Integration Management

	Integration Management

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[Reference Material to Study] [What to Study?] [Key Definitions] [Integration Management Processes] [Integration Management Concepts] [Sample Questions] [Answers]

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The project integration management knowledge area includes processes that are required to ensure all the project's components are coordinated. This knowledge area includes the project plan development processes, project plan execution processes, and integrated change control processes. Each process has a set of input and a set of output. Each process also has a set of tools and techniques that are used to turn the input into output.

Reference Material to Study

	A Guide to the Project Management Body of Knowledge, Chapters 1-4

	Project Planning, Scheduling & Control, Lewis, James P., 1995 Chapters 1-3, 16, Appendix A,

	ESI PMP Challenge!, Scope Section, Ward, J. Leroy, Oct. 1996

	The New Project Management, Chapters 8, 12-13, Frame, J. Davidson, 1994

What to Study?

The PMBOK framework (first 3 chapters): Introduction, The Project Management Context; and Project Management Processes
Chapter 4 of the PMBOK on Project Integration Management. Know the processes of Project Integration, Project Plan Development, Project Plan Execution, and Overall Change Control
(Be familiar with Input, Tools and Techniques, and Output for each phase)
Know key definitions (see list in study notes or PMBOK glossary).
Know the phases of a generic life cycle. Also know what is generally done in each phase.
Know what is entailed in each of the phases of a generic life cycle.
Earned Value Management
Know what a project plan is and how it is used.

Key Definitions

Activity

An element of work performed during the course of a project. An activity normally has an expected duration, an expected cost, and expected resource requirements. Activities can be divided into tasks.

Baseline

The original plan plus or minus approved changes.

Change Control Board (CCB)

A formally constituted group of stakeholders responsible for approving or rejecting changes to the project baselines.

Code of Accounts

Any numbering system used to uniquely identify each element of the work breakdown structure.

Deliverable

Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or subproject.

Delphi Technique

A forecasting technique used to gather information about future events on a project. It relies on gathering expert opinions.

Fast Tracking

Compressing the project schedule by overlapping activities that would normally be done in sequence. Also used to imply overlapping of normally sequential phases in a project life cycle.

Management By Objectives (MBO)

A system of managerial leadership that defines individual managerial responsibilities in terms of corporate objectives.

Operation

Work that is ongoing and repetitive.

Program

Project

A temporary endeavor undertaken to create a unique product or service.

Project Charter

A formal document issued by senior management which explains the purpose of the project including the business needs the project and the resulting product. It provides the project manager with the authority to apply organizational resources to project activities.

Project Life Cycle

A collection of generally sequential project phases whose name and no. are determined by the control needs of the organization(s) involved in the project.

Project Notebook

A detailed project plan. The notebook is updated throughout the life of the project.

Project Phase

A collection of logically related project activities, usually culminating in the completion of a major deliverable.

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, to facilitate communication among stakeholders, and to document approved scope, cost, and schedule baselines. A project plan may be summary or detail.

Project Management

The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.

Responsibility Assignment Matrix (RAM)

A structure which relates the project organization structure to the WBS to help ensure that each element of the project's scope of work is assigned to a responsible individual.

Plan

Scope change will be integrated into the project. Includes an assessment of how likely and frequently the project scope may change and a description of how scope changes will be identified and classified.

Stakeholder

Individuals and organizations who are involved in or may be affected by project activities.

Statement of Work (SOW)

A narrative description of products or services to be supplied under contract.

Work Authorization

Process of sanctioning all project work.

Work Authorization/Release

In cases where work is to be performed in segments due to technical or funding limitations, work authorization / release authorizes specified work to be performed during a specified period.

Work Package

A deliverable at the lowest level of the work breakdown structure. A work package may be divided into activities.

Integration Management Processes

Project Plan Development

Process Group: Planning
Input includes: historical information, organizational policies, constraints, and assumptions.
Methods include: project planning methodology, stakeholder skills and knowledge, and a project management information system (PMIS).
Output includes: the project plan and supporting detail.
Uses the output of the other planning processes to create a consistent, coherent document that can be used to guide both project execution and project control.

Project Plan Execution

Process Group: Executing
Input includes: the project plan, supporting detail, organizational policies, and corrective action.
Methods include: general management skills, product skills and knowledge, work authorization system, status review meetings, PMIS, and organizational procedures.
Output includes: work results and change requests.
Is the primary process for executing the project plan. The vast majority of the project's budget will be expended in performing this process.

Integrated Change Control

Process Group: Controlling
Input includes: project plan, performance reports, and change requests.
Methods include: Change control system, configuration management, performance measurement, additional planning, and project management information system.
Output includes: project plan updates, corrective action, and lessons learned.
- Scope Management Processes
Integrated change control is concerned with:
- Influencing the factors which create changes to ensure that changes are beneficial.
- Determining that change has occurred
- Managing the actual changes when and as they occur
Integrated change control requires:
- Maintaining the integrity of the performance measurement baselines.
- Ensuring that changes to the product scope are reflected in the project scope.
- Coordinating changes across knowledge areas (change often affects cost, risk, quality, staffing, scope, time, etc.)

