PROJECT Integration

MANAGEMENT

Integration management is the project management

knowledge area that includes processes that are required to
ensure that all the projects components are coordinated
correctly in order to achieve the project goals.

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 OVERVIEW OF THE PROJECT INTEGRATION MANAGEMENT

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 Develop Project Charter
Creating the project charter, which formally establishes the project and
gives the project manager authority to spend money and commit
resources to the project .

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 PROJECT CHARTER

A document issued by the sponsor during project initiating

that:

• Formally recognizes (authorizes) the existence of the project

• Gives the project manager authority to spend money and commit
resources to the project
• Provides the objectives, high-level requirements, and success
criteria for the project.
• Identifies the constraints and high-level risks for the project
• Uncovers assumptions about the project
• Links the project to the ongoing work of the organization

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 CONTENTS OF PROJECT CHARTER

• Project purpose or justification,

• Measurable project objectives and related success criteria,
• High-level requirements,
• Assumptions and constraints,
• High-level project description and boundaries,
• High-level risks,
• Summary milestone schedule,
• Summary budget,
• Stakeholder list,
• Project approval requirements),
• Assigned project manager, responsibility, and authority level, and
• Name and authority of the sponsor or other person(s) authorizing the
project charter.

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 Project Boundaries

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 Check List for Project Charter

Project Overview
Problem statement. Make a brief description of the business problem the project should address.
Try to use simple words and expressions. The description should state the business problem but not
refer to how it would be resolved. Identify names of the stakeholders and customers who will be
involved or interested in the project.
Project description. Develop a general description of your project and identify the approach or
solution it will use to address the business problem. The description should clearly summarize how the
project will solve the business problem, deliver the expected outcomes and meet performance
objectives. Point to key information and requirements associated with the proposed approach or
solution.
Goals and objectives. Make a detailed description of goals and objectives of your project with
reference to the Business Case. The goals point to expected outcomes to be received in the end of the
project. The objectives define how the expected outcomes will be achieved.
Technical requirements. A description of technical requirements refers to determination of the
project scope.

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Critical success factors. Set a number of factors or characteristics that are critical to success of the
proposed project. Each critical success factor should be clearly stated and understood by all
stakeholders. The factors directly affect the ability of the team to achieve the objectives and goals.
Constraints. A description of constraints will let comprehend the limiting factors that restrict options
of the team regarding the scope, scheduling, and budgeting.
Assumptions. Create a list of assumptions that show the processes and/or services affected by the
project. Assumptions have an impact to budgets, technology, schedules, staffing etc.

Authority and Milestones

Finance authority. Identify and prove an amount of financial resources required to initiate and
accomplish your project. Determine the method of finance and identify source of financial authorization.
Control authority. Create and prove management control policies that will be used to adjust
relationships between project participants and regulate oversight activities. Identify both internal and
external oversight bodies.
Major milestones. Make a list of the key milestones (deliverables and dates) that will represent
accomplishment of specific jobs and the final product after the project completion.

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 The Project Statement of Work (SOW)
The project statement of work (SOW) is a narrative description of products, services, or
results to be delivered by a project. For internal projects, the project initiator or sponsor
provides the statement of work based on business needs, product, or service
requirements. For external projects, the statement of work can be received from the
customer as part of a bid document, (e.g., a request for proposal, request for
information, or request for bid) or as part of a contract. The SOW references the
following:

Business need.

Product scope description.

Strategic plan

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 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. The key benefit of this process is a central document
that defines the basis of all project work. The inputs, tools and techniques, and
outputs for this process are depicted .

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 Expert judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert
judgment is applied to all technical and management details during this process. Such
expertise is provided by any group or individual with specialized knowledge or training and is
available from many sources, including:
• Other units within the organization,
• Consultants,
• Stakeholders, including customers or sponsors,
• Professional and technical associations,
• Industry groups,
• Subject matter experts (SME), and
• Project management office (PMO).
Facilitation techniques
Facilitation techniques have broad application within project management processes and
guide the development of the project charter. Brainstorming, conflict resolution,
problem solving, and meeting management are examples of key techniques used by
facilitators to help teams and individuals accomplish project activities.

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 What are Baselines?
The parts of the project management plan against which actual project
performance is measured .

What three elements make up the performance measurement baseline?

Schedule baseline
Scope baseline
Cost baseline

What is a configuration management plan?

A plan to make sure everyone knows what version of the scope, schedule, and
other components of the project management plan are the latest versions It
defines how you will manage changes to the deliverables and processes and the
resulting documentation

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 What is a kickoff meeting?
A meeting of all parties to the project (all project stakeholders, including
sellers) to make sure everyone is "on the same page .

When does it occur?

At the end of the planning process group.

What is a work authorization system?

The project manager's system for authorizing the start of work packages or
activities ,It ensures work is done at the right time and in the proper
sequence.

