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07. Project Integration Management
This document discusses project integration and scope management. It defines integration management as coordinating all project elements and balancing competing demands. The seven key integration processes are outlined, including developing plans, directing execution, monitoring work, controlling changes, and closing projects. Scope management aims to include all necessary work and only that work. It discusses collecting requirements, defining scope, creating a work breakdown structure (WBS), verifying scope, and controlling scope.
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07. Project Integration Management
- 1. 07. Project IntegrationManagement
- 2. Integration Management • Includesprocesses to ensure that all the elements of a project are properly coordinated • Making balance among competing alternatives and objectives to meet stakeholder needs • Typically the most important knowledge area for the Project Manager
- 3. Why Do WeManage Integration? – Manage change and communication – Reduce project time and cost – Involve stakeholders early and often – Make results visible – Identify problems/solutions early – Use relevant experience as early as possible
- 4. Who Manages Integration? •Project Manager – Integrator for the project that executes processes • Team Members – Concentrate on completing tasks, activities, & work packages • Project Sponsor – Protect project from changes and losing resources
- 5. How Do WeManage Integration? • Use the seven integration processes – Develop project charter – Develop project management plan – Direct and manage project execution – Monitor and control project work – Perform integrated change control – Close project or phase Project Charter Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
- 6. How Do WeManage Integration? • Each process has: – Inputs – Tools and Techniques – Outputs • Remember that inputs and outputs can feed more than one process! Project Charter Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
- 7. Project Charter Contract Project Statement of Work Enterprise Environmental Factors Organizational ProcessAssets Project Charter Project Selection Methods Project Management Methodology Project Management Information System Expert Judgment Inputs Outputs Tools & Techniques Project Charter Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
- 8. Project Management Plan Enterprise Environmental Factors PreliminaryProject Scope Statement Project Management Processes Organizational Process Assets Project Management Plan Project Management Methodology Project Management Information System Expert Judgment Inputs Outputs Tools & Techniques Project Charter Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
- 9. Project Planning Matrix/Logical Framework Narrative Summary Objectively Verifiable Indicators (OVI) Means of Verification (MOV) Important Assumptions GOAL PURPOSE OUTPUTS ACTIVITIES Inputs
- 10. Objectively Verifiable Indicators •Indicators must be valid, reliable, precise, cost- effective and stated independently from other levels. • Indicators should make clear how the target group will benefit from the realization of outputs. • Indicators should be specific in terms of: – Quality (what?) - Q – Quantity (how much?) -Q – Time (when, how long?) - T – Target Group (who?) - T – Place (where?) - P
- 11. Direct & ManageExecution Project Management Plan Project Management Methodology Project Management Information System Approved Corrective Actions Approved Preventive Actions Approved Change Requests Approved Defect Repair Validated Defect Repair Administrative Closure Procedure Deliverables Requested Changes Implemented Change Requests Implemented Corrective Actions Implemented Preventive Actions Implemented Defect Repair Work Performance Information Inputs Outputs Tools & Techniques Project Charter Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
- 12. Monitor & ControlProject Work Rejected Change Requests Project Management Plan Work Performance Information Project Management Methodology Project Management Information System Earned Value Management Expert Judgment Forecasts Recommended Corrective Actions Recommended Preventive Actions Recommended Defect Repair Requested Changes Inputs OutputsTools & Techniques Project Charter Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
- 13. Integrated Change Control ProjectManagement Plan Project Management Methodology Project Management Information System Expert Judgment Requested Changes Work Performance Information Recommended Preventive Actions Recommended Corrective Actions Recommended Defect Repair Deliverables Rejected Change Requests Project Management Plan Updates Project Scope Statement Updates Approved Corrective Actions Approved Preventive Actions Approved Defect Repair Validated Defect Repair Approved Change Requests Deliverables Inputs OutputsTools & Techniques Project Charter Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
