Chapter 4

Chapter 4:
Project Integration
Management
Information Technology
Project Management,
Eighth Edition
Note: See the text itself for full citations.

The Key to Overall Project Success:
Good Project Integration Management
 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
Information Technology Project

Management, Eighth Edition Copyright 2016 2
Project Integration Management
Processes
 1. Developing the project charter involves working
with stakeholders to create the document that
formally authorizes a project—the charter.
 2. Developing the project management plan
involves coordinating all planning efforts to create a

consistent, coherent document—the project
management plan.
 3. Directing and managing project work involves
carrying out the project management plan by

performing the activities included in it.

Project Integration Management
Processes (cont’d)
 Monitoring and controlling project work involves
overseeing activities to meet the performance
objectives of the project
 Performing integrated change control involves
identifying, evaluating, and managing changes

throughout the project life cycle.
 Closing the project or phase involves finalizing all
activities to formally close the project or phase.

Figure 4-1. Project Integration
Management Summary

What Went Wrong?
 The Surrey police force began looking into replacing its
criminal intelligence system in 2005, but the project was
finally cancelled in 2013, and the old system was replaced
with a much less expensive one used by thirteen other
forces
 The person in charge of the project would not take
responsibility for it
 An audit report said the project was beyond their in-house
capabilities and experience
 Organizations must make the right staffing/outsourcing
decisions

Strategic Planning and Project
Selection
 Strategic planning involves determining long-term
objectives, predicting future trends, and projecting
the need for new products and services
 Organizations often perform a SWOT analysis
◦ analyzing Strengths, Weaknesses, Opportunities, and

Threats
 As part of strategic planning, organizations
◦ identify potential projects
◦ use realistic methods to select which projects to work on
◦ formalize project initiation by issuing a project charter

Figure 4-2. Mind Map of a SWOT Analysis
to Help Identify Potential Projects

Figure 4-3. Information Technology
Planning Process

Best Practice
 A 2013 survey identified companies most admired for
their ability to apply IT-related business capabilities for
competitive advantage
 Best practices of these companies include:
◦ Customer-driven IT is essential
◦ IT can enable branding and customer recruitment
◦ Keep improving

Methods for Selecting Projects
 There are usually more projects than available
time and resources to implement them
 Methods for selecting projects include:
◦ 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
 It is often difficult to provide strong justification for
many IT projects, but everyone agrees they have
a high value
 “It is better to measure gold roughly than to count
pennies precisely”
 Three important criteria for projects:
◦ There is a need for the project
◦ There are funds available
◦ There’s a strong will to make the project succeed

Categorizing IT Projects
 One categorization is whether the project
addresses
◦ a problem
◦ an opportunity, or
◦ a directive
 Another categorization is how long it will take to
do and when it is needed
 Another is the overall priority of the project

Financial Analysis of Projects
 Financial considerations are often an important
consideration in selecting projects
 Three 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
 Net present value (NPV) analysis is a 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

 The higher the NPV, the better

Figure 4-4. Net Present Value
Example

Figure 4-5. JWD Consulting NPV Example
Note: See the template called business_case_financials.xls

NPV Calculations
 Determine estimated costs and benefits for the life
of the project and the products it produces
 Determine the discount rate (check with your
organization on what to use)
 Calculate the NPV (see text for details)
 Notes: Some organizations consider the
investment year as year 0, while others start in year
1. Some people entered costs as negative
numbers, while others do not. Check with your
organization for their preferences

Return on Investment
 Return on investment (ROI) is 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
or 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
 Another important financial consideration is
payback analysis
 The 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
 Payback occurs when the net cumulative
discounted benefits equals the costs
 Many organizations want IT projects to have a
fairly short payback period

Figure 4-6. Charting the Payback
Period

Weighted Scoring Model
 A weighted scoring model is a tool that 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
 The higher the weighted score, the better

Figure 4-7. Sample Weighted Scoring
Model for Project Selection

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 methodology that converts an organization’s value
drivers, such as customer service, innovation, operational
efficiency, and financial performance, to a series of defined
metrics
 See www.balancedscorecard.org for more
information

Developing a Project Charter
 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 signed charter is a key
output of project integration management

Inputs for Developing a Project
Charter
 A project statement of work
 A business case
 Agreements
 Enterprise environmental factors
 Organizational process assets, which include
formal and informal plans, policies, procedures,

guidelines, information systems, financial
systems, management systems, lessons learned,
and historical information

Table 4-1. Project Charter for the DNA-Sequencing Instrument
Completion Project

Table 4-1. Project Charter (cont.)

Developing a Project Management
Plan
 A project management plan is a 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 or 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

Table 4-2. Sample Contents for a Software
Project Management Plan (SPMP)

What the Winners Do
"The winners clearly spell out what needs to be done in a
project, by whom, when, and how. For this they use an
integrated toolbox, including PM tools, methods, and
techniques…If a scheduling template is developed and used
over and over, it becomes a repeatable action that leads to
higher productivity and lower uncertainty. Sure, using
scheduling templates is neither a breakthrough nor a feat.
But laggards exhibited almost no use of the templates.
Rather, in constructing schedules their project managers
started with a clean sheet, a clear waste of time.“*
*Milosevic, Dragan and And Ozbay. “Delivering Projects: What the Winners Do.”
Proceedings of the Project Management Institute Annual Seminars & Symposium
(November 2001).

