Đang tải... (xem toàn văn)
After reading this chapter, you will be able to: 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,...
Chapter 3: Project Integration Management adopted from PMI’s PMBOK 2000 and Textbook : Information Technology Project Management Contents • importance of Project Integration Management • process of project integration management – Project plan development – Project plan execution – Integrated change control • Framework for Project Integration Management – two domains: core skill and project life cycle • Project plan and its attribute • Project plan execution • Integration change control Chapter 3 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 Project Integration Management 3 Processes • Project plan development – taking the results of other planning processes and putting them into a consistent, coherent document—the project plan • Project plan execution – carrying out the project plan • Integrated change control – coordinating changes across the entire project Chapter 3 Figure 31. Project Integration Management Overview Note: The PMBOK Guide includes similar charts for each knowledge area Figure 32. Framework for Project Integration Management Focus on pulling everything to gether to reach project success! Project Plan Development • 1st of 21 Planning phase process • The process of taking the results of other planning processes and organizing them into a consistent, coherent document. – guides execution and control. – assist the project manager in leading the project team and assessing project status • Project performance should be measured against a baseline project plan Chapter 3 inputs to Project Plan Development • Other planning outputs – Documented outputs of the planning processes in the other knowledge areas • Historical information – includes lessons learned from past project and similar projects, and the particular customer’s history • Organizational policies – defined in terms of the product and cover the full range of management concerns • Constraints – include results of previous project decision and performance, relevant lessons learned from past projects, and history with a particular customer and with similar projects • Assumptions – include the results of previous project decisions and performance, as well as relevant lessons learned from past projects, and the history with a particular customer and with similar projects Tools & techniques • Project planning methodology – Documents the characteristics of the product or service that the project was undertaken to solve. It also documents the relationship to a business need that created the project. It is really any structured approach used to guide the project team during the development of the project plan • Stakeholder skills and knowledge – people using the product or service may have particularly valuable insights in developing the project plan • Project management information system (PMIS) – include the systems, activities, and data that permit information to flow in a project. It also includes the tools and techniques used to gather, integrate, and disseminate the outputs of all project management processes • Earned value management (EVM) Outputs of Project Plan Development • Project plan – a document used to coordinate all project planning documents – The project plan documents planning assumptions, decisions, and baselines for scope, cost, and schedule. As a formal, approved, and composite document, it contains subsidiary plans from the knowledge areas. It is used to guide execution and control of the project • Supporting detail – includes the results of previous project decisions and performance, as well as relevant lessons learned from past projects, and the history with a particular customer and with similar projects. 10 Stakeholder Analysis • A stakeholder analysis documents important (often sensitive) information about stakeholders such as – – – – – stakeholders’ names and organizations roles on the project unique facts about stakeholders level of influence and interest in the project suggestions for managing relationships Chapter 3 14 Project Plan Execution • 1st of 7 executing phase process – It is the first core process of execution • Project plan execution involves managing and performing the work described in the project plan • The majority of time and money is usually spent on execution • The application area or the project directly affects project execution because the products of the project are produced during execution Chapter 3 15 Inputs to Project Plan Execution • Project plan – the formal, approved document used to guide project execution and control • Supporting detail – Additional information or documents generated during development of the project plan. These details are outputs from other planning processes like technical documentation and documentation of relevant standards • Organization policies – includes formal and informal policies, such as QC audits, continuous improvement targets, and personnel guidelines • Preventive action – anything that reduces the probability of potential consequences of project risk events. • Correction action – anything that brings expected performance back in line with the project plan. They are outputs from the other knowledge areas 16 Tools & techniques • General management skills – include leadership, communication, negotiation skills, problem solving, and influencing the organization. • Product skills & knowledge – defined as part of resource planning and provided by the team members • Work authorization system – a method for ensuring that qualified people do work at the right time and in the proper sequence – any formal procedure for sanctioning project work to ensure completion. It can involve written or verbal authorizations to being work 17 Tools & techniques (2) • Status review meetings – provide a regular exchange of information about the project with stakeholders • Project management information system (PMIS) – special software to assist in managing projects, useful in collection, dissemination, and storage of information form other PM processes • Organizational procedure – formal and informal procedures often useful during project execution. Some policies are a) QC audits; b) continuousimprovement targets; c) personnel guidelines Chapter 3 18 Outputs of Project Plan Execution • Work results: the outcome of activities performed. Work