Project Intergration Management

841 views

Published on

E-Learning Document

0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
841
On SlideShare
0
From Embeds
0
Number of Embeds
23
Actions
Shares
0
Downloads
0
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

Project Intergration Management

  1. 1. Project Integration Management09/15/12 1
  2. 2. Project Integration Management Process GroupProcess Group Integration Management ProcessInitiating Develop Project CharterPlanning Develop Project Management PlanExecuting Direct and Manage Project ExecutionMonitoring & Control Monitor and Control Project Work, Perform Integrated Change ControlClosing Close Project or Phase09/15/12 2
  3. 3. 3.1 Develop Project Charter The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholders needs and expectations. The Project Charter will be created/ issued by the Project Initiator/ Sponsor. However, it is recommended that the Project Manager participate in the development of the project charter, so Sponsor should delegate that duty to the project manager, and only should be at a level to funding the project.Inputs • Project statement of work • Enterprise environmental • Business case • factors • Contract • Organizational process assetsTools & • Expert judgmentTechniquesOutputs • Project charter09/15/12 3
  4. 4. Inputs1. Project Statement of Work ( SoW )– Business Need: organization’s business need may be based on a Market demand, Organizational need, Customer request, Legal requirement, Technological advance, Ecological impact, Social need.– Product Scope Description (Narrative description of project’s products or services )– Strategic Plan: organization’s strategic goals should be aligned with Strategic plan1. Business Case ( Contain business need )– Provide necessary information from a business standpoint to determine whether or not the project is worth the required investment.– Typically business need and cost-benefit analysis are contained in the business case to justify the project.1. Contract09/15/12 4
  5. 5. Inputs ( Cont. )1. Enterprise Environmental Factors– Organizational culture, structure– Governmental and industry standards, including regulations– Existing human resources– Personnel administration systems and policies– Company work authorization system– Project Management Information System (PMIS)1. Organizational Process Assets– Standard project life cycles– Quality policies and procedures– Financial controls– Configuration management and change control processes– Risk management processes– Historical information09/15/12 5
  6. 6. Tools & Techniques1. Expert Judgment– Departments in the organization that may have expertise but may not be directly involved in the project– Stakeholders– Companies from the same industry– Associations that provide professional and technical services– Project Management Office (PMO)09/15/12 6
  7. 7. Outputs1. Project Charter: A document is issued by the Sponsor or Project Manager that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities  Project’s purpose or justification  Measurable project objectives  High-level requirements and description of product  High-level risks, stakeholders  Summary schedule of milestones  Budget summary  Approval requirements  Project manager and sponsor responsibility and authority, pre- assign resource if applicable.  Phases09/15/12 7
  8. 8. 3.2 Develop Project Management Plan  The process of documenting the actions necessary to define, prepare, integrate, and co-ordinate all subsidiary plans  A formal, approved document that defines how the project is executed, monitored & controlled and closed. It may be a summary or detailed and may be composed of one or more subsidiary management plans and other Inputs • Project charter • Enterprise environmental • Outputs from planning factors processes • Organizational process assets Tools & • Expert judgment Techniques Outputs • Project management plan09/15/12 8
  9. 9. Inputs1. Project Charter2. Outputs from planning processes3. Enterprise Environmental Factors– Guidelines dictated by industry or government– Information systems– Cultural or structural practices– Infrastructure– Practices used in administrations of personnel4. Organizational Process Assets– Standard project life cycles– Quality policies and procedures– Financial controls– Configuration management and change control processes– Risk management processes– Historical information09/15/12 9
  10. 10. Tools & Techniques1. Expert Judgment– Develop, design, and produce technical and management details– Customize processes– Determine which resources and skill levels are needed to produce the work– Determine the level of configuration management to apply– Choose the project documents that must be formally controlled when changes occur.09/15/12 10
  11. 11. Outputs1. Project Management Plan: A formal & Approved Document– Project Management Plan integrates & consolidates all of the subsidiary management plans & baselines from the planning processes includes:  Life cycle selected that will be applied to each phase  Project management processes selected by the project management team  How work will be executed to accomplish the project objectives  A change management plan that documents how changes will be monitored & controlled  A configuration management plan that documents how configuration management will be performed  How project baselines will be maintained. And may only be change when a change request is generated & approved through the perform integrated change control process.  Need & techniques for communication among Stakeholders  Key management reviews 09/15/12 11
  12. 12. 3.3 Direct and Manage Project Execution The process of performing the work defined in the project management plan to achieve the project’s objectivesInputs • Project management plan • Enterprise environmental • Approved change requests information system factors • Organizational process assetsTools & • Expert judgmentTechniques • Project management information systemOutputs • Deliverables • Project management plan • Work performance updates information • Project document updates • Change requests09/15/12 12
  13. 13. Direct and Manage Project Execution– Create project deliverables.– Record project data: progress, status, time, cost,…of deliverables.– Build and manage team.– Keep eye on quality, seek for improvement.– Manage risks and implement risk response activities.– Manage seller and supplier.– Communication and manage stakeholders. Periodically meet/report to internal/external stakeholders.– Collect and document lesson learned.– Look for change and manage change as early as possible, initiate change request if necessary.– Implement approved change request. …. 09/15/12 13
  14. 14. Inputs1. Project Management Plan2. Approved change requests: as output part of the Perform Integrated Change Control, a change control status update will indicate that some changes are approved and some are not. Approved change requests are scheduled for implementation by Project Team3. Enterprise Environmental Factors– Business and customer cultural and structural practices within the organization. Infrastructure– Practices used in personal administrations– Information systems used to manage projects1. Organizational Process Assets– Procedures and directives for producing work– Requirements for communication– Procedures, database for issue and defect management– Database for process measurement– Files from prior projects09/15/12 14
