Course : 7063M – Project and Change Management

Project Integration Management and

Project Scope Management
Session 2
2. Project Management Knowledge
Areas (1 of 4)

 Project Integration Management

 Project Scope Management
 Project Management Framework
Project
Portfolio
Nine Knowledge Areas Core To ols and
Techniques Project 1
Functions Project 2
Project 3
Scope Time Cost Quality
Project 4
Management Management Management Management

Project
Project Integration Management
Success
Stakeholder s’
needs and
expectations Procurement
HR Communication Risk
Management Management Management Management

Facilitating Functions
Slide 4
What is Project Integration Management?
Project Integration Management involves coordinating all
of the project management knowledge areas throughout
a project’s life cycle.
The seven main processes:
1. Develop project charter
2. Develop preliminary project scope statement
3. Develop project management plan
4. Direct and manage project execution
5. Monitoring and control the project work
6. Perform integrated change control
7. Close the project Source: PMBOK Guide Third Edition
Slide 5
Project Integration Management Summary
Initiating
Process: Develop project charter
Output: Project charter
Planning
Process: Develop project management plan
Output: Project management plan
Executing
Process: Direct and manage project execution
Output: Deliverables, work perf, change requests, pm plan upd, project doc upd
Monitoring and Controlling
Process: Monitor and control project
Output: Change requests, pm plan updates, project doc updates
Process: Perform integrated change control
Output: Change requests, pm plan updates, project doc updates
Closing
Process: Close project or phase
Output: Final product/service or result transition, organizational
process assets updates Slide 5

Project Start Project Finish

Planning Process for Selecting IT Projects
IT Planning Stages Results produced

Tie IT strategy to mission and

vision of organization
IT
Strategic Identify key business areas
Planning
Business Area Document key business processes
Analysis that could benefit from IT
Define potential projects.
Project Planning Define project scope, benefits,
and constraints
Select IT projects
Resource Allocation
Assign resources

Slide 7
 Methods for Selecting Projects
 Focusing on broad organizational needs

 Categorizing IT projects

 Performing Net Present Value or other financial

analysis

 Using a weighted scoring model

 Implementing a balanced scorecard

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 Using a Weighted Scoring Model
A weighted scoring model is
a tool that provides a systematic process for selecting projects
based on many criteria.
Possible criteria for IT projects
 Support key business objectives
 Has strong internal sponsor
 Has strong customer support
 Uses realistic level of technology
 Can be implemented in one year or less
 Provides positive NPV
 Has low risk in meeting scope, time, and cost goals
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 Sample Weighted Scoring Model
Criteria Weight Project A Project B Project C Project D
Support key business objectives 25% 90 90 50 20
Has strong internal sponsor 15% 70 90 50 20
Has strong customer support 15% 50 90 50 20
Uses realistic level of technology 10% 25 90 50 70
Can be implemented in one year or less 5% 20 20 50 90
Provides positive NPV 20% 50 70 50 50
Has low risk in meeting scope, time, and cost goals 10% 20 50 50 90
Weighted Project Scores 100% 56 78,5 50 41,5
Weighted Project Scores

