Unit 4_Project Integration Managment بدر.pdf

The Project Scope Management WEEK 8 Dr. Bader Alshoumr Ass. Professor • Describe an overall framework for project integration management as it relates to the other project management knowledge areas and the project life cycle Learning Objectives • Discuss the strategic planning process and appl...

The Project Scope Management WEEK 8 Dr. Bader Alshoumr Ass. Professor • Describe an overall framework for project integration management as it relates to the other project management knowledge areas and the project life cycle Learning Objectives • Discuss the strategic planning process and apply different project selection methods • Explain the importance of creating a project charter to formally initiate projects • Describe project management plan development and the process of monitoring and controlling a project • Explain the importance of developing and following good procedures for closing projects Project Integration Management • Many people consider project integration management the key to overall project success. • The concept of project integration management is achieved by doing several responsibilities belong to the project manager such as ✓ Coordinating all of the people, plans, and work required to complete a project ✓ Focusing on the big picture of the project and steering the project team toward successful completion ✓ Making the final decisions when conflicts occur among project goals or people ✓ Communicating key project information to top management 3/30/2023 Dr. Bader Alshoumr - Health Informatics - UoH 3 Project Integration Management • Project Integration Management (PIM) involves coordinating all of other project management knowledge areas throughout a project’s life cycle. • There are 6 main processes involving in PIM i. Developing the project charter ii. Developing the project management plan iii. Directing and managing the project work iv. Monitoring and controlling project work v. Performing integrated change control vi. Closing the project or phase 3/30/2023 Dr. Bader Alshoumr - Health Informatics - UoH 4 Project Integration Management Summary This figure summarizes the processes and outputs, and shows when they occur in a typical project 3/30/2023 Dr. Bader Alshoumr - Health Informatics - UoH 5 Project Integration Management 3/30/2023 Particularly on large projects, the project manager’s main job is project integration management Good project integration management includes interface management, which involves identifying and managing the points of interaction between various elements of a project to achieve stakeholder satisfaction The primary tools for interface management are communication and relationships Thus, the project manager must communicate well and maintain good relationship across organization interfaces including customers, the project team, top management, other project managers, and opponents of the project Dr. Bader Alshoumr - Health Informatics - UoH 6 Strategic Planning and Project Selection • Strategic planning involves determining long-term objectives by analyzing the strengths and weaknesses of an organization, studying opportunities and threats in the business environment, predicting future trends, and projecting the need for new products and services • Strategic planning provides important information to help organizations identify and then select potential projects • SWOT analysis—analyzing Strengths, Weaknesses, Opportunities, and Threats—is one tool used in strategic planning 3/30/2023 Dr. Bader Alshoumr - Health Informatics - UoH 7 Strategic Planning and Project Selection • Organizations often follow a detailed process for project selection. • In the 1st stage, steering committee develops an IT strategic plan that aligns to the organization’s overall strategic plan. • Then, the specific team performs a business area analysis that outlines central business processes to achieving strategic goal and determines which processes could must benefit from IT resources. • The next stage, the organization starts defining the scope, benefits, and constraints of potential IT projects. • The last stage in the process for selecting IT projects is choosing which projects to do and assigning resources for working on them. 3/30/2023 Dr. Bader Alshoumr - Health Informatics - UoH 8 Strategic Planning and Project Selection • The top concern for CIOs in many organizations is how to educate line managers on technology’s possibilities and limitations and keep IT professionals in tune with changing business needs. Thus, an organization’s strategic plan should guide the IT project selection process • IT governance helps these organizations to maximize their investment in IT and addresses IT-related risks and opportunities to ensure that selected IT projects will support business goals • In fact, research shows that supporting explicit business objectives is the top reason cited for why organization invest in IT projects. Whereases, supporting implicit business objectives and providing financial incentives come as second reasons for IT investment. 