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5 - Project Integration Management
Project Management Training
Created by ejlp12@gmail.com, June 2010
Project Integration Management
Knowledge
Area
Process
Initiating Planning Executing Monitoring & Contol Closing
Scope
• Develop
Project
Charter
• Develop Project
Management
Plan
• Direct and
Manage Project
Execution
• Monitor and Control
Project Work
• Perform Integrated
Change Control
• Close
Project
Enter phase/
Start project
Exit phase/
End project
Initiating
Processes
Closing
Processes
Planning
Processes
Executing
Processes
Monitoring &
Controlling Processes
Project Integration Management
• Process and activities needed to identify, define, combine, unify,
and coordinate the various processes and project management
activities within the Project Management Process Groups.
4.1 Develop Project Charter
• The process of developing a document that formally authorizes a project or a
phase and documenting initial requirements that satisfy the stakeholder’s
needs and expectations
Inputs
1. Project statement of
work
2. Business case
3. Contract
4. Enterprise environmental
factors
5. Organizational process
assets
Tools &
Techniques
1. Expert judgment
Outputs
1. Project charter
Develop Project Charter (Input)
• Project are authorized by someone external to the project such as sponsor, PMO, portfolio
steering committee.
• Project charter can be created by them or delegated to Project Manager.
• Statement of Work (SOW)
– A narrative description of products or services to be delivered by the project.
– The SOW references:
• Business need
• Product scope description
• Strategic plan
• Business case
» Provide the necessary information from business standpoint to determine whether or
not the project is worth the required investment.
Project Selection
Two categories:
1. Benefit measurement methods (Comparative approach)
• Murder board (a panel of people who try to shoot down a new project idea)
• Peer review
• Scoring models
• Economic models (described next)
2. Constrained optimization methods (Mathematical approach)
• Linear programming
• Integer programming
• Dynamic programming
• Multi-objective programming
Project Selection – Economic Models
• Present value (PV): The value today of future cash flows
• Net present value (NPV): Project with positive & greater NPV value is better
• Internal rate of return (IRR): Project with greater IRR value is better
• Payback period:
– The number of time periods it takes to recover your investment in the project before you start
accumulating profit.
• Benefit-cost ratio:
– compares the benefits to the costs of different options
– relates to costing projects and to determining what work should be done
– Project with greater benefit-cost ratio value is better
Youjust need to understand the following concepts
 n
r1
FV
PV 

