MIT422 – Technology and Project Management

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Project Integration Management

Project Integration Management

At the end of the module the student is expected to:
1. Define Integration Management and its importance to Project
Management.
2. Enumerate and understand the different stages of Project Integration.
3. Define Strategic planning.
4. Enumerate the importance of setting strategic plan.
5. Understand the different levels of business strategies.
6. Understand SWOT Analysis and its importance.
7. Understand NPV, ROI, Payback Analysis, Weighted Scoring Method,
Balance Scorecard.
8. Understand a project plan.

Introduction
Project Integration Management includes the processes required to ensure
that the various elements of the project are properly coordinated. It involves
making trade-offs among competing objectives and alternatives in order to
meet or exceed stake-holder needs and expectations. Project integration
ensures that all the elements of a project come together at the right times to
complete a project successfully.
Integration management is a collection of processes required to ensure that
the various elements of the projects are properly coordinated. It involves
making trade-offs among competing objectives and alternatives to meet or
exceed stakeholder needs and expectations
(https://en.wikibooks.org/wiki/Project_Management/PMBOK/Integration_
Management).
According to PMBOK Guide, fifth edition, there are six phases that are
involved in project integration management. This includes: Developing the
project charter, Developing the project management plan, Directing and
managing project work, monitoring and controlling project work, performing
integrated change control and closing the project.

Course Module
Project Integration Management

Figure 1. Project Integration Management

1. Developing the project charter involves working with stakeholders to

create the document that formally authorizes a project—the charter.
The project charter formally authorizes the project. The project sponsor,
external to the PM organizations issues the Charter.
Reasons for projects
 Market demand
 Business need
 Customer request
 Technology advance
 Legal requirements
 Social needs
Guide for Project Charter

Figure 2. Project Charter Input and Output

2. Developing the project management plan involves coordinating all

planning efforts to create a consistent, coherent document—the project
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Project Integration Management

management plan. The project management plan can be in summary or

detailed and usually include subsidiary plans.
Subsidiary plans include: scope management plan, cost management plan,
quality management plan, process improvement plan, staffing
management plan, communication management plan, risk management
plan and procurement management plan.

Figure 3. Development management plan input and output

3. Directing and managing project work involves carrying out the project
management plan by performing the activities included in it. The outputs
of this process are deliverables, work performance information, change
requests, project management plan updates, and project documents
updates.
Activities include:
 Perform activities to accomplish project requirements
 Create project deliveries
 Staff, train and manage the project management team
 Obtain, manage and use resources
 Establish and maintain project channels
 Generate project data to facilitate project forecasting
 Issue change request and adapt these changes into the project
 Manage risk
 Manage sellers and suppliers
 Collect and document lesson learned

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Figure 4. Directing and managing project work input and output.

4. Monitoring and controlling project work involves overseeing activities to

meet the performance objectives of the project. The outputs of this
process are change requests, project management plan updates, and
project documents updates. This process is concern with:
 Comparing actual performance against the project management plan.
 Assessing performance
 Analyzing, tracking and monitoring skills
 Maintaining an information base concerning the project project
 Information for reporting

Figure 5. Monitoring and controlling project work input and output

5. Performing integrated change control involves identifying, evaluating,

and managing changes throughout the project life cycle. The outputs of
this process include change request status updates, project management
plan updates, and project documents updates. Change may be approved,
rejected or deferred. Changes affecting the baseline should be approved
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Project Integration Management

by a Change Control Board. The project manager may be authorized to

approve other changes.

Figure 6. Performing integrated change control input and output

6. Closing the project or phase involves finalizing all activities to formally

close the project or phase. Outputs of this process include final product,
service, or result transition and organizational process assets updates.
Closure procedures are as follows:
 Identifies activities required to close project
 Collect project record
 Analyze project success or failure
 Gather lessons learned
 Archive project information

Figure 7. Closing the project input and output.

