Project Integration Management

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Project Integration Management
Pankaj Sharma - Mobile No -919810996356

Processes and activities needed to identify, define, combine, unify,
and coordinate the various processes and project management
activities within the Project Management Process Groups

 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.
 Develop Project Management Plan—the process of documenting the actions
necessary to define, prepare, integrate, and coordinate all subsidiary plans.
 Direct and Manage Project Work—the process of performing the work defined in the
project management plan to achieve the project’s objectives.
 Monitor and Control Project Work—the process of tracking, reviewing, and
regulating the progress to meet the performance objectives defined in the project
management plan.
 Perform Integrated Change Control—the process of reviewing all change requests,
approving changes, and managing changes to the deliverables, organizational process
assets, project documents, and the project management plan.
 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.

Develop Project Charter
Inputs Tools and Techniques Outputs
 Project statement of work
 Business case
 Agreements
 Enterprise environmental
factors
Organizational Process
Assets
 Expert Judgment
 Facilitation Techniques
 Project Charter

Project Charter
 Project Title and Description
 Measurable project objectives and related success criteria,
 High-level requirements
 Assumptions and Constraints
 High level project descriptions and boundaries
 High Level Risks
 Summary milestone schedule
 Summary budget
 Stakeholder list
 Project Approval Requirements( i.e. What constitutes the project
success, who decide that the project is successful, and who signs off
the project)
 Project Manager Assigned and Authority Level (Who is given authority
to lead the project, and can he / she determine, manage and approve
changes to budget, schedule, staffing, etc.?)
 Name and Authority of the sponsor or other persons authorizing the
project charter.
.

Numeric Methods
 Benefit Measurement Model (also called Comparative
approach )
• Payback Period
• Cost Benefit Analysis
• Scoring Models
• Net Present Value (NPV)
• Internal Rate of Return (IRR)
 Mathematical Models (also called Constrained Optimization)
• Use linear, dynamic, non-linear, multi-objective programming
to solve problem
Project Selection Methods

Non Numeric Method
Sacred cow
Operating necessity
Murder Board
Competitive necessity

 Payback period – the amount of time to recover your cost. It
compares the initial investment to the cash inflows expected over
the life of the product.
• For example, Initial investment on a project is Rs. 4,00,000,
Expected cash inflows: Rs. 50,000 per quarter for first two
years, Rs. 100,000 per quarter thereafter.
• What is the payback period?
• Cash inflows = Rs. 50,000 x 4 (quarters in a year) = Rs. 2,
00,000 per year for first two years. Hence, year 1 inflow = Rs. 2,
00,000, year 2 inflow = Rs. 2, 00,000. Total Rs. 4, 00,000 in 2
years
• So payback is reached in 2 years.

 Benefit Cost Ratio (BCR) or profitability Index . This is the ratio of project benefit
and the project cost.
• BCR = Revenue / Cost
• Select the project with a higher BCR

 Present Value (PV) is the expected future cash flows expressed in
today’s monetary value
PV = FV / (1+r) n
• For example, Calculate the Present Value of $ 100,000
received three years from now. The interest rate is 10
percent.
• PV = 100000 / (1+10/100)3 = $ 75,131

 Net Present value (NPV) is the sum total of the Present Value of
Cash Inflows – Cash Outflows
NPV of the Project is 353-291 = 62
Select the project with higher NPV
TIME PERIOD INCOME/REVENUE PRESENT VALUE AT
10% INT RATE
COSTS PRESENT VALUE AT
10% INT RATE
0 0 0 200 200
1 50 45 100 91
2 100 83 0 0
3 300 225 0 0
TOTAL 353 291

 Internal Rate of Return (IRR): The rate of interest at which the revenues and
costs are equal.
• Select the project with a higher IRR.
 Return On Investment (ROI) – A return ratio that compares the net benefits of
a project/ product, verses its total cost.
• ROI = Operating Income / Investments

Scoring Model Weighted Criteria (example, using
scale of 1-5)
Item
Criteria
4 5 3
2 3 5
5 4 2
4 4 5
Good ROI 3 12 15 9 0 0
Weight Project A Project B Project C
CEO Likes It 5 10 15 25 0 0
Provide
Better
Service
4 20 16 8 0 0
Match New
Initiatives of
Competition
3 12 12 15 0 0
0 0 0 0 0
Total: 0Total: 54 Total: 58 Total: 57 Total: 0
Our Winner!!
(hmmmm…)

Sacred Cows and Pressing Needs
 “Sacred Cow” selection—Senior Management wants it!
(it may often turn out well; many visionary projects
start here)
 Business opportunity (make more $$$)
 Savings potential (save $$$)
 Keeping up with competition (example, many e-
commerce projects were in response to competitor’s
initiatives)
 Risk management (examples: disaster recovery
initiatives, Y2K)
 Government or regulatory requirements
URGENT!

Murder Board
“Murder Board" is a term often used for the team created to see if
they can push hard on a project plan to see where it will break.
This process is called by other names as well, depending on the
subject of the scrutiny and type of firm in which it is employed. For
a hard review of a proposal, it is usually called a "red team." Some
consulting firms call final briefing reviews "gauntlet drills."

