PMI%20North%20Area%20PMP%20Exam%20Study%20Group

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PMI North Area PMP Exam Study Group

• Integration Management Presentation
• Prepared by Denise Robertson
• 22 March 2003

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Roles and Responsibilities

• Project Manager is integrator
• Team members responsibility to complete tasks,
  activities, and work packages.
• Sponsor or senior managements responsibility to
  protect project from changes and loss of
  resources.

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Project Plan Execution

• Includes all efforts necessary to achieve work
  results and identify change requests.
• PM must assume guiding proactive role constantly
  referring back to project plan.
• Execution activities are not planning activities.

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Project Plan Execution Activities

• Implementing project plan
• Completing work packages
• Achieving work results
• Committing project resources
• Managing progress
• Taking preventative actions
• Soft skill application (guiding, assisting
  communicating, leading negotiating, etc.)
• Authorizing work using work authorization system
• Monitoring progress against baseline
• Taking corrective action
• Holding team meetings
• acquiring info with PMIS

• Monitoring progress against baseline
• Taking corrective action
• Holding team meetings
• acquiring info with PMIS
• Managing by exception to project plan
• Identifying changes to be handled in ICC

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Integrated Change Control

• Major component of control phase focusing on
• Meeting performance baselines
• Making changes
• Coordinating changes across knowledge areas
• NB Many activities performed during the control
  phase of the project are NOT part of Integrated
  Change Control see Mulcahy text.

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Project Plan Development

• To develop a plan that is bought-into, approved,
  realistic and formal, the project manager must
  perform activities characterized by
• Having a project plan methodology
• Keeping stakeholders and resource managers in the
  loop with
• Meetings
• Schedule approval
• Performing and acting on analysis of risks and
  impacts
• Performing financial analysis
• Crashing, fast tracking, presenting options to
  management
• Setting up control plan including EVM system and
  PMIS

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Project Plan

• A project plan is a multi-page document created
  by the project manager based on input from the
  team and stakeholders that includes

Project charter budget
Project mgt approach schedule
Scope statement resources
WBS Change control plan/system
Responsibility chart/assignments Performance measurement baselines
Network diagram/major milestones Management plans scope, schedule, cost, quality, staffing, communications, risk response, procurement
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Corrective (Pro)Action

• Any actions done to bring expected future project
  performance in line with project plan
• Accomplished by measuring performance and
  identifying root cause of variation
• Root cause analysis
• Schedule recovery
• Cost recovery
• Changes to risk
• Changes to quality
• Input to project plan execution
• Output from ICC and all control processes

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Hysterical Database
Historical information is used to plan and manage
future projects thus improving project
management. Such data or information includes

• Lessons learned
• Benchmarks
• Risks
• Resources needed
• Correspondence

• Tasks
• WBS
• Reports
• Estimates
• Project plans

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Project Plan Updates

• Output from Integrated Change Control
• Result of controlling project to project plan
• Requires a plan to exist to be controlled and for
  formal updates
• Project plan is progressively elaborated even
  though PM will try to finalize during planning.

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Lessons Learned

• What was done right, wrong and would have been
  done differently
• Technically
• Project Management
• Management

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Constraints

• Factors that may limit the project teams options
• Organizational structure of performing
  organization
• Collective bargaining agreements
• Preferences of the project management team
• Expected staff assignments
• Cost
• Time

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Baseline

• Original project plan with approved changes
• Used to monitor progress of project
• Basis of comparison for forecasts of final cost
  and schedule
• May be changed by formal mechanisms with
  accompanying documentation

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Change Control System

• Collection of formal documented procedures,
  paperwork, tracking systems and approval levels
  for authorizing changes.
• Plan for how changes will be managed
• CCB creation
• Hard procedures
• Soft management practices

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Change Control Board

• Reviews change requests to determine if
  additional analysis is warranted
• Approves and rejects changes
• May include
• PM
• Customer
• Experts
• Sponsor
• Others

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Kickoff Meeting

• Communications and coordination meeting of all
  parties to project
• Customers
• Sellers
• Project team
• Senior management
• Agencies
• Functional management
• Sponsor
• End of planning phase before beginning work on
  project
• Topics
• Introductions
• Review of risks
• Communications plan
• Meeting schedule

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Project Plan Approval

• Signatures from management, stakeholders and the
  project team are required as formal approval.
• Project cannot effectively start without formal
  approval.
• If stakeholder needs and objectives have been
  identified in advance, it should be less
  difficult to obtain signatures really.

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Work Authorization System

• Formal procedure for sanctioning project work
  ensuring work is done
• At right time
• in right sequence
• Controls gold plating
• Defines tasks
• May take form of WBS dictionary

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Change Requests

• Formal documents submitted by anyone on project
  after project plan is approved
• Identified in project plan execution
• Handled in integrated change control

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Configuration Management

• Rigorous change management as it relates to scope
• Any documented procedure used to apply technical
  and administrative direction and surveillance to
• ID and document functional and physical
  characteristics of an item or system
• Control any changes to such characteristics
• Record and report change and its implementation
  status
• Audit the items and system to verify conformance
  to requirements

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Project Management Information System (PMIS)

• System set up in advance to keep PM informed of
  the status of all project tasks
• May consist of
• Automatic tools
• Manual tools
• Reporting
• Meetings
• Oral inquiries
• Gantt charts

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EVM

• Earned Value Management is a technique used to
  integrate the
• Project scope
• Schedule
• Resources
• Measure and report project performance

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Project Planning Methodology

• Company standard procedures, forms, and
  guidelines for planning projects that everybody
  uses really.