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Project Integration Management

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    Project Integration Management Project Integration Management Presentation Transcript

    • Project Integration Management S. Kenneth Merrill, PMP November 21, 2007 Project Management Tutorial Series
    • Project Management Tutorial Series Project Scope Success Time Knowledge Areas Cost Quality Human Resource Communication Risk Procurement Initiating Planning Executing Monitor & Closeout Control Project Life Cycle Process Groups Eastern Idaho Chapter - PMI
    • Project Management Tutorial Series Project Integration Management Discussion Outline: Introduction – Project Integration Management Overview Discussion – PM Knowledge Areas: Risk Conditions and Consequent Risk Events Scaleable Methodology - Project Integration Management Eastern Idaho Chapter - PMI 1
    • Project Management Tutorial Series Many new project managers have trouble Looking at the big picture and want to focus on too many details Project Integration Management can be INTIMIDATING Eastern Idaho Chapter - PMI 2
    • Project Management Tutorial Series Introduction – Project Integration Management Brief Overview Eastern Idaho Chapter - PMI 3
    • Project Management Tutorial Series The Integrative Project Management Process Within the PMBOK® Guide project management processes are presented as discrete components with well defined interfaces while, in practice, they overlap and interact in ways that are not detailed in the guide. Most experienced PM practitioners know there is no single way to manage a project. They apply their PM knowledge, skills, and processes in different order and degree of rigor as required to successfully complete their project. Project Management is a iterative process. Eastern Idaho Chapter - PMI 4
    • Project Management Tutorial Series What is Project Integration Management “The processes and activities needed to integrate the various elements of project management, which are identified, defined, combined, unified, and coordinated within the Project Management Process Groups.” PMBOK® Guide – Third Edition Eastern Idaho Chapter - PMI 5
    • Project Management Tutorial Series Process Groups Initiating Planning Executing Monitoring & Closing Controlling Integration Develop Project Develop Project Direct and Monitor & Close Project Mapping Charter Management Plan Manage Project Control Project Execution Work • 44 PM processes into Develop Integrated Preliminary Change Control • 5 PM process groups & Project Scope 9 PM Knowledge Areas Statement Scope Scope Planning Scope Verification Scope Definition Scope Control Create WBS Time Activity Definition Schedule Control Activity Sequencing Activity Resource Estimating Schedule Development Knowledge Areas Cost Cost Estimating Cost Control Cost Budgeting Quality Quality Planning Perform Quality Perform Quality Assurance Control Human Human Resource Acquire Project Manage Project Resources Planning Team Team Develop Project Team Communications Communication Information Performance Planning Distribution Reporting Manage Stakeholders Risk Risk Management Risk Monitoring Planning and Controlling Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Procurement Plan Purchases Request Seller Contract Contract and Acquisitions Responses Administration Closure Plan Contracting Select Sellers PMBOK® Guide Table 3-45 page 70 Eastern Idaho Chapter - PMI 6
    • Project Management Tutorial Series Core Business Project Management Business Processes Decision Authorization & data package Operations {Upgrade} Initiate {Planning Data} Work Authorization Planning Risk Execute Assessment Authorized Product Work Performance Assessment Change Mgmt. & Closeout Reporting Financial Mgmt. Work Mgmt. Other Process Interfaces Eastern Idaho Chapter - PMI 7
    • Project Management Tutorial Series Discussion PM Knowledge Areas: Risk Condition and Consequent Risk Events Eastern Idaho Chapter - PMI 8
    • Project Management Tutorial Series Discussion – PM Knowledge Areas: Risk Condition and Consequent Risk Events The need for integration in project management becomes quite evident in situations where individual processes interact. • The knowledge areas of project Management Are all interrelated – hence must be managed collectively Example: Scope change involves as a minimum cost, schedule, human resources and risk management • Risk management, it Must be allied to all knowledge areas – scope, time, cost, etc. The following slides provides examples, but first lets examine the “risk wheel Eastern Idaho Chapter - PMI 9
    • Project Management Tutorial Series Review the Risk Wheel for Relationship Failure Integration Life cycle & Scope Environmental variables Procurement Expectations Services, Plant Feasibility Materials, Performance Time Objectives Ideas, Directives Time Restraints Project Risk Data Exchange Communication Accuracy Cost Objectives Availability Restraints Productivity Requirements Human Cost Standards Resource Quality Eastern Idaho Chapter - PMI 10
    • Project Management Tutorial Series Project Integration Management • Risk Conditions Inadequate planning, integration or resource allocation Lack of clear objectives and key success indicators* Lack of thorough project management Inadequate or lack of life cycle project reviewers • Consequent Risk Event Absence or late start of integrated project management Classic project management failure and chaos Accidents Project stop work * Reduces the probability of project success Eastern Idaho Chapter - PMI 11
    • Project Management Tutorial Series Scope Management • Risk Conditions Inadequate requirements assessment Insufficient planning – lack of lead time Poor definition of scope breakdown and work packages Scope changes without corresponding time and budget changes • Consequent Risk Event Changes in scope “to make things work” Unbudgeted work and rework - Leads to serious cost and time overruns - Eastern Idaho Chapter - PMI 12
    • Project Management Tutorial Series Time Management • Risk Conditions Poor estimating of time or resource requirements Poor management of critical path, and/or float Excessive overtime • Consequent Risk Event Specific delays: skills or material shortages, workforce without motivation, strikes Need for acceleration Earlier release of competitive product Lost competitive advantage and project aborted Eastern Idaho Chapter - PMI 13
    • Project Management Tutorial Series Cost Management • Risk Conditions Estimating errors/omissions No investigation of predictable problems Over-optimistic productivity assumptions Lack of cost, change or contingency control • Consequent Risk Event Serious budget overruns Money runs out and project aborted Eastern Idaho Chapter - PMI 14
