What is …

Project Integration Management?

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 Project Integration Management involves coordinating all of the other project

management knowledge areas throughout a project’s life cycle. This integration ensures
that all the elements of a project come together at the right times to complete a project
successfully.

Project Integration Management is considered the key to overall project success.

If Project Management is the theory, then Project Integration Management is the practical
application of Project Management.

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Project Integration Management includes Interface Management which is managing the points
of interaction between the parts of the project.

This includes everyone from Managers that report to you, to departments in your organization,
and contractors, so communication is extremely important. With communication being so
important remember that it’s easier to communicate with people if you have a good business
relationship with them

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The 6 main processes of

 Project Integration Management are …

1. Developing the Project Charter

 This is the document that formally authorizes the project

The project charter is in essence the Project Manager’s work order

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2. Developing the Project Management Plan

This document is the Project Manager’s initial game plan.

It’s a guide, not a rule.

3. Developing and Managing Project Work

 this involves implementing the Project Management Plan

4. Monitoring and Controlling Project Work

 this involves overseeing the project’s progress

5. Performing Integrated Change Control

 this involves changing the original Project Management Plan to adapt

6. Closing the Project or Phase

 Finalize project activities to formally close the project

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Strategic Planning and Project Selection

 Strategic Planning involves determining long term objectives by assessing the

organization’s strengths and weaknesses. SWOT analysis is used here.

The business environment and consumer trends are huge factors in what the next project will
be.
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Continued …

 Identifying Potential Projects is the next step after Strategic Planning. After you’ve
figured out what type of project you want to do you select the specific project that aligns
with the selected type. SWOT analysis is used here again.

Aligning IT with Business Strategy

 The problem is Managers often don’t understand the possibilities, potential, and
limitations of technology while IT professionals aren’t in tune with changing business
needs. The organization’s IT strategy and business strategy must align.

Like two people that have to work together but don’t understand what the other does.

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Organisation use Many Ways

 Focusing on broad organizational needs

 Categorizing IT projects
 Performing net present value or other financial analyses
 Using a weighted scoring model
 Implementing a balanced scorecard

Focusing on Broad Organisational Needs

 Projects that meet a broad organisational need are more likely to succeed because they
will be important to the organisation
 Difficult for IT projects to meet broad organisational needs

Organizations identify many potential projects as part of their strategic planning processes, and
they need to narrow down the list of potential projects to the ones that will be

of most benefit.

They often rely on experienced project managers to help them make project selection decisions.
Selecting projects is not an exact science, and many methods
exist for selecting projects.

Five common techniques are:

• Focusing on broad organizational needs

• Categorizing IT projects

• Performing net present value or other financial analyses

• Using a weighted scoring model

• Implementing a balanced scorecard

Net Present Value

3 methods of analysing finances

Net present value (NPV) analysis is a method

Of calculating the expected net monetary gain or loss from a project by discounting all expected
future cash inflows and outflows to the present point in time

Projects with a positive NPV should be considered if

financial value is a key criterion. The higher the NPV, the better

Determine estimated costs and benefits for the life of the project and the products it produces

Determine the discount rate (check with your organization on what to use)

Calculate the NPV (see text for details)

ROI

Return on investment (ROI) is calculated by subtracting the project costs from the benefits and
then dividing by the costs

ROI = (total discounted benefits - total discounted costs) /discounted costs.The higher the ROI
the better

Internal rate of return (IRR) can by calculated by

finding the discount rate that makes the NPV equal to zero
Developing Project Charter

The process of developing a document that formally authorizes a project or a phase and
documenting initial requirements that satisfy the stakeholder's needs and expectations.

Establishes partnership between the performing organizations and the requesting organization
(or customer, in the case of external projects).

Key project stakeholders should sign a project charter to acknowledge agreement on the need
and intent of the project; a signed charter is a key output of project integration management
Project Charter Description and Components

Project Description: This is a high-level description of the goals of your project. It's usually a few
sentences that describe the project's main purpose.

