Project Management

1. PROJECT MANAGEMENT
KNOWLEDGE AREAS

2. Key Project Management Knowledge
Areas
• Project integration management.
• Project scope management.
• Project time management.
• Project cost management.
• Project quality management.
• Project resource management.
• Project communications management.
• Project risk management.
• Project procurement management
• Project stakeholder management

3. Project integration management
• Project integration management can be simply defined
as the framework that allows project managers to
coordinate tasks, resources, stakeholders, changes
and project variables.
• Project integration management is an essential
component of project management.
• It involves overseeing the processes used to bring
together various project elements.
• This includes the physical and digital features and the
people involved in the project. It also involves
managing relationships between stakeholders and
managing changes that arise during the project.

4. • Project managers can use different tools to
make sure there are solid project integration
management practices in place.
• For example, the project management plan is
important for project integration because it
works as a roadmap for the project to reach a
successful end.
• Once created, the project plan is approved by
stakeholders and/or sponsors before it’s
monitored and tracked by the project
management team.

5. 5
The Key to Overall Project Success: Good Project
Integration Management
• Project managers must coordinate all of the
other knowledge areas throughout a project’s
life cycle
• Many new project managers have trouble
looking at the “big picture” and want to focus
on too many details.
• Project integration management is not the
same thing as software integration

6. 6
Project Integration Management
Processes
• Project Plan Development: taking the results
of other planning processes and putting them
into a consistent, coherent document—the
project plan
• Project Plan Execution: carrying out the
project plan
• Integrated Change Control: coordinating
changes across the entire project

7. 7
Project Integration Management
Overview

8. 8
Framework for Project Integration
Management
Focus on pulling everything to-
gether to reach project success!

9. Project Integration Management
• 1. Develop Project Charter
• 2. Develop Project Management Plan
• 3. Direct & Manage Project Work
• 4. Monitor & Control Project Work
• 5. Perform Integrated Change Control
• 6. Close Project or Phase

10. 1. Develop Project Charter
• Develop Project Charter is 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.
• Process of developing a document that formally authorizes
the existence of a project and provides the project manager
with the authority to apply organizational resources to
project activities.
• Provides starting point
• Provides boundaries
• Provides a formal record
• Provides a way for senior management to formally Accept
and commit to a project
• Establishes a partnership between the performing and
requesting organization

12. Develop Project Charter: Inputs
• Project statement of work (SOW)– narrative
description of products, services or results
• Business need
• Product scope description – characteristics of
product, service, or result
• Strategic plan – organization’s vision, mission,
goals, and objectives
• Business case – typically cost/benefit analysis
• Agreements – contracts, letter of agreement
• Enterprise environmental factors
• Organizational process assets

13. Business Case
• The Business Case is the document which
provides the necessary information from a
business standpoint to determine whether or
not the project is worth the required
investment
• The business need and cost – benefit analysis
are contained in the business case to justify
the project.

14. • The business case is created as a result of one
or more of the following:

15. Develop Project Charter: T&T

16. Develop Project Charter: Output
• Project Charter
• – Purpose
• – High--‐level requirements
• – Assumptions and constraints
• – Deliverables
• – High--‐level risks
• – Sponsor
• – Assigned project manager
• – Project Team
• – Stakeholders

17. 2. Develop Project management plan
• Process of defining, preparing, and
coordinating all subsidiary plans and
integrating them into a comprehensive project
management plan.

18. 18
Project Plan Development
• A project plan is a document used to
coordinate all project planning documents
• Its main purpose is to guide project execution
• Project plans assist the project manager in
leading the project team and assessing project
status
• Project performance should be measured
against a baseline plan

19. Project Management Plan
• Baselines (Scope, Schedule, Cost)
• Subsidiary Plans (one for each Knowledge Area)
• Project Processes
• Requirements Management Plan
• Configuration Management Plan
• Change Management Plan
• Process Improvement Plan
• Lifecycle

20. 3. Direct & Manage Project Work
• Process of leading and performing the work
defined in the project management plan and
implementing approved changes to achieve
the project’s objectives.

21. Direct & Manage Project Work: Output
• Deliverables – unique and verifiable product,
result, or capability (typically tangible)
• Work Performance Data – the raw
observations and measurements (e.g., work
completed, actual costs) Change Requests –
formal proposal to modify any document,
deliverable, or baseline

22. Change Requests
• Corrective Action – deals with actual
deviations
• Preventive Action – deals with anticipated or
possible deviations
• Defect Repair
• Updates – changes to documents, plans, etc.
• Corrective and preventive actions do not
normally affect the project baselines – only
the project performance against the baselines.

23. 4. Monitor & Control Project Work
• The process of tracking, reviewing, and
reporting the progress to meet the
performance objectives defined in the project
management plan.

24. Monitor & Control Project Work:
Inputs
• Schedule Forecasts – derived from progress
against the schedule baseline (e.g., schedule
variance and schedule performance index)
• Cost Forecasts – derived from progress against
the cost baseline and computed estimates to
complete (e.g., cost variance, cost performance
index)
• Work Performance Information (e.g., status of
deliverables, change requests, forecasted
estimates)

25. Monitor & Control Project Work: T&T
• Expert Judgment
• Analytical Techniques – forecast potential
outcomes – Root cause analysis
• – Reserve analysis
• – Simulations
• – Variance analysis

26. Monitor & Control Project Work:
Output
• Change Requests – expand, adjust, or reduce
project scope, product scope, or quality
requirements and schedule or cost baselines
• Work Performance Reports (e.g., status
reports, notes, recommendations, updates)

27. 5. Perform Integrated Change Control
• Process of reviewing all change requests;
approving changes and managing changes to
deliverables, organizational process assets,
project documents, and the project
management plan
• Changes may be requested by Any stakeholder
• Approved or rejected by a responsible
individual (e.g., sponsor, change control
board)

29. 6. Close Project
• Process of finalizing all activities across all of
the process groups to formally complete the
project or phase.

30. 30
Suggestions for Managing Integrated
Change Control
 View project management as a process of constant
communications and negotiations
 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

31. 31
Using Software to Assist in Project
Integration Management
• Several types of software can be used to assist in
project integration management
– Documents can be created with word processing
software
– Presentations are created with presentation software
– Tracking can be done with spreadsheets or databases
– Communication software like e-mail and Web authoring
tools facilitate communications
– Project management software can pull everything
together and show detailed and summarized
information

33. 33
What the Winners Do
"The winners clearly spell out what needs to be done in a
project, by whom, when, and how.

34. • END
• NEXT
• Project Scope Management.