SE 430: Software Project
Management
Project Integration Management
Learning Objectives
Describe an overall framework for project integration
management as it relates to the other project management
knowledge areas and the project life cycle
Discuss the strategic planning process and apply different project
selection methods
Explain the importance of creating a project charter to formally
initiate projects
Describe project management plan development, understand the
content of these plans, and review approaches for creating them
2 Project Integration Management
Learning Objectives
Explain project execution, its relationship to project planning, the
factors related to successful results, and tools and techniques to assist
in directing and managing project work
Describe the process of monitoring and controlling a project
Understand the integrated change control process, planning for and
managing changes on information technology (IT) projects, and
developing and using a change control system
Explain the importance of developing and following good procedures
for closing projects
Describe how software can assist in project integration management
3 Project Integration Management
The Key to Overall Project Success:
Good Project Integration Management
Project managers must coordinate all of the other
knowledge areas throughout a project’s life cycle
Many new project managers have trouble looking at the
“big picture” and want to focus on too many details (See
opening case for a real example)
Project integration management is not the same thing as
software integration
4 Project Integration Management
See the hand out and document on LMS for ore detailed analysis
Case Study: DNA sequencing Software
Nick Carson recently became project manager of a critical biotech enterprise at his Silicon Valley company.This
project involved creating the hardware and software for a DNA-sequencing instrument used in assembling and
analysing the human genome.The biotech project was the company’s largest endeavour, and it had tremendous
potential for future growth and revenues. Unfortunately, there were problems managing this large project. It had
been under way for three years and had already gone through three different project managers.
Nick had been the lead software developer on the project before top management made him the project
manager. The CEO told him to do whatever it took to deliver the first version of the DNA-sequencing software
in four months and a production version in nine months. Negotiations for a potential corporate buyout with a
larger company influenced top management’s sense of urgency to complete the project.
Highly energetic and intelligent, Nick had the technical background to make the project a success. He delved into
the technical problems and found some critical flaws that kept the DNA-sequencing instrument from working.
Nevertheless, he was having difficulty in his new role as project manager.
Although Nick and his team got the product out on time, top management was upset because Nick did not
focus on managing all aspects of the project. He never provided them with accurate schedules or detailed plans
of what was happening on the project.
Instead of performing the work of project manager, Nick had taken on the role of software integrator and
trouble-shooter. Nick, however, did not understand top management’s complaints—he delivered the product,
didn’t he? Didn’t they realize how valuable he was?
5 Project Integration Management
Case Study: AirBus A380
What Went Wrong?
The Airbus A380 megajet project was two years behind schedule
in Oct. 2006, causing Airbus’ parent company to face an expected
loss of $6.1 billion over the next four years
The project suffered from severe integration management
problems, or “integration disintegration...Early this year, when pre-
assembled bundles containing hundreds of miles of cabin wiring
were delivered from a German factory to the assembly line in
France, workers discovered that the bundles, called harnesses,
didn't fit properly into the plane. Assembly slowed to a near-
standstill, as workers tried to pull the bundles apart and re-thread
them through the fuselage. Now Airbus will have to go back to the
drawing board and redesign the wiring system.”*
*Matlack, Carol. “First, Blame the Software,” BusinessWeek Online (October 5, 2006).
6 Project Integration Management
Project Integration Management Processes
1. Developing the project charter involves working with
stakeholders to create the document that formally
authorizes a project—the charter.
2. Developing the project management plan involves
coordinating all planning efforts to create a consistent,
coherent document—the project management plan.
3. Directing and managing project work involves carrying
out the project management plan by performing the
activities included in it.
7 Project Integration Management
Project Integration Management Processes
(cont’d)
4. Monitoring and controlling project work involves
overseeing activities to meet the performance objectives
of the project
5. Performing integrated change control involves
identifying, evaluating, and managing changes throughout
the project life cycle.
6. Closing the project or phase involves finalizing all
activities to formally close the project or phase.
