Project Integration Management

3
CTEC210
Fundamentals of
Project Management
Agenda

 Review Project Management Concepts

 Team Development
 Conflict Management
 The Role of Project Manager
 Organizational Types
 Project Integration Management

2
Project Integration Management

 Bringing it all together

 Processes to ensure that various project elements are
properly coordinated
 PM determines level of implementation for each process
 PM processes are identified as discrete
 but processes overlap and interact with each other
 Integration must occur in other areas as well
 Projects with ongoing operations
 Product scope and project scope
 PM software may span all process groups

3
 Project Integration Processes
4.2 Develop Project
4.1 Develop Project Charter Management Plan

INITIATING PLANNING 4.3 Direct and Manage

PROCESSES PROCESSES Project Work
4.4 Manage Project
Knowledge

MONITORING
EXECUTING
& CONTROLLING
PROCESSES
PROCESSES

4.5 Monitor and Control Project Work

4.6 Perform Integrated Change
CLOSING 4.7 Close Project
Control
PROCESSES or Phase

4
Project Charter

 After deciding what project to work on, it is important to formalize

projects
 A project charter is a document that formally recognizes the
existence of a project and provides direction on the project’s
objectives and management
 Establishes authorization for the project by someone external to the
project such as a sponsor, PMO, or portfolio steering committee – at
a level appropriate to fund the project
 Key project stakeholders should sign a project charter to
acknowledge agreement on the need and intent of the project
 Establishes a partnership between the performing organization and
the requesting organization
 May delegate the creation of the project charter to the PM
 Links the project to the strategy and ongoing work of the
organization.

5
4.1 Develop Project Charter

Inputs Tools and Outputs

Techniques
• Business • Expert judgment • Project charter
documents • Data gathering • Assumption log
• Agreements • Interpersonal
• Enterprise and team skills
environmental • Meetings
factors
• Organizational
process assets

Adapted from Figure 4-2, A Guide to the Project Management Body of Knowledge (PMBOK®
Guide) - Sixth Edition, Project Management Institute, Inc., 2017. Copyright and all rights reserved.
Material from this publication has been reproduced with the permission of PMI. 6
Develop Project Charter: Inputs

 Business case  Enterprise environmental

documents factors
 Business case – review the  Government or industry
cost-benefit analysis and standards, legal and
consider the market regulatory requirements,
demand, organizational marketplace conditions,
need, customer request, organizational culture and
etc. political climate, etc.
 Benefits management plan  Organizational process
 Agreements assets
 For example,  Organizational standard
memorandums of policies, process, and
understanding (MOU), procedures; governance
service level agreement framework; monitoring and
(SLA), etc. reporting methods; and
templates
7
Develop Project Charter:
Tools and Techniques
 Expert judgment  Interpersonal and
 Include individuals or team skills
groups with specialized  Conflict management
knowledge or training  Facilitation
 Data gathering  Meeting management
 Brainstorming  Meetings
 Focus groups  Work with stakeholders
 Interviews to identify the project
objectives, success
criteria, etc.
8
Develop Project Charter: Outputs

 Project charter
 Document that formally authorizes a project or
phase
 What is the organizational strategic objective the
project is meant to achieve?
 Assumption log
 High-level strategic and operational assumptions
and constraints

9
Project Charter Questions

 What is the organizational strategic

objective the project is meant to achieve?
 What are the objectives for the project?
 What is the purpose or justification?
 What are the high-level requirements?
 What are the high-level project description and
boundaries?
 Who is involved in the project?
 What are the assumptions and constraints?

10
Project Charter Questions
(continued)
 What are the objectives for the project?
 What are the measureable project objectives and
related success criteria
 What are the project approval requirements (i.e.
what constitutes project success, who decides the
project is successful, and who signs off on the
project)?
 What are the key milestones?
 What is the summary budget?
 What are the high-level risks?

11
Project Charter Questions
(continued)
 What are the assumptions and constraints?
 Organizational: formal and informal policies, procedures,
guidelines, plans, standards, knowledge base from
previous projects
 Environmental: company culture, structure company
infrastructure, equipment, facilities, current human
resources and their skills and competencies, project
management information systems, software, web
interfaces, etc.
 External: consultants, industry groups, professional
associations, departments within performing organization,
etc., market place conditions, stakeholder risk tolerances,
governmental or industry standards.

