify conformance to requirements
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Configuration
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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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 are be created done with with presentation or
software
Presentations
software
Tracking
can
spreadsheets
databases
Communication Project
software like e-mail and Web authoring tools facilitate communications management software can pull everything together and show detailed and summarized information (see Appendix A for details) 5/4/12
Gantt Chart
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INTEGRATED CHANGE CONTROL
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QUESTIONS ? IF ANY ?
Click to edit Master subtitle style THANK YOU
5/4/12

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PROJECT INTEGRATION MANAGEMENT

Click to edit Master subtitle style SHWETANG PANCHAL

SIGMA INSTITUTE OF MANAGEMENT STUDIES

The Key to Overall Project Success: Good Project Integration Management

PERFORM INTEGRATED CHANGE CONTROL M & C CLOSE PROJECT OR PHASE CLOSE

Project Integration Management Processes

Change Control: coordinating changes across the entire project

Project Integration Management Overview

Framework for Project Integration Management

Project Plan Development

project plan is a document used coordinate all project planning documents

main purpose is to guide project execution

Attributes of Project Plans

Plans Plans Plans Plans

should first and foremost guide project execution

Common Elements of a Project Plan

or overview of the project and technical processes used on

of how the project is organized

to be done, schedule, and budget information

Sample Outline for a Software Project Management Plan (SPMP)

What the Winners Do

Sample Stakeholder Analysis

Project Plan Execution

What Went Wrong?

Important Skills for Project Execution

Tools and Techniques for Project Execution

Integrated Change Control

Integrated Change Control Process

IT Project Management, Third Edition Chapter 4

Change Control on Information Technology Projects

Change Control System

Change Control Boards (CCBs)

Making Timely Changes

that the products and descriptions are correct and complete

Suggestions for Managing Integrated Change Control

Using Software to Assist in Project Integration Management

types of software can be used to assist in project integration management

INTEGRATED CHANGE CONTROL

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