Project Integration Managementإدارة تكامل المشروع
مقدمة الفصل
ماذا ستتعلم في هذا الفصل
- Explain the strategic planning process.
- How do organizations choose projects?
- Discuss the project integration management processes.
أقسام الفصل
- 1Integration management and strategic planningإدارة التكامل والتخطيط الاستراتيجي
- 2Project selectionاختيار المشاريع
- 3Financial analysis: NPV, ROI and paybackالتحليل المالي: صافي القيمة الحالية والعائد وفترة الاسترداد
- 4Weighted scoring model (WSM)نموذج التقييم الموزون
- 5Integration management processesعمليات إدارة التكامل
تلميح: استخدم أسهم لوحة المفاتيح للتنقل بين الشرائح.
Project integration managementإدارة التكامل
Integration management and strategic planning
Involves coordinating all of the other project management knowledge areas throughout a project's life cycle.
Its processes (from the slide 3 table):
- Develop project charter (initiating).
- Develop project management plan (planning).
- Direct and manage project work (executing).
- Monitor and control project work; perform integrated change control (monitoring & control).
- Close project or phase (closing).
Strategic planningالتخطيط الاستراتيجي
Successful leaders look at the big picture or strategic plan of the organization — to determine what types of projects will provide the most value.
Determining long-term objectives by analyzing the strengths and weaknesses of an organization, studying opportunities and threats in the business environment, predicting future trends, and projecting the need for new products and services.
SWOT analysisتحليل SWOT
Integration management and strategic planning
- Strategic planning provides important information to help organizations identify and then select potential projects.
- Organizations often perform a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) to aid in strategic planning.
- SWOT is also called Internal-External analysis.
Internal in organizationداخلية في المنظمة
- Strengths
- Weaknesses
External factorsعوامل خارجية
- Opportunities
- Threats
SWOT example: choosing between two fieldsمثال SWOT: اختيار التخصص
Integration management and strategic planning
Slides 9–11 (a drawn story with Arabic text): a student hesitates between computing and medicine, draws a SWOT template (slide 10) and fills one for each option (slide 11). The table gives the slide's Arabic in English.
| Computing (left panel) | Medicine (right panel) | |
|---|---|---|
| Strengths |
|
|
| Weaknesses | I do not lean much toward technical things |
|
| Opportunities | I can work freelance … and start an online business of my own | The proportion of Saudi women doctors is small, and I have a chance to excel |
| Threats | Strong competition for jobs … and maybe I will not find a job |
|
SWOT example: a new film businessمثال على SWOT
Integration management and strategic planning
A group of four people want to start a new business in the film industry. They create a SWOT analysis as follows:
| Categoryالفئة | From the exampleمن المثال |
|---|---|
| Strengthsنقاط القوة |
|
| Weaknessesنقاط الضعف |
|
| Opportunitiesالفرص |
|
| Threatsالتهديدات |
|
Result from the SWOT:
- Find an external accountant or firm to help run the business.
- Hire someone to develop a company Web site, focusing on our experience and past projects.
- Develop a marketing plan.
- Develop a strong proposal to get the large project the current client mentioned.
- Plan to promote the company at two major conferences this year.
Mind mapsالخرائط الذهنية
Integration management and strategic planning
A technique that uses branches radiating out from a core idea to structure thoughts and ideas.
A mind map helps in identifying potential projects. In the slide 18 mind map of the SWOT example, “SWOT Analysis” is the core idea with four branches; some weaknesses and opportunities lead to projects: an accountant, a marketing plan, a Web site, a proposal, and conference promotions.
سؤال سريع
Integration management and strategic planning
Project selectionاختيار المشاريع
As part of strategic planning, organizations:
- 1
Identify potential projects.
- 2
Use realistic methods to select which projects to work on.
- 3
Formalize project initiation by issuing a project charter.
The first step in project management is deciding what projects to do in the first place. Organizations often follow a detailed process for project selection.
Methods for selecting projectsطرق اختيار المشاريع
Project selection
- 2.1Focusing on broad organizational needs
- 2.2Categorizing information technology projects
- 2.3Performing financial analyses
- 2.4Using a weighted scoring model
2.1 Broad organizational needs
- Projects that address broad organizational needs are much more likely to be successful.