  15. 15. Tools & Techniques1. Expert Judgment– Project Manager, along with project team, supplies technical and management expertise to evaluate the inputs needed to direct and manage the execution of the project management plan– External consultants and project stakeholders1. Project Management Information System– Project tracking tools– Software applications09/15/12 15
  16. 16. Outputs1. Deliverables: An approved deliverable is any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, Project1. Work performance information: Information from project activities is routinely collected as the project progresses. Related to various performance results including: Deliverable status, Schedule progress and Cost incurred == input to all control processes1. Change requests:– Changes to the project management plan can occur as work is Performed, comparing planned results to actual results, or any Request from Customer, or Sponsor.– Changes may require implementation of Corrective action/ Preventive action/ Defect repair.1. Project Management Plan Updates: management plan for requirements, schedules, costs, quality, human resources, communications, risk, procurement2. Project Document Updates – Requirements documentation, Project logs – Risk register, Stakeholder register 09/15/12 16
  17. 17. 3.4 Monitor and Control Project Work The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management planInputs • Project management plan • Enterprise environmental • Performance reports factors • Organizational process assetsTools & • Expert judgmentTechniquesOutputs • Change requests • Project management plan updates • Project document updates09/15/12 17
  18. 18. Monitor and Control Project Work– Collecting, measuring performance information.– Evaluate performance => change requests are needed.– Monitor existing risks, identify new risks.– Maintain accurate, timely information, configuration of project.– Evaluate trends, provide forecasts.– Continuous monitoring to identify areas of focus.– Decide corrective / preventive actions.– Decide to re-plan if necessary. …. 09/15/12 18
  19. 19. Inputs1. Project Management Plan1. Performance Reports: ( output of Report Performance ) Include status updates, accomplishments, milestones reached, future activities, and issues of concern1. Enterprise Environmental Factors– Practices used in personal administrations– Stakeholder risk tolerance– Information systems used to manage projects1. Organizational Process Assets– Requirements for communication– Procedures for financial control– Procedures for issues and defect management– Database for lessons learned09/15/12 19
  20. 20. Tools & Techniques1. Expert Judgment– Expert judgment assist in monitoring and controlling the technical and management details in addition to defining corrective actions or preventive actions– External consultants and project stakeholders09/15/12 20
  21. 21. Outputs1. Change Requests Any changes to the project management plan can occur as work is performed as: • A result of performing differently than planned • As an request from the customer or sponsor1. Project Management Plan Updates Includes management plan for requirements, schedules, costs, quality, human resources, communications, risk, procurement1. Project Document Updates– Forecasts– Work performance reports– Issue log09/15/12 21
  22. 22. 3.5 Perform Integrated Change Control The process of reviewing all change requests, looking for & evaluating any impacts, approving changes and managing changes to the deliverables, organizational process assets, project documents and the project management plan Includes coordinating changes across the entire projectInputs • Project management plan • Enterprise environmental • Work performance information factors • Change requests • Organizational process assetsTools & • Expert judgmentTechniques • Change control meetingsOutputs • Change request status updates • Project management plan updates • Project document updates09/15/12 22
  23. 23. Inputs1. Project Management Plan2. Work Performance Information:– Schedule status– Completion of deliverables– Cost expenditures– Estimate to Completion (ETC)– Percent complete– Conformance to quality standards– Documented lessons learned1. Change Requests: should be kept as a part of project’s record2. Enterprise Environmental Factors– Information systems used to manage change requests1. Organizational Process Assets– Procedures designed to control change– Approval and change authorization procedures09/15/12 23
  24. 24. Tools & Techniques1. Expert Judgment– Change control board (CCB) may be created for authorizing or denying change requests– Project team member and stakeholder my assist in evaluating technical and management1. Change Control Meeting– Evaluating and authorizing or denying change requests is discussed in this meeting– Document of Change Control Board decisions is important for communication to stakeholders09/15/12 24
  25. 25. Outputs1. Change Request Status Updates– Change request status must be documented in the change log and used as a part of communication– Impact on schedule, budget– More time needed– More resources needed– Scope of project must be redefined1. Project Management Plan Updates– If changes are approved, project management plan updates are required to adapt to the original project management plan1. Project Document Updates– A change log is one document that requires to update09/15/12 25
  26. 26. 3.6 Close Project or Phase  The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. It is used also for projects which are terminated before completion.Inputs • Project management plan • Organizational process assets • Accepted deliverablesTools & • Expert judgmentTechniquesOutputs • Final product, service, or • Organizational process assets result transition updates 09/15/12 26
  27. 27. Inputs1. Project Management Plan1. Accepted Deliverables: ( output of Verify Scope ) The deliverables get accepted in the Verify Scope process1. Organizational Process Assets– Guidelines for phase or project closure such as standards for evaluating the project– Information from previous projects such as files and documentation of the project close information09/15/12 27
  28. 28. Tools & Techniques1. Expert Judgment: Project Team Member and Stakeholder may assist in ensuring the project or phase closure is performed to the appropriate standards in organization09/15/12 28
  29. 29. Outputs1. Final product, service, or result transition– Formal acceptance or project’s final deliverable– Formally hand over final deliverables to internal/external customer (finished, unfinished deliverables or cancelled projects)1. Organizational process assets updates– Project files– Project or phase closure documents– Historical information– Lessons learned are finished in Close Project or Phase, but written down throughout the entire project09/15/12 29
  30. 30. Exercises• Project Charter form• Change Management Plan• Configuration Management Plan09/15/12 30

×