Information Technology Project Management, Sixth Edition

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Describe an overall framework for project integration management as it relates to the other PM knowledge areas and the project life cycle Explain the strategic planning process and apply different project selection methods Explain the importance of creating a project charter to formally initiate projects

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Describe project management plan development, understand the content of these plans, and review 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 project execution Describe the process of monitoring and controlling project work

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Understand the integrated change control process, planning for and managing changes on information technology projects, and developing and using a change control system Explain the importance of developing and following good procedures for closing projects Describe how software can assist in project integration management

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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

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Develop the project charter: working with stakeholders to create the document that formally authorizes a project—the charter Develop the project management plan: coordinating all planning efforts to create a consistent, coherent document—the project management plan Direct and manage project execution: carrying out the project management plan by performing the activities included in it

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Monitor and control the project work: overseeing project work to meet the performance objectives of the project Perform integrated change control: coordinating changes that affect the project’s deliverables and organizational process assets Close the project or phase: finalizing all project activities to formally close the project or phase

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Figure 4-1 presents a summary of the project integration management steps or phases that were presented on the previous slides.
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The Airbus A380 megajet project was two years behind schedule in Oct. 2006, causing Airbus’ parent company to face an expected loss of $6.1 billion over the next four years The project suffered from severe integration management problems, or “integration disintegration...Early this year, when pre-assembled bundles containing hundreds of miles of cabin wiring were delivered from a German factory to the assembly line in France, workers discovered that the bundles, called harnesses, didn't fit properly into the plane. Assembly slowed to a near-standstill, as workers tried to pull the bundles apart and re-thread them through the fuselage. Now Airbus will have to go back to the drawing board and redesign the wiring system.”*
*Matlack, Carol. “First, Blame the Software,” BusinessWeek Online (October 5, 2006).

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Strategic planning involves determining long-term objectives, predicting future trends, and projecting the need