- 14. Close Project orPhase Project Management Plan Project Management Methodology Project Management Information System Expert Judgment Contract Documentation Enterprise Environmental Factors Organizational Process Assets Work Performance Information Deliverables Administrative Closure Procedure Contract Closure Procedure Final Product, Service, or Result Organizational Process assets Updates Inputs Outputs Tools & Techniques Project Charter Project Management Plan Direct & Manage Execution Monitor & Control Project Work Integrated Change Control Close Project or Phase
- 15. What Goes ina Project Plan? • Project charter • Project Management Approach • Scope Statement • Work Breakdown Structure (WBS) • Responsibility Chart • Network Diagram with Major Milestones • Budget • Schedule • Resources • Change Control System • Performance Measurement Guidelines • Management Plans (Scope, Schedule, cost, quality, staffing, communications, risk response, procurement)
- 16. PM Responsibility forChange • Influence factors that affect change • Ensure change is beneficial • Determine if a change has occurred • Determine if a change is needed • Look for alternatives to change • Minimize negative impact from change • Notify Stakeholders impacted by change • Managing those changes that do occur according to project plan
- 17. Responsibility • The duties,assignments, and accountability for results associated with a designated position in the organization. Source: Gain and Maintain Authority to Ensure Project Success, Jason Chavart, 2002
- 18. Accountability • Being answerableto one's superior in an organization for the exercise of one's authority and the performance of one's duties. Source: Gain and Maintain Authority to Ensure Project Success, Jason Chavart, 2002
- 19. Authority • The legitimatepower given to a person in an organization to use resources to reach an objective and to exercise discipline. Source: Gain and Maintain Authority to Ensure Project Success, Jason Chavart, 2002
- 20. 07. Project ScopeManagement
- 21. Definitions • Baseline –The original project plan with approved changes
- 22. Project Scope Management •The processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully • Answers the question – What will the project produce in the end?
- 23. Why Do WeManage Scope? • Can’t manage schedule and budget if scope is out of control (Triple Constraint) • Scope documents are used to manage expectations TIME COSTSCOPE Quality
- 24. How Do WeManage Scope? • Five processes – Collect Requirements – Define Scope – Create WBS – Verify Scope – Control Scope Collect Requirements Define Scope Create WBS Verify Scope Control Scope
- 25. Scope Management KeyPoints • What is scope management – Checking to ensure that one is completing work – Saying No to additional work not in the charter – Preventing extra work/gold plating • Work Breakdown Structure (WBS) – Foundation of the project, all planning and controlling is based on the WBS – Identifies all work to be performed, if it is not in the WBS it does not need to be done – Graphical picture of work WBS Estimating Network Diagrams Staffing Risk
- 26. Collect Requirements Project Charter Interviews Focusgroups Facilitated workshops Group creativity techniques Group decision making techniques Questionnaires and surveys Observations Prototypes Inputs OutputsTools & Techniques Requirements docs Stakeholder Register Collect Requirements Define Scope Create WBS Verify Scope Control Scope Requirements mgmt plan Requirements traceability matrix
- 27. Collect Requirements • Determineproduct of the project requirements • Make sure all requirements support the business need of the project as described in the charter
- 28. Define Scope Organizational Process Assets ProjectCharter Expert judgement Product analysis Alternatives identification Facilitated workshops Inputs Tools & Techniques Project Document Updates Outputs Project Scope Statement Collect Requirements Define Scope Create WBS Verify Scope Control Scope Requirements documentation
- 29. Statement of Work(SOW) A SOW is a detailed narrative description of the work required for a project. Effective SOWs contain 1. Introduction and background 2. Technical description 3. Timeline and milestones 4. Client expectations
- 30. Project Scope Statement •Product scope description • Product acceptance criteria • Project deliverables • Project exclusions ( not covered) • Project constraints • Project assumptions
- 31. Statement of Work(example)
- 32. The Scope StatementProcess 1. Establish the project goal criteria a) cost b) schedule c) performance d) deliverables e) review and approval gates 2. Develop the management plan for the project 3. Establish a work breakdown structure 4. Create a scope baseline Heart of scope management. Key steps in scope management process include:
