0 Project Integration Management

Chapter 4

Project Integration Management 

Project Integration Management includes the processes required to ensure that the various elements of the project are properly coordinated. It involves making tradeoffs among competing objectives and alternatives to meet or exceed stakeholder needs and expectations. While all project management processes are integrative

to some extent, the processes described in this chapter are primarily integrative. Figure 4-1 provides an overview of the following major processes:

4.1 Project Plan Development—integrating and coordinating all project plans to create a consistent, coherent document.

4.2 Project Plan Execution—carrying out the project plan by performing the activities included therein.

4.3 Integrated Change Control—coordinating changes across the entire project.

These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals, based on the needs of the project. Each process generally occurs at least once in every project phase. Although the processes are presented here as discrete elements with welldefined interfaces, in practice they may overlap and interact in ways not detailed here. Process interactions are discussed in detail in Chapter 3. The processes, tools, and techniques used to integrate project management processes are the focus of this chapter. For example, project integration management comes into play when a cost estimate is needed for a contingency plan, or when risks associated with various staffing alternatives must be identified. However, for a project to be completed successfully, integration must also occur in a number of other areas as well. For example:

-The work of the project must be integrated with the ongoing operations of the performing organization.

-Product scope and project scope must be integrated (the difference between product and project scope is discussed in the introduction to Chapter 5).

One of the techniques used to both integrate the various processes and to measure the performance of the project as it moves from initiation through to completion is Earned Value Management (EVM). EVM will be discussed in this chapter as a project integrating methodology, while earned value (EV), the technique, will be discussed in other chapters as a tool to measure performance against the project plan. Project management software is a tool that aids integration within a project. And it may span all project management processes.

4.1 PROJECT PLAN DEVELOPMENT

Project plan development uses the outputs of the other planning processes, including strategic planning, to create a consistent, coherent document that can be used to guide both project execution and project control. This process is almost always iterated several times. For example, the initial draft may include generic resource requirements and an undated sequence of activities while the subsequent versions of the plan will include specific resources and explicit dates. The project scope of work is an iterative process that is generally done by the project team with the use of a Work Breakdown Structure (WBS), allowing the team to capture and then decompose all of the work of the project. All of the defined work must be planned, estimated and scheduled, and authorized with the use of detailed integrated management control plans sometimes called Control Account Plans, or CAPs, in the EVM process. The sum of all the integrated management control plans will constitute the total project scope.

The project plan is used to:

-Guide project execution.
-Document project planning assumptions.
-Document project planning decisions regarding alternatives chosen.
-Facilitate communication among stakeholders.
-Define key management reviews as to content, extent, and timing.
-Provide a baseline for progress measurement and project control.

4.1.1 Inputs to Project Plan Development

1 Other planning outputs. All of the outputs of the planning processes in the other knowledge areas (Section 3.3 provides a summary of these project planning processes) are inputs to developing the project plan. Other planning outputs include both base documents, such as the WBS, and the supporting detail. Many projects will also require application area-specific inputs (e.g., most major projects will require a cash-flow forecast).

2 Historical information. The available historical information (e.g., estimating databases, records of past project performance) should have been consulted during the other project planning processes. This information should also be available during project plan development to assist with verifying assumptions and assessing alternatives that are identified as part of this process.

3 Organizational policies. Any and all of the organizations involved in the project may have formal and informal policies whose effects must be considered. Organizational policies that typically must be considered include, but are not limited to:

-Quality management—process audits, continuous improvement targets.

-Personnel administration—hiring and firing guidelines, employee performance reviews.

-Financial controls—time reporting, required expenditure and disbursement reviews, accounting codes, standard contract provisions.

4 Constraints. A constraint is an applicable restriction that will affect the performance of the project. For example, a predefined budget is a constraint that is highly likely to limit the team’s options regarding scope, staffing, and schedule. When a project is performed under contract, contractual provisions will generally be constraints.

5 Assumptions. Assumptions are factors that, for planning purposes, are considered to be true, real, or certain. Assumptions affect all aspects of project planning, and are part of the progressive elaboration of the project. Project teams frequently identify, document, and validate assumptions as part of their planning process. For example, if the date that a key person will become available is uncertain, the team may assume a specific start date. Assumptions generally involve a degree of risk.

4.1.2 Tools and Techniques for Project Plan Development

1 Project planning methodology. A project planning methodology is any structured approach used to guide the project team during development of the project plan. It may be as simple as standard forms and templates (whether paper or electronic, formal or informal) or as complex as a series of required simulations (e.g., Monte Carlo analysis of schedule risk). Most project planning methodologies make use of a combination of “hard” tools, such as project management software, and “soft” tools, such as facilitated startup meetings.

2 Stakeholder skills and knowledge. Every stakeholder has skills and knowledge that may be useful in developing the project plan. The project management team must create an environment in which the stakeholders can contribute appropriately (see also Section 9.3, Team Development). Who contributes, what they contribute, and when they contribute will vary. For example:
-On a construction project being done under a lump-sum contract, the professional cost engineer will make a major contribution to the profitability objective during proposal preparation when the contract amount is being determined.

