PMP Refresher

Project Integration Management- Niraj Agarwal

May 2011Slide 1

Project Integration ManagementDefinition

• It includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

• The bringing together of diverse organizations, groups or parts to form a cohesive whole to successfully achieve PROJECT OBJECTIVES.

• Processes to bring different elements of project together so that they are properly coordinated to meet or exceed stakeholders expectations.

• These processes may occur repeatedly over the project duration

• Historical Records are needed to perform project management well, they are inputs to continuous improvement -> Files, Lessons Learned, Actual Costs, Time Estimates, WBS, Benchmarks, Risks.

May 2011Slide 2

Project Integration ManagementElements to Integrate

• Knowledge Areas—Scope, Time, Cost, Quality etc.

• Organizations

• Stakeholder Requirements

• Technical Elements

• People

• Communications

• Product Scope Components

• Phases

Integration requires that all these Elements are brought together holistically and aligned in the direction of the project Goals!

May 2011Slide 3

Project Integration ManagementThe Processes

Develop Project Charter – developing the project charter that formally authorizes a project or a project phase.

Develop Project Management Plan – documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans into a project management plan.

Direct and Manage Project Execution – executing the work defined in the project management plan to achieve the project’s requirements defined in the project scope statement.

May 2011Slide 4

Project Integration Management Processes

Monitor and Control Project Work – monitoring and controlling the processes used to initiate, plan, execute, and close a project to meet the performance objectives defined in the project management plan.

Integrated Change Control – reviewing all change requests, approving changes, and controlling changes to the deliverables and organizational process assets.

Close Project – finalizing all activities across all of the Project Management Process Groups to formally close the project or a project phase.

May 2011Slide 5

Project Integration Management

May 2011Slide 6

Develop Project Charter

May 2011Slide 7

Develop Project Charter What is Project Charter

• Formally recognizes project, created by senior manager, includes:- Business need/Business Case- Product description & title- Signed contract- Project Manager Identification & Authority level- Senior Management approval- Project’s Goals and Objectives - Constraints – factors that limit project management team’s

options- Assumptions – factors that are considered true for planning

purposes. Involve a degree of risk

May 2011Slide 8

IceScream – Case StudyBackground

You work for a midsize ice-cream company called IceScream in the Kolkata. Business has been very, very good! Ice-cream is popular all over the state. The owner, Anvita, has decided to set up shop in other cities: Delhi, Mumbai, and Bangalore. She has established strong partnerships in these areas and is now ready to connect the three sites together into one network so that she can keep track of the daily activities of each location.

The prospective new locations are as follows:

Delhi - Anvita wants to set up a regional distributorship with Sonia Gandhvi’s Delhi Kulfi (DK), utilizing DK’s special skills to improve the quality of the ice-creams.

Mumbai – SRK has been making wonderful Barf ka Gola for several years now. SRK is interested in branching out nationally and understands that a partnership such as the one with Ice-Scream would be beneficial for both companies.

Bangalore – Vijay Wallya has been dishing out ice-cream idly & dosaswhich are a personal favourite of Anvita.

May 2011Slide 9

IceScream – Case StudyThe Work

• Anvita has entered into financial agreements and working partnerships that give her a partial stake in the profits of each of the ice-cream companies, while allowing them to retain their original look and feel and maintain the management of their day-to-day operations.

• The people who work for each entity will ultimately report to Anvita, but each Ice-cream company is free to continue doing what it does best. Anvitahas committed to not interfere.

• You have been with IceScream, serving as the head of IT, since the installation of one small file server on which Anvita kept the spreadsheets for the various accounts.

• Today Anvita told you that she wants you to install an email server in each of the other three locations, connecting them so that everyone can communicate with one another and all employees’ email addresses are in the global address list. She also wants an intranet site set up so that the new releases and other communications are available to everyone for comment and approval.

May 2011Slide 10

IceScream – Case StudyNeeds & Stakeholders

Basic requirements - You have two requirements that you must fulfil:

• Set up an email system for all four sites.

• Set up an intranet.

Stakeholders - Anvita is the project sponsor. In addition to her, there are three primary stakeholders: Sonia Gandhvi , SRK, Vijay Wallya

Other key staff members within each of the ice-cream companies are stakeholders on the project as well. They most likely include the general manager, director of sales, accounting director, and human resources director.

Now that you have identified the stakeholders and understand the requirements for the project, you set about gathering the goals for the project, including the due date, high-level milestones, key deliverables, estimated costs, assumptions, constraints, and high-level risks.

May 2011Slide 11

Icescream – Case StudyAssumptions, Constraints & Risks

Assumptions - IT personnel are available at each Ice-cream company (or you are able to hire consultants) to assist with all the technical aspects of implementing this project. English will be the primary language for all communications.