- For example: improve safety, increase morale, provide better communications, improve customer service.
Undesirable situations that prevent an organization from achieving its goals.
Chances to improve the organization.
New requirements imposed by management, government, or some external influence.
2.2 Other categorizations
- The time it will take to complete a project, or the date by which it must be done.
- The overall priority of the project — high, medium, or low — based on the current business environment.
سؤال سريع
Project selection
Financial analysis and NPVالتحليل المالي وصافي القيمة الحالية
Financial analysis: NPV, ROI and payback
Financial considerations are often an important consideration in selecting projects. Three primary methods: net present value (NPV), return on investment (ROI), and payback analysis.
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.
- Positive NPV means the return from the project exceeds the cost of capital.
- The higher the NPV, the better project to select.
How to calculate NPVخطوات حساب صافي القيمة الحالية
Financial analysis: NPV, ROI and payback
Steps to determine NPV
- 1
Determine estimated costs and benefits for the life of the project and the products it produces.
- 2
Determine the discount rate (the rate used in discounting future cash flow).
- 3
Calculate the NPV — with the built-in function in Microsoft Excel, or with the formula.
المسألة
Example (slide 27): discount rate 8%. Step 1 (slide 28): calculate the discount factor for each year.
المعطيات
- t
- the year of the cash flow
- n
- the last year of the cash flow
- A
- the amount of cash flow each year
- r
- the discount rate
الصيغة
NPV = Σ (t = 0 … n) A_t / (1 + r)^t
خطوات الحل
- Discount factor for each year = 1 / (1 + r)^t
- At r = 8%: 1 / (1 + 0.08)^0, 1 / (1 + 0.08)^1, 1 / (1 + 0.08)^2, 1 / (1 + 0.08)^3
النتيجة
Year 0 = 1, year 1 = .93, year 2 = .86, year 3 = .79 (slide 28)
Slide 29 gives a discount factor table (years 0–33, rates 3%–15%) for looking these factors up.
NPV worked exampleمثال محلول لصافي القيمة الحالية
Financial analysis: NPV, ROI and payback
| Year 0 | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|
| Project 1 benefits | $0 | $2,000 | $3,000 | $4,000 |
| Project 1 costs | $5,000 | $1,000 | $1,000 | $1,000 |
| Project 2 benefits | $1,000 | $2,000 | $4,000 | $4,000 |
| Project 2 costs | $2,000 | $2,000 | $2,000 | $2,000 |
المسألة
Which project should be selected using NPV?
خطوات الحل
- Discount factors (8%): 1, 0.93, 0.86, 0.79
- Project 1: discount benefits $0 + $1860 + $2580 + $3160 = $7600; discount costs $5,000 + $930 + $860 + $790 = $7580
- Project 2: discount benefits $1,000 + $1860 + $3440 + $3160 = $9460; discount costs $2,000 + $1860 + $1720 + $1580 = $7160
- NPV = Σ discount benefits − Σ discount costs
- Project 1: NPV = $7600 − $7580 = $20; Project 2: NPV = $9460 − $7160 = $2300
النتيجة
Select project 2 — the higher the NPV, the better project to select.
Return on investment (ROI)العائد على الاستثمار
Financial analysis: NPV, ROI and payback
Calculated by subtracting the project total discount costs from the total discount benefits and then dividing by the total discount costs — the percentage of performance of an investment.
المسألة
Calculate ROI for the previous example (the NPV example: Project 1 and Project 2) — slide 34.
الصيغة
ROI = NPV / total discount costs
خطوات الحل
- Project 1: ROI = $20 / $7580 = 0.0026 = 0.26%
- Project 2: ROI = $2300 / $7160 = 0.32 = 32%
النتيجة
Select project 2 — the higher the ROI, the better project to select.
