This document discusses project integration and scope management. It defines integration management as coordinating all project elements and balancing competing demands. The seven key integration processes are outlined, including developing plans, directing execution, monitoring work, controlling changes, and closing projects. Scope management aims to include all necessary work and only that work. It discusses collecting requirements, defining scope, creating a work breakdown structure (WBS), verifying scope, and controlling scope.

1. 07. Project Integration Management

2. Integration Management
• Includes processes to ensure that all
the elements of a project are properly
coordinated
• Making balance among competing
alternatives and objectives to meet
stakeholder needs
• Typically the most important knowledge
area for the Project Manager

3. Why Do We Manage Integration?
– Manage change and communication
– Reduce project time and cost
– Involve stakeholders early and often
– Make results visible
– Identify problems/solutions early
– Use relevant experience as early as possible

4. Who Manages Integration?
• Project Manager – Integrator for the
project that executes processes
• Team Members – Concentrate on
completing tasks, activities, & work
packages
• Project Sponsor – Protect project from
changes and losing resources

5. How Do We Manage Integration?
• Use the seven integration processes
– Develop project charter
– Develop project management plan
– Direct and manage project execution
– Monitor and control project work
– Perform integrated change control
– Close project or phase
Project
Charter
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project Work
Integrated
Change
Control
Close
Project or
Phase

6. How Do We Manage Integration?
• Each process has:
– Inputs
– Tools and Techniques
– Outputs
• Remember that inputs and outputs can
feed more than one process!
Project
Charter
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project Work
Integrated
Change
Control
Close
Project or
Phase

7. Project Charter
Contract
Project
Statement of
Work
Enterprise
Environmental
Factors
Organizational
Process Assets
Project Charter
Project Selection Methods
Project Management
Methodology
Project Management
Information System
Expert Judgment
Inputs
Outputs
Tools & Techniques
Project
Charter
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project Work
Integrated
Change
Control
Close
Project or
Phase

8. Project Management Plan
Enterprise
Environmental
Factors
Preliminary Project
Scope Statement
Project Management
Processes
Organizational
Process Assets
Project
Management
Plan
Project Management
Methodology
Project Management
Information System
Expert Judgment
Inputs
Outputs
Tools & Techniques
Project
Charter
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project Work
Integrated
Change
Control
Close
Project or
Phase

9. Project Planning Matrix/ Logical Framework
Narrative
Summary
Objectively
Verifiable
Indicators
(OVI)
Means of
Verification
(MOV)
Important
Assumptions
GOAL
PURPOSE
OUTPUTS
ACTIVITIES Inputs

10. Objectively Verifiable Indicators
• Indicators must be valid, reliable, precise, cost-
effective and stated independently from other levels.
• Indicators should make clear how the target group will
benefit from the realization of outputs.
• Indicators should be specific in terms of:
– Quality (what?) - Q
– Quantity (how much?) -Q
– Time (when, how long?) - T
– Target Group (who?) - T
– Place (where?) - P

11. Direct & Manage Execution
Project Management Plan
Project
Management
Methodology
Project
Management
Information
System
Approved Corrective
Actions
Approved Preventive Actions
Approved Change Requests
Approved Defect Repair
Validated Defect Repair
Administrative Closure
Procedure
Deliverables
Requested Changes
Implemented Change Requests
Implemented Corrective Actions
Implemented Preventive Actions
Implemented Defect Repair
Work Performance Information
Inputs Outputs
Tools & Techniques
Project
Charter
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project Work
Integrated
Change
Control
Close
Project or
Phase

12. Monitor & Control Project Work
Rejected Change
Requests
Project
Management Plan
Work Performance
Information
Project Management
Methodology
Project Management
Information System
Earned Value Management
Expert Judgment
Forecasts
Recommended
Corrective Actions
Recommended
Preventive Actions
Recommended
Defect Repair
Requested
Changes
Inputs
OutputsTools & Techniques
Project
Charter
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project Work
Integrated
Change
Control
Close
Project or
Phase

13. Integrated Change Control
Project Management Plan
Project
Management
Methodology
Project
Management
Information
System
Expert Judgment
Requested Changes
Work Performance Information
Recommended Preventive Actions
Recommended Corrective Actions
Recommended Defect Repair
Deliverables
Rejected Change Requests
Project Management Plan Updates
Project Scope Statement Updates
Approved Corrective Actions
Approved Preventive Actions
Approved Defect Repair
Validated Defect Repair
Approved Change Requests
Deliverables
Inputs
OutputsTools & Techniques
Project
Charter
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project Work
Integrated
Change
Control
Close
Project or
Phase

