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Project INTEGRATION Management
Knowledge Areas Major Processes desc. Primary Inputs Tools & Techniques Primary Outputs
Integration
Develop Project Charter Developing the project charter that formally authorizes a project or a project phase

1. Contract (when applicable)
2. Project Statement of Work
3. Enterprise environmental factors
4. Organizational Process Assets

 

 1. Project Selection Methods
2. Project Management Methodology (PMM)
3. Project Management Information system(PMIS)
4. Expert Judgment		 1. Project Chapter
Develop Preliminary Project Scope Statement Developing Preliminary Project Scope Statement that provides high level scope narrative. 1. Project Charter
2. Project Statement of Work
3. Enterprise Environmental Factors
4. Organizational Process Assets		 1. PMM
2. PMIS
3. Expert Judgment		 1. Preliminary project Scope Statement
Develop Project Management Plan Documenting the actions necessary to define, prepare, integrate and coordinate all subsidiary plans into a project management plan. 1. Preliminary project Scope Statement
2. Project Management Processes
3. Enterprise Environmental Factors
4. Organizational Process Assets		 1. PMM
2. PMIS
3. Expert Judgment		 1. 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. 1. Project Management Plan
2. Approved Corrective actions
3. Approved Preventive Actions
4. Approved Change Requests
5. Approved defect repair
6. Validated defect Repair
7. Administrative Closure Procedure		 1. PMM
2. PMIS		 1. Deliverables
2. Requested Changes
3. Work Performance Information
4. Implemented corrective actions
5. Implemented Preventive actions
6. Implemented Change Requests
7. Implemented defect repair
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 1. Project Management Plan
2. Work Performance Information
3. Rejected Change Requests		 1. PMM
2. PMIS
3. Earned Value Technique
4. Expert Judgment		 1. Recommended corrective actions
2. Recommended Preventive actions
3. Recommended Defect Repair
4. Forecasts
5. Requested Changes
Integrated Change Control Reviewing all change requests, approving changes, and controlling changes to the deliverables and organizational process assets. 1. Project Management Plan
2. Deliverables
3. Work Performance Information
4. Requested Changes
5. Recommended corrective actions
6. Recommended Preventive actions
7. Recommended Defect Repair		 1. PMM
2. PMIS
3. Expert Judgment		 1.Project Management Plan(updates)
2. Project Scope Statement (updates)
3. Deliverables
4. Approved corrective actions
5. Approved corrective actions
6. Approved Change Requests
7. Rejected Change Requests
8. Approved Defect Repair
9. Validated Defect Repair
Close Project Finalizing all activities across all of the project management process groups to formally close the project or a project phase. 1. Project Management Plan
2. Contract Documentation
3. Deliverables
4. Work Performance Information
5. Enterprise environmental factors
6. Organizational Process Assets 		1. PMM
2. PMIS
3. Expert Judgment		 1. Administrative closure Procedure
2. Contract closure Procedure
3. Final Product, Service or result
4. Organizational Process Assets (updates)
Integration Management
Unification, Consolidation, articulation and interactive actions that are crucial to project completion. Integration is about making choices, about where to concentrate resources and effort. It also involves making tradeoffs among competing objectives and alternatives. PM and team must address every process and level of implementation for process
Project Deliverables
Need to be integrated with ongoing operations.
Reasons to start projects
1. Problems 2. Market Opportunity 3.Business Requirements
Project Charter

1. Authorize project

2. Gives Project Manager Authority

3.Issued by initiator or sponsor external to project organization who has the authority to fund.

4. It is broad enough that it does not have to change as the project changes
Project Charter Contain

1. Requirements that specify Customer/Sponsor Needs, wants and expectations

2.Business Needs

3.Project purpose or justification

4. Assigned PM authority 5.Stakeholder influence

6.Functional organization participation

7.Assumptions & Constraints

8.Business case and return on investment

9.Summary Budget

Environmental Process Assets
Company Culture & Structure, Government or industry standards, infrastructure, existing human resources, personal administration (Hire, Fire, performance), work authorization, Market place condition, Stake holder risk tolerance, Commercial database, PMIS
Organizational Process Assets
Standards, Policies, Standard Product and Project Life Cycles, Quality policies & procedure, performance measurement criteria, Templates, Communication requirements, Project Closure Guidelines, Risk Control procedure, Issue and Defect Management Procedure, Change Control Procedure, Procedure for Approving & issuing work authorization. It also include Process Measurement database, project files, Historical information & Lessons learned, Configuration management database, financial database containing labor hours, costs & budgets
Project Selection Methods

1.Benefit Measurement Methods (Comparative Approach)

