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Integration Management (Part 6)

Integration Management (Part 6). Dr.Çağatay ÜNDEĞER Instructor Bilkent University, Computer Engineering Middle East Technical University, Game Technologies & General Manager SimBT Inc. e-mail : undeger@simbt.com.tr. Bilgisayar Mühendisliği Bölümü – Bilkent Üniversitesi – Fall 2009.

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Integration Management (Part 6)

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  1. Integration Management (Part 6) Dr.Çağatay ÜNDEĞER Instructor Bilkent University, Computer Engineering Middle East Technical University, Game Technologies & General Manager SimBT Inc. e-mail : undeger@simbt.com.tr Bilgisayar Mühendisliği Bölümü – Bilkent Üniversitesi – Fall 2009

  2. Integration Management • Project Management Components (knowledge areas) • Project Integration Management • Project Scope Management • Project Time Management • Project Cost Management • Project Human Resource Management • Project Communication Management • Project Quality Management • Project Risk Management • Project Procurement Management

  3. Integration Management • Introduction • Project Plan Development • Project Plan Execution • Integrated Change Control

  4. Integration Management(Introduction) • Includes the process required to ensure that • Elements of project are properly coordinated. • Involves making tradeoffs among competing objectives and alternatives • To meet stakeholder needs and expectations.

  5. Integration Management(Introduction) • All project management components are integrative to some extend, • But integration management is primarily integrative. • Although process will be presented as discrete elements with well-defined interfaces, • In practice, they may usually overlap and interact.

  6. Integration Management(Major Phases) • Project Plan Development: • Integrating and coordinating all project plans to create a consistent, coherent document. • Project Plan Execution: • Carrying out project plan by performing activities included in the plan. • Integrated Change Control: • Coordinating changes across entire project.

  7. Integration Management(Major Phases)

  8. Integration Management • Introduction • Project Plan Development • Project Plan Execution • Integrated Change Control

  9. Project Plan Development(Introduction) • Uses outputs of other planning processes. • It is an iterative process; • Initial draft may include a coarse plan; • Subsequent versions includes details.

  10. Project Plan Development (Introduction) • Scope of the project plan is usually determined; • Using a work breakdown structure, and • Iteratively decomposing tasks. • All of the tasks must be; • Planned, • Estimated, • Scheduled, and • Authorized.

  11. Project Plan Development(Objective) • Project plan is used to: • Guide project execution, • Document project planning assumptions, • Document project planning decisions, • Faciliate communication among stakeholders, • Define key management reviews, • Provide a baseline for progress measurement and project control.

  12. Inputs, Tools & Techniques, and Outputs

  13. Project Plan Development(Inputs) • Other planning outputs • Historical information • Organizational policies • Constraints • Assumptions

  14. Project Plan Development(Inputs) • Other planning outputs: • Work breakdown structures, • Gantt Charts, network diagrams, etc. • Outputs of planning processes in other knowledge areas: • e.g. time, cost, quality management • Historical information: • Estimation (e.g. cost, time) database • Performance database

  15. Project Plan Development(Inputs) • Organizational Policies: • All the organizations involved in the project may have their own formal and informal policies. • Effects of policies must be considered.

  16. Project Plan Development(Inputs) • Organizational Policies: • Policies that are typically considered: • Quality management: • Standard documentation procedures, • Process improvement goals, • Personnel administration: • Hiring and firing guidelines, • Employee performance reviews, • Financial controls: • Required expenditure and disbursement, • Standard contract provisions.

  17. Project Plan Development(Inputs) • Constraints: • Restrictions that will limit project team’s options: • Predefined schedule / deadlines, • Predefined budget, • Predefined hardware or OS, • Predefined programming language, • Contractual provisions.

  18. Project Plan Development(Inputs) • Assumptions: • Factors that are considered to be true for the planned system. • For instance: • A plan can be made assuming that; • A key person will be available after a specific date. • A plan can be made assuming that; • Atmospheric conditions are ineffective to the system. • Generally involve a degree of risk.

  19. Project Plan Development(Tools & Techniques) • Project planning methodology • Stakeholder skills and knowledge • Project management information system (PMIS)

  20. Project Plan Development(Tools & Techniques) • Project planning methodology • Any structured approach used to guide project team during plan development. • As simple as forms and templates • As complex as a series of required simulations.

  21. Project Plan Development(Tools & Techniques) • Stakeholder skills and knowledge • Every stakeholder has some skills and knowledge that may be useful for plan development. • Create an environment to let stakeholders contribute to the planning.

  22. Project Plan Development(Tools & Techniques) • Project management information system (PMIS) • Consist of tools and techniques used to; • Gather, integrate and disseminate outputs of the project management process.

  23. Project Plan Development(Outputs) • Project plan • Supporting details

  24. Project Plan Development(Outputs) • Project plan: • A formal, approved document used to manage the project execution. • Activity dates are scheduled; • Meeting milestones are identified. • Distributed to all the stakeholders as defined in communications management plan.

