3. Agenda
Why Manage Integration.
Develop Project Charter.
Develop Project Management Plan.
Direct and Manage Project Work.
Monitor and Control Project Work.
Perform Integrated Change Control.
Close Project or Phase.
4. Why Manage Integration?
• To Combine, unify and coordinate the various processes and Project Management
activities.
• Integration of Subsidiary Project Management Plans
5. What is the Project Manager Main Role?
The Project Manager is responsible for integration-putting all
the pieces of the project together into on cohesive whole
that get the project done faster, cheaper, while meeting
project objectives.
8. Develop Project Charter
• What is the Project Charter
Is the Process of developing a document that formally authorizes the
existences of a project and provides the project manager with the
authority to apply organization resources
• Why it is Important
The Project Charter Links the project for ongoing work of the Organization
The Authority to send money and commit resources to the project
9. Inputs Tools and Techniques Outputs
• Project Statement of Work
• Business Case
• Agreements
• Enterprise Environment Factors
• Organizational Process Assets
• Expert Judgment
• Facilitation Techniques
• Project Charter
Develop Project Charter
10. What I need to prepare Project Charter
Statement of Work
Business Case
Agreements
Organizational Process Assets
Enterprise Environment Factor
11. Statement of Work
Description of product, services or results to be
delivered by Project
The Project initiator or sponsor provide statement
of work
Could received by customer
Request for proposal, request for information,
request for bid
Part of Contract
12. What is Business Case?
Document Describe the necessary information from a business standpoint
to determine whether or not the project is worth the required investment.
13. Enterprise Environment Factor Organizational Process Assets
Conditions not under the control of the
project team that influence constrain or
direct the project
Plans, Processes, Policies, Procedures
and knowledge from any or all the
organizations involved on the project
Exiting Human resources, Government
roles
Guidelines, Lesson learned, change
procedures, Template
Enterprise Environment Factor vs Organizational Process Assets
14. Who Write the Project Charter?
All Projects starts with Project Charter – a formal document that authorize the project
15. What is Including in Project Charter
Content Explanation Example
Project Title What is the Project
Name?
Establishing & Implementing Project Management Office for EMP -
Jordan
Project Description What is project? Establish a PMO (Project Management Office) in alignment with the
Company strategic Plan to initiate a portfolio management approach
to have better manage various projects, Define project management
methodologies, forms/reports, tools, etc.
Project Manager
Assigned
Who is given
authority to lead the
project?
Mr. Wasim Khalil - Project Manager
Business Case Why is the project
being done?
EMP (Emerging Markets Payments) wants to improve the ability to
manage Projects, improve project outcomes and provide critical
project information for executives and Directors by establish an
Organization unit to plan, coordinate and control the complex and
diverse activities of the projects.
High Level
Requirements
Requirements related
to both project and
product
Project management consultant
Project management trainer
Project management system consultant
Microsoft Project Professional 2013 license
PMI assessment
Objectives How to measure
project
Defining and Developing Project Management Methodology.
Developing a Project Governance Framework.
Improve the Prioritization Process for projects.
Standardized project
Standardized project reporting.
Building Project Management
Building Enterprise Project Management System (EPMS)
16. What is Including in Project Charter
Content Explanation Example
Stakeholders Who will be affect or
be affect by the
project?
Mr. Hassan Al-Mayassi -Chief Executive Officer - EMP Jordan
Mr. Charles Gills-Chief Operation Officer – EMP Group
Mr. Ahmad Al-Hamami- Chief Information Officer – EMP Jordan
Mr. Amjad Al-Sadeq-Chief Commercial Officer – EMP Jordan
Mr. Ghassan Mardini-Chief Operation Officer – EMP Jordan
Mr. Zaid Al Khateeb-Regional Director/ Bank processing
Milestones High Level schedule Management Approval to start Project and authorize next Analysis
and Assessment 2-10-2014.
Complete of Analysis and Assessment and Management authorize
Planning Phase 9-11-2014.
Complete of Planning PMO and Management authorize Design
Phase 7-12-2014.
