Project Integration Management
S. Kenneth Merrill, PMP
November 21, 2007 Project Management Tutorial Series
Project Management Tutorial Series
Scope Time Cost Quality Human Resource Communication Risk Procurement
Project Success
Knowledge Areas
Initiating
Planning
Executing
Monitor & Control
Closeout
Project Life Cycle Process Groups
Eastern Idaho Chapter - PMI
Project Management Tutorial Series
Project Integration Management Discussion Outline:
Introduction Project Integration Management Overview Discussion PM Knowledge Areas: Risk Conditions and Consequent Risk Events Scaleable Methodology - Project Integration Management
Eastern Idaho Chapter - PMI
Project Management Tutorial Series
Many new project managers have trouble Looking at the big picture and want to focus on too many details
Project Integration Management can be INTIMIDATING
Eastern Idaho Chapter - PMI
2
Project Management Tutorial Series
Introduction Project Integration Management Brief Overview
Eastern Idaho Chapter - PMI
Project Management Tutorial Series
The Integrative Project Management Process
Within the PMBOK Guide project management processes are presented as discrete components with well defined interfaces while, in practice, they overlap and interact in ways that are not detailed in the guide. Most experienced PM practitioners know there is no single way to manage a project. They apply their PM knowledge, skills, and processes in different order and degree of rigor as required to successfully complete their project. Project Management is a iterative process.
Eastern Idaho Chapter - PMI
Project Management Tutorial Series
What is Project Integration Management
The processes and activities needed to integrate the various elements of project management, which are identified, defined, combined, unified, and coordinated within the Project Management Process Groups.
PMBOK Guide Third Edition
Eastern Idaho Chapter - PMI
Project Management Tutorial Series
Process Groups
Initiating
Develop Project Charter Develop Preliminary Project Scope Statement
Planning
Develop Project Management Plan
Executing
Direct and Manage Project Execution
Monitoring & Controlling
Monitor & Control Project Work Integrated Change Control
Closing
Close Project
Mapping 44 PM processes into 5 PM process groups & 9 PM Knowledge Areas
Integration
Scope
Scope Planning Scope Definition Create WBS
Scope Verification Scope Control
Time
Activity Definition Activity Sequencing Activity Resource Estimating Schedule Development Cost Estimating Cost Budgeting Quality Planning Perform Quality Assurance Acquire Project Team Develop Project Team Information Distribution
Schedule Control
Knowledge Areas
Cost Quality Human Resources
Cost Control
Perform Quality Control Manage Project Team
Human Resource Planning
Communications
Communication Planning
Performance Reporting Manage Stakeholders Risk Monitoring and Controlling
Risk
Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Plan Purchases and Acquisitions Plan Contracting Request Seller Responses Select Sellers
Procurement
Contract Administration
Contract Closure
PMBOK Guide Table 3-45 page 70
Eastern Idaho Chapter - PMI
Project Management Tutorial Series
Core Business
Business Decision
Authorization & data package
Project Management Processes
Operations
Initiate
{Upgrade} {Planning Data}
Work Authorization Planning Risk Assessment Execute Authorized Work
Product
Performance Assessment
Change Mgmt. & Reporting
Closeout
Financial Mgmt.
Work Mgmt.
Other Process Interfaces Eastern Idaho Chapter - PMI
7
Project Management Tutorial Series
Discussion PM Knowledge Areas: Risk Condition and Consequent Risk Events
Eastern Idaho Chapter - PMI
Project Management Tutorial Series
Discussion PM Knowledge Areas: Risk Condition and Consequent Risk Events
The need for integration in project management becomes quite evident in situations where individual processes interact. The knowledge areas of project Management Are all interrelated hence must be managed collectively Example: Scope change involves as a minimum cost, schedule, human resources and risk management Risk management, it Must be allied to all knowledge areas scope, time, cost, etc.
The following slides provides examples, but first lets examine the risk wheel
Eastern Idaho Chapter - PMI
Project Management Tutorial Series
Review the Risk Wheel for Relationship Failure
Integration
Scope
Expectations Feasibility
Life cycle & Environmental variables
Procurement
Services, Plant Materials, Performance
Time
Time Objectives Restraints
Project Risk
Ideas, Directives Data Exchange Accuracy
Communication
Cost Objectives Restraints
Availability Productivity
Cost
Requirements Standards
Human Resource
Quality
Eastern Idaho Chapter - PMI
10
Project Management Tutorial Series
Project Integration Management
Risk Conditions Inadequate planning, integration or resource allocation Lack of clear objectives and key success indicators* Lack of thorough project management Inadequate or lack of life cycle project reviewers Consequent Risk Event Absence or late start of integrated project management Classic project management failure and chaos Accidents Project stop work
* Reduces the probability of project success
Eastern Idaho Chapter - PMI
11
Project Management Tutorial Series
Scope Management
Risk Conditions Inadequate requirements assessment Insufficient planning lack of lead time Poor definition of scope breakdown and work packages Scope changes without corresponding time and budget changes Consequent Risk Event Changes in scope to make things work Unbudgeted work and rework - Leads to serious cost and time overruns -
Eastern Idaho Chapter - PMI
12
Project Management Tutorial Series
Time Management
Risk Conditions Poor estimating of time or resource requirements Poor management of critical path, and/or float Excessive overtime Consequent Risk Event Specific delays: skills or material shortages, workforce without motivation, strikes Need for acceleration Earlier release of competitive product Lost competitive advantage and project aborted
Eastern Idaho Chapter - PMI
13
Project Management Tutorial Series
Cost Management
Risk Conditions Estimating errors/omissions No investigation of predictable problems Over-optimistic productivity assumptions Lack of cost, change or contingency control Consequent Risk Event Serious budget overruns Money runs out and project aborted
Eastern Idaho Chapter - PMI
14
