Download - 2. Project Intergration-Multaqa (1)
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INTEGRATIONMANAGEMENT
Rafk El Daly, PMP
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INTEGRATION MANAGEMENT
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Process NameProject Management
Process Group
Develop Project Charter Initiating
Develop Project Management Plan Planning
Direct and Manage Project Eecution Eecuting
Monitor and Control Project !or"Monitoring and
Controlling
Per#orm Integrated Change ControlMonitoring and
Controlling
Close Project Closing
PM$O% & Includes the processes and activitiesneeded to identi#'( de)ne( com*ine( uni#' andcoordinate the various processes and projectmanagement activities +ithin the PM ProcessGroups,
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DE-E.OP PRO/ECT C0ARTER
1 PM$O%2 The process o# developing a document that
#ormall' authori3es a project or a phase anddocumenting initial re4uirement that satis#' thesta"eholders needs and epectations,
1 It esta*lishes the partnership *et+een the per#ormingorgani3ation and the re4uesting organi3ation,
1 Inputs 567 Project 8tatement o# +or" 58O!7
9 A +ritten description o# the project:s product( service or result,;suall' given to the PM *' the project sponsor( or 8enior
Management, $ased on *usiness need( product( or servicere4uirements,
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DE-E.OP PRO/ECT C0ARTER CONT,
$usiness Case2 Necessar' in#ormation that determines+hether or not the project is +orth the re4uiredinvestment
< Mar"et Demand2 ta"ing advantage o# a gap in *usiness*' 'our competition or adjusting to eisting mar"et
trends and products( i,e, car service 5;*er7< Customer Re4uest2 Ta"ing on a project that thecustomer +ill pa' #or( i,e, *uilding a house
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DE-E.OP PRO/ECT C0ARTER CONTIN;ED $usiness case continued
9 Organi3ational Need2Developing an internal resource to cut
do+n on epenses( or to increase pro)ts, i,e, to com*ine sta=#unctions to streamline operations,9 .egal re4uirement2 To *e inline +ith local la+s and
regulations, i,e, Ne+ EPA regulations #or the removal o#0A>MAT
9 Project selection Methods9 $ene)t Cost Ratio 5$CR7
9 Ratio o# $ene)ts to Cost9 Economic -alue Add 5E-A7
9 0o+ much value a project has created #or its sta"eholders
9 Internal Rate o# Return 5IRR79 The Project return as an interest rate( ? the higher the *etter
9 Opportunit' Cost( 58maller is *etter79 Pa'*ac" Period( 5@uic"er is *etter79 Present value 5time value o# mone'7 and Net Present -alue
5time value o# mone' +costs #actored in79 P-B - 5r7n
9 ROI( 5Return on Investment75
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DE-E.OP PRO/ECT C0ARTER CONTIN;ED< Agreements
1 8ervice .evel Agreements 58.A7
1 .etters o# intent
1 Contract *et+een internal and eternal customer
1 !or" re4uired to *e per#ormed #or Pa'ment
< Enterprise Environmental actors
< Organi3ational Process Assets
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DE-E.OP PRO/ECT C0ARTER CONTIN;ED
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DE-E.OP PRO/ECT C0ARTER CONTIN;ED1Output 57
Project Charter9ormall' authori3es the eistence o# theproject
9Project Manager Assigned and Authorit' .evel
98igned *' the organi3ation seniormanagement
90igh .evel re4uirements ris"s
9Preliminar' Project $udget9Project Purpose or justi)cation98ummar' Milestone schedule
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DE-E.OP PRO/ECT MANAGEMENT P.AN1 PM$O%2 The process o# documenting the actions
necessar' to de)ne( prepare( integrate andcoordinate all su*sidiar' plans, It de)nes ho+ theproject is to *e eecuted( monitor and controlled andclosed,
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A document that +ill constantl' changethroughout the li#ec'cle o# the project,
18ingle Document that is created *' the Projectteam( *ut managed *' the Project Manager
18ummar' or Detailed 5*etter to *e detailed71Made up o# plans( and *aselines,
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DE-E.OP PRO/ECT MANAGEMENT P.ANCONTIN;ED
< Inputs 5J7
1Project Charter
1Outputs #rom other Planning Processes
1Enterprise Environmental actors
1Organi3ational Process Assets
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DE-E.OP PRO/ECT MANAGEMENT P.ANCONTIN;ED
< Outputs 57
1 Project Management Plan< $aselines< 8u*sidiar' plans
< Approved *' either the Project Manager(8ponsor( unctional Manager( ProgramManager( or in rare instances 8eniorManagement
< Provides Guidance on project eecution< ormal !ritten piece o# communication< Onl' changed +hen a change re4uest isgenerated and approved *' the change
control *oard
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DIRECT AND MANAGE PRO/ECT EKEC;TION< PM$O%2 The process o# per#orming the +or"
de)ned in the Project Management plan to achievethe project o*jectives
< Project Manager directs the team in eecution o#
project delivera*les( managing project resources(and change re4uests( collect and documentlessons learned #or project archival,
