7. Project Integration Management

CS-413

Integration Management

(Part 6)

Dr.Çağatay ÜNDEĞER

Instructor

Bilkent University, Computer Engineering

Middle East Technical University, Game Technologies

&

General Manager

SimBT Inc.

e-mail : undeger@simbt.com.tr

Bilgisayar Mühendisliği Bölümü – Bilkent Üniversitesi – Fall 2009 1


CS-413

• Project Management Components

(knowledge areas)

– Project Integration Management

– Project Scope Management

– Project Time Management

– Project Cost Management

– Project Human Resource Management

– Project Communication Management

– Project Quality Management

– Project Risk Management

– Project Procurement Management

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• Introduction

• Project Plan Development

• Project Plan Execution

• Integrated Change Control

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(Introduction)

• Includes the process required to ensure that

– Elements of project are properly coordinated.

• Involves making tradeoffs among competing objectives and alternatives

– To meet stakeholder needs and expectations.

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(Introduction)

• All project management components are integrative to some extend,

• But integration management is primarily integrative.

• Although process will be presented as discrete elements with well-defined interfaces,

– In practice, they may usually overlap and interact.

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(Major Phases)

• Project Plan Development:

– Integrating and coordinating all project plans to create a consistent, coherent document.

• Project Plan Execution:

– Carrying out project plan by performing activities included in the plan.

• Integrated Change Control:

– Coordinating changes across entire project.

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(Major Phases)

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• Introduction




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Project Plan Development

(Introduction)

• Uses outputs of other planning processes.

• It is an iterative process;

– Initial draft may include a coarse plan;

– Subsequent versions includes details.

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(Introduction)

• Scope of the project plan is usually determined;

– Using a work breakdown structure, and

– Iteratively decomposing tasks.

• All of the tasks must be;

– Planned,

– Estimated,

– Scheduled, and

– Authorized.

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(Objective)

• Project plan is used to:

– Guide project execution,

– Document project planning assumptions,

– Document project planning decisions,

– Faciliate communication among stakeholders,

– Define key management reviews,

– Provide a baseline for progress measurement and project control.

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Inputs, Tools & Techniques, and Outputs

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( Inputs )

• Other planning outputs

• Historical information

• Organizational policies

• Constraints

• Assumptions

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( Inputs )

• Other planning outputs:

– Work breakdown structures,

– Gantt Charts, network diagrams, etc.

– Outputs of planning processes in other knowledge areas:

• e.g. time, cost, quality management

• Historical information:

– Estimation (e.g. cost, time) database

– Performance database

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( Inputs )

• Organizational Policies:

– All the organizations involved in the project may have their own formal and informal policies.

– Effects of policies must be considered.

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( Inputs )

• Organizational Policies:

– Policies that are typically considered:

• Quality management:

– Standard documentation procedures,

– Process improvement goals,

• Personnel administration:

– Hiring and firing guidelines,

– Employee performance reviews,

• Financial controls:

– Required expenditure and disbursement,

– Standard contract provisions.

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( Inputs )

• Constraints:

– Restrictions that will limit project team’s options:

• Predefined schedule / deadlines,

• Predefined budget,

• Predefined hardware or OS,

• Predefined programming language,

• Contractual provisions.

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( Inputs )

• Assumptions:

– Factors that are considered to be true for the planned system.

– For instance:

• A plan can be made assuming that;

–A key person will be available after a specific date.

• A plan can be made assuming that;

–Atmospheric conditions are ineffective to the system.

– Generally involve a degree of risk.

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( Tools & Techniques )

• Project planning methodology

• Stakeholder skills and knowledge

• Project management information system

(PMIS)

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• Project planning methodology

– Any structured approach used to guide project team during plan development.

• As simple as forms and templates

• As complex as a series of required simulations .

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• Stakeholder skills and knowledge

– Every stakeholder has some skills and knowledge that may be useful for plan development.

– Create an environment to let stakeholders contribute to the planning.

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(PMIS)

– Consist of tools and techniques used to;

• Gather, integrate and disseminate outputs of the project management process.

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( Outputs )

• Project plan

• Supporting details

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( Outputs )

• Project plan:

– A formal, approved document used to manage the project execution.

• Activity dates are scheduled;

• Meeting milestones are identified.

– Distributed to all the stakeholders as defined in communications management plan.

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( Outputs )

• Project plan:

– Expected to evolve over time as more information comes in.

– Performance measurement baseline will change only in response to an approved scope change.

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( Outputs )

• Project plan includes:

– Project charter

– Project management approach ( a summary of plans from other knowledge areas )

– Scope statement ( objectives , deliverables )

– Work breakdown structure ( a baseline scope document )

– Cost estimates, schedules, responsibility assignments

– Performance measurement baselines for:

• Scope, schedule and cost

– Major milestones and their target dates

– Key or required staff and their expected costs

– Key risks and their planned responses if happened

– Subsidiary management plans:

• Scope, schedule, cost, quality, staffing, communications, risk, procurement management plans

– Open issues and pending decisions

– Other project planning outputs.

