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Project Integration Management

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by

Jerry Chong

on 19 March 2015

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Transcript of Project Integration Management

Project Integration Management

Objective of Integration
Project managers must coordinate all of the other knowledge areas throughout a project’s life cycle.
Direct and Manage Project Execution
The majority of time and money is usually spent on execution
Monitoring and Controlling Project Work
Monitoring project work includes collecting, measuring, and disseminating performance information.
Strategic Planning and Project Selection
Determining long-term objectives, predicting future trends, and projecting the need for new products and services.
Project Charter
Formal document that recognizes the existence of a project and provides direction on the project’s objectives and management.
Closing
Finalize all activities and transfer work to the appropriate people.
Conclusion
Developing a project charter.
Develop the Project Management Plan
Identify Potential Projects
Organizations often perform a SWOT analysis:
Methods to Select Projects
Focusing on broad organizational needs
Formalize Project Initiation
Preliminary Scope Statements
A scope statement is a document used to develop and confirm a common understanding of the project scope.
Project Management Plans
Coordination of all project planning documents and help guide a project’s execution and control.
Stakeholder Analysis
Stakeholders’ names and organizations
Coordinating Planning and Execution
Those who will do the work should help to plan the work.
Leadership and a Supportive Culture
Lead by example to demonstrate the importance of creating and following good project plans.
Integrated Change Control
Influence the factors that create changes to ensure that changes are beneficial.
Change Control
Change Control Systems
(CCS)
Organizational Process Assets
Policies
Enterprise Environmental Factors
Government regulation
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.
Develop the Project Charter
Work with stakeholders to create the document that
formally authorizes
a project—the charter.
Coordinate all planning efforts to create a consistent, coherent document—the project management plan.
Monitor and Control the Project Work
Direct and Manage Project Execution
Carry out the project management plan by performing the activities included in it.
Oversee project work to meet the performance objectives of the project.
Close the Project
Perform Integrated Change Control
Coordinate
changes
that affect the project’s deliverables and organizational process assets.
Finalize all project activities to
formally
close the project.
Threats
Opportunities
Weaknesses
Strengths
Implementing a balanced scorecard
Using a weighted scoring model
Performing net present value or other financial analysis
Categorizing information technology projects
Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project; a signed charter is a
KEY OUTPUT
of project integration management.
Develop a preliminary or initial scope statement during project initiation
Preventing
scope creep
: The tendency for project scope to keep getting bigger.
More detailed scope statement as the project progresses.
Plans created in the other knowledge areas are subsidiary parts of the overall project management plan.
Dynamic
Updated as Changes Occur
Flexible
Key Attributes
Suggestions for managing relationships with each stakeholder
Their level of influence on and interest in the project
Unique facts about each stakeholder
Their roles on the project
The application area of the project
directly affects project execution because
the products of the project are produced.
Project managers must solicit input from the team to develop realistic plans
Project managers may still need to break/bend the rules to meet project goals
Organizational culture can help; Providing guidelines and templates.
Corrective Actions
Preventive Actions
Manage actual changes as they occur.
Determine that a change has occurred.
Change Control Boards
(CCB)
A formal, documented process that describes when and how official project may be changed.
Evaluate, approve, reject change requests, and manage the implementation of approved changes.
Describes who is authorized to make changes and how to make them.
CCBs include stakeholders from the entire organization.
Closing the project.
Monitoring and controlling project work.
Performing integrated change control.
Directing and managing project execution.
Developing a project management plan.
CLOSING
MONITORING & CONTROLLING
EXECUTING
PLANNING
INITIATING
Organizational process asset updates.
Final products, services, or results.
Contract closure procedures.
Administrative closure procedures.
Main outputs include:
Historical information
Past project files
Stakeholder register
Lessons learned
Risk register
General guidelines
Standard template
Procedures
Available resources
Internal political conditions
Type of organizational structure
Organizational culture
External political conditions
Infrastructure
Market conditions
A TOWS strategy analysis would follow
Business Case
PROCESSES
PROCESS GROUPS
Full transcript