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04 project integration management
- 1. MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU omeralsayed@yahoo.com +249-1234 94 587 Brain Power Center PMP Preparation course
- 4. • their needs and EXPECTATIONS, • their needs and EXPECTATIONS,understand • ISSUES as they occur • ISSUES as they occur addressing • CONFLICTING interests • CONFLICTING interests managing • ENGAGEMENT in project decisions and activities. • ENGAGEMENT in project decisions and activities. fostering OSO OCT 2013 continuous communication with stakeholders to:
- 5. Project Stakeholder processes Identify Stakeholders Identify Stakeholders IDENTIFYING people/x could impact ANALYZING potential impact Plan Stakeholder Management Plan Stakeholder Management STRATEGIES to effectively engage stakeholders based on the analysis Manage Stakeholder Engagement Manage Stakeholder Engagement communicating to meet expectations address issues as they occur foster appropriate engagement Control Stakeholder Engagement Control Stakeholder Engagement monitoring stakeholder relationships adjusting strategies for engaging. OSO OCT 2013
- 6. Project Management Process Group and Knowledge Area Mapping Knowledge Area Initiating Planning Executing M& C Closing 4. Project Integration Management 4Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct & Manage Project Work 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 5. Project Scope Management 5Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Time Management 6Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 6.7 Control Schedule 7. Project Cost Management 7Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality 9. Project Human Resource Management 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications Management 10Plan Communications Management 10.2 Manage Communications 10.3 Control Communications 11. Project Risk Management 11Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Control Risks 12. Project Procurement Management 12Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements 13. Project Stakeholder Management 13Identify Stakeholders 13.2 Plan Stakeholder Management 13.3 ManageStakeholder Engagement 13.4 Control Stakeholder Engagement OSO OCT 2013
- 8. 13.1 Identify Stakeholders Data Flow Diagram OSO OCT 2013 4.1 Develop Project charter Project charter 13.1 Identify Stakeholders Enterprise / Organization 12.1 Plan Procurement Management OPA Procurement documents EEF 13.2 Plan Stakeholder Management 5.2 COLLECT Requirements 8.1 Plan Quality Management 10.1 Plan Communications Management 11.1 Plan Risk Management 11.2 Identify Risks 12.1 Plan Procurement Management 4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders S/H register
- 9. Project Charter: • internal and external parties related • sponsor(s), customers, team members, groups and departments Procurement Documents: • result of a procurement activity /contract • contract parties (key stakeholders) • Other relevant parties (S/C, suppliers) Enterprise Environmental Factors: • Organizational culture and structure; • Governmental or industry standards • Global, regional or local trends, and practices or habits. Organizational Process Assets: • Stakeholder register templates, • Lessons learned • Stakeholder registers (previous). OSO OCT 2013
- 10. • Q&Q information • Q&Q information Gathering and analyzing • should be taken into account • should be taken into account whose interests • the interests, expectations, and influence• the interests, expectations, and influenceidentifies • stakeholder relationships• stakeholder relationshipsidentify • coalitions and potential partnerships • coalitions and potential partnerships to build • the project’s chance of success• the project’s chance of successto enhance OSO OCT 2013
- 11. identify Key stakeholders -decision-makers (sponsor, project manager, primary customer) Identifying other stakeholders by interviewing identified stakeholders Analyze impact /support & classify -define strategy prioritize OSO OCT 2013
- 12. OSO OCT 2013 INVOLVEMENT P O W E R INVOLVEMENT‐POWER INTEREST –POWER INFLUE NCE ‐ IMPACT INTEREST INFLUENCE P O W E R I M P A C T LEGITIMACY P O W E R
- 13. OSO OCT 2013 H,L Keep Satisfied H,H Manage Closely L,L Monitor L,H Keep Informed INTEREST P O W E R
- 14. OSO OCT 2013 INVOLVEMENT : • active influence POWER: • authority / ability to impose INTEREST: • level or concern IMPACT: • ability to effect changes INFLUENCE: • active involvement Urgency : • immediate attention Legitimacy : • involvement is appropriate
- 15. Name Position Role Contact Information Requirements Expectations Influence Classification OSO OCT 2013 Project Title: Date Prepared: Stakeholder Register • Assessment information classification• Identification information:
- 18. OSO OCT 2013 4.2 Develop Project Management Plan Project management plan 13.2 Plan Stakeholder Management Enterprise / Organization Project documents OPA EEF 13.3 Manage Stakeholder Engagement Stakeholder register 5.2 COLLECT Requirements 4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders 13.1 Identify Stakeholders S/H management plan *Project schedule *Stakeholder register.
