 MANAJEMEN PROYEK SISTEM INFORMASI [MPSI]

 Knowledge Areas – Integration Management

 Project Integration Management

 Project Integration Management includes the processes required to ensure that the
various elements of the project are properly coordinated. It involves making trade-offs
among competing objectives and alternatives in order to meet or exceed stake-holder
needs and expectations.
 Steps to integrate the whole process

 Project Integration Management Overview

 Project Integration Management Overview

 Project Integration Management

 These processes interact with each other and with the processes in the other
knowledge areas as well. Each process may involve effort from one or more individuals or
groups of individuals based on the needs of the project. Each process generally occurs at
least once in every project phase.
 Examples:
◦ The work of the project must be integrated with the ongoing operations of the
performing organization.
◦ Product scope and project scope must be integrated.
◦ Deliverables from different functional specialties (such as civil, electrical, and
mechanical drawings for an engineering design project) must be integrated.

 Project Integration Management

 Develop Project Charter

 Develop Project Charter

 The process of developing a document that formally authorized a project or a phase and
documenting initial requirements that satisfy the stakeholders need and expectation
 Inputs:
◦ Project Statement of Work
◦ Business Case
◦ Contract
◦ Enterprise Environmental Factors
◦ Organizational Process Assets

 Develop Project Charter

 Tools and Techniques:
◦ Expert Judgement
◦ Facilitation Techniques
 Output
◦ Project Charter
 Output: Project Charter
 The project charter is the document issued by the project initiator or sponsor that formally
authorized the existence of a project and provides the project manager with the authority to
apply organizational resources to project activities.
 It documents the business needs, assumptions, constraints, the understanding of the
customer's needs and high-level requirements, and the new product, service, or result that it
is intended to satisfy.

 Project Plan Development

 Project plan development uses the outputs of the other planning processes to create a
consistent, coherent document that can be used to guide both project execution and
project control. This process is almost always iterated several times. For example, the
initial draft may include generic resources and undated durations while the final plan
reflects specific resources and explicit dates.

 Project Plan Development

 The project plan is used to:
◦ Guide project execution.
◦ Document project planning assumptions.
◦ Document project planning decisions regarding alternatives chosen.
◦ Facilitate communication among stakeholders.
◦ Define key management reviews as to content, extent, and timing.
◦ Provide a baseline for progress measurement and project control.

 Project Development Plan

 Project Plan Development

Outputs from Project Plan Development
 Project plan. The project plan is a formal, approved document used to manage and control
project execution. It should be distributed as defined in the communications management
plan (e.g., management of the performing organization may require broad coverage
with little detail, while a contractor may require complete details on a single subject). In
some application areas, the term integrated project plan is used to refer to this document.

 Project Plan Development

Outputs from Project Plan Development
 A clear distinction should be made between the project plan and the project performance
measurement baselines. The project plan is a document or collection of documents
that should be expected to change over time as more information becomes available
about the project. The performance measurement baselines represent a management
control that will generally change only intermittently and then generally only in response
to an approved scope change.
 Project Plan Development
Outputs from Project Plan Development
 There are many ways to organize and present the project plan, but it commonly includes all
of the following :
◦ Project charter.
◦ A description of the project management approach or strategy (a summary of the
individual management plans from the other knowledge areas).
◦ Scope statement, which includes the project deliverables and the project objectives.
◦ Work breakdown structure (WBS) to the level at which control will be exercised.
◦ Cost estimates, scheduled start dates, and responsibility assignments to the level of the
WBS at which control will be exercised.
◦ Performance measurement baselines for schedule and cost.
◦ Major milestones and target dates for each.
◦ Key or required staff.
◦ Key risks, including constraints and assumptions, and planned responses for each.
◦ Subsidiary management plans, including scope management plan, schedule
management plan, etc.
◦ Open issues and pending decisions.

 Project Plan Development

Outputs from Project Plan Development
 Supporting detail. Supporting detail for the project plan includes:
◦ Outputs from other planning processes that are not included in the project plan.
◦ Additional information or documentation generated during development of the
project plan (e.g., constraints and assumptions that were not previously known).
◦ Technical documentation such as requirements, specifications, and designs.
◦ Documentation of relevant standards.
◦ This material should be organized as needed to facilitate its use during project
plan execution.

 Project Plan vs Project Documents

 Direct and Monitor Project Execution

 Project plan execution is the primary process for carrying out the project plan - the vast
majority of the project's budget will be expended in performing this process. In this
process, the project manager and the project management team must coordinate and direct
the various technical and organizational interfaces that exist in the project. It is the project
process that is most directly affected by the project application area in that the product of
the project is actually created here.

 Direct and Monitor Project Execution

 Project Execution Plan

 Direct and Manage Project Work also requires review of the impact of all project changes
and the implementation or approved changes:
 ◦ Corrective action, an intentional activity that realigns the performance of the project
work with the project management plan
◦ Preventive action, an intentional activity that ensures the future performance of the
project work is aligned with the project management plan; and/or
◦ Defect repair. An intentional activity to modify a nonconforming product or product
component.
 Project Execution Plan
 Status review meetings. Status review meetings are regularly scheduled meetings
held to exchange information about the project. On most projects, status review
meetings will be held at various frequencies and on different levels (e.g., the project
management team may meet weekly by itself and monthly with the customer).
 Project management information system.
 Organizational procedures. Any and all of the organizations involved in the project may
have formal and informal procedures useful during project execution

 Project Execution Plan

 Work results. Work results are the outcomes of the activities performed to accomplish the
project. Information on work results - which deliverables have been completed and which
have not, to what extent quality standards are being met, what
 costs have been incurred or committed, etc. - is collected as part of project plan execution
and fed into the performance reporting process
 Change requests. Change requests (e.g., to expand or contract project scope, to
modify cost or schedule estimates, etc.) are often identified while the work of the
project is being done.

 Monitor and Control Project Work

 concerned with (a) influencing the factors which create changes to ensure that changes
are beneficial, (b) determining that a change has occurred, and (c) managing the actual
changes when and as they occur. Overall change control requires:
◦ Maintaining the integrity of the performance measurement baselines—all approved
changes should be reflected in the project plan, but only project scope changes will
affect the performance measurement baselines.
◦ Ensuring that changes to the product scope are reflected in the definition of the
project scope
◦ Coordinating changes across knowledge areas. For example, a proposed schedule
change will often affect cost, risk, quality, and staffing.

 Monitor and Control Project Work

 Integrated Change Control

 Perform integrated change control is the process of reviewing all change request;
approving changes and managing changes to deliverables, organizational process assets,
 project documents, and the project management plan; and communication their disposition.
It reviews all requests for changes or modifications to project documents, deliverables,
baselines, or the project management plan and approves or rejects the changes.

 Close Project or Phase

 Close Project or Phase is the process of finalizing all activities across all of the Project
Management Process Group to formally complete the project or phase. The key benefit is
that it provides lessons learned, the formal ending of project work, and the release of
organization resources to pursue new endeavors
 Close Project or Phase