I attached the materials. 4 lessons learned are needed, two from the article and two from the powerpoint as specified in the instruction.

202009170113499781337101356_ppt_ch04.pptx

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Chapter 4: Project Integration Management

Information Technology Project Management, Eighth Edition

Note: See the text itself for full citations.

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Learning Objectives (1 of 2)

Describe an overall framework for project integration management as it relates to the other project management knowledge areas and the project life cycle

Discuss the strategic planning process and apply different project selection methods

Explain the importance of creating a project charter to formally initiate projects

Describe project management plan development, understand the content of these plans, and describe approaches for creating them

Explain project execution, its relationship to project planning, the factors related to successful results, and tools and techniques to assist in directing and managing project work

Learning Objectives (2 of 2)

Apply the principles of knowledge management to the various aspects of project integration

Describe the process of monitoring and controlling a project

Define the integrated change control process, relate this to the steps for planning for and managing changes on information technology (IT) projects, and create an appropriate change control system for a project that incorporates both

Explain the importance of developing and following good procedures for closing projects

Describe how software can assist in project integration management

Discuss considerations for agile/adaptive environments

What is Project Integration Management? (1 of 3)

Project managers must coordinate all of the other knowledge areas throughout a project’s life cycle

Many new project managers have trouble looking at the “big picture” and want to focus on too many details (See opening case for a real example)

Project integration management is not the same thing as software integration

What is Project Integration Management? (2 of 3)

Main processes

Developing the project charter

Developing the project management plan

Directing and managing project work

Monitoring and controlling project work

Performing integrated change control

Closing the project or phase

What is Project Integration Management? (3 of 3)

What Went Wrong?

Making sure people are paid is crucial to employee satisfaction

When a payroll system project doesn’t work, it is a disaster

Phoenix system project goal: reduce payroll processing overhead and staffing costs

One of the worst government-managed IT implementations ever

Civil servants paid through the system have been underpaid, overpaid, or not paid at all since its rollout began

Strategic Planning and Project Selection (1 of 3)

Strategic planning involves determining long-term objectives

Analyzing the strengths and weaknesses of an organization

Studying opportunities and threats in the business environment

Predicting future trends

Projecting the need for new products and services

SWOT analysis

Strengths, Weaknesses, Opportunities, and Threats

Identifying potential projects

Start of project initiation

Aligning IT with business strategy

Organization must develop a strategy for using IT to define how it will support the organization’s objectives

Strategic Planning and Project Selection (2 of 3)

Strategic Planning and Project Selection (3 of 3)

Best Practice

In 2017 Fortune released their Business by Design list, highlighting the 24 companies they believe are using technology and globalization to find their competitive advantage

Apple: great design and learning to ‘think different’

Dyson: robotics and artificial intelligence research

Samsung: budget brand

Capital One: reinvented itself as a software company and innovation incubator

Methods for Selecting Projects

Potential projects must be narrowed down

Methods for selecting projects

Focusing on broad organizational needs

Categorizing information technology projects

Performing net present value or other financial analyses

Using a weighted scoring model

Implementing a balanced scorecard

Focusing on Broad Organizational Needs

Projects that address broad organizational needs are much more likely to be successful because they will be important to the organization

Examples: improve safety or increase morale

Important criteria for selecting projects

Need

Funding

Will

Categorizing IT Projects

Categorizations

Respond to a problem, opportunity, or directive

How long it will take to do and when it is needed

Overall priority of the project

Performing Financial Analyses

Financial considerations are often an important consideration in selecting projects

Regardless of current economics

Primary methods for determining the projected financial value of projects

Net present value (NPV) analysis

Return on investment (ROI)

Payback analysis

Net Present Value Analysis (1 of 4)

Method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time

Projects with a positive NPV should be considered if financial value is a key criterion

Projects with higher NPVs are preferred

Net Present Value Analysis (2 of 4)

Net Present Value Analysis (3 of 4)

Net Present Value Analysis (4 of 4)

NPV calculations

Determine estimated costs and benefits for the life of the project and the products it produces

Determine the discount rate

Calculate the net present value

Important considerations

Some organizations refer to the investment year or years for project costs as Year 0 and do not discount costs in Year 0

Discount rate can vary, often based on the prime rate and other economic considerations

Costs can be entered as negative numbers and can be listed first (and then benefits)

Return on Investment

Calculated by subtracting the project costs from the benefits and then dividing by the costs

ROI = (total discounted benefits - total discounted costs) / discounted costs

The higher the ROI, the better

Many organizations have a required rate of return

Minimum acceptable rate of return on investment for projects

Internal rate of return (IRR) can by calculated by finding the discount rate that makes the NPV equal to zero

