Chapter 4 - Project Integration Management

Project Management Integration is about...

-Deliverable due dates and benefits align -PM Plan -Creation and use of knowledge -Managing project activities and changes -Integrated decision making -Measuring and monitoring progress -Analyzing and collecting data - communicating to stakeholders -Completing work and closing phases -Managing transitions

Business Case

-Highlights rational of project, objectives, and reasoning -Used throughout life-cycle, especially when situations require review and understanding of the business reaosns for project -Used at beginning for Charter -Used at closure for defining success

Change Control Tools

-Manual or automated tools to assist with change and/or configuration management. At a minimum, the tools should support the activities of the CCB (change control board) -Should be based on needs of project stakeholders, including organizational and environmental considerations and/or constraints -Tools should support the following configuration management activities 1) Identify configuration item 2) Record and report configuration item status 3) Perform configuration item verification and audit -Tools should support following change management activities 1) Identify Changes 2) Document Changes 3) Decide on Changes 4) Track Changes

Agile/Adaptive Considerations

-PM focus is on building a collaborative decision-making environment and ensuring the team has the ability to respond to changes

Project Integration Management is making choices about...

-Resource allocation -Balancing competing demands -Examining any alternative approaches -Tailoring the process to meet the project objectives -Managing the interdependencies among the Project Management Knowledge Areas

Tailoring Considerations

1) Appropriate life-cycle? 2) Development life-cycle? (Predictive/adaptive) 3) What management process? 4) How will knowledge be managed? 5) How will change be managed? 6) What stakeholders/committees? Project status reporting requirements? 7) What information should be collected throughout project? 8) How should benefits be reported?

Key Concepts for Project Integration Management

1) Project integration Management is the specific responsibility of the project manager and it cannot be delegated or transferred. The PM is the one that combines the results from all the other Knowledge Areas to provide an overall view of the project. The PM is ultimately responsible for the project as a whole 2) Projects and project management are integrative by nature, with most tasks involving more than one Knowledge area 3) The relationships of processes within the Project Management Process Groups and between the Project Management Process 4) Project Integration Management is about -Ensuring that all the due dates of project deliverables, the project life cycle, and the benefits realization plan are aligned -Providing a project management plan to achieve the project objectives -Ensuring the creation and the use of appropriate knowledge to and from the project -Managing project performance and changes to the project activities -Making integrated decisions regarding key changes impacting the project -Measuring and monitoring progress and taking appropriate action -Collecting, analyzing and communicating project information to relevant stakeholders -Completing all work of the project and formally closing each phase, contract and the project as a whole -Managing phase transitions when necessary

4.3 - Direct and Manage Project Work - OUTPUTS

1. Deliverables 2. Work Performance Data 3. Issue Log 4. Change Requests 5. Project Management Plan Updates 6. Project Documents Updates 7. Organizational Process Assets Updates

4.6 - Perform Integrated Change Control - TOOLS TECH

1. Expert Judgement 2. Change Control Tools 3. Data Analysis 4. Decision Making 5. Meetings

4.5 - Monitor and Control Project Work - TOOLS TECH

1. Expert Judgement 2. Data Analysis 3. Decision Making 4. Meetings

4.7 - Close Project or Phase - TOOLS TECH

1. Expert Judgement 2. Data Analysis 3. Meeting

4.4 - Manage Project Knowledge - TOOLS TECH

1. Expert Judgement 2. Knowledge Management 3. Information Management 4. Interpersonal and Team Skills

4.3 - Direct and Manage Project Work - TOOLS AND TECH

1. Expert Judgement 2. PMIS 3. Meetings

4.4 - Manage Project Knowledge - OUTPUTS

1. Lessons Learned Register 2. Project Management Plan Updates 3. Organizational Process Assets Updates

4.7 - Close Project or Phase - INPUTS

1. Project Charter 2. Project Management Plan 3. Project Documents 4. Accepted Deliverables 5. Business Documents 6. Agreements 7. Procurement Documentation 8. Organizational Process Assets

4.7 - Close Project or Phase - OUTPUTS

1. Project Documents Updates 2. Final Product, Service, or Result Transition 3. Final Report 4. Organizational Process Assets Updates

4.3 - Direct and Manage Project Work - INPUTS

1. Project Management Plan 2. Project Documents 3. Approved Change Requests 4. EEFs 5. OPAs

4.4 - Manage Project Knowledge - INPUTS

1. Project Management Plan 2. Project Documents 3. Deliverables 4. EEFs 5. OPAs

4.5 - Monitor and Control Project Work - INPUTS

1. Project Management Plan 2. Project Documents 3. Work Performance Information 4. Agreements 5. EEFs 6. OPAs

4.6 - Perform Integrated Change Control - INPUTS

1. Project Management Plan 2. Project Documents 3. Work Performance Reports 4. Change Requests 5. EEFs 6. OPAs

4.5 - Monitor and Control Project Work - OUTPUTS

1. Work Performance Reports 2. Change Requests 3. Project Management Plan Updates 4. Project Documents Updates

Project Integration Management Processes

4.1 - Develop Project Charter 4.2 - Develop Project Management Plan 4.3 - Direct and Manage Project Work 4.4 - Manage Project Knowledge 4.5 - Monitor and Control Project Work 4.6 - Perform Integrated Change Control 4.7 - Close Project or Phase

