Silver State Health Insurance Exchange

9.

Integration Management Plan

9.1

Introduction

Integration Management is a Project Management Institute (PMI) Project Management Body of

Knowledge (PMBOK) discipline that focuses on ensuring that all project components are coordinated
effectively in order to achieve the projects goals and objectives. Integration management is a critical
aspect of large-scale information technology project execution, given the many interlocking activities and
work streams that must effectively come together to achieve project success. Project Integration
Management gets to the core of what project managers do. It involves bringing together many different
plans, activities, and team members into a cohesive project. The project manager is a key integration
point and often serves as the glue to hold the project together.
Integration Management spans across the following core processes and artifacts, which must be
cohesive and consistent with one another to support effective project operations:

Scope Definition and Management: The scope statement defines what is and what not part of the
project is. The Scope Management Plan outlines the key activities for managing the scope
throughout the duration of the project. This area of focus also includes the change management
process.

Work Plan/Schedule and Schedule Management: The project work plan/schedule identifies the key
tasks, activities, timelines, and resources defined for project execution. The Schedule Management
Plan identifies the activities for managing the schedule throughout the duration of the project.

Directing and Managing Project Execution: This includes Project Management Office (PMO)
activities to oversee project execution, as well as the coordination of delivery across various teams
and work streams.

Monitor and Control Project Work: The process of tracking, reviewing, and regulating the progress
to meet the performance objectives defined in the project management plan.

Perform Integrated Change Control: Closely related to scope management, this is the process of
reviewing all change requests, approving changes, and managing changes to the deliverables,
organizational process assets, project documents, and project management plan.

Communications: This includes establishing effective communication channels, roles and

responsibilities, and feedback loops. Communications also include defined processes and templates
for informal and formal reporting of metrics and other pertinent project data.

Close Project or Phase: The process of finalizing all activities across all of the project management
processes to formally complete the project or phase.

9.1.1

Purpose

In the project management context, integration includes characteristics of unification, consolidation,

articulation, and integrative actions that are crucial to project completion, successfully managing
stakeholder expectations, and meeting requirements. Integration in project management can become
particularly important where individual processes interact independently. In the course of managing the
project, for instance, the team will identify risks that have occurred and become issues, and will need to
be escalated to the appropriate stakeholders for resolution.This coordination effort might require an

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application of multiple stakeholders and project management plans, including risk and issue, change,
schedule, and communications management.
The goal of the Integration Management Plan is to establish a consistent, integrated process for initiating,
planning, executing, controlling, and closing the project. Effective integration management will require
that the Business Operations Solution (BOS) project management team achieve the following objectives:
1. During project startup, tailor, maintain, and execute project plans and processes
2. Establish, clearly communicate, and maintain the projects organizational structure
3. Involve all relevant project stakeholders (internal and external) in the definition, maintenance, and
execution of the projects management processes
4. Establish and maintain the projects technical and administrative environment
5. Integrate and coordinate all project plans and processes
6. During project shutdown, execute the projects plans and processes for closure activities

9.1.2

Scope

The scope of the Integration Management Plan encompasses all project management processes and
activities. As such, the execution of this plan spans the entire duration of the project from startup to
closure, applies to all project staff, and includes most project activities, including but not limited to the
following:

Project Management Planning and Project Operations

Deliverable and Work Product Development

Requirements Specification

Design Specification

Software Development

Environments (Development, Production, Testing, Training, etc.)

Test Plan/Test Scripts/Test Summary Report

Training Planning, Delivery, and Materials

Implementation Planning, Execution, and Materials

Technical Documentation

Project Assessment Documentation

Maintenance and Operations

Data Management

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9.1.3

Definitions

This section lists terms and acronyms specifically applicable to this document.
Table 9-1: Integration Management Terms and Acronyms

Term/Acronym

Definition

1.

BOS

Business Operations Solution

2.

CCB

Change Control Board. Consists of management leadership, group

leads, development managers, project leads, and other users are
often included. Responsible for reviewing, approving and rejecting
CRs.