1. Scoring Models

2. Benefit Contributions

3. Murder board – Panel of people who try to shoot down a new project idea.

4. Peer Review

5. Economic Models

1. Benefit Cost Ratio

2. Cash Flow

3.Internal Return Rate

4. Preset Value (PV) and net present value (NPV)

5.Opportunity Cost

6. Discounted Cash Flow

7. Return On Investment

2.Constrained Optimization Methods (Mathematical Models)

1. Linear 2. Nonlinear 3. Dynamic 4. Integer 5. Multiple Objective Programming

Preliminary Project Scope Statement Contain

1.Project & Product Objectives

2.Requirements & Characteristics

 3.Acceptance Criteria

4.Boundaries

5.Requirements and Deliverables

6.Constaints

7.Assumptions

8.Project Organization

9.Initial Defined Risks

10.Schedule Milestone

11.Initial WBS

12.Order of Magnitude Cost Estimate

13. Configuration Management Requirements
Project Management Plan
It defines how project is executed, monitored and controlled and Closed. PMP can be either summary level or detailed and can be composed of one or more subsidiary plans and other components. It contains following management plans 1. Scope 2.Schedule 3.Cost 4.Quality 5.Risk 6.Communication 7.Procurement 8.Schedule Baseline 9.Process improvement Plan 10.Staff 11.Mile Stone list 12. Resource Calendar 13.Cost Baseline 14.Quality Baseline 15.Risk Register
Configuration Management
It is a sub system of overall project management information system. It is a means of monitoring and controlling emerging project scope against the scope baseline; its purpose is to control change throughout the project. It is any documented procedures used to apply technical and administrative direction and surveillance to audit the items and system to verify conformance requirements. . It documents the physical characteristics of formal project documents and steps required to control changes to them (e.g. would be used by a customer who wishes to expand the project scope after the performance measurement baseline has been established). When more than one individual has sign a Charter, you have to be concerned with competing needs and requirements impacting your efforts on configuration management
Configuration Management Activities
1.Configuration Identification 2.Configuration Status Accounting 3.Configuration Verification and auditing
Change Control System
It is a collection of formal documented procedures that define how project deliverables and documentation are controlled, changed and approved. It is a subsystem of configuration management. It must also include procedures to handle changes that may be approved without prior review (e.g. result of an emergency)
Integrated Change Control

It is performed from project inception through completion, it includes

  •  Identifying that a change needs to occur or has occurred
  •  Make sure only approved changes are implemented
  • Reviewing and approving requested changes
  • Managing approved changes as and when they occur and regulating them
  • Maintain integrity of baseline
  •  Review and approve all recommended corrective and preventive actions
  •  Controlling and updating scope, cost, budget, schedule and quality
  •  Documenting impact of requested changes
  • Validating defect repair
Changes
if the functional manager wants to make a change to time associated to a task (change in goals and objectives of the Charter) and there is not enough reserve, senior management (not the Project Manager) should authorize the change. The best method to control changes on the project is to look for sources of change. The best method to deal with changes is to direct the changes to the Change Control Board. Project Manager has authority to approve some change requests. He is given authority to approve Changes in Emergency Situations.
Integrated change Control
Occurs during all the project management processes.
Project Baseline
should be changed for all implemented changes. Sometimes, certain classification of changes gets automatic approval on a project and do not need Change Control Board approval.
Project Plan
as an input to team development, the project plan describes the technical context within which the team operates
Project Execution
Although the products, services or results of the project are frequently in the form of tangible deliverables such as building, road or software, intangible deliverables such as training is also provided.
Schedule Change Control System
can include the paper, systems and approvals for authorizing changes. The project manager is normally not the approval authority, and not all the changes approved
Organization Process Assets

Includes an index & location of project documentation

  • Formal Acceptance
  • Documentation
  • Project Files
  • Closure Documents
  • Historical information

Difference between Configuration Management and Change Management systems

Both the Configuration Management and Change Management systems are sub systems of the ICC.

 They are to be understood as: Configuration Management System - Relates to maintaining the changes to the product of the project. Change Control System - Relates to maintaing the changes to the Project itself. Take a small example. Your project is to design a latest design washing machine. You have 2 things here. 1- is a Project whose objective is to design the washing machine 2- is a Product of the project - which is the washing machine itself. All the characteristics of the Washing Machie viz., height, capacity, drum diameter, motor speed, color etc are called configuration of the product. This is maintained in the Configuration Management Database. Any change to this configuration will be managed through the Configuration Management System.(CMS) On the other hand, there will be plans for controlling scope, cost , time and quality in the project. Any change in these constraints would be managed through the Change Control System (CCS). Hope this helps.