Chap04 project integration management
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This chapter discusses project integration management, which involves developing comprehensive project plans, executing those plans, and managing changes. It describes developing project plans by combining outputs from other planning processes. Plan execution involves carrying out the planned work, while integrated change control coordinates changes across the project. The chapter outlines the key processes, common plan elements, stakeholder analysis, and tools to support integration like change control boards and configuration management. Project management software can help pull everything together to achieve overall project success through good integration.
Chap04 project integration management
- 1. Chapter 4: Project Integration Management IT Project Management, Third Edition Chapter 4 1
- 2. Learning Objectives • Describe an overall framework for project integration management as it relates to the other project management knowledge areas and the project life cycle • Describe project plan development, including project plan content, using guidelines and templates for developing plans, and performing a stakeholder analysis to help manage relationships • Explain project plan execution, its relationship to project planning, the factors related to successful results, and tools and techniques to assist in project plan execution • Understand the integrated change control process, planning for and managing changes on information technology projects, and developing and using a change control system • Describe how software can assist in project integration management IT Project Management, Third Edition Chapter 4 2
- 3. The Key to Overall Project Success: Good Project Integration Management • Project managers must coordinate all of the other knowledge areas throughout a project’s life cycle • Many new project managers have trouble looking at the “big picture” and want to focus on too many details (See opening case for a real example) • Project integration management is not the same thing as software integration IT Project Management, Third Edition Chapter 4 3
- 4. Project Integration Management Processes • Project Plan Development: taking the results of other planning processes and putting them into a consistent, coherent document—the project plan • Project Plan Execution: carrying out the project plan • Integrated Change Control: coordinating changes across the entire project IT Project Management, Third Edition Chapter 4 4
- 5. Figure 4-1. Project Integration Management Overview Note: The PMBOK® Guide 2000 includes similar charts for each knowledge area. IT Project Management, Third Edition Chapter 4 5
- 6. Figure 4-2. Framework for Project Integration Management Focus on pulling everything to- gether to reach project success! IT Project Management, Third Edition Chapter 4 6
- 7. Project Plan Development • A project plan is a document used to coordinate all project planning documents • Its main purpose is to guide project execution • Project plans assist the project manager in leading the project team and assessing project status • Project performance should be measured against a baseline plan IT Project Management, Third Edition Chapter 4 7
- 8. Attributes of Project Plans Just as projects are unique, so are project plans • Plans should be dynamic • Plans should be flexible • Plans should be updated as changes occur • Plans should first and foremost guide project execution IT Project Management, Third Edition Chapter 4 8
- 9. Common Elements of a Project Plan • Introduction or overview of the project • Description of how the project is organized • Management and technical processes used on the project • Work to be done, schedule, and budget information IT Project Management, Third Edition Chapter 4 9
- 10. Table 4-1. Sample Outline for a Software Project Management Plan (SPMP) Project Management Plan Sections Introduction Project Managerial Technical Work Organization Process Process Packages, Schedule, and Budget Section Project Process model; Management Methods, tools, Work Topics overview; organizational objectives and and packages; project structure; priorities; techniques; Dependencies; deliverables; organizational assumptions, software resource evolution of boundaries and dependencies, documentation; requirements; the SPMP; interfaces; and and project budget and reference project constraints; support resource materials; responsibilities risk functions allocation; definitions and management; and schedule acronyms monitoring and controlling mechanisms; and staffing plan IEEE Std 10581-1987 IT Project Management, Third Edition Chapter 4 10
- 11. What the Winners Do "The winners clearly spell out what needs to be done in a project, by whom, when, and how. For this they use an integrated toolbox, including PM tools, methods, and techniques…If a scheduling template is developed and used over and over, it becomes a repeatable action that leads to higher productivity and lower uncertainty. Sure, using scheduling templates is neither a breakthrough nor a feat. But laggards exhibited almost no use of the templates. Rather, in constructing schedules their project managers started with a clean sheet, a clear waste of time." * Milosevic, Dragan and And Ozbay. “Delivering Projects: What the Winners Do.” Proceedings of the Project Management Institute Annual Seminars & Symposium (November 2001) IT Project Management, Third Edition Chapter 4 11
- 12. Stakeholder Analysis • A stakeholder analysis documents important (often sensitive) information about stakeholders such as – stakeholders’ names and organizations – roles on the project – unique facts about stakeholders – level of influence and interest in the project – suggestions for managing relationships IT Project Management, Third Edition Chapter 4 12
