Lecture 2: Project Integration

Management
Course Code: PXB30103/PPB37103
Introduction
• Project Integration Management is a collection of processes required
to ensure that the various elements of the projects are properly
coordinated.
• It involves making trade-offs among competing objectives and
alternatives to meet or exceed stakeholder needs and expectations.
• This knowledge area is the only one that has processes in each
process group.
• The main purpose of the integration management is to manage and
coordinate all the processes and activities during the project life cycle.
It also conducts the project as a whole in order to produce significant
outputs.
Project integration management
• Pre-initiation
• Business case
• Project charter
• Project management plan
• Perform integrated change control
Pre-initiation
• Defining its objectives, scope, purpose and deliverables to be produced.
• Internal and external stakeholders who will interact and influence the
overall outcome of the project are identified.
• Hire project team, setup the project office and review the project, to gain
approval and begin the next phase.

• Stakeholders
• According to the Project Management Institute (PMI), the term project stakeholder
refers to, "an individual, group, or organization, who may affect, be affected by, or
perceive itself to be affected by a decision, activity, or outcome of a project" (Project
Management Institute, 2013).
• They are typically the members of a project team, project managers, executives,
project sponsors, customers, and users
Business Case
• Describes the necessary information from a business standpoint to
determine whether or not the project is worth required investment.
• Commonly used for the decision making by managers or executives
above the project level.
• The business case is created as a result of one or more of the
following:
• Market demand (e.g., a car company authorizing a project to build more fuel-
efficient cars in response to gasoline shortages).
• Organizational need (e.g., due to high overhead costs a company may
combine staff functions and streamline processes to reduce costs.)
• Customer request (e.g., an electric utility authorizing a project to build a new
substation to serve a new industrial park.
• The business case is created as a result of one or more of the following (cont)
• Technological advance (e.g., an airline authorizing a new project to develop electronic tickets
instead of paper tickets based on technological advances)
• Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for
handling toxic materials)
• Ecological impacts (e.g., a company authorizing a project to lessen its environmental impact),
or
• Social need (e.g., a non governmental organization in a developing country authorizing a
project to provide
Project Charter: What Do You See?
Project charter
• The project charter is the document issued by the project initiator or
sponsor that formally authorizes the existence of a project and provides
the project manager with the authority to apply organizational resources to
project activities.
• 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
• High-level requirements
• Assumptions and constraints
• High-level project description and boundaries
Tree Swing Cartoon
Project charter cont.
• High-level risks,
• Summary milestone schedule
• Summary budget
• Stakeholder list
• Project approval requirements (i.e., what constitutes project success, who
decides the project is successful, and who signs off on the project)
• Assigned project manager, responsibility, and authority level, and
• Name and authority of the sponsor or other person(s) authorizing the project
charter
Why project charters are created?
• To satisfy one of the following;
• Market demand
• Business need
• Customer request
• Technological advance
• Legal requirement
• Social need
Project Charter
• What?
• Document; in word or PowerPoint slides; the format varies
• Why we need project charter?
• How detailed a project charter can be?
• What information needed in a project charter?
• What process?
• Template
Three basic purposes
• To introduce the project
• Created in earlier days of project
• If new people join in you can send the project charter
• Give them all information about the project to get started
• Align everyone’s thinking
• Reach an agreement or alignment such as the objectives, scope, budget and
so on.
• Obtain approval with project planning
How detailed should a project charter be?
• Just need enough information to describe project, product or solution created
• If it is too long, no one will read them
• A good project charter should have
1. Background
2. Scope
3. Objectives
4. Governance
5. Budget
6. Assumption, constraints and dependencies
Project Charter sections
• Background
• Why it is a good idea, is there any trend in industry? Any new strategic
direction been set up?
• Description of what is expected to be done within the project, what are
prerequisites for the project, and how to produce the expected amount of
work
• Scope
• Define the boundaries of your project
• Design? Build it? Test it? Market it? Sell number of units?
• The work that needs to be accomplished to deliver a product, service, or result with the
