Andrew Wold Andrew Wold projectintegrationconcepts.com Andrew Wold, PMP August 10, 2008 1 For...

AndrewWold

AndrewWold

projectintegrationconcepts.comprojectintegrationconcepts.com

11Andrew Wold, PMPAugust 10, 2008

For ImprovingFor ImprovingFor ImprovingFor Improving

August 2008August 2008

Project / ProgramProject / ProgramProject / ProgramProject / ProgramExecutionExecutionExecutionExecution

AndrewWold

AndrewWold



Developments Leading to Developments Leading to Examination of This TopicExamination of This TopicDevelopments Leading to Developments Leading to Examination of This TopicExamination of This Topic

• Recent hi-profile complex product Recent hi-profile complex product development delaysdevelopment delays

• My retirement after 40 years planning, My retirement after 40 years planning, managing and executing complex projectsmanaging and executing complex projects– Unique lessons learned could improve performanceUnique lessons learned could improve performance

– Desire to contribute to the PM body of knowledgeDesire to contribute to the PM body of knowledge

AndrewWold

AndrewWold



Objectives of this workObjectives of this workObjectives of this workObjectives of this work

• Provide a basic understanding of “integration”Provide a basic understanding of “integration”

• Prescribe a treatment to improve existing “integration-deficient” Prescribe a treatment to improve existing “integration-deficient” programs and prevent its occurrence on new programsprograms and prevent its occurrence on new programs– Introduce integration conceptsIntroduce integration concepts

– Introduce new integration methodologiesIntroduce new integration methodologies

– Introduce process changesIntroduce process changes

– Encourage involvement in “grass roots” effort for process improvementEncourage involvement in “grass roots” effort for process improvement

AndrewWold

AndrewWold



Topics for DiscussionTopics for DiscussionTopics for DiscussionTopics for Discussion

• Complex program integration challengesComplex program integration challenges

• Symptoms of “integration deficiency”Symptoms of “integration deficiency”

• Approach to diagnosisApproach to diagnosis

• DiagnosisDiagnosis

• RRxx for Treatment for Treatment

• Integration conceptsIntegration concepts– Updated definition of "Program Integration"Updated definition of "Program Integration"

– Introduction to the WBS as an integration toolIntroduction to the WBS as an integration tool

– Improving planning and integration of schedulesImproving planning and integration of schedules

• SummarySummary

• Q&AQ&A

AndrewWold

AndrewWold



Program Integration ConceptProgram Integration ConceptProgram Integration ConceptProgram Integration Concept

• Current concept defines a program as complex product (system) Current concept defines a program as complex product (system) development: development: – Integrates the system using systems engineering and product Integrates the system using systems engineering and product

development processesdevelopment processes– Integrates the program with existing PM Integrates the program with existing PM processes resulting in integration gaps and executionprocesses resulting in integration gaps and execution issuesissues

• This concept defines a “program” as a This concept defines a “program” as a system system of systemsof systems that includes the following systems: that includes the following systems:– Deliverable system Deliverable system

– Program Development SystemProgram Development System• Development systems & processesDevelopment systems & processes

• PM systems & processesPM systems & processes

• Baseline documentationBaseline documentation

• FacilitiesFacilities

• PeoplePeople

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AndrewWold



Known-Unknowns

Unknown-Unknowns

Kn

ow

led

ge

Knowns

ConceptExploration

DemonstrationAndValidation

Full-ScaleDevelopment

Production Deployment Operation

Knowledge Over the Life Cycle

Complex Program Complex Program Integration ChallengesIntegration Challenges


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AndrewWold





• Differing product development life-cycles to be integrated (including Differing product development life-cycles to be integrated (including hardware, software, spiral and incremental)hardware, software, spiral and incremental)

• Multi-year development with several program stages and major Multi-year development with several program stages and major changes during the life cycle from concept to operation by the users. changes during the life cycle from concept to operation by the users.