3.

Microsoft EPM Solution

4.

PMBOK, Fourth Edition

A Guide to the Project Management Body of Knowledge (PMBOK

Guide) Fourth Edition. The industry-standard project management
approach documented by the Project Management Institute.

5.

PMP

Project Management Plan

6.

PMO

Project Management Office

7.

Quality Management

The overarching process area to proactively embed quality into

processes and work products and to evaluate adherence to quality
standards and requirements.

8.

Status Report

Status reports are produced on a regular basis and contain

documented progress as well as issues that have been escalated
up the chain of command.

Scope Statement

Defines the understanding of the scope of work. It may reference

the proposal and it should have a project-level organization chart
and high-level major milestones (e.g., start of project and end of
project dates).

Work Plan

A schedule that systematically identifies the tasks to be performed,

the resources assigned to perform each task, and any relevant
information regarding that task and its relationship to other tasks
within the project plan.

9.

10.

Project Management Plan

Provides schedule management tools for the project.

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9.2

Overview of the Integration Management Approach

The process steps for Integration Management align closely with A Guide to the Project Management
Body of Knowledge (PMBOK Guide) Fourth Edition process groups of initiate, plan, execute, control,
and close.
With the successful integration of administrative, supporting, and delivery processes, the following
activities may be ensured:

Management and coordination of activities in the project schedule

Reinforcing ownership and accountability at all requirement levels and making sure project conforms
to schedule and budget

Proving frequent and accurate status reporting and other communications

Establishing effective identification and reporting metrics that support decision-making and corrective
action planning

Figure 9-1: Integration Management Approach Overview

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9.3

Detailed Integration Management Approach

9.3.1 Conduct Project Start-up Activities

The project management team including the project manager and other key staff conduct project start-up
activities including ramping up staff, conducting orientation training and kick-off meetings, and tailoring
the quality management system to the needs and requirements of the project.

9.3.2 Develop Project Management Plan

The Project Management Plan (PMP) is actually a group of plans, processes, procedures, and tools used
to manage the project. The interconnected group of plans listed below provide the substantive guidance
and information for effective BOS project integration. To avoid redundancy, the details of each of these
plans is not discussed extensively in this Integration Management Plan.
The PMP includes the following management plans:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Scope Management Plan

Requirements Management Plan
Schedule Management Plan
Cost Management Plan
Quality Management Plan
Staffing Management Plan
Communication Management Plan
Configuration and Release Management Plan
Change Management Plan
Risk and Issue Management Plan

These plans, along with the baseline schedule and cost model are stored in the projects SharePoint
repository.

9.3.3 Execute Project

The project team performs work according to the project commitments and deliverable requirements.
Activities include the following:

Continually monitoring and controlling scope according to the Scope Management Plan
Tracking and reporting status regularly according to the commitments within the Communication
Management Plan
Preparing and submitting to the Exchange the deliverables needed to implement the BOS. These
deliverables are set forth in the project schedule, which captures and enables tracking of the progress
of the project
Staffing, training, and managing team members in accordance with the Staffing Management Plan
Generating project data for status reporting and metrics
Managing requirements definition, modifications, and adherence with respect to the design and
development of the BOS in alignment with the Requirements Management Plan
Issuing and completing change requests according to the Change Management Plan
Managing risks and issues proactively per the Risk and Issue Management Plan
Evaluating project progress and collecting lessons learned at regular intervals

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9.3.4 Monitor and Control Project Work

The project management team provides oversight of the project, making sure that issues are identified
and resolved, progress is measured and monitored, and that changes that affect project, cost, schedule,
and quality are managed. Activities include:

Measuring and recording project metrics

Monitoring the progress of planned and unplanned work according to the Schedule Management Plan
and schedule

Providing data to support progress reporting and forecasting

Monitoring expenditures per the Cost Management Plan
Monitoring implementation of approved changes per the Change Management Plan

9.3.5 Control Change

Change management activities are designed to manage changes to the project, and to keep
management aware of the impact of changes that occur throughout the project. The Change
Management Plan defines the standards and activities that must occur to manage changes to the project.
The change management process closely links to events and activities within the Configuration and
Release Management Plan and the Change Control Board (CCB).