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 What is included inCONTENTS OF PROJECT
a Project Management Plan?MANAGEMENT PLAN

• 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 ,
• Procurement management plan and
• Stakeholder management plan .

Project baselines include,

• Scope baseline ,
• Schedule baseline , and
• Cost baseline .

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 PROJECT DOCUMENTS

What are project documents?

Any documents used to manage a project that are not part of the project management
plan, including:

Project charter
Project statement of work
Procurement statement of work
Agreements and contracts
Stakeholder register
Requirements documentation
Activity list
Quality metrics
Risk register
Issue log
Change log
Any other such documentation

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What comes in the Project Management Plan and Project documents

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 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. The key benefit of this process is
that it provides overall management of the project work.

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 ACTIVITIES PERFORMED DURING DIRECT AND MANAGED PROJECT WORK

• 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;
• Establish and manage project communication channels, both external and internal to the
project team;
• Generate work performance data, such as cost, schedule, technical and quality progress, and
status to facilitate forecasting;
• Issue change requests and implement approved changes into the project’s scope, plans, and
environment;
• Manage risks and implement risk response activities;
• Manage sellers and suppliers;
• Manage stakeholders and their engagement; and
• Collect and document lessons learned and implement approved process improvement
activities.
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 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.

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 ACTIVITIES PERFORMED DURING MONITORING AND CONTROLING

 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;
 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; and
 Providing appropriate reporting on project progress and status to program
management when the project is part of an overall program.

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 Analytical techniques

Analytical techniques are applied in project management to forecast potential outcomes

based on possible variations of project or environmental variables and their relationships
with other variables. Examples of analytical techniques used in projects are:
• Regression analysis,
• Grouping methods,
• Causal analysis
• Root cause analysis,
• Forecasting methods (e.g., time series, scenario building, simulation, etc.),
• Failure mode and effect analysis (FMEA),
• Fault tree analysis (FTA),
• Reserve analysis,
• Trend analysis,
• Earned value management, and
• Variance analysis.

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 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.

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 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
endeavours.

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 When all the work is done, the project isn’t really complete yet. Exactly
what we need to do will vary from one project to the next. Here’s a
checklist; do any of these that you need to do on each project.

Deliver the result

Install the product
Test end to end
Provide training or instructions,
Plan for operation and maintenance
Ensure customer delight
Close the contract

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 Role of PM during Integration Management
1.Get users involved in the project from the start – good advice related to project stakeholder
management.
2. Choose the project team carefully – project team selection is often a weak point in project
management.
3. Keep project information in one place – as a central point of access to information for the project
team.
4. Hold many meetings – communication is critical in projects and another common weak point.
5. Earn the Nobel Prize for diplomacy – project managers need to work with many different people and
diplomacy will be valuable here.
6. Watch out for scope creep – another major cause of failure.
7. Maintain quality – don’t cut corners on the project.
8. Don’t be afraid to call a time out – valuable advice in many business situations when a time for
reflection is of benefit.
9. Use a proven tracking system – use systems that will let you know early that you need to act on an
issue.
10. Roll with the punches – being a PM is a tough job.

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 Four Keys to Project Integration Management

Get Buy-In

Create a Plan of Attack

Be Willing to Make Tradeoffs

Learn From Your Mistakes (And Successes)

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 The 14 Questions for Every Project
1.Why are we doing this project?Why is it good for our company?
2.What are we making?
3.How will we make it?
4.When will we do it?
5.How much time will it take?
6.How much money will it cost
7. What makes it good?.
8. How can we make sure it gets done?
9. What could go wrong?
10. Who will do it?.
11. How will we keep in touch and stay on the same page?
12. What do we need? How will we get it? .
13. How do we keep it all together?What do we do if things change in the middle?
14.Whether we should do the project or cancel it? If things go wrong during
a project, we can say, “No, we should cancel this project.”

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 The 14 Questions for Every Project
1.Why are we doing this project?Why is it good for our company?
Focus on value, benefit, and purpose - Project scope management
2.What are we making? Define the scope of the project. Project scope management.
3.How will we make it? Project scope management.
4.When will we do it? Project time management.
5.How much time will it take? Project time management.
6.How much money will it cost? Project cost management.
7. What makes it good? Project quality management.
8. How can we make sure it gets done? Project risk management.
9. What could go wrong? Project risk management.
10. Who will do it? Project human resources management.
11. How will we keep in touch and stay on the same page? Project communications
management.
12. What do we need? How will we get it? Project procurement management.
13. How do we keep it all together?What do we do if things change in the middle? Project integration
management.
14.Whether we should do the project or cancel it? If things go wrong during
a project, we can say, “No, we should cancel this project.”
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 THANKS AND WHAT IS NEXT

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 PROJECT SCOPE MANAGEMENT

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