8 Project Integration Management
Project Integration Management Summary
9 Project Integration Management
Project Integration Management (graphical)-I
10 Project Integration Management
Project Integration Management (graphical)-II
11 Project Integration Management
Project Integration Management
1) Developing Project Charter
2) Develop Project Management Plan
3) Direct and Manage Project Work
4) Monitor and Control Project Work
5) Perform Integrated Change Control
6) Close Project
12 Project Integration Management
Developing a Project Charter
After deciding what project to work on, it is important
to let the rest of the organization know
A project charter is a document that formally
recognizes the existence of a project and provides
direction on the project’s objectives and management
Key project stakeholders should sign a project charter to
acknowledge agreement on the need and intent of the
project; a signed charter is a key output of project
integration management
13 Project Integration Management
Inputs for Developing a Project Charter
A project statement of work
A business case
Agreements
Enterprise environmental factors, include relevant
government or industry standards, the organization’s
infrastructure, and marketplace conditions. Managers should
review these factors when developing a project
charter.
Organizational process assets, which include formal and
informal plans, policies, procedures, guidelines, information
systems, financial systems, management systems, lessons
learned, and historical information
14 Project Integration Management
Develop Project Charter:
Inputs, Tools and Techniques, and Outputs
Expert judgment
Facilitation techniques
such as brainstorming and meeting management
15 Project Integration Management
Developing project charter: A wider
perspective
16 Project Integration Management
Project Charter
DNA-Sequencing Instrument Completion Project
17 Project Integration Management
Project
Charter
(cont.)
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Project Integration Management
1) Developing Project Charter
2) Develop Project Management Plan
3) Direct and Manage Project Work
4) Monitor and Control Project Work
5) Perform Integrated Change Control
6) Close Project
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Developing a Project Management Plan
The project management plan is the document that
describes how the project will be executed, monitored,
and controlled.
It integrates and consolidates all of the subsidiary plans
and baselines from the planning processes.
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Developing a PM Plan: Inputs
Enterprise Environmental Factors
Governmental or industry standards
PMIS (e.g., an automated tool, such as a scheduling software
tool, a configuration management system, an information
collection and distribution system, or web interfaces to other
online automated systems);
Organizational structure, culture, management practices,and
sustainability;
Infrastructure (e.g., existing facilities and capital equipment);
Personnel administration (e.g., hiring and termination guidelines
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Developing a PM Plan: Inputs
Organizational Process Assets
Standardized guidelines, work instructions, proposal evaluation
criteria, and performance measurement criteria;
Project management plan template;
Change Control Procedures
Project files from previous projects
(e.g., scope, cost, schedule and performance measurement baselines,
project calendars, project schedule network diagrams, and risk registers,);
Historical information and lessons learned knowledge base;
Configuration management knowledge base
containing the versions and baselines of all official organization standards,
policies, procedures, and any project documents.
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Project Management Plan: Outputs
Project baselines include, but are not limited to:
Scope baseline
Schedule baseline
Cost baseline Subsidiary plans include, but are not limited to:
Scope management plan
Requirements management plan
Schedule management plan
Cost management plan
Quality management plan
Process improvement plan
Human resource management plan
Communications management plan
Risk management plan
Procurement management plan
Stakeholder management plan
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Developing Project Management Plan:
A wider perspective
24 Project Integration Management
Project Integration Management
1) Developing Project Charter
2) Develop Project Management Plan
3) Direct and Manage Project Work
4) Monitor and Control Project Work
5) Perform Integrated Change Control
6) Close Project
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Directing and Managing Project Work
Leading and performing
the work defined in the PM plan
implementing approved changes to achieve the project’s
objectives.
Key benefit: it provides overall management of the
project work.
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Activities
Perform activities to accomplish project objectives;
Create project deliverables to meet the planned project work;
Provide, train, and manage the team members assigned to the
project;
Obtain, manage, and use resources including materials, tools,
equipment, and facilities
Implement the planned methods and standards;
Establish and manage project communication channels, both external
and internal to the project team;
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Activities
Generate work performance data, such as
cost, schedule, technical and quality progress, and status to facilitate
forecasting;
Issue change requests and implement approved changes into
the project’s scope, plans, and environment;
Manage risks and implement risk response activities;
Manage stakeholders and their engagement; and
Collect and document lessons learned and implement
approved process improvement activities.
