Chapter 4: Project Integration ManagementProject Integration Management ProcessesFigure 4-1. Project Integration Management OverviewFigure 4-2. Framework for Project Integration ManagementProject Plan DevelopmentAttributes of Project PlansCommon Elements of a Project PlanTable 4-1. Sample Outline for a Software Project Management Plan (SPMP)What the Winners DoStakeholder AnalysisTable 4-2. Sample Stakeholder AnalysisProject Plan ExecutionWhat Went Wrong?Important Skills for Project ExecutionTools and Techniques for Project ExecutionIntegrated Change ControlFigure 4-3. Integrated Change Control ProcessChange Control on Information Technology ProjectsChange Control SystemChange Control Boards (CCBs)Making Timely ChangesConfiguration ManagementTable 4-3. Suggestions for Managing Integrated Change ControlUsing Software to Assist in Project Integration ManagementResNet Summary Gantt Chart1IT Project Management, Third Edition Chapter 4Chapter 4:Project Integration Management2IT Project Management, Third Edition Chapter 4Project Integration Management 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 project3IT Project Management, Third Edition Chapter 4Figure 4-1. Project Integration Management Overview Note: The PMBOK® Guide 2000 includes similar charts for each knowledge area.4IT Project Management, Third Edition Chapter 4Figure 4-2. Framework for Project Integration ManagementFocus on pulling everything to-gether to reach project success!5IT Project Management, Third Edition Chapter 4Project Plan Development•A project plan is a document used to coordinate all project planning documents•Its main purpose is to guide project execution•Project plans assist the project manager in leading the project team and assessing project status•Project performance should be measured against a baseline plan6IT Project Management, Third Edition Chapter 4Attributes of Project PlansJust as projects are unique, so are project plans•Plans should be dynamic•Plans should be flexible•Plans should be updated as changes occur•Plans should first and foremost guide project execution7IT Project Management, Third Edition Chapter 4Common Elements of a Project 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 information8IT Project Management, Third Edition Chapter 4Table 4-1. Sample Outline for a Software Project Management Plan (SPMP)Project Management Plan SectionsIntroduction ProjectOrganizationManagerialProcessTechnicalProcessWorkPackages,Schedule, andBudgetSectionTopicsProjectoverview;projectdeliverables;evolution ofthe SPMP;referencematerials;definitions andacronymsProcess model;organizationalstructure;organizationalboundaries andinterfaces;projectresponsibilitiesManagementobjectives andpriorities;assumptions,dependencies,andconstraints;riskmanagement;monitoringandcontrollingmechanisms;and staffingplanMethods, tools,andtechniques;softwaredocumentation;and projectsupportfunctionsWorkpackages;Dependencies;resourcerequirements;budget andresourceallocation;and scheduleIEEE Std 10581-19879IT Project Management, Third Edition Chapter 4What 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)10IT Project Management, Third Edition Chapter 4Stakeholder 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 relationships11IT Project Management, Third Edition Chapter 4Table 4-2. Sample Stakeholder AnalysisKey StakeholdersAhmed Susan Erik Mark DavidOrganization InternalseniormanagementProject team Project team HardwarevendorProjectmanager forotherinternalprojectRole onprojectSponsor ofproject andone of thecompany'sfoundersDNAsequencingexpertLeadprogrammerSuppliessomeinstrumenthardwareCompetingfor companyresourcesUnique facts Demanding,likes details,businessfocus,StanfordMBAVery smart,Ph.D. inbiology,easy to workwith, has atoddlerBestprogrammerI know,weird senseof humorStart-upcompany, heknows wecan makehim rich ifthis worksNice guy,one of oldestpeople atcompany,has 3 kids incollegeLevel ofinterestVery high Very high High Very high Low tomediumLevel ofinfluenceVery high;can call theshotsSubjectmatterexpert;critical tosuccessHigh; hardto replaceLow; othervendorsavailableLow tomediumSuggestionson managingrelationshipKeepinformed, lethim leadconversations ,do as hesays andquicklyMake sureshe reviewsspecifications and leadstesting; cando somework fromhomeKeep himhappy so hestays;emphasizestockoptions;likesMexicanfoodGive himenough leadtime todeliverhardwareHe knowshis projecttakes a backseat to thisone, but Ican learnfrom him12IT Project Management, Third Edition Chapter 4Project Plan 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 of the project directly affects project execution because the products of the project are produced during execution13IT Project Management, Third Edition Chapter 4What Went Wrong?•Many people have a poor view of plans based on past experiences. Senior managers often require a plan, but then no one follows up on whether the plan was followed. •For example, one project manager said