HEART

HEAD

HANDS

Project – Integration & Scope Management

COUMARA RADJA
 who Vs WHO

Who loses weight? The one who knows all about the
benefits of exercise or the one who walks three kilometers
a day?

Who retires early? The one who dreams of a house on the

beach, or the one who invests at least Rs.10,000 a month?

Who writes books? The one who desires to become a

best-selling author, or the one who gets up early and writes
for half an hour a day?

Who has the best marital relationship? The one who

knows how much spending time with his/her spouse can
improve his/her relationship, or the one who sits down and
talks with his/her spouse every night?
 who Vs WHO

Who accomplishes successful projects?

The knowledgeable Teams that wish for
completing the project in time,
or
the Teams that make coordinated,
committed and result-oriented actions
everyday with the
“Team & Can-Do” spirit?
 Work, WORKS!

Which of the following statements do you

find to be more powerful?
I really, really need to lose weight.
- or -
I'm committed to doing whatever it takes to
lose 3 kg this month.
A walk through the session outline
Integration Management

 Starting the Project

 Project Charter
 Creating the Project Plan
 Monitoring the project
 Integrated Change Control Scope Management
 Closing the project
 Understanding the requirement
 Converting the Requirements into a
Work Breakdown Structure (WBS)
 Verifying the Scope of the project
 Controlling the Scope
 What a project isn’t

No constraints
One team or Creating the
Go on on time, cost
Explorations one person same thing
indefinitely or
working alone multiple times
performance
Success Demands Discipline
 Process Groups

Initiate

Plan
Monitor &
Control
Close
Implement

All projects typically go through these five processes

Not all project proposals make it to
initiation
Project Management Knowledge Area
Areass

Time Cost Scope

Management Management Management

Quality Integration HR
Management Management
Management

Risk Communication Procurement

Management Management Management

Integration Management – pulling it all together

Guide to the Project Management Body of Knowledge (PMBOK®)
by project management institute (PMI)
A walk through the session outline
Integration Management

 Starting the Project

 Project Charter
 Creating the Project Plan
 Monitoring the project
 Integrated Change Control Scope Management
 Closing the project
 Understanding the requirement
 Converting the Requirements into a
Work Breakdown Structure (WBS)
 Verifying the Scope of the project
 Controlling the Scope
Project Integration Management
Project Management Framework
Project Integration Management

Project integration management includes:

Developing a project charter

Developing a preliminary project scope
statement

Developing a project management plan

Directing and managing project execution

Monitoring and controlling project work

Performing integrated change control

Closing the project
 Project Integration Processes

Process Project Phase Key Deliverables

Develop Project Charter Initiating Project Charter

Develop a preliminary Scope Preliminary Scope
Initiating
Statement Statement
Develop Project Management
Planning Project Management Plan
Plan
Direct and Manage Project
Execution Deliverables
Execution
Monitor and Control Project Monitoring and
Change Requests
Work Control
Perform Integrated Change Monitoring and Change Requests status
Control Control updates
Close Project or Phase Closure Final product
 Project charter
A project charter is a document that formally recognizes the existence of a
project and provides direction on the project’s objectives and management.

Formally authorizes the project.

Gives the objectives and business case

Identifies the Project Manager.

Generic enough not to change often.

Written by a Manager higher in authority than Project Manager.

Includes name, description, deliverables.

 Project charter

Who

What

Where

Why

When
 Creating the Project Plan

Project Management Plan is developed by Project Manager with
inputs from the team, stakeholders and management.

Project Management Plan development is iterative. A Project
Management Plan is bought into, approved, realistic and formal.

A Project Management Plan includes -

Project Charter

Budget

Schedule

Resources

Scope Statement

WBS

Responsibility charts/assignments

Management Plans
 Monitoring the Project

At the end of each phase of a project, a “lessons learned” document

must be prepared. It defines what was done right, wrong etc. It is
required to be completed in order for the project to be completed.

Project Management Information System (PMIS) is a system that

keeps track of status of all the project tasks. It is used to track the
status of the project.

Progressive Elaboration involves the process of taking a project

from concept to detailed design.