results are fed into the performance reporting process. These are the results monitored throughout all aspects of the project • Change requests: formal requests, usually by the customer but possibly also from other team members, which expand or shrink project scope, modify costs and schedule estimates, as well as impact resources. These requests can be oral or written, direct or indirect, externally or internally initiated, and legally mandated or optional 19 Integrated Change Control • 1st of 8 controlling phase process • It covers those factors that ensure changes made to the project are beneficial. It is necessary to identify the change has actually occurred and has been requested. • Three main objectives of change control: – Influence the factors that create changes to ensure they are beneficial – Determine that a change has occurred – Manage actual changes when and as they occur Chapter 3 20 Figure 33. Integrated Change Control Process 21 Inputs to Integrated Change Control • Project plan: – the formal, approved document used to guide project execution and control. It provides the baseline for measuring and controlling. It includes the schedule and budget, as well as the knowledge area subsidiary plans such as the communications plan, risk management plan, and quality plan • Performance reports: – can alert the project team to issues that could cause problems in the future. Status reports describe the project’s current standards. Progress reports describe the team’s accomplishments • Change requests: – These are the result of a) external events (such as new governmental regulations); b) errors or omissions in defining the project scope; c) errors or omissions in defining the project scope; d) a valueadded change (such as taking advantage of new 22 technology) Tools & techniques • Change control system – A collection of formal, documented procedures that define how project performance will be monitored and evaluated. – It also includes the steps for changing official project documents. It includes paperwork, tracking systems, processes, and the level of approvals necessary to authorize the changes • Describes who is authorized to make changes and how to make them • Often includes a change control board (CCB), configuration management, and a process for communicating changes • CCB is a formal group of people responsible for approving or rejecting changes on a project • Provides guidelines for preparing change requests, evaluates them, and manages the implementation of approved changes • Includes stakeholders from the entire organization 23 Tools & techniques (2) • Configuration management – Documents the procedures used to apply technical and administrative direction and surveillance – Ensures that the products and their descriptions are correct and complete – Concentrates on the management of technology by identifying and controlling the functional and physical design characteristics of products – Configuration management specialists identify and document configuration requirements, control changes, record and report changes, and audit the products to verify conformance to requirements • Performance measures – determine if variances form the plan require corrective action • Additional planning – required to generate new or revised plans in the other knowledge areas • Project management information system (PMIS) – Tools and techniques to provide for the collection, dissemination, and storage of information form other PM processes 24 Change Control on Information Technology Projects • Former view: The project team should strive to do exactly what was planned on time and within budget • Problem: Stakeholders rarely agreed upfront on the project scope, and time and cost estimates were inaccurate • Modern view: Project management is a process of constant communication and negotiation • Solution: Changes are often beneficial, and the project team should plan for them Chapter 3 25 Suggestions for Managing Integrated Change Control View project management as a process of constant communications and negotiations Plan for change Establish a formal change control system, including a Change Control Board (CCB) Use good configuration management Define procedures for making timely decisions on smaller changes Use written and oral performance reports to help identify and manage change Use project management and other software to help manage and communicate changes 26 Summary • importance of Project Integration Management – coordination and have the big picture • process of project integration management – Project plan development – Project plan execution – Integrated change control • Framework for Project Integration Management – two domains: Knowledge area and project life cycle – Knowledge area: scope, time, cost, quality, HR, communications, risk, procurement – Project life cycle: concept, development, implementation and closeout Chapter 3 27 Summary (2) • • Project plan and its attribute Project plan execution – – – – • managing and performing tasks stated in project plan involve time and money Skills: management skills, product skill and specialized skills Tools: work authorization system, status review meeting, project management software Integration change control – former view: on time and within budget =>scope, time and cost were inaccurate – modern view: constant communications and negotiation => change are beneficial and should be planned – Change control system : a formal and document process => authorization to make timely change – Configuration management: control, record and report change, and audit the product to verify conformance to requirement (after all the changes) Chapter 3 28 ... importance of? ?Project? ?Integration? ?Management • process of? ?project? ?integration? ?management – Project? ?plan development – Project? ?plan execution – Integrated change control • Framework for? ?Project? ?Integration? ?Management. .. many details (See opening case for a real example) • Project? ?integration? ?management? ?is not the same thing as software? ?integration Project? ?Integration? ?Management 3 Processes • Project? ?plan development – taking the results of other planning processes ... Summary • importance of? ?Project? ?Integration? ?Management – coordination and have the big picture • process of? ?project? ?integration? ?management – Project? ?plan development – Project? ?plan execution –