Chapter 25: Integration Management during Monitoring & Controlling the Project

Aim: To understand the following two processes related to Project Integration Management Knowledge Area in Monitoring & Controlling Phase.

• Monitor and Control Project Work
• Perform Integrated Change Control

Exam Trivia:

Why is monitoring and controlling important? In general, all project failures and cancellations can be tracked back to the lack of effective controls in one or more of these areas: scope, cost, quality, and risk management.

Factors That Cause Project Change

To effectively monitor and control a project, the project manager must prepare organizational processes that work like sentinels on the fence. These sentinels help the project manager identify events (people, cultural, or strategic) that might force a change to the project or the environment where the project is executing. In other words your project will be influenced by elements outside of its normal execution and identified risks. These processes can include elements, such as

• Execution trend analysis
• Risk trigger management
• Forecast reports (just like the weather)
• Work package progress status and variances reports
• Lessons learned from similar projects
• Best practices
• Corporate strategy committee resolutions

Some examples of project control processes and their elements are

• You could use earned value analysis to determine how your project is performing against the planned activities, schedule, and cost.
• You can prescribe corrective or preventive actions after performing trend analysis in work packages variances.
• You can identify a potential project change request after evaluating defect and frequency control charts.
• When executing enterprise projects, you can arrange a monthly meeting with the company CEO to discuss progress and new corporate initiatives.

Exam Trivia:

Monitoring and controlling is an iterative group of processes. Milestones tend to have a compilation of work packages and deliverables under them. If you monitor and control activities only at their completion you might not learn of problems until late in the project. Like the autopilot in an airplane, the main function of project control is to make frequent minor course corrections instead of waiting until you are far off the planned course.

Monitor and Control Project Work

The monitor and control project work process is the first process in the monitoring and controlling process group. This process formally specifies what the project manager requires as inputs to properly monitor and control the project execution activities.

The table shows the inputs, tools and techniques, and outputs for the monitor and control project work process.

Monitor and Control Project Work
Inputs	Tools & Techniques	Outputs
Project management plan Performance reports Enterprise environmental factors Organizational process assets	Expert judgment	Change requests Project management plan updates Project document updates

As you can see, this process is a high-level process that requires expert judgment on the part of the project manager to assess whether the project is within the constraints of the plan or not. Any deviations require intervention or requests for changes to the plan.

To know more about the Monitor & Control Project Work process http://getpmpcertified.blogspot.com/2011/07/chapter-74-monitoring-and-controlling.html

Perform Integrated Change Control

When an opportunity for change is identified, the project manager must make the time to acknowledge the request for change, evaluate its associated risks, and consider its potential not just to the timeline but also to the other aspects of the project namely scope, cost, staff, quality, make or buy, and communication. The perform integrated change control process helps you to identify if a requested change is gold plating or if it has direct effect to the project deliverables and its return on investment.

Exam Trivia:

What is gold plating? Gold plating is a change to the project or a work package within the project that has not gone through an adequate change control management process. Such requests often initiate from informal requests. Ensure all change requests are routed through the formal procedures. Remember that during your practical experience as a Project Manager, your organization may endorst Gold Plating & even suggest to all Managers that they deliver more value to customer by means of gold plating. But, as per PMI gold plating is incorrect and we must deliver only what was promised as part of the Projects Approved Scope Statement.

The table shows the inputs, tools and techniques, and outputs for the perform integrated change control process.

Perform Integrated Change Control
Inputs	Tools & Techniques	Outputs
Project management plan Work performance information Change requests Enterprise environmental factors Organizational process assets	Expert judgment Change control meetings	Change request status updates Project management plan updates Project document updates

After you determine that a proposed change has merit and supports the project objectives, the change request is submitted to the project control team for final determinations. For the most part, the interaction with the control board is defined in the planning stage and can remain in place until the completion of the project. In the event that the organization has a project management office, the members of the change control board can change to accommodate strategic impact or affected areas in the project organization.

Exam Trivia:

Do you remember what a change control board is? A change control board is an enterprise decision body tasked with approving the changes to projects or their impact in strategic initiatives.

In addition, you should monitor any trends in requested changes that could indicate inadequate requirements definition in the planning stage of your project.

To know more about the Perform Integrated Change Control Click Here

Prev: Chapter 24

Next: Chapter 26

Chapter 75: Integrating Change Control

The Perform Integrated Change Control process is used to manage changes to the project from project initiation through project closure. A project rarely runs exactly according to the original project management plan, and therefore changes will inevitably appear. Change requests can come from evaluating project performance to bring the project in line with the project management plan, or they can come from other sources, such as the stakeholders. Regardless of where they originate from, all changes need to be managed, which includes getting the changes rejected or approved, seeing the approved changes implemented, and changing the affected plans accordingly.

