IT Project Management Individual Assignment
IT Project Management
version 1.0
Diploma in Information Technology
Copyright © 2020 by Singapore Institute of Management Pte Ltd. All rights reserved.
Lesson 5: Project Integration Management - Part 2
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Lesson objectives
Explain project execution.
Discuss the relationship between project execution and project planning.
Discuss tools and techniques in managing project execution.
Describe the process of monitoring and controlling a project.
Understand the integrated change control process.
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Lesson objectives
Understand planning, managing changes, developing and using a change control system.
Explain the importance of developing and following good procedures for closing projects.
Describe how software can assist in project integration management.
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5.1 Project Execution
It involves taking the necessary actions to complete the activities in the project plan.
The products of the project are created during project execution, and it usually takes the most resources to accomplish this process.
Executing processes include coordinating people and other resources to carry out the various plans and create the products, services, or results of the project or phase.
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Examples of executing processes include:
Acquiring project team and resources to carry out various plans and tasks
Conduct procurement
Manage stakeholder expectations
Produce product, services, or results of the project or phase
Perform quality assurance (QA)
5.1 Project Execution
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Executing the project involves taking the necessary actions to complete the activities in the project plan.
The products of the project are created during project execution, and it usually takes the most resources to accomplish this process.
Executing processes include coordinating people and other resources to carry out the various plans and create the products, services, or results of the project or phase.
5.1 Project Execution
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5.2 Relationship between project execution & planning
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5.3 Tools & Techniques in Managing Project Execution
There are both manual & automated tools in project management. Commonly used techniques are:
PERT – Project Evaluation & Review Technique
CPM – Critical Path Method
Gantt Chart
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5.3.1 PERT
PERT is a statistical tool used in PM, which was designed to represent & analyse the tasks involved in the completion of a project.
It is a probabilistic model that is time driven.
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5.3.1 PERT
It uses 3 types of time estimates:
Optimistic time – Best possible time for completion of the activity.
Most likely time – Highest probabilistic time for completion of the activity.
Pessimistic time – Longest time for completion of the activity.
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5.3.1 PERT
The weighted average is calculated by the following formula:
Expected Time
= [Optimistic + (4 x Most Likely) + Pessimistic] / 6
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5.3.2 CPM
Critical path is the path with the longest duration in a project.
It determines the total duration required for completion of the project.
CPM is a deterministic model that is both time & cost-driven.
The amount of time that activity can be delayed without delaying the project is called as slack time.
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5.3.2 CPM
The critical path of the project determines the following four parameters for each activity, which are calculated using the expected time for relevant activities:
ES – Earliest Start
EF – Earliest Finish
LS – Latest Start
LF – Latest Finish
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5.3.2 CPM
Forward Pass:
The earliest start and finish time of each activity is determined with reference to predecessor activities in the network.
Backward pass:
The latest start and finish time of each activity is determined, which means the time where an activity can start and finish without any delay in the project.
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5.3.3 PERT & CPM
PERT & CPM help in the following:
Identifying the critical activities (no slack)
Identifying the non-critical activities (with slacks)
Establishing project completion timelines.
Deriving activities/tasks interdependencies
Identifying resource requirements & limitations.
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5.3.4 Gantt Chart
Used to show calendar time task assignments in days, weeks or months.
Uses graphic representations to show start, elapsed, and completion times of each task within a project.
Ideal for tracking or monitoring progress.
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5.3.4 Gantt Chart
The number of days required to complete a task that reaches a milestone can be compared with the planned or estimated number.
The actual workdays, from actual start to actual finish, are plotted below the scheduled days.
This information helps target potential timeline slippage or failure points.
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5.3.4 Gantt Chart
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5.4 Monitoring and Controlling
Measure progress against all plans
Take corrective actions when there is deviation
Ensure that progress meet project objectives
Ensure that the project meets stakeholders’ needs and quality standards
Reporting performance to stakeholders
Stakeholder can identify any necessary changes to keep project on track
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5.4 Monitoring and Controlling
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5.4 Monitoring and Controlling
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5.5 Integrated Change Control Process
It is reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plan; and communicating the decisions.
It reviews all requests for changes to project documents, deliverables, or the project management plan and determines the resolution of the change requests.
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5.5 Integrated Change Control Process
The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made without consideration of the overall project objectives or plans.
This process is performed throughout the project.
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5.6 Change Control System (CCS)
CCS is any implemented system that ensures the making of changes is not done arbitrarily, but rather is carefully considered and ultimately signed off by a responsible party.
It encompasses the specific elements of decision making to approve, reject, or postpone any changes.
Besides serving as established policy for the routine process of making changes, CCS should also provide for emergency changes which may arise.
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5.6 Change Control System (CCS)
Technically there are FOUR (4) change control systems:
Scope Change Control System: This is the most common, as most project changes affect the project scope first and foremost.
Cost Change Control System: When a scope change request is entertained then a corresponding concern is the cost of the scope change. It can be affected without changing the project scope when we consider how the cost of materials may change.
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5.6 Change Control System (CCS)
Schedule Change Control System: Scope changes can affect the project schedule as more deliverables may equate to more time needed to create them. Schedule changes can happen without affecting the project scope. Consider a delay by a supplier to ship the materials needed in a project.
Contract Change Control System: Contracts typically have provisions for allowing changes or additional items to be entered into the contracted work, but not always. Changes to the project scope may directly affect the contracted work so the contract change control system is enacted.
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5.7 Closing Process
It involves gaining stakeholder and customer acceptance of the final products and services and then bringing the project or project phase to an orderly end.
It includes verifying that all of the deliverables are complete, and it often includes final project report and presentation.
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5.7 Closing Process
Even though many IT projects are canceled before completion, it is still important to formally close any project and reflect on what can be learned to improve future projects.
It is also important to plan for and execute a smooth transition of the project into the normal operations of the company. Most projects produce results that are integrated into the existing organisational structure
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5.7 Closing Process
End the project efficiently
Archiving project files
Closing out contracts
Document lessons learned
Receiving formal acceptance of the delivered work from customers
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5.8 Software in project integration management.
According to a survey, 71% of organisations are using project management software.
A software serves as a platform that can provide instant visibility of what’s going on in the project, so the project team can pinpoint where integrations are needed and oversee them.
The software provides all the project information in one place.
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5.8 Software in project integration management.
It’s easy to see what’s been done, what’s being worked on, and what’s fallen behind — super useful if we want to see whether any tasks need some kind of integration to be completed.
It allows notes, comments, and information to be added to specific tasks, so that everyone knows what needs to happen.
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5.8 Software in project integration management.
Most software have interactive Gantt chart built-in to align all team members.
Outline all the project tasks and place them in phases. The tasks can be assigned to team members as needed via email.
It helps the team to manage their work in an efficient and transparent manner.
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Questions?
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