Constraints - This project has a budget of INR 1,000,000. Each site requires new hardware, a backup solution, ISP, licensing fees, contract help, and so on.

High-level risks - Downtime at one or more of the sites. Security intrusions. Improper training of users on the use of the intranet site.

You document the project charter, and Anvita signs it, authorizing the project to begin.

May 2011Slide 12

Develop Project Management PlanDefinition

• This process includes the actions necessary to define, integrate, and coordinate all subsidiary plans into a project management plan.

• It uses the outputs of the other planning processes to create a consistent, coherent document that can be used to guide both project execution and project control.

• Document project planning assumptions

• Provide a baseline for progress measurement and project control

May 2011Slide 13

Develop Project Management PlanProject Plan

• A comprehensive set of documents used to guide execution of Project work to monitor project status, collect and disseminate performance information, progress measurement, manage changes and control the project work.

• It is a dynamic document in the sense that, it is updated and changes with progressive elaboration of project.

• It includes all performance baselines which changes only intermittently.

• It consists of Subsidiary Management Plans.

May 2011Slide 14

Develop Project Management Plan

May 2011Slide 15

Direct and Manage Project ExecutionDefinition

• Is the actual performance of all project activities to create the project product .

• Requires the project manager and the project team to perform multiple actions to execute the project management plan

• The vast majority of the project efforts and cost will be expended in performing the execution process

• Staff, train, and manage the project team members assigned to the project

• Managing the technical and organizational project interfaces

• Performance monitoring & Periodic forecasts of final cost and schedule results to support the analysis

• Collect and document lessons learned, and implement approved process improvement activities.

May 2011Slide 16

Direct and Manage Project ExecutionITTO

May 2011Slide 17

Direct and Manage Project Execution

May 2011Slide 18

Monitor and Control Project WorkDefinition

This process is performed to monitor project processes associated with initiating, planning, executing, and closing.

Corrective or preventive actions are taken to control the project performance.

Monitoring is an aspect of project management performed throughout the project. It includes collecting, measuring, and disseminating performance information, and assessing measurements and trends to effect process improvements.

May 2011Slide 19

Monitor and Control Project WorkITTO

May 2011Slide 20

Perform Integrated Change ControlDefinition

• Determine that a change has occurred

• Coordinates Changes across all knowledge areas—entire project

• Ensures that the changes are beneficial

• Reviewing and approving all recommended corrective and preventive actions.

• Managing the actual changes when and as they occur

• Maintain integrity of any performance measurement baseline.

• Ensures that changes are reflected in the scope definition and product specifications

• Documenting the complete impact of requested changes.

May 2011Slide 21

Perform Integrated Change ControlITTO

May 2011Slide 22

Perform IntegratedChange Control

May 2011Slide 23

Close ProjectDefinition

• It involves performing the project closure portion of the project management plan.

• In multi-phase projects, the Close Project process closes out the portion of the project scope and associated activities applicable to a given phase.

• This process includes finalizing all activities completed across all Project Management Process Groups to formally close the project or a project phase, and transfer the completed or cancelled project as appropriate.

• The Close Project process also establishes the procedures to coordinate activities needed to verify and document the project deliverables, to coordinate and interact to formalize acceptance of those deliverables by the customer or sponsor, and to investigate and document the reasons for actions taken if a project is terminated before completion.

May 2011Slide 24

Close ProjectITTO

May 2011Slide 25

Pop QuizQuestion 1

Randy is a key technical resource for your project. You have worked with Randy on past projects and have identified him in the project charter as one of the team members who will work on the project. The charter has been published, and there is great excitement about this project. You have scheduled a meeting to talk to Randy ’ s functional manager next week. Which of the following conditions does this describe?

A. Risk

B. Assumption

C. Deliverable

D. Constraint

May 2011Slide 26

Pop QuizQuestion 2

From the following options, select those that best describe the definition of a deliverable. (Choose three.)

A. Marks the completion of a project phase

B. Has measurable outcomes or results

C. Is a specific item that must be produced to consider the project complete

D. Describes the characteristics of the product of the project

E. Is documented in the project charter

F. Is tangible and easily verified

May 2011Slide 27

Pop QuizQuestion 3

From the following options, select the one that does not describe a constraint.

A. Project team actions are dictated.

B. It may regard budget, resources, or schedule.

C. Project team actions are restricted

D. Project situations are believed to be true.

May 2011Slide 28

Pop QuizQuestion 4

Your project is to be performed outdoors. You are only four days from the big event, and there is a hurricane headed for shore. This is an example of which of the following?

A. Risk

B. Assumption

C. Deliverable

D. Constraint

May 2011Slide 29

Thank You!