Payback Analysis (1 of 2)

Payback period is the amount of time it will take to recoup, in the form of net cash inflows, the total dollars invested in a project

Determines how much time will elapse before accrued benefits overtake accrued and continuing costs

Payback occurs when the net cumulative discounted benefits equals the costs

Many organizations have requirements for the length of the payback period of an investment

Payback Analysis (2 of 2)

Using a Weighted Scoring Model (1 of 2)

Provides a systematic process for selecting projects based on many criteria

Identify criteria important to the project selection process

Assign weights (percentages) to each criterion so they add up to 100%

Assign scores to each criterion for each project

Multiply the scores by the weights and get the total weighted scores

Using a Weighted Scoring Model (2 of 2)

Implementing a Balanced Scorecard

Drs. Robert Kaplan and David Norton developed this approach to help select and manage projects that align with business strategy

A balanced scorecard is a strategic planning and management system that helps organizations align business activities to strategy, improve communications, and monitor performance against strategic goals

Developing a Project Charter (1 of 2)

After deciding what project to work on, it is important to let the rest of the organization know

A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management

Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project

A project charter is a key output of the initiation process

Developing a Project Charter (2 of 2)

Inputs for developing a project charter

Business case

Benefits management plan

Agreements

Enterprise environmental factors

Organizational process assets

Developing a Project Management Plan

Document used to coordinate all project planning documents and help guide a project’s execution and control

Plans created in the other knowledge areas are subsidiary parts of the overall project management plan

Common elements of a project management plan

Introduction/overview of the project

Description of how the project is organized

Management and technical processes used on the project

Work to be done

Schedule and budget information

References to other project planning documents

Using Guidelines to Create Project Management Plans

Major Section Headings	Section Topics
Overview	Purpose, scope, and objectives; assumptions and constraints; project deliverables; schedule and budget summary; evolution of the plan
Project Organization	External interfaces; internal structure; roles and responsibilities
Managerial Process Plan	Start-up plans (estimation, staffing, resource acquisition, and project staff training plans); work plan (work activities, schedule, resource, and budget allocation); control plan; risk management plan; closeout plan
Technical Process Plans	Process model; methods, tools, and techniques; infrastructure plan; product acceptance plan
Supporting Process Plans	Configuration management plan; verification and validation plan; documentation plan; quality assurance plan; reviews and audits; problem resolution plan; subcontractor management plan; process improvement plan

Source: IEEE Standard 1058–1998.

Table 4-3 Sample contents for the IEEE software project management plan (SPMP)

Directing and Managing Project Work

Involves managing and performing the work described in the project management plan

The majority of time and money is usually spent on execution

The application area of the project directly affects project execution

Products of the project are produced during the execution phase

The project manager needs to focus on leading the project team and managing stakeholder relationships to execute the project management plan successfully

Project resource management, communications management, and stakeholder management are crucial to a project’s success

Coordinating Planning and Execution

Project planning and execution are intertwined and inseparable activities

The main function of creating a project management plan is to guide project execution

Those who will do the work should help to plan the work

All project personnel need to develop both planning and executing skills, and they need experience in these areas

Providing Strong Leadership and a Supportive Culture

Project managers must lead by example

Demonstrate the importance of creating and then following good project plans and following them in project execution

Organizational culture can help project execution

Providing guidelines and templates

Tracking performance based on plans

Project managers may still need to break the rules to meet project goals

Senior managers must support those actions

What Went Right?

2015 PMI report found that only 12 percent of organizations were considered to be high performers

Percentage has remained unchanged

Organizations must make major cultural changes to improve

Make sure everyone fully understands the value of project management

Require executive sponsors are fully engaged on projects and programs

Align projects to the organization’s strategy

Capitalizing on Product, Business, and Application Area Knowledge

It is often helpful for IT project managers to have prior technical experience

Small projects: the project manager may be required to perform some of the technical work or mentor team members to complete the projects

Large projects: the project manager must understand the business and application area of the project

Project Execution Tools and Techniques

Project managers can use specific tools and techniques to perform activities that are part of execution processes

Expert judgment

Meetings

Project management information systems

Managing Project Knowledge

Basic types of knowledge

Explicit knowledge: easily explained using words, pictures, or numbers and is easy to communicate, store, and distribute

Tacit knowledge: difficult to express and highly personal

Knowledge management should be done before, during, and after projects are completed

Often very difficult to accomplish

Advice for Young Professionals

Many college students excel in this area based on their experiences doing rigorous coursework

To stand out in your job, consider volunteering to be in charge of creating your project team’s lessons-learned register

Monitoring and Controlling Project Work

Changes are inevitable on most projects, so it’s important to develop and follow a process to monitor and control changes

Monitoring project work includes collecting, measuring, and disseminating performance information

The project management plan provides the baseline for identifying and controlling project changes

A baseline is a starting point, a measurement, or an observation that is documented so that it can be used for future comparison.