9.3.6 Close Out Project

The Project shutdown procedure includes processes for accomplishing transition or project closure,
ensuring the fulfillment of commitments, obtaining lessons learned, and analyzing client satisfaction.

9.3.7

Outputs

The outputs and reports related to this process are as follows:

Project Management Plan

Status reports

Exchange BOS deliverables

Change requests

9.4

Integration Management Controls

The Xerox PMO and Quality Management (QM) team will have primary responsibility for ensuring the
project teams adherence to the expectations set forth in this plan. The Xerox PMO is responsible for
coordinating the project management activities referenced in this plan and will perform the duties noted in
the Roles and Responsibilites section below. The Xerox QM will provide guidance and feedback to the
PMO and other project stakeholders to help ensure all project lifecycle phases are delivered in
accordance with established standards, Exchange staff expectations, and contractual requirements. The
QM team will perform these duties in alignment with the responsibilities denoted below. In addition, the
QM team will execute quality control and assurance activities as described in chapter 13 of the Project
Management Plan Quality Management.

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The Xerox PMO will institute a variety of control mechanisms to facilitate project integration and help
ensure the success of the BOS effort. These controls include a wide range of items and mechanisms
including:

Status Reports

Status Meetings

Risk and Issue Logs

Work break down schedule

Schedule Forecasts

Staffing Forecasts

Financial Forecasts

Financial Controls and Procedures (e.g., time reporting, budget, budget to actual reports)

Contract Provisions and Oversight

Defect Management Procedures

Performance Measurement and Management

Lessons Learned Reviews

Scope Baseline

Change Control Process

Deliverable Expectation Documents

9.5

Roles and Responsibilities

To manage and support the integration management processes and activities for the Exchange BOS
Project, a variety of individuals and roles will be involved. The following sub-sections identify the roles, as
well as detailed responsibilities.

9.5.1

Roles

Support, execution, and oversight of integration management processes and activities include a wide
spectrum of roles, including the following.

Executive Steering Committee/Sponsors

Xerox PMO

Xerox Executive Account Manager

Independent Verification and Validation (IV&V) Team (Public Consulting Group)

Xerox Quality Management Lead and Team

Change Control Board

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Workstream Leads

9.5.2

Responsibilites

To complete the activities and processes in this management plan, the following responsibilities must be
assumed by the individuals and teams identified in the Roles section above. The Executive Steering
Committee determines how responsibilities are allocated to project resources and the PMO updates the
roles, responsibilities, and deliverables accordingly.
Table 9-2: Integration Management Responsibilities by Role

#
1.

2.

Role
Executive Steering
Committee/Sponsors

Xerox Project
Management Office

Project Management Plan

Description of Integration Management Responsibiliites

Provides oversight and execution of Project Management Plan

activities

Works with team members to apply assessment metrics to

issues, risks, and other project exceptions

Monitors project execution

Facilitates meetings between stakeholders and controlling

entities to resolve outstanding escalated issues that may
impact the project

Receives and reviews the status of project performance and

resolves any escalated issues

Has overall responsibility for the organization and

implementation at the project level

Responsible for receiving and reviewing the status of project

performance.

Resolves escalated issues

Provides execution of Project Management Plan activities

Manages identification and mitigation of project risks and

issues

Works with team members to apply assessment metrics to

issues, risks, and other project exceptions

Prepares project management plans, supporting documents,

and other deliverables

Monitors and assists in project execution according to scope

Facilitates meetings between stakeholders and controlling

entities to resolve outstanding escalated issues that may
impact the project

Receives and reviews the status of project performance and

resolves any escalated issues

Keeps the Xerox Project Management team and Exchange

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Role

Description of Integration Management Responsibiliites

informed of status of critical tasks

3.