specified features and functions
Project Charter sections cont.
• Objectives
• Should be measurable, scientifically prove that you and your team can meet
the objectives
• Example: Increase sales revenue by 15% in 2017
• Governance
• List all people involve; sponsors and project team members
• The charter reader can go to the right person if there is question arise
• For example: If the project include product development, what is the method
used for testing?
Project charter sections cont.
• Budget
• Include a section on costing
• This is a target that need to be verified
• List first time cost to execute and ongoing cost
• Constraints
• Internal or external factor that dictate certain aspect of your project
• Example: If a company would like arrange a picnic, the picnic should be
arranged in certain time (not rainy season or winter in European countries)
and safe place
Project charter sections cont.
• Assumptions
• Things that you are relying on or assume to achieve objective
• Risks
• Hurricane, damaged building, safety issues
• Dependencies
• Example: The current construction depending on the completion of other
project
• Example: Testing can only be done after design and development
Project Charter: Conclusion
• The best way to create project charter is to invite everyone to a
project charter session
• Not everyone coming to the table with the same perspective
• People begin to align their way of thinking
• Once you have everything, take it back and draft your charter
• Everyone sign the document
• There are many examples of project charter template available online
Project Plan
• In any project, the good things for the project do not happen just like
that, where as bad things can. For a project to progress and get over
on time, within budget and with required quality, the project steps
need to be planned well in advance, and who will do, what, when
should be decided well in advance.
Top 10 Reasons Projects Fail
• Inadequately trained and /or inexperienced project managers
• Failure to set and manage expectations
• Poor leadership at any and all levels
• Failure to adequately identify , document and track requirements
• Poor plans and planning processes
• Poor effort estimation
• Cultural and ethical misalignment
• Misalignment between the project team and the business or other
organizations it serves
• Inadequate or misused methods
• Inadequate communication , including progress tracking and reporting
Project Management Plan
• Project Management Plan is a document that defines how a project is
executed, monitored, and controlled; it is much more than a schedule
chart.
• Project management plan is a formal, approved document that defines
how the project is executed, monitored and controlled.
• The plan’s content varies depending upon the application area and
complexity of the project.
• The project management plan is not created all at once. It is progressively
elaborated, which means it is developed, refined, revisited and updated.
• It is developed through a series of integrated processes extending through
project closure.
Project Management Plan cont.
• Most of the components of the project management plan are created in
various processes defined in the PMBOK Guide; for instance, the
Communications Management Plan is developed in the Plan
communications process.
• However, the Schedule Management Plan, Cost Management Plan, and
Scope Management Plan are created in the Develop Project Management
Plan process. When a project charter is created in the initiating process
group, it contains a summary of scope, budget and a summary (milestone)
schedule.
• When you perform the Plan Scope, Estimate Costs, and Develop Schedule
processes, you can revise the components of the project plan with more
detail to reflect a deeper understanding of the project
Project Management Plan Approval
• Since the project management plan is a formal document that is used
to manage the execution of the project, it must receive a formal
approval. Who grants the approval for the project management plan
depends on the organizational structure and a number of other
factors.
• Usually, the customer or the senior management of an organization
do not approve the project management plan document. The
customer signs the contract but often leaves the internal workings of
the organization delivering the project. Typically the project plan is
approved by the project manager, project sponsor, or the functional
managers who provide the resources for the project.
Perform Integrated Change Control
• Perform Integrated Change Control is 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.
• The inputs, tools and techniques, and outputs of this process are
depicted in figure below;

Perform Integrated Change Control: Inputs, Tools & Techniques, and Outputs
Kipling Method
• The Kipling method let you explore your problem or extend your
ideas by challenge it with the questions; What, Where, When, How,
Why and Who.
• These questions are good to use in a unsticking creative session when
people dry up and run out of ideas.
• By asking these questions you always challenge your current
perceptions and force yourself to ask new questions.
End of Lecture