You are on page 1of 18

7/14/12

Project Integration Management


Click to edit Master subtitle style

Project Management Framework Nine Knowledge Areas

7/14/12

7/14/12

Definition

Project Integration Management involves coordinating all of the other project management knowledge areas throughout a projects life cycle. Integrating the work of all the people involved in the project by focusing on good communication and relationship management with all project stakeholders. Project Integration Management must occur within the context of the entire organization, not just within a particular project.

Main processes involved in Project Integration Management

7/14/12

Developing the Project Charter Project Management Plans and Managing Project Execution

Developing Directing

Deliverables performance information

Work

Monitoring Change Project Project

and controlling Project Work

Requests

Management Plan Updates Document Updates

Performing

Integrated Change Control

7/14/12

7/14/12

Project selection
Based

on Strategic Planning

Strategic

Planning involves determining long-term objectives by analyzing the strengths and Weaknesses of an organisation, studying opportunities and threats in the business environment [SWOT Analysis], predicting future trends, and projecting the need for new products and services. planning provides important information to help organisations identify and then select potential projects.

Strategic

7/14/12

Identifying potential projects


Information

Technology strategy planning

Business

Area Analysis

Project

planning Allocation

Resource

7/14/12

Methods for selecting projects


Focusing

on broad organisational needs

(like, improve safety, increase morale, improve customer service, better communications etc) Satisfy 3 imp criteria - Need, Funding and Will

Categorizing Impetus Time

information technology projects

for the project ( To respond to a Problem / Opportunity / Directive) window for the project

General

priority for the project based on business environment.

Performing

net present value or other financial analyses (NPV, Return on Investment, Payoff Analysis)

weighted scoring model


A

7/14/12

weighted scoring model is a tool that provides a systematic process for selecting projects based on many criteria. possible criteria for information technology projects include:
Supports Has Has

Some

key business objectives

strong internal sponsor strong customer support realistic level o f technology

Uses Can

he implemented in one year or Iess positive NPV

Provides Has

low risk in meeting scope, time and cost goals

7/14/12

balanced scoreboard
A

balanced scorecard is a methodology that converts an organisations value drivers (customer service, innovation, operational efficiency, financial performance) to a series of defined metrics. record and analyze these metrics to determine how well projects help them achieve strategic goals.

Organisations

Assignment 1
Date of Assignment : 22/6/2012 Date of submission : 26/6/2012

Q1) Perform a financial analysis

for a project . Assume the projected costs and benefits for this project are spread over four years as follows: Estimated costs are $200,000 in Year 1 and $30,000 each year in Years 2, 3, and4. Estimated benefits are $0 in Year 1 and $100,000 each year in Years 2,

7/14/12

7/14/12

Project Charter
After

top management decides on which project to pursue, it is important to let the rest of the organisation know about these projects, in the form of a document called project charter. Project Charter will serve as an internal document that captures high level planning information (scope, deliverables, assumptions, etc.) about the Project. Project Manager creates the Project Charter in the Initiation Phase of the Project, in consultation with the Business Manager. Its purpose is to recognize the existence of the

The

The

7/14/12

Project management plan


After

creating a project charter, the next Step in project integration management is preparing a project management plan. the project management plan involves coordinating all planning efforts to create a consistent, coherent document- the project management plan. The main purpose of project plans is to facilitate action.

Developing

Contents of Software Project Management Plan


7/14/12

Directing and Managing Project Execution


Directing

7/14/12

and managing project execution involves carrying out the project plans by performing the activities included in it. Project plan execution should require the majority of a project's budget. Planning and Execution a strong Leadership and a supportive culture on Product, Business, and Application Area Knowledge Execution Tools and Techniques

Coordinating Providing

Capitalizing

Project

Monitoring and controlling project work


Monitoring

7/14/12

and controlling project work is needed to meet the performance objectives of the project. The project team should continuously monitor project performance to assess the overall health of the project. Project Management Plan, Performance Reports, Enterprise Environmental factors, and organisational process assets are all important inputs for monitoring and controlling project work. project management plan provides the baseline for identifying and controlling project changes.

The

The

7/14/12

Performing integrated change control


Performing

integrated change control involves identifying, evaluating, and managing changes throughout the project life cycle.

change control system often includes a change control board (CCB), configuration management, and a process for communicating changes. Control on Information Technology

Change

Projects

7/14/12

Closing projects or phases


Closing

the project or phase involves finalizing all project activities. It is important to follow good procedures to ensure that all project activities are completed and that the project sponsor accepts delivery of the final products, services, or results of the project.