FP = future value
r = interest rate
n = number of time period
Project Selection – Important Terms
• Economic Value Added (EVA):
– concerned with whether the project returns to the company more value than it costs.
• Opportunity Cost:
– the opportunity given up by selecting one project over another
• Sunk Costs:
– Are expended costs
– Should not be considered when deciding whether to continue with a troubled project.
• Lay of Diminishing Returns:
– after a certain point, adding more input/resource will not produce a proportional
increase in productivity
Project Selection – Important Terms
• Working Capital
– current assets minus current liabilities for an organization or
– amount of money the company has available to invest
• Depreciation
– Straight line depreciation
• The same amount of depreciation is taken each year.
– Accelerated depreciation
• Depreciates faster than straight line
• Two forms: (1) Double Declining Balance, (2) Sum of the Years Digits
Develop Project Charter (Tools & Techniques, Output)
• Expert Judgment, includes:
• Project Charter, includes:
– Project purpose or justification,
– Measurable project objectives and related success criteria,
– High-level requirements,
– High-level project description,
– High-level risks,
– Summary milestone schedule,
– Summary budget,
– Project approval requirements
– Assigned project manager, responsibility, and authority level
– Name and authority of the sponsor or other person(s) authorizing the project charter.
– Other unit within organization
– Consultants
– Stakeholders including customer or sponsor
– Subject matter experts
– PMO
– Industry groups
– Professional & technical association
4.2 Develop Project Management Plan
• The process of documenting the actions necessary to define, prepare, integrate
and coordinate all subsidiary plans.
Inputs
1. Project charter
2. Business case
3. Outputs from planning
processes
4. Enterprise environmental
factors
5. Organizational process
assets
Tools &
Techniques
1. Expert judgment
Outputs
1. Project management
plan
Project Management Plan (Output)
• The strategy for managing the project and the processes in each knowledge area
• Covers how you will define, plan, manage, and control the project.
• Also includes:
– Change management plan
– Configuration management plan
– Requirements management plan
– Process improvement plan
• How to handle a problem on a project?
» look at your management plan to see how you planned to handle such a
problem.
Baseline (Performance measurement baseline)
• The project management plan contains scope, schedule, and cost baselines,
against which the project manager will need to report project performance.
• Baseline created during planning.
– Scope baseline
The project scope statement, work breakdown structure (WBS), and WBS dictionary
– Schedule baseline
The agreed-upon schedule, including the start and stop times
– Cost baseline
The time-phased cost budget
• Deviations from baselines are often due to incomplete risk identification and risk
management.
Change Management Plan
• Describes how changes will be managed and controlled.
• Covers for the project as whole
• May includes:
– Change control procedures (how and who)
– The approval levels for authorizing changes
– The creation of a change control board to approve changes
– A plan outlining how changes will be managed and controlled
– Who should attend meetings regarding changes
– Tools to use to track and control changes
• Each knowledge area are described in the individual management plans
Configuration Management Plan
• Defines how you will manage changes to the deliverables and the resulting
documentation, including which organizational tools you will use
4.3 Direct & Manage Project Execution
• The process of performing the work defined in the project management plan to
achieve the project’s objectives.
Inputs
1. Project management
plan
2. Approved change
request
3. Enterprise environmental
factors
4. Organizational process
assets
Tools &
Techniques
1. Expert judgment
2. Management
information system
Outputs
1. Deliverables work
2. Performance
information
3. Change requests
4. Project management
plan updates
5. Project document
updates
4.4 Monitor & Control Project Work
• The process of tracking, reviewing, and regulating the progress to meet the
performance objectives defined in the project management plan.
Inputs
1. Project management
plan
2. Performance reports
3. Enterprise environmental
factors
4. Organizational process
assets
Tools &
Techniques
1. Expert judgment
Outputs
1. Change requests
2. Project management
plan updates
3. Project document
updates
4.5 Perform Integrated Change Control
• The process of reviewing all change requests, approving changes and
managing changes to deliverables, organizational process assets, project
documents and the project management plan.
Inputs
1. Project management
plan
2. Performance reports
3. Enterprise environmental
factors
4. Organizational process
assets
Tools &
Techniques
1. Expert judgment
Outputs
1. Change requests
2. Project management
plan updates
3. Project document
updates
4.6 Closing Project or Phase
• The process of of finalizing all activities across all of the Project Management
Process Groups to formally complete the project or phase.
Inputs
1. Project management
plan
2. Accepted deliverables
3. Organizational process
assets
Tools &
Techniques
1. Expert judgment
Outputs
1. Final product, service or
result
2. Organizational process
assets updates
Thank You
Next topic:
Project Scope Management

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04 projectintegrationmanagement