• Dozens of geographically dispersed teams, suppliers, associate Dozens of geographically dispersed teams, suppliers, associate contractors and sponsor agenciescontractors and sponsor agencies

– Complicated responsibility, authority, and accountabilityComplicated responsibility, authority, and accountability

– Multiple time zones, languages, and facilitiesMultiple time zones, languages, and facilities

– Multiple product development systems (e.g., CAD/CAM)Multiple product development systems (e.g., CAD/CAM)

– Multiple project management systemsMultiple project management systems

– Multiple processes for the same work productMultiple processes for the same work product

• Huge quantities of data and paperHuge quantities of data and paper

• Resistance to changeResistance to change

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AndrewWold



Program Execution IssuesProgram Execution IssuesProgram Execution IssuesProgram Execution Issues

• Unplanned iteration and reworkUnplanned iteration and rework

• Assignment of inter-team working groupsAssignment of inter-team working groups

• Schedules/logic networks does not reflect actual Schedules/logic networks does not reflect actual program plan and status--inability to forecastprogram plan and status--inability to forecast

• Specialized spreadsheets and databases to supplement Specialized spreadsheets and databases to supplement trackingtracking

• Late & unfinished deliveries of products from suppliersLate & unfinished deliveries of products from suppliers

• Incompatibility of product development automated Incompatibility of product development automated systemssystems

• Difficult and time consuming changes to the scope of Difficult and time consuming changes to the scope of work and configurationwork and configuration

• Project manager changesProject manager changes

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AndrewWold



Program Execution IssuesProgram Execution IssuesProgram Execution IssuesProgram Execution Issues

• Program Integration DeficiencyProgram Integration Deficiency

– A chronic condition that results in delays A chronic condition that results in delays and cost-overruns during execution that and cost-overruns during execution that goes undiagnosed until too late to goes undiagnosed until too late to recover.recover.

– It potentially affects all complex It potentially affects all complex programsprograms

– It is the result of all elements involved It is the result of all elements involved with initiating, planning and executing a with initiating, planning and executing a program not all working together program not all working together efficiently.efficiently.

AndrewWold

AndrewWold



Approach To Diagnosis of SymptomsApproach To Diagnosis of SymptomsApproach To Diagnosis of SymptomsApproach To Diagnosis of Symptoms

IntegrationIntegrationLessonsLessonsLearnedLearned


IntegrationIntegrationMethodologyMethodologyExperienceExperience


ExistingProcess

Documentation

ExistingProcess

Documentation

DiagnosisDiagnosisDiagnosisDiagnosis

AndrewWold

AndrewWold



Existing DocumentationExisting DocumentationExisting DocumentationExisting Documentation

INCOSE Website: A Consensus of the INCOSE Fellows INCOSE Website: A Consensus of the INCOSE Fellows – http://www.incose.org/practice/fellowsconsensus.aspx

Work Breakdown Structures For Defense Materiel Items MIL-HDBK-881A Work Breakdown Structures For Defense Materiel Items MIL-HDBK-881A 30 JULY 200530 JULY 2005

DoD Integrated Product and Process Development Handbook: Office Of DoD Integrated Product and Process Development Handbook: Office Of The Under Secretary Of Defense (Acquisition And Technology) Washington, The Under Secretary Of Defense (Acquisition And Technology) Washington, DC 20301-3000DC 20301-3000

Interface Management—A Facilitator of Lean Construction and Agile Project Interface Management—A Facilitator of Lean Construction and Agile Project Management: Proceedings IGLC-15, July 2007, Michigan, USA; Qian Management: Proceedings IGLC-15, July 2007, Michigan, USA; Qian Chen, Georg Reichard and Yvan BeliveauChen, Georg Reichard and Yvan Beliveau

• Wideman Comparative Glossary of Common Project Management Terms Wideman Comparative Glossary of Common Project Management Terms v3.1v3.1

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Third Edition 2004 Third Edition 2004

• DoD Extension to the PMBOK®DoD Extension to the PMBOK®

ExistingProcess

Documentation

ExistingProcess

Documentation

Provide insights but lack process detail and toolsProvide insights but lack process detail and tools

