Lecture 3: Project Integration

Management
Dr. Saif Ullah
Introduction
 Project integration management includes the processes are
required to ensure that various elements of the project are
properly coordinated.
 It involves making tradeoffs among competing objectives
and alternatives to meet or exceed stakeholder needs
expectations.
 Project Integration Management includes the processes and
activities to identify, define, combine, unify, and
coordinate the various processes and project
management activities within the Project Management
Process Groups.
Introduction
 The project management processes are integrative to some
extent.
 Project Integration Management includes making choices
about resource allocation, making trade-offs among
competing objectives and alternatives, and managing
the interdependencies among the project management
Knowledge Areas.
Introduction
An overview of the Project Integration Management
processes:
1. Develop Project charter—The 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.
2. Develop Project Management Plan—The process of
defining, preparing, and coordinating all subsidiary
plans and integrating them into a comprehensive project
management plan. The project’s integrated baselines and
subsidiary plans may be included within the project
management plan.
Introduction
3. Direct and Manage Project Work—The process of
leading and performing the work defined in the project
management plan and implementing approved changes to
achieve the project’s objectives.
4. Monitor and control Project Work—The process of
tracking, reviewing, and reporting project progress
against the performance objectives defined in the project
management plan.
Introduction
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; and
communicating their disposition.
6. Close Project or Phase—The process of finalizing all
activities across all of the Project Management Process
Groups to formally complete the phase or project.
Introduction
 Consider an example: A cost estimate needed for a
contingency plan involves integrating the processes in
the Project Cost, Time, and Risk Management
Knowledge Areas. When additional risks associated with
various staffing alternatives are identified, then one or more
of those processes may be revisited.
 Project Integration Management also includes the activities
needed to manage project documents to ensure
consistency with the project management plan and
product, service, or capability deliverables.
Develop Project Charter
 The 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.
 The key benefit of this process is a well-defined project
start and project boundaries, creation of a formal
record of the project, and a direct way for senior
management to formally accept and commit to the
project.
Develop Project Charter
Develop Project Charter
 A project charter is still used to establish internal
agreements within an organization to assure proper
delivery under the contract.
 The approved project charter formally initiates the
project.
 A project manager is identified and assigned as early in the
project as is feasible, preferably while the project charter is
being developed and always prior to the start of
planning.
Develop Project Charter
 The project charter provides the project manager with the
authority to plan and execute the project.
 It is recommended that the project manager participate
in the development of the project charter to obtain a
foundational understanding of the project
requirements.
 Projects are initiated by an entity external to the
project such as a sponsor, program or project
management office (PMO) staff person, or a
portfolio governing body chairperson or authorized
representative.
Develop Project Charter
 The project initiator or sponsor should be at the level that is
appropriate to procure funding and commit resources to the
project
Inputs for Project Charter
1. Project Statement of Work: The project statement of
work (SOW) is a narrative description of products,
services, or results to be delivered by a project. E.g. Business
needs (demand, technological advance, environmental
regulations), product scope description, (characteristics of
the product, service, or results), strategic plan (strategic
vision, goals, and objectives and may contain a high-level
mission statement).
Inputs for Project Charter
2. Business Case
 The business case or similar document describes the
necessary information from a business standpoint to
determine whether or not the project is worth the required
investment.
 Typically, the business need and the cost-benefit
analysis are contained in the business case to justify
and establish boundaries for the project, and such
analysis is usually completed by a business analyst using
various stakeholder inputs.
Inputs for Project Charter
2. Business Case
The business case is created as a result of:
 Market demand (e.g., a car company authorizing a project
to build more fuel-efficient cars in response to gasoline
shortages),
 Customer request (e.g., an electric utility authorizing a
project to build a new substation to serve a new industrial
park),
 In the case of multiphase projects, the business case may be
periodically reviewed to ensure that the project is on track to
deliver the business benefits.
Inputs for Project Charter
3. Agreements
 Agreements are used to define initial intentions for a project.
Agreements may take the form of contracts, memorandums
of understanding (MOUs), service level agreements (SLA),
letter of agreements, letters of intent, verbal agreements,
email, or other written agreements.
Inputs for Project Charter
4. Enterprise Environmental Factors
 Governmental standards, industry standards, or regulations
(e.g. codes of conduct, quality standards, or worker
protection standards)
 Organizational culture and structure, and
 Marketplace conditions.