< Re4uires the revie+ o# the impact o# all project
changes< Project delivera*les are produced
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DIRECT AND MANAGE PRO/ECTEKEC;TION
< Inputs 5J71Project Management Plan1Approved Change Re4uests
1Enterprise Environmental actors1Organi3ational Process Assets
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DIRECT AND MANAGE PRO/ECT EKEC;TIONCONTIN;ED
1Outputs 567 Delivera*les( 5Project end o*jective7
9An' product( service( or result re4uired tocomplete the project
!or" Per#ormance Data
9In#ormation on the status o# these delivera*les
9Is it trac"ing Positive or Negative against the
plan*aselines( 5costdurations79!or" completed( startend dates o# activities(
L o# changes re4uests( L o# de#ects(
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DIRECT AND MANAGE PRO/ECT EKEC;TIONCONTIN;ED
1Change Re4uests< Corrective Action(
< iing past errors
< Realigns the project per#ormance< Preventive Action
< iing #uture errors< @uestions i# ever'thing is aligned +ith the project plan
< De#ect Repair
< Modi#' a noncon#orming product or result< ;pdates
< To reHect modi)ed or ne+ ideas or content
1Project Management Plan updates
1Project Document updates 15
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MONITOR AND CONTRO. PRO/ECT!OR%
1 PM$O%2 The process o# trac"ing( revie+ing( and
regulating the progress to meet the per#ormanceo*jectives de)ned in the PM Plan, Continuousmonitoring allo+s the team insight to the health o#the project and identi)es an' areas that ma're4uire special attention,
1 Delivera*les are *eing produced( are in line +ith theplan I# not +h'( +hat corrective action is neededand *' +hom and +hen
1 Comparing actual per#ormance against the project
plan1 Monitor implementation o# approved changes1 Provide appropriate reporting on progress and
status to the project team and sta"eholders16
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MONITOR AND CONTRO. PRO/ECT!OR% CONTIN;ED
< Inputs 571 Project Management Plan
1 8chedule orecasts< Progress against the schedule *aseline
1 Cost orecast< Progress against the cost *aseline
1 -alidated Changes< Ensure that an' approved change re4uest +as properl'
eecuted
1 !or" Per#ormance In#ormation< 8tatus o# the delivera*les( project #orecasts( status o# change
re4uest
1 Enterprise Environmental actors
1 Organi3ational Process Asset 17
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MONITOR AND CONTRO. PRO/ECT !OR%CONTIN;ED
1Tools 5J7
Epert /udgment Anal'tical Techni4ues
9 orecast potential outcomes *ased on varia*les( 5project(environmental7 and their relationship +ith other varia*les
Meetings PMI8
1Outputs 5J7
Change re4uest !or" Per#ormance Reports
Project Management Plan updates
Project Document updates 18
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INTEGRATED C0ANGE CONTRO.1 PM$O%2 The process o# revie+ing all change re4uests( approving changes and managing changes to the
delivera*les( organi3ational process assets( project documents and the Project Management Plan, Onl'approved changes are incorporated into the revised *aselines and plans,
1 Process +here 'ou assess the change:s impact on the project
1 PM ultimatel' responsi*le #or all changes
1 An' 8ta"eholder ma' re4uest a change
1 Must *e su*mitted in +ritten #orm
1 Primaril' #ocused on managing change to project:s 8cope
1 Change Control $oard 5committee responsi*le #or revie+ing changes7
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INTEGRATED C0ANGE CONTRO.
< Inputs 5671 Project Management Plan1 !or" Per#ormance Reports
1 Change re4uests
1 Enterprise Environmental actors
1 Organi3ational Process Assets
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INTEGRATED C0ANGE CONTRO.CONTIN;ED
1 Outputs 5J7 Approved Change Re4uests Change log
9 Document all changes re4uest( 5impact to ris"( *aselines79 Rejected changes are also recorded
Project Management plan updates Project Document updates
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INTEGRATED C0ANGE CONTRO.
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INTEGRATED C0ANGE CONTRO.CONTIN;ED
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Process #or ma"ing change, Identi#' Change
F, Create a change re4uest
, Assess the change
J, .oo" at the impact o# the change
6, .oo" #or Options
, Change re4uest is approved or rejected
, I# approved( adjust the Projectmanagement plan
Q, Manage the project to the ne+ plan
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C.O8E PRO/ECT< PM$O%2the process o# )nali3ing all activities across
all o# the Project Management Process Groups to#ormall' complete the project or phase, The closeProject or phase process also esta*lishes theprocedures to investigate and document thereasons #or actions ta"en i# the project is
terminated *e#ore completion,
< Input 57
1Project Management Plan1Accepted Delivera*les
1Organi3ational Process assets 23
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C.O8E PRO/ECT CONTIN;ED