4.

Xerox Executive Account

Manager

Independent Verification
and Validation (IV&V)
Team

Project Management Plan

Develops and facilitates internal project controls (e.g., status

reports, status meetings, risk and issue log, schedule
forecast, etc.)

Participates in the change request process

Facilitates the deliverable management and approval process

Establishes quality standards and metrics

Facilitates status and reporting meetings

Oversees project management activities and plan execution

Facilitates change requests/orders

Leads status meetings

Manages and resolve issues

Participates in deliverable review process

Manages deliverable review and acceptance process

Briefs Executive Steering Committee/Sponsors on project

progress and any issues and maintains accountability for
timely reporting and resolution

Serves as a point of contact for face-to-face interchange with

the Exchange

Responsible for oversight of the project from both a business

and financial perspective

Provides resources and guidance to the project

Has overall responsibility for the implementation and oversight

of project- or operations-level activities

Ensures all team members are properly trained and that

activities are conducted according to the process documented
in this plan

Oversees scheduling and coordination of project tasks.

Oversees the execution of project and delivery of solution to

the Exchange

Conducts reviews of the project

Identifies findings, deficiencies, risk, and recommendations for

remediation

Recommends corrective actions to project management

Provides independent risk tracking

Provides independent quality assurance management

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Role

5.

Description of Integration Management Responsibiliites

Xerox Quality
Management Lead and
Team

6.

Change Control Board

7.

Workstream Leads

9.6

Leads quality management in adherence to the activities and

procedures established in the Quality Management Plan

Provides assessments and guidance to project management

Participates in project management, joint status, steering

committee, and other meetings

Reviews project deliverables and work products to ensure

adherence to standards and Exchange expectations

Provides input to risk identification, management, and

mitigation

Manage authorization for changes to processes.

Responsible for reviewing, approving, and rejecting change

requests.

Board membership consists primarily of project leadership

Leads development of project deliverables

Compiles team status reports

Leads project track/thread status meetings

Participates in workstream lead and project management

meetings

Manages and resolve action items

Identifies and escalates risks and issues

Performs validation activities

Supports execution of project management processes

Adheres to quality standards and metrics

Provides guidance and feedback to project team members

regarding quality of work products, activities, and deliverables

Applicable Tools and Methods

The following table identifies the applicable tools and methods that will be used to execute project
management and integration activities.
Table 9-3: Integration Management Tools

Tool/Method

1.

Microsoft Office
SharePoint

Project Management Plan

Description
A repository used to retain artifacts. All stakeholders with
authorized access to the projects SharePoint site can
review the content of the projects artifacts.
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Tool/Method

2.

Microsoft EPM

A schedule management tool used for the project.

Microsoft Project Professional 2007, Microsoft Project
Server 2007.

3.

Microsoft Word

Used to produce work products and other documentation.

4.

Risk/Issue Log

A SharePoint database that captures and tracks risks and

issues.

5.

Action Items Log

A SharePoint database which captures open items or todo items which are not risks or issues.

6.

Status Report

Status reports are produced on a regular basis and

contain documented progress as well as issues that have
been escalated up the chain of command.

7.

Deliverable Expectations
Documents

A document that outlines the purpose,

sections/components, and schedule for a deliverable or
work product that is under development. The Deliverable
Expectations Document is developed prior to initiating
work on the deliverable. Agreement on the Deliverable
Expectations Document is designed to help set
expectations between the author and the reviewer,
including establishing approval criteria for the deliverable.

8.

Project Checklists

A variety of checklists will be utilized to evaluate project

quality specific to individual deliverables. For example, the
following items may be developed: project management
planning checklist, production environment checklist,
requirements specification checklist, design specification
checklist, test plans/test script checklist, training plan
checklist, training user manual checklist, implementation
plan checklist, knowledge transfer checklist,
implementation and go-live checklist.

9.

