PRESENTATION ON

PRESENTATION ON

PROJECT INTEGRATION MANAGEMENT

GROUP 1:Sanjeeb JhaBibek PandeySandesh DhakalSulabh TuladharBikash Shrestha

Approved Preventive ActionsApproved preventive actions are documented, authorized directions that

reduce theprobability of negative consequences associated with project risks.

Project integration management

Project integration management is one of the nine fields of project management expertise that PMBOK classifies as “Knowledge areas”.

Knowledge areas employ inputs utilize tools and techniques and generate output.

Project integration management is the umbrella knowledge area of project management. It is comprised of the seven processes that should be implemented for any project regardless of nature or size.


Inputs Project management process begins with at least one

input. any items internal or external required by the

process for ex: documents such as contract, value such as

corporate culture.


Tools and Techniques- equipment used in the project management processes to develop the desired outputs.- many of tools and techniques utilized in more than one process over the course of projects.


Outputs The product of a project management process is

known as an output A product, result, or service generated by a

process is an output. Often output of one process become input of

other.

Develop Project charter

Develop project charter process is the mechanism for documenting a project’s origin, purpose and relationship to normal agency function.

Process results in a document that legitimizes the project and helps generate buy-in form the stakeholders , a group that may include employees, customers, legislators and others.


The sponsor should use the charter as a vehicle for conveying as much information about the project as possible to the project team.

Also use the charter to set the priorities for scope, schedule and cost to guide the team’s decision making throughout the project.


Scope and resource information that can be included in a project charter are:

Objectives and deliverables Customers and their needs Business requirements Stakeholders, project manager, key project team

members project deadline, staff effort and limit, budget


First significant created for the project It can be revised or modify as project progress


Preliminary Project Scope Statement

Project large or small are plagued by the human tendency to tinker with their scope.

for example: A simple plan to paint one bed room may turn into redecorating project for that room that rivals any makeover on other room.

This process what is called scope creep which is not recommended.

The develop preliminary project scope statement process can help to prevent scope creep by clearly setting the parameters for the project.


Who will implement this? The develop preliminary project scope statement

process should be implemented by the project team in response to the objectives outlined by the sponsor in the project charter.

Team will create a document that explains how the team will accomplished the objective.


What is PPSS? It is a narrative description of the project scope

including major deliverables, project objectives, project assumptions, project constraints and a statement of work.

Detail and clarity are crucial. Specific systems, processes and facilities should

be listed.


Input, Tools & Techniques and Output


Inputs1. Project Charter : purpose of the project charter

is to document: Reasons for undertaking the project Objectives and constraints of the project Directions concerning the solution Identities of the main stakeholders

1. Project Statement of Work (sample)2. Enterprise Environmental Factors

• Organizational or company culture and structure • Existing human resources

3. Organizational Process Assets• organizations’ learning and knowledge from previous

projects • Organizational process assets could be grouped

into two categories:


Tools and Techniques1. Project Management Methodology

defines a process that aids a project mgmt team in developing and controlling changes to the PPSS.

2. Project Management Information systemAutomated system used by the project mgmt team to create, refine, control and release scope statement document. Generating project action plans, schedules, network diagrams, projections,


Tools and Techniques3. Expert Judgment It is applied to any technical and management

document which is included to PPSS.

Output



Other Important facts Once established the scope cannot be changed

without evaluating the ramifications of the change and approving the new scope.

The skill of the team members and the plans of the team are centered on the scope as defined in the charter.

Additions to scope, may require tasks that the team is not equipped to handle and that will affect the project timeline and deliverables.

Setting Deadline – Humor Break

4.3 Develop Project Management Plan

PROJECT MANAGEMENT PLAN

Action necessary to define, integrate and coordinate all subsidiary plans into project management plan

Varies on the application area and complexity of the project.

Results in a plan updated through Integrated change control process (4.6)

Defines how the project is executed, monitored, controlled and closed.

