2.1. Project integration and scope
management
Assoc. prof. Meda Andrijauskienė
HUMAN SIDE OF TECHNOLOGY
Project management
S190B121
STAKEHOLDER
MANAGEMENT
COST
MANAGEMENT
QUALITY
MANAGEMENT
RESOURCE
MANAGEMENT
SCOPE
MANAGAMENT
RISK
MANAGEMENT
INTEGRATION
MANAGEMENT
SCHEDULE
MANAGEMENT
PROCUREMENT
MANAGEMENT
COMMUNICATION
MANAGEMENT
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10 knowledge areas
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Daugiau: http://www.pmi.org/
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Project integration
management
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Project integration management
Project integration management includes making choices about:
• Resource allocation;
• Balancing competing demands;
• Examining any alternative approaches;
• Tailoring the processes to meet the project objectives;
• Managing the interdependencies among the project management
knowledge areas.
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Project integration management includes the processes and activities to
identify, define, combine, unify, and coordinate the various processes
and project management activities within the project management
process groups.
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https://images.app.goo.gl/ZcsrzEYa8dkm7nYi8
Project integration management processes
2. Develop project management plan –defining, preparing, and coordinating all
plan components and consolidating them into an integrated project management
plan.
3. Direct and manage project work – leading and performing the work defined in
the project management plan and implementing the approved changes to
achieve the projects objectives.
4. Manage project knowledge – tracking, reviewing and reporting overall progress
to meet the performance objectives defined in the project management plan.
5. Perform integrated change control –reviewing all change requests, approving
and managing changes and communicating the decisions.
6. Close project or phase –finalizing all activities for the project or phase.
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1. Develop project charter – developing a document that formally authorizes the
existence of a project and provides the project manager with the authority to
apply organizational resources to project activities.
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Whereas other knowledge areas may be managed by
specialists (e.g., cost analysis, scheduling specialists, risk
management experts), the accountability of project
management cannot be delegated or transferred.
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Project integration management is project manager‘s
responsibility.
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The project manager is ultimately responsible for the
project as a whole.
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The project manager is the one who combines the results
in all the other knowledge areas and has the overall view of
the project.
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• Use of automated tools (PM information systems and tools to collect,
analyze and use information)
• Use of visual management tools (rather than written plans)
• Project knowledge management (increasingly mobile and transitory
work forces requires a more rigorous process of transferring the
knowledge so that it would not be lost)
• Expanding the project manager’s responsibilities
• Hybrid methodologies (agile, other iterative practices)
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Trends in project integration management
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Project scope
management
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SCOPE – what will be done?
TIME – when will it be done, what is the
deadline?
COST – how much will it cost?
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https://images.app.goo.gl/ZTrXTMFxtrYigim66
• Identify the problem and identify the business needs;
• Analyze and recommend appropriate solutions to meet business needs;
• Clarify, document, and manage stakeholder requirements to achieve
business and project goals;
• Ensure the successful implementation of a program, project, product,
service or other end result.
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Project scope management tendencies
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Project scope management involves
the processes to ensure that the project includes
all of the work required, and only the work required,
to complete the project successfully.
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Project scope management steps (1-6)
2. Collect requirements – determine, document, and manage stakeholder needs
and requirements to meet objectives.
3. Define scope – develop a detailed project scope statement as the basis for
future project decisions.
4. Create WBS – subdivide the major project deliverables and project work into
smaller, more manageable components.
5. Validate scope – formalize acceptance of the completed project deliverables.
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1. Plan scope management – create a project scope management plan that
documents how the project scope will be defined, verified, controlled, and how the
work breakdown structure (WBS) will be created and defined.
6. Control scope – control changes to the project scope.
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• Organizational history, culture, policies and procedures;
• Infrastructure;
• Staff;
• Market conditions;
• Etc.
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Enterprise environmental factors
that might affect the project scope
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Work breakdown structure (WBS)
It is not a list of activities necessary to complete the project.
