Project Integration Management SEII - Lecture 3

Project Integration ManagementSEII-Lecture 3Dr. Muzafar KhanAssistant ProfessorDepartment of Computer ScienceCIIT, Islamabad.OutlineRecapRecent trends in IT projectsProject management process groupsProject Integration management2RecapSystems PhilosophyBusiness, organization, technologyOrganization framesStructure, HR, political, symbolicProject life cycleConcept, development, implementation, close-outIT projects are complex3Globalization [1/2]Global villageLower trade / political barriersIT is the key enablerProject managers need to addressCommunicationsTrustCommon work practicesTools4Globalization [2/2]KPMG International suggestions after studying 600 global organizationsGreater project disciplineThink global, act localCollaboration over standardizationKeep project momentumUse of newer and innovative tools5OutsourcingAcquiring goods/services from an outside sourceOffshoring – another countryReduced costsIssuesIntegration and standardization of IT infrastructure and business processesNegotiating contracts, working plans, and managing virtual teams6Virtual TeamsRemote locationsSame country / across the globePossible advantagesCompetitiveness, responsiveness, 24/7 availabilityReduced costs, even no office spaceWork/life balance for team membersPossible disadvantagesIsolating team membersCommunication problemsInformal learning/networkingTechnology dependent7Success Factors for Virtual TeamsTeam processesLeadership styleTrust and relationshipsTeam member selection and role preferencesTask-technology fitCultural differencesComputer-mediated communicationTeam life cyclesConflict management8Project Management Process Groups [1/2]ProcessA series of actions directed towards a specified goalProject management – series of interlinked processesDo not confuse it with project phasesInitiating processesDefining and authorizing project/phaseAt the beginning of each phasePlanning processesDevising and maintaining workable schemeProject management plan9Project Management Process Groups [2/2]Executing processesCoordinating people and other resourcesDevelopment activitiesMonitoring and closing processesMeasuring and monitoring progressCorrective actionsClosing processesFormal acceptanceAdministrative activities10Time Spent on Each Process Group11Figure source: IT Project Management, K. Schwalbe, 6th ed., p. 80Project Integration ManagementCoordinating all knowledge areas throughout a project’s life cycleMain processesDeveloping project charterDeveloping project management planDirecting and managing project executionMonitoring and controlling project workPerforming integrated change controlClosing project or phase12Project CharterA formal document to recognize the projectProject title and date of authorization, contact infoProject objectives, business need, justificationSummary of project schedule, budget, communication planProject success criteriaRoles and responsibilities matrixSign-off and comments sections13Project Management PlanTo coordinate all project planning documentsProject planning assumptions and decisionsAssist in project’s execution and controlBaseline for progress measurement and project controlDynamic, flexible, and subject to changeInformation required from all knowledge areasMain inputs: project charter, outputs from planning processes, enterprise environment factorsMain technique: Expert judgment14Project Management Plan Contents [1/4]Projects are unique so are management plansCommon sectionsIntroduction sectionProject titleBrief project descriptionSponsor’s nameNames of project manager and key team membersProject deliverablesList of reference material, definitions, and acronyms15Project Management Plan Contents [2/4]Organization sectionOrganization chartsProject responsibilitiesOther organizational / process-related informationManagement and technical approachesManagement objectivesProject controlsRisk managementProject staffingTechnical processes16Project Management Plan Contents [3/4]Scope managementMajor work packagesKey deliverablesOther work-related informationSchedule managementSummary scheduleDetailed scheduleOther schedule-related information17Project Management Plan Contents [4/4]Budget sectionSummary budgetDetailed budgetOther budget-related information18Directing and Managing Project Execution [1/2]Main inputs: managing and performing the work as described in project management plan, and change requests Most of the time spent on executionLeading the team and managing stakeholders relationshipsProject manager must be flexible and creative19Directing and Managing Project Execution [2/2]Coordinating planning and executionThose who will do the work should plan the workProviding strong leadershipProviding a supportive cultureCapitalizing on product, business, and application area knowledgeProject execution tools and techniquesExpert judgment and project management information systems20Monitoring and Controlling Project WorkChanges are inevitable90% of job: communicating and managing changesCollecting, measuring, and disseminating performance informationMain inputs: project management plan and performance reportsProject management plan is the baseline for identifying and controlling changesMain output: change request21Performing Integrated Change Control [1/3]Identifying, evaluating, and managing changesInfluencing the factors that create changesDetermine that a change has occurredManaging actual changes as they occurMain inputs: work performance information and change requestsMain outputs: updated change request status and project documentsOral, written, formal, and informal change requests22Performing Integrated Change Control [2/3]Change control systemChange control boardKey stakeholders on the boardConfiguration managementProper communicationPossible drawbacksTime demanding48 hour policy23Performing Integrated Change Control [3/3]24Table source: IT Project Management, K. Schwalbe, 6th ed., p. 164Closing Projects or PhasesFinalizing all the activities and transferring the completed / cancelled workMain input: accepted deliverablesMain technique: expert judgmentMain output: final product, service, or result transmission, and process asset updates25SummaryRecent trends in IT projectsGlobalization, outsourcing, and virtual teamsProject management process groupsInitiating, planning, executing, monitoring and control, and closing processesProject integration managementKey processes and the relevant discussion26