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Strategic Planning
Successful leaders look at the big picture or strategic plan of the organization
to determine what types of projects will provide the most value. Knowing
these details will help organization in delivery quality projects.
What is strategic planning, strategic planning involves determining long-
term objectives, predicting future trends and projecting the need for new
products and services.
Strategic planning is a management task concerned with the growth and
future of the business enterprise.
Strategic Planning helps to:
 Map out where the company will go.
 Create a framework for corporate decision-making.
 Define objectives as well as methodologies for achieving them.
 Ensure that opportunities are chosen widely.
 Ensure best utilization of resources.
 Build competitive advantages and core competencies.

Strategy at Different Levels of a Business

There are three main levels of business strategy:
 Corporate Strategy
 Business Unit Strategy
 Operational Strategy

Figure 8. Business strategies

Corporate Strategy
It means the overall scope and direction of a corporation and the way in
which its various business operations work together to achieve particular
goals.

Business Unit Strategy

The guiding principles and planned objectives set by management to be
followed by an autonomous division of a company.
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A separate business unit strategy for each division will often be prepared and
used by larger companies that have considerably different objectives among
their various divisions.
Looks at the organization of the business, and how it contributes to the
achievement of the goals of the business.

SWOT Analysis
Most organization uses SWOT analysis for strategic planning, SWOT stands
for Strengths, Weaknesses, Opportunities and Threats.

Figure 9. SWOT analysis

Strengths: characteristics of the business or project that give it an advantage

over others.
Weaknesses: characteristics that place the business or project at a
disadvantage relative to others.
Opportunities: elements that the business or project could exploit to its
advantage
Threats: elements in the environment that could cause trouble for the
business or project
SWOT analysis is a powerful model for many different situations. The SWOT
tool is not just for business and marketing. Here are some examples of what a
SWOT analysis can be used to assess:
 a company (its position in the market, commercial viability, etc)
 a method of sales distribution
 a product or brand
 a business idea
 a strategic option, such as entering a new market or launching a new
product
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  a opportunity to make an acquisition
 a potential partnership
 changing a supplier
 outsourcing a service, activity or resource
 project planning and project management
 an investment opportunity
 personal financial planning
 personal career development - direction, choice, change, etc.
 education and qualifications planning and decision-making
 life-change - downshifting, relocation,
 relationships, perhaps even family planning?

Figure 10. Different subjects that can be use in SWOT Analysis

Performing Net Present Value Analysis, Return on Investment, and Payback

Analysis
Many organization requires approve budget before a project will push. The
following are methods use for computing cost of a project: Net Present Value
(NPV), Return Of Investment (ROI), and payback analysis.
Net Present Value (NPV) – 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.
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An organization should consider only projects with a positive NPV if financial

