Project Integration Management

Transcription

1 Project Integration Management Presented by Project Masters Inc. *Throughout this presentation, we reference and recognize the following trademarks, service marks, and copyrights of the Project Management Institute (PMI): PMP, PgMP, PMI, PMBOK, CAPM

2 INITIATING PROCESS Project Charter Stakeholder Register (Identify Stakeholders) Acquire Template Historical Data from PMO Planning Kick-off Meeting Create Project Management Plan Process Group Interaction in a Project PLANNING PROCESS - Scope Management Plan - Requirements Management Plan - Schedule Management Plan - Cost Management Plan - Quality Management Plan - Process Improvement Plan - Human Resource Management Plan - Communication Management Plan - Risk Management Plan - Procurement Management Plan 2015 Project Masters, Inc. 2

3 Process Group Interaction in a Project Requirements Documents Project Scope Statement WBS + WBS Dictionary Activity List Time Plan Scope Baseline Activity Attributes Project Schedule Network Diagram Requirements Traceability Matrix Scope Plan Milestone List Time Plan Define Activity Duration Define Activity Work HR Execute Project Staff Assignment Resource Calendars Project Staff Assignment Resource Calendars Cost Plan Risk Register (Identify) Risk Plan 2015 Project Masters, Inc. 3

4 Risk Register (Identify) Risk Plan Process Group Interaction in a Project Time Plan Procurement Plan Activity Resource Requirements Resource Breakdown Structure Procurement Statement of Work Source Selection Criteria Make or Buy Decisions Procurement Documents Quality Plan Time Plan Time Plan Quality Metrics Quality Checklists Activity Duration Estimates Schedule Baseline Project Schedule & Data Project Calendar Risk Register (Qualitative Analysis) High Probability & High Impact Risk Register (Quantitative Analysis) Yes No Risk Plan Risk Register Plan Risk Responses Procurement Execute Selected Sellers Agreements Vendor Resource Calendars Cost Plan Cost Baseline Project Funding Requirements Management/Sponsor Sign-off Customer Sign-off Baseline Plan Project Documents Project Kick-off Meeting 2015 Project Masters, Inc. 4

5 Project Kick-off Meeting Build Deliverables Gather Work Performance Data on Deliverables EXECUTION, MONITORING & CONTROLLING PROCESS Process Group Interaction in a Project Cost 25% & Schedule Forcasts Project 34% Communi -cation Work 25% Performance Information Team Performance Assessment 32% Work 34% Performance Reports Change 25% Requests Approval 25% Change Request Quality Control Measure 25% -ments Issue Log Stakeholder 25% Create Work Performance Reports 25% Change 25% Log Verified Deliverables (Quality) Accepted Deliverables (Scope) No Are All Deliverables Complete & Accepted Yes Complete Requirements to Customer Complete Formal Acceptance Documentation 2015 Project Masters, Inc. 5

6 Process Group Interaction in a Project CLOSE OUT PROCESS Complete Requirements to Customer Complete Formal Acceptance Documentation Complete documentation for seller showing everything was delivered Get sign-off showing contract is complete and closed Secure final payment Evaluate Project Performance Perform Lessons Learned Hand off to PMO to be stored for future similar project Team Celebration 2015 Project Masters, Inc. 6

7 Project Integration Management 2015 Project Masters, Inc. 7

8 What is 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. (The PMBOK Guide: Fifth Edition) 2015 Project Masters, Inc. 8

9 What is Project Integration Management? Project Integration Management involves making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management Knowledge Areas. Project management processes are usually presented as discrete processes with defined interfaces while, in practice, they overlap and interact in ways that cannot be completely detailed in the PMBOK Guide Project Masters, Inc. 9

10 What is Project Integration Management? It is the utilization and coordination of all the processes during the life cycle of the project. Example: A client requests a change to the product during execution. In order to accomplish this, the project team would need to redefine the requirements (Scope), schedule it (Time), and then Price it (Cost), before requesting and getting the client s authorization to proceed (Change Control) Project Masters, Inc. 10

11 What is Project Integration Management? Project Integration Management must also address the integration of other systems and processes related to the project work: The work of the project must be integrated with the ongoing operations of the performing organization. Product Scope and Project Scope must be integrated. The activities of the various functional areas involved in the project must also be integrated Project Masters, Inc. 11

12 The Project Integration Management Processes Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase 2015 Project Masters, Inc. 12