  25. Project Plan Development(Outputs) • Project plan: • Expected to evolve over time as more information comes in. • Performance measurement baseline will change only in response to an approved scope change.

  26. Project Plan Development(Outputs) • Project plan includes: • Project charter • Project management approach (a summary of plans from other knowledge areas) • Scope statement (objectives, deliverables) • Work breakdown structure (a baseline scope document) • Cost estimates, schedules, responsibility assignments • Performance measurement baselines for: • Scope, schedule and cost • Major milestones and their target dates • Key or required staff and their expected costs • Key risks and their planned responses if happened • Subsidiary management plans: • Scope, schedule, cost, quality, staffing, communications, risk, procurement management plans • Open issues and pending decisions • Other project planning outputs.

  27. Project Plan Development(Outputs) • Supporting details: • Outputs from other planning processes • Additional information generated during the process • Technical documentation such as: • Requirements, • Specifications, • Conceptual designs • Documentation of relevant standards.

  28. Integration Management • Introduction • Project Plan Development • Project Plan Execution • Integrated Change Control

  29. Project Plan Execution • Primary process for; • Applying the plan to create the product. • Majority of the budget will be expended here. • Project manager & project management team must coordinate and direct technical and organizational processes. • Performance against the baseline plan must be continuously monitored, • Corrective actions may be required.

  30. Inputs, Tools & Techniques, and Outputs

  31. Project Plan Execution(Inputs) • Project plan • Supporting details • Organizational policies • Preventive actions

  32. Project Plan Execution(Inputs) • Project plan: • Project plan and subsidiary management plans. • Supporting details: • Outputs from other planning processes • Additional information generated during planning • Technical documentations • Documentation of relevant standards

  33. Project Plan Execution(Inputs) • Organizational policies: • Any policy effective on plan execution: • Quality management • Personnel administration • Financial controls • Preventive actions: • Any action done that reduces the risks. • Corrective actions: • Any action done that brings project performance in line with the baseline plan.

  34. Project Plan Execution(Tools & Techniques) • General management skills • Product skills and knowledge • Work authorization system • Status review meetings • Project management information system (PMIS) • Organizational procedures

  35. Project Plan Execution(Tools & Techniques) • General management skills: • Leadership, communicating, negotiation skills are essential. • Product skills and knowledge: • Project team must have skills and knowledge about the project domain. • If required, new staff can be acquired.

  36. Project Plan Execution(Tools & Techniques) • Work authorization system: • A formal procedure for authorizing project work • To ensure that work done at the right time and in the proper sequence. • Usually written authorization to begin work is used.

  37. Project Plan Execution(Tools & Techniques) • Status review meetings: • Regular scheduled meetings to exchange information about project situation. • May be held on different levels and frequencies. • Project management team (weekly) • Customer (monthly)

  38. Project Plan Execution(Tools & Techniques) • Project management information system (PMIS) • Consist of tools and techniques used to; • Gather, integrate and disseminate outputs of the project management process. • Organizational procedures: • All organizations involved in project may have formal and informal procedures that are useful.

  39. Project Plan Execution(Outputs) • Work results • Change requests

  40. Project Plan Execution(Outputs) • Work results: • Outcomes of activities performed to accomplish the project: • Results of activities (completed, failed, cancelled etc.) • Documents produced (requirements, design, test report, etc.)

  41. Project Plan Execution(Outputs) • Change requests: • Sometimes, change requests about scope, cost and schedule occur during the plan execution. • The approved ones are reflected to the project plan.

  42. Integration Management • Introduction • Project Plan Development • Project Plan Execution • Integrated Change Control

  43. Integrated Change Control • Concerned with: • Influencing factors, which create changes, • To ensure that changes are agreed upon; • Determining that a change has occured; • Managing actual changes when and as they occur.

  44. Integrated Change Control • Project scope and performance baseline must be maintained by continuously managing changes: • Rejecting new changes, or • Approving changes and integrating them into a revised baseline.

  45. Integrated Change Control • Requires: • Maintaining integrity of performance measurement baselines; • Ensuring that product scope changes are reflected to planned scope. • Coordinating changes across knowledge areas; • e.g. a schedule change will effect costs, risks, staffing, and quality.

  46. Inputs, Tools & Techniques, and Outputs

  47. Integrated Change Control(Inputs) • Project plan • Performance results • Change requests

  48. Integrated Change Control(Inputs) • Project plan: • Provides baseline against which changes will be controlled. • Performance results: • Provide information on project performance.

  49. Integrated Change Control(Inputs) • Change requests: • Occur in many forms: • Oral or written • Direct or indirect • Externally or internally initiated • Legally mandated or optional.

  50. Integrated Change Control(Tools & Techniques) • Change control system • Configuration management • Performance measurement • Additional planning • Project management information system (PMIS)

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