value is a key criterion for project selection. A positive NPV means that the
return from a project exceeds the cost of capital—the return available by
investing the capital elsewhere. Projects with higher NPVs are preferred to
projects with lower NPVs, if all other factors are equal.
Formula to compute NPV.
𝑁𝑃𝑉 = [(𝑃𝑉𝐼𝐹(𝑖%, 1 𝑦𝑟) ∗ 𝐶𝐹1) + (𝑃𝑉𝐼𝐹(𝑖%, 2 𝑦𝑟𝑠) ∗ 𝐶𝐹2)
+ (𝑃𝑉𝐼𝐹(𝑖%, 3 𝑦𝑟𝑠) ∗ 𝐶𝐹3) + (𝑃𝑉𝐼𝐹(𝑖%, 4 𝑦𝑟𝑠) ∗ 𝐶𝐹4) + ⋯
+ (𝑃𝑉𝐼𝐹(𝑖%, 𝑛 𝑦𝑟𝑠) ∗ 𝐶𝐹𝑛)] − 𝐼𝑂
where
𝐼𝑂 = 𝑝𝑟𝑜𝑗𝑒𝑐𝑡 ′ 𝑠 𝑖𝑛𝑖𝑡𝑖𝑎𝑙 𝑐𝑎𝑠ℎ 𝑙𝑎𝑦𝑜𝑢𝑡
𝑖 = 𝑡ℎ𝑒 𝑑𝑖𝑠𝑐𝑜𝑢𝑛𝑡 𝑟𝑎𝑡𝑒
𝐶𝐹 = 𝑐𝑎𝑠ℎ 𝑖𝑛𝑓𝑙𝑜𝑤 𝑑𝑢𝑟𝑖𝑛𝑔 𝑡ℎ𝑒 𝑦𝑒𝑎𝑟
𝑛 = 𝑝𝑟𝑜𝑗𝑒𝑐𝑡 ′ 𝑠 𝑙𝑖𝑓𝑒 𝑖𝑛 𝑦𝑒𝑎𝑟𝑠
Example 1:
Say a project has a life of 4 years and an initial cost of $50,000. It generates
cash inflow of $10,000 in the first year of operations, $15,000 in the second
year of operations, and $20,000 and $25,000 in the third and fourth years
respectively. The discount rate is 5%. In this scenario, the cash inflows must
be treated as individual amounts. NPV = PVIF(5%, 1 yr) * 10,000 + PVIF(5%,
2 yrs) * 15,000 + PVIF(5%, 3 yrs) * 20,000 + PVIF(5%, 4 yrs) * 25,000 -
50,000 = 9,524 + 13,605 + 17,277 + 20,568 - 50,000 = $10,974. Because the
NPV is greater than or equal to zero, the best decision for the firm is to accept
the project and pay the $50,000 outlay for the project's cost.
Example 2:
Say a project has a life of 6 years and an initial cost of $60,000. It generates
cash inflow of $10,000 in each and every year of operations. The discount
rate is 5%. In this scenario, the cash inflows can be treated as an annuity.
NPV = PVIFA(5%, 6 yrs) * 10,000 - 60,000 = 50,757 - 60,000 = $9,243.
Because the NPV is less than zero, the best decision for the firm is to reject
the project and not pay the $60,000 outlay for the project's cost.
Example 3:
A project with a 3 year life and a cost of $45,000 generates cashflow of
$20,000 in its first year of operations, $18,000 in its second year, and
$15,000 in its third and last year. The discount rate is 6%. Should the project
be accepted or rejected?
The NPV = PVIF(6%, 1 yr) * 20,000 + PVIF(6%, 2 yrs) * 18,000 + PVIF(6%, 3
yrs) * 15,000 - 45,000 = 18,868 + 16,020 + 12,594 - 45,000 = $2,482. Because
the NPV is greater than or equal to zero, the best decision for the firm is to
accept the project and pay the $45,000 outlay for the project's cost.
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 Example 4:
A project with a 3 year life and a cost of $45,000 generates cashflow of
$20,000 in its first year of operations, $18,000 in its second year, and
$15,000 in its third and last year. The discount rate is 12%. Should the
project be accepted or rejected?
The NPV = PVIF(12%, 1 yr) * 20,000 + PVIF(12%, 2 yrs) * 18,000 +
PVIF(12%, 3 yrs) * 15,000 - 45,000 = 17,857 + 14,349 + 10,677 - 45,000 =
$2,117. Because the NPV is less than zero, the best decision for the firm is to
reject the project and not pay the $45,000 outlay for the project's cost.
Example 5:
A project with a 8 year life and a cost of $110,000 generates cashflow of
$20,000 in each and every year of operations. The discount rate is 6%.
Should the project be accepted or rejected?
The NPV = PVIFA(6%, 8 yrs) * 20,000 - 110,000 = 124,196 - 100,000 =
$14,196. Because the NPV is greater than or equal to zero, the best decision
for the firm is to accept the project and pay the $100,000 outlay for the
project's cost.
Example 6:
A project with a 8 year life and a cost of $110,000 generates cashflow of
$20,000 in each and every year of operations. The discount rate is 12%.
Should the project be accepted or rejected?
The NPV = PVIFA(6%, 12 yrs) * 20,000 - 110,000 = 99,353 - 110,000 =
$10,647. Because the NPV is less than zero, the best decision for the firm is to
reject the project and not pay the $110,000 outlay for the project's cost.