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Manage Change Requests
review of the impact of all project changes and the
implementation of approved changes:
Corrective action—An intentional activity that realigns the
performance of the project work with the project management
plan;
Preventive action—An intentional activity that ensures the
future performance of the project work is aligned with the
project management plan; and/or
•Defect repair—An intentional activity to modify a
nonconforming product or product component
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Directing and Managing Project Work: A
Wider Perspective
30
Project Integration Management
1) Developing Project Charter
2) Develop Project Management Plan
3) Direct and Manage Project Work
4) Monitor and Control Project Work
5) Perform Integrated Change Control
6) Close Project
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Monitor and Control Project Work
Process of tracking, reviewing, and reporting the progress
to meet the performance objectives defined in the project
management plan.
Key benefit :It allows stakeholders to understand the
current state of the project, the steps taken, and budget,
schedule, and scope forecasts.
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Activities
Comparing actual project performance against the project
management plan;
Assessing performance to determine whether any
corrective or preventive actions are indicated, and then
recommending those actions as necessary;
Identifying new risks and analyzing, tracking, and
monitoring existing project risks to make sure the risks
are identified, their status is reported, and that
appropriate risk response plans are being executed
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Activities
Maintaining an accurate, timely information base
concerning the project’s product(s) and their associated
documentation through project completion;
Providing information to support status reporting,
progress measurement, and forecasting;
Providing forecasts to update current cost and current
schedule information;
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Monitor and Control Project Work
35 Project Integration Management
Monitor and Control Project Work:
A Wider Perspective
36 Project Integration Management
Project Integration Management
1) Developing Project Charter
2) Develop Project Management Plan
3) Direct and Manage Project Work
4) Monitor and Control Project Work
5) Perform Integrated Change Control
6) Close Project
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Performing Integrated Change Control
Three main objectives are:
Influencing the factors that create changes to ensure that
changes are beneficial
Determining that a change has occurred
Managing actual changes as they occur
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Change Control System
A change control system is a formal, documented
process that describes when and how official project
documents and work may be changed
Describes who is authorized to make changes and how to
make them
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Change Control Board (CCB)
A change control board is a formal group of people
responsible for approving or rejecting changes on a
project
CCBs provide guidelines for preparing change requests,
evaluate change requests, and manage the implementation
of approved changes
Includes stakeholders from the entire organization
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Making Timely Changes
Some CCBs only meet occasionally, so it may take too
long for changes to occur
Some organizations have policies in place for time-
sensitive changes
“48-hour policy” allows project team members to make
decisions, then they have 48 hours to reverse the decision
pending senior management approval
Delegate changes to the lowest level possible, but keep
everyone informed of changes
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Configuration Management
Configuration management ensures that the descriptions
of the project’s products are correct and complete
Involves identifying and controlling the functional and physical
design characteristics of products and their support
documentation
Configuration management specialists identify and document
configuration requirements, control changes, record and
report changes, and audit the products to verify conformance
to requirements
See www.icmhq.com for more information
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Closing Projects or Phases
To close a project or phase, you must finalize all activities
and transfer the completed or cancelled work to the
appropriate people
Main outputs include
Final product, service, or result transition
Organizational process asset updates
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Using Software to Assist in Project
Integration Management
Several types of software can be used to assist in project
integration management
Documents can be created with word processing software
Presentations are created with presentation software
Tracking can be done with spreadsheets or databases
Communication software like e-mail and Web authoring tools
facilitate communications
Project management software can pull everything together and
show detailed and summarized information
Business Service Management (BSM) tools track the execution of
business process flows
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Chapter Summary
Project integration management involves coordinating all
of the other knowledge areas throughout a project’s life
cycle
Main processes include
Develop the project charter
Develop the project management plan
Direct and manage project execution
Monitor and control project work
Perform integrated change control
Close the project or phase
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Reading Material
Chapter 4
Project Integration Management,
PMBOK 5th Edition
46 Project Integration Management
