cs-413 1 integration management (part 6) bilgisayar mühendisliği bölümü – bilkent...

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Integration Management (Part 6)

Bilgisayar Mühendisliği Bölümü – Bilkent Üniversitesi – Fall 2009

Dr.Çağatay ÜNDEĞER

InstructorBilkent University, Computer Engineering

Middle East Technical University, Game Technologies

&

General ManagerSimBT Inc.

e-mail : undeger@simbt.com.tr

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Integration Management

• Project Management Components (knowledge areas)– Project Integration Management– Project Scope Management– Project Time Management– Project Cost Management– Project Human Resource Management– Project Communication Management– Project Quality Management– Project Risk Management– Project Procurement Management

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Integration Management

• Introduction• Project Plan Development• Project Plan Execution• Integrated Change Control

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Integration Management(Introduction)

• Includes the process required to ensure that– Elements of project are properly

coordinated.• Involves making tradeoffs among competing

objectives and alternatives – To meet stakeholder needs and

expectations.

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Integration Management(Introduction)

• All project management components are integrative to some extend,

• But integration management is primarily integrative.

• Although process will be presented as discrete elements with well-defined interfaces,

– In practice, they may usually overlap and interact.

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Integration Management(Major Phases)

• Project Plan Development:– Integrating and coordinating all project

plans to create a consistent, coherent document.

• Project Plan Execution:– Carrying out project plan by performing

activities included in the plan.• Integrated Change Control:

– Coordinating changes across entire project.

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Integration Management(Major Phases)

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Integration Management

• Introduction• Project Plan Development• Project Plan Execution• Integrated Change Control

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Project Plan Development(Introduction)

• Uses outputs of other planning processes.• It is an iterative process;

– Initial draft may include a coarse plan;– Subsequent versions includes details.

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Project Plan Development (Introduction)

• Scope of the project plan is usually determined;– Using a work breakdown structure, and– Iteratively decomposing tasks.

• All of the tasks must be;– Planned,– Estimated,– Scheduled, and– Authorized.

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Project Plan Development(Objective)

• Project plan is used to:– Guide project execution,– Document project planning assumptions,– Document project planning decisions,– Faciliate communication among

stakeholders,– Define key management reviews,– Provide a baseline for progress

measurement and project control.

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Inputs, Tools & Techniques, and Outputs

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Project Plan Development(Inputs)

• Other planning outputs• Historical information• Organizational policies• Constraints• Assumptions

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Project Plan Development(Inputs)

• Other planning outputs:– Work breakdown structures,– Gantt Charts, network diagrams, etc.– Outputs of planning processes in other

knowledge areas:• e.g. time, cost, quality management

• Historical information:– Estimation (e.g. cost, time) database– Performance database

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Project Plan Development(Inputs)

• Organizational Policies:– All the organizations involved in the project

may have their own formal and informal policies.

– Effects of policies must be considered.

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Project Plan Development(Inputs)

• Organizational Policies:– Policies that are typically considered:

• Quality management:– Standard documentation procedures,– Process improvement goals,

• Personnel administration:– Hiring and firing guidelines,– Employee performance reviews,

• Financial controls:– Required expenditure and disbursement,– Standard contract provisions.

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Project Plan Development(Inputs)

• Constraints:– Restrictions that will limit project team’s

options:• Predefined schedule / deadlines,• Predefined budget,• Predefined hardware or OS,• Predefined programming language,• Contractual provisions.

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Project Plan Development(Inputs)

• Assumptions:– Factors that are considered to be true for

the planned system.– For instance:

• A plan can be made assuming that;–A key person will be available after a

specific date.• A plan can be made assuming that;

–Atmospheric conditions are ineffective to the system.

– Generally involve a degree of risk.

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Project Plan Development(Tools & Techniques)

• Project planning methodology• Stakeholder skills and knowledge• Project management information system

(PMIS)

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Project Plan Development(Tools & Techniques)

• Project planning methodology– Any structured approach used to guide

project team during plan development.• As simple as forms and templates• As complex as a series of required

simulations.

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Project Plan Development(Tools & Techniques)

• Stakeholder skills and knowledge– Every stakeholder has some skills and

knowledge that may be useful for plan development.

– Create an environment to let stakeholders contribute to the planning.

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Project Plan Development(Tools & Techniques)

• Project management information system (PMIS)– Consist of tools and techniques used to;

• Gather, integrate and disseminate outputs of the project management process.

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Project Plan Development(Outputs)

• Project plan• Supporting details

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Project Plan Development(Outputs)

• Project plan:– A formal, approved document used to

manage the project execution.• Activity dates are scheduled;• Meeting milestones are identified.

– Distributed to all the stakeholders as defined in communications management plan.

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Project Plan Development(Outputs)

• Project plan:– Expected to evolve over time as more

information comes in.– Performance measurement baseline will

change only in response to an approved scope change.

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Project Plan Development(Outputs)

• Project plan includes:– Project charter– Project management approach (a summary of plans from other

knowledge areas)– Scope statement (objectives, deliverables)– Work breakdown structure (a baseline scope document)– Cost estimates, schedules, responsibility assignments– Performance measurement baselines for:

• Scope, schedule and cost– Major milestones and their target dates– Key or required staff and their expected costs– Key risks and their planned responses if happened– Subsidiary management plans:

• Scope, schedule, cost, quality, staffing, communications, risk, procurement management plans

– Open issues and pending decisions– Other project planning outputs.

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Project Plan Development(Outputs)

• Supporting details:– Outputs from other planning processes– Additional information generated during the

process– Technical documentation such as:

• Requirements,• Specifications, • Conceptual designs

– Documentation of relevant standards.

