PROJECT INTEGRATION MANAGEMENT PROCESS

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PROJECT INTEGRATION MANAGEMENT PROCESS

• LYNDA ERLYDIA
• JULIA USENKO

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5 Basic Process Groups

• Initiating Processes
• Planning Processes
• Executing Processes
• Controlling Processes
• Closing Processes

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Links Among Process Groups in Phase
Source PMI PMBOK 2000, Vijay Kanabar 2004
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How to Baseline
http//www.global-pmp.com/hult/
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Methodology of Project Integration Management
http//www.global-pmp.com/hult/
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Project Plan Development
http//www.global-pmp.com/hult/
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Project Plan

• A formal, approved document used to guide
  both project execution and project control. The
  primary uses of the project plan are to document
  planning assumptions and decisions, facilitate
  communication among stakeholders, and document
  approved scope, cost, and schedule baselines. A
  project plan may be summary or detailed

PMBOK Guide, 2000 Edition, Glossary
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Project Plan Contents
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Project Plan Components
http//www.global-pmp.com/hult/
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Kickoff Meeting

• Participants
• Project Sponsor
• Project Manager
• Sub-project Manager
• Resource Owners
• Key Human resources

• Purpose
• Clarification of the project
• Individual roles responsibilities
• Interdependence with other projects
• Points of contact
• Commit to the success of the project

http//www.projectmagazine.com/may00/kick1.html
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Preparation!!!

• Introduction
• Presentation of participants
• Project overview
• Project goals and objectives
• Project organization
• Project Plan

• Project methods and tools
• Work methods and tools
• Communications management
• Risk analysis
• Summing up
• Team building activity

http//www.projectmagazine.com/may00/kick1.html
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Project Plan Execution

• The primary process for carrying out the project
  plan
• Tools
• General management skills
• Product skill and knowledge
• Work Authorization System
• Status Review meetings
• PMI and organizational procedures

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Execution Process

• Project plan execution
• Quality assurance
• Team development
• Information distribution
• Solicitation
• Source selection
• Contract administration

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Work Authorization System

• A formal procedure to sanction project work
  so that it is done at the proper time and in the
  proper sequences

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Status Review Meeting

• The results of meetings which should be
  reported and scheduled regularly, including
  meeting minutes and status/progress reports, for
  all project team members as well as management of
  stakeholder areas

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Integrated Change Control

• A control process coordinating changes across
  the entire project and the effective change
  control require
• Maintaining the integrity of the performance
  measurement baseline
• Ensuring that changes to the product scope are
  reflecting in the definition of the project scope
• Coordinating changes across knowledge areas

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Change Control Process

• Source http//www.global-pmp.com/hult/documents/
  PlanningControlClosing.pdf

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Change Control

• Tools Techniques
• Change control system
• Changes to document
• Change to control board (CCB)
• Approval
• Contract implications
• Configuration management
• Functional baseline
• Change control
• Record report changes
• Audit to verify conformance
• Review performance adjust
• schedule/budget accordingly
• Additional planning
• Project Management Information System

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Configuration Management

• The system is used to ensure that the
  description of the projects product is corrected
  and complete.
• Basic steps of the configuration management
• Identify and document the functional and physical
  characteristics of an item or system
• Control any changes to such characteristics
• Record and report the changes and its
  implementation status
• Audit the items and system to verify conformance
  to requirements

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Project Management Information System

• The system which is an all-encompassing phase
  to mean the system set up in advance that keeps
  the project manager informed of the status of all
  project task which may use A Gantt Chart

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Tracking Gantt Chart
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Closing Process
There are no facilitating processes for the
Closing Process
PMBOK Guide, 2000 Edition, Figure 3-8.
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Exam Questions

• You are a new project manager who has never
  managed a project before and you have been asked
  to plan a new project. It would be BEST in this
  situation to rely on -------------------- during
  planning in order to improve your chance of
  success.
• A. Your Intuition
• B. Your training
• C. Historical information
• D. Responsibility chart

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Explanation of Answer

• Answer Q 1 C
• Explanation Because you have no experience,
  you will have to look at the experience of
  others. This information is captured in the
  historical records of previous projects

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Question 2

• Your company just won a major new project. It
  will begin three months and is valued at US
  2,000,000. You are the project manager for an
  existing projet. What is the FIRST thing you
  should do once you hear of the new project?
• A. Ask management how the new project will use
  resources
• B. Resource level your project
• C. Crash your project
• D. Ask management how the new project will affect
  your project

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Explanation of Answer

• Answer Q 2 D
• Explanation As you work on a project, you need
  to constantly re-evaluate the project goals and
  how the project relates to other concurrent
  projects. Taking into account corporate goals, is
  your project still in line with them ? If the
  other project will impact yours, you need to be
  proactive and work on options now

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Question 3

• You are assigned to be the project manager in the
  middle of the project. The project is within
  tolerances for the baseline, but the customer is
  not happy with the performance of the project.
  What is the FIRST thing you should do ?
• A. Discuss it with the project team
• B. Recalculate baselines
• C. Renegotiate the contract
• D. Meet with customer

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Explanation of Answer

• Answer Q3 D
• Explanation First you need to find out why the
  customer is not happy. Then you meet with the
  team and determine options

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Question 4

• During the project execution, the project manager
  determines that a change is needed to material
  purchased for the project. The project manager
  calls a meeting of the team to plan how to make
  the change. This is an example of
• A. Management by objectives
• B. Lack of a change control system
• C. Good team relations
• D. Lack of a clear work breakdown structure

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Explanation of Answer

• Answer Q4 B
• Explanation The project manager is asking how to
  make a change. The procedures, forms, sign-offs
  and other similar requirements for handling
  changes should have already been determined in
  the change control system (choice B). Because
  they werent, the project manger will waste
  valuable work time trying to figure it out after
  the fact.

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Question 5

• The client demands changes to the product
  specification that will add two weeks to the
  critical path. The project manager should
• A. Crash the project to recover the two weeks
• B. Fast Track the project to recover the two
  weeks
• C. Consult management before proceeding
• D. Advise the client of the impact of the change

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Explanation of Answer

• Answer Q5 D
• Explanation To handle changes, the project
  manager must evaluate the impact to the project,
  look at options and then discuss the impact and
  options with the stakeholders. There is no way to
  know if fast tracking (choice B) or crashing
  (choice A) is the best way to solve this problem.
  The project manager should take action to
  evaluate before they go to management with
  options (choice C). D is the most correct answer.

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Bibliography

• PMI PMBOK 2000, Vijay Kanabar 2004
• PMP Exam Prep Course, 4th edition, Rita Mulcahy,
  PMP
• PMBOK Guide 2000 Edition
• http//www.projectmagazine.com/may00/kick1.html
• http//www.dof.ca.gov/HTML/IT/PMM/OPTIMIZED/PM4.5
  20Project20Startup20Kickoff.pdf