PROJECT INTEGRATION MANAGEMENT
INITIATING PLANNING EXECUTING MON & CON CLOSING • Develop Project Charter • Develop Project Management Plan
• Direct and Manage Project Execution • Monitor and Control Project Works • Perform Integrated Change Control • Close Project
•
Dev Project Charter
Estb the proj, it’s
PM, bdrys, and business objectives
•
Dev PM Plan
Define the project goals,
deliverable, work (SOW), and performance
objectives
•
Direct and manage proj Exec
Dir the
proj activities as defined by the proj mgmt.
plan
•
Perform integ change control
Coord
changes so that they’re properly integrated
into the project plan and proj docus
•
Close Proj or Phase
Final acceptance of
the deliverables by the customer, formally
closing the proj, and archiving knowledge
• A
project is successful
when it meets theexpectations of the stakeholders.
• The
Project Charter
gives the Project Managerthe authority to lead the project and also describes the expectations of the sponsor.
•
The Project Management Plan
is a plan about how the project will be managed. This is distinct from a project plan, which describes the actual work to be done.•
Changes
will always happen and the Integrated Change Control Process allows this to be managed in a structured way.•
Closure
is important as a signal to everybody that the project life cycle has ended. The closureprocesses also include Lessons Learned. Closure
PROJECT INTEGRATION MANAGEMENT
Major Activities during Integration Management
• Framing the project’s business objective
• Estb a plan to meet the business’ objectives
• Managing and addressing stakeholders expectations
• Finding alternative approaches to meet needs
• Negotiating conflicts
• Determining the appropriate level of rigor needs applied to
PROJECT INTEGRATION MANAGEMENT
Major Activities during Integration Management
• Making sure the project remains focused on its objectives
• Making sure the project operates within scope, time, cost,
quality and risk constraints
• Taking actions to correct or prevent problems
• Managing issues and changes as they occur
• Verifying, the deliverables have met the customer needs
DEVELOP PROJECT CHARTER
Inputs
1. Project Statement of Works
2. Business Case 3. Contracts 4. Enterprise Environmental Factors 5. Organizational process assets Tools & Techniques
1. Expert Judgment
Outputs
DEVELOP PROJECT CHARTER
• Projects are authorized by someone external to the project such as sponsor, PMO, portfolio steering committee
• Project Charter can be created by the project initiator or project sponsor or delegated to Project Manager
• Statement of Work (SOW)
A narrative description of products or services to be
delivered by the project.
The SOW references:
• Business need
• Product scope description • Strategic plan
• Business case
Provide the necessary information from business
DEVELOP PROJECT CHARTER
• Project purpose or justification
• Measurable project objectives and related success criteria • High-level requirements
• High-level project description • High level risks
• Summary milestone schedule • Summary budget
• Project approval requirements
• Assigned project manager, responsibility, and authority level • Name and authority of the sponsor or other person (s)
PROJECT SELECTION METHODS
SCORING MODEL
• Committee begins evaluation process by using a set of
criteria with a weight score assigned to a criteria
• Project proposals are prioritized by score
• Opportunity of many can reduce to ONE by the end of
fiscal year due to resource constraint
• Mostly prioritization is based on:
• Cost Analysis
• Duration Analysis
PROJECT SELECTION METHODS
DECISION MODELS
•
Benefit measurement methods
(Economical Models) Benefit Cost Ratio (BCR)
Return on Investment (ROI)
Present Value (PV) and Net Present Value (NPV)
Internal Rate of Interest (IRR)
•
Constraint optimization methods
(Mathematical Models) Linear or non-linear programming
Integer programming
PROJECT SELECTION
• Benefit / cost .. Benefit is expected monetary reward created by deliverable
• Rate on Investment The percentage profit for the project
• Present Value …. PV = FV / 1+rn
• Net Present Value
• Internal Rate of Return
• Opportunity Cost – By spending on the chosen project we are creating an opportunity to spend it on another project
• Sunk Costs – expended cost - should not be considered when deciding whether to continue with a troubled project
PROJECT SELECTION
Working Capital
• Current assets minus current liabilities for an organization or • Amount of money the company has available to invest
Depreciation
• Straight line depreciation
The same amount of depreciation is taken each year
• Accelerated depreciation
Depreciates faster than straight line
Two forms: (1) Double Declining Balance , (2) Sum of the
DEVELOP PROJECT
MANAGEMENT
DEVELOP PROJECT MANAGEMENT PLAN
Inputs
1. Project Charter 2. Business Case 3. Output from
planning process 4. Enterprise Environmental Factors 5. Organizational process assets Tools & Techniques
1. Expert Judgment
Outputs
1. Project
DEVELOP PROJECT MANAGEMENT PLAN
• The strategy for managing the project and the processes in each knowledge area
• Covers how you will define, plan, manage, and control the project:
Change management plan
Configuration management plan
Requirement management plan
Process improvement plan
• How to handle a problem on a project?