12
Project Charter Questions
(continued)
 Who is involved in the project?
 Who are the key stakeholders for the project?
 Who is the assigned project manager,
responsibility, and authority level
 Who are the project sponsor and other persons
involved in authorizing the project charter?

13
4.2 Develop Project Management
Plan
 Defines, prepares and coordinates all plan
components and consolidates them into an
integrated project management plan
 Defines how the project is executed,
monitored and controlled, and closed
 Either a summary level or detailed depending
on the size and complexity of the project
 The project management plan is not just the
Microsoft Project file or a project schedule!

14
4.2 Develop Project Management
Plan

Inputs Tools and Outputs

• Project charter
Techniques • Project
• Expert judgment
• Outputs from management
• Data gathering
planning plan
• Interpersonal and
processes
team skills
• Enterprise
• Meetings
environmental
factors
• Organizational
process assets

Adapted from Figure 4-4, A Guide to the Project Management Body of Knowledge (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017. Copyright and all rights reserved. 15
Material from this publication has been reproduced with the permission of PMI.
Develop Project Management Plan:
Inputs
 Project charter
 Documents the business needs, current understanding of the customer’s needs, and
the new product, service or result that it is intended to satisfy

 Outputs from planning across all knowledge areas

 Information from the subsidiary plans is used to fully development this plan

 Enterprise environmental factors

 Governmental or industry standards
 Project management information systems
 Organization structure and culture
 Infrastructure
 Personnel administration

 Organizational process assets

 Standardized guidelines, work instructions, proposal evaluation criteria, and
performance measurement criteria
 Project management plan template
 Change control procedures
 Project files from past projects

16
Develop Project Management Plan:
Tools and Techniques
 Expert judgment
 Tailor the process to meet the needs of the project
 Develop technical and management details to be included in the project
management plan
 Determine resources and skill levels needed to perform project work
 Define the level of configuration management to apply on the project
 Determine which project documents will be subject to the formal change
control process
 Data gathering
 Brainstorming, checklists, focus groups and interviews
 Interpersonal and team skills
 Conflict management, facilitation and meeting management
 Meetings
 Schedule a kick-off meeting, either at the beginning of the project, or
between the end of project planning and the start of project execution

17
Develop Project Management Plan:
Outputs
 Project management plan
 Integrates and consolidates all of the subsidiary management plans and
baselines from the planning processes and includes but is not limited to:
 The life cycle selected for the project and the processes that will be
applied to each phase
 Results of the tailoring by the project management team
 How work will be executed to accomplish the project objectives
 A change management plan that documents how changes will be
monitored and controlled
 A configuration management plan that documents how configuration
management will be performed
 How integrity of the performance measurement baselines will be
maintained
 Need and techniques for the communication among stakeholders
 Key management reviews for content, extent, and timing to facilitate
addressing open issues and pending decisions

18
Develop Project Management Plan:
Outputs
 Project management plan  Subsidiary management
 Project baselines plans
 Scope  Scope
 Schedule  Requirements
 Cost
 Schedule
 Additional components
 Cost
 Change management plan
 Configuration management  Quality
plan  Resource
 Performance measurement  Communications
baseline
 Risk
 Project life cycle
 Development approach  Procurement
 Management reviews  Stakeholder
 Subsidiary Management
Plans

19
Project Management Plan and
Project Documents

20
4.3 Direct and Manage Project Work

 Leading and performing the work defined in the

project management plan
 Implementing approved changes to achieve the
project’s objectives

21
4.3 Direct and Manage Project Work
Inputs Tools and Outputs
Techniques
• Project management • Expert judgment • Deliverables
plan • Project management • Work performance data
• Project documents information system • Issue log
• Approved change • Meetings • Change requests
requests • Project management
• Enterprise plan updates
environmental factors • Project documents
• Organizational updates
process assets • Organizational process
assets updates

Adapted from Figure 4-6 A Guide to the Project Management Body of Knowledge (PMBOK® 22
Guide) - Sixth Edition, Project Management Institute, Inc., 2017. Copyright and all rights reserved.
Material from this publication has been reproduced with the permission of PMI.
Direct and Manage Project Work:
Outputs
 Deliverables  Project management
 Completed and approved plan updates
 Work performance data  Update as needed as per
 Raw observations and the change control
measurements identified process
during activities
 Project document
 Issue log updates
 Type, description,
priority, status, etc.  Activity list, assumption
log, lessons learned
 Change requests register, etc.
 Corrective, preventive,
defect repair and  Organizational process
updates assets updates
23
4.4 Manage Project Knowledge

