Part 4: Project Integration Management

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Section 4: Project Integration Management IT Project Management, Third Edition Chapter 4

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Project Integration Management Processes Project Plan Development: taking the aftereffects of other arranging procedures and placing them into a reliable, rational record—the venture arrange Project Plan Execution: completing the venture arrange Integrated Change Control: planning changes over the whole venture IT Project Management, Third Edition Chapter 4

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Figure 4-1. Extend Integration Management Overview Note: The PMBOK ® Guide 2000 incorporates comparable outlines for every information range. IT Project Management, Third Edition Chapter 4

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Figure 4-2. Structure for Project Integration Management Focus on pulling everything to-gether to achieve extend achievement! IT Project Management, Third Edition Chapter 4

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Project Plan Development A venture plan is an archive used to arrange all venture arranging records Its fundamental reason for existing is to guide extend execution Project arranges help the venture director in driving the venture group and evaluating venture status Project execution ought to be measured against a gauge arrange IT Project Management, Third Edition Chapter 4

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Attributes of Project Plans Just as activities are exceptional, so are venture arranges Plans ought to be alterable Plans ought to be adaptable Plans ought to be redesigned as changes happen Plans ought to most importantly guide extend execution IT Project Management, Third Edition Chapter 4

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Common Elements of a Project Plan Introduction or review of the venture Description of how the venture is sorted out Management and specialized procedures utilized on the venture Work to be done, calendar, and spending data IT Project Management, Third Edition Chapter 4

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Table 4-1. Test Outline for a Software Project Management Plan (SPMP) IT Project Management, Third Edition Chapter 4

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What the Winners Do "The champs obviously spell out what should be done in a venture, by whom, when, and how. For this they utilize an incorporated tool compartment, including PM instruments, strategies, and systems… If a planning layout is created and utilized again and again, it turns into a repeatable activity that prompts to higher profitability and lower vulnerability. Without a doubt, utilizing planning formats is neither a leap forward nor an accomplishment. Be that as it may, slouches displayed no utilization of the layouts. Or maybe, in building plans their venture directors began with a spotless sheet, an unmistakable misuse of time." * Milosevic, Dragan And Ozbay. "Conveying Projects: What the Winners Do." Proceedings of the Project Management Institute Annual Seminars & Symposium (November 2001) IT Project Management, Third Edition Chapter 4

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Stakeholder Analysis A partner investigation archives critical (regularly delicate) data about partners, for example, partners' names and associations parts on the venture one of a kind certainties about partners level of impact and enthusiasm for the venture proposals for overseeing connections IT Project Management, Third Edition Chapter 4

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Table 4-2. Test Stakeholder Analysis IT Project Management, Third Edition Chapter 4

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Project Plan Execution Project arrange execution includes overseeing and playing out the work portrayed in the venture arrange The dominant part of time and cash is generally spent on execution The application range of the venture specifically influences extend execution on the grounds that the results of the venture are delivered amid execution IT Project Management, Third Edition Chapter 4

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What Went Wrong? Numerous individuals have a poor perspective of arrangements in light of past encounters. Senior administrators regularly require an arrangement, yet then nobody follows up on whether the arrangement was taken after. For instance, one anticipate supervisor said he would meet with every venture group pioneer inside two months to audit their arrangements. The venture supervisor made an itemized plan for these surveys. He wiped out the initially meeting because of another business responsibility. He rescheduled the following meeting for unexplained individual reasons. After two months, the venture director had still not met with over portion of the venture group pioneers. Why ought to venture individuals feel committed to take after their own particular arrangements when the venture administrator clearly did not take after his? IT Project Management, Third Edition Chapter 4

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Important Skills for Project Execution General administration abilities like initiative, correspondence, and political aptitudes Product abilities and learning (see case of "What Went Right?" on p. 120) Use of particular instruments and strategies IT Project Management, Third Edition Chapter 4

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Tools and Techniques for Project Execution Work Authorization System: a strategy for guaranteeing that qualified individuals do work at the ideal time and in the best possible succession Status Review Meetings: consistently booked gatherings used to trade extend data Project Management Software: extraordinary programming to help with overseeing ventures IT Project Management, Third Edition Chapter 4

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Integrated Change Control Integrated change control includes recognizing, assessing, and overseeing changes all through the venture life cycle (Note: 1996 PMBOK called this procedure "general change control") Three fundamental goals of progress control: Influence the elements that make changes to guarantee they are gainful Determine that a change has happened Manage real changes when and as they happen IT Project Management, Third Edition Chapter 4

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Figure 4-3. Incorporated Change Control Process IT Project Management, Third Edition Chapter 4

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Change Control on Information Technology Projects Former view: The venture group ought to endeavor to do precisely what was moved toward time and inside spending Problem: Stakeholders once in a while concurred in advance on the venture degree, and time and cost appraisals were off base Modern view: Project administration is a procedure of steady correspondence and arrangement Solution: Changes are frequently valuable, and the venture group ought to get ready for them IT Project Management, Third Edition Chapter 4

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Change Control System A formal, archived handle that portrays when and how official venture records and function might be changed Describes who is approved to roll out improvements and how to roll out them Often incorporates an improvement control load up (CCB), setup administration, and a procedure for conveying transforms IT Project Management, Third Edition Chapter 4

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Change Control Boards (CCBs) A formal gathering of individuals in charge of favoring or dismissing changes on a venture CCBs give rules to planning change demands, assess change asks for, and deal with the execution of endorsed changes Includes partners from the whole association IT Project Management, Third Edition Chapter 4

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Making Timely Changes Some CCBs just meet at times, so it might take too yearn for changes to happen Some associations have strategies set up for time-delicate changes "48-hour approach" permits extend colleagues to decide, then they have 48 hours to turn around the choice pending senior administration endorsement Delegate changes to the most minimal level conceivable, however keep everybody educated of changes IT Project Management, Third Edition Chapter 4

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Configuration Management Ensures that the items and their depictions are right and finish Concentrates on the administration of innovation by recognizing and controlling the useful and physical outline qualities of items Configuration administration masters distinguish and archive design prerequisites, control changes, record and report changes, and review the items to confirm conformance to necessities IT Project Management, Third Edition Chapter 4

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Table 4-3. Proposals for Managing Integrated Change Control View extend administration as a procedure of steady interchanges and transactions Plan for change Establish a formal change control framework, including a Change Control Board (CCB) Use great setup administration Define methodology for settling on convenient choices on littler changes Use composed and oral execution reports to distinguish and oversee change Use extend administration and other programming to oversee and convey changes IT Project Management, Third Edition Chapter 4

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Using Software to Assist in Project Integration Management Several sorts of programming can be utilized to help with venture joining administration Documents can be made with word preparing programming Presentations are made with presentation programming Tracking should be possible with spreadsheets or databases Communication programming like email and Web creating instruments encourage correspondences Project administration programming can pull everything together and indicate point by point and condensed data (see Appendix A for subtle elements) IT Project Management, Third Edition Chapter 4

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ResNet Summary Gantt Chart IT Project Management, Third Edition Chapter 4

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