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PRESENTATION ON

PRESENTATION ON. PROJECT INTEGRATION MANAGEMENT GROUP 1: Sanjeeb Jha Bibek Pandey Sandesh Dhakal Sulabh Tuladhar Bikash Shrestha. Project integration management.

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PRESENTATION ON

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  1. PRESENTATION ON PROJECT INTEGRATION MANAGEMENT GROUP 1: Sanjeeb Jha Bibek Pandey Sandesh Dhakal Sulabh Tuladhar Bikash Shrestha

  2. Project integration management Project integration management is one of the nine fields of project management expertise that PMBOK classifies as “Knowledge areas”. Knowledge areas employ inputs utilize tools and techniques and generate output. Project integration management is the umbrella knowledge area of project management. It is comprised of the seven processes that should be implemented for any project regardless of nature or size.

  3. Project integration management • Inputs • Project management process begins with at least one input. • any items internal or external required by the process • for ex: documents such as contract, value such as corporate culture.

  4. Project integration management Tools and Techniques - equipment used in the project management processes to develop the desired outputs. - many of tools and techniques utilized in more than one process over the course of projects.

  5. Project integration management Outputs The product of a project management process is known as an output A product, result, or service generated by a process is an output. Often output of one process become input of other.

  6. Develop Project charter Develop project charter process is the mechanism for documenting a project’s origin, purpose and relationship to normal agency function. Process results in a document that legitimizes the project and helps generate buy-in form the stakeholders , a group that may include employees, customers, legislators and others.

  7. Develop Project charter The sponsor should use the charter as a vehicle for conveying as much information about the project as possible to the project team. Also use the charter to set the priorities for scope, schedule and cost to guide the team’s decision making throughout the project.

  8. Develop Project charter Scope and resource information that can be included in a project charter are: Objectives and deliverables Customers and their needs Business requirements Stakeholders, project manager, key project team members project deadline, staff effort and limit, budget

  9. Develop Project charter First significant created for the project It can be revised or modify as project progress

  10. Project integration management

  11. Preliminary Project Scope Statement Project large or small are plagued by the human tendency to tinker with their scope. for example: A simple plan to paint one bed room may turn into redecorating project for that room that rivals any makeover on other room. This process what is called scope creep which is not recommended. The develop preliminary project scope statement process can help to prevent scope creep by clearly setting the parameters for the project.

  12. Preliminary Project Scope Statement Who will implement this? The develop preliminary project scope statement process should be implemented by the project team in response to the objectives outlined by the sponsor in the project charter. Team will create a document that explains how the team will accomplished the objective.

  13. Preliminary Project Scope Statement What is PPSS? It is a narrative description of the projectscope including major deliverables, project objectives, project assumptions, project constraints and a statement of work. Detail and clarity are crucial. Specific systems, processes and facilities should be listed.

  14. Preliminary Project Scope Statement Input, Tools & Techniques and Output

  15. Preliminary Project Scope Statement Inputs Project Charter : purpose of the project charter is to document: Reasons for undertaking the project Objectives and constraints of the project Directions concerning the solution Identities of the main stakeholders

  16. Project Statement of Work (sample) • Enterprise Environmental Factors • Organizational or company culture and structure • Existing human resources • Organizational Process Assets • organizations’ learning and knowledge from previous projects • Organizational process assets could be grouped into two categories:

  17. Preliminary Project Scope Statement Tools and Techniques Project Management Methodology defines a process that aids a project mgmt team in developing and controlling changes to the PPSS. 2. Project Management Information system Automated system used by the project mgmt team to create, refine, control and release scope statement document. Generating project action plans, schedules, network diagrams, projections,

  18. Preliminary Project Scope Statement Tools and Techniques 3. Expert Judgment It is applied to any technical and management document which is included to PPSS. Output Preliminary Project Scope Statement

  19. Preliminary Project Scope Statement Other Important facts Once established the scope cannot be changed without evaluating the ramifications of the change and approving the new scope. The skill of the team members and the plans of the team are centered on the scope as defined in the charter. Additions to scope, may require tasks that the team is not equipped to handle and that will affect the project timeline and deliverables.