- 19. Project management planProject management plan Life cycle selected how work will be executed HR (R&R, STF) Change management plan Need and techniques for communication Stakeholder registerStakeholder register S/H information Enterprise Environmental Factors: Enterprise Environmental Factors: organizational culture*, structure, political climate Organizational Process Assets: Organizational Process Assets: lessons learned database historical information OSO OCT 2013 *http://en.wikipedia.org/wiki/Organizational_culture
- 20. UNAWARE of project and potential impacts. Unaware: Aware & RESISTANT to change. Resistant: Aware yet NEITHER supportive NOR resistant. Neutral: Aware & SUPPORTIVE to change. Supportive: Aware & ACTIVELY engaged > P success. Leading: OSO OCT 2013 COMPARE CURRENT VS. PLANNED engagement level of all stakeholders The engagement level of the stakeholders can be classified as follows:
- 21. Stakeholder Unaware Resistant Neutral Supportive Leading Stakeholder 1 C D Stakeholder 2 C D Stakeholder 3 D C OSO OCT 2013
- 28. OSO OCT 2013 10.1 plan Communications management Communications management plan 13.3 Manage Stakeholder Engagement Enterprise / Organization Project documents OPA Project documents updates 13.4 Control Stakeholder Engagement Stakeholder management plan 4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders 13.2 Plan Stakeholder Management Issue log *Project schedule *Stakeholder register. 4.5 Perform Integrated Change Control Change log 9.4 Manage Project Team 10.3 Control Communications 4.2 Develop Project Management Plan Change requests Project management plan updates 1.3 1.1 1.2 1.4 3.1 3.43.3 3.2
- 29. OSO OCT 2013 13.3.1.1 Stakeholder management plan: • How stakeholders can be involved • methods & technologies ‐ communication • level of interactions of various stakeholders 13.3.1.2 Communications management plan: • communications requirements Information to be communicated • Reason for distribution of information • Person or groups who will receive information • Escalation process 13.3.1.3 Change log • document changes that occur during a project • Change & impacts communicated to the stakeholders 13.1.1.4 Organizational Process Assets: • Organizational communication requirements, • Issue management procedures, • Change control procedures, • Historical information about previous projects.
- 30. OSO OCT 2013 13.3.2.1 Communication methods: HOW, WHEN, and WHICH of identified communication methods are to be used 13.3.2.2 Interpersonal skills Building trust, Resolving conflict, Active listening Overcoming resistance to change. 13.3.2.3 Management skills Facilitate consensus toward project objectives, Influence people to support the project, Negotiate agreements to satisfy the project needs, and Modify organizational behavior to accept the project outcomes
- 31. 10.1.2 Plan Communications Management: Tools and Techniques 10.1.2.4 Communication methods several communication methods that are used to share information among project stakeholders. OSO OCT 2013 4 Plan Communications Management • 2+ • Multi‐dir • Efficient •meetings, phone calls, instant messaging, video conferencing Interactive distributed understood ? letters, memos, reports, emails, press releases, etc. Push large volumes intranet sites, e‐ learning, lessons learned databases, knowledge repositories, etc. Pull
- 32. Issue log • updated as new issues are identified and current issues are resolved Change requests • corrective or preventive actions to the project itself or to the interaction with the impacted stakeholders Project management plan updates • Stakeholder management plan • new or changed stakeholders requirements are identified • addressing concerns and resolving issues Project documents updates • stakeholder register : Organizational process assets updates • Stakeholder notifications • Project reports • Project presentations • Project records • Feedback from stakeholders • Lessons learned documentation OSO OCT 2013
- 33. MONITORING overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders. OSO OCT 2013 MAINTAIN or INCREASE the EFFICIENCY and EFFECTIVENES S of stakeholder engagement Inputs Project management plan Issue log Work performance data Project documents T&T Information management systems Expert judgment Meetings Outputs Work performance information Change requests Project management plan updates Project documents updates Organizational process assets updates
- 34. OSO OCT 2013 4.3 Direct & manage project works Work performance data 13.4 Control Stakeholder Engagement Project documents Issue log 4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders 13.3 Manage Stakeholder Engagement 4.2 Develop Project management plan Project management plan Change requests PM plan updates 4.5 Perform Integrated Change Control 4.4 Monitor & Control project works Work performance information Enterprise / Organization OPA Project schedule, Stakeholder register, Issue log, Change log, and Project communications Project documents updates Organizational process assets updates
- 35. Work performance data. •raw OBSERVATIONS and measurements during activities performed (%completed, start and finish dates) Work performance information. •The performance data COLLECTED from controlling processes •ANALYZED in context •INTEGRATED based on (forecasted ETC) Work performance reports. •The REPRESENTATION of work performance information compiled in project documents, intended to generate decisions (status reports)
- 36. • capture, store, and distribute information to stakeholders • consolidate reports from several systems and facilitate report distribution. • capture, store, and distribute information to stakeholders • consolidate reports from several systems and facilitate report distribution. Information Management Systems • ensure comprehensive identification • listing of new stakeholders, • reassessment of current stakeholders • ensure comprehensive identification • listing of new stakeholders, • reassessment of current stakeholders Expert Judgment • exchange and analyze information about stakeholder engagement• exchange and analyze information about stakeholder engagement Meetings OSO OCT 2013
- 37. OSO OCT 2013
- 39. Replacing old Street Lights ‐ Dusseldorf, Germany The municipal power utility in the German city of Dusseldorf recently started a project to replace 10,000 of the 17,000 gas street lights in use in the old city with the latest LED (”Light Emitting Diode”) Dusseldorf lamps, now admits to ‘making a mistake’ with the initial design, as many residents complained that the light from the new lamps was too cold, as compared to the soft glow of the original gas lights. Luckily, another useful characteristic of LED’s is their ability to produce different colours and hues, which can be used to imitate the old friendly glow. Lesson Learned: Get all stakeholders involved as soon as possible with your project design, as they might have concerns that never occurred to you.
- 40. EXAMPLE