3/30/2023 Dr. Bader Alshoumr - Health Informatics - UoH 9 Methods for Selecting Projects • Organizations identify many potential projects as part of their strategic planning processes, and they need to narrow down the list of potential projects to the ones that will be of most benefit. • They often rely on experienced project managers to help them make project selection decisions. Selecting projects is not an exact science, and many methods exist for selecting projects. Five common techniques are: i. Focusing on broad organizational needs ii. Categorizing IT projects iii. Performing net present value or other financial analyses iv. Using a weighted scoring model v. Implementing a balanced scorecard 3/30/2023 Dr. Bader Alshoumr - Health Informatics - UoH 10 Methods for Selecting Projects • Organization can categorize IT projects based on three criteria, such as i. Project’s impetus • The impetus for a project is often to respond to a problem, an opportunity, or a directive • Problem = is undesirable situations that prevent an organization from achieving its goals. These problems can be current or anticipated • Opportunity = changes to improve the organization • Directive = new requirements imposed by management, government, or some external influence ii. Time window • How long will it take to complete a project and what is the deadline for completing it? iii. General priority • Organizations can also categorize IT projects as having high, medium, or low priority based on the current business environment 3/30/2023 Dr. Bader Alshoumr - Health Informatics - UoH 11 • A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management Developing a Project Charter • After top management decides which projects to pursue, it is important to let the rest of the organization know about these projects. Project manager needs to create and distribute documentation to authorize project initiation. • Key project stakeholders should sign a project charter to acknowledge agreement on the need for and intent of the project • The main inputs for developing a project charter are a project statement of work, a business case, an agreement or contract with customers, Enterprise environmental factors (i.e., relevant government or industry standards, the organization's infrastructure, and marketplace conditions) • The main tools and techniques for developing a project charter are expert judgment and facilitation techniques such as brainstorming and focusing group meeting 3/30/2023 Dr. Bader Alshoumr - Health Informatics - UoH 12 Developing a Project Charter Dr. Bader Alshoumr - Health Informatics - UoH 3/30/2023 13 Developing a Project Management Plan • To coordinate and integrate information across project management knowledge areas and across the organization, there must be a good 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 • Project management plans also document project planning assumptions and decisions regarding choices, facilitate communication among stakeholders, define the content, extent, and timing of key management reviews, and provide a baseline for progress measurement and project control. • Project management plans should be dynamic, flexible, and subject to change when the environment or project changes • The main inputs for developing a project management plan include the project charter, outputs from planning processes, enterprise environment factors, and organizational process assets. • The main tool and technique is expert judgment, and the output is a project management plan 3/30/2023 Dr. Bader Alshoumr - Health Informatics - UoH 14 Directing and Management Project Work • The main inputs for directing and management project work are the project management plan, approved change requests, enterprise environmental factors, and organizational process assets. • Organizational process assets include formal and informal plans, policies, procedures, guidelines, information systems, financial systems, management systems, lessons learned, and historical information that can influence a project’s success • Project execution tools and techniques are expert judgment, meetings, project management information system (i.e., Microsoft Word, PowerPoints, Microsoft Project software etc.) 3/30/2023 Dr. Bader Alshoumr - Health Informatics - UoH 15 Monitoring and Controlling Project Work • Monitoring project work includes collecting, measuring, and disseminating performance information. It also involves assessing measurements and analyzing trends to determine what process improvements can be made • Important inputs for monitoring and controlling project work are the project management plan, schedule and cost forecasts, validated changes, work performance information, enterprise environmental factors, and organizational process assets • Changes requests and work performance reports are main outputs of monitoring and controlling process • The project manager and project team must continuously monitor and control project work to decide if corrective or preventive actions are needed, what the best causes of action is, and when to act 3/30/2023 Dr. Bader Alshoumr - Health Informatics - UoH 16 Closing Projects or Phases • In this phase, the project team aim to finalize all activities and transfer the completed or cancelled work to the appropriate people • The main inputs to this process are the project management plan, accepted deliverables, and organizational process assets • The main tool and technique is expert judgment • The output to this process are final products, final services, result transition and updates of organizational process asset • The project team should provide a list of project documentation, project closure documents, and historical information produced by the project in a useful format • Project teams normally produce a final project report, which often includes a transition plan describing work to be done as part of operations after the project is completed • Teams also often write a lessons-learned report at the end of a project, and this information can be a tremendous asset for future projects 3/30/2023 Dr. Bader Alshoumr - Health Informatics - UoH 17