Project D

Project C

Project B

Project A

0 20 40 60 80 100
 Project Charters (1 of 2)
A Project Charter is
a document that formally recognizes the existence of a project and
provides direction on the project’s objectives and management.
Inputs in developing a project charter include:
 A contract: should not to replace project charter
 A statement of work: a document that describes the products or
services to be created by the project team; includes business need,
requirements summary, strategic plan and alignment of the project
with strategic goals
 Enterprise environmental factors: includes organization structure,
culture, infrastructure, HR policy, market conditions, industry risk,
and PM information systems
 Organizational process assets information: how organization
manages its business processes, shares knowledge and promotes
learning
 Project Charters (2 of 2)
Format of project charters vary, but should include at least the following
information:
Project’s title and date of authorization
Project manager’s name and contact information
Summary schedule, including planned start and finish dates and summary
milestone schedule if available
Summary of the project’s budget or reference to budgetary documents
Brief description of the project objectives, business needs or other justification for
authorizing the project.
Summary of the planned approach for managing the project, describing the
stakeholder needs and expectations, important assumptions and constraints and
communications management plan, as available
A roles and responsibilities matrix
A sign-off section for signatures of key project stakeholders
A comments section in which stakeholders can provide important comments
related to the project
Sample Project Charters (1 of 2)
Sample Project Charters (2 of 2)
 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
Major Section
Section Topics
Headings
Purpose, scope and objectives; assumptions and constraints; project
Overview
deliverables, schedule and budget summary; evolution of the plan
Project Organization External interface, internal structure; roles and responsibilities
Start-up plans: estimation, staffing, project staff training plan
Managerial Process
Work plan: activities, schedule, resource and budget allocation
Plan
Control plan: risk management plan, close out plan
Technical Process Process model; methods, tools and techniques; infrastructure plan;
Plan product acceptance plan
Configuration management plan; verification and validation plan;
Supporting Process documentation plan, quality assurance plan; reviews and audits:
Plan problem resolution plan; process improvement plan; subcontractor
management plan
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 Stakeholder Analysis

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 Integrated Change Control
Integrated Change Control involves identifying, evaluating
and managing changes throughout the project life cycle.
Three main objectives:
1. Influencing the factors that creates change to ensure
that changes are beneficial
2. Determining that a change has occurred
3. Managing actual change as they occur

A baseline is
The approved project management plan plus
approved changes.
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 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

18
 Change Control System
• 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

19
 Change Control Board (CCB)
• 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

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 Closing Project

To close a project, you must finalize all activities and

transfer the completed or cancelled work to the
appropriate people.
 Closing Project
The main outputs of closing projects are:
Administrative closure procedures: such as approval for all project
deliverables
Contract closure procedures: describe the methodology for making sure
the contract has been completed, including delivery of goods and services
an payment for them
Final product, services or results: making sure the project sponsors
receive delivery of the final product, services or result they expected when
they authorized the project
Organizational process asset updates: they are list of project
documentation, project closure documents, historical information produced
by the project; final project report, includes a transition plan to operation;
lessons learned report
2. Project Management Knowledge
Areas (1 of 4)

 Project Integration Management

 Project Scope Management
 Project Management Framework
Project
Portfolio
Nine Knowledge Areas Core To ols and
Techniques Project 1
Functions Project 2
Project 3
Scope Time Cost Quality
Project 4
Management Management Management Management

Project
Project Integration Management
Success
Stakeholder s’
needs and
expectations Procurement
HR Communication Risk
Management Management Management Management

Facilitating Functions
Slide 24
Project Scope Management Summary
Planning
Process: Collect requirements
Output: Requirements documentation, requirements management plan, requirements
traceability matrix
Process: Define scope
Output: Project scope statement, project document updates
Process: Create WBS
Output: WBS, WBS dictionary, scope baseline, project document updates

Monitoring and Controlling

Process: Verify scope
Output: Accepted deliverables, change requests, project document updates
Process: Control scope
Output: Work performance measurements, organizational process assets
updates, change requests, project management plan updates, project
document updates

Project Start Project Finish

Slide 19
Slide 25
 Work Breakdown Structure
Work Breakdown Structure (WBS) is
a deliverable oriented grouping of the work involved in a
project that defines the total scope of project involves.
 Reduces complex projects to a series of tasks that can
be planned.
 WBS represents the project in the form of a hierarchy
of goal, objectives and activities.
 Identifies activities to be done from beginning to completion
of the project.
 Foundation for the definition, planning, organising and
controlling of the project.

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Work Breakdown Structure (WBS)
 In order to create a WBS, you should:
 Note the project goal in a simple form.
 List the most important milestones toward reaching this
goal.
 Determine the necessary tasks for each milestone.
 Clearly define tasks (reduce confusion and overlap
between tasks).

