Advanced Project Management

PRM-700
Assignment 1
Q1. How can Integration Management enhance the performance of Construction Projects?
Q2. You have to develop a Project charter for Construction Project, what are the inputs for the
Project Charter? Explain

Ans : 01
Integration Management is first most important step in construction Management
and thereby placed in PMBOK as first Knowledge Area. It involves assembly of
infrastructure and Building and this is the task, which is performed by Project Manager,
Design Manager, Public, and Media etc. Its like building blocks, which are pre requisite
for Building Construction and hence integrated. Nowadays, importance of integrated
management has been realized and understood as without integration Management
Project Success is a big questions Mark.
Integration management is circulated throughout the life cycle of project
management from initial to closure or completion and most important in planning phase,
which contributes roughly 80 % of Projects success. The major problem in Projects has
been witnessed as Lack or Mis-Communication as project people are rarely integrated
among themselves and prone to compromise Stake holders requirement. Being a Major
Stake Holder , Customer has mostly been found complaining about Time Cost and
Quality ,which at times are over looked due to poor Integration Management.
The best example of Poor Integration Management is our Stalled Reko Dik
Project as lack of Integration Management has played a crucial role of its stalled
execution and has barred the exchequer from its benefits .

Ans 2 :

Project Charter is one of the starting Steps of Project Life Cycle and a knowledge, which
if defined properly sets out the purpose and benefits of the Project to all its
Stakeholders. Given below are five Inputs, which are as defined in PMBOK.

1- Project statement of work (SOW):

This describes that project does the following:
a) Explains the business need that the project will fulfill
b) Clarifies the product of the project
c) Tells how the project aligns with the organizations strategic plan
2-Business case:
This information explicitly explains projects worth to the organization and such value
can be judged by these metrics:
a) Financial: Increased revenue, expense reduction
b) Nonfinancial: Customer loyalty, innovation
3-Agreement:
For a project based on a contractual obligation, the agreement (contract) is an input to
the project charter. Its contents include:
a)

The contract statement of work

b)

Contractual requirements, terms, and conditions

4-Enterprise environmental factors (EEFs):

These internal factors (such as organizational structure and human resource
capabilities) and external factors (such as competition and regulations) affect whether
you do a project and how you approach it.
5-Organizational process assets (OPAs):
These comprise the policies, procedures, templates, and prior-project documentation
that organizations use to manage projects in a consistent way.