CHAPTER 1 MODERN PROJECT MANAGEMENT

PROJECT INTEGRATION MANAGEMENT

CHAPTER 1:MODERN PROJECT MANAGEMENT

Nature of project integration management processes

Initiating Process : Develop Project Charter Planning Process : Develop Project Management

Plan Executing Process : Direct and manage Project

Execution Monitoring & Controlling Process: Monitor & Control Project Work Perform Integrated Change Control Closing Process: Close Project or Phase

PURPOSE OF INITIATION

Formally authorizing a new project and informally ensuring that an existing project continues in the next phase.

Documenting the business needs and new product or service to be created by the project.

Linking the project undertaken to the on-going operations of the business.

DEVELOP PROJECT CHARTER

The Project Charter is a document issued by the project initiator or sponsor (usually external to the

project management organization - senior manager or customer) that

formally authorizes the existence of a project and provides the project

manager with the authority to apply organizational resources to project

activities

DEVELOP PROJECT CHARTER PROCESS

Inputs: 1. Contract (when applicable) 2. Project Statement of Work 3. Enterprise Environmental factors 4. Organizational Process Assets Tools and Techniques: Expert Judgment Output: Project Charter

PROJECT CHARTER CONTENT Project objectives Business needs Assigned Project manager and authority level Summary milestone schedule Stakeholder influences Functional organizations and their

participation Organizational environment and their external

assumptions Organizational environment and their external

constraints Business case justifying the project including

ROI Summary budget

DEVELOP PROJECT MANAGEMENT PLAN

The process involves developing Project Management Plan. Project Management Plan is an integrated result of all project planning. It is meant to define and refine project objectives and work out in sufficient details the course for effective execution of all project activities.

DEVELOP PROJECT MANAGEMENT PLAN PROCESS

Inputs: Project Charter Outputs from other planning processes (scope, time, cost, quality, communication risk, human resources, and procurement) Enterprise environmental factors Tools and Techniques: Expert Judgment Output: Project Management Plan

CONTENTS OF PROJECT MANAGEMENT PLAN Subsidiary Plans ( for management of scope, time, cost, quality, communication, human resources, risk and procurement) Project Baselines for three core areas ( project scope, cost and time) Overall plan for management of project through all phases and managing changes

DIRECT AND MANAGE PROJECT EXECUTION

In this process, all work defined and planned in the project planning is completed to the required quality standard by application of resources ( human resources, project funds, infrastructure and technology) and all major stakeholders are kept informed of the project status and forecasts at completion

DIRECT AND MANAGE PROJECT EXECUTION PROCESS

Inputs: Project Management Plan Approved Change Requests Organizational Environmental Factors Organizational Process Assets Tools and Techniques : Expert Judgment Outputs: Project Deliverables

MONITOR & CONTROL PROJECT WORK

The process for tracking, reviewing and

regulating the project work in order to meet the performance objectives and standards defined in the project plan

MONITOR & CONTROL PROJECT WORK PROCESS

Inputs: Project management Plan Performance Reports Enterprise environmental factors Organizational process assets Tools and Techniques : Expert Judgment Outputs: Change request status updates Updates in project management plan

INTEGRATED CHANGE CONTROL

This process is at the heart of managing changes. The process should on one hand try to permit minimal changes and prevent the frittering away of resources and project focus on peripheral objectives. At the same time, it should ensure that all changes proposed from thoughtful review of project should be incorporated.