Project Requirements (SOW):Anything you know that the customer, stakeholder, or sponsor
expects to get-out of the project should go here.

Describes the product your project has to make.

Assigned Project Manager and Authority Level: Who the project manager is and what he/she
has to do

Summary Milestone Schedule: (very high-level schedule) A list of dates that your project needs
to meet

Input - Project Statement of Work (SOW)

A input into the Develop Project Charter Process, the statement of work is a narrative
description of products or services to be delivered by the project

Input - Business Case

Provides the necessary information from a business standpoint to determine whether or not the
project is worth the required investment. Typically the business need and the cost-benefit
analysis are contained in the business case

Input - Agreement

An exchange of promises, a mutual understanding or arrangement; a contract. A document or

communication defining initial intentions or a project.

Input - Enterprise Environmental Factors

-Government or industry standards

-Organization infrastructure
-Marketplace conditions

Input - Organizational Process Assets

1.Organizational standard processes, policies and standardized process definitions for use in
the organization
2.Templates (e.g., project charter template) -
3. Historical information
4. lessons learned knowledge base

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Business Case: This section lists the reasons why it makes sense for your business to do this
project.

The major stakeholders and their influences and project interest.

The measurable success criteria for the project and who'll sign off and measure those success
points when the project is completed.

Input - Project Statement of Work (SOW)

A input into the Develop Project Charter Process, the statement of work is a narrative
description of products or services to be delivered by the project
Input - Business Case

Provides the necessary information from a business standpoint to determine whether or not the
project is worth the required investment. Typically the business need and the cost-benefit
analysis are contained in the business case

Input - Agreement

An exchange of promises, a mutual understanding or arrangement; a contract. A document or

communication defining initial intentions or a project.

Input - Enterprise Environmental Factors

-Government or industry standards

-Organization infrastructure
-Marketplace conditions

Input - Organizational Process Assets

1.Organizational standard processes, policies and standardized process definitions for use in
the organization
2.Templates (e.g., project charter template) -
3. Historical information
4. lessons learned knowledge base

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Inputs for Project Charter

Common Project Failures
 A project statement of work
 A business case  Declining Profits
 Agreements  Rework of Project
 Enterprise environmental factors  Low project motivation
 Organizational Process Assets

Input - Project Statement of Work (SOW)

A input into the Develop Project Charter Process, the statement of work is a narrative
description of products or services to be delivered by the project

Input - Business Case

Provides the necessary information from a business standpoint to determine whether or not the
project is worth the required investment. Typically the business need and the cost-benefit
analysis are contained in the business case

Input - Agreement

An exchange of promises, a mutual understanding or arrangement; a contract. A document or

communication defining initial intentions or a project.

Input - Enterprise Environmental Factors

-Government or industry standards

-Organization infrastructure
-Marketplace conditions

Input - Organizational Process Assets

1.Organizational standard processes, policies and standardized process definitions for use in
the organization
2.Templates (e.g., project charter template) -
3. Historical information
4. lessons learned knowledge base

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Develop Scope Statement

Created at an early stage in the project to reflect the stakeholders common understanding of
major activities to be performed in the project, and to provide a basis for future project
decisions.

Defines the project and what it does and does not need to accomplish

Develop PMP

 A project management plan is a document used to coordinate all project planning

documents and help guide a project’s execution and control.

Plans created in the other knowledge areas are considered subsidiary parts of the overall
project management plan.

 Project management plans also document project planning assumptions and decisions
regarding choices, facilitate communication among stakeholders, define the content,
extent, and timing of key management reviews, and provide a baseline for progress
measurement and project control.
Develop PMP

 To create and assemble a good project management plan, the project manager must
practice the art of project integration management, because information is required from
all of the project management knowledge areas.

Working with the project team and other stakeholders to create a project management plan will
help the project manager guide the project’s execution and understand the overall project.