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AndrewWold



PMPMExperienceExperience

PMPMExperienceExperience

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AndrewWold



Integration Lessons LearnedIntegration Lessons LearnedIntegration Lessons LearnedIntegration Lessons Learned

• The importance of the WBSThe importance of the WBS: : – For providing the structure for the organization (including analysis & integration For providing the structure for the organization (including analysis & integration

elements)elements)– For unifying and integrating a programFor unifying and integrating a program– Most WBSs do not include program/project development and integration work-- Most WBSs do not include program/project development and integration work--

should be added (people do work not planned or scheduled)should be added (people do work not planned or scheduled)

• A systematic approach to integration is needed:A systematic approach to integration is needed: An approach that is a An approach that is a cross-between systems engineering and program management is neededcross-between systems engineering and program management is needed

• More and better automation is needed:More and better automation is needed: Due to the amount of data to be Due to the amount of data to be integrated, new methods and automated tools are needed.integrated, new methods and automated tools are needed.

• Improved sequencing of plans and processes is needed:Improved sequencing of plans and processes is needed: Better sequencing Better sequencing minimizes unplanned iteration and rework--dependency structure matrices minimizes unplanned iteration and rework--dependency structure matrices (DSM) enable optimum sequencing(DSM) enable optimum sequencing

• Interface management between people teams:Interface management between people teams: Negotiation and agreement Negotiation and agreement of product exchanges between people/teams is needed for validation of the of product exchanges between people/teams is needed for validation of the program plan--requires development logic for each product's lifecycle.program plan--requires development logic for each product's lifecycle.

• Integration of baseline documentation is needed for efficient configuration Integration of baseline documentation is needed for efficient configuration and change managementand change management..



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AndrewWold



Integration Methodology Integration Methodology ExperienceExperience

Integration Methodology Integration Methodology ExperienceExperience

• IDEF0IDEF0

• Cross-Reference MatricesCross-Reference Matrices

• MS Project macros to capture interfacesMS Project macros to capture interfaces

• MS Access databasesMS Access databases

• Web-based I/F management between teamsWeb-based I/F management between teams

• Association for documentation baselinesAssociation for documentation baselines

N2 Charts for I/F identificationN2 Charts for I/F identification

Dependency Structure Matrices (DSM) Dependency Structure Matrices (DSM) N2/DSM Prototype Planning Tool (sequencing and I/F N2/DSM Prototype Planning Tool (sequencing and I/F

management)management)



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AndrewWold



Integration Tool DeficiencyIntegration Tool DeficiencyNotionalNotional

Integration Tool DeficiencyIntegration Tool DeficiencyNotionalNotional

IncreasingComplexityOf Products & Projects

Time

NumberOf ProjectInterfaces

Number of Interfaces that can be accommodated by PM tools and

techniques

PotentialPotentialIssues &Issues &OpportunitiesOpportunitiesTo ImproveTo ImproveProjectProjectExecutionExecution

Product Complexity Has Been Enabled by Automation Product Complexity Has Been Enabled by Automation Advances in CAD-CAM, Modeling and Simulation, et al.Advances in CAD-CAM, Modeling and Simulation, et al.PM Automation is Still Based Primarily on PERT/CPM & EVMPM Automation is Still Based Primarily on PERT/CPM & EVM



AndrewWold

AndrewWold



Integration DeficiencyIntegration DeficiencyDiagnosisDiagnosis

Integration DeficiencyIntegration DeficiencyDiagnosisDiagnosis

• Integration/interface management in the context of complex Integration/interface management in the context of complex programs and processes is not well documented.programs and processes is not well documented.

• Lack of a systematic and disciplined process for planning, scheduling Lack of a systematic and disciplined process for planning, scheduling and integrating complex programsand integrating complex programs

• Decentralization of the PM responsibility to individual teams or Decentralization of the PM responsibility to individual teams or functional organizationsfunctional organizations

• The responsibility for “Integration” is not specificThe responsibility for “Integration” is not specific

• Program management and product development systems and Program management and product development systems and processes are not included in the WBS or SOW. processes are not included in the WBS or SOW.