 Uses existing knowledge and create new

knowledge to achieve the project’s objectives
 Contributes to organizational learning
 Helps produce or improve project outcomes
 Supports organizational operations and fuure
projects or phases

24
4.4 Manage Project Knowledge
Inputs Tools and Outputs
Techniques
• Project management • Expert judgment • Lessons learned
plan • Knowledge register
• Project documents management • Project management
• Deliverables • Information plan updates
• Enterprise management • Organizational process
environmental factors • Interpersonal and assets updates
• Organizational team skills
process assets

Adapted from Figure 4-8, A Guide to the Project Management Body of Knowledge (PMBOK® 25
Guide) - Sixth Edition, Project Management Institute, Inc., 2017. Copyright and all rights reserved.
Material from this publication has been reproduced with the permission of PMI.
Manage Project Knowledge: Outputs

 Lessons learned register

 Includes impacts, recommendations and actions
 Records challenges, problems, realized risks and
opportunities, or other content as appropriate
 Project management plan updates
 Update as needed as per the change control
process
 Organizational process assets update
 Codify or embed new knowledge as needed
26
4.5 Monitor and Control Project
Work
 With the proper project plan in place, the project
manager is equipped with the necessary baselines
against which to measure performance and
 Determine any necessary corrective or preventive action
 Analyze, track and report on the status of project risks and
the implementation of their respective response plans
 Identify any emerging trends affecting performance
 Report on progress and forecast project completion data
 Monitor implementation of approved changes

27
4.4 Monitor and Control Project
Work
Inputs Tools and Outputs
Techniques
• Project management • Expert judgment • Work performance
plan • Data analysis reports
• Project documents • Decision making • Change requests
• Work performance • Meetings • Project management
information plan updates
• Agreements • Project documents
• Enterprise updates
environmental factors
• Organizational
process assets

Adapted from Figure 4-10, A Guide to the Project Management Body of Knowledge (PMBOK® 28
Guide) - Sixth Edition, Project Management Institute, Inc., 2017. Copyright and all rights reserved.
Material from this publication has been reproduced with the permission of PMI.
Monitor and Control Project Work:
Outputs
 Work performance  Project management
reports plan updates
 Combined, recorded  Any component
and distributed
 Project documents
 Change requests
 Expand, adjust or
updates
reduce the project or  Costs forecasts, issue
product scope, quality log, lessons learned
requirements, and register, risk register
schedule or cost and schedule forecasts
baselines

29
4.6 Perform Integrated Change
Control
 Performed throughout the project
 Capture changes that occur, analyze, reject or accept them and then
integrate the approved changes into the project plan and its baselines
 Changes must be managed
 Identify changes that need to occur
 Influence factors which create change to ensure only approved changes
are implemented
 Maintain integrity of baseline by releasing only approved changes and
maintaining their documentation
 Review, approve or deny all recommended corrective and preventive
actions
 Coordinate change across the project and updating project
documentation (schedule changes, cost, risk, quality, staffing)
 Document the impact of change requests
 Align quality of work performance to required quality standards

30
Perform Integrated Change Control
(continued)
 Changes may be requested by any stakeholder on the project
 All changes should be recorded in the change management
and/or configuration management systems
 Effective way to centrally manage changes and baselines
 Configuration control is focused on specification of deliverables and
processes
 Change control is focused on identifying, documenting and controlling
changes to the project and baselines
 Applying the configuration management system with integrated
change control processes provides:
 A method to identify and request changes to project baselines
 Opportunity to continuously validate and improve the impact of each
change on the project
 Consistent communication of both approved and rejected changes

31
4.6 Perform Integrated Change
Control
Inputs Tools and Outputs
Techniques
• Project management • Expert judgment • Approved change
plan • Change control tools requests
• Project documents • Data analysis • Project management
• Work performance • Decision making plan updates
reports • Meetings • Project documents
• Change requests updates
• Enterprise
environmental factors
• Organizational
process assets