Return of Investment
This is an equation that measures the efficiency of an investment. Return on
investment (ROI) is the result of subtracting the project costs from the
benefits and then dividing by the costs. For example, if you invest P100 today
and next year it is worth P110, your ROI is (P110 - 100)/100 or 0.10 (10
percent). Note that the ROI is always a percentage. It can be positive or
negative. It is best to consider discounted costs and benefits for multi-year
projects when calculating ROI.
(𝐺𝑎𝑖𝑛𝑠 − 𝐶𝑂𝑆𝑇)
𝑅𝑂𝐼 =
𝐶𝑂𝑆𝑇
(516,000 − 243,200)
𝑅𝑂𝐼 = = 112%
243,200
The higher the ROI, the better. And ROI of 112% is outstanding.
Example 1:
If you buy 20 shares of Joe's Pizza for $10 a share, your investment cost is
$200. If you sell those shares for $250, then your ROI is ($250-200)/$200 for
a total of 0.25 or 25%.
Example 2:
Gains = 535,000 and cost = 400,000. What is ROI?
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ROI = (535,000 – 400,000)/400,000

135,000/400,000 = 0.34 X 100 = 34%
Example 3:
Gains = 3,640 and cost =1,880. What is ROI?
ROI = (3,640 – 1,880)/1,880
1,760/1880 = 0.94 X 100 = 94%
Example 4:
A business purchases a new form of IT system for 500,000. Because of this
purchase the company begins earning 50,000 a year. Find the ROI for the
first year.
ROI = 50,000 – 500,000 / 500,000
ROI = -450,000/500,000
ROI = -0.9 x 100 = -90%
If you notice the ROI for this example is a negative value. What does negative
ROI means. It simply means that the project has lost money.

Payback Analysis
Payback Analysis the amount of time it will take to recoup the total dollars
invested in a project, in terms of net cash inflows. In other words, payback
analysis determines how much time will elapse before accrued benefits
overtake accrued and continuing costs. Payback occurs when the net
cumulative benefits equal the net cumulative costs, or when the net
cumulative benefits minus costs equal zero.
Example 1:
If a company invests P300,000 in a new production line, and the production
line then produces cash flow of P100,000 per year, then the payback period
is 3.0 years (300,000 initial investment / 100,000 annual payback). An
investment with a shorter payback period is considered to be better, since
the investor's initial outlay is at risk for a shorter period of time.

Weighted Scoring Method

Weighted Scoring is a technique for putting a semblance of objectivity into a
subjective process. Using a consistent list of criteria, weighted according to
the importance or priority of the criteria to the organization, a comparison of
similar “solutions” can be completed. These criteria can include factors such
as meeting broad organizational needs; addressing problems, opportunities,
or directives; the amount of time needed to complete the project; the overall
priority of the project; and projected financial performance of the project.

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Advantage of using weighted scoring method
1. Address different factors, such as the IT systems functionality and the
cost of the IT systems.
2. Different types of scales can be used for the various factors.
3. Can be used by individuals or groups.
4. It is easy to calculate.

Disadvantage of using weighted scoring method

1. It is subjective.
2. Time consuming – decision factor and evaluation scales must be
developed and each alternative must be compared against each
evaluation scale.
3. Weighted scoring method not plainly account for uncertainty.

Steps in creating weighted scoring model

1. Identify criteria that are important to the project selection model.
2. Assign a weight to each criterion based on its importance to the
project. Weights are based on percentage; it must have a total of
100%. Assign numerical score to each criterial ranges from 0 to 100.
3. Map scales for decision factor into scores.
4. Scores each criteria / decision factor. Multiply the scores by weight
and sum the weight of scores. The higher the weighted score, the
better.