Project Management Tutorial Series
Quality Management
Risk Conditions Inconsistent, incomplete or unclear definition of quality requirements Poor attitude toward quality Substandard design/materials/workmanship Inadequate quality assurance/control program Consequent Risk Event Rejection of work Uncompetitive product quality Product performance failure
Eastern Idaho Chapter - PMI
15
Project Management Tutorial Series
Human Resource Management
Risk Conditions Inappropriate organizational structure or allocation of responsibility Inferior leadership or vacillating management style Absence of motivation and accountability Conflict not managed Incompetent workers Consequent Risk Event General absence of team effort Organizational failure, terminations, strikes
Eastern Idaho Chapter - PMI
16
Project Management Tutorial Series
Communication Management
Risk Conditions Carelessness in planning and in communicating plans Lack of understanding and improper handling of complexity Inadequate consultation with stakeholders - all Consequent Risk Event Unreliable or incorrect information leading to wrong action or inaction Failed stakeholder expectations
Eastern Idaho Chapter - PMI
17
Project Management Tutorial Series
Risk Management
Risk Conditions Ignoring risk or assuming it away Unclear assignment of risk responsibility internal team, contractors, and third parties Reluctance to accept risk responsibility ownership Poor insurance management Consequent Risk Event Avoidable risk events occur - With consequent delays and cost overruns - Damage to quality - Damage to Institutional Brand
Eastern Idaho Chapter - PMI
18
Project Management Tutorial Series
Procurement Management
Risk Conditions Uncompetitive purchasing Unenforceable contract clauses, conditions Financial weakness of contracting parties Adversarial and non-cooperative contractual relations Inappropriate contractual assignment of risk Consequent Risk Event Claims litigation, settlements Contractor incapacity, insolvency, failure
Eastern Idaho Chapter - PMI
19
Project Management Tutorial Series
Project Integration Management - Scaleable Methodology -
Eastern Idaho Chapter - PMI
20
Project Management Tutorial Series
The Integrative Project Management Process
Develop Project Charter Develop Preliminary Project Scope Statement Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Integrated Change Control Close Project
Eastern Idaho Chapter - PMI
21
Project Management Tutorial Series
Project Integration Management - Scaleable Methodology
Priority
4 Small investment, informal schedule goals, low organizational priority and visibility.
3
Moderate investment, definite schedule target, some organizational priority and visibility.
2
Significant investment, important schedule goals, medium organizational priority and visibility.
1
Major investment, critical schedule goals, substantial organizational priority and visibility, significant technical and cost risks.
Element
Project Charter
Prepare a one page memo of understanding between the sponsor and the PM outlining project objectives, resources, commitments, and constraints. Identify project stakeholders (customers, sponsors, users, etc.) and bulletize their interests and objectives on one page; review the project plan to ensure stakeholder satisfaction will be achieved. Summarize project objectives, approach, time constraints, cost estimates, and staffing plan; ensure these fit together and are realistic and achievable; define milestones; and link tasks to owners and deliverables. Apply sound project management principles such as: clearly documented requirements, a realistic plan, project baseline controls, and periodic reviews; maintain a PM notebook.
Identify quantifiable objectives, cost and schedule targets; outline staffing commitments, funding, and assets.
Define specific performance goals and cost and schedule thresholds; describe PM authority and organizational commitment.
Define PM responsibilities and authority; describe specific objectives and make express commitments of staffing, funds, and assets.
Stakeholder
Map stakeholder interests to specific initiatives to ensure satisfaction; develop, maintain, and post team success metrics; plan proactive stakeholder communications. Employ planning process to build team ownership and facilitate peer review; apply systematic methods to assess cost and schedule realism; plan more heavily in risk areas; apply all PM principles in plan. Include outline of proposed project management methodology in project plan document; identify vital PM systems and procedures.
Prepare stakeholder management plan, and allocate staff and budget to periodic reassessments and corrective actions; focus specific initiatives to achieve stakeholder satisfaction. Prepare a plan that links the requirements, task plans, timelines, cost estimates, staffing, deliverables, and test plan; make sure cost, scope, and time are bounded; define success criteria for milestones. Document PM approach, including baseline management, reviews, data collection, project metrics, and control responsibilities; monitor and report status of PM implementation.
Prepare and update a structured stakeholder analysis supporting a stakeholder management plan; map to the quality plan, risk management plan, and to project reporting initiatives. Produce an integrated family of documents defining all project activities and disciplines; plan for mapping and traceability throughout major documents; systematically address all PMBOK areas. Prepare project management plan describing methodology, reviews, baseline controls, and organizational roles and responsibilities; establish metrics to track integrity of PM disciplines.
Project Plan
Project Management Methodology
Project Management Scalable Methodology Guide James R. Chapman
Eastern Idaho Chapter - PMI
22
Project Management Tutorial Series
The Elevator Speech Project Integration Management is a key concept and skill that is the hallmark of PMI and the project management professional. It includes the processes that are required to ensure that all the various elements of a project plan are properly coordinated. The key is coordination and integration. Using Project Integration Management, all the pieces of a complex project plan fit together. This is how we balance time, cost and quality. Where do you think we would be without Project Integration Management?
Eastern Idaho Chapter - PMI