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 because the products of the

project are produced during execution

Coordinating Planning and Execution
 Project planning and execution are intertwined
and inseparable activities
 Those who will do the work should help to plan the
work
 Project managers must solicit input from the team
to develop realistic plans

Providing Leadership and a
Supportive Culture
 Project managers must lead by example to
demonstrate the importance of creating and then
following good project plans
 Organizational culture can help project execution by
◦ providing guidelines and templates
◦ tracking performance based on plans
 Project managers may still need to break the rules
to meet project goals, and 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 remained unchanged in past few
years
 Organizations must make major cultural changes
to improve

Capitalizing on Product, Business,
and Application Area Knowledge
 It is often helpful for IT project managers to have
prior technical experience
 On small projects, the project manager may be
required to perform some of the technical work or

mentor team members to complete the projects
 On large projects, the project manager must
understand the business and application area of

the project

Project Execution Tools and
Techniques
 Expert judgment: Experts can help project managers and
their teams make many decisions related to project
execution
 Meetings: Meetings allow people to develop relationships,
pick up on important body language or tone of voice, and
have a dialogue to help resolve problems.
 Project management information systems: There are
hundreds of project management software products
available on the market today, and many organizations are
moving toward powerful enterprise project management
systems that are accessible via the Internet
 See the What Went Right? example of Kuala Lumpur’s
Integrated Transport Information System on p. 169

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
 A baseline is the approved project management
plan plus approved changes

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 Games began, the SLOC used a Primavera
software-based system with a cascading color-coded WBS to integrate

planning…The SLOC 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
 Three main objectives are:
◦ 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 Information
Technology Projects
 Former view: The project team should strive to do
exactly what was planned on time and within
budget
 Problem: Stakeholders rarely agreed up-front on
the project scope, and time and cost estimates

were inaccurate
 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
 A change control system is a formal, documented
process that describes when and how official
project documents and work may be changed
 Describes who is authorized to make changes and
how to make them

Change Control Board (CCB)
 A change control board is a formal group of
people responsible for approving or rejecting
changes on a project
 CCBs provide guidelines for preparing change
requests, evaluate change requests, and manage

the implementation of approved changes
 Includes stakeholders from the entire organization

Making Timely 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
◦ “48-hour policy” allows project team members to make
decisions, then they have 48 hours to reverse the
decision pending senior management approval
◦ Delegate changes to the lowest level possible, but keep
everyone informed of changes

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.
 Fortunately, a group called the 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

Configuration Management
 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
 See www.icmhq.com for more information

Table 4-3. Suggestions for Performing
Integrated Change Control

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 outputs include
◦ Final product, service, or result transition

◦ Organizational process asset updates

Using Software to Assist in Project
Integration Management
 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

Figure 4-8. Sample Portfolio
Management Software Screen
Source: www.projectmanager.com
Chapter Summary
 Project integration management involves
coordinating all of the other knowledge areas
throughout a project’s life cycle
 Main processes include
◦ Develop the project charter

◦ Develop the project management plan
◦ Direct and manage project execution
◦ Monitor and control project work
◦ Perform integrated change control
◦ Close the project or phase


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Chapter 4:

Note: See the text itself for full citations.

at the “big picture” and want to focus on too many

thing as software integration

Information Technology Project

involves coordinating all planning efforts to create a

carrying out the project management plan by

Information Technology Project

identifying, evaluating, and managing changes

activities to formally close the project or phase.

Information Technology Project

Information Technology Project

Information Technology Project

◦ analyzing Strengths, Weaknesses, Opportunities, and

Information Technology Project

Information Technology Project

Information Technology Project

Information Technology Project

Information Technology Project

Information Technology Project

Information Technology Project

financial value of projects:

Information Technology Project

financial value is a key criterion

Information Technology Project

Information Technology Project

Note: See the template called business_case_financials.xls

Information Technology Project

Information Technology Project

Information Technology Project

Information Technology Project

Information Technology Project

Information Technology Project

Information Technology Project

Information Technology Project

formal and informal plans, policies, procedures,

Information Technology Project

Information Technology Project

Information Technology Project

subsidiary parts of the overall project

Information Technology Project

Information Technology Project

Information Technology Project

Information Technology Project

project execution because the products of the

Information Technology Project

to develop realistic plans

Information Technology Project

Information Technology Project

Information Technology Project

required to perform some of the technical work or

understand the business and application area of

Information Technology Project

Information Technology Project

measuring, and disseminating performance

plan plus approved changes

Information Technology Project

software-based system with a cascading color-coded WBS to integrate

Information Technology Project

Information Technology Project