Method Project A Project B Which One?
Scoring Model 17 20 B
Payback Period 24 Months 25 months A
Benefit Cost Ratio 3.5 4.5 B
Net Present Value
(NPV)
£95,000 £80,000 A
IRR 9.5% 11.5% B
Exercise 1: Which Project Will You Select

Project Management Plan
The project management plan defines how the
project is executed, monitored and controlled, and
closed. The project management plan content will
vary depending upon the application area and
complexity of the project.

Develop Project Management Plan
 Project Charter
 Outputs from other
Process
 Enterprise
environmental factor
 Organizational
Process Assets
 Expert Judgment
 Facilitation techniques
 Project
Management Plan

 Requirements Management Plan
 Scope management plan
 Schedule management plan
 Cost management plan
 Quality management plan
 Process improvement plan
 Human Resource management plan
 Communication management plan
 Risk management plan
 Procurement management plan
 Stakeholder management plan
 Project baselines (include but not limited to scope, schedule and
cost baselines)
Components of Project Management Plan

The project management plan may also include the following.
 Life cycle selected for the project and the processes that will be
applied to each phase
 Details of the tailoring decisions specified by the project
management team as follows
 Project management processes selected by the project management team
 Level of implementation for each selected process
 Description of the tools and techniques to be used for accomplishing those
processes and
 Description of how the selected processes will be used to manage the specific
project, including the dependencies and interactions among those processes and
the essential inputs and outputs.
 Description of how work will be executed to accomplish the
project objectives
 Change management plan that documents how the changes will
be monitored and controlled
 Configuration management plan that documents how the
configuration management will be performed

 Description of how the integrity of the project baselines will be
maintained
 Requirements and techniques for communicating among
stakeholders
 Key management reviews for the content, the extent of, and
timing to address, open issues and pending decisions

Direct and Manage Project Work
Direct and Manage Project Work is the process of performing
the work defined in the project management plan and
implementing approved changes to achieve the project’s
objectives.

Activities in Direct and Manage Project Work
The activities include, but are not limited to:
 Perform activities to accomplish project requirements;
 Create project deliverables
 Staff, train, and manage the team members assigned to the project
 Obtain, manage, and use resources including materials, tools,
equipment, and facilities

Activities in Direct and Manage Project Work
The activities include, but are not limited to:
 Establish and manage project communication channels, both external
and internal to the project team
 Generate project data, such as cost, schedule, technical and quality
progress, and status to facilitate forecasting
 Issue change requests and adapt approved changes into the project’s
scope, plans, and environment
 Manage risks and implement risk response activities
 Collect and document lessons learned, and implement approved process
improvement activities

Direct and Manage Project Work-
 Project Management
Plan
 Approved Change
Requests
 Enterprise
environmental factor
 Organizational Process
Assets
 Expert Judgment
 Project Management
Information System
 Meetings
 Deliverables
 Work Performance
Data
 Change Requests
 Project
Management Plan
updates
 Project Document
Updates

Monitor and Control Project Work
Monitor and Control Project Work is the process of tracking,
reviewing, and regulating the progress to meet the
performance objectives defined in the project management
plan.
Continuous monitoring gives the project management team
insight into the health of the project, and identifies any
areas that may require special attention. Control includes
determining corrective or preventive actions or re-planning
and following up on action plans to determine if the actions
taken resolved the performance issue.

Monitoring and Control Project Work
 Project Management Plan
 Schedule Forecasts
 Cost Forecasts
 Validated Changes
Information
 Enterprise environmental
factors
Assets
Expert Judgment
Analytical techniques
Project Management
Information Systems
Meetings
 Change requests
Reports
 Project management
plan updates
 Project document
updates

Perform Integrated Change Control
Perform Integrated Change Control is the process of review
in all change requests, approving changes and managing
changes to the deliverables, organizational process assets,
project documents and the project management plan.
The Perform Integrated Change Control process is conducted
from project inception through completion. The project
management plan, the project scope statement, and other
deliverables are maintained by carefully and continuously
managing changes, either by rejecting changes or by
approving changes thereby assuring that only approved
changes are incorporated into a revised baseline.

Perform Integrated Change Control
 Project management Plan
 Work performance
reports
 Change requests
 Enterprise environmental
factors
 Organizational process
assets
 Expert judgment
 Meetings
 Change control tools
 Approved change
requests
 Change log
 Project management
plan updates
 Project documents
updates

Close Project or Phase
Close Project or Phase is the process of finalizing all
activities across all of the Project Management Process
Groups to formally complete the project or phase.
When closing the project, the project manager will review
all prior information from the previous phase closures to
ensure that all project work is complete and that the
project has met its objectives.

Close Project or Phase
 Project Management Plan
 Accepted Deliverables
Assets
Expert Judgment
Analytical techniques
Meetings
Final product, service,
or result transition
Organizational process
assets updates

Revising Key Terms
Exercise 2: Integration Management
1. The project management plan is the collection of
______ Plans
2. Work Culture and company policies are called
Enterprise__________ Factors
3. ___________ is a document that gives the
project manager authority over the team

Revising Key Terms
Answer to Exercise 2: Integration Management
1. The project management plan is the collection of
Subsidiary Plans
2. Work Culture and company policies are called Enterprise
Environmental Factors
3. Project Charter is a document that gives the project
manager authority over the team

QUIZ !

Project Integration Management

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