Integration Management Concepts

Project vs. Operation vs. Program

A project is a temporary endeavor undertaken to create a unique product or service. It has a definite starting and ending point.
An operation has similar characteristics to a project: it is performed by people; constrained by limited resources; planned, executed, and controlled. The major difference is that an operation is on-going and repetitive.
A program is a group of related projects managed in a coordinated way and is on-going. Example: AIX is a program. Each release of AIX is a project.

Project Life Cycle

Defines the begriming and the end of a project.
Varies based on the industry, organization, and / or application area. Generally speaking, project life cycles define:
- The technical work to be done in each phase
- The skills involved in each phase
Most project life cycle descriptions share a no. of common characteristics:
- Cost and staffing levels are low at the start; higher towards the end of implementation, and drop rapidly as the project nears conclusion.
  (see PMBOK'1996, page 12, Figure 2-1)
- The probability of successfully completing the project is lowest at the start of the project. Hence, risk and uncertainty are highest at the start of the project.
- The ability of the stakeholders to influence the final characteristics of the project product is highest at the start of the project and becomes progressively lower as the project continues. This can largely be contributed to the increased cost of changes and error correction as the project develops.
A generic project life cycle may have the following phases:
- Concept: Someone has identified a need that must be met. The definition of the problem to be solved may be fuzzy. Feasibility studies may be done during this phase to clarify the problem before preceding. Order of magnitude costs may be obtained. Other items that may be identified at this phase include stakeholders, risk, goals and objectives, strategy, potential team, and alternatives. The output of this phase is the project charter which grants permission for the project to proceed to the next phase.
- Development/Planning The purpose of this phase is to determine exactly what is to be done. A problem statement is developed along with objectives, strategies for achieving the objectives, and detailed work plans to support the strategies. The scope baseline is determined. Budgetary costs are determined, and the budget is developed. A risk assessment is done. The WBS is established. The players are identified along with the levels of authority, responsibility, and accountability. Control systems are developed (if not already in place) and quality standards determined. Detailed planning is completed and placed in the project plan / notebook. The project plan / notebook serves as the controlling document throughout the life of the project.
- Implementation/Execution: The lines of communication between teams and team members are established. Work packages are established and implemented. Definitive estimates are determined. Goods and services are procured. Scope, quality, time, and cost are directed, monitored and controlled. Problems are resolved.
- Termination/Close-out: The product is finalized, reviewed and accepted. Product responsibility is transferred. The project is evaluated and the results documented (postmortem). Resources are redirected or released, and the project team is reassigned.

Feasibility Phases

The feasibility phases are the concept and development phases of a generic project life cycle. Generally speaking, these phases count for approximately 25% of the project time.
While the feasibility phases are critical to project success, they are also the most often neglected. These phases are often compromised by implementation pressure.
The principle issues during these phases are cost, time, quality, and risk.
Project controls should be established. Some characteristics of a good project control system:
- The controls should be tailored to each project
- The controls should limit informal changes in scope
- The controls should be designed to "avoid surprises"
- The frequency and type of control is project phase dependent.
- Depending on the control, there may be varying degrees of management involvement.
- The focal point for scope change control is the WBS.

Acquisition Phases

The acquisition phases are the implementation and termination phases of a generic project life cycle. Generally speaking, these phases count for approximately 75% of the project time.
Project controls during the implementation phase:
- Emphasize performance measurement against cost, quality, and schedule baselines.
- Maintain scope, cost, time and quality balance.
- Types of reports: cost, schedule, performance status; S curves; earned value; variances; trends, and exceptions

Project Plan

The project plan is used to:
- Guide project execution
- Document assumptions and decisions
- Facilitate communication, define reviews
- Provide baseline for progress measurement and project control
Elements of a project plan:
- Project Charter
- Management approach / strategy
- Scope statement including deliverables and objectives
- WBS
- Performance measurement baselines
- Major milestones and target dates
- Key or required staff
- Key risks, constraints, assumptions
- Open issues and pending decisions
The project plan is a working document. It should be updated as needed.

Role of Project Manager

Produce end item with available resources, within time, cost and performance constraints.
Make all required decisions regarding the project.
Act as interface with customer and top functional managers.
Negotiate with functional managers to accomplish necessary work within time, cost, and quality goals.
Resolve conflicts.

Functions Performed by Project Manager

Planning and scheduling
Performance analysis, progress reporting
Client / consultant relations
Project and cost trend analysis
Logistics management, cost control
Organization and manpower planning
Contract and materials administration and estimating

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[1] Project Life Cycle
[2] Project Life Cycle
[3] Change Control
[4] Integration Management Processes
[5] Terminology
[6] Documentation
[7] Tools and Techniques
[8] Integration Management Processes
[9] Organization Types
[10] Terminology
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[12] Product Life Cycle
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[41] Project Selection
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[71] Documentation
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[78] Project Life Cycle
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[81] Terminology
[82] Tools and Techniques
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[84] Project Selection
[85] Organization Types
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[88] Tools and Techniques
[89] Integration Management Processes
[90] Documentation
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