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Project Integration Management Repaired

Project management lectures slide of Project integration management

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Faiza Afrin
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13 views13 pages

Project Integration Management Repaired

Project management lectures slide of Project integration management

Uploaded by

Faiza Afrin
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Project Management

Project Integration Management


(Nine Knowledge Areas including Project Integration
Management)
Project Management Knowledge Area
Project Integration Management Overview

— The integrative project management processes


include:
¡ 4.1 Develop Project Charter
¡ 4.2 Develop Preliminary Project Scope Statement
¡ 4.3 Develop Project Management Plan
¡ 4.4 Direct and Manage Project Execution
¡ 4.5 Monitor and Control Project Work
¡ 4.6 Integrated Change Control
¡ 4.7 Close Project
Develop Project Charter

The project charter provides the project manager with the


authority to apply organizational resources to project
activities.

— The project charter is the document that formally


authorizes a project, driven by strategic needs, such
as:
¡ A market demand
¡ A business need
¡ A customer request
¡ A technological advance
¡ A legal requirement
¡ A social need
Develop Project Charter

— The project charter, either directly, or by reference to other documents, should


address the following information:

¡ Requirements that satisfy customer, sponsor, and other


stakeholder needs, wants and expectations
¡ Business needs, high-level project description, or product
requirements that the project is undertaken to address
¡ Project purpose or justification
¡ Assigned project manager and authority level
¡ Summary milestone schedule
Develop Project Charter

¡ Stakeholder influences
¡ Functional organizations and their participation
¡ Organizational, environmental and external assumptions
¡ Organizational, environmental and external constraints
¡ Business case justifying the project, including return on
investment
¡ Summary budget.
Develop Project Charter

Inputs:
1. Contract (When Applicable)
2. Project Statement of Work
3. Enterprise Environmental Factors
4. Organizational Process Assets
Tools and Techniques:
1. Project Selection Methodology
2. Project Management Methodology
3. Project Management Information System
4. Expert Judgment
Output:
1. Project Charter
Develop Project Charter: Input

— Contract (When Applicable):


A contract from the customer’s acquiring organization is an
input if the project is being done for an external
customer.
— Project Statement of Work (PSOW):
The Statement of work is a narrative description of
products or services to be supplied by the project. For
internal projects, the project initiator or sponsor
provides the SOW based on business needs, product, or
service requirements. For external projects, the SOW can
be received from the customer as part of a bid document,
for example, request for proposal, request for
information, request for bid.
Develop Project Charter: Input

— Enterprise Environmental Factors:


When developing the project charter, any and all of the
organization’s enterprise environmental factors and systems
that surround and influence the project’s success must be
considered. This includes items such as,
1. Organizational culture and structure.
2. Governmental or industry standards (e.g., regulatory agency
regulations, product standards, quality standards)
3. Infrastructure
4. Existing Human Resource
5. Personnel Administration (e.g., hiring and firing guidelines,
training records)
6. Company work authorization system
Develop Project Charter: Input

— Organizational Process Assets:


When developing the project charter and subsequent
project documentation, any and all of the assets that
are used to influence the project’s success can be
drawn from organizational process assets.
Organizational process assets also represent the
organizations’ learning and knowledge from previous
projects; for example, completed schedules, risk data
and earned value data. Organizational process assets
can be organized differently, depending on the type
of industry, organization and application area.
Develop Project Charter: Tools and Techniques

— Project Selection Method:


Project selection methods are used to determine which
project the organization will select. These
methodology fall into one of two broad categories:
1. Benefit measurement methods that are
comparative approaches, scoring models, benefit
contribution or economic model (Qualitative
Approach)
2. Mathematical models that use linear, nonlinear,
dynamic, integer. (Quantitative Method)
Develop Project Charter: Tools and Techniques

— Project Management Methodology:


A project management methodology defines a set of PM Groups,
their related processes and the related control functions that
are consolidated and combined into functioning unified
whole. A PM methodology can be either a formal mature
process or an informal technique that aids a project
management team in effectively developing a project charter.
— PM Information System:
The Project Management Information System (PMIS) is a
standardized set of automated tools available within the
organization and integrated into a system. The PMIS is used
by the PM team to support generation of a project charter,
facilitate feedback as the document is refined.
Develop Project Charter: Tools and Techniques

— Expert Judgment:
Expert judgment is often used to asses the inputs needed to
develop the project charter. Such judgment and expertise
is applied to any technical and management details
during this process. Those expertise includes:
1. Other units within organization
2. Consultants
3. Stakeholders, including customers and sponsors
4. Professional and technical associations
5. Industry Group
q Output:
Project Charter

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