• PM practitioners are not trained or compensated to integrate projects PM practitioners are not trained or compensated to integrate projects or programs in the same way a engineers are trained to integrate or programs in the same way a engineers are trained to integrate products.products.

• PM tools do not facilitate optimum sequencing and management of PM tools do not facilitate optimum sequencing and management of interfacesinterfaces

• Lack of leadership!! Lack of leadership!!

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AndrewWold



Treatment PlanTreatment PlanTreatment PlanTreatment Plan

1.1. PMs assume responsibility, investigate PMs assume responsibility, investigate improved processes, tools and techniques, and improved processes, tools and techniques, and implement the following as appropriate.implement the following as appropriate.

2.2. Focus on the WBS to integrate the programFocus on the WBS to integrate the program

– Incorporate a tailored version of the "Program Incorporate a tailored version of the "Program Development System" into the WBS. Development System" into the WBS.

• Plan, schedule and integrate its elements using Plan, schedule and integrate its elements using the same process as the product development.the same process as the product development.

– Organize for integration: Add elements to the Organize for integration: Add elements to the WBS and assign teams as necessaryWBS and assign teams as necessary

– Unify the program organization, planning and Unify the program organization, planning and integration focusing on the WBS breakdown.integration focusing on the WBS breakdown.

3.3. Organize the baseline configuration of product Organize the baseline configuration of product and program documentation for efficient and program documentation for efficient configuration and change managementconfiguration and change management

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AndrewWold



Treatment Plan (Cont’d)Treatment Plan (Cont’d)Treatment Plan (Cont’d)Treatment Plan (Cont’d)

4.4. Improve logic network schedules with N2/DSM Improve logic network schedules with N2/DSM planningplanning

– Develop Life cycle plan for the program and for Develop Life cycle plan for the program and for individual products, processes and services in the individual products, processes and services in the WBSWBS

– Integrate plansIntegrate plans

– Identify, and negotiate producer-consumer Identify, and negotiate producer-consumer interfacesinterfaces

5.5. Update documentation and training with Update documentation and training with experienceexperience

6.6. Support grass roots and A&D SIG efforts for Support grass roots and A&D SIG efforts for process improvementprocess improvement

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AndrewWold



Updated definition of "Program Integration“Updated definition of "Program Integration“


– Improving planning and integration of schedulesImproving planning and integration of schedules

Integration conceptsIntegration conceptsIntegration conceptsIntegration concepts

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AndrewWold



"Program Integration“ (proposed)"Program Integration“ (proposed)"Program Integration“ (proposed)"Program Integration“ (proposed)

• The process of bringing people, systems, processes, The process of bringing people, systems, processes, facilities and other things together to develop a product facilities and other things together to develop a product or service in an efficient manner. Involves everything or service in an efficient manner. Involves everything that is assigned or created during a program in order to that is assigned or created during a program in order to execute its objectives. execute its objectives.

• Includes activities of all project/program stakeholders, Includes activities of all project/program stakeholders, contractors, subcontractors, sponsors and users. contractors, subcontractors, sponsors and users.

• The primary activity is the design and management of The primary activity is the design and management of the unique interfaces within and between products, the unique interfaces within and between products, processes, and services identified at the lowest level processes, and services identified at the lowest level breakdown of the WBS.breakdown of the WBS.

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AndrewWold



– Updated definition of "Program Integration“Updated definition of "Program Integration“

Introduction to the WBS as an integration Introduction to the WBS as an integration tooltool

– Improving planning and integration of Improving planning and integration of schedulesschedules


AndrewWold

AndrewWold



Mil Hdbk 881bMil Hdbk 881b

Product Product Integration is Integration is

Part of Part of Development Development

ProcessProcess

Product Product Integration is Integration is

Part of Part of Development Development

ProcessProcess

ProductProductDevelopmentDevelopmentWBSWBS

WBS as an integration toolWBS as an integration toolWBS as an integration toolWBS as an integration tool