  20. Setting Deadline – Humor Break

  21. 4.3 Develop Project Management Plan PROJECT MANAGEMENT PLAN Action necessary to define, integrate and coordinate all subsidiary plans into project management plan Varies on the application area and complexity of the project. Results in a plan updated through Integrated change control process (4.6) Defines how the project is executed, monitored, controlled and closed.

  22. PROJECT MANAGEMENT PLAN Documents the outputs of the planning processes of the Planning Process Group and includes: The project management processes selected by PM team Level of implementation of each selected process Description of tools and techniques to be used How selected project will be used to manage specific project How work execution/ change monitoring /configuration management be performed for accomplishing project objectives Integrity of performance measurement and baselines Communication needs and techniques Project life cycle and phases Key management reviews for content, extent and timing to facilitate addressing open issues and pending decisions

  23. Subsidiary plans Project scope management plan Schedule management plan Cost management plan Quality management plan Process improvement plan Staffing management plan Communication management plan Risk management plan Procurement management plan

  24. Components Milestone list Resource calendar Schedule baseline Cost baseline Quality baseline Risk register

  25. Develop Project Management Plan: Inputs Preliminary Project Scope statement 4.2 Project Management Process (ch 5-12 ) Enterprise environmental factors 4.1.1.3 Organizational process assets 4.1.1.4

  26. Develop Project Management Plan: Tools and Techniques Project management methodology The project management methodology defines a process, which aids a projectmanagement team in developing and controlling changes to the projectmanagement plan. Project management information system The project management information system, an automated system, is used by theproject management team to support generation of the project management plan,facilitate feedback as the document is developed, control changes to the projectmanagement plan, and release the approved document.

  27. Change Control System . For example, for information technology systems, a change control system can include the specifications (scripts, source code, data definition language, etc.) for each software component. Expert Judgement • Expert judgment is applied to develop technical and management details to beincluded in the project management plan.

  28. Direct and Manage Project Execution The executing process of project integration management is Manage Project execution. In prefect world Executing project would be a simple process of following the project management plan. However, in real or imperfect world the assumption does not take into account the volatile mix that is created when real people take on the real task of the project

  29. Direct and Manage Project Execution Project management plan is useless without the skillful application for the directing and managing process. E.g. Dot Project Process that coordinates the people and resources that have been allocated to a project with the tasks needed to complete the project. Project Manager is responsible for Project execution.

  30. Direct and Manage Project Execution Project manager with the well –crafted plan in hand develops the project team, protects the project scope and ensures that the completed product meets the customer’s need. In addition, the project manager and project team track the project’s development step by step, implement corrective and preventive actions and verify that potential changes fall within the scope of the project.

  31. Direct and Manage Project Execution The project manager directs and manages the project team by providing it with information's about the project including quality, scope cost and schedule expectations. The project manager should also: Set boundaries for areas of responsibility and authority Develop feedback mechanisms Discuss inspection/reviews

  32. Direct and Manage Project Execution Manager should use tools like Gantt charts, change request forms or issue logs to know the status of the project and should share with each and every member of the team. Communication is vital in successfully directing and managing the project execution. View Image

  33. Direct and Manage Project Execution Roles of Team Members Each team member needs to understand how his or her taskaffect the overall project and be aware of the proper way to report concern issues. View image Each member should have gone through the project documents such as charter, scope statement and project plan.

  34. Direct and Manage Project Execution • Team should prepareclean and readable document. • Documentation is crucial which should be prepared throughout the execution of project • Document includes: • Updating existing plan, charter and scope statement document. • Creating new development process document etc.

