Project Integration Management

1. 4 Project Integration Management By: A. Shukr, M. Alnouri

2. Project integration management Intro • Many new project managers have trouble looking at the “big picture” and want to focus on too many details. • Project managers must coordinate all of the other knowledge areas throughout a project’s life cycle.

3. Project integration management Intro • Understanding the Integration Management processes will give you a great tool set for overseeing the “big-picture” throughout your projects. • Integration Management is about “seeing the forest through the trees” — coordinating your many documents and resources to ensure deliverables are on time and within budget prior to closing the project.

4. Project integration management Intro What is Project Integration Management? • Project Integration Management includes the processes and activities needed to: • Identify • Define • Combine • Unify • Coordinate Various processes and project management activities within the Project Management Process Groups. Project Integration Management Processes & activities

5. Project integration management Body of Knowledge Over the last two decades, there has been much study and discussion on the contents of the project management process. Currently, the Project Management Institute has identified nine major elements forming the Project Management Body of Knowledge...

6. Project integration management Body of Knowledge • Four core knowledge areaslead to specific project objectives: • Scope • Quality • Time • Cost • Four facilitating knowledge areasare the means through which the project objectives are achieved: • Human resources • Contract/procurement • Information/communications • One knowledge areaaffects and is affected by all of the other knowledge areas: • project integration management

7. Project integration management Body of Knowledge

8. Project integration management Body of Knowledge All knowledge areas are important!

9. Project integration management Processes • Project integration management is primarily concerned with integrating processes to accomplish project objectives. • Project Integration Management includes the processes required to ensure that the various elements of the project are properly coordinated. • It involves making tradeoffs among competing objectives and alternatives in order to meet or exceed stake-holder needs and expectations.

10. Project integration management Processes • The seven processes in the Project Integration Management knowledge area work in concert to facilitate proper project coordination. • The project integration requires each process seamlessly links and fuels the next process.

11. Project integration management Processes

12. Project integration management Processes Develop Project Charter • Develop the Project charter is initiating the project. • The derived project charter approves and sanctions the project. • Gives the project manager the authority to act and apply organizational resources to the project. • 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.

13. Project integration management Processes Develop the Project Management Plan • Developing the Project Management Plan includes all activities needed to create and integrate all subsidiary plans into the Project Management Plan. • This plan will be how the project is: • executed • managed • monitored • Plans created in the other knowledge areas are subsidiary parts of the overall project management plan.

14. Project integration management Processes Develop the Project Management Plan • 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.

15. Project integration management Processes Direct and Manage Project Execution • Directing and Managing Project execution is orchestrating how the project team performs the actions to implement the Project Management Plan and complete the work detailed in the Project Scope Statement.

16. Project integration management Processes Monitor and Control Project Work • Monitoring and Controlling Project work measures and balance the projects progress and any corrective or preventative actions needed to assure all project objectives are met. • 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. • Two important outputs of monitoring and controlling project work include recommended corrective and preventive actions.

17. Project integration management Processes Integrated Change Control • Integrated Change Control is the change control process for the project which includes: • Evaluating all change requests • Authorizing changes • managing changes to project plans and deliverables • The key benefit to this process is that only validated approved changes are implemented.

18. Project integration management Processes Integrated Change Control • Three main objectives: • Influence the factors that create changes to ensure that changes are beneficial. • Determine that a change has occurred. • Manage actual changes as they occur. • A baseline is the approved project management plan plus approved changes.

19. Project integration management Processes Integrated Change Control

20. Project integration management Processes Integrated Change Control • Suggestions for Managing 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 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.

21. Project integration management Processes Close Project • To close a project, you must finalize all activities and transfer the completed or cancelled work to the appropriate people. • Closing the project equates to: • Completing all project activities • Delivering the final project • Turning over continual support to operations • Obtaining the client approval to formally close the project

22. Project integration management Project process groups • The project process groups overlap, interact, and directly affect one another as they all play out the greater project plan. • These interactions create project management synchronization. • All project management processes are divided into the following five project process groups:

23. Project integration management Project process groups

24. Project integration management Project process groups

25. Project integration management Overview

26. Project integration management “What the Winners Do” Companies that excel in project delivery capability: Build an integrated project management toolbox (use standard/advanced PM tools, lots of templates) Grow competent project leaders, emphasizing business and soft skills Develop streamlined, consistent project delivery processes Install a sound but comprehensive set of project performance metrics

27. Project integration management “What the Winners Do” Focus on pulling everything together to reach project success!

28. Project integration management Summary • Project integration management includes: • Developing a project charter. • Developing a preliminary project scope statement. • Developing a project management plan. • Directing and managing project execution. • Monitoring and controlling project work. • Performing integrated change control. • Closing the project.