Figure 11. weighed scoring model

After assigning weights for the criteria and scores for each project, you
calculate a weighted score for each project by multiplying the weight for each
criterion by its score and adding the resulting values. Let us now compute the
value
25% * 90. +15% * 70 +15% * 50 + 10% * 25 + 5% + 20 * 20% + 50 +10% * 20
= 56
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Example
A firm decided to buy an inventory management system. There are four
different suppliers to consider.
Step 1: Define the criteria / decision factor
The following could be considered in purchasing the inventory system.
1. Cost – price, maintenance fee, training cost.
2. Supplier – vendor reputation, vendor stability
3. Functionality – User interface, modifiability
4. User Services – training services, warranty
Step 2: Assign level of importance and weight to the criteria / decision factor

Factor Weight

COST 30%

SUPPLIER 10%

FUNCTIONALITY 40%

USER SERVICES 20%

TOTAL 100%

Step 3: Map scales for decision factor into scores

A scale of some types allows the decision maker to rate the factors of each
option. Scales can be created in a variety of forms.

Figure 12. Evaluation scale for cost

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 Evaluation scale for Evaluation scale for Evaluation scale for
supplier functionality user services

Step 4: Score each decision factor for each alternative, multiply the score by
its weight, and sum the weighted scores.

Balance Scorecard - is a management system that maps an organization's

strategic it align business activities to the vision and strategy of the
organization, improve internal and external communications, and monitor
organization performance against strategic goals. The following are the of
Balance Scorecard perspectives:
1. The Financial Perspective
2. The Customer Perspective
3. The Internal Process Perspective
4. The Learning & Growth Perspective
It was originated by Drs. Robert Kaplan (Harvard Business School) and David
Norton in the early 1990s as a performance measurement the balance
scorecard framework that added strategic non-financial performance
measures to traditional financial metrics to give managers and executives a
more 'balanced' view of organizational performance.
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Figure 13. Balance Scorecard framework

Advantages
1. Quantitative each perspective into measurable parameters.
2. To overcome the short-term behavior of the financial assessment.
3. It is Flexible, some methods (EX. Weighted Scoring Method) can be
applied to the BSC concept.
Disadvantages
1. Implementation of the balanced scorecard takes much time and effort.
2. Hard to get automation.
3. Should be updated frequently.
4. Actually, performance measures are difficult to be confirmed.
Balance Scorecard perspectives:
1. The Financial Perspective - Tracks your financial requirements and
performance.
 Operation Growth and Mixed
 Cost Declined, Productivity Increased
 Assets Used and Investment Strategy
2. The Customer Perspective - Measures your customers' satisfaction and
their performance requirements — for your organization and what it
delivers, whether it's products or services.
 Market Share Ratio
 Acquirement of Customers
 Continuation of Customers
 Satisfaction of Customers
 Profitability of Customers

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3. The Internal Process Perspective - Measures your critical-to-customer
process requirements and measures.
 Innovation Process
 Operation Process
 Customer Service Process
4. The Learning & Growth Perspective - Focuses on how you educate your
employees, how you gain and capture your knowledge, and how you use
it to maintain a competitive edge within your markets.
 The ability of Employee
 The ability of Information systems
 Incentive, Authority and Fitness
These four legs have to be measured, analyzed, and improved together —
continuously — in order for your business to thrive

Metrics
Within each of perspective, usually define the following:
 Objectives - what the strategy is to achieve in each perspective.
 Measures - how progress for that particular objective will be
measured.
 Targets - the target value sought for each measure.
 Initiatives - what will be done to facilitate the reaching of the target.
How to use BSC method?
Step 1: Confirm the mission - Confirm which perspective company
focuses on.
Step 2: Define Objectives - Objectives should be defined to support
each perspective.
Step 3: Construct the Strategy Map - Illustrates how the organization plan to
achieve its mission and vision.
Step 4: Initiatives - Initiations should be listed to understand how to reach
the goals.
Step 5: Apply Weighted Scoring Method to BSC - According to the four
perspectives, assign weights, scores of value and get the sum of weighted
scores.
Step 6: Make a decision - Compare, select and implement
Example
A manager in XX Company is making a purchasing decision, which project
should be accepted?
XX Company’s Mission:
To find, attract, and win new clients, nurture and retain those the company
already has.
Meet all the customer’s needs
XX Company Balanced Scorecard
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Because the sum of weighted scores 61>47.25, the project 1 is better.