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( Outputs )

• Supporting details:

– Outputs from other planning processes

– Additional information generated during the process

– Technical documentation such as:

• Requirements,

• Specifications,

• Conceptual designs

– Documentation of relevant standards.

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• Introduction




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Project Plan Execution

• Primary process for;

– Applying the plan to create the product.

• Majority of the budget will be expended here.

• Project manager & project management team must coordinate and direct technical and organizational processes.

• Performance against the baseline plan must be continuously monitored,

– Corrective actions may be required.

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( Inputs )

• Project plan

• Supporting details

• Organizational policies

• Preventive actions

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( Inputs )

• Project plan:

– Project plan and subsidiary management plans.

• Supporting details:

– Outputs from other planning processes

– Additional information generated during planning

– Technical documentations

– Documentation of relevant standards

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( Inputs )

• Organizational policies:

– Any policy effective on plan execution:

• Quality management

• Personnel administration

• Financial controls

• Preventive actions:

– Any action done that reduces the risks.

• Corrective actions:

– Any action done that brings project performance in line with the baseline plan.

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• General management skills

• Product skills and knowledge

• Work authorization system

• Status review meetings


(PMIS)

• Organizational procedures

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• General management skills:

– Leadership, communicating, negotiation skills are essential.

• Product skills and knowledge:

– Project team must have skills and knowledge about the project domain.

– If required, new staff can be acquired.

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• Work authorization system:

– A formal procedure for authorizing project work

– To ensure that work done at the right time and in the proper sequence .

– Usually written authorization to begin work is used.

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• Status review meetings:

– Regular scheduled meetings to exchange information about project situation.

– May be held on different levels and frequencies.

• Project management team (weekly)

• Customer (monthly)

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(PMIS)



• Organizational procedures:

– All organizations involved in project may have formal and informal procedures that are useful.

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( Outputs )

• Work results

• Change requests

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( Outputs )

• Work results:

– Outcomes of activities performed to accomplish the project:

• Results of activities (completed, failed, cancelled etc.)

• Documents produced (requirements, design, test report, etc.)

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( Outputs )

• Change requests:

– Sometimes, change requests about scope, cost and schedule occur during the plan execution.

– The approved ones are reflected to the project plan.

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• Introduction




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Integrated Change Control

• Concerned with:

– Influencing factors, which create changes,

• To ensure that changes are agreed upon;

– Determining that a change has occured;

– Managing actual changes when and as they occur.

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• Project scope and performance baseline must be maintained by continuously managing changes:

– Rejecting new changes, or

– Approving changes and integrating them into a revised baseline.

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• Requires:

– Maintaining integrity of performance measurement baselines;

– Ensuring that product scope changes are reflected to planned scope.

– Coordinating changes across knowledge areas;

• e.g. a schedule change will effect costs, risks, staffing, and quality.

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( Inputs )

• Project plan

• Performance results

• Change requests

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( Inputs )

• Project plan:

– Provides baseline against which changes will be controlled.

• Performance results:

– Provide information on project performance.

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( Inputs )

• Change requests:

– Occur in many forms:

• Oral or written

• Direct or indirect

• Externally or internally initiated

• Legally mandated or optional.

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• Change control system

• Configuration management

• Performance measurement

• Additional planning


(PMIS)

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• Change control system:

– A collection of formal, documented procedures defining how performance will be monitored and evaluated.

– Defines steps by which official project documents may be changed.

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• Change control system:

– Includes:

• Paperwork,

• Tracking systems,

• Processes,

• Approval levels for authorization.

– Must also include procedures to handle changes that are approved without prior review (e.g. for emergencies).

– Baseline should be kept up to date.

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• Configuration management:

– Usually a subset of change control system.

– A formal documented or automated procedure to apply technical and administrative directions to:

• Identify and document functional and physical characteristics of an item or system.

• Control any changes to these characteristics.

• Record and report change and its implementation status.

• Track versions of items and system.

• Audit items and system to verify conformance to requirements.

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• Performance measurement:

– Enable to assess whether variances from baseline require corrective actions.

• Additional planning:

– Projects seldom run as planned.

– Therefore changes may require revised;

• Cost estimates, modified activity sequences, schedules, resource requirements, contingency plans for risks, ...

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(PMIS):



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( Outputs )

• Project plan updates

• Corrective actions

• Lessons learned

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( Outputs )

• Project plan updates:

– Any modification to the contents of project plan or the supporting details.

– Related stakeholders should be notified.

• Corrective actions:

– Any action done that brings project performance in line with the baseline plan.

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( Outputs )

• Lessons learned:

– Causes of variances from baseline,

– Reasoning behind corrective actions, and

– Other types of lessons learned should be documented.

– Become a part of historical information for future recomendations.

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