13 Project Integration Management Overview Initiating Planning Executing Monitoring & Controlling Close-out 4.1 Develop Project Charter.1 Inputs.1 Project statement of work.2 Business case.3 Agreements.4 Enterprise environmental factors.5 Organizational process assets.2 Tools & Techniques.1 Expert judgment.2 Facilitation techniques.3 Outputs.1 Project charter 4.4 Monitor and Control Project Work.1 Inputs.1 Project management plan.2 Schedule forecasts.3 Cost forecasts.4 Validated changes.5 Work performance information.6 Enterprise environmental factors.7 Organizational process assets.2 Tools & Techniques.1 Expert judgment.2 Analytical techniques.3 Project management information system.4 Meetings.3 Outputs.1 Change requests.2 Work performance reports.3 Project management plan updates.4 Project documents updates 4.2 Develop Project Management Plan.1 Inputs.1 Project charter.2 Outputs from other processes.3 Enterprise environmental factors.4 Organizational process assets.2 Tools & Techniques.1 Expert judgment.2 Facilitation techniques.3 Outputs.1 Project management plan 4.5 Perform Integrated Change Control.1 Inputs.1 Project management plan.2 Work performance reports.3 Change requests.4 Enterprise environmental factors.5 Organizational process assets.2 Tools & Techniques.1 Expert judgment.2 Meetings.3 Change control tools.3 Outputs.1 Approved change requests.2 Change log.3 Project management plan updates.4 Project document updates 4.3 Direct and Manage Project Work.1 Inputs.1 Project management plan.2 Approved change requests.3 Enterprise environmental factors.4 Organizational process assets.2 Tools & Techniques.1 Expert judgment.2 Project management information system.3 Meetings.3 Outputs.1 Deliverables.2 Work performance data.3 Change requests.4 Project management plan updates.5 Project documents updates 4.6 Close Project or Phase.1 Inputs.1 Project management plan.2 Accepted deliverables.3 Organizational process assets.2 Tools & Techniques.1 Expert judgment.2 Analytical techniques.3 Meetings.3 Outputs.1 Final product, service, or result transition.2 Organizational process assets updates Figure 4-1. Project Integration Management Overview 2015 Project Masters, Inc. 13

14 Develop Project Charter 2015 Project Masters, Inc. 14

15 Develop Project Charter The process of 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. (The PMBOK Guide: Fifth Edition) The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project Project Masters, Inc. 15

16 2015 Project Masters, Inc. 16

17 Develop Project Management Plan 2015 Project Masters, Inc. 17

18 Develop Project Management Plan The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. (The PMBOK Guide: Fifth Edition) The key benefit of this process is a central document that defines the basis of all project work Project Masters, Inc. 18

19 2015 Project Masters, Inc. 19

20 Review of The Project Management Plan 2015 Project Masters, Inc. 20

21 2015 Project Masters, Inc. 21

22 Direct and Manage Project Work 2015 Project Masters, Inc. 22

23 Direct and Manage Project Work The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project s objectives. (The PMBOK Guide: Fifth Edition) The key benefit of this process is that it provides overall management of the project work Project Masters, Inc. 23

24 2015 Project Masters, Inc. 24

25 Monitor and Control Project Work 2015 Project Masters, Inc. 25

26 Monitor and Control Project Work The process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan. (The PMBOK Guide: Fifth Edition) The key benefit of this process is that it allows stakeholders to understand the current state of the project, the steps taken, and budget, schedule and scope forecasts. (The PMBOK Guide: Fifth Edition) 2015 Project Masters, Inc. 26

27 2015 Project Masters, Inc. 27

28 Perform Integrated Change Control 2015 Project Masters, Inc. 28

29 Perform Integrated Change Control The process of reviewing all change requests, approving changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. (The PMBOK Guide: Fifth Edition) 2015 Project Masters, Inc. 29

30 Perform Integrated Change Control The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plans. (The PMBOK Guide: Fifth Edition) 2015 Project Masters, Inc. 30

31 Project Plan Problem Change Request Check one: Problem Change Request Problem/Change Request Number: Originator Information: Date of Origination: For Change Request: (Place in Box) Open Approved Rejected Closed/Hold For Problem: (Place in Box) Reproducible Attachments Screens Printouts Title of Problem/Change: Affected Item: Detailed Description of Problem/Change Change Control Request Assigned Responsible Engineer: Suggested Solution Estimated Time to Fix or Implement Change: Actual Time to Fix or Implement Change: 2015 Project Masters, Inc. 31

32 2015 Project Masters, Inc. 32

33 Close Project or Phase 2015 Project Masters, Inc. 33

34 Close Project or Phase The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. (The PMBOK Guide: Fifth Edition) The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors. (The PMBOK Guide: Fifth Edition) 2015 Project Masters, Inc. 34

35 2015 Project Masters, Inc. 35

36 You are the project manager for a pharmaceutical company. You are currently working on a project for a new drug your company is creating. A recent change in a law governing drug testing will impact your project and change your project scope. The first thing you should do as project manager is: A. Create a documented change request. B. Proceed as plan since the project will be grandfathered beyond the new change in the law. C. Consult with project stakeholders. D. Stop all project work until the issue is resolved Project Masters, Inc. 36