Directing and Managing Project Work

 Directing and Managing Project Work is like Monitoring and Controlling but is more
involved as it takes into account leading the project team rather than overseeing it.
Project Risk Management and Project Procurement Management are also considered
here.

Coordinating Planning and Execution

 The main purpose of creating a Project Management Plan is to guide the project to
Execution. You’re more likely to have a successful project with a Project Management
Plan while there’s no point in even making one if you’re not going to execute it. They are
directly related and always go together.

The general rule is “those who will do the work should plan the work”. Everyone needs to
develop both planning and execution skills.

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Providing Strong Leadership and a Supportive Culture

 Project Managers must lead by example to demonstrate the importance of the Project
Plan and following it to execution.

 If a Project Manager follows their own plan, then their team are more likely to as well.

Continued …

 Supportive Culture refers to the support everyone gets in the organization. Useful
guidelines that are followed make it easier for Project Managers and their teams do their
work.

 In contrast organizations with confusing guidelines or a lot of bureaucracy will hinder
getting work done.

Capitalizing on Product, Business, and Application Area Knowledge

 These are needed in addition to strong leadership, communication, and political skills.

Continued …

 In a small operation a Project Manager will be more hands on while in a larger operation
with more team members leading them becomes a priority.

On very large projects however it is best the Project Manager understands the business and
application area of the project and delegate the technical aspect.

Project Execution Tools and Techniques

1. 1. Expert Judgement

1. 2. Meetings

1. 3. Project Management Information Systems

Expert Judgement

 Project Managers gather all the information they can and won’t hesitate to consult the
experts if it means a more informed decision in the end.
Meetings

 Meetings are important as they develop relationships, let you pick up on body language
and tone voice, and have a dialogue you just can’t get with emails and workorders.

Project Management Information Systems

 This is the collaborative software that streamlines Project Management to increase

productivity, promote communication, and reduce confusion.

While these are all important to Project Execution they won’t matter if there isn’t positive
leadership and strong teamwork.

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4.7 - Monitor and Control

 Monitoring and controlling project work involves continuously collecting, measuring, and
disseminating performance information.

 It also involves assessing measurements and analyzing trends to determine what

process improvements can be made.

 This helps to identify areas that may require special attention.

Important Inputs to Monitor

Important inputs to monitor include:

-The project management plan

-The schedule and cost forecasts

-Validated changes

-Work performance information

-Enterprise environment factors

-Organizational process assets

Baselines
A baseline is the approved project management plan plus approved changes. A baseline
describes different project goals and how to meet them.

If any changes must be made, the team must revise the project management plan and have it
approved by the project sponsor.

The three baselines are cost, schedule and scope.

Important Outputs to Monitor

Change requests:

-These include recommended corrective and preventive actions and defect repairs.

Work performance reports:

-Includes status reports, progress reports, memos, and other documents used to
communicate performances.

Configuration Management

 Ensures that the description s of the project’s products are correct and complete
 Involves identifying and controlling the functional and physical design characteristics of
products and their support documentation
 Configuration Management Specialists are often called upon for large projects
 Their job is to identify and document the characteristics of the products of the project,
control the changes to the characteristics, and record and report the changes
Close Project/ Phase

To close a project or phase, you must finalize all

activities and transfer the completed or cancelled

work to the appropriate people

Main outputs include

1.
o Final product, service, or result transition
o Organizational process asset updates

4.10 –Software

Project teams use various types of software to assist in project integration management.

This is can range from sharing word documents over email to using high-end tools that show
column charts, bar charts pie charts, and bubble charts

Kathy Schwalbe - Information Technology Project Management, Eighth Edition

4.10 –Software
Project management software is also an important tool for developing and integrating project
planning documents, executing the project management plan and related project plans,
monitoring and controlling project activities, and performing integrated change control.

In recent years, the growth of cloud computing has transformed how, when, and where people
work. Many project management software tools are now available in the cloud, as are other
tools and services.

