Fundamentals of Project Management. Integration: Controlling the Project Flow

Transcription

1 Fundamentals of Project Management Integration: Controlling the Project Flow

2 Moderator Janelle Abaoag Project Insight Marketing, Public Relations

3 Things to know All participants will be on mute Questions are welcome Please use the questions box to ask questions The moderator will select questions All questions will be answered today or by at Webinar recording available in the PI Community

4 Presenter Diane C. Altwies, MBA, PMP CEO, Core Performance Concepts Inc. Training in project management, PMP and CAPM certification, leadership, business analysis, agile and six sigma PMP and CAPM are registered trademarks of the Project Management Institute

5 Presenter Janice Y. Preston, MBA, CPA, PMP COO, Core Performance Concepts Inc. Training in project management, PMP and CAPM certification, leadership, business analysis, agile and six sigma PMP and CAPM are registered trademarks of the Project Management Institute

6 Poll: Who Is on the Call? Are you: A Project Manager without your PMP certification? A PMP in the role of a Project Manager? A program manager? Just looking for ways to use Project Insight more effectively?

7 Goals of the Fundamentals Series Deepen your understanding of fundamental project management concepts Identify tools and techniques that can be implemented to manage projects more effectively Discover practical applications for your existing projects Use project management software more effectively

8 Objectives of the Webinar At the end of this webinar, you will be able to: Define the purpose of integration Describe inputs that can that lead to better integration Identify techniques to monitor and control a project throughout its life cycle Define best practices to implement within Project Insight

9 Question for You What is the #1 job of the project manager?

10 Challenges of Integration Integration is 2 nd most important job of project manager Challenges: How can you manage interfaces? How can you integrate more smoothly? When is it most important to control a project?

11 Purpose of Integration Purpose To identify, define, combine, unify and coordinate the various processes and project management activities within Project Management Process Groups Difference from other PMBOK Guide Knowledge Areas Includes processes in each of the Process Groups Making choices about resource allocation Making trade-offs among competing objectives and alternatives Managing interdependencies among the different knowledge areas

12 Project Management Processes Controlling Controlling Controlling Controlling Initiating Planning Executing Closing

13 Project Integration Management Processes Initiating Processes Planning Processes Executing Processes Monitoring & Controlling Processes Closing Processes Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor & Control Project Work Close Project or Phase Expert Judgment Perform Integrated Change Control Expert Judgment Expert Judgment Deliverables Expert Judgment Expert Judgment Project Charter Project Management Plan Change Requests Change Requests Final Product, Service or Result Copyright 2012 Core Performance Concepts Inc.

14 Integration Activities Integrate project deliverables with strategic plans Manage integration of processes within project Initiating, planning, executing, monitoring & controlling, closing Outputs link processes In some projects, processes overlap, or are iterative, or are repeated Manage documents Transition to ongoing operations

15 Integration during Initiating Project charter is primary document used to initiate a project Formally authorizes a project or phase Documents initial requirements that satisfy the stakeholder s needs and expectations

16 Integration: Develop Project Charter Project statement of work Business case Contract Outputs Project charter Inputs

17 Question for You How does a project charter help integration during the initiating process?

18 Busy Foods Inc. Our Case Study Customer Needs Busy Foods, Inc. Organizational Needs Project Charter

19 Overview Factors Affecting Busy Foods Inc. BUSY FOODS services over 200 clients world-wide. Most of BUSY FOOD S clients are large restaurant venues who can serve thousands in a single day Situation In recent years, long-term clients have started to leave for a competitor who promises overnight delivery of restaurant equipment without a minimum order. Goal BUSY FOODS would like to improve their distribution process to match the competition

20 Project Statement of Work Deliverable Improve the time from order intake to shipping restaurant equipment) to less than 8 hours Deliverable Develop and launch a marketing campaign to clients to educate them on the new equipment shipping process Deliverable Train all internal staff affected by the new business process

21 Controlling during Initiating Review goals Highlight project priority Consider business justification Identify other reasons the project was selected Define deliverables progressive elaboration Examine actual contract requirements

22 Integration during Planning Link needs, requirements, and project deliverables Integrate and consolidate: Subsidiary plans: scope, schedule, cost, quality, HR, communications, risk, procurement, stakeholder Baselines: schedule, cost, scope, quality, and??? Use to define HOW the project will be managed Focus on process improvement

23 Integration: Develop Project Management Plan Project charter Planning outputs EEF! OPA! Outputs PM plan Inputs

24 Planning: Project Schedule

25 Planning: Work Packages

26 Planning: To-Dos

27 Planning: Budget with EV in Mind

28 Planning: Recording Risks

29 Controlling during Planning Review goals Highlight project priority Consider business justification Identify other reasons the project was selected Define deliverables progressive elaboration Examine actual contract requirements

30 Integration during Executing Do the work Focus on deliverables 100% complete (nothing less!) Train your team Facilitate integration of technical and functional specialties Make sure that approved changes to be implemented are tracked to all areas that are affected

31 Integration: Direct & Manage Project Execution PM Plan Changes EEF! OPA! Inputs Outputs Deliverables Work performance information Change requests Updates

32 Executing: Record Issues

33 Executing: Project Level Performance Data

34 Question for You What types of work performance information do you collect during the project execution?

35 Controlling during Executing Implement project plans SMEs do most of the work Collect information on work performance Validate completion of deliverables Determine progress of project as a whole Assess compliance with quality criteria Make comparisons of scope completed to actual cost and plan Evaluate preventive or corrective actions

36 Monitor the work Integration during Monitor & Control Collect and distribute information Measure results Assess data collected Control the project Preventive action Corrective action Implement change requests

37 Integration: Monitor & Control Project Work PM Plan Performance reports EEF! OPA! Outputs Change requests Updates Inputs