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Integration Management

• Introduction• Project Plan Development• Project Plan Execution• Integrated Change Control

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Project Plan Execution

• Primary process for;– Applying the plan to create the product.

• Majority of the budget will be expended here.• Project manager & project management team

must coordinate and direct technical and organizational processes.

• Performance against the baseline plan must be continuously monitored,– Corrective actions may be required.

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Inputs, Tools & Techniques, and Outputs

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Project Plan Execution(Inputs)

• Project plan• Supporting details• Organizational policies• Preventive actions

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Project Plan Execution(Inputs)

• Project plan:– Project plan and subsidiary management

plans.• Supporting details:

– Outputs from other planning processes– Additional information generated during

planning– Technical documentations– Documentation of relevant standards

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Project Plan Execution(Inputs)

• Organizational policies:– Any policy effective on plan execution:

• Quality management• Personnel administration• Financial controls

• Preventive actions:– Any action done that reduces the risks.

• Corrective actions:– Any action done that brings project

performance in line with the baseline plan.

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Project Plan Execution(Tools & Techniques)

• General management skills• Product skills and knowledge• Work authorization system• Status review meetings• Project management information system

(PMIS)• Organizational procedures

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Project Plan Execution(Tools & Techniques)

• General management skills:– Leadership, communicating, negotiation

skills are essential.• Product skills and knowledge:

– Project team must have skills and knowledge about the project domain.

– If required, new staff can be acquired.

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Project Plan Execution(Tools & Techniques)

• Work authorization system:– A formal procedure for authorizing project

work– To ensure that work done at the right time

and in the proper sequence.– Usually written authorization to begin work

is used.

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Project Plan Execution(Tools & Techniques)

• Status review meetings:– Regular scheduled meetings to exchange

information about project situation.– May be held on different levels and

frequencies.• Project management team (weekly)• Customer (monthly)

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Project Plan Execution(Tools & Techniques)

• Project management information system (PMIS)– Consist of tools and techniques used to;

• Gather, integrate and disseminate outputs of the project management process.

• Organizational procedures:– All organizations involved in project may

have formal and informal procedures that are useful.

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Project Plan Execution(Outputs)

• Work results• Change requests

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Project Plan Execution(Outputs)

• Work results:– Outcomes of activities performed to

accomplish the project:• Results of activities (completed, failed,

cancelled etc.)• Documents produced (requirements,

design, test report, etc.)

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Project Plan Execution(Outputs)

• Change requests:– Sometimes, change requests about scope,

cost and schedule occur during the plan execution.

– The approved ones are reflected to the project plan.

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Integration Management

• Introduction• Project Plan Development• Project Plan Execution• Integrated Change Control

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Integrated Change Control

• Concerned with:– Influencing factors, which create changes,

• To ensure that changes are agreed upon;

– Determining that a change has occured;– Managing actual changes when and as

they occur.

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Integrated Change Control

• Project scope and performance baseline must be maintained by continuously managing changes:– Rejecting new changes, or– Approving changes and integrating them

into a revised baseline.

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Integrated Change Control

• Requires:– Maintaining integrity of performance

measurement baselines;– Ensuring that product scope changes are

reflected to planned scope.– Coordinating changes across knowledge

areas;• e.g. a schedule change will effect costs,

risks, staffing, and quality.

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Inputs, Tools & Techniques, and Outputs

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Integrated Change Control(Inputs)

• Project plan• Performance results• Change requests

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Integrated Change Control(Inputs)

• Project plan:– Provides baseline against which changes

will be controlled.• Performance results:

– Provide information on project performance.

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Integrated Change Control(Inputs)

• Change requests:– Occur in many forms:

• Oral or written• Direct or indirect• Externally or internally initiated• Legally mandated or optional.

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Integrated Change Control(Tools & Techniques)

• Change control system• Configuration management• Performance measurement• Additional planning• Project management information system

(PMIS)

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Integrated Change Control(Tools & Techniques)

• Change control system:– A collection of formal, documented

procedures defining how performance will be monitored and evaluated.

– Defines steps by which official project documents may be changed.

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Integrated Change Control(Tools & Techniques)

• Change control system:– Includes:

• Paperwork,• Tracking systems,• Processes,• Approval levels for authorization.

– Must also include procedures to handle changes that are approved without prior review (e.g. for emergencies).

– Baseline should be kept up to date.

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Integrated Change Control(Tools & Techniques)

• Configuration management:– Usually a subset of change control system.– A formal documented or automated procedure to

apply technical and administrative directions to:• Identify and document functional and physical

characteristics of an item or system.• Control any changes to these characteristics.• Record and report change and its

implementation status.• Track versions of items and system.• Audit items and system to verify conformance

to requirements.

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Integrated Change Control(Tools & Techniques)

• Performance measurement:– Enable to assess whether variances from

baseline require corrective actions.• Additional planning:

– Projects seldom run as planned.– Therefore changes may require revised;

• Cost estimates, modified activity sequences, schedules, resource requirements, contingency plans for risks, ...

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Integrated Change Control(Tools & Techniques)

• Project management information system (PMIS):– Consist of tools and techniques used to;

• Gather, integrate and disseminate outputs of the project management process.

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Integrated Change Control(Outputs)

• Project plan updates• Corrective actions• Lessons learned

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Integrated Change Control(Outputs)

• Project plan updates:– Any modification to the contents of project

plan or the supporting details.– Related stakeholders should be notified.

• Corrective actions:– Any action done that brings project

performance in line with the baseline plan.

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Integrated Change Control(Outputs)

• Lessons learned:– Causes of variances from baseline,– Reasoning behind corrective actions, and– Other types of lessons learned should be

documented.– Become a part of historical information for

future recomendations.