Complete of Design PMO and Management authorize to start
Implement Phase 15-2-2015
Management Approval to Implement PMO Phase and authorize
next Phase 27-5-2015
Major Deliverables What are the specific
products are
wanted?
Project charter
Project Plan
PMO Policy an Procedures
Templates
Trainer Project Manager
Project KPI’s
Assumptions What is believed to
be true in the
situation?
The Project will considered as high priority for management.
Timescale Project Duration 12 Months to complete the project, that is include Pre-initiation
Phase (Phase 1) and Assessment for New Project Management office
Phase (Phase8).
17. What is Including in Project Charter
Contents Explanation Example
Constraints What factors limit our
ability to deliver?
Many project in pipeline ”on-going project” need to covered
under PMO umbrella.
High Level Risk Potential threats and
Opportunities for the
projects
Focusing On PMO Activities And Not Value.
Setting Up Processes And Expecting Everyone in company To
Follow Them without tracing.
Expecting Everyone In The PMO To Be An Expert.
Poor Communication cross departments in EMP company and
also with customer.
Weak Sponsorship
Management
Signature
Top Management
Approval
18. Develop Project Management Plan
Inputs Tools and Techniques Outputs
• Project Charter
• Outputs From other Processes
• Enterprise Environment Factors
• Organizational Process Assets
• Expert Judgment
• Facilitation Techniques
• Project Management
Plan
To define, Prepare and coordinate all subsidy plans and integrate them into a detailed
project management Plan
19. Develop Project Management Plan
The Project Management Plan define how the project will be done.
It defines how the project is executed, monitored and controlled and closed
20. Change Management Plan
Describe how changes will be managed and controlled and may include:
Change control Procedure
Approval Levels
Change Control Board
Organizational Tools to track the
changes
21. Kickoff Meeting
To announce the start of the project and to ensure everyone is familiar with it is
details.
To make sure everyone is on same page.
25. Direct and Manage Project Work
Inputs Tools and Techniques Outputs
• Project Management Plan
• Approved change requests
• Enterprise Environment Factors
• Organizational Process Assets
• Expert Judgment
• PMIS
• Meeting
• Deliverables
• Work Performance Data
• Change Requests
• Project Management
Plan Update
• Project Document
Update
To Lead and perform the work defined in the project plan
To Lead and Change work
26. Direct and Manage Project Work
Perform activities to accomplish project requirements
Create Project Deliverables
Staff, train and manage the team members assigned to the team
Obtain, manage and use resource including material, tool equipment's and facility
Manage Seller and Suppliers
Establish and manager project communication channels
Issue change requests and adapt approved changes into the project scope, plan.
Manage risk implement risk response activities
32. Monitor and Control Project Work
Preventive
Action
Corrective
Action
Change
Request
33. Perform Integrated Change Control
Inputs Tools and Techniques Outputs
• Project Management Plan
• Changes Requests
• Work performance Reports
• Enterprise Environment Factors
• Organizational Process Assets
• Expert Judgment
• Meeting
• Change Control Tools
• Approved Change
Requests
• Change log
• Project Document
Update
To Review all change requests, approved changes and managing changes
34. Process of Making Changes
Evaluate the impact
Identify Options
Get Approval Internally
Get Customer buy-in(if required)
35. Close Project / Phase
Inputs Tools and Techniques Outputs
• Project Management Plan
• Accepted Deliverables
• Organizational Process Assets
• Expert Judgment
• Analytical Techniques
• Change Control Tools
• Final Product, services
or result
• Organization Process
Assets Update
To Finalize all activities to formally complete the project or a phase
36. Close Project / Phase
Confirm work is Done
Gain Final Procurement Clouse
Gain Final Acceptance
Complete Financial closure
Hand off product
Index and Archive Record
Lessoned Learned
37. Next Session
Project Scope Management
Process Done During
Plan Scope Management Planning
Collect Requirements Planning
Define Scope Planning
Create WBS Planning
Validate Scope Monitoring and Controlling
Control Scope Monitoring and Controlling
