Fundamentals of Project Management
Integration: Controlling the Project Flow
Moderator
Janelle Abaoag
Project Insight
Marketing, Public Relations
Janelle.Abaoag@projectinsight.com
www.projectinsight.net
Things to know…
All participants will be on mute
Questions are welcome
Please use the questions box to ask
questions
The moderator will select questions
All questions will be answered today or
by email at info@projectinsight.net
Webinar recording available in the PI Community
© 2012 Core Performance Concepts Inc.
Presenter
Diane C. Altwies, MBA, PMP
CEO, Core Performance Concepts Inc.
Training in project management,
PMP® and CAPM® certification, leadership,
business analysis, agile and six sigma
daltwies@cpconcepts.net
www.coreperformanceconcepts.com
PMP® and CAPM® are registered trademarks of the
Project Management Institute
Presenter
Janice Y. Preston, MBA, CPA, PMP
COO, Core Performance Concepts Inc.
Training in project management,
PMP® and CAPM® certification, leadership,
business analysis, agile and six sigma
jypreston@cpconcepts.net
www.coreperformanceconcepts.com
®
PMP® and CAPM® are registered trademarks of the
Project Management Institute
®
Poll: Who Is on the Call?
Are you:
A Project Manager without your PMP
certification?
A PMP in the role of a Project Manager?
A program manager?
Just looking for ways to use Project Insight
more effectively?
© 2012 Core Performance Concepts Inc.
Goals of the Fundamentals Series
Deepen your understanding of fundamental project
management concepts
Identify tools and techniques that can be implemented to
manage projects more effectively
Discover practical applications for your existing projects
Use project management software more effectively
© 2012 Core Performance Concepts Inc.
Objectives of the Webinar
At the end of this webinar, you will be able to:
Define the purpose of integration
Describe inputs that can that lead to better integration
Identify techniques to monitor and control a project
throughout its life cycle
Define best practices to implement within Project Insight
© 2012 Core Performance Concepts Inc.
Question for You
What is the #1 job of the
project manager?
© 2012 Core Performance Concepts Inc.
Challenges of Integration
Integration is 2nd most important
job of project manager
Challenges:
How can you manage interfaces?
How can you integrate more
smoothly?
When is it most important to control
a project?
© 2012 Core Performance Concepts Inc.
Purpose of Integration
Purpose
To identify, define, combine, unify and coordinate the
various processes and project management activities
within Project Management Process Groups
Difference from other PMBOK® Guide Knowledge
Areas
Includes processes in each of the Process Groups
Making choices about resource allocation
Making trade-offs among competing objectives and
alternatives
Managing interdependencies among the different
knowledge areas
© 2012 Core Performance Concepts Inc.
Project Management Processes
Controlling
Controlling
Controlling
Initiating
Planning
Executing
© 2012 Core Performance Concepts Inc.
Controlling
Closing
Project Integration
Management Processes
Initiating
Processes
Develop
Project
Charter
Planning
Processes
Develop
Project
Management
Plan
Executing
Processes
Monitoring
& Controlling
Processes
Direct and
Manage Project
Execution
Monitor &
Control
Project Work
Expert
Judgment
Perform
Integrated
Change
Control
Closing
Processes
Close Project
or Phase
Expert
Judgment
Expert
Judgment
Deliverables
Expert
Judgment
Expert
Judgment
Project
Charter
Project
Management
Plan
Change
Requests
Change
Requests
Final Product,
Service or
Result
Copyright 2012 Core Performance Concepts Inc.
Integration Activities
Integrate project deliverables with strategic plans
Manage integration of processes within project
Initiating, planning, executing, monitoring &
controlling, closing
Outputs link processes
In some projects, processes overlap, or are
iterative, or are repeated
Manage documents
Transition to ongoing operations
© 2012 Core Performance Concepts Inc.
Integration during Initiating
Project charter is primary
document used to initiate a
project
Formally authorizes a project or
phase
Documents initial requirements
that satisfy the stakeholder’s
needs and expectations
© 2012 Core Performance Concepts Inc.
