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Project Integration Management

The document discusses project integration management which includes developing a project charter, project management plan, directing and managing project work, managing project knowledge, monitoring and controlling project work, performing integrated change control, and closing a project or phase. It discusses key concepts, trends, considerations for agile environments, and developing a project charter as an input with associated tools, techniques and outputs.

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navdeep kaur
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0% found this document useful (0 votes)
39 views24 pages

Project Integration Management

The document discusses project integration management which includes developing a project charter, project management plan, directing and managing project work, managing project knowledge, monitoring and controlling project work, performing integrated change control, and closing a project or phase. It discusses key concepts, trends, considerations for agile environments, and developing a project charter as an input with associated tools, techniques and outputs.

Uploaded by

navdeep kaur
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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PROJECT INTEGRATION

MANAGEMENT

 Develop Project Charter


 Develop Project Management Plan
 Direct & Manage Project Work
 Manage Project Knowledge
 Monitor & Control Project Work
 Perform Integrated Change Control
 Close project or phase
Project integration management
Includes
Processes and activities
To identify
Define
Combine
Unify
And
Coordinate
The various process
Project management activities within the project management process
groups.

In Project management context:


Integration includes
Characteristics of
Unification,
Consolidation
Communication
And relationships

These actions
Should be applied from the start of the project through completion
Project integration management
Includes:
Resource allocation
Balancing competing demands
Examining any alternative approaches
Tailoring the processes
To meet project objectives
Managing the interdependencies
Among
The project management knowledge areas

Key concept for project integration management

Is specific to project managers


Whereas others knowledge areas
May be managed by specialists
(eg, cost analyst ,scheduling specialists, risk management experts)
Accountability of
Project integration method cannot be delegated or transferred
Project manager
One who combine the results in all other knowledge areas
And
Has the overall views of the project
Ultimately responsible for the project
Project and project management
Are integrative by nature
For example
Cost estimate
Needed for a contingency plan
Involve
Integrating the processes
In the project cost management
,project schedule management
,project risk management
Knowledge areas.
Link among
Processes
In the project management groups
Are often iterative.
For example,
The planning process group
Provide
Executing process group
With a documented project management plan
Early in the
Project and then
Update the project management plan
If changes occur as the
Project progresses.

Project integration management is about:


1)Ensure
That
Deliverables due date of the product
Service
Or result
Project life cycle
& the benefit management plan
Are aligned.
2)provide
Project management plan
To achieve
The project objective.
3)ensure
Creation and
Use of appropriate knowledge
To and from the project
As necessary.
4)manage the
Performance and
Changes of
The activities
In the
Project management plan.
5)making
Integrated decisions
Regarding key changes
Impacting the project
6)measure and monitor
The project progresses
And
Taking appropriate action
To meet project objective
7)collect data
On the results achieved ,
Analyze the data
To obtain information
And
Communicating
This information
To relevant stakeholders.
8)complete
All the work
Of the project
and
Formally closing each phase,
Contract
And
Project as a whole
9)manage
Phase transitions
When necessary.
The
More complex the project
And
The more varied the
Expectation of the stakeholders,
More sophisticated approach
To integration is needed.

Trends and emerging practices in project management::::


Require the combining
The results from all
Other knowledge areas.
Trends in integration processes include
1)Use of automated tools:
Volume of data
&
Information
That project managers
Need to integrate
Makes
It necessary
To use a project management information system
And
Automated tools
To collect
,analyze
,use information
To meet project information
And realize the project benefits
2)use of visual management tools:
Project teams
Use
Visual management tools,
Rather than
Written plan & other documents,
To capture
And
Oversee critical project elements .
Make
Key project elements
Visible to the entire team
Provides
Real time overview
Of the project status
,facilitate knowledge transfer
And
Empowers team member
And
Other stakeholders
To help identify
And solve issues.
3)Project knowledge management:
Increasingly
Mobile & transitory
Work force require
A more rigorous process
Of
Identifying knowledge
Throughout
The project life cycle
And
Transfer it to
The target audience
So that knowledge is not lost.
4)expanding the project manager’s responsibilities::
Pm are being
Called on
To initiate and
Finalize the project
,such as project business case development
And
Benefits management.
These activities have been
Responsibility
Of management
And the project management office,
But
Project managers
Are more
Frequently
Collaborating with them
To better
Meet project objectives and
Deliver benefits.
Project managers
Are
Also engaging
In more comprehensive identification
And
Engagement of stakeholders.
Includes managing
The interfaces
With various
Functional and operation departments
And senior management personnel.
5)Hybrid methodologies :
Some project management methodologies
Are evolving
To incorporate
Successfully
Applied new practices.
Example
Include
The use of agile and
Iterative practices ,
Business analysis technique
For
Requirements management
Tools
Of
Identifying
Complex elements in project
& organizational Change management methods
To prepare
For transitioning
The project outputs
Into the organization.