Adapted from Figure 4-12, A Guide to the Project Management Body of Knowledge (PMBOK® 32
Guide) – Sixth Edition, Project Management Institute, Inc., 2017. Copyright and all rights reserved.
Material from this publication has been reproduced with the permission of PMI.
Perform Integrated Change Control:
Inputs
 Project management plan  Change requests
 Change management plan,  Corrective and preventive
configuration management plan, actions affect performance
scope baseline, schedule against the baselines, not
baseline and cost baseline the actual baselines
 Project documents  Enterprise environmental
 Basis of estimates, requirements factors
traceability matrix and risk report
 Work performance reports  Organizational process
 Resource availability, schedule
assets
and cost data, earned value  Change control procedures,
management (EVM) reports, and authorizations for approving
burnup or burndown charts and issuing changes,
databases, project files,
configuration management
knowledge base

33
Perform Integrated Change Control:
Outputs
 If a change request can be performed but is outside
of the project scope, a baseline change is required
if approved
 Approved change requests
 Changes, regardless of whether it is approved or rejected,
are updated in the change log
 Project management plan updates
 Any component
 Project documents updates
 Change log

34
Change Opportunity and
Change Costs
Relative impact

Costs of
Opportunity
Implementing
for Making
Changes
Changes

Progress of the project

35
Change Avoidance

1 Proactive Approach
 Complete user requirements
 Detailed document

 Scope Statement approval

 Departmental signoff

 Focus groups
 Visible and cross-departmental

 Client communications
 Presentations, newsletters
 Other means of ensuring stakeholders are aware

36
Change Avoidance

2 Freeze Approach
 Force the client and users to deal with issue
 A freeze date is established at the outset
 Date cannot be postponed
 Freeze project before the end of design
 Ensure executive support
 No exceptions

37
Change Avoidance

3 Postponement Approach
 Linked to freeze approach
 Collection of all requests, without action
 Sub-project to implement some, not all
 Main project schedule is unaffected
 Resolve conflicting changes
 Economies of scale are possible
 Decide once the total cost is known

38
Change Avoidance

4 Procedural Approach
 Escalation of approval
 Changes are reviewed at executive level

 Ensure changes meet project objectives

 Do all user groups agree with the change?

 Enable access to project reserve funds

 Increase total budget

39
Project Change Request - Internal

 PM must implement a formal change process

 Requests for change come from Owner or Client
 Users may also request changes
 Statement of change - what is really required?
 Reason for change vs. original purpose
 Estimate of change impact
 Effect on activities already completed
 Potential rework requirements
 Effect on future activities - possible to identify
 Effect on schedule - what will be delayed?
 Effect on costs - what are the added expenditures?

40
Change Request Process - External

 PM must assess the impact on work in progress

 Especially that under contract to consultants, suppliers
 A consultant/supplier can only suggest changes
 Owner is not obligated to consider/approve any suggestions
 Change Notice
 Requests a contractor/supplier to quote the cost/time impact of
a proposed change in the work
 Change Order
 instructs the contractor/supplier to implement a specific
change immediately

41
4.7 Close Project or Phase

 Once confirmed, the project or phase can be

closed, all information will be reviewed by the
project manager to ensure all work has been
completed and the project objectives met
 If a project is terminated before completion, the
procedures to determine the reasons will be
established at this time
 Administrative closure will also be performed to
complete the project or phase

42
4.6 Close Project or Phase

Inputs Tools and Outputs

• Project charter
Techniques • Project documents
• Expert judgment
• Project updates
• Data analysis
management plan • Final product,
• Meetings
• Project documents service, or result
• Accepted transition
deliverables • Final report
• Business • Organizational
documents process assets
• Agreements updates
• Procurement
documentation
• Organizational
process assets

Adapted from Figure 4-14, A Guide to the Project Management Body of Knowledge (PMBOK® 43
Guide) – Sixth Edition, Project Management Institute, Inc., 2017. Copyright and all rights reserved.
Material from this publication has been reproduced with the permission of PMI.
Close Project or Phase: Inputs

 Project charter  Project documents

 Project management plan  Assumption log
 Basis of estimates
 All components
 Change log
 Accepted deliverables  Issue log
 Business documents  Lessons learned register
 Business case  Milestone list
 Benefits management plan  Project communications
 Agreements  Quality control
measurements
 Procurement  Quality reports
documentation  Requirements
 Organizational process documentation
assets  Risk register
 Risk report