Kick-off meeting happens after the planning phase and before the
project execution. It is typically used to communicate responsibilities
of key stakeholders.
Direct and Manage Project Execution process

Inputs Tools & Techniques Outputs

Project management
Expert judgment Deliverables
plan
Approved change Project management Work performance
requests information system information
Enterprise
Environmental Change requests
factors
Organizational Project management
process assets plan updates

Project document
updates
Monitor and Control Project Work Process

Tools &
Inputs Outputs
Techniques
Project management plan Expert judgment Change requests

Project management plan

Performance reports
updates

Enterprise environmental
Project document updates
factors

Organizational process
assets
 Close Project or Phase

Tools &
Inputs Outputs
Techniques
Project management Final product, service or result
Expert judgment
plan transition

Organizational process assets

Accepted deliverables
updates

Organizational process
assets

At the end of each phase of a project, a lessons learned document must be prepared.
The lessons learned document defines what was done right, wrong etc.
It is required to be completed in order for the project to be completed
A walk through the session outline
Integration Management

 Starting the Project

 Project Charter
 Creating the Project Plan
 Monitoring the project
 Integrated Change Control Scope Management
 Closing the project
 Understanding the requirement
 Converting the Requirements into a
Work Breakdown Structure (WBS)
 Verifying the Scope of the project
 Controlling the Scope
 Project Scope Management

“What is included in the project,

as well as
what is to be excluded”

Management techniques:

Conduct a thorough needs analysis

Define what’s in and what’s out

Clearly identify the project’s goal, objectives and key drivers

Manage scope creep
 Scope Creep

Small increments; Beginning of failure; Impacts cost, risk and schedule

 Project Scope
Management Tools & Techniques

Scope Overview: Project Overview Statement summarizing the Project,
Goal, Objectives, Success criteria, Assumptions, Risks and Obstacles

Scope Planning- Create a project scope management plan documenting how the
project scope will be defined, verified, controlled, and how the work breakdown
structure will be created and defined.

Scope Definition- Develop a detailed project scope statement as the basis for
project decisions

Creation of a Work Breakdown Structure (WBS)- Subdivide the major

project deliverables and project work into smaller, more manageable components

Scope Verification- formalizing acceptance of the completed project deliverables

Scope Control- controlling changes to the project scope

 Scope Management Process

Process Project Group Key Deliverables

Collect Requirements planning Requirements document

Define Scope planning project scope statement

Create WBS planning WBS, WBS dictionary

Verify Scope Monitoring and Controlling Acceptance deliverables

Control Scope Monitoring and Controlling Change Requests

Initiation (initial phase)
key tools: selecting project
based on financial methods
(NPV, ROI and Payback
analysis)
Screening a Project – Needs Analysis
Triple Constraints
 Define Scope Process

Inputs Tools & Techniques Outputs

Project charter Expert judgment Project scope statement
Requirements Project document
Product analysis
documentation updates

Organizational process Alternative

assets identification

Facilitated workshops
Power of Scope Statement
Power of Scope Statement
 WBS

A WBS is a deliverable-oriented grouping of the work involved

in a project that defines the total scope of the project

WBS is a foundation document that provides the basis for

planning and managing project schedules, costs, resources,
and changes

Decomposition is subdividing project deliverables into smaller

pieces

A work package is a task at the lowest level of the WBS

 Outline

1. Introduction
2. Preparing Scope Statement
3. Creating WBS
4. Verifying Completion of
Project Deliverable
5. Managing Requests for
Changes to Project Scope
 Verify Scope Process

Inputs Tools & Techniques Outputs

Project management plan Inspection Accepted Deliverables

Requirements documentation Change requests

Requirements traceability Project document

matrix updates

Validated deliverables

The Verify Scope is the process in which the project customer

formally accepts the project deliverables. Scope Verification
happens at the end of each phase. During the Verify Scope process
customer gives feedback on work performed.

While Verify Scope process focuses on customer acceptance,

Quality Control process focuses on correctness of work.
 Control Scope Process
Tools &
Inputs Outputs
Techniques
Project management Variance Work performance
plan analysis measurements
Requirements
Change requests
documentation
Requirements Project management plan
traceability matrix updates
Organizational process Organizational process assets
assets updates
Work performance
Project document updates
information

Control Scope process involves monitoring the status of project

and managing scope changes.
 Well--begun half
Well half--done

"Beginning" is just another way to describe the

most powerful six-letter word in the
vocabulary of achievers:
A-C-T-I-O-N.

A Stitch in time saves nine.

 Thoughtful Execution

•
Thoughtful Execution
 Thoughtful Execution

•
Thoughtful Execution
“An Apple
a Day”
 Take--away
Take

An Apple a day keeps the doctor

away
– Dynamic Daily Routine -
Disciplined action every day
makes things (execution) happen!

The more I want to get something done, the less I call it work.
- Richard Bach
 HEART
HEAD

HANDS

THANK YOU