Chapter 4:

Project Integration
Management
Information Technology Project Management, Eighth Edition
Note: See the text itself for full citations.

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Learning Objectives (1 of 2)

• Describe an overall framework for project integration

management as it relates to the other project management
knowledge areas and the project life cycle
• Discuss the strategic planning process and apply different
project selection methods
• Explain the importance of creating a project charter to
formally initiate projects
• Describe project management plan development, understand
the content of these plans, and describe approaches for
creating them
• Explain project execution, its relationship to project planning,
the factors related to successful results, and tools and
techniques to assist in directing and managing project work
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Learning Objectives (2 of 2)

• Apply the principles of knowledge management to the various

aspects of project integration
• Describe the process of monitoring and controlling a project
• Define the integrated change control process, relate this to
the steps for planning for and managing changes on
information technology (IT) projects, and create an
appropriate change control system for a project that
incorporates both
• Explain the importance of developing and following good
procedures for closing projects
• Describe how software can assist in project integration
management
• Discuss considerations for agile/adaptive environments
Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What is Project Integration Management? (1 of 3)

• Project managers must coordinate all of the other knowledge

areas throughout a project’s life cycle
• Many new project managers have trouble looking at the “big
picture” and want to focus on too many details (See opening
case for a real example)
• Project integration management is not the same thing as
software integration

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What is Project Integration Management? (2 of 3)

• Main processes
• Developing the project charter
• Developing the project management plan
• Directing and managing project work
• Monitoring and controlling project work
• Performing integrated change control
• Closing the project or phase

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What is Project Integration Management? (3 of 3)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Strategic Planning and Project Selection (1 of 3)

• Strategic planning involves determining long-term objectives

• Analyzing the strengths and weaknesses of an organization
• Studying opportunities and threats in the business environment
• Predicting future trends
• Projecting the need for new products and services
• SWOT analysis
• Strengths, Weaknesses, Opportunities, and Threats
• Identifying potential projects
• Start of project initiation
• Aligning IT with business strategy
• Organization must develop a strategy for using IT to define how it will
support the organization’s objectives

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Strategic Planning and Project Selection (3 of 3)

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Methods for Selecting Projects

• Potential projects must be narrowed down

• Methods for selecting projects:
• Focusing on broad organizational needs
• Categorizing information technology projects
• Performing net present value or other financial analyses
• Using a weighted scoring model
• Implementing a balanced scorecard

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Focusing on Broad Organizational Needs

• Projects that address broad organizational needs are much

more likely to be successful because they will be important to
the organization
• Examples: improve safety or increase morale

• Important criteria for selecting projects based on broad

organizational needs:

• There is a real and deep need for the project

• There are funds available
• There’s a strong will to make the project succeed

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Categorizing IT Projects

• Categorizations
• Respond to a problem, opportunity, or directive
• How long it will take to do and when it is needed
• Overall priority of the project

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Performing Financial Analyses

• Financial considerations are often an important consideration

in selecting projects
• Regardless of current economics

• Primary methods for determining the projected financial

value of projects
• Net present value (NPV) analysis
• Return on investment (ROI)
• Payback analysis

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Developing a Project Charter (1 of 2)

• After deciding what project to work on, it is important to let

the rest of the organization know
• A project charter is a document that formally recognizes the
existence of a project and provides direction on the project’s
objectives and management

• Key project stakeholders should sign a project charter to

acknowledge agreement on the need and intent of the project
• A project charter is a key output of the initiation process

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Developing a Project Charter (2 of 2)

• Inputs for developing a project charter

• Business case
• Benefits management plan
• Agreements
• Enterprise environmental factors
• Organizational process assets, which include formal and
informal plans, policies, procedures, guidelines, information
systems, financial systems, management systems, lessons
learned, and historical information

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Developing a Project Management Plan

• Document used to coordinate all project planning documents

and help guide a project’s execution and control
• Plans created in the other knowledge areas are subsidiary parts of
the overall project management plan

• Common elements of a project management plan

• Introduction/overview of the project
• Description of how the project is organized
• Management and technical processes used on the project
• Work to be done
• Schedule and budget information
• References to other project planning documents

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Using Guidelines to Create Project Management
Plans

Major Section Section Topics

Headings
Overview Purpose, scope, and objectives; assumptions and constraints; project deliverables;
schedule and budget summary; evolution of the plan
Project External interfaces; internal structure; roles and responsibilities
Organization
Managerial Process Start-up plans (estimation, staffing, resource acquisition, and project staff training
Plan plans); work plan (work activities, schedule, resource, and budget allocation); control
plan; risk management plan; closeout plan
Technical Process Process model; methods, tools, and techniques; infrastructure plan; product
Plans acceptance plan
Supporting Process Configuration management plan; verification and validation plan; documentation
Plans plan; quality assurance plan; reviews and audits; problem resolution plan;
subcontractor management plan; process improvement plan
.
Source: IEEE Standard 1058–1998

Table 4-3 Sample contents for the IEEE software project

management plan (SPMP)
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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Directing and Managing Project Work

• Involves managing and performing the work described in the

project management plan
• The majority of time and money is usually spent on execution

• The application area of the project directly affects project

execution
• Products of the project are produced during the execution phase

• The project manager needs to focus on leading the project

team and managing stakeholder relationships to execute the
project management plan successfully
• Project resource management, communications management, and
stakeholder management are crucial to a project’s success

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Coordinating Planning and Execution

• Project planning and execution are intertwined and

inseparable activities
• The main function of creating a project management plan is to guide
project execution

• Those who will do the work should help to plan the work
• All project personnel need to develop both planning and executing
skills, and they need experience in these areas

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Providing Strong Leadership and a Supportive
Culture

• Project managers must lead by example

• Demonstrate the importance of creating and then following good
project plans and following them in project execution

• Organizational culture can help project execution

• Providing guidelines and templates
• Tracking performance based on plans

• Project managers may still need to break the rules to meet

project goals
• Senior managers must support those actions

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What Went Right?