-On a project where staffing is defined in advance, the individual contributors may contribute significantly to meeting cost and schedule objectives by reviewing duration and effort estimates for reasonableness.

3 Project management information system (PMIS). A PMIS consists of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems.

4 Earned value management (EVM). A technique used to integrate the project’s scope, schedule, and resources and to measure and report project performance from initiation to closeout. Further discussions on EVM can be found in Section 7.4.2.3.

4.1.3 Outputs from Project Plan Development

1 Project plan. The project plan is a formal, approved document used to manage project execution. The project schedule lists planned dates for performing activities and meeting milestones identified in the project plan (see Section 6.4.3.1). The project plan and schedule should be distributed as defined in the communications management plan (e.g., management of the performing organization may require broad coverage with little detail, while a contractor may require complete details on a single subject). In some application areas, the term integrated project plan is used to refer to this document. A clear distinction should be made between the project plan and the project performance measurement baselines. The project plan is a document or collection of documents that should be expected to change over time as more information becomes available about the project. The performance measurement baselines will usually change only intermittently, and then generally only in response to an approved scope of work or deliverable change. There are many ways to organize and present the project plan, but it commonly includes all of the following (these items are described in more detail elsewhere):

-Project charter.

-A description of the project management approach or strategy (a summary of the individual management plans from the other knowledge areas).

-Scope statement, which includes the project objectives and the project deliverables.

-WBS to the level at which control will be exercised, as a baseline scope document.

-Cost estimates, scheduled start and finish dates (schedule), and responsibility assignments for each deliverable within the WBS to the level at which control will be exercised.

-Performance measurement baselines for technical scope, schedule, and cost—i.e., the schedule baseline (project schedule) and the cost baseline (timephased project budget).

-Major milestones and target dates for each.

-Key or required staff and their expected cost and/or effort.

-Risk management plan, including: key risks, including constraints and assumptions, and planned responses and contingencies (where appropriate) for each.

-Subsidiary management plans, namely:

-Scope management plan (Section 5.2.3.3).

-Schedule management plan (Section 6.4.3.3).

-Cost management plan (Section 7.2.3.3).

-Quality management plan (Section 8.1.3.1).

-Staffing management plan (Section 9.1.3.2).

-Communications management plan (Section 10.1.3.1).

-Risk response plan (Section 11.5.3.1).

-Procurement management plan (Section 12.1.3.1).

Each of these plans could be included if needed and with detail to the extent required for each specific project.

-Open issues and pending decisions.

Other project planning outputs should be included in the formal plan, based upon the needs of the individual project. For example, the project plan for a large project will generally include a project organization chart.

2 Supporting detail. Supporting detail for the project plan includes:

-Outputs from other planning processes that are not included in the project plan.

-Additional information or documentation generated during development of the project plan (e.g., constraints and assumptions that were not previously known).

-Technical documentation; such as, a history of all requirements, specifications, and conceptual designs.

-Documentation of relevant standards.

-Specifications from early project development planning.

This material should be organized as needed to facilitate its use during project

plan execution.

4.2 PROJECT PLAN EXECUTION

Project plan execution is the primary process for carrying out the project plan—the vast majority of the project’s budget will be expended in performing this process. In this process, the project manager and the project management team must coordinate and direct the various technical and organizational interfaces that exist in the project. It is the project process that is most directly affected by the project application area in that the product of the project is actually created here. Performance against the project baseline must be continuously monitored so that corrective actions can be taken based on actual performance against the project plan. Periodic forecasts of the final cost and schedule results will be made to support the analysis.

4.2.1 Inputs to Project Plan Execution

1 Project plan. The project plan is described in Section 4.1.3.1. The subsidiary management plans (scope management plan, risk management plan, procurement management plan, configuration management plan, etc.) and the performance measurement baselines are key inputs to project plan execution.

2 Supporting detail. Supporting detail is described in Section 4.1.3.2.

3 Organizational policies. Organizational policies are described in Section 4.1.1.3. Any and all of the organizations involved in the project may have formal and informal policies that may affect project plan execution.

4 Preventive action. Preventive action is anything that reduces the probability of potential consequences of project risk events.

5 Corrective action. Corrective action is anything done to bring expected future project performance in line with the project plan. Corrective action is an output of the various control processes—as an input here it completes the feedback loop needed to ensure effective project management.

4.2.2 Tools and Techniques for Project Plan Execution

1 General management skills. General management skills such as leadership, communicating, and negotiating are essential to effective project plan execution. General management skills are described in Section 2.4.

2 Product skills and knowledge. The project team must have access to an appropriate set of skills and knowledge about the project’s product. The necessary skills are defined as part of planning (especially in resource planning, Section 7.1) and are provided through the staff acquisition process (described in Section 9.2).