Media Snapshot

The 2002 Olympic Winter Games and Paralympics took five years to plan and cost more than $1.9 billion

PMI awarded the Salt Lake Organizing Committee (SLOC) the Project of the Year award for delivering world-class games

Four years before, the SLOC used a Primavera software-based system with a cascading color-coded WBS to integrate planning

Also used an Executive Roadmap, a one-page list of the top 100 Games-wide activities, to keep executives apprised of progress

Activities were tied to detailed project information within each department’s schedule

A 90-day highlighter showed which managers were accountable for each integrated activity

Fraser Bullock, SLOC Chief Operating Officer and Chief, said, “We knew when we were on and off schedule and where we had to apply additional resources. The interrelation of the functions meant they could not run in isolation—it was a smoothly running machine.”*

*Foti, Ross, “The Best Winter Olympics, Period,” PM Network (January 2004) 23

Performing Integrated Change Control

Main objectives

Influencing the factors that create changes to ensure that changes are beneficial

Determining that a change has occurred

Managing actual changes as they occur

Change Control on IT Projects

Former view: the project team should strive to do exactly what was planned on time and within budget

Problem: project teams could rarely meet original project goals

Modern view: project management is a process of constant communication and negotiation

Solution: changes are often beneficial and the project team should plan for them

Change Control System (1 of 3)

Formal, documented process that describes when and how official project documents and work may be changed

Describes who is authorized to make changes, paperwork required for these changes, and any automated or manual tracking systems the project will use

Change control board (CCB) is a formal group of people responsible for approving or rejecting changes on a project

Provide guidelines for preparing change requests, evaluate change requests, and manage the implementation of approved changes

Some CCBs only meet occasionally, so it may take too long for changes to occur

Some organizations have policies in place for time-sensitive changes

Change Control System (2 of 3)

Configuration management ensures that the descriptions of the project’s products are correct and complete

Involves identifying and controlling the functional and physical design characteristics of products and their support documentation

Configuration management specialists identify and document configuration requirements, control changes, record and report changes, and audit the products to verify conformance to requirements

Change Control System (3 of 3)

View project management as a process of constant communication and negotiation.

Plan for change.

Establish a formal change control system, including a change control board (CCB) and IT steering committee.

Use effective configuration management.

Define procedures for making timely decisions about smaller changes.

Use written and oral performance reports to help identify and manage change.

Use project management software and other software to help manage and communicate changes.

Focus on leading the project team and meeting overall project goals and expectations.

Table 4-4 suggestions for performing integrated change control

Global Issues

Rapid changes in technology, such as the increased use of mobile roaming for communications, often cause governments around the world to take action

Incompatible hardware, software, and networks can make communications difficult in some regions, and a lack of competition can cause prices to soar

Organisation for Economic Co-operation and Development (OECD) promotes policies that will improve the economic and social well-being of people around the world

In February 2012, the OECD called upon its members’ governments to boost competition in international mobile roaming markets

By the end of 2013, wireless broadband penetration grew to 72.4% in the OECD area

Closing Projects or Phases

To close a project or phase, you must finalize all activities and transfer the completed or cancelled work to the appropriate people

Main inputs are the project charter, project management plan, project documents, accepted deliverables, business documents, agreements, procurement documentation, and organizational process assets

Main tools and techniques are expert judgment, data analysis, and meetings

Using Software to Assist in Project Integration Management (1 of 2)

Several types of software can be used to assist in project integration management

Documents can be created with word processing software

Presentations are created with presentation software

Tracking can be done with spreadsheets or databases

Communication software can facilitate communications

Project management software can pull everything together and show detailed and summarized information

Using Software to Assist in Project Integration Management (2 of 2)

Considerations for Agile/Adaptive Environments

Iterative and agile approaches promote the engagement of team members

Expectations of the project manager do not change in an adaptive environment, but control of the detailed product planning and delivery is delegated to the team

Project managers using any product life cycle should focus on creating a collaborative decision-making environment and providing opportunities for team members to develop additional skills

Chapter Summary

Project integration management ties together all the other areas of project management

Primary focus should be on project integration management

Main processes

Develop the project charter

Create an assumption log

Develop the project management plan

Direct and manage project execution

Manage project knowledge

Monitor and control project work

Perform integrated change control

Close the project or phase