• 2015 PMI report found that only 12 percent of organizations

were considered to be high performers
• Percentage has remained unchanged
• Organizations must make major cultural changes to improve
• Make sure everyone fully understands the value of project
management
• Require executive sponsors are fully engaged on projects and
programs
• Align projects to the organization’s strategy

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Capitalizing on Product, Business, and Application
Area Knowledge

• It is often helpful for IT project managers to have prior

technical experience

• Small projects: the project manager may be required to perform

some of the technical work or mentor team members to complete
the projects

• Large projects: the project manager must understand the business

and application area of the project

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Execution Tools and Techniques

• Project managers can use specific tools and techniques to

perform activities that are part of execution processes

• Expert judgment: Experts can help project managers and their teams
make many decisions related to project execution

• Meetings: Meetings allow people to develop relationships, pick up on

important body language or tone of voice, and have a dialogue to
help resolve problems.

• Project management information systems: There are hundreds of

project management software products available on the market
today, and many organizations are moving toward powerful
enterprise project management systems that are accessible via the
Internet

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Managing Project Knowledge

• Basic types of knowledge

• Explicit knowledge: easily explained using words, pictures, or
numbers and is easy to communicate, store, and distribute

• Tacit knowledge: difficult to express and highly personal

• Knowledge management should be done before, during, and

after projects are completed
• Often very difficult to accomplish

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Advice for Young Professionals

• Many college students excel in this area based on their

experiences doing rigorous coursework
• To stand out in your job, consider volunteering to be in charge of
creating your project team’s lessons-learned register

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Monitoring and Controlling Project Work

• Changes are inevitable on most projects, so it’s important to

develop and follow a process to monitor and control changes

• Monitoring project work includes collecting, measuring, and

disseminating performance information

• The project management plan provides the baseline for identifying

and controlling project changes
• A baseline is a starting point, a measurement, or an observation that is
documented so that it can be used for future comparison.

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Performing Integrated Change Control

• Main objectives
• Influencing the factors that create changes to ensure that changes
are beneficial
• Determining that a change has occurred
• Managing actual changes as they occur

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Change Control on IT Projects

• Former view: the project team should strive to do exactly what

was planned on time and within budget
• Problem: project teams could rarely meet original project
goals
• Modern view: project management is a process of constant
communication and negotiation
• Solution: changes are often beneficial and the project team
should plan for them

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Change Control System (1 of 3)

• Formal, documented process that describes when and how

official project documents and work may be changed
• Describes who is authorized to make changes, paperwork required
for these changes, and any automated or manual tracking systems
the project will use

• Change control board (CCB) is a formal group of people

responsible for approving or rejecting changes on a project
• Provide guidelines for preparing change requests, evaluate change
requests, and manage the implementation of approved changes

• Some CCBs only meet occasionally, so it may take too long for
changes to occur
• Some organizations have policies in place for time-sensitive changes

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Change Control System (2 of 3)

• Configuration management ensures that the descriptions of

the project’s products are correct and complete
• Involves identifying and controlling the functional and physical design
characteristics of products and their support documentation
• Configuration management specialists identify and document
configuration requirements, control changes, record and report
changes, and audit the products to verify conformance to
requirements

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Change Control System (3 of 3)

View project management as a process of constant communication and negotiation.

Plan for change.

Establish a formal change control system, including a change control board (CCB) and
IT steering committee.
Use effective configuration management.

Define procedures for making timely decisions about smaller changes.

Use written and oral performance reports to help identify and manage change.

Use project management software and other software to help manage and
communicate changes.
Focus on leading the project team and meeting overall project goals and expectations.

Table 4-4 suggestions for performing integrated change control

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in
part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website
for classroom use.
Closing Projects or Phases

• To close a project or phase, you must finalize all activities and

transfer the completed or cancelled work to the appropriate
people
• Main inputs are the project charter, project management plan,
project documents, accepted deliverables, business documents,
agreements, procurement documentation, and organizational
process assets
• Main tools and techniques are expert judgment, data analysis, and
meetings

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Using Software to Assist in Project Integration
Management (1 of 2)

• Several types of software can be used to assist in project

integration management
• Documents can be created with word processing software
• Presentations are created with presentation software
• Tracking can be done with spreadsheets or databases
• Communication software can facilitate communications
• Project management software can pull everything together and show
detailed and summarized information

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Using Software to Assist in Project Integration
Management (2 of 2)

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Considerations for Agile/Adaptive Environments

• Iterative and agile approaches promote the engagement of

team members

• Expectations of the project manager do not change in an

adaptive environment, but control of the detailed product
planning and delivery is delegated to the team

• Project managers using any product life cycle should focus on

creating a collaborative decision-making environment and
providing opportunities for team members to develop
additional skills

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter Summary

• Project integration management ties together all the other

areas of project management
• Primary focus should be on project integration management
• Main processes
• Develop the project charter
• Create an assumption log
• Develop the project management plan
• Direct and manage project execution
• Manage project knowledge
• Monitor and control project work
• Perform integrated change control
• Close the project or phase

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.