You, the project manager, must manage changes proactively, which includes:

• Identify changes - Identify a change that has occurred and receive a change request.
• Process changes - Get the requested changes approved or rejected. Depending on the project and the performing organization, the authority to determine whether a change is eventually rejected or approved might lie with the project manager, a customer, a sponsor, or a committee.
• Manage approved changes - Monitor and control the flow of approved changes, which includes:

o Making sure they are implemented.
o Maintaining the integrity of the project baseline (cost, schedule, and scope) by updating it to incorporate the approved changes.
o Coordinating changes and their impact across the project and updating the affected documentation. For example, an approved schedule change might impact cost, quality, risk, and staffing.
o Documenting the complete impact of the changes across the project.

• Protect the integrity of the process - Make sure that only the approved changes are implemented.

Trivia:
In case of large IT companies, when a project is taken for a new customer, almost all the changes requested by the customer are accommodated even if it involves extra cost and resources for the company. This is done to please the customer and to get more projects from them. Unfortunately, it is the project team that bears the brunt of the situation especially when the project manager doesn't care much. As responsible project managers we must ensure that too many changes are not accommodated at the expense of your team.

At this point, you can ask a question: Who will actually approve or reject a change request?

The answer to this question will be determined during project planning. Depending on the project and the performing organization, different possibilities exist. For example, there will be a category of change requests that the project manager may be authorized to approve or disapprove. Other types of changes may be reviewed by a change control board (CCB) that may consist of individuals from upper management and other stakeholders. The roles and responsibilities of the CCB should be clearly spelled out in the change control and configuration control procedures.

The integrated change control process can be explained using the picture below:



Input to Integrated Change Control

Following are the input items to the integrated change control process.

Project management plan - This is needed to help identify the changes and make updates after the changes have been approved.
Work performance information - The performance information is input because performance deviations from the plan will trigger change requests or recommended corrective or preventive actions to improve the situation.
Change requests - This is the obvious input. A requested change goes through an approval process in which it can be approved, rejected, or delayed. These change requests come from various monitoring and controlling processes or from the stakeholders. The change requests may include the following types of recommendations:

• Recommended corrective actions
• Recommended preventive actions
• Recommended defect repairs

These recommendations might arise from performance evaluations.

Enterprise environmental factors - The enterprise environmental factors that can influence the integrated change control process include the project management information system. This is a collection of tools and techniques (manual and automated) used to gather, integrate, and disseminate the output of project management processes. This system is used to facilitate processes from the initiation stage all the way to the closing stage. Microsoft Project, a product that lets you create a project schedule, is an example of such a tool. Another example of a component of the project management information system could be a document management system to create, review, change, and approve documents to facilitate the change control procedure.

The project management information system may include scheduling software, an information collection and distribution system, a configuration management system, and web interfaces to other automated information systems. A configuration management system can be used to monitor and control changes, and it may have some knowledge base that can also be used.

Organizational process assets - The following items in the organizational process assets can influence the change control process.

• Organizational procedures - Your organization may have proper procedures related to change control; for example, how to modify documents, such as plans; how to process (evaluate, approve, or reject) changes; and how to implement the approved changes.
• Measurements - A database of process measurements.
• Project files - Project files from previous projects may be a useful input to the change control process in order to learn from the past.
• Change knowledge base - This is the knowledge base that can be used for configuration management, such as official company standards and policies and project documents.

Tools and Techniques for Integrated Change Control

Expert judgment and meetings are the two main tools for the integrated change control process. You can also use the technical expertise of the stakeholders to evaluate change requests. The project management team can also use the experts on the change control board to evaluate change requests and to make approval or rejection decisions about change requests. If there is a formal change control board for the project, it will conduct meetings to review, evaluate, approve, reject, or delay the change requests.

Output from Integrated Change Control

The changes that are processed through the integrated change control process will either be rejected or approved. As a result of the approved changes, the project management plan might need to be updated. Following are the output items of the integrated change control process:
Change request status updates - The items processed through the integrated change control process will ultimately be either approved or rejected. In the meantime, each change request must have some status that can be reported. They could be:

• In Progress
• Approved
• Rejected
• Implemented
• Implementation validated

Document updates - As a result of approved changes, items such as the project management plan and the project scope statement might need to be updated. The baselines in the project management plan and any subsidiary plans may need to be updated as a result of the change.

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