Project Templates

Other templates will be created by the project to facilitate

communication and standardization. Examples include a
standard working file template, standard report template,
etc. These templates will include standard project
headers, footers, fonts, and other elements.

10.

Project Style Guide

The Xerox PMO and Quality Management Team

developed an overarching style guide to facilitate the
standardization of work products and deliverables, and to
establish standards for acronyms, organizational
references, and other key terms and references.

9.7

Description

Standards

The following section identifies the applicable standards applied to the integration management process
for the Exchange. Adhering to these standards and diligently performing the activities they reference will
help to ensure effective integration across the Exchange BOS Project.

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Table 9-4: Applicable Standards and References

Standard

Plan Reference

Project team has a professional responsibility to its

stakeholders. A Guide to the Project Management Body
of Knowledge (PMBOK Guide) Fourth Edition)

Professional Responsibility

Project Management Institute members adhere to a code

of ethics; Project Management Professionals additionally
adhere to a professional code of conduct. (PMBOK
Guide Fourth Edition)

Professional Responsibility

Develop Project Management Plan, (PMBOK Guide

Fourth Edition)

2.3.3 Develop Project Management Plan

Direct and manage project execution per project

management plans and subsidiary work products,
(PMBOK Guide Fourth Edition)

2.3.4 Execute Project

Monitor and Control project work via project management

plans, (PMBOK Guide Fourth Edition)

2.3.5 Monitor and Control Project

Perform integrated change control, (PMBOK Guide

Fourth Edition)

2.3.6 Change Control

Close project or phase, (PMBOK Guide Fourth Edition)

2.3.7 Close out project

Involving the client during initiation improves probability of

shared ownership, deliverable acceptance, and client
satisfaction. Such acceptance is critical to project
success. (PMBOK Guide Fourth Edition)

See Project Start-up Procedure

Successfully meet client requirements. (PMBOK Guide

Fourth Edition)

See Project Start-up Procedure

Client satisfaction Understanding, evaluating, defining,

and managing expectations so that client requirements
are met. (PMBOK Guide Fourth Edition)

See Project Start-up Procedure

Provide resources for project start-up activities.

3.1 Roles and Responsibilities

3.3 Tools
See Project Start-up Procedure

Assign project start-up responsibilities.

3.1 Roles and Responsibilities

See Project Start-up Procedure

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Standard

Plan Reference

Train staff on project start-up activities, as required.

3.2 Training
See Project Start-up Procedure

Monitor and control the project start-up process.

2.3.4 Execute the Project

2.3.5 Monitor and Control Project Work

Establish a top-level Work Breakdown Structure (WBS) to

estimate the scope of the project.

See Project Start-up Procedure

Estimate the project effort and cost for the work products
and tasks based on estimation rationale.

See Project Start-up Procedure

Establish and maintain the projects budget and schedule.

See Project Start-up Procedure

Plan for resources to perform the project.

See Project Start-up Procedure

Plan for knowledge and skills needed to perform the

project.

See Project Start-up Procedure

Plan the involvement of identified stakeholders.

See Project Start-up Procedure

Establish and maintain the overall project plan content.

See Project Start-up Procedure

Review all plans that affect the project to understand

project commitments.

See Project Start-up Procedure

Adjust the project plan to reconcile available and

estimated resources.

See Project Start-up Procedure

Obtain commitment from relevant stakeholders

responsible for performing and supporting plan execution.

See Project Start-up Procedure

Establish and maintain the project's defined process.

See Project Start-up Procedure

Use the organizational process assets and measurement

repository for estimating and planning the projects
activities.

See Project Start-up Procedure

Establish and maintain the projects work environment

based on the organizations work environment standards.

See Project Start-up Procedure

Integrate the project using the project plan, other plans

that affect the project, and the projects defined process.

See Project Start-up Procedure

Plan for project start-up activities.

See Project Start-up Procedure

Define the projects system development lifecycle phases.

See Project Start-up Procedure

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