- 33. Create WBS Project scope statement Requirements documentation Organizational processassets Decomposition Inputs Tools & Techniques Work Breakdown Structure (WBS) WBS Dictionary Outputs Scope Baseline Project Document Updates Collect Requirements Define Scope Create WBS Verify Scope Control Scope
- 34. Work Breakdown Structure aprocess that sets a project’s scope by breaking down its overall mission into a consistent set of synchronous, increasingly specific tasks. What does WBS accomplish? • Echoes project objectives • Offers a logical structure • Establishes a method of control • Communicates project status • Improves communication • Demonstrates control structure
- 35. Work Breakdown Structure •Start with major project deliverables or phases • “Decomposition” is breaking down the deliverables into more manageable parts – Not all branches need the same level of decomposition! • Decompose into “Work Packages” – Don’t break work down too much
- 36. Work Breakdown Structure NewWarehouse Design - 1 Construction - 2 Commissioning - 3 Structural - 1.1 Architectural – 1.2 Steel Package 1.1.1 Concrete Package 1.1.2 Floor Layout 1.2.1 Elevations 1.2.2 Door Schedule 1.2.3 Concrete Install – 2.1 Steel Install – 2.2 Drywall Install – 2.3 1st Floor Package 2.3.1 2nd Floor Package 2.3.2
- 37. Work Breakdown Structureand Codes Work Packages are individual project activities 1.0 1.2 1.3 1.4 1.2.1 1.2.2 1.2.3 1.3.1 1.3.2 1.2.3.1 1.2.3.2 Deliverables are major project components Subdeliverables are supporting deliverables The project is the overall project under development
- 38. Defining a WorkPackage A work package is the lowest level of the WBS – It is output-oriented in that it: 1. Defines work (what) 2. Identifies time to complete a work package (how long) 3. Identifies a time-phased budget to complete a work package (cost) 4. Identifies resources needed to complete a work package (how much) 5. Identifies a person responsible for units of work (who) 6. Identifies monitoring points (milestones) for measuring success
- 39. Organizational Breakdown Structure OrganizationalBreakdown Structure (OBS) allows • Work definition • Owner assignment of work packages • Budget assignment to departments OBS links cost, activity & responsibility
- 40. Integrating WBS withthe Organization • The intersection of work packages and the organizational unit creates a project control point (cost account) that integrates work and responsibility • The intersection of the WBS and OBS represents the set of work packages necessary to complete the subdeliverable located immediately above and the organizational unit responsible for accomplishing the packages at the intersection
- 42. Responsibility Assignment Matrix NotificationResponsible Support Approval LEAD PROJECT PERSONNEL Bob IS Dave Sue HR Ann R&D Jim R&D Task & CodeDeliverable IS Match IT to Org. Tasks proposal Prepare 1.3 1.1 Identify IS user needs 1.2 Problem Analysis Develop info Interview users show Develop Gain user “buy in” Find cost/ benefit info 1.1.1 1.1.2 1.2.1 1.2.2 1.2.3 1.3.1
- 43. Work Authorization • Reflectthe formal “go ahead” to the project to commence once the scope definition, planning documents, management plans, and other contractual documents have been prepared and approved • In case the project is developed for external clients, work authorization typically addresses contractual obligations • Numerous components of contractual obligations between project organization and client can exists
- 44. Verify Scope Project Management Plan Requirements Documentation Requirements TraceabilityMatrix Inspection Inputs Tools & Techniques Accepted Deliverables Validated Deliverables Change Requests Outputs Project Document Updates Collect Requirements Define Scope Create WBS Verify Scope Control Scope
- 45. Control Scope Project Management Plan WorkPerformance Information Requirements Documentation Variance analysis Inputs Tools & Techniques Requirements Traceability Matrix Work Performance Measures Outputs Organizational Process Assets Organizational Process Assets Change Requests Project Management Plan Updates Project Document Updates Collect Requirements Define Scope Create WBS Verify Scope Control Scope
- 46. Contractual Documentation Most contractscontain: • Requirements • Valid consideration • Contracted terms Contracts range from: Lump Sum “Turnkey” Cost Plus
- 47. Scope Reporting determines whattypes of information reported, who receives copies, when, and how information is acquired and disseminated. Typical project reports contain 1. Cost status 2. Schedule status 3. Technical performance
- 48. Scope Reporting • Someof the stakeholders who could be included in regular project status reporting are: • Member of the project team • Project clients • Top management • Other groups with in the organization affected by the project