Developing a Project Charter

The Project Charter identifies the project vision, targets, range, organization
and execution plan. It helps you to fix the direction for the project and get
buy in from your stakeholders as to how the project will be prepared and
accomplished. It will also assist you to control the scope of your project, by
determining precisely what it is that you have to attain.
The following are steps in creating a project charter.
1. Know the project vision - The first measure taken when determining a
Project Charter is to identify the project vision. The vision encapsulates
the purpose of the project and is the fixed end goal for the project team.
 Identify your objectives. Then supported on the vision, list three to 5
targets to be reached by the project. Every aim should be Specific,
Measurable, Attainable, Real and Time-bound (SMART).
 Determine the Scope. With a good prospect of the Vision and Targets
of the project, it's time to determine the project scope. The scope
specifies the prescribed edges of the project by identifying how the
business will be changed or altered by the project delivery.
Deliverables: Then you require to distinguish each of the deliverables
that the project will created.
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2. Describe the project system - Identify how the project will be structured
by listing the clients, stakeholders, functions, responsibilities and
reporting lines.
 Customers. First, determine the project customers. A client is a person
or individual that is obliged for receiving the deliverables when the
project is accomplished.
 Stakeholders. Then determine the project stakeholders. A stakeholder
is a person or entity within or outside of the project with a specific
key involvement or stake in the project.
 Roles. Now list the main roles needed in delivering the project.
Examples of roles specifies the Project Sponsor, Project Board and
Project Manager. Then sum up each of the serious obligations of each
role known.
 Structure. Once you get a good survey of the functions essential to
undertake the project, you can describe the reporting lines between
those purposes within a Project Organization Chart.
3. Arrange the approach to implementation - You now have a solid
definition of what the project requires to accomplish and how it will be
arranged to accomplish it. The succeeding step is to distinguish the
implementation approach as follows.
 Implementation Plan. Give the Client and Stakeholders with
confidence that the project execution has been well thought through,
create an Implementation Plan naming the phases, activities and
timeframes required in undertaking the project.
 Milestones. List several necessary milestones and describe why they
are vital to the project. A milestone is typically an important project
event, such as the achievement of a key deliverable.
 Dependencies. Name some key dependencies and their critically to the
project. A dependency is defined as an action that is probably to
impact on the project during its life cycle.
 Resource Plan. Develop a plan which sums up the funds included in
undertaking the project by listing the labor, equipment and materials
involved. Then budget the financial resources needed.
4. List the dangers and troubles - The last step needed to complete your
Project Charter is to specify some project dangers, issues, premises and
constraints related to the project.
Sample project charter
Project Title: Inventory Management System
Date of Authorization: March 1, 2016
Project Start Date: March 1, 2016
Project Finish Date: December 31, 2016
Key Schedule Milestones
 Complete first version of the software by July 1, 2016
 Complete production version of the software by December 2016
Budget Information – The project is allocated 1.500,000.00 for the
development of the application. All hardware resources will be
outsourced.
Project Manager: Juan Dela Cruz, (02) 711-1234,
jdelacruz@companyabc.com
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Project Objectives: The Inventory Management System is a crucial

project of the company. The system will enable the organization to keep
track of all the items in the organization. At the same time monitor the
distribution of items.
Main Project Success Criteria: The software must meet all written
specification, be thoroughly tested and be completed on time. The
President will formally approve the project with advice from key
stakeholders.
Approach:
 Within one month, develop a clear work breakdown structure,
scope statement and Gantt Chart detailing the work required for
the Inventory System
 Purchase the needed hardware devices and possible updated
within one month
 Hold weekly progress meeting to ensure that the project is on tract
and progress is reported to the sponsor.
 Conduct through software testing as per approved test plans.
Roles and Responsibilities