Slide 27
Composition of a Project (WBS)

Overall goal

Objective Objective
Objective

Activities Activities
Activities

Slide 28
Sample of a simple Work Breakdown Structure
CAKE – Mum’s Cake

CAKE 1 CAKE 2 CAKE 3

Prepare Pan Prepare Mixed Batter Bake Cake
CAKE 2.1 Tina – 6 min
Tina – 30 min
Tony – 20 min Measure dry
CAKE 1.1 ingredients Cake 3.1
Pre heat oven Put pan in oven
CAKE 2.2 Tina – 1 min
Tony – 1 min Mix dry ingredients Tony – 1 min
CAKE 1.2 CAKE 2.3 Tony – 5 min Cake 3.2
Grease pan Measure wet Check with
ingredients toothpick
Tina – 1 min
CAKE 2.4 Tony – 4 min Tina – 30 min
CAKE 1.3
Pour mixture Mix wet ingredients Cake 3.1
into pan Remove and cool
CAKE 2.5 Tina – 4 min
Mix all ingredients Slide 29
Bar Charts/Gantt Chart

Most projects, however complex, start by being depicted

on a bar chart.
The principles are very simple:
 Prepare list of project activities.
 Estimate the time and resources needed.
 Represent each activity by a bar.
 Plot activities on a chart with horizontal time scale showing
start and end.

Slide 30
Bar Charts/Gantt Chart – Sample
Project: ____________________ Project Manager: ____________________ Date: _____________

March April May

ID Task Name Duration 2/27 3/5 3/12 3/19 3/26 4/2 4/9 4/16 4/23 4/30 5/7
1 Develop the Program 0 days 3/1
2 Theme 1 wk
3 Obtain Material 4 wks
4 Speakers 3 wks
5
6 Conference Site 0 days 3/1
7 Set date 1 day
8 Select site 1 day
9 Confirm Arrangements 1 day
10
11 Marketing 0 days 3/1
12 Obtain lists 2 wks
13 Design brochure 2 wks
14 Mail brochure 4 days
15 Register participants 8 days

Slide 31
 CPM: Critical Path Method
 PERT chart for a project with five
milestones (10 through 50) and six
activities (A through F).
 The project has two critical paths:
activities B and C, or A, D, and F - giving
a minimum project time of 7 months with
fast tracking.
 Activity E is sub-critical, and has a float
of 2 months.
 Graphic network based scheduling
technique.
– Arrow Diagrams.
– Precedence Diagrams.
 Use activities created by the WBS
process.
 Analysis of timing and sequencing
logic.
– Aids in identifying complex
interrelationship of activities.
 Allows for easy revision of schedule
and simulation and evaluation of the
impact of changes.
 Also used as a control tool during
execution of the project.
Slide 32
Steps in Producing a Network

 List the activities.

 Produce a logical network of activities.
 Assess the duration of each activity.
 Produce a schedule - determine the start and finish times
and the float available for each activity.
 Determine the time required to complete a project and the
longest path on the network.
– The longest path is the Critical Path.
 Assess the resources required.
Slide 33
 Suggestions for improving User Input
Lack of user input leads to problems with managing
scope creep and controlling change
 Develop a good project selection process for IT projects
 Have users on the project team
 Have regular meetings with defined agendas
 Deliver something to project users and sponsors on a regular
basis
 Do not promise to deliver what cannot be delivered in a
particular time frame
 Co-locate users with the developers

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 Suggestions for Reducing Incomplete
and Changing Requirements (1 of 2)
Some requirement changes are expected on IT projects, but
many projects have too many changes to their requirements
during later stages of the project life cycle when it is more
difficult to implement.
 Develop and follow a requirements management process
that includes procedures for initial requirements
determination
 Employ techniques such as prototyping, use case
modeling and JAD to understand user requirement
thoroughly

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 Suggestions for Reducing Incomplete
and Changing Requirements (2 of 2)

 Put all requirements in writing and keep current and readily

available.
 Create a requirement management database for
documenting and controlling requirements
 Provide adequate testing to verify that the project’s
product perform as expected
 Use a process for reviewing requested requirements
changes from a systems perspective
 Emphasize completion dates.
 Allocate resources specifically for handling change requests
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Thank you
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