14. Close Project or Phase
Project Management Plan Project Management
Methodology
Project Management
Information System
Expert Judgment
Contract Documentation
Enterprise Environmental Factors
Organizational Process Assets
Work Performance Information
Deliverables
Administrative Closure
Procedure
Contract Closure Procedure
Final Product, Service, or Result
Organizational Process assets
Updates
Inputs
Outputs
Tools & Techniques
Project
Charter
Project
Management
Plan
Direct &
Manage
Execution
Monitor &
Control
Project
Work
Integrated
Change
Control
Close
Project or
Phase

15. What Goes in a Project Plan?
• Project charter
• Project Management
Approach
• Scope Statement
• Work Breakdown
Structure (WBS)
• Responsibility Chart
• Network Diagram with
Major Milestones
• Budget
• Schedule
• Resources
• Change Control System
• Performance
Measurement Guidelines
• Management Plans
(Scope, Schedule, cost,
quality, staffing,
communications, risk
response, procurement)

16. PM Responsibility for Change
• Influence factors that affect change
• Ensure change is beneficial
• Determine if a change has occurred
• Determine if a change is needed
• Look for alternatives to change
• Minimize negative impact from change
• Notify Stakeholders impacted by change
• Managing those changes that do occur
according to project plan

17. Responsibility
• The duties, assignments, and
accountability for results associated
with a designated position in the
organization.
Source: Gain and Maintain Authority to Ensure Project Success, Jason Chavart, 2002

18. Accountability
• Being answerable to one's superior in
an organization for the exercise of
one's authority and the performance of
one's duties.
Source: Gain and Maintain Authority to Ensure Project Success, Jason Chavart, 2002

19. Authority
• The legitimate power given to a
person in an organization to use
resources to reach an objective and to
exercise discipline.
Source: Gain and Maintain Authority to Ensure Project Success, Jason Chavart, 2002

20. 07. Project Scope Management

21. Definitions
• Baseline – The original project plan with
approved changes

22. Project Scope Management
• The processes required to ensure that
the project includes all the work
required, and only the work required, to
complete the project successfully
• Answers the question – What will the
project produce in the end?

23. Why Do We Manage Scope?
• Can’t manage schedule and
budget if scope is out of
control (Triple Constraint)
• Scope documents are used
to manage expectations
TIME
COSTSCOPE
Quality

24. How Do We Manage Scope?
• Five processes
– Collect Requirements
– Define Scope
– Create WBS
– Verify Scope
– Control Scope
Collect
Requirements
Define
Scope
Create
WBS
Verify
Scope
Control
Scope

25. Scope Management Key Points
• What is scope management
– Checking to ensure that one is completing work
– Saying No to additional work not in the charter
– Preventing extra work/gold plating
• Work Breakdown Structure
(WBS)
– Foundation of the project, all
planning and controlling is based on
the WBS
– Identifies all work to be performed, if
it is not in the WBS it does not need
to be done
– Graphical picture of work
WBS
Estimating
Network
Diagrams
Staffing Risk

26. Collect Requirements
Project Charter
Interviews
Focus groups
Facilitated workshops
Group creativity techniques
Group decision making techniques
Questionnaires and surveys
Observations
Prototypes
Inputs OutputsTools & Techniques
Requirements docs
Stakeholder
Register
Collect
Requirements
Define
Scope
Create
WBS
Verify
Scope
Control
Scope
Requirements mgmt
plan
Requirements
traceability matrix

27. Collect Requirements
• Determine product of the project
requirements
• Make sure all requirements support the
business need of the project as
described in the charter

28. Define Scope
Organizational
Process Assets
Project Charter
Expert judgement
 Product analysis
Alternatives identification
Facilitated workshops
Inputs Tools & Techniques
Project Document
Updates
Outputs
Project Scope
Statement
Collect
Requirements
Define
Scope
Create
WBS
Verify
Scope
Control
Scope
Requirements
documentation

29. Statement of Work (SOW)
A SOW is a detailed narrative
description of the work required for a
project.
Effective SOWs contain
1. Introduction and background
2. Technical description
3. Timeline and milestones
4. Client expectations

30. Project Scope Statement
• Product scope description
• Product acceptance criteria
• Project deliverables
• Project exclusions ( not covered)
• Project constraints
• Project assumptions

31. Statement of Work (example)

32. The Scope Statement Process
1. Establish the project goal criteria
a) cost
b) schedule
c) performance
d) deliverables
e) review and approval gates
2. Develop the management plan for the project
3. Establish a work breakdown structure
4. Create a scope baseline
Heart of scope management. Key steps in scope
management process include:

33. Create WBS
Project scope
statement
Requirements
documentation
Organizational
process assets
Decomposition
Inputs Tools & Techniques
Work Breakdown
Structure (WBS)
WBS Dictionary
Outputs
Scope Baseline
Project Document
Updates
Collect
Requirements
Define
Scope
Create
WBS
Verify
Scope
Control
Scope

34. Work Breakdown Structure
a process that sets a project’s scope by breaking
down its overall mission into a consistent set of
synchronous, increasingly specific tasks.
What does WBS accomplish?
• Echoes project objectives
• Offers a logical structure
• Establishes a method of control
• Communicates project status
• Improves communication
• Demonstrates control structure

35. Work Breakdown Structure
• Start with major project deliverables or
phases
• “Decomposition” is breaking down the
deliverables into more manageable parts
– Not all branches need the same level of
decomposition!
• Decompose into “Work Packages”
– Don’t break work down too much

36. Work Breakdown Structure
New Warehouse
Design - 1 Construction - 2 Commissioning - 3
Structural - 1.1
Architectural – 1.2
Steel Package 1.1.1
Concrete Package 1.1.2
Floor Layout 1.2.1
Elevations 1.2.2
Door Schedule 1.2.3
Concrete Install – 2.1
Steel Install – 2.2
Drywall Install – 2.3
1st
Floor Package 2.3.1
2nd
Floor Package 2.3.2

37. Work Breakdown Structure and Codes
Work Packages are
individual project activities
1.0
1.2 1.3 1.4
1.2.1
1.2.2
1.2.3
1.3.1
1.3.2
1.2.3.1
1.2.3.2
Deliverables are
major project
components
Subdeliverables are
supporting deliverables
The project is the
overall project under
development

38. Defining a Work Package
A work package is the lowest level of the WBS
– It is output-oriented in that it:
1. Defines work (what)
2. Identifies time to complete a work package (how long)
3. Identifies a time-phased budget to complete a work
package (cost)
4. Identifies resources needed to complete a work
package (how much)
5. Identifies a person responsible for units of work (who)
6. Identifies monitoring points (milestones) for measuring
success

39. Organizational Breakdown Structure
Organizational Breakdown Structure (OBS)
allows
• Work definition
• Owner assignment of work packages
• Budget assignment to departments
OBS links cost, activity & responsibility

40. Integrating WBS with the Organization
• The intersection of work packages and the
organizational unit creates a project control
point (cost account) that integrates work and
responsibility
• The intersection of the WBS and OBS
represents the set of work packages necessary
to complete the subdeliverable located
immediately above and the organizational unit
responsible for accomplishing the packages at
the intersection

42. Responsibility Assignment Matrix
Notification Responsible Support Approval
LEAD PROJECT PERSONNEL
Bob
IS
Dave Sue
HR
Ann
R&D
Jim
R&D
Task
& CodeDeliverable IS
Match IT to
Org. Tasks
proposal
Prepare
1.3
1.1
Identify IS
user needs
1.2
Problem
Analysis
Develop
info
Interview
users
show
Develop
Gain user
“buy in”
Find cost/
benefit info
1.1.1
1.1.2
1.2.1
1.2.2
1.2.3
1.3.1

43. Work Authorization
• Reflect the formal “go ahead” to the project to
commence once the scope definition, planning
documents, management plans, and other
contractual documents have been prepared and
approved
• In case the project is developed for external
clients, work authorization typically addresses
contractual obligations
• Numerous components of contractual obligations
between project organization and client can exists

44. Verify Scope
Project
Management Plan
Requirements
Documentation
Requirements
Traceability Matrix
Inspection
Inputs
Tools & Techniques
Accepted
Deliverables
Validated
Deliverables
Change Requests
Outputs
Project Document
Updates
Collect
Requirements
Define
Scope
Create
WBS
Verify
Scope
Control
Scope

45. Control Scope
Project
Management Plan
Work Performance
Information
Requirements
Documentation
Variance analysis
Inputs
Tools & Techniques
Requirements
Traceability Matrix
Work Performance
Measures
Outputs
Organizational
Process Assets
Organizational
Process Assets
Change Requests
Project Management
Plan Updates
Project Document
Updates
Collect
Requirements
Define
Scope
Create
WBS
Verify
Scope
Control
Scope

46. Contractual Documentation
Most contracts contain:
• Requirements
• Valid consideration
• Contracted terms
Contracts range from:
Lump Sum
“Turnkey” Cost Plus

47. Scope Reporting
determines what types of information
reported, who receives copies, when, and
how information is acquired and
disseminated.
Typical project reports contain
1. Cost status
2. Schedule status
3. Technical performance

48. Scope Reporting
• Some of the stakeholders who could be
included in regular project status reporting
are:
• Member of the project team
• Project clients
• Top management
• Other groups with in the organization affected
by the project