PROJECT MANAGEMENT PLAN

Documents the outputs of the planning processes of the Planning Process Group and includes: The project management processes selected by PM team Level of implementation of each selected process Description of tools and techniques to be used How selected project will be used to manage specific project How work execution/ change monitoring /configuration management

be performed for accomplishing project objectives Integrity of performance measurement and baselines Communication needs and techniques Project life cycle and phases Key management reviews for content, extent and timing to facilitate

addressing open issues and pending decisions

Subsidiary plans

Project scope management plan Schedule management plan Cost management plan Quality management plan Process improvement plan Staffing management plan Communication management plan Risk management plan Procurement management plan

Components

Milestone list Resource calendar Schedule baseline Cost baseline Quality baseline Risk register

Develop Project Management Plan: Inputs

1. Preliminary Project Scope statement 4.2

2. Project Management Process (ch 5-12 )

3. Enterprise environmental factors 4.1.1.3

4. Organizational process assets 4.1.1.4

Develop Project Management Plan: Tools and Techniques

1. Project management methodologyThe project management methodology defines a process, which

aids a projectmanagement team in developing and controlling changes to the projectmanagement plan.

2. Project management information system1. The project management information system, an automated system, is

used by theproject management team to support generation of the project management plan,facilitate feedback as the document is developed, control changes to the projectmanagement plan, and release the approved document.

Change Control System. For example, for information technology systems, a change control system can include the specifications (scripts, source code, data definition language, etc.) for each software component.

Expert Judgement1. Expert judgment is applied to develop technical and

management details to beincluded in the project management plan.

Direct and Manage Project Execution

The executing process of project integration management is Manage Project execution.

In prefect world Executing project would be a simple process of following the project management plan.

However, in real or imperfect world the assumption does not take into account the volatile mix that is created when real people take on the real task of the project


Project management plan is useless without the skillful application for the directing and managing process. E.g. Dot Project

Process that coordinates the people and resources that have been allocated to a project with the tasks needed to complete the project.

Project Manager is responsible for Project execution.


Project manager with the well –crafted plan in hand develops the project team, protects the project scope and ensures that the completed product meets the customer’s need.

In addition, the project manager and project team track the project’s development step by step, implement corrective and preventive actions and verify that potential changes fall within the scope of the project.


The project manager directs and manages the project team by providing it with information's about the project including quality, scope cost and schedule expectations.

The project manager should also: Set boundaries for areas of responsibility and

authority Develop feedback mechanisms Discuss inspection/reviews


Manager should use tools like Gantt charts, change request forms or issue logs to know the status of the project and should share with each and every member of the team.

Communication is vital in successfully directing and managing the project execution. View Image


Roles of Team Members Each team member needs to understand how his

or her task affect the overall project and be aware of the proper way to report concern issues. View image

Each member should have gone through the project documents such as charter, scope statement and project plan.


Team should prepare clean and readable document.

Documentation is crucial which should be prepared throughout the execution of project

Document includes: Updating existing plan, charter and scope statement

document. Creating new development process document etc.



Inputs Project Management plan Approved Corrective Actions Approved Preventive Actions Approved Change Requests Approved Defect Repair Validate Defect Repair Administrative closure procedure


Tools and Techniques Project Management Methodology Project Management Information system


Outputs Deliverables Requested Changes Implemented change Requests Implemented corrective actions Implemented Preventive actions Implemented defective repair Work Performance information

4.5 Monitor and control Project work

Performed to monitor project processes associated with initiating, planning, executing, closing.(sample)

Corrective actions are taken Approved Corrective Actions

Approved corrective actions are documented, authorized directions required tobring expected future project performance into conformance with the projectmanagement plan.

Approved Preventive Actions Approved preventive actions are documented, authorized

directions that reduce theprobability of negative consequences associated with project risks.

Monitoring and controlling involves: comparing , assessing, analyzing , risk identification,

forecast.

Monitor and control Project work: Inputs

Project Management Plan Work Performance Information Rejected change requests

Monitor and control Project work: Tools and Techniques

Project Management Methodology Project Management Information system Earned value technique Expert Judgment

Monitor and control Project work: Outputs

Recommended corrective action Recommended Preventive action Forecasts Recommended Defect pair Requested changes

Integrated Change Control

Process that is performed from project conception through completion.

Necessary because projects seldom run exactly according to the project management plan.

The project management plan, the project scope statement, and other deliverables must be maintained by carefully and continuously managing changes, either by rejecting changes or by approving changes so those approved changes are incorporated into a revised baseline.