Inputs for Project Charter
5. Organizational Process Assets
 Organizational standard processes, policies, and process
definitions,
 Templates (e.g., project charter template), and
 Historical information and lessons learned
knowledge base (e.g., projects, records, and documents; all
project closure information and documentation; information
about both the results of previous project selection decisions
and previous project performance information; and
information from the risk management activity).
Develop Project charter: tools and
techniques
1. Expert Judgment
 Other units within the organization,
 Consultants,
 Stakeholders, including customers or sponsors,
 Professional and technical associations,
2. Facilitation Techniques
 Brainstorming, conflict resolution, problem solving, and
meeting management are examples of key techniques used by
facilitators to help teams and individuals accomplish project
activities.
Develop Project charter: outputs
1. Project charter
 It documents the business needs, assumptions, constraints,
the understanding of the customer’s needs and high-level
requirements, and the new product, service, or result that it
is intended to satisfy, such as:
 Project purpose or justification,
 Measurable project objectives and related success criteria,
 Assumptions and constraints,
 High-level project description and boundaries,
 High-level risks,
Develop Project charter: outputs
 Summary milestone schedule,
 Summary budget,
 Stakeholder list,
Develop Project Management Plan
 Develop Project Management Plan is the process of defining,
preparing, and coordinating all subsidiary plans and
integrating them into a comprehensive project management
plan.
Develop Project Management Plan:
Inputs
1. Project charter
 The size of the project charter varies depending on the
complexity of the project and the information known at the
time of its creation.
 At a minimum, the project charter should define the high-
level boundaries of the project.
 The project manager uses the project charter as the starting
point for initial planning throughout the Initiating Process
Group.
Develop Project Management Plan:
Inputs
2. Outputs from other Processes
 Any baselines and subsidiary plans that are an output from
other planning processes are inputs to this process.
 In addition, changes to these documents may necessitate
updates to the project management plan.
3. Enterprise Environmental Factors
 Governmental or industry standards;
 Project management body of knowledge for vertical market
(e.g., construction) and/or focus area (e.g. environmental,
safety, risk, or agile software development);
Develop Project Management Plan:
Inputs
 Organizational structure, culture, management practices, and
sustainability;
 Infrastructure (e.g., existing facilities and capital equipment)
4. Organizational Process Assets
 The organizational process assets that can influence the
Develop Project Management Plan process include:
 Standardized guidelines, work instructions, proposal
evaluation criteria, and performance measurement criteria
develop Project Management Plan:
Inputs
 Guidelines and criteria for tailoring the organization’s set of
standard processes to satisfy the specific needs of the project,
and
 Project closure guidelines or requirements such as the
product validation and acceptance criteria;
 Change control procedures, including the steps by
which official organization standards, policies,
plans, and procedures, or any project documents
will be modified and how any changes will be approved
and validated
develop Project Management Plan:
tools and techniques
1. Expert Judgment
Expert judgment is utilized to:
 Tailor the process to meet the project needs,
 Develop technical and management details to be included in
the project management plan,
 Determine resources and skill levels needed to perform
project work,
 Define the level of configuration management to apply on the
project,
 Determine which project documents will be subject to the
formal change control process
develop Project Management Plan:
tools and techniques
2. Facilitation techniques
 Brainstorming, conflict resolution, problem solving, and
meeting management are key techniques used by facilitators
to help teams and individuals achieve agreement to
accomplish project activities.
develop Project Management Plan:
outputs
1. Project Management Plan
 The project management plan is the document that describes
how the project will be executed, monitored, and controlled.
 The project management plan may be either summary level
or detailed, and may be composed of one or more subsidiary
plans.
Direct and Manage Project Work
 Direct and Manage Project Work is the process of leading
and performing the work defined in the project
management plan and implementing approved changes to
achieve the project’s objectives.
 It provides overall management of the project work
Direct and Manage Project Work
 Direct and Manage Project Work activities include, but are
not limited to:
 Perform activities to accomplish project objectives;
 Create project deliverables to meet the planned project
work;
 Provide, train, and manage the team members assigned to the
project;
 Obtain, manage, and use resources including materials, tools,
equipment, and facilities;
 Implement the planned methods and standards;
Direct and Manage Project Work
 Direct and Manage Project Work also requires review of the
impact of all project changes and the implementation of
approved changes:
 Corrective action—An intentional activity that realigns
the performance of the project work with the project
management plan;
 Preventive action—An intentional activity that ensures
the future performance of the project work is aligned with
the project management plan; and/or
 defect repair—An intentional activity to modify a
nonconforming product or product component.
direct and Manage Project Work:
Inputs
1. Project Management Plan
 The project management plan contains subsidiary plans
concerning all aspects of the project. Those subsidiary plans
related to project work include, but are not limited to:
 Scope management plan
 Requirements management plan
 Schedule management plan
 Cost management plan
direct and Manage Project Work:
Inputs
2. Approved change requests
 The approved change request may be a corrective action, a
preventative action, or a defect repair.