3 Work authorization system. A work authorization system is a formal procedure for sanctioning project work to ensure that work is done at the right time and in the proper sequence. The primary mechanism is typically a written authorization to begin work on a specific activity or work package. The design of a work authorization system should balance the value of the control provided with the cost of that control. For example, on many smaller projects, verbal authorizations will be adequate.

4 Status review meetings. Status review meetings are regularly scheduled meetings held to exchange information about the project. On most projects, status review meetings will be held at various frequencies and on different levels (e.g.,the project management team may meet weekly by itself and monthly with the customer).

5 Project management information system. The PMIS is described in Section 4.1.2.3.

6 Organizational procedures. Any and all of the organizations involved in the project may have formal and informal procedures that are useful during project execution.

4.2.3 Outputs from Project Plan Execution

1 Work results. Work results are the outcomes of the activities performed to accomplish the project. Information on work results—which deliverables have been completed and which have not, to what extent quality standards are being met, what costs have been incurred or committed, etc.—is collected as part of project plan execution and fed into the performance reporting process (see Section 10.3 for a more detailed discussion of performance reporting). It should be noted that although outcomes are frequently tangible deliverables such as buildings, roads, etc., they are also often intangibles such as people trained who can effectively apply that training.

2 Change requests. Change requests (e.g., to expand or contract project scope, to modify cost [budgets], or schedule estimates [dates, etc.]) are often identified while the work of the project is being done.

4.3 INTEGRATED CHANGE CONTROL

Integrated change control is concerned with a) influencing the factors that create changes to ensure that changes are agreed upon , b) determining that a change has occurred, and c) managing the actual changes when and as they occur. The original defined project scope and the integrated performance baseline must be maintained by continuously managing changes to the baseline, either by rejecting new changes or by approving changes and incorporating them into a revised project baseline. Integrated change control requires:

-Maintaining the integrity of the performance measurement baselines.

-Ensuring that changes to the product scope are reflected in the definition of the project scope. (The difference between product and project scope is discussed in the introduction to Chapter 5.)

-Coordinating changes across knowledge areas, as illustrated in Figure 4-2. For example, a proposed schedule change will often affect cost, risk, quality, and staffing.

4.3.1 Inputs to Integrated Change Control

1 Project plan. The project plan provides the baseline against which changes will be controlled (see Section 4.1.3.1).

2 Performance reports. Performance reports (described in Section 10.3) provide information on project performance. Performance reports may also alert the project team to issues that may cause problems in the future.

3 Change requests. Change requests may occur in many forms—oral or written, direct or indirect, externally or internally initiated, and legally mandated or optional.

4.3.2 Tools and Techniques for Integrated Change Control

1 Change control system. A change control system is a collection of formal, documented procedures that defines how project performance will be monitored and evaluated, and includes the steps by which official project documents may be changed. It includes the paperwork, tracking systems, processes, and approval levels necessary for authorizing changes. In many cases, the performing organization will have a change control system that can be adopted “as is” for use by the project. However, if an appropriate system is not available, the project management team will need to develop one as part of the project. Many change control systems include a group responsible for approving or rejecting proposed changes. The roles and responsibilities of these groups are clearly defined within the change control system and agreed upon by all key stakeholders. Organizations vary by the definition of the board; however, some common occurrences are Configuration Control Board (CCB), Engineering Review Board (ERB), Technical Review Board (TRB), Technical Assessment Board (TAB), and a variety of others. The change control system must also include procedures to handle changes that may be approved without prior review, for example, as the result of emergencies. Typically, a change control system will allow for “automatic” approval of defined categories of changes. These changes must still be documented and captured so that the evolution of the baseline can be documented.

2 Configuration management. Configuration management is any documented procedure used to apply technical and administrative direction and surveillance to:

-Identify and document the functional and physical characteristics of an item or system.

-Control any changes to such characteristics.

-Record and report the change and its implementation status.

-Audit the items and system to verify conformance to requirements.

In many application areas, configuration management is a subset of the change control system and is used to ensure that the description of the project’s product is correct and complete. In other application areas, change control refers to any systematic effort to manage project change.

3 Performance measurement. Performance measurement techniques such as EV (described in Section 10.3.2.4) help to assess whether variances from the plan require corrective action.

4 Additional planning. Projects seldom run exactly according to plan. Prospective changes may require new or revised cost estimates, modified activity sequences, schedules, resource requirements, analysis of risk response alternatives, or other adjustments to the project plan.

5 Project management information system. PMIS is described in Section 4.1.2.3.

4.3.3 Outputs from Integrated Change Control

1 Project plan updates. Project plan updates are any modification to the contents of the project plan or the supporting detail (described in Sections 4.1.3.1 and 4.1.3.2, respectively). Appropriate stakeholders must be notified as needed.

2 Corrective action. Corrective action is described in Section 4.2.1.5.

3 Lessons learned. The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned should be documented so that they become part of the historical database for both this project and other projects of the performing organization. The database is also the basis for knowledge management.

SUMBER : Project Management Institute, “A Guide To The Project Management Body Of Knowledge”, Newton Square, USA, 1996.