PROJECT

INTEGRATION
MANAGEMENT

Information Technology Project

Management, Seventh Edition
 Information Technology Project Management, Seventh Edition

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
 Information Technology Project Management, Seventh Edition

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
Information Technology Project Management, Seventh Edition
 Information Technology Project Management, Seventh Edition

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
 Information Technology Project Management, Seventh Edition

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.
 Information Technology Project Management, Seventh Edition

PROJECT INTEGRATION
MANAGEMENT PROCESSES (CONT’D)
• Monitoring and controlling project work involves overseeing activities to
meet the performance objectives of the project
• Performing integrated change control involves identifying, evaluating, and
managing changes throughout the project life cycle.
• Closing the project or phase involves finalizing all activities to formally
close the project or phase.
Information Technology Project Management, Seventh Edition

FIGURE 4-1. PROJECT INTEGRATION

MANAGEMENT SUMMARY
 Information Technology Project Management, Seventh Edition

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 theCarol.
*Matlack, wiring system.”*
“First, Blame the Software,” BusinessWeek Online (October 5, 2006).
 Information Technology Project Management, Seventh Edition

STRATEGIC PLANNING AND PROJECT

SELECTION
• Strategic planning involves determining long-term objectives, predicting
future trends, and projecting the need for new products and services
• Organizations often perform a SWOT analysis
• analyzing Strengths, Weaknesses, Opportunities, and Threats

• As part of strategic planning, organizations

• identify potential projects
• use realistic methods to select which projects to work on
• formalize project initiation by issuing a project charter
 Information Technology Project Management, Seventh Edition

FIGURE 4-2. MIND MAP OF A SWOT

ANALYSIS TO HELP IDENTIFY POTENTIAL
PROJECTS
Information Technology Project Management, Seventh Edition

SWOT ANALYSIS
Information Technology Project Management, Seventh Edition

FIGURE 4-3. INFORMATION

TECHNOLOGY PLANNING PROCESS
 Information Technology Project Management, Seventh Edition

BEST PRACTICE

• Only one in seven product concepts comes to fruition. Why is it that some
companies, like Proctor & Gamble, Johnson and Johnson, Hewlett
Packard, and Sony are consistently successful in NPD( New Product
Development )? Because they use a disciplined, systematic approach to
NPD projects based on best practices
• Four important forces behind NPD success include the following:
1. A product innovation and technology strategy for the business
2. Resource commitment and focusing on the right projects, or solid portfolio
management
3. An effective, flexible and streamlined idea-to-launch process
4. The right climate and culture for innovation, true cross-functional teams, and senior
management commitment to NPD
Information Technology Project Management, Seventh Edition

METHODS FOR SELECTING

PROJECTS
• There are usually more projects than available time and
resources to implement them
• Methods for selecting projects include:
• 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
Information Technology Project Management, Seventh Edition

FOCUSING ON BROAD
ORGANIZATIONAL NEEDS
• It is often difficult to provide strong justification for many
IT projects, but everyone agrees they have a high value
• “It is better to measure gold roughly than to count pennies
precisely”
• Three important criteria for projects:
• There is a need for the project
• There are funds available
• There’s a strong will to make the project succeed
Information Technology Project Management, Seventh Edition

CATEGORIZING IT PROJECTS

• One categorization is whether the project addresses

• a problem
• an opportunity, or
• a directive

• Another categorization is how long it will take to do and

when it is needed
• Another is the overall priority of the project
 Information Technology Project Management, Seventh Edition

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
Information Technology Project Management, Seventh Edition

INPUTS FOR DEVELOPING A

PROJECT CHARTER
• A project statement of work
• A business case
• Agreements
• Enterprise environmental factors
• Organizational process assets, which include formal and
informal plans, policies, procedures, guidelines, information
systems, financial systems, management systems, lessons
learned, and historical information
 Information Technology Project Management, Seventh Edition

TABLE 4-1. PROJECT CHARTER FOR THE DNA-

SEQUENCING INSTRUMENT COMPLETION PROJECT
 Information Technology Project Management, Seventh Edition

TABLE 4-1. PROJECT CHARTER (CONT.)