  • 1. 5 - Project Integration Management Project Management Training Created by ejlp12@gmail.com, June 2010
  • 2. Project Integration Management Knowledge Area Process Initiating Planning Executing Monitoring & Contol Closing Scope • Develop Project Charter • Develop Project Management Plan • Direct and Manage Project Execution • Monitor and Control Project Work • Perform Integrated Change Control • Close Project Enter phase/ Start project Exit phase/ End project Initiating Processes Closing Processes Planning Processes Executing Processes Monitoring & Controlling Processes
  • 3. Project Integration Management • Process and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
  • 4. 4.1 Develop Project Charter • The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder’s needs and expectations Inputs 1. Project statement of work 2. Business case 3. Contract 4. Enterprise environmental factors 5. Organizational process assets Tools & Techniques 1. Expert judgment Outputs 1. Project charter
  • 5. Develop Project Charter (Input) • Project are authorized by someone external to the project such as sponsor, PMO, portfolio steering committee. • Project charter can be created by them or delegated to Project Manager. • Statement of Work (SOW) – A narrative description of products or services to be delivered by the project. – The SOW references: • Business need • Product scope description • Strategic plan • Business case » Provide the necessary information from business standpoint to determine whether or not the project is worth the required investment.
  • 6. Project Selection Two categories: 1. Benefit measurement methods (Comparative approach) • Murder board (a panel of people who try to shoot down a new project idea) • Peer review • Scoring models • Economic models (described next) 2. Constrained optimization methods (Mathematical approach) • Linear programming • Integer programming • Dynamic programming • Multi-objective programming
  • 7. Project Selection – Economic Models • Present value (PV): The value today of future cash flows • Net present value (NPV): Project with positive & greater NPV value is better • Internal rate of return (IRR): Project with greater IRR value is better • Payback period: – The number of time periods it takes to recover your investment in the project before you start accumulating profit. • Benefit-cost ratio: – compares the benefits to the costs of different options – relates to costing projects and to determining what work should be done – Project with greater benefit-cost ratio value is better Youjust need to understand the following concepts  n r1 FV PV   FP = future value r = interest rate n = number of time period
  • 8. Project Selection – Important Terms • Economic Value Added (EVA): – concerned with whether the project returns to the company more value than it costs. • Opportunity Cost: – the opportunity given up by selecting one project over another • Sunk Costs: – Are expended costs – Should not be considered when deciding whether to continue with a troubled project. • Lay of Diminishing Returns: – after a certain point, adding more input/resource will not produce a proportional increase in productivity
  • 9. Project Selection – Important Terms • Working Capital – current assets minus current liabilities for an organization or – amount of money the company has available to invest • Depreciation – Straight line depreciation • The same amount of depreciation is taken each year. – Accelerated depreciation • Depreciates faster than straight line • Two forms: (1) Double Declining Balance, (2) Sum of the Years Digits
  • 10. Develop Project Charter (Tools & Techniques, Output) • Expert Judgment, includes: • Project Charter, includes: – Project purpose or justification, – Measurable project objectives and related success criteria, – High-level requirements, – High-level project description, – High-level risks, – Summary milestone schedule, – Summary budget, – Project approval requirements – Assigned project manager, responsibility, and authority level – Name and authority of the sponsor or other person(s) authorizing the project charter. – Other unit within organization – Consultants – Stakeholders including customer or sponsor – Subject matter experts – PMO – Industry groups – Professional & technical association
  • 11. 4.2 Develop Project Management Plan • The process of documenting the actions necessary to define, prepare, integrate and coordinate all subsidiary plans. Inputs 1. Project charter 2. Business case 3. Outputs from planning processes 4. Enterprise environmental factors 5. Organizational process assets Tools & Techniques 1. Expert judgment Outputs 1. Project management plan
  • 12. Project Management Plan (Output) • The strategy for managing the project and the processes in each knowledge area • Covers how you will define, plan, manage, and control the project. • Also includes: – Change management plan – Configuration management plan – Requirements management plan – Process improvement plan • How to handle a problem on a project? » look at your management plan to see how you planned to handle such a problem.
  • 13. Baseline (Performance measurement baseline) • The project management plan contains scope, schedule, and cost baselines, against which the project manager will need to report project performance. • Baseline created during planning. – Scope baseline The project scope statement, work breakdown structure (WBS), and WBS dictionary – Schedule baseline The agreed-upon schedule, including the start and stop times – Cost baseline The time-phased cost budget • Deviations from baselines are often due to incomplete risk identification and risk management.
  • 14. Change Management Plan • Describes how changes will be managed and controlled. • Covers for the project as whole • May includes: – Change control procedures (how and who) – The approval levels for authorizing changes – The creation of a change control board to approve changes – A plan outlining how changes will be managed and controlled – Who should attend meetings regarding changes – Tools to use to track and control changes • Each knowledge area are described in the individual management plans
  • 15. Configuration Management Plan • Defines how you will manage changes to the deliverables and the resulting documentation, including which organizational tools you will use
  • 16. 4.3 Direct & Manage Project Execution • The process of performing the work defined in the project management plan to achieve the project’s objectives. Inputs 1. Project management plan 2. Approved change request 3. Enterprise environmental factors 4. Organizational process assets Tools & Techniques 1. Expert judgment 2. Management information system Outputs 1. Deliverables work 2. Performance information 3. Change requests 4. Project management plan updates 5. Project document updates
  • 17. 4.4 Monitor & Control Project Work • The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. Inputs 1. Project management plan 2. Performance reports 3. Enterprise environmental factors 4. Organizational process assets Tools & Techniques 1. Expert judgment Outputs 1. Change requests 2. Project management plan updates 3. Project document updates
  • 18. 4.5 Perform Integrated Change Control • The process of reviewing all change requests, approving changes and managing changes to deliverables, organizational process assets, project documents and the project management plan. Inputs 1. Project management plan 2. Performance reports 3. Enterprise environmental factors 4. Organizational process assets Tools & Techniques 1. Expert judgment Outputs 1. Change requests 2. Project management plan updates 3. Project document updates
  • 19. 4.6 Closing Project or Phase • The process of of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. Inputs 1. Project management plan 2. Accepted deliverables 3. Organizational process assets Tools & Techniques 1. Expert judgment Outputs 1. Final product, service or result 2. Organizational process assets updates
  • 20. Thank You Next topic: Project Scope Management

Hinweis der Redaktion

  1. Before we discuss about change management plan, it is important that we understand about the baseline