Activity: two projects' cash flowsنشاط: تدفقات مشروعين
Financial analysis: NPV, ROI and payback
| Discount rate = 0.08 | Year 0 | Year 1 | Year 2 | Year 3 | Year 4 |
|---|---|---|---|---|---|
| Project 1 costs | $120,000 | $100,000 | $75,000 | $50,000 | $50,000 |
| Project 1 benefits | $0 | $60,000 | $100,000 | $120,000 | $180,000 |
| Project 2 costs | $75,000 | $90,000 | $30,000 | $30,000 | $20,000 |
| Project 2 benefits | $0 | $85,000 | $100,000 | $75,000 | $50,000 |
The activity asks
- Part 1 (slide 35): 1. Find the NPV and ROI for each project. 2. Which project should be selected.
- Part 2 (slide 43): 1. Find the payback for each project. 2. Which project should be selected, and why.
سؤال سريع
Financial analysis: NPV, ROI and payback
Payback analysisتحليل فترة الاسترداد
Financial analysis: NPV, ROI and payback
The amount of time an investment takes to recover its initial cost. Payback occurs when the net cumulative discounted benefits equal the costs.
Track the net cash flow across each year to determine the year that net benefits overtake net costs. [cash flow = discount benefits − discount costs]
المسألة
Even cash inflows — Delta Company plans to buy machine X for $25,000 (useful life 10 years, zero salvage value); expected annual cash inflow $10,000.
الصيغة
Payback period = Initial investment / Net cash flow per period
خطوات الحل
- Payback period = $25,000 / $10,000
النتيجة
2.5 years
Uneven cash inflows: Payback period = A + (B / C)
- A is the last period number with a negative cumulative cash flow.
- B is the absolute value of cumulative net cash flow at the end of period A.
- C is the total cash inflow during the period following period A.
- Cumulative net cash flow is the sum of inflows to date, minus the initial outflow.
المسألة
Example 2: Uneven cash flows (slide 39). Company C is planning to undertake another project requiring initial investment of $50 million and is expected to generate $10 million net cash flow in Year 1, $13 million in Year 2, $16 million in year 3, $19 million in Year 4 and $22 million in Year 5. Calculate the payback value of the project.
الصيغة
Payback period = A + (B / C)
خطوات الحل
- Cash flows in millions — Year 0: annual (50), cumulative (50); Year 1: 10, (40); Year 2: 13, (27); Year 3: 16, (11); Year 4: 19, 8; Year 5: 22, 30.
- A = 3 (the last year with a negative cumulative cash flow), B = 11, C = 19.
النتيجة
Payback Period = 3 + 11/19 = 3 + 0.58 ≈ 3.6 years
Payback examplesأمثلة على فترة الاسترداد
Financial analysis: NPV, ROI and payback
| Net cash flow | Year 0 | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|---|
| Project 1 | ($120,000) | ($160,000) | ($135,000) | ($65,000) | $65,000 | $145,000 |
| Project 2 | ($75,000) | ($80,000) | ($10,000) | $35,000 | $65,000 | $70,000 |
- Project 1 payback occurs sometime during year 4; project 2 payback occurs sometime during year 3.
- Numbers surrounded with braces are negative: negative numbers mean loss, positive numbers mean gain.
| Year 0 | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|
| Project 1 cash flow | ($5,000) | $930 | $1720 | $2370 |
| Project 1 net cash flow | ($5,000) | ($4070) | ($2350) | $20 |
| Project 2 cash flow | ($1,000) | $0 | $1720 | $1580 |
| Project 2 net cash flow | ($1,000) | ($1,000) | $720 | $2,300 |
Project 1 payback occurs sometime during year 3, project 2 payback occurs sometime during year 2, so project 2 will be selected.
سؤال سريع
Financial analysis: NPV, ROI and payback
Weighted scoring modelنموذج التقييم الموزون
A tool that provides a systematic process for selecting projects based on many criteria.
Some criteria can include factors:
- Meeting broad organizational needs.
- Addressing problems, opportunities, or directives.
- The amount of time needed to complete the project.
- The overall priority of the project.
- Projected financial performance of the project.
Process to create WSM
- 1
Identify criteria important to the project selection process.
- 2
Assign weights (percentages) to each criterion so they add up to 100% — requires consultation and final agreement.
- 3
Assign scores to each criterion for each project; the scores indicate how much each project meets each criterion.
- 4
Multiply the scores by the weights and get the total weighted scores.
The higher the weighted score, the better project to select.