 Approved change requests are scheduled and implemented
by the project team, and can impact any area of the project or
project management plan.
 The approved change requests can also modify the policies,
project management plan, procedures, costs, or budgets or
revise the schedules.
direct and Manage Project Work:
Inputs
3. Enterprise Environmental Factors
Environmental factors that include, but are not limited to:
 Organizational, company, or customer culture and structure
of the performing or sponsor organizations;
 Infrastructure (e.g., existing facilities and capital equipment);
 Personnel administration (e.g., hiring and firing guidelines,
employee performance reviews, and training records);
 Stakeholder risk tolerances, for example allowable cost
overrun percentage
direct and Manage Project Work:
Inputs
4. Organizational Process Assets
Direct and Manage Project Work process include, but are not
limited to:
 Standardized guidelines and work instructions;
 Communication requirements defining allowed
communication media, record retention, and security
requirements;
direct and Manage Project Work: tools
and techniques
 Expert Judgment
 Project Management Information System such as a
scheduling tool, a work authorization system, a configuration
management system, an information collection and
distribution system
 Meetings
direct and Manage Project Work:
outputs
1. Deliverables
 A deliverable is any unique and verifiable product, result or
capability to perform a service that is required to be produced to
complete a process, phase, or project.
2. Work Performance data
 Work performance data are the raw observations and
measurements identified during activities being performed to
carry out the project work. Examples of work performance data
include work completed, key performance indicators, technical
performance measures, start and finish dates of schedule activities,
number of change requests, number of defects, actual costs, and
actual durations, etc.
direct and Manage Project Work:
outputs
3. Change requests
 corrective action—An intentional activity that realigns the
performance of the project work with the project management
plan;
 Preventive action—An intentional activity that ensures the
future performance of the project work is aligned with the project
management plan;
 defect repair—An intentional activity to modify a
nonconforming product or product component; and/or
 updates—Changes to formally controlled project documents,
plans, etc., to reflect modified or additional ideas or content.
direct and Manage Project Work:
outputs
4. Project Management Plan updates
 Scope management plan,
 Requirements management plan,
 Schedule management plan,
 Cost management plan,
 Quality management plan,
 Process improvement plan,
 Human resource management plan,
 Communications management plan,
 Risk management plan,
direct and Manage Project Work:
outputs
5. Project documents updates
 Requirements documentation,
 Project logs (issues, assomptions, etc.),
 Risk register, and
 Stakeholder register.
Monitor and control Project Work
 Monitor and Control Project Work is the process of tracking,
reviewing, and reporting the progress to meet the
performance objectives defined in the project management
plan.
 The key benefit of this process is that it allows stakeholders
to understand the current state of the project, the steps
taken, and budget, schedule, and scope forecasts.
Monitor and control Project Work
Monitor and control Project Work
 Monitoring includes collecting, measuring, and distributing
performance information, and assessing measurements and
trends to effect process improvements.
 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 replanning and following up on action plans to
determine whether the actions taken resolved the
performance issue
Monitor and control Project Work
 The Monitor and Control Project Work process is
concerned with:
 Comparing actual project performance against the project
management plan
 Assessing performance to determine whether any corrective
or preventive actions are indicated, and then recommending
those actions as necessary;
 Identifying new risks and analyzing, tracking, and
monitoring existing project risks to make sure the risks are
identified, their status is reported, and that appropriate risk
response plans are being executed;
Monitor and control Project Work
 Maintaining an accurate, timely information base concerning
the project’s product(s) and their associated documentation
through project completion;
 Providing information to support status reporting, progress
measurement, and forecasting;
 Providing forecasts to update current cost and current
schedule information;
 Monitoring implementation of approved changes as they
occur; Providing appropriate reporting on project progress
and status to program management when the project is part
of an overall program.
Monitor and control Project Work:
Inputs
1. Project Management Plan
2. Schedule Forecasts The schedule forecasts are derived
from progress against the schedule baseline and computed time
estimate to complete (ETC).
 This is typically expressed in terms of schedule variance (SV)
and schedule performance index (SPI).
 3. Cost Forecasts The cost forecasts are derived from
progress against the cost baseline and computed estimates to
complete (ETC).