Project integration management is not easy, but the cloud has definitely helped provide easier
access to important information and applications.
Any Questions ? ¿ ?
Advice for Creating a WBS and WBS
Dictionary
Advice for Creating a WBS and WBS
Dictionary

One place in the WBS

Content of a WBS item = Sum of WBS items below it

WBS item is the responsibility of only one person

Must be consistent

Team members

WBS items MUST...

One place in the WBS

Content of a WBS item = Sum of WBS items below it

WBS item is the responsibility of only one person

Must be consistent

Team members

WBS items MUST...

Decomposition

Subdividing project deliverables into smaller pieces

Work Package

A task at the lowest level of the WBS

Scope Baseline

The approved project scope statement and its associated WBS and WBS dictionary

Decomposition

Subdividing project deliverables into smaller pieces

Work Package

A task at the lowest level of the WBS

Scope Baseline

The approved project scope statement and its associated WBS and WBS dictionary
Definitions
Definitions
Recap
Recap
Main processes include:
◦
Define scope management
◦
Collect requirements
◦
Define scope
◦
Create WBS
◦
Validate scope
◦
Control scope
Project scope management includes the processes required to ensure
that the project addresses all the work required, and only the work
required, to complete the project successfully.
Before we finish...
Video time
CASE STUDY
TIME

Controlling the Schedule

●
When someone controls and manages changes to the
schedule.
○
This includes work performance
○
Schedule forecasts
○
Change requests
○
Updates to a plan
○
Updates to documents
○
Updates to organizational processes.
The Process of Project Time
Management Summary
Good Time Management vs Poor Time
Management
-
Good time management involves the implication, and
constant improvement of the previously mentioned steps.
-
Contrary to good time management, there is also poor time
management. Some consequences of poor time
management include:
-
Poor workflow
-
Wasted time
-
Loss of control
-
Poor quality of work
-
Poor reputation
Best Practice
●
Shawn Anchor, the author of the book,
The Happiness Advantage
states
that one problem many people have at work is the feeling of being
overwhelmed. Anchor suggests in his book that the 20-second rule can help
people improve their focus by minimizing barriers.
●
The 20 second rule is people prefer to take the path of least resistance, so
making something that distracts you more difficult and takes more time to
access can improve your overall work because if it takes you more than 20
seconds to access something, the urge will pass.
●
Some examples to help you to not get easily distracted are:
○
Keep your email closed while working.
○
Don’t leave your favorite sites open
○
Don’t save your passwords on websites for easy and quick logins.
Agile Time Management
●
A process that helps teams provide quick and unpredictable
responses to the feedback they receive on their project.
●
It creates opportunities to assess a project’s direction during
the development cycle.
●
Teams assess the project in regular meetings called sprints or
iterations
●
Agile methods were designed to address collaboration and
flexibility, especially on projects with a complex scope of work.
●
emphasis was on completing some useful work for the
customer in short time increments
●
An adaptive or agile approach can be used on large projects,
even after they are started using a more prescriptive approach
Reality Checks on Scheduling and the Need
for Discipline
●
It is important for projects to have realistic schedule goals and for project
managers to use discipline to help meet these goals.
●
Important activities for project managers:
○
Review the draft schedule or estimated completion date
○
Prepare a more detailed schedule with the project team
○
Make sure the schedule is realistic and followed
○
Have progress meetings, keep project on track and stakeholders informed.
○
When serious conflicts arise that could affect the project schedule, alert top management well
in advance if there are schedule problems
■
Just because a team member said a task was completed on time does not always mean
that it was actually completed or completed properly
■
The project manager must be clear and honest in communicating project status with
higher management
■
Set frim dates for key project milestones to help minimize schedule changes.
Using Software to Assist in Project Schedule
Management
●
Many projects involve hundreds of tasks with completed
dependencies.You can enter the information into the
various types of Project Schedule Management software
available and it can automatically assist with:
○
Exchanging schedule-related information between stakeholders and
managers
○
Eliminates the need to perform cumbersome calculations manually
○
Generating network diagram
○
Calculates critical paths (red highlighted)
○
Calculates free and total float or slack
○
Creating Gantt charts
Caution when Using Project Management
Software
●
Many people misuse project management software because they don’t
understand important concepts and have not had the proper training
●
People rely too much on the templates or sample files that come with
project management software programs
○
There are benefits to using templates and sample files such as less setup time, and being
able to directly input their information
○
However
○
It is very easy to use these files without considering the unique concerns of their particular
projects
●
Understanding the concepts and having training on how to use these tools
manually is critical in the successful use of project management software.
●
Considerations for Agile/Adaptive Environments
●
Schedule management is radically different using Agile and Scrum
○
Projects that rely heavily on the critical path method consider meeting the project’s estimated
completion date as a crucial component of success
○
Agile projects may not even need to estimate activity durations or project schedules at all;
overall project completion time is not important