Integration: Develop Project Charter
• Project statement
of work
• Business case
• Contract
Inputs
© 2012 Core Performance Concepts Inc.
Outputs
• Project charter
Question for You
How does a project charter
help integration during the
initiating process?
© 2012 Core Performance Concepts Inc.
Busy Foods Inc.
Our Case Study
Customer Needs
Busy Foods, Inc.
Organizational Needs
Project Charter
© 2012 Core Performance Concepts Inc.
Factors Affecting Busy Foods Inc.
Overview
• BUSY FOODS services over 200 clients world-wide.
• Most of BUSY FOOD’S clients are large restaurant
venues who can serve thousands in a single day
Situation
• In recent years, long-term clients have started to
leave for a competitor who promises overnight
delivery of restaurant equipment without a
minimum order.
Goal
• BUSY FOODS would like to improve their
distribution process to match the competition
© 2012 Core Performance Concepts Inc.
Project Statement of Work
Deliverable
Improve the time
from order intake
to shipping
restaurant
equipment) to less
than 8 hours
© 2012 Core Performance Concepts Inc.
Deliverable
Develop and launch
a marketing
campaign to clients
to educate them on
the new equipment
shipping process
Deliverable
Train all internal
staff affected by the
new business
process
Controlling during Initiating
Review goals
Highlight project priority
Consider business justification
Identify other reasons the project was
selected
Define deliverables—progressive
elaboration
Examine actual contract requirements
© 2012 Core Performance Concepts Inc.
Integration during Planning
Link needs, requirements, and project
deliverables
Integrate and consolidate:
Subsidiary plans: scope, schedule, cost, quality,
HR, communications, risk, procurement,
stakeholder
Baselines: schedule, cost, scope, quality, and ???
Use to define HOW the project will be
managed
Focus on process improvement
© 2012 Core Performance Concepts Inc.
Integration: Develop Project
Management Plan
• Project charter
• Planning outputs
• EEF!
• OPA!
Inputs
© 2012 Core Performance Concepts Inc.
Outputs
• PM plan
Planning: Project Schedule
© 2012 Core Performance Concepts Inc.
Planning: Work Packages
© 2012 Core Performance Concepts Inc.
Planning: To-Dos
© 2012 Core Performance Concepts Inc.
Planning: Budget with EV in Mind
© 2012 Core Performance Concepts Inc.
Planning: Recording Risks
© 2012 Core Performance Concepts Inc.
Controlling during Planning
Review goals
Highlight project priority
Consider business justification
Identify other reasons the project was
selected
Define deliverables—progressive
elaboration
Examine actual contract requirements
© 2012 Core Performance Concepts Inc.
Integration during Executing
Do the work
Focus on deliverables
100% complete (nothing less!)
Train your team
Facilitate integration of technical and
functional specialties
Make sure that approved changes to be
implemented are tracked to all areas that are
affected
© 2012 Core Performance Concepts Inc.
Integration: Direct &
Manage Project Execution
• PM Plan
• Changes
• EEF!
• OPA!
Inputs
© 2012 Core Performance Concepts Inc.
Outputs
• Deliverables
• Work performance
information
• Change requests
• Updates
Executing: Record Issues
© 2012 Core Performance Concepts Inc.
Executing: Project Level
Performance Data
© 2012 Core Performance Concepts Inc.
Question for You
What types of work
performance information do
you collect during the project
execution?
© 2012 Core Performance Concepts Inc.
Controlling during Executing
Implement project plans
SMEs do most of the work
Collect information on work performance
Validate completion of deliverables
Determine progress of project as a whole
Assess compliance with quality criteria
Make comparisons of scope completed to
actual cost and plan
Evaluate preventive or corrective actions
© 2012 Core Performance Concepts Inc.
Integration during
Monitor & Control
Monitor the work
Collect and distribute information
Measure results
Assess data collected
Control the project
Preventive action
Corrective action
Implement change requests
© 2012 Core Performance Concepts Inc.