Integrated Change Control Process

The Integrated Change Control process includes the following change management activities in differing levels of detail, based upon the completion of project execution:

Identifying that a change needs to occur or has occurred.

Influencing the factors that find a way around integrated change control so that only approved changes are implemented.

Reviewing and approving requested changes.

Managing the approved changes when and as they occur, by regulating the flow of requested changes.


Maintaining the integrity of baselines by releasing only approved changes for incorporation into project products or services, and maintaining their related configuration and planning documentation.

Reviewing and approving all recommended corrective and preventive actions.

Controlling and updating the scope, cost, budget, schedule and quality requirements based upon approved changes, by coordinating changes across the entire project. For example, a proposed schedule change will often affect cost, risk, quality, and staffing.


Documenting the complete impact of requested changes.

Validating defect repair.

Controlling project quality to standards based on quality reports

Policy, Design, and Functional Operational Use and Sustaining Effort Performance, Test & Evaluation, etc.

Requirement

Change Proposal

Requirement

Change Proposal

Requirement

Change Proposal

Change Control Board

Evaluation of Change Impact:

Affects on Performance, Effectiveness,

Life-Cycle Costs.

Proposed incorporation date, ensuing

affected requirements.

Resources required to implement the change.

Cost of implementing the change.

YesIs the Change Feasible?

Development of a

Change

Implementation Plan

No

No Further Action

Develop Change Procedures

Update Documentation

and Database

Incorporate

Approved Change

Dispose Residue

Is Change

Adequate?

Yes

No

Redesign Required

Return to

Continuing

Operational

Status

Requirement Change Control Procedure

Project-wide application objectives

Project-wide application of the configuration management system, including change control processes, accomplishes 3 main objectives:

1. Establishes an evolutionary method to consistently identify and request changes to established baselines, and to assess the value and effectiveness of those changes.

2. Provides opportunities to continuously validate and improve the project by considering the impact of each change

3. Provides the mechanism for the project management team to consistently communicate all changes to the stakeholders.

Configuration management activities

Some of the configuration management activities included in the integrated change control process are:

Configuration Identification:Providing the basis from which the configuration of products is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.

Configuration Status Accounting:Capturing, storing, and accessing configuration information needed to manage products and product information effectively.

Configuration Verification and Auditing:Establishing that the performance and functional requirements defined in the configuration documentation have been met.

Integrated Change Control: Inputs, Tools & Techniques, and Outputs

Integrated Change Control: Tools and Techniques Project Management Methodology

The project management methodology defines a process that aids a project management team in implementing Integrated Change Control for the project.

Project Management Information SystemThe project management information system, an automated system, is used by the project management team as an aid for implementing an Integrated Change Control process for the project, facilitating feedback for the project and controlling changes across the project.

Expert JudgmentThe project management team uses stakeholders with expert judgment on the change control board to control and approve all requested changes to any aspect of the project.

CLOSE PROJECT

Involves performing the project closure portion of the project management plan. In multi-phase projects, the Close Project process closes out the portion of the project scope and associated activities applicable to a given phase.

Two procedures are developed to establish the interactions necessary to perform theclosure activities across the entire project or for a project phase:

Administrative closure procedure. Contract closure procedure

Administrative closure procedure.

This procedure details all the activities, interactions, and related roles and responsibilities of the project team members and other stakeholders involved in executing the administrative closure procedure for the project. Performing the administrative closure process also includes integrated activities needed to collect project records, analyze project success or failure, gather lessons learned, and archive project information for future use by the organization.

• Contract closure procedure.

procedure involves both product verification (all work completed correctly and satisfactorily) and administrative closure (updating of contract records to reflect final results and archiving that information for future use). The contract terms and conditions can also prescribe specifications for contract closure that must be part of this procedure. Early termination of a contract is a special case of contract closure that could involve, for example, the inability to deliver the product, a budget overrun, or lack of required resources. This procedure is an input to the Close Contract process.

Final Product, Service, or Result Organizational Process Assets (Updates) Formal Acceptance Documentation Project Closure Documents. Project Files.

project management plan, scope, cost, schedule and quality baselines, project calendars, risk registers, planned risk response actions, and risk impact.

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