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A WBS breaks down work into a deliverables-orientated
collection of manageable pieces.
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WBS
Project
A11.1 A11.2
A11.3
Part 2
A11.4
A12.1
Part 3
A13.1
A13.2
Part 4
A14.1
A 14 .2
A1 4 .3
Arrange the parts logically – and code them!
WBS does not indicate the order of implementation of tasks!
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Part 1
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About WBS
• One of the most important project management tools;
• Serves as the project scope baseline;
• Visualizes the entire project;
• Builds team consensus and buy-in to the project;
• Serves as a control mechanism to keep the project on track;
• Allows for accurate cost and time estimates;
• Serves as deterrent to scope change;
• Work not included in the WBS is not part of the project.
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• Serves as the foundation for planning, estimating, and project control;
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•
•
•
•
Start with summarized tasks and break them down into smaller parts
(top-down approach);
Start with small tasks and summarize them into major tasks
(bottom-up approach);
Write all the tasks that come into your mind and then interconnect them
into WBS (mind-mapping);
Use an example from an earlier project.
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WBS development methods
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Each item should be decomposed to the
point that it can be scheduled, budgeted,
and assigned to a resource.
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• The smallest element in the WBS is called the work package (WP).
• The components in the WBS are typically mapped against a code of
accounts. The code of accounts is a tool to number and identify the
elements within the WBS.
For example, a project manager and a stakeholder could reference work
package 7.3.2.1 and both would be able to find the exact element in the
WBS.
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Work package
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WBS
Project
A11.1 A11.2
A11.3
Part 2
A11.4
A12.1
Part 3
A13.1
A13.2
Part 4
A14.1
A 14 .2
A1 4 .3
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Part 1
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Work Package 4.1.
Aim
Project costs estimation
To calculate the envisaged costs of the project.
Responsible person
Junior accountant Mr. Bond
List of works
To calculate:
• Salary expenses
• Taxes related to the salaries
• Transport costs
• Communication costs
• Administrative costs
• Advertising costs
• Unforeseen costs (risk costs)
• Amortization costs
• Rental costs
2015 04 28 - 2015 06 28
Two-month salary of the junior accountant including the taxes
(10.000 Eur);
Calculated on a common yearly basis for the whole office:
payment for the internet, electricity, communication, rental
costs.
PC, MS Office 2007 Excel, Internet.
The document that identifies envisaged project costs in detail.
Execution period
Financial resources
Technological resources
Expected results
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WP definition: example
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• Individual works result in project deliverables and final project results (6075% of all works)
• Allocated works are usually related to individual works, e.g. quality
assurance of work 7.1.2 or audit of work 8.3.5.6.
• Continuous works – management, administration, coordination,
etc.
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WP types
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KEY WP rules
envisage guidelines for its monitoring;
• WP has identified costs or other value represented by money, time or
other resources;
• WP scope and length are typically tiny in order to avoid mistakes
and improve monitoring;
• WP interface should be clearly defined so that all WPs can be
interconnected;
• WP represents the level where project progress and costs are controlled.
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• Each WP is obviously different from any other WP of the project;
• WP has start and finish dates. If WP duration is long, you should
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A simple heuristic of decomposition is the 8/80
rule: no work package smaller than eight hours
and no work package larger than 80.
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Decomposing the project deliverables
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Chassis
Engine
Transmission
Body
Breakdown continues for as many further levels as necessary!
Suggested work breakdown structure for a car design project
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WBS sample (1)
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WBS sample (2)
http://www.projectmanagementesoftware.com/blog/work-breakdown-structure-ed-il-reticolo-logico-pianificazione-di-unprogetto-parte-12.html
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WBS development methods (1)
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WBS development methods (2)
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WBS development methods (3)
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2.1. Project integration and scope
management
Assoc. prof. Meda Andrijauskienė
HUMAN SIDE OF TECHNOLOGY
Project management
S190B121