Integration: Monitor & Control Project
Work
•
•
•
•
PM Plan
Performance reports
EEF!
OPA!
Inputs
© 2012 Core Performance Concepts Inc.
Outputs
• Change requests
• Updates
Collect & Distribute Information
Focus on current and near term deliverables
Collect relevant data
Use management by exception
Compare work accomplished with cost and
schedule
Identify new risks and record issues
Use
Performance reports
Risk register
Status meetings
© 2012 Core Performance Concepts Inc.
Status Meetings
Agenda
Discussion Topic
Resolve Issues
Decisions
Next Steps
Actions
Assigned to
© 2012 Core Performance Concepts Inc.
Monitor & Control: System Alerts
Ability to set Visual
Alerts for Project
and Task Health
© 2012 Core Performance Concepts Inc.
Monitor & Control:
Activity Timelines
Over Due Tasks
Critical and noncritical
© 2012 Core Performance Concepts Inc.
Monitor & Control:
Activity Level Performance Data
Task Health
Task Level Earned
Value
Quote
When you find yourself in a hole,
stop digging.
Warren Buffet
© 2012 Core Performance Concepts Inc.
Good Monitoring Practices
Simplify reporting
Use communication plan as a guide
Develop early warning system
Be selective
Keep reporting to a minimum
Establish procedures to administer
contracts
Look to future challenges
© 2012 Core Performance Concepts Inc.
Integration: Perform Integrated
Change Control
• PM Plan
• Work performance
information
• Change requests
• EEF! & OPA!
Inputs
© 2012 Core Performance Concepts Inc.
Outputs
• Updates
Change Requests
Often come from issues found while
project work is being performed
May modify project:
Policies and procedures
Scope
Cost
Schedule
Resources
Quality
May require corrective action, preventive
action or defect repair
© 2012 Core Performance Concepts Inc.
Revise Estimates
© 2012 Core Performance Concepts Inc.
Poll: How Formal Is Your Change
Control Process?
Formal process that requires changes to
be analyzed and approved
Formal process to estimate effects on
cost and time; informal approval
Informal review by the project sponsor
or senior manager
If the end user wants it, they get it!
© 2012 Core Performance Concepts Inc.
Project Control
Nature of control
Projects are messy
It is not control to be told that an
important piece of equipment will not be
coming today as scheduled
Take corrective action
Identify specific actions to solve problem
Resolve issues at the time
Assign responsibility
© 2012 Core Performance Concepts Inc.
Controlling during
Monitor & Control
Monitor
Measure, Measure, Measure
USE available reporting formats
Be willing to make changes in format if information is not
useful
Assess overall project health
Document, Document, Document
Record all approved changes and their impact (maybe even
unapproved ones)
Control
Take action
Respond to issues appropriately as they occur
Implement contingency plans and workarounds risks as
they occur
Manage changes
© 2012 Core Performance Concepts Inc.
Determine effects of changes
Be willing to hold changes until “phase 2”
Integration during Closing
Verify that project work is complete – review
subsidiary project plans
Confirm that contracts are complete and link
to scope, time, and cost requirements
Establish transition plans for hand-off of
project deliverables to
Collect documentation from all project
stakeholders
Conduct lessons learned
© 2012 Core Performance Concepts Inc.
Integration: Closing
• PM Plan
• Accepted deliverables
• EEF!
• OPA!
Inputs
© 2012 Core Performance Concepts Inc.
Outputs
• Final project product,
service, or result
• Updates
Closing: Final product,
Service or Result
Accepted deliverables presented at the end of the
project
Transition of the final product, service or result that
the project was authorized to produce
© 2012 Core Performance Concepts Inc.
Question for You
What other criteria do you use
that affect the vendor selection?
© 2012 Core Performance Concepts Inc.
The Elusive Acceptance
There should be NO surprises
Not everything has to be complete
in order to obtain project
acceptance
Follow-up even after the project is
complete
© 2012 Core Performance Concepts Inc.