- 13. Table 4-2. Sample Stakeholder Analysis Key Stakeholders Ahmed Susan Erik Mark David Organization Internal Project team Project team Hardware Project senior vendor manager for management other internal project Role on Sponsor of DNA Lead Supplies Competing project project and sequencing programmer some for company one of the expert instrument resources company's hardware founders Unique facts Demanding, Very smart, Best Start-up Nice guy, likes details, Ph.D. in programmer company, he one of oldest business biology, I know, knows we people at focus, easy to work weird sense can make company, Stanford with, has a of humor him rich if has 3 kids in MBA toddler this works college Level of Very high Very high High Very high Low to interest medium Level of Very high; Subject High; hard Low; other Low to influence can call the matter to replace vendors medium shots expert; available critical to success Suggestions Keep Make sure Keep him Give him He knows on managing informed, let she reviews happy so he enough lead his project relationship him lead specification stays; time to takes a back conversation s and leads emphasize deliver seat to this s ,do as he testing; can stock hardware one, but I says and do some options; can learn quickly work from likes from him home Mexican food IT Project Management, Third Edition Chapter 4 13
- 14. Project Plan Execution • Project plan execution involves managing and performing the work described in the project plan • The majority of time and money is usually spent on execution • The application area of the project directly affects project execution because the products of the project are produced during execution IT Project Management, Third Edition Chapter 4 14
- 15. What Went Wrong? • Many people have a poor view of plans based on past experiences. Senior managers often require a plan, but then no one follows up on whether the plan was followed. • For example, one project manager said he would meet with each project team leader within two months to review their plans. The project manager created a detailed schedule for these reviews. He cancelled the first meeting due to another business commitment. He rescheduled the next meeting for unexplained personal reasons. Two months later, the project manager had still not met with over half of the project team leaders. • Why should project members feel obligated to follow their own plans when the project manager obviously did not follow his? IT Project Management, Third Edition Chapter 4 15
- 16. Important Skills for Project Execution • General management skills like leadership, communication, and political skills • Product skills and knowledge (see example of “What Went Right?” on p. 120) • Use of specialized tools and techniques IT Project Management, Third Edition Chapter 4 16
- 17. Tools and Techniques for Project Execution • Work Authorization System: a method for ensuring that qualified people do work at the right time and in the proper sequence • Status Review Meetings: regularly scheduled meetings used to exchange project information • Project Management Software: special software to assist in managing projects IT Project Management, Third Edition Chapter 4 17
- 18. Integrated Change Control • Integrated change control involves identifying, evaluating, and managing changes throughout the project life cycle (Note: 1996 PMBOK called this process “overall change control”) • Three main objectives of change control: – Influence the factors that create changes to ensure they are beneficial – Determine that a change has occurred – Manage actual changes when and as they occur IT Project Management, Third Edition Chapter 4 18
- 19. Figure 4-3. Integrated Change Control Process IT Project Management, Third Edition Chapter 4 19
- 20. Change Control on Information Technology Projects • Former view: The project team should strive to do exactly what was planned on time and within budget • Problem: Stakeholders rarely agreed up-front on the project scope, and time and cost estimates were inaccurate • Modern view: Project management is a process of constant communication and negotiation • Solution: Changes are often beneficial, and the project team should plan for them IT Project Management, Third Edition Chapter 4 20
- 21. Change Control System • A formal, documented process that describes when and how official project documents and work may be changed • Describes who is authorized to make changes and how to make them • Often includes a change control board (CCB), configuration management, and a process for communicating changes IT Project Management, Third Edition Chapter 4 21
- 22. Change Control Boards (CCBs) • A formal group of people responsible for approving or rejecting changes on a project • CCBs provide guidelines for preparing change requests, evaluate change requests, and manage the implementation of approved changes • Includes stakeholders from the entire organization IT Project Management, Third Edition Chapter 4 22
- 23. Making Timely Changes • Some CCBs only meet occasionally, so it may take too long for changes to occur • Some organizations have policies in place for time-sensitive changes – “48-hour policy” allows project team members to make decisions, then they have 48 hours to reverse the decision pending senior management approval – Delegate changes to the lowest level possible, but keep everyone informed of changes IT Project Management, Third Edition Chapter 4 23
- 24. Configuration Management • Ensures that the products and their descriptions are correct and complete • Concentrates on the management of technology by identifying and controlling the functional and physical design characteristics of products • Configuration management specialists identify and document configuration requirements, control changes, record and report changes, and audit the products to verify conformance to requirements IT Project Management, Third Edition Chapter 4 24
- 25. Table 4-3. Suggestions for Managing Integrated Change Control • View project management as a process of constant communications and negotiations • Plan for change • Establish a formal change control system, including a Change Control Board (CCB) • Use good configuration management • Define procedures for making timely decisions on smaller changes • Use written and oral performance reports to help identify and manage change • Use project management and other software to help manage and communicate changes IT Project Management, Third Edition Chapter 4 25
- 26. Using Software to Assist in Project Integration Management • Several types of software can be used to assist in project integration management – Documents can be created with word processing software – Presentations are created with presentation software – Tracking can be done with spreadsheets or databases – Communication software like e-mail and Web authoring tools facilitate communications – Project management software can pull everything together and show detailed and summarized information (see Appendix A for details) IT Project Management, Third Edition Chapter 4 26
- 27. ResNet Summary Gantt Chart IT Project Management, Third Edition Chapter 4 27