37 Answer-A Change requests should first be documented in the project s change control system Project Masters, Inc. 37

38 Sam is a project manager of the ABC Project. This project requires all of the telephones in the organization to be removed and replaced with an Internet phone. He s learned that the removal of some of the phones has damaged the walls in the office building and they will need to be repaired. This project has a deadline and little time for repairing errors that weren't anticipated. Based on this information, which one of the following is the best example of defect repair review? A. Adding labor to a project to reduce errors during the installation of hardware. B. Retraining the project team on how to install new material so that all future work with the new materials is don t correctly. C. Repairing an incorrectly installed door in a new home construction project. D. Inspecting work that has been corrected because it was done incorrectly the first time Project Masters, Inc. 38

39 Answer-D Defect repair review is a review of the defect repair. Even though the project may be on deadline, Robert s project team will still need to repair the walls and confirm the repair is acceptable Project Masters, Inc. 39

40 The project plan provides a baseline for several things. Which one of the following does the project plan NOT provide a baseline for? A. Scope B. Cost C. Schedule D. Control 2015 Project Masters, Inc. 40

41 Answer-D The project management plan provides baselines for schedule, cost, and scope. Control is a project activity and part of the monitoring and controlling process group Project Masters, Inc. 41

42 Amy is the project manager for her organization and she s working with her project team to develop the project management plan for a new project. The project team is confused about the change management plan and how it governs changes within the project. The project plan provides what in regard to project changes? A. A methodology to approve or decline changes. B. A guide to all future project risk management decisions. C. A vision of the project deliverables. D. A fluid document that may be updated as needed based on the CCB Project Masters, Inc. 42

43 Answer-A The project manage plan defines how the changes will be monitored and controlled Project Masters, Inc. 43

44 You are a project manager of a project that is part of a program. There has been some conflict among the project team about who assigns activities and directs the project execution. In this scenario, who directs the performance of the planned project activities? A. The project manager and the project management team B. The project team C. The project sponsor D. The program manager 2015 Project Masters, Inc. 44

45 Answer-A The project manager and the project management team direct the performance of the project activities. In a program, the program manager assigns the project manager authority over the project resources and authorizes the project manager to direct the project work Project Masters, Inc. 45

46 Bob is the project manager of a bridge construction project. His organization and the city inspectors both have an interest in the success and overall performance of the project and have asked Fred to identify the approach he ll use to measure and report project performance. Which one of the following measures project performance? A. WBS B. The project plan C. The earned value technique D. The work authorization system 2015 Project Masters, Inc. 46

47 Answer-C The earned value technique, commonly called earned value management (EVM), measures project performance on several factors, including cost and schedule Project Masters, Inc. 47

48 The project manager can help write the project charter, but is not the person signing the project charter. Regardless of who writes the charter, there are several elements that should be included in the document. All of the following are addressed in the project charter, except for which one? A. Requirements to satisfy the project customer, project sponsor, and other stakeholders. B. Assigned project management and level of authority. C. Summary budget. D. Risk responses Project Masters, Inc. 48

49 Answer-D Risk responses are not addressed in the project charter. High-level risks may be identified, but the responses to those risks are not included in the project charter. These responses will be documented in the project's risk response plan Project Masters, Inc. 49

50 You and the project management team are creating a project statement of work. As part of this activity, which one of the following should be referenced in the project statement of work document? A. Risk responses B. Organizational process assets C. The initial work breakdown structure D. A reference to strategic plan 2015 Project Masters, Inc. 50

51 Answer-D The project statement of work should reference or include the business that justified the project, the product scope descriptions that defines the product and the strategic plan for the organization Project Masters, Inc. 51

52 The company is implementing an enterprise reporting system. This system will integrate a number of business units. As a result, it will be very resource-intensive and could cause reprioritization of other projects that it will replace. Which of the following will be of greatest concern to the project manager? A. Whether the new project will impact the schedule for his project. B. Whether the new project will impact the budget for his project. C. Whether the new project will impact the business case for his project. D. Whether the new project will impact the resources for his project Project Masters, Inc. 52

53 Answer-C How the new initiative impacts your project is a valid concern, because it could eliminate the need for your project Project Masters, Inc. 53

54 At the weekly infrastructure project meeting, the customer informs the project team that, due to a change in market conditions, he must request a significant change to the product that will be created as a result of the project. The project is 85% complete. What should the project manager do in this case? A. Advise the customer that the project is too close to completion to integrate the change. B. Evaluate the impact the requested change will have on the project and advise the customer of the impact and his options. C. Ignore the customer in the hope he will not pursue the request. D. Create a new project to accommodate the requested change and release the project as-in to the market Project Masters, Inc. 54

55 Answer-B The project manager needs to evaluate the impact the change requested will have on the project and advise the customer of the impact and his options Project Masters, Inc. 55

56 Questions 2015 Project Masters, Inc. 56

57 Thank You! x Project Masters, Inc. 57