Controlling during Closing
Strategies to ensure acceptance
Prepare a checklist of deliverables
Get acceptance and sign off at the
end of each major phase
Communicate to end user or
customer on a regular basis
Document final acceptance
Review project changes
© 2012 Core Performance Concepts Inc.
Sample PMP Exam Question
Question
You are the project manager on a large
Answers
A.
Documenting a change request that will
technology project where 100% of the
need to be approved by the change
development is planned to be performed
control board
overseas with a new vendor. After the
B.
Adding the situation on the risk register
initial deliverables, you determine that the
C.
Updating the project management plan
vendor does not have enough resources to
D.
Highlighting the concern on the project
support the project and will require that
you hire additional resources locally. This
would require…
© 2012 Core Performance Concepts Inc.
status report
Sample PMP Exam Question
Question
Answers
You are the project manager on a project
A.
Verify that all issues have been resolved
that is approaching completion. In order
B.
Review the project scope management
plan
to ensure that all the project work is
complete and the project has met its
C.
Make sure that all deliverables have
been delivered
objectives, the project manager should…
D.
Ask the customer about their
satisfaction with the project
© 2012 Core Performance Concepts Inc.
Review
What is the purpose of integration management?
What inputs lead to better project integration?
What are key techniques to monitor & control a
project throughout its life cycle?
Questions & Answers???
© 2012 Core Performance Concepts Inc.
Goals of the Fundamentals Series
Deepen your understanding of fundamental project
management concepts
Identify tools and techniques that can be implemented to
manage projects more effectively
Discover practical applications for your existing projects
Use project management software more effectively
© 2012 Core Performance Concepts Inc.
Books for Credentials
Achieve PMP® Exam Success
Achieve CAPM® Success
Program Management Professional (PgMP ®) Study
Guide
To order: www.jrosspub.com
© 2012 Core Performance Concepts Inc.
Online Courses for PDUs
The ProActive PM Series
Practical Tools
is now available online!
You are invited to learn and earn 24 PDUs with 8
online sessions at your own schedule and pace.
Brush up on your knowledge of the fundamentals
Find tips and techniques to help you gain control
of projects
Learn about more complex topics in project
management
Discover concepts, tools and ways to better
manage projects
http://www.coreperformanceconcepts.com/tools.html
© 2012 Core Performance Concepts Inc.
2012 Fundamentals Webinar Series
The 2nd Wednesday of Every Month - 8:00am PT
Topics
Jan – Scope: Needs, Requirements, Scope, Oh My! (NEW in this series)
Feb – Time: Estimating Time (NEW!)
Mar – Cost: Estimating Cost (NEW)
April – Communication: Avoiding Communication Pitfalls
May – Quality: Delivering Quality in Projects
June – HR: Managing Project Conflict (NEW)
July – Communications: Difficult Conversations
Aug – Risk: Identifying and Assessing Project Risk
Sept – Stakeholder Management: A New Focus on Stakeholders (NEW!)
Oct – Procurement: It’s Not Just for the Purchasing Department
Nov – Integration: Working the Project Flow
Dec – Integration: Managing the Human Interface
© 2012 Core Performance Concepts Inc.
Register Ahead of Time
Go to www.projectinsight.net
2 ways to register:
Free Project Management Training
Training & Webinar Calendar
© 2012 Core Performance Concepts Inc.
Earn PDUs
You will automatically receive your PDUs via email after the webinar
For further questions: Janelle.Abaoag@projectinsight.com
Earn 1 PDU for each webinar session attended
To register your PDUs go to www.pmi.org
Login as a member of PMI
Select Category B – Continuing Education
Knowledge Areas: All: Integration, Scope, Time, Cost, Quality, Human Resources,
Communications, Risk, Procurement
Process Groups: All: Initiating, Planning, Executing, Monitoring & Controlling,
Closing
Enter the information provided on your proof of attendance
Click continue
© 2012 Core Performance Concepts Inc.