WSM examplesأمثلة على التقييم الموزون
Weighted scoring model (WSM)
معايير مقترحة لمشاريع تقنية المعلومات (الشريحة 47)
- Supports key business objectives
- Has strong internal sponsor
- Has strong customer support
- Uses realistic level of technology
- Can be implemented in one year or less
- Provides positive NPV
- Has low risk in meeting scope, time, and cost goals
| Criteria | Weight | Project 1 | Project 2 | Project 3 | Project 4 |
|---|---|---|---|---|---|
| Supports key business objectives | 25% | 90 | 90 | 50 | 20 |
| Has strong internal sponsor | 15% | 70 | 90 | 50 | 20 |
| Has strong customer support | 15% | 50 | 90 | 50 | 20 |
| Uses realistic level of technology | 10% | 25 | 90 | 50 | 70 |
| Can be implemented in one year or less | 5% | 20 | 20 | 50 | 90 |
| Provides positive NPV | 20% | 50 | 70 | 50 | 50 |
| Has low risk in meeting scope, time, and cost goals | 10% | 20 | 50 | 50 | 90 |
| Weighted project scores | 100% | 56 | 78.5 | 50 | 41.5 |
المسألة
Example 2 (slide 50): the weighted score of project 1.
خطوات الحل
- 0.1 × 70 = 7 (market share effect)
- 0.05 × 30 = 1.5 (competition)
- 0.1 × 10 = 1 (risk)
- 0.05 × 70 = 3.5 (product fit)
- 0.15 × 50 = 7.5 (strategic plan alignment)
- 0.2 × 50 = 10 (customer support)
- 0.1 × 70 = 7 (payback)
- 0.15 × 70 = 10.5 (NPV)
- 0.1 × 50 = 5 (ROI)
النتيجة
Project 1 total = 53 (the totals of projects 1–4 are 53, 54, 43 and 26.5).
Activity 2: weighted scoringنشاط 2: نموذج الترجيح
Weighted scoring model (WSM)
| Criteria | Weight | Project A | Project B | Project C | Project D |
|---|---|---|---|---|---|
| Support key business objectives | 0.3 | 9 | 3 | 3 | 2 |
| Has strong internal sponsor | 0.4 | 3 | 8 | 2 | 1 |
| Has strong customer support | 0.1 | 5 | 2 | 4 | 8 |
| Can be implemented in one year or less | 0.2 | 2 | 6 | 1 | 2 |
| Totals | 100% | لا تذكر الشرائح شيئًا هنا. | لا تذكر الشرائح شيئًا هنا. | لا تذكر الشرائح شيئًا هنا. | لا تذكر الشرائح شيئًا هنا. |
The activity asks
- 1. Find the WSM for each project.
- 2. Which project should be selected?
سؤال سريع
Weighted scoring model (WSM)
Developing the project charterتطوير ميثاق المشروع
Integration management processes
| Process group | Process | Outputs |
|---|---|---|
| Initiating | Develop project charter | Project charter |
| Planning | Develop project management plan | Project management plan |
| Executing | Direct and manage project work | Deliverables, work performance data, change requests, project management plan updates, project documents updates |
| Monitoring and Controlling | Monitor and control project work | Change requests, project management plan updates, project documents updates |
| Monitoring and Controlling | Perform integrated change control | Approved change requests, change log, project management plan updates, project documents updates |
| Closing | Close project or phase |
|
After deciding what project to work on, it is important to let the rest of the organization know by creating and distributing documentation to authorize project initiation.
A document that formally authorizes the work to begin on a project and provides an overview of objectives and resource requirements. Key project stakeholders should sign it; it is a key output of the initiation process.
Basic information in a project charter:
- The project title and date of authorization.
- The project manager's name and contact information.
- A summary schedule.
- A summary of the project objectives.
- Project success criteria.
- A summary of the planned approach for managing the project.
- A role and responsibilities matrix.
- A sign-off section for signatures of key project stakeholders.
- A comments section.