 This is typically expressed in terms of cost variance (CV) and
cost performance index (CPI).
Monitor and control Project Work:
Inputs
4. Validated changes Approved changes that result from the
Perform Integrated Change Control process require validation
to ensure that the change was appropriately implemented.
 A validated change provides the necessary data to confirm
that the change was appropriately executed.
5. Work Performance Information Work performance
information is the performance data collected from various
controlling processes, analyzed in context, and integrated based
on relationships across areas.
Monitor and control Project Work:
Inputs
6. Enterprise Environmental Factors
 Governmental or industry standards (e.g., regulatory agency
regulations, codes of conduct, product standards, quality
standards, and workmanship standards),
 Organization work authorization systems,
 Stakeholder risk tolerances,
7. Organizational Process Assets
 Organizational communication requirements;
 Financial controls procedures (e.g., time reporting, required
expenditure and disbursement reviews, accounting codes,
and standard contract provisions)
Monitor and control Project Work: tools
and techniques
1. Expert Judgment
2. Analytical techniques
 Regression analysis,
 Grouping methods,
 Causal analysis
 Root cause analysis,
 Forecasting methods (e.g., time series, scenario building,
simulation, etc.),
 Fault tree analysis (FTA),
 Trend analysis
Monitor and control Project Work: tools
and techniques
3. Meetings
Monitor and control Project Work:
outputs
1. Change Requests
2. Work Performance reports e.g. , project plan update,
project document update
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; and communicating their disposition.
 It reviews all requests for changes or modifications to project
documents, deliverables, baselines, or the project
management plan and approves or rejects the changes.
Perform Integrated change control
 The key benefit of this process is that it allows for
documented changes within the project to be considered in
an integrated fashion while reducing project risk, which
often arises from changes made without consideration to the
overall project objectives or plans
Perform Integrated change control:
Inputs
1. Project Management Plan
 Scope management plan, which contains the procedures for
scope changes;
 Scope baseline, which provides product definition; and
 Change management plan, which provides the direction for
managing the change control process and documents the
formal change control board (CCB).
Perform Integrated change control:
Inputs
2. Work Performance reports
 Work performance reports of particular interest to the
Perform Integrated Change Control process include resource
availability, schedule and cost data
3. Change requests
 All of the Monitoring and Controlling processes and many of
the Executing processes produce change requests as an
output.
 Change requests may include corrective action, preventive
action, and defect repairs.
Perform Integrated change control:
Inputs
4. Enterprise Environmental Factors
5. Organizational Process Assets
 Change control procedures, including the steps by which
official organization standards, policies, plans, and other
project documents will be modified, and how any changes
will be approved, validated, and implemented;
 Procedures for approving and issuing change authorizations;
 Perform Integrated change control:
tools and techniques
1. Expert Judgment
 Consultants,
 Stakeholders, including customers or sponsors,
 Professional and technical associations,
 Industry groups,
2. Meetings
3. Change control tools
Perform Integrated change control:
outputs
1. Approved change requests
 Change requests are processed according to the change
control system by the project manager, CCB, or by an
assigned team member.
 Approved change requests will be implemented through the
Direct and Manage Project Work process.
2. Change Log
 A change log is used to document changes that occur during
a project.
Perform Integrated change control:
outputs
3. Project Management Plan updates
Elements of the project management plan that may be updated
include, but are not limited to:
 Any subsidiary plans, and
 Baselines that are subject to the formal change control
process.
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.
 The key benefit of this process is that it provides lessons
learned, the formal ending of project work, and the release
of organization resources to pursue new endeavors.
Close Project or Phase
Close Project or Phase: Inputs
1. Project Management Plan
2. Accepted deliverables Accepted deliverables may include
approved product specifications, delivery receipts, and work
performance documents. Partial or interim deliverables may
also be included for phased or cancelled projects.
 3. Organizational Process Assets Project or phase
closure guidelines or requirements (e.g., administrative
procedures, project audits, project evaluations, and transition
criteria);
close Project or Phase: tools and
techniques
1. Expert Judgment
 Other project managers within the organization,
 Project management office (PMO), and
 Professional and technical associations.
2. Analytical techniques
 Regression analysis, and
 Trend analysis.
3. Meetings
Close Project or Phase: outputs
 Final Product, Service, or result transition
 Organizational Process Assets updates
e.g. Project files—Documentation resulting from the
project’s activities, for example, project management plan;
scope, cost, schedule, and project calendars; risk registers and
other registers; change management documentation; planned
risk response actions; and risk impact.