    • Project Management Tutorial Series Quality Management • Risk Conditions Inconsistent, incomplete or unclear definition of quality requirements Poor attitude toward quality Substandard design/materials/workmanship Inadequate quality assurance/control program • Consequent Risk Event Rejection of work Uncompetitive product quality Product performance failure Eastern Idaho Chapter - PMI 15
    • Project Management Tutorial Series Human Resource Management • Risk Conditions Inappropriate organizational structure or allocation of responsibility Inferior leadership or vacillating management style Absence of motivation and accountability Conflict not managed Incompetent workers • Consequent Risk Event General absence of team effort Organizational failure, terminations, strikes Eastern Idaho Chapter - PMI 16
    • Project Management Tutorial Series Communication Management • Risk Conditions Carelessness in planning and in communicating plans Lack of understanding and improper handling of complexity Inadequate consultation with stakeholders - all • Consequent Risk Event Unreliable or incorrect information leading to wrong action or inaction Failed stakeholder expectations Eastern Idaho Chapter - PMI 17
    • Project Management Tutorial Series Risk Management • Risk Conditions Ignoring risk or “assuming it away” Unclear assignment of risk responsibility – internal team, contractors, and third parties Reluctance to accept risk responsibility ownership Poor insurance management • Consequent Risk Event Avoidable risk events occur - With consequent delays and cost overruns - Damage to quality - Damage to Institutional Brand Eastern Idaho Chapter - PMI 18
    • Project Management Tutorial Series Procurement Management • Risk Conditions Uncompetitive purchasing Unenforceable contract clauses, conditions Financial weakness of contracting parties Adversarial and non-cooperative contractual relations Inappropriate contractual assignment of risk • Consequent Risk Event Claims litigation, settlements Contractor incapacity, insolvency, failure Eastern Idaho Chapter - PMI 19
    • Project Management Tutorial Series Project Integration Management - Scaleable Methodology - Eastern Idaho Chapter - PMI 20
    • Project Management Tutorial Series The Integrative Project Management Process • Develop Project Charter • Develop Preliminary Project Scope Statement • Develop Project Management Plan • Direct and Manage Project Execution • Monitor and Control Project Work • Integrated Change Control • Close Project Eastern Idaho Chapter - PMI 21
    • Project Management Tutorial Series Project Integration Management - Scaleable Methodology Priority 4 3 2 1 Small investment, informal Moderate investment, definite Significant investment, important Major investment, critical schedule Element schedule goals, low organizational schedule target, some schedule goals, medium goals, substantial organizational priority and visibility. organizational priority and organizational priority and priority and visibility, significant visibility. visibility. technical and cost risks. Project Prepare a one page memo of Identify quantifiable objectives, Define specific performance goals Define PM responsibilities and understanding between the cost and schedule targets; outline and cost and schedule thresholds; authority; describe specific objectives Charter sponsor and the PM outlining staffing commitments, funding, describe PM authority and and make express commitments of project objectives, resources, and assets. organizational commitment. staffing, funds, and assets. commitments, and constraints. Identify project stakeholders Map stakeholder interests to Prepare stakeholder management Prepare and update a structured (customers, sponsors, users, etc.) specific initiatives to ensure plan, and allocate staff and budget stakeholder analysis supporting a and bulletize their interests and satisfaction; develop, maintain, to periodic reassessments and stakeholder management plan; map to Stakeholder objectives on one page; review and post team success metrics; corrective actions; focus specific the quality plan, risk management the project plan to ensure plan proactive stakeholder initiatives to achieve stakeholder plan, and to project reporting stakeholder satisfaction will be communications. satisfaction. initiatives. achieved. Summarize project objectives, Employ planning process to Prepare a plan that links the Produce an integrated family of approach, time constraints, cost build team ownership and requirements, task plans, documents defining all project estimates, and staffing plan; facilitate peer review; apply timelines, cost estimates, staffing, activities and disciplines; plan for Project Plan ensure these fit together and are systematic methods to assess cost deliverables, and test plan; make mapping and traceability throughout realistic and achievable; define and schedule realism; plan more sure cost, scope, and time are major documents; systematically milestones; and link tasks to heavily in risk areas; apply all bounded; define success criteria address all PMBOK areas. owners and deliverables. PM principles in plan. for milestones. Project Apply sound project management Include outline of proposed Document PM approach, including Prepare project management plan principles such as: clearly project management baseline management, reviews, describing methodology, reviews, Management documented requirements, a methodology in project plan data collection, project metrics, baseline controls, and organizational Methodology realistic plan, project baseline document; identify vital PM and control responsibilities; roles and responsibilities; establish controls, and periodic reviews; systems and procedures. monitor and report status of PM metrics to track integrity of PM maintain a PM notebook. implementation. disciplines. Project Management Scalable Methodology Guide James R. Chapman Eastern Idaho Chapter - PMI 22
    • Project Management Tutorial Series The Elevator Speech Project Integration Management is a key concept and skill that is the hallmark of PMI and the project management professional. It includes the processes that are required to ensure that all the various elements of a project plan are properly coordinated. The key is coordination and integration. Using Project Integration Management, all the pieces of a complex project plan fit together. This is how we balance time, cost and quality. Where do you think we would be without Project Integration Management? Eastern Idaho Chapter - PMI