PROJECT INTEGRATION MANAGEMENT

Radian Z. Hosen Desember 2012

PM Process Groups vs PM Knowledge Areas

process Initiating knowledge Planning Executing Monitoring & Control Closing

Scope
Time Cost Quality

Human Resource
Communication Risk Procurement Integration

Project Integration Management

Develop Project Charter Develop Preliminary Project Scope Statement Develop Project Management Plan Direct & Manage Project Execution Monitor & Control Project Work Integrated Change Control Close Project

Main Inputs & Outputs

Process
Develop project charter Develop preliminary scope statement Develop project management plan

Input
Contract, organizational process assets, enterprise environmental factors Project charter Preliminary project scope statement

Output
Project charter

Preliminary project scope statement Project management plan

Direct & manage project execution

Monitor & control project work Integrated change control Close project

Project management plan

Project deliverables

Project deliverables
Forecasts, recommended preventive & corrective actions, requested changes Updated scope statement, Project deliverables Final product, organizational process assets

Forecasts, recommended preventive & corrective actions, requested changes Project deliverables

Project Charter
A 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

Project Scope Statement

The narrative description of the project scope, including major deliverables, project objectives, project assumptions, project constraints, and a statement of work, that provides a documented basis for making future project decisions and for confirming or developing a common understanding of project scope among the stakeholders

Project Management Plan

A formal, approved document that defines how the project is executed, monitored, and controlled

Organizational Process Assets

Any or all process related asetss, from any or all of the organizations involved in the projectthat are or can be used to influence the projects success. These process assets include formal & informal plans, policies, procedures, guidelines, and organizations knowledge bases such as lesson learned and historical information.

Enterprise Environmental Factors

Any or all external environmental factors and internal organizational environmental factors that surround or influence the projects success. These factors are from any or all of the enterprises involved in the project, and include organizational culture and structure, infrastructure, existing resources, commercial databases, market conditions, and project management software

Project Management Processes

Monitoring & control Plan Do planning

initiating Act Check executing

closing

Project Boundaries
End users

Monitoring & control planning

Project deliverables

Project initiator/ sponsor

Project inputs

initiating

closing

executing

Project records

Process assets

Project boundaries

Process Groups Interact in a Project

Level of process interaction Monitoring & Control Planning Executing

Initiating Closing

time

PM Process Group Triangle

Monitoring & control planning

Project process groups

initiating

closing

executing

Life cycle

phase
Monitor ing & planni control ng initiati ng initiaticlosin ng g executing

phase
Monitor ing & planni control ng closin initiati gng executing

phase
Monitor ing & planni control ng closin g executing

Key Points
Plan is always dynamic; but it should always focus to the stakeholders expectations Use the plan as the reference for executing & controlling the project Control the project by monitoring & forecasting Do preventive & corrective actions and update the plan