Considerations for agile/adaptive environment::


Iterative
And
Agile approach
Promote the engagement
Of team members
As
Local domain experts
In integration management.
@the team members
Determine
How plans
And
Components
Should
Integrate.
@expectations
Of the project manager
As noted in the
Key concepts
For
Integration management
Do not change
In an adaptive environment,
But
Control of the
Detailed product planning
And
Delivery is
Delegated to
The team.
@the project manager’s focus
Is on
Building a collaborative
Decision-making
Environment
And
Ensuring
The team has
The ability to
Respond
To changes.
@collaborative approach
Can be further
Enhanced
When team members
Possess a
Broad skill base
Rather than a
Narrow specialization.

Develop project charter


Input Tools & techniques output
Business documents Expert judgement Project charter
1)business case
agreements Data gathering Assumption log
1)brainstorming
2)focus groups
3)interviews
Enterprise Interpersonal and
environmental factors team skills
1)conflict
management
2)Facilitation
3)Meeting
management

Organizational meetings
process assets

Develop project charter:


1)process of developing a document that formally authorize the
existence of a project &
2)provides project manager with the authority to apply organizational
resources to project activities
Key benefit:
Provide
direct link between the project
and 1) the strategic objective of the organization
2)creates a formal record of the project
3)shows organizational commitment to the project
Performance:
Process is performed once
Or
At a predefined points in the project
4)project charter establish
A partnership
Between
The performing
&
Requesting organizations.
4)in case of external projects,
Formal contract::is typically the preferred way to establish
An agreement.
A project charter
May
Still be
Used
To establish
Internal agreements
Within
An organization
To ensure
Proper delivery
Under the contract.
@approved project charter
Formally
Initiate
The project.
@a project manager
Is identified and assigned
As early in the
Project is
Feasible,
Preferably
While
The project charter
Is being
Developed &
Always prior to the
Start of planning.
@project charter can be developed by
Sponsor or the project manager
In the collaboration with initiating entity.
Collaboration ::
allows the project manager to have a better understating
of the purpose, objective and expected benefits.
That understanding ::allow for efficient resources allocation to project
activities
The project charter::provides project manager with the authority to
plan ,execute and control the project.
Projects are initiated by
An external entity external to the project
Such as sponsor, programs or project management office, portfolio
governing body chair person authorized representative .
Project or sponsor::
Should be at a level that is
Appropriate
to procure funding and commit resources to the project.
Projects are
Initiated
due to internal business needs or external influences .
these needs & influences
often trigger
the creation of a
needs analysis, feasibility study ,business case or description of the
situation
that the project will address.
Chartering ::a project validates alignment of the project
To the strategy & ongoing work of the
Organization.
Project charter:: is not considered to be
A contract because
There is no consideration or money or exchanged in its creation.
4.1.1))project charter as a input::

4.1.1.1business documents::
The business case & benefits management plan
Are
Sources of information
About the project’s objective &
How the project will contribute
To the business goals.
Although::business documents are developed prior to the
Project ,they are reviewed periodically.
Business case::
The approved business case ya similar business document
Most commonly used
To create a project charter.
Describe
Necessary information from a business standpoint
To determine whether the expected outcome
Of the project justify the required investment.
It is commonly used for decision making
By manager or executives
Above the project level.
The business need and cost benefit analysis are
Contained in the business case to justify
&
Establish boundaries
For the project.
For more information on the business case ..
The business case is created as a result of one or more
*marker demand ::
automobile manufacturer authorize a project
To build a more fuel-efficient cars
in response to gasoline shortages.
Organizational need::
due to high overhead cost ,
company may combine staff functions
&
Streamline process to reduce costs.
customer request::
Electric utility authorizing a project
To build a new substation
To serve a new industrial park
Technological advance ::
Airline authorizing a new project
To develop electronic tickets instead
Of paper ticket based on technological advances.
Legal requirements ::
Paint manufacturer
Authorize a project
To establish guidelines
For handling toxic material.
Ecological impacts ::
Nongovernmental organization
In a developing country
Authorizing a project
To provide water systems, latrines & sanitation education
To communities sufferings
From high rates of cholera.
The project incorporates
the appropriate information for the
project documents,
however
the project manager may make recommendations.

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