38 Collect & Distribute Information Focus on current and near term deliverables Collect relevant data Use management by exception Compare work accomplished with cost and schedule Identify new risks and record issues Use Performance reports Risk register Status meetings

39 Status Meetings Agenda Discussion Topic Resolve Issues Decisions Next Steps Actions Assigned to

40 Monitor & Control: System Alerts Ability to set Visual Alerts for Project and Task Health

41 Monitor & Control: Activity Timelines Over Due Tasks Critical and noncritical

42 Monitor & Control: Activity Level Performance Data Task Health Task Level Earned Value

43 Quote When you find yourself in a hole, stop digging. Warren Buffet

44 Good Monitoring Practices Simplify reporting Use communication plan as a guide Develop early warning system Be selective Keep reporting to a minimum Establish procedures to administer contracts Look to future challenges

45 Integration: Perform Integrated Change Control PM Plan Work performance information Change requests EEF! & OPA! Updates Outputs Inputs

46 Change Requests Often come from issues found while project work is being performed May modify project: Policies and procedures Scope Cost Schedule Resources Quality May require corrective action, preventive action or defect repair

47 Revise Estimates

48 Poll: How Formal Is Your Change Control Process? Formal process that requires changes to be analyzed and approved Formal process to estimate effects on cost and time; informal approval Informal review by the project sponsor or senior manager If the end user wants it, they get it!

49 Project Control Nature of control Projects are messy It is notcontrol to be told that an important piece of equipment will not be coming today as scheduled Take corrective action Identify specific actions to solve problem Resolve issues at the time Assign responsibility

50 Controlling during Monitor & Control Monitor Measure, Measure, Measure USE available reporting formats Be willing to make changes in format if information is not useful Assess overall project health Document, Document, Document Record all approved changes and their impact (maybe even unapproved ones) Control Take action Respond to issues appropriately as they occur Implement contingency plans and workarounds risks as they occur Manage changes Determine effects of changes Be willing to hold changes until phase 2

51 Integration during Closing Verify that project work is complete review subsidiary project plans Confirm that contracts are complete and link to scope, time, and cost requirements Establish transition plans for hand-off of project deliverables to Collect documentation from all project stakeholders Conduct lessons learned

52 Integration: Closing PM Plan Accepted deliverables EEF! OPA! Outputs Final project product, service, or result Updates Inputs

53 Accepted deliverables presented at the end of the project Closing: Final product, Service or Result Transition of the final product, service or result that the project was authorized to produce

54 Question for You What other criteria do you use that affect the vendor selection?

55 The Elusive Acceptance There should be NO surprises Not everything has to be complete in order to obtain project acceptance Follow-up even after the project is complete

56 Controlling during Closing Strategies to ensure acceptance Prepare a checklist of deliverables Get acceptance and sign off at the end of each major phase Communicate to end user or customer on a regular basis Document final acceptance Review project changes

57 Sample PMP Exam Question Question You are the project manager on a large technology project where 100% of the development is planned to be performed overseas with a new vendor. After the initial deliverables, you determine that the vendor does not have enough resources to support the project and will requirethat you hire additional resources locally. This Answers A. Documenting a change request that will need to be approved by the change control board B. Adding the situation on the risk register C. Updating the project management plan D. Highlighting the concern on the project status report would require

58 Sample PMP Exam Question Question You are the project manager on a project that is approaching completion. In order to ensure that all the project work is complete and the project has met its objectives, the project manager should Answers A. Verify that all issues have been resolved B. Review the project scope management plan C. Make sure that all deliverables have been delivered D. Ask the customer about their satisfaction with the project

59 Review What is the purpose of integration management? What inputs lead to better project integration? What are key techniques to monitor & control a project throughout its life cycle? Questions & Answers???

60 Goals of the Fundamentals Series Deepen your understanding of fundamental project management concepts Identify tools and techniques that can be implemented to manage projects more effectively Discover practical applications for your existing projects Use project management software more effectively

61 Books for Credentials Achieve PMP Exam Success Achieve CAPM Success Program Management Professional (PgMP ) Study Guide To order:

62 Online Courses for PDUs The ProActive PM Series Practical Tools is now available online! You are invited to learn and earn 24 PDUs with 8 online sessions at your own schedule and pace. Brush up on your knowledge of the fundamentals Find tips and techniques to help you gain control of projects Learn about more complex topics in project management Discover concepts, tools and ways to better manage projects

63 2012 Fundamentals Webinar Series The 2nd Wednesday of Every Month -8:00am PT Topics Jan Scope: Needs, Requirements, Scope, Oh My! (NEW in this series) Feb Time: Estimating Time (NEW!) Mar Cost: Estimating Cost (NEW) April Communication: Avoiding Communication Pitfalls May Quality: Delivering Quality in Projects June HR: Managing Project Conflict (NEW) July Communications: Difficult Conversations Aug Risk: Identifying and Assessing Project Risk Sept Stakeholder Management: A New Focus on Stakeholders (NEW!) Oct Procurement: It s Not Just for the Purchasing Department Nov Integration: Working the Project Flow Dec Integration: Managing the Human Interface

64 Register Ahead of Time Go to 2 ways to register: Free Project Management Training Training & Webinar Calendar

65 Earn PDUs You will automatically receive your PDUs via after the webinar For further questions: Earn 1 PDU for each webinar session attended To register your PDUs go to Login as a member of PMI Select Category B Continuing Education Knowledge Areas:All:Integration, Scope, Time, Cost, Quality, Human Resources, Communications, Risk, Procurement Process Groups:All: Initiating, Planning, Executing, Monitoring & Controlling, Closing Enter the information provided on your proof of attendance Click continue