Name Role Position Contact Information

Bill Gates Sponsor CEO bill@abccompany.com

Steve Jobs Project Manager Manger steve@abccompany.com

Sundar Pichai Team Member Database sundar@abccompany.com

expert

Tim Cook Team Member Programmer tim@abccompany.com

Bill Team Member Programmer billM@abccompany.com

McDermott

Larry Ellison Team Member Programmer larry@abccompany.com

Sign-off (Signatures of all the above stakeholders)

Bill Gates Steve Jobs

Sundar Pihcai Tim Cook

Bill MCdermott Larry Ellison

Comments:
The software plan is good and well documented – Bill Gates.

Course Module
Developing a Project Management Plan
Project Management plan is a document used to coordinate all project
planning documents and help guide a project’s execution and control. Is the
process for "[...] documenting the actions necessary to define, prepare,
integrate, and coordinate all subsidiary plans into a project management
plan" (comp. PMBOK3, p. 78).
Project Management Plan Contents
The following are possible contents of a project management plan

Section Description
1. Project name – Every project must have a
Introduction / Overview
project name, its recommended that is unique.
Having a unique project name distinguish itself
from other projects.
2. Brief description of the project – This section
outlines the goals of the project and the reason
for developing it.
3. Sponsors Name: Every project must include
the name, title and contact information of the
project sponsor.
4. Name of project members – This section must
provide significant information of the team
members that will work in the project, contact
information must also be including for project
communication.
5. Project Deliverables – This section describes
the list of items / products that the project
should have. This may include software
packages, pieces of hardware, technical report
and training materials.
6. Reference Materials – This section list down
important documents related to the project,
minutes of the meeting, project scope, and
more. The documents will help stakeholders
and other members of the team to know the
history of the project.
7. Definition of terms and acronyms – This
section would list down all terminologies used
in the project to easy understanding.
1. Organizational chart – This describes the
Project Organizations
organizational chart of the company /
organization sponsoring the project, including
customers and external customer.
2. Project responsibility – This section describes
the roles and responsibilities involve in the
project.

1. Management Objectives – This section provides

Project Management
important view of top management, the
Plan
priorities of the project, it also includes the
major assumption of the project and
constraints.
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21
Project Integration Management

2. Project Control – This section describes how to

monitor the progress of the project and how to
handle changes. Constant review must be in
place to ensure project success it can be done
monthly or quarterly.
3. Risk Management – This section address how
the team would identify, management and
control risk to a project.
4. Project staffing – Human resources is one of
the most important part of a project, this
section would cater to the assembly of the
team.
5. Technical process – This section would
describe the methodologies that will be
implemented in the project. By adopting a
scientific methodology ensures successful
project delivery, sample is Computer Aided
Software Engineering (CASE), Uniform Markup
Language (UML)
1. Major work packages – Proper organization of
Scope Management Plan
project is needed to ensure successful
implementation, WBS or work breakdown
structure divides the project into components
to ensure that its easy to create the project.
2. Key deliverables – listing the important items
needed to be delivered and it describe quality
of the product.
1. Summary Schedule – its important to have a
Project Schedule
complete project schedule, this ensure delivery
information
of the key components of the project. The
summary schedule is usually a one page that
describes the complete list of activities.
2. Detailed Schedule – This section provides a
complete reference to the activities of the
project.
1. Summary Budget – The summary of budget
Budget
includes the total estimated budget of the
project. Its estimated monthly or yearly.
2. Detailed Budget – This section is compose of
cost management plan including more detailed
budget information.

Course Module