But first, what is a deliverable?

A deliverable is a product produced as part of a project, such as hardware or
software, planning documents, or meeting minutes
Scope Definition
Definition 1:
Scope is the clear indication of work that is required to complete and or deliver a
project successfully.
Definition 2:
Scope refers to the detailed set of deliverables or features of a project. These
deliverables are derived from a project’s requirements.
How does one define scope?
Scope could be defined as the work that’s needs to be accomplished in order to
deliver a final product or service with specified features and functions.
Steps Involved in Project Scope Management
As a project manager, you’ll need to define project scope no matter what methodology you
choose. Here’s one example of a systematic process to capture, define, and monitor scope.
1. Defining the needs of the project is the first step to establish a project timeline, allocate
project resources, and set project goals. Only with these defined steps, you will be able to
understand the work that needs to be done, meaning, the scope of the project needs to be
defined. Once that is done, team members can be allocated tasks and provided direction to
deliver a project in the given time and budget.
2. To define the project scope, it is important first to establish the objectives of the project,
which may include a new product, creating a new service within the organization, or
developing a new piece of software. There are several objectives that could be central to a
project; the project manager ensures the team delivers results according to the specified
features or functions.
3. The resources and work that goes into the creation of a product or service are essentially
what defines the scope of the project. The scope generally outlines the goals that will be met
to achieve a satisfactory result.
Process
Planning scope: determining how the project’s scope and requirements will be managed
Collecting requirements: defining and documenting the features and functions of the
products produced during the project as well as the processes used for creating them
Defining scope: reviewing the project charter, requirements documents, and organizational
process assets to create a scope statement
Creating the WBS: subdividing the major project deliverables into smaller, more
manageable components
Validating scope: formalizing acceptance of the project deliverables
Controlling scope: controlling changes to project scope throughout the life of the project
Validating Scope
Difficult to create a good scope and WBS, Harder to verify your scope and
minimize scope changes needed later in the future
Scope Validation: Formal acceptance of the completed project deliverables
Acceptance is achieved by the customers inspection and then sign off on the
deliverables.
Project Scope
Work that must be completed in order to deliver a finalized product
Product Scope
Features that characterize said product and or service
Global Issues
Many countries have a hard time controlling large projects that include many
different people from all around the world, especially projects that involve using
advanced technology
Improving User Input
Make a good project selection and try to get your sponsors from the user’s
organization
Have users in important roles
Regular meetings are always good to get users to sign off on key deliverables
Show the user what you’ve done at your milestones to ensure that the project is
moving forward as expected
Don’t promise things you’re not sure about
Reducing incomplete and changing requirements
Follow requirements management process
Use different techniques such as: case modeling
Write your requirements down
Create a “requirements” database to documents and control your requirements
Controlling Scope
Controlling changes to the scope
Goals:
Influence factors that change the scope
Make sure your changes are put through the proper procedures
Manage changes when they occur