 Information Technology Project Management, Seventh Edition

DEVELOPING A 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
• Plans created in the other knowledge areas are subsidiary parts of the
overall project management plan
 Information Technology Project Management, Seventh Edition

COMMON ELEMENTS OF A PROJECT

MANAGEMENT PLAN
• Introduction or overview of the project
• Description of how the project is organized
• Management and technical processes used on the project
• Work to be done, schedule, and budget information
Information Technology Project Management, Seventh Edition

TABLE 4-2. SAMPLE CONTENTS FOR A

SOFTWARE PROJECT MANAGEMENT PLAN
(SPMP)
 Information Technology Project Management, Seventh Edition

WHAT THE WINNERS DO

"The winners clearly spell out what needs to be done in a project, by

whom, when, and how. For this they use an integrated toolbox,
including PM tools, methods, and techniques…If a scheduling
template is developed and used over and over, it becomes a
repeatable action that leads to higher productivity and lower
uncertainty. Sure, using scheduling templates is neither a
breakthrough nor a feat. But laggards exhibited almost no use of the
templates. Rather, in constructing schedules their project managers
started with a clean sheet, a clear waste of time.“*

*Milosevic, Dragan and And Ozbay. “Delivering Projects: What the Winners Do.”
Proceedings of the Project Management Institute Annual Seminars & Symposium
(November 2001).
 Information Technology Project Management, Seventh Edition

DIRECTING AND MANAGING PROJECT

WORK
• Involves managing and performing the work described in the project
management plan
• The majority of time and money is usually spent on execution
• The application area of the project directly affects project execution
because the products of the project are produced during execution
Information Technology Project Management, Seventh Edition

COORDINATING PLANNING AND

EXECUTION
• Project planning and execution are intertwined and
inseparable activities
• Those who will do the work should help to plan the work
• Project managers must solicit input from the team to
develop realistic plans
 Information Technology Project Management, Seventh Edition

PROVIDING LEADERSHIP AND A

SUPPORTIVE CULTURE
• Project managers must lead by example to demonstrate the importance of
creating and then following good project plans
• Organizational culture can help project execution by
• providing guidelines and templates
• tracking performance based on plans
• Project managers may still need to break the rules to meet project goals, and
senior managers must support those actions
Information Technology Project Management, Seventh Edition

CAPITALIZING ON PRODUCT, BUSINESS,

AND APPLICATION AREA KNOWLEDGE

• It is often helpful for IT project managers to have prior

technical experience
• On small projects, the project manager may be required to
perform some of the technical work or mentor team
members to complete the projects
• On large projects, the project manager must understand the
business and application area of the project
 Information Technology Project Management, Seventh Edition

PROJECT EXECUTION TOOLS

AND TECHNIQUES
• Expert judgment: Experts can help project managers and their
teams make many decisions related to project execution
• Meetings: Meetings allow people to develop relationships, pick
up on important body language or tone of voice, and have a
dialogue to help resolve problems.
• Project management information systems: There are hundreds
of project management software products available on the market
today, and many organizations are moving toward powerful
enterprise project management systems that are accessible via the
Internet
• See the What Went Right? example of Kuala Lumpur’s Integrated
Transport Information System on p. 169
 Information Technology Project Management, Seventh Edition

MONITORING AND
CONTROLLING PROJECT WORK
• Changes are inevitable on most projects, so it’s important to develop and
follow a process to monitor and control changes
• Monitoring project work includes collecting, measuring, and disseminating
performance information
• A baseline is the approved project management plan plus approved changes
Information Technology Project Management, Seventh Edition

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
Information Technology Project Management, Seventh Edition

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 up-front 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
 Information Technology Project Management, Seventh Edition

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
Information Technology Project Management, Seventh Edition

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
Information Technology Project Management, Seventh Edition

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
Information Technology Project Management, Seventh Edition

GLOBAL ISSUES
• Rapid changes in technology, such as the increased use of mobile roaming
for communications, often cause governments around the world to take
action.
• Incompatible hardware, software, and networks can make communications
difficult in some regions, and a lack of competition can cause prices to soar.
• Fortunately, a group called the Organisation for Economic Co-operation and
Development (OECD) promotes policies that will improve the economic
and social well-being of people around the world.
• In February 2012, the OECD called upon its members’ governments to
boost competition in international mobile roaming markets.
 Information Technology Project Management, Seventh Edition

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
Information Technology Project Management, Seventh Edition

TABLE 4-3. SUGGESTIONS FOR

PERFORMING INTEGRATED CHANGE
CONTROL
Information Technology Project Management, Seventh Edition

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
 Information Technology Project Management, Seventh Edition

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
Information Technology Project Management, Seventh Edition

FIGURE 4-9. SAMPLE PORTFOLIO

MANAGEMENT SOFTWARE SCREEN

Source: www.projectmanager.com
Information Technology Project Management, Seventh Edition

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