Sample project charterنموذج ميثاق مشروع
Integration management processes
| Field | Content |
|---|---|
| Project Title | Information Technology (IT) Upgrade Project |
| Project Start Date | March 4 |
| Projected Finish Date | December 4 |
| Key Schedule Milestones |
|
| Budget Information | Budgeted $1,000,000 for hardware and software costs and $500,000 for labor costs |
| Project Manager | Kim Nguyen (a phone number and e-mail address are printed) |
| Project Objectives | Upgrade hardware and software for all employees (approximately 2,000) within nine months based on new corporate standards. See attached sheet describing the new standards. Upgrades may affect servers as well as associated network hardware and software. |
| Main Project Success Criteria | The hardware, software, and network upgrades must meet all written specifications, be thoroughly tested, and be completed in nine months. Employee work disruptions will be minimal. |
| Approach |
|
| Name | Role | Responsibility |
|---|---|---|
| Walter Schmidt | CEO | Project sponsor, monitor project |
| Mike Zwack | CIO | Monitor project, provide staff |
| Kim Nguyen | Project Manager | Plan and execute project |
| Jeff Johnson | Director of IT Operations | Mentor Kim |
| Nancy Reynolds | VP, Human Resources | Provide staff, issue memo to all employees about project |
| Steve McCann | Director of Purchasing | Assist in purchasing hardware and software |
- Sign-off: signatures of all the above stakeholders.
- Comments: "This project must be done within 10 months at the absolute latest." Mike Zwack, CIO. "We are assuming that adequate staff will be available and committed to supporting this project. Some work must be done after hours to avoid work disruptions, and overtime will be provided." Jeff Johnson and Kim Nguyen, IT department.
Developing the project management planتطوير خطة إدارة المشروع
Integration management processes
A document used to coordinate all project planning documents and help guide a project's execution and control. It should be dynamic, flexible, and subject to change when the environment or project changes.
Inputالمدخلات
- Project charter
- Enterprise environmental factors
- Organizational process assets
Tool and techniqueالأداة والأسلوب
- Expert judgment
“The plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization.”
The influences not under the control of the project team that affect the project and its outcome, e.g. government rules and industrial standards.
Directing and managing project workتوجيه عمل المشروع وإدارته
Integration management processes
Managing and performing the work described in the project management plan.
Inputsالمدخلات
- Project management plan
- Approved change requests
- Enterprise environmental factors
- Organizational process assets
Tools and techniquesالأدوات والأساليب
- Expert judgment
- Meetings
- Project management information systems
Outputsالمخرجات
- Work performance data
- Change requests
- Project management plan updates
- Project documents updates
Monitoring and controlling project workمراقبة العمل والتحكم فيه
Integration management processes
- Collecting, measuring and disseminating performance information.
- Assessing measurements and analyzing trends to determine what process improvements can be made.
Inputsالمدخلات
- The project management plan
- Schedule and cost forecasts
- Validated changes
- Work performance information
- Enterprise environmental factors
- Organizational process assets
Outputsالمخرجات
- Change requests
- Work performance report
Performing integrated change controlالتحكم المتكامل في التغيير
Integration management processes
Identifying, evaluating, and managing changes throughout the project life cycle.
Inputsالمدخلات
- Project management plan
- Work performance information
- Change requests
- Enterprise environmental factors
- Organizational process assets
Outputsالمخرجات
- Approved change requests
- A change log
- Updates to the project management plan
- Updates to project documents
Closing project or phaseإغلاق المشروع أو المرحلة
Integration management processes
Finalize all activities and transfer the completed or cancelled work to appropriate people.
Inputsالمدخلات
- Project management plan
- Accepted deliverables
- Organizational process assets
Outputsالمخرجات
- Final product, services or result transition
- Organizational process asset updates
سؤال سريع
Integration management processes
الخلاصة
أنهيت الدرس
الخطوة التالية: ثبّت المعلومات بالبطاقات، ثم اختبر نفسك بالأسئلة.
ما راجعته في هذا الدرس
- Integration management and strategic planningإدارة التكامل والتخطيط الاستراتيجي
- Project selectionاختيار المشاريع
- Financial analysis: NPV, ROI and paybackالتحليل المالي: صافي القيمة الحالية والعائد وفترة الاسترداد
- Weighted scoring model (WSM)نموذج التقييم الموزون
- Integration management processesعمليات إدارة التكامل