  35. Direct and Manage Project Execution

  36. Direct and Manage Project Execution Inputs Project Management plan Approved Corrective Actions Approved Preventive Actions Approved Change Requests Approved Defect Repair Validate Defect Repair Administrative closure procedure

  37. Direct and Manage Project Execution Tools and Techniques Project Management Methodology Project Management Information system

  38. Direct and Manage Project Execution Outputs Deliverables Requested Changes Implemented change Requests Implemented corrective actions Implemented Preventive actions Implemented defective repair Work Performance information

  39. 4.5 Monitor and control Project work Performed to monitor project processes associated with initiating, planning, executing, closing.(sample) Corrective actions are taken Approved Corrective Actions Approved corrective actions are documented, authorized directions required tobring expected future project performance into conformance with the projectmanagement plan. Approved Preventive Actions Approved preventive actions are documented, authorized directions that reduce theprobability of negative consequences associated with project risks.

  40. Monitoring and controlling involves: • comparing , assessing, analyzing , risk identification, forecast.

  41. Monitor and control Project work: Inputs Project Management Plan Work Performance Information Rejected change requests

  42. Monitor and control Project work: Tools and Techniques Project Management Methodology Project Management Information system Earned value technique Expert Judgment

  43. Monitor and control Project work: Outputs Recommended corrective action Recommended Preventive action Forecasts Recommended Defect pair Requested changes

  44. Integrated Change Control • Process that is performed from project conception through completion. • Necessary because projects seldom run exactly according to the project management plan. • The project management plan, the project scope statement, and other deliverables must be maintained by carefully and continuously managing changes, either by rejecting changes or by approving changes so those approved changes are incorporated into a revised baseline.

  45. Integrated Change Control Process The Integrated Change Control process includes the following change management activities in differing levels of detail, based upon the completion of project execution: • Identifying that a change needs to occur or has occurred. • Influencing the factors that find a way around integrated change control so that onlyapproved changes are implemented. • Reviewing and approving requested changes. • Managing the approved changes when and as they occur, by regulating theflow of requested changes.

  46. Integrated Change Control Process • Maintaining the integrity of baselines by releasing only approved changes forincorporation into project products or services, and maintaining their relatedconfiguration and planning documentation. • Reviewing and approving all recommended corrective and preventive actions. • Controlling and updating the scope, cost, budget, schedule and quality requirements based upon approved changes, by coordinating changes across the entire project. For example, a proposed schedule change will often affect cost, risk, quality, and staffing.

  47. Integrated Change Control Process • Documenting the complete impact of requested changes. • Validating defect repair. • Controlling project quality to standards based on quality reports

  48. Requirement Change Control Procedure Policy, Design, and Functional Operational Use and Sustaining Effort Performance, Test & Evaluation, etc. Requirement Change Proposal Requirement Change Proposal Requirement Change Proposal Change Control Board Evaluation of Change Impact: Development of a Change Implementation Plan Is the Change Feasible? Yes • Affects on Performance, Effectiveness, • Life-Cycle Costs. • Proposed incorporation date, ensuing • affected requirements. • Resources required to implement the change. • Cost of implementing the change. No No Further Action Return to Continuing Operational Status Develop Change Procedures Incorporate Approved Change Yes Is Change Adequate? Update Documentation and Database Dispose Residue No Redesign Required

  49. Project-wide application objectives Project-wide application of the configuration management system, including change control processes, accomplishes 3 main objectives: • Establishes an evolutionary method to consistently identify and request changes to established baselines, and to assess the value and effectiveness of those changes. • Provides opportunities to continuously validate and improve the project by considering the impact of each change • Provides the mechanism for the project management team to consistently communicate all changes to the stakeholders.

  50. Configuration management activities Some of the configuration management activities included in the integrated change control process are: • Configuration Identification: Providing the basis from which the configuration of products is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained. • Configuration Status Accounting: Capturing, storing, and accessing configuration information needed to manage products and product information effectively. • Configuration Verification and Auditing: Establishing that the performance and functional requirements defined in the configuration documentation have been met.

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