44
Close Project or Phase

Tools and Techniques Outputs

 Expert judgment  Project documents
updates
 Data analysis
 Lessons learned register
 Document analysis
 Final product, service,
 Regression analysis
or result transition
 Trend analysis
 Final report
 Variance analysis
 Organizational process
 Meetings assets updates

45
Close Project or Phase:
Closure Procedures
 Activities, roles and responsibilities of all team
members and other stakeholders involved in
closing the project or phase
 Activities include:
 Collection of project records
 Analysis of project success and effectiveness
 Documentation of lessons learned
 Archiving project information for future use
 Develop procedures to transfer project products/services to
production and/or operations
 Procedures to confirm that project has met all client
requirements
 Verification that all deliverables have been delivered and
accepted
 Validation that all exit criteria have been met

46
Close Project or Phase:
Transition and Updates
 Transition of final product, services or result to the
customer
 Receipt of a formal statement confirming that the
terms of the contract have been met and that the
customer has officially accepted the deliverables
 Project files completed with project documentation
such as: plans, baselines, risk registers, planned
risk response plans and risk impact
 Lessons learned documented and archived

47
Closing the Project

 The purpose of properly terminating a project is to

learn from the experience in order to improve
performance on future projects.
 Termination activities should be identified in the
baseline plan
 Assure that all payments have been collected from
the customer
 Assure that all payments for materials and
subcontractors have been paid

48
Closing the Project (continued)

 Prepare a written performance evaluation of

each member of the project team
 Hold post-project evaluation meetings
 Celebrate

49
Early Project Termination

 If research shows costs will be much more

than originally anticipated
 If there is a change in a company’s financial
situation
 Because of dissatisfaction of the customer
 Avoid early termination due to customer
dissatisfaction by monitoring customer satisfaction
continually and taking corrective action

50
Internal Post-Project Evaluation

 Have individual meetings with team members

and a group meeting with the project team
 Hold soon after the completion
 Announce meeting in advance so people can
be prepared
 Individual meetings allow team members to
give their personal impressions

51
Internal Post-Project Evaluation
(continued)

 Develop an agenda for a group meeting

 Group meeting should discuss performance and
recommendations for improvement
 Issue a brief written report to management with
a summary and recommendations

52
Internal Post-Project Evaluation
(continued)
 Some topics that might be discussed:
 Technical performance
 Cost performance
 Schedule performance
 Project planning and control
 Customer relationships
 Team relationships
 Communications
 Problem identification and resolution/recommendations

53
Customer Feedback
 Meet to discuss whether the project provided the
customer with the anticipated benefits, assess
the level of customer satisfaction, and obtain any
feedback
 Participants include the project manager, key
project team members, and key representatives
of the customer
 Ask open-ended questions
 Customers can express their level of satisfaction
and provide detailed comments

54
Customer Feedback (continued)

 If the customer is satisfied with the project:

 Ask about other projects you could do—perhaps
without going through a competitive RFP process
 Ask permission to use the customer as a
reference
 Get feedback regarding satisfaction through a
post-project customer evaluation survey

55
Ethical Behavior

 Unethical behavior is rationalized:

 It’s not hurting anyone
 Everybody does it
 Ethical behavior is built on trust, which is
crucial for business relations development
between
 Customers
 Suppliers
 Subcontractors
56
Ethical Behavior

 Examples of unethical behavior

 Knowingly use marginal or unsafe materials or
design
 Putting pressure on the project team to charge
more or less hours than they actually worked to
mislead management or customers that project is
on budget
 Knowingly approving test results that are
inaccurate
 Paying off inspectors to approve work that
otherwise will not pass inspection
57
Ethical Behavior

 Examples of unethical behavior

 Intentionally submitting a low bid on a proposal with
the intention that you will make up the price by
charging the customer for high priced changes after
getting the contract
 Purchasing material from suppliers who give you
“kickbacks”
 Dishonesty in time card reporting of hours worked
resulting in overcharges to the customer
 Padding or falsifying travel expenses
 Plagiarizing the work of others and taking credit for
them

58
Ethical Behavior

 Key principles of ethical behavior

 Treat others the way you would like to be treated
(project managers set the example)
 Don’t do anything that you wouldn’t want your
family, friends, neighbors or coworkers to read
about it in the newspaper or hear on the news

59