Lessons Learned Register

A Project Document used to record knowledge gained during a project so that it can be used in the current project -Can include category and description of the situation -May include impact, recommendations, and proposed actions associated with the situations -May record challenges, problems, realized risks and opportunities, or other content as appropriate -Created as an output early in project, and used as input throughout project and updates -At the end of project or phase, info is transferred to the OPA, Lessons Learned Repository

Assumption Log

A document which the project manager and team use to capture, document, and track assumptions throughout a project's life cycle

Baselines

A fixed schedule, which represents the standard that is used to measure the performance of the project. Schedule, Cost, and Scope.

Issue Log

A project document used to document and monitor elements under discussion or dispute between project stakeholders. Can be used to document and monitor who is responsible for resolving specific issues by a target date

4.2 - Develop Project Management Plan

Defining, preparing, and coordinating all project components → Can be summary or detailed → Should be baselined (necessary to define project scope, time, cost) → Progressively elaborated throughout process until project closure

4.1 - Develop Project Charter

Developing a document that formally authorizes the existence of a project and provides the PM w/ the authority to apply organizational resources to project activities -Establishes a partnership between the performing and requesting organizations -Not considered to be a contract because no consideration of money promised or exchanged in its creation -Projects are initiated by an entity external to the project such as a sponsor, program, or PM office or portfolio governing body chairperson or authorized representative

Project Management Plan

Formal, approved document that defines how the project is executed, monitored, and controlled. It may be summary or a detailed document and may include baselines, subsidiary management plans, and other planning documents

4.3 - Direct and Manage Project Work

Leading and performing the work defined in the project management plan and implementing approved changes to achieve projects objective → Deliverables are produced as outputs, → work performance data analysis provides information about the completion status of deliverables and other relevant resources

Information Management

Methods for codifying explicit knowledge (producing lessons to be learned entries for lessons learned register), lessons learned register, library services, information gathering, web searches, articles, PMIS

Knowledge Management

Networking including informal social interaction and online social networking, online forums, communities of practice or social interest - meetings including virtual - forums such as focus groups - storytelling. Can be face to face, virtually or both.

Subsidiary Management Plan

Plans for Scope, Requirements, Schedule, Cost, Quality, Resources, Communications, Risk, Procurement, and Stakeholder

4.7 - Close Project or Phase

Process of finalizing all activities for project, phase or contract

4.6 - Perform Integrated Change Control

Reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan and communicating decisions

Project Integration Management

Specific to Project Managers. Whereas other knowledge areas may be managed by specialists (this task cannot be delegated or transferred)

Project Charter

The statement of scope, objectives and people who are participating in a project. It begins the process of defining the roles and responsibilities of those participants and outlines the objectives and goals of the project. Also identifies the main stakeholders and defines the authority of the project manager

4.5 - Monitor and Control Project Work

Tracking, reviewing, and reporting overall progress to meet the performance objectives defined in PM plan → Collecting, measuring, and assessing measurements and trends to affect process improvements → Comparing actual project performance against the PM plan, assessing performance periodically to determine whether corrective or preventive actions and recommending those actions as necessary, checking the status of individual project risks, maintaining accurate timely information base, providing forecasts, monitoring implementation of approved changes, ensuring project stays aligned with business needs

Procurement Documentation

Used, together with contracts (=agreements) themselves, to demonstrate that all procurements are properly closed

4.4 - Manage Project Knowledge

Using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning → Split into Explicit and Tacit knowledge → making sure skills, experience, expertise of the project team and other stakeholder are used before, during and after the project

4.6 - Perform Integrated Change Control - OUTPUTS

a. Approved Change Requests b. Project Management Plan updates c. Project Documents Updates

4.1 - Develop Project Charter - INPUTS

a. Business Documents b. Agreements c. EEFs d. OPAs

4.1 - Develop Project Charter - TOOLS TECH

a. Expert Judgement b. Data Gathering c. Interpersonal and Team Skills d. Meetings

4.2 - Develop Project Management Plan - TOOLS TECH

a. Expert Judgement b. Data Gathering c. Interpersonal and Team Skills d. Meetings

4.1 - Develop Project Charter - OUTPUTS

a. Project Charter b. Assumption Log

4.2 - Develop Project Management Plan - INPUTS

a. Project Charter b. Outputs from other processes c. EEFs d. OPAs

4.2 - Develop Project Management Plan - OUTPUTS

a. Project Management Plan