The document discusses project integration management. It describes the key tasks of a project manager in integration management, which include coordinating project plans and people, focusing on overall project goals, and making final decisions when conflicts arise. It also outlines the six main processes in integration management: developing the project charter, management plan, directing the project, monitoring/controlling, integrated change control, and closing the project.
The document discusses project integration management. It describes the key tasks of a project manager in integration management, which include coordinating project plans and people, focusing on overall project goals, and making final decisions when conflicts arise. It also outlines the six main processes in integration management: developing the project charter, management plan, directing the project, monitoring/controlling, integrated change control, and closing the project.
The document discusses project integration management. It describes the key tasks of a project manager in integration management, which include coordinating project plans and people, focusing on overall project goals, and making final decisions when conflicts arise. It also outlines the six main processes in integration management: developing the project charter, management plan, directing the project, monitoring/controlling, integrated change control, and closing the project.
The document discusses project integration management. It describes the key tasks of a project manager in integration management, which include coordinating project plans and people, focusing on overall project goals, and making final decisions when conflicts arise. It also outlines the six main processes in integration management: developing the project charter, management plan, directing the project, monitoring/controlling, integrated change control, and closing the project.
Nabeel Rizwan BSc (Hons) in Software Engineering Project Integration Management Project Integration Management •Project integration management involves coordinating all of the other project management knowledge areas throughout a project s life cycle. •This integration ensures that all the elements of a project come together at the right times to complete a project successfully. Project Integration Management •Project Manager’s main tasks involving in Integration Management are: • Take responsibility for coordinating all of the people, plans, and work required to complete a project. • Focus on the big picture of the project and steer the project team toward successful completion. • Make the final decisions when there are conflicts among project goals or people. • Communicate key project information to top management Project Integration Management •There are six main processes involved in project integration management: 1. Developing the project charter 2. Developing the project management plan 3. Directing and managing project 4. Monitoring and controlling project 5. Performing integrated change control 6. Closing the project Project Integration Management Strategic Planning •Strategic planning involves determining long-term objectives by analyzing the strengths and weaknesses of an organization, studying opportunities and threats in the business environment, predicting future trends, and projecting the need for new products and services. (SWOT Analysis) •Strategic planning provides important information to help organizations identify and then select potential projects. SWOT Analysis Strengths: •As experienced professionals, we have numerous contacts in the industry. •Two of us have strong sales and interpersonal skills. •Two of us have strong technical skills and are familiar with several software tools. •We all have impressive samples of completed projects SWOT Analysis Weaknesses: •None of us have accounting/financial experience. •We have no clear marketing strategy for products and services. •We have little money to invest in new projects. •We have no company Web site and limited use of technology to run the business SWOT Analysis Opportunities: •A current client has mentioned a large project she would like us to bid on. •The industry continues to grow. •There are two major conferences this year where we could promote our company SWOT Analysis Threats: •Other individuals or companies can provide the services we can. •Customers might prefer working with more established individuals/ organizations. •Government economic policies Identifying Potential Projects •The first step in project management is deciding what projects to do •Organizations often follow a detailed process for project selection with a four-stage planning process for selecting information technology projects Identifying Potential Projects •Tie the information technology strategic plan to the organization’s overall strategic plan. •Perform a business area analysis - This analysis outlines business processes that are central to achieving strategic goals and helps determine which ones could most benefit from information technology •Start defining potential information technology projects, their scope, benefits, and constraints. •The last step in the planning process for selecting information technology projects is choosing which projects to do and assigning resources for working on them. Methods for Selecting Projects •Focusing on broad organizational needs •Categorizing information technology projects •Performing net present value or other financial analyses •Using a weighted scoring model •Implementing a balanced scorecard Methods for Selecting Projects 1. Focusing on broad organizational needs •Top managers must focus on meeting their organization’s many needs when deciding what projects to undertake, when to undertake them, and to what level. •They need to determine whether they first meet three important criteria: need, funding, and will. Methods for Selecting Projects 2. Categorizing information technology projects 1. Motivation for the project a. Problems - undesirable situations that prevent an organization from achieving its goals. b. Opportunities - chances to improve the organization. c. Directives - new requirements imposed by management, government, or some external influence 2. The time window for the project 3. The general priority for the project. Methods for Selecting Projects 3. Performing net present value or other financial analyses •Net present value (NPV) refers to the difference between the value of cash now and the value of cash at a future date. •An organization should consider only projects with a positive NPV if financial value is a key criterion for project selection. Methods for Selecting Projects Return on Investment (ROI) •Return on investment or return on costs is a ratio between net income and investment. •Note that the ROI is always a percentage. It can be positive or negative •The higher the ROI, the better Ex : ROI = (total discounted benefits - total discounted costs ) / discounted costs ROI = (516 000 - 243 200) / 243 200 ROI = 112% Methods for Selecting Projects Return on Investment Methods for Selecting Projects Return on Investment Methods for Selecting Projects Payback Analysis •Payback analysis determines how much time will lapse before accrued benefits overtake accrued and continuing costs. •Payback occurs when the net cumulative benefits equals the net cumulative costs Methods for Selecting Projects 4. Using a Weighted Scoring Model •A weighted scoring model is a tool that provides a systematic process for selecting projects based on many criteria. •The first step in creating a weighted scoring model is to identify criteria important to the project selection process. •Next, you assign a weight to each criterion. You then assign numerical scores to each criterion (e.g. 0 to 100) for each project. •After assigning weights for the criteria and scores for each project, you calculate a weighted score for each project by multiplying the weight for each criterion by its score and adding the resulting values. Methods for Selecting Projects Six main processes 1. Developing a Project Charter •A project charter is a document that formally recognizes the existence of a project and provides direction on the project s objectives and management. •It authorizes the project manager to use organizational resources to complete the project. •Ideally, the project manager will provide a major role in developing the project charter. Six main processes 2. Developing the project management plan •A project management plan is a document used to coordinate all project planning documents and help guide a project s execution and control. •To create and assemble a good project management plan, the project manager must practice the art of project integration management, since information is required from all of the project management knowledge areas Six main processes 3. Directing and managing project •Directing and managing project execution involves managing and performing the work described in the project management plan •The below tasks are undertaken: 1. Coordinating Planning and Execution 2. Providing Strong Leadership and a Supportive Culture 3. Capitalizing on Product, Business, and Application Area Knowledge Six main processes 4. Monitoring and controlling project •Monitoring project work includes collecting, measuring, and disseminating performance information. •It also involves assessing measurements and analyzing trends to determine what process improvements can be made. •The project team should continuously monitor project performance to assess the overall health of the project and identify areas that require special attention. Six main processes 5. Performing integrated change control •Integrated change control involves identifying, evaluating, and managing changes throughout the project life cycle. •The three main objectives of integrated change control are: 1. Influencing the factors that create changes to ensure that changes are beneficial: To ensure that changes are beneficial, make trade-offs among scope, time and cost 2. Determining that a change has occurred: To determine that a change has occurred, the project manager must know the status of key project areas at all times. In addition, the project manager must communicate significant changes to top management and key stakeholders. 3. Managing actual changes as they occur: It is important that project managers exercise discipline in managing the project to help minimize the number of changes that occur. Six main processes 6. Closing the Project •In order to close a project or phase, you must finalize all activities and transfer the completed or cancelled work to the appropriate people •The outputs of closing projects are: 1. Final product, service, or result transition: Project sponsors are usually most interested in making sure they receive delivery of the final products, services, or results they expected when they authorized the project. 2. Organizational process asset updates: The project team should provide a list of project documentation, project closure documents, and historical information produced by the project in a useful format. This information is considered a process asset. 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