Project Integration Management

1. Project Integration Management

2. Project Management Process Groups • Initiating • Planning • Executing • Monitoring and controlling • Closing

3. Stage/Phase Gates Phase 2 Project Life Cycle Phase 1 Phase 3 Phase 4 Stage Gates

4. Project Integration Involves • Developing the project charter • Developing the preliminary project scope statement • Developing the project plan • Directing and managing the project execution • Monitoring and controlling the project • Managing integrated change control • Closing the project

5. Elements of the Project Charter(authorizing the project and the project manager) • Project requirements for satisfaction • The big picture • Project purpose • Milestone schedule • Stakeholder influences • Functional organizations • Assumptions • Constraints

6. Preliminary Project Scope Statement • Defines what the project will accomplish, create, and deliver. • Defines the purpose of the project, in detail, so that all stakeholders may share a common understanding of the project.

7. Preliminary Project Scope Statement • Project objectives • Project deliverable characteristics • Acceptance criteria • Project boundaries of what’s in the project and what will be excluded • Constraints and assumptions • Initial project risks • Milestones • The initial work breakdown structure • A rough order of magnitude cost estimate • A configuration of management requirements • Approval requirements

8. Project Plans • Project Scope Management Plan • The Schedule Management Plan • The Cost Management Plan • The Quality Management Plan • The Process Improvement Plan • The Staffing Management Plan • The Communications Management Plan

9. Project Plans, Cont. • The Risk Management Plan • The Procurement Management Plan • The Milestone List • The Resource Calendar • Project Baselines • The Risk Register

10. THE PLANNING PROCESS

11. Sorting Out the Project • Hierarchical Planning Process • begin with project’s objectives • list major activities needed to achieve objectives (Level 1 Activities) • delegate level 1 activities to individuals or functional areas to develop list of Level 2 activities … • degree of detail should be same within a given level

12. The Project Action Plan • Project activities identified and arranged in successively finer detail (by levels). • Type and quantity of each required resource identified for each activity. • Predecessors and durations estimated for each activity. • Milestones identified. • Individual or group assigned to perform the work identified for all activities.

13. Managing Project Scope

14. Lateral Thinking Question: Eight chocolates are arranged in an antique candy dish. Eight people each take one chocolate. There is one chocolate remaining in the dish. How can that be? Question: How could your pet Yorkie fall from the window of an 18-story building and live?

15. Project Scope Management Definition: the processes to ensure that the project includes all work required, and only the work required, to complete the project successfully • It defines what work is needed to complete the project objectives • It determines what is included in the project. • It serves as a guide to determine what work is not needed to complete the project objectives. • It serves as a point of reference for what is not included in the project.

16. Scope Statement

17. Defining the Project Step 1: Defining the Project Scope Step 2: Establishing Project Priorities Step 3: Creating the Work Breakdown Structure Step 4: Integrating the WBS with the Organization Step 5: Coding the WBS for the Information System

18. Step 1: Defining the Project Scope • Project Scope • A definition of the end result or mission of the project—a product or service for the client/customer—in specific, tangible, and measurable terms. • Purpose of the Scope Statement • To clearly define the deliverable(s) for the end user. • To focus the project on successful completion of its goals. • To be used by the project owner and participants as a planning tool and for measuring project success.

19. Project Scope Checklist • Project objective • Deliverables • Milestones • Technical requirements • Limits and exclusions • Reviews with customer

20. Project Scope: Terms and Definitions • Scope Statements • Also called statements of work (SOW) • Project Charter • Can contain an expanded version of scope statement • A document authorizing the project manager to initiate and lead the project. • Scope Creep • The tendency for the project scope to expand over time due to changing requirements, specifications, and priorities.

21. THE WORK BREAKDOWN STRUCTURE

22. Step 3: Creating the Work Breakdown Structure • Work Breakdown Structure (WBS) • An hierarchical outline (map) that identifies the products and work elements involved in a project • Defines the relationship of the final deliverable (the project) to its subdeliverables, and in turn, their relationships to work packages • Best suited for design and build projects that have tangible outcomes rather than process-oriented projects

23. Hierarchical Breakdown of the WBS FIGURE 4.3

24. How WBS Helps the Project Manager • WBS • Facilitates evaluation of cost, time, and technical performance of the organization on a project • Provides management with information appropriate to each organizational level • Helps in the development of the organization breakdown structure (OBS), which assigns project responsibilities to organizational units and individuals • Helps manage plan, schedule, and budget • Defines communication channels and assists in coordinating the various project elements

25. Work Breakdown Structure FIGURE 4.4

26. Work Packages • A Work Package Is the Lowest Level of the WBS. • It is output-oriented in that it: • Defines work (what) • Identifies time to complete a work package (how long) • Identifies a time-phased budget to complete a work package (cost) • Identifies resources needed to complete a work package (how much) • Identifies a single person responsible for units of work (who)

27. Simple Approach for Creating the WBS • Gather Project Team • Provide Team Members with Pad of Sticky-Notes • Team Members Write Down all Tasks They can Think of. • Sticky-Notes Placed and Arranged on Wall

28. Assigning Project Work • Factors to Consider in Assigning Work: • Don’t always pick the same people for the toughest assignments. • Choose people with an eye to fostering their development through participation on the project. • Pick people with compatible work habits and personalities but who complement each other. • Team-up veterans with new hires to share experience and socialize newcomers into the organization. • Select people who may need to learn work together on later stages of the project or other projects.