Baseline
(Performance measurement baseline)
• The project management plan contains scope, schedule, andcost baselines, against which project a manger will need to report performance.
• Baseline created during planning:
Scope Baseline
Schedule Baseline
Cost Baseline
DIRECT & MANAGE PROJECT EXECUTION
Inputs
1. Project
Management Plan 2. Approved change
request 3. Enterprise Environmental Factors 4. Organizational process assets Tools & Techniques
1. Expert Judgment 2. Management Information System
Outputs
1. Deliverables 2. Performance information3. Change requests 4. Project
management plan updates
Change Management Plan
Corrective Action
Preventive Action
Change Management Plan
• Describe how changes will be managed and controlled • Covers for the project as whole
• May include:
Change control procedures (how n who)
The approval levels for authorizing changes
The creation of a change control board to approve changes
A plan outline how changes will be managed and controlled
Who should attend meetings regarding changes
Tools to use track and control changes
MONITOR & CONTROL PROJECT WORK
Inputs
1. Project Management Plan 2. Performance reports 3. Enterprise Environmental Factors 4. Organizational process assets Tools & Techniques1. Expert Judgment
Outputs
1. Change requests 2. Project
management plan updates
Change Control Board
•
Logging or Recording of Change Request in
Change Log
•
Assessment of the impact of accepting or rejecting
the change
•
CCB meeting decision is taken after tech input
•
Request accepted, rejected or sent in queue
•
When change is completed the request is closed
•
Rejected CR is also communicated / registered and
Performed Integrated Change Control
Inputs
1. Project
Management Plan 2. Work performance
information
3. Change requests 4. Enterprise Environmental Factors 5. Organizational process assets Tools & Techniques
1. Expert Judgment 2. Change control
meetings
Outputs
1. Change requests status updates 2. Project
management plan updates
CLOSING PROJECT OR PHASE
Inputs
1. Project Management Plan 2. Accepted deliverables 3. Organizational process assets Tools & Techniques1. Expert Judgment
Outputs
1. Final product, service or result 2. Organizational
Closing Project or Phase
•
Closing is not nearly as exciting as starting the next
project
•
No resource is reserved for the closing
•
There is no time as there is anew project is waiting
•
It is not the worth the effort or is boring work
•
The PM and his team fear that they will be left
Process Summaries
•
Develop Project Charter
: Authorizes the
establishment of the project and documents the key
expectations
•
Develop Project Management Plan
: Defines the
actions needed to develop and coordinate all
subsidiary plans
•
Direct and Manage Project Execution
: Implements the
Process Summaries
•
Monitor and control Project Works
: Checks and
adjusts the work to ensure that the objectives are met
•
Perform Integrated Change Control
: Manages the
evaluation and implementation of requests for change
to any authorized feature of the project
•
Close Project Or Phase
: Ensure systematic