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AndrewWold



WBS as an integration tool (cont’d)WBS as an integration tool (cont’d)WBS as an integration tool (cont’d)WBS as an integration tool (cont’d)

Unify the program with WBS development to Unify the program with WBS development to identify work, organize, and integrate identify work, organize, and integrate

Unify the program with WBS development to Unify the program with WBS development to identify work, organize, and integrate identify work, organize, and integrate

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AndrewWold



Other Cross Ref Other Cross Ref

Matrices (CRM): Matrices (CRM): – RAM (Resp)RAM (Resp)– Equip/ Make/BuyEquip/ Make/Buy– CostCost– et alet al


CrossCrossReferenceReferenceMatricesMatrices

Relate all data elements to the WBSRelate all data elements to the WBSRelate all data elements to the WBSRelate all data elements to the WBS

Expand vertical Expand vertical breakdown to breakdown to product/ process product/ process level that are level that are assigned to a assigned to a single team for single team for development or development or used for used for development development activitiesactivities

Analyze and Integrate Across All Stakeholders

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AndrewWold



Identify Interfaces between elements Identify Interfaces between elements (X’s or description)(X’s or description)

Identify Interfaces between elements Identify Interfaces between elements (X’s or description)(X’s or description)

N-Squared (N2) Charts: Identify interfacesN-Squared (N2) Charts: Identify interfaces


Deliverable Product/ Service

Program Life Cycle Planning

Program Mgmt

Baseline

Program Mgmt

Processes

Program Mgmt

Systems

Product Definition Baseline

Product Dev

Processes

Product Dev

Systems People Facilities

Rows Receive Inputs from Columns (Products, Data,

Info, S/W, H/W)#/# 1 2 3 4 5 6 7 8 9 10

Deliverable Product/ Service 1 1

Program Life Cycle Planning 2 2

Program Mgmt Baseline 3 3

Program Mgmt Processes 4 4

Program Mgmt Systems 5 5

Product Definition Baseline 6 6

Product Dev Processes 7 7

Product Dev Systems 8 8

People 9 9

Facilities 10 10

Deliverable Product/ Service

Program Life Cycle Planning

Program Mgmt

Baseline

Program Mgmt

Processes

Program Mgmt

Systems

Product Definition Baseline

Product Dev

Processes

Product Dev

Systems People Facilities

Rows Receive Inputs from Columns (Products, Data,

Info, S/W, H/W)#/# 1 2 3 4 5 6 7 8 9 10

Deliverable Product/ Service 1 1

Program Life Cycle Planning 2 2

Program Mgmt Baseline 3 3

Program Mgmt Processes 4 4

Program Mgmt Systems 5 5

Product Definition Baseline 6 6

Product Dev Processes 7 7

Product Dev Systems 8 8

People 9 9

Facilities 10 10

X

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AndrewWold



– Updated definition of "Program Integration“Updated definition of "Program Integration“


Improving planning and integration of Improving planning and integration of schedulesschedules

• Activity-Based DSM for SequencingActivity-Based DSM for Sequencing

• N2/DSM Prototype Tool for Sequencing and N2/DSM Prototype Tool for Sequencing and Identifying InterfacesIdentifying Interfaces

• Schedule IntegrationSchedule Integration


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AndrewWold



Three Configurations that Characterize a Project

A

BA B

A

B

Parallel Series Coupled (Loop)

DSMRepresentation

GraphicRepresentation

A B

A

B

A B

A

XB

A B

A X

B X

(not allowed in CPM)

(indicates iteration)

(CPM) (CPM)

Relationship

Activity-Based DSM (Sequencing)Activity-Based DSM (Sequencing)Activity-Based DSM (Sequencing)Activity-Based DSM (Sequencing)

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AndrewWold



Precedence Ordered DSM

Precedence Network

Resulting Gantt Schedule

Step A Step B Step C Step D

Step E

A B C D E

Step A A

Step B B

Step C X C

Step D X D

Step E X X X E

Improves Logic Network/Project SchedulesImproves Logic Network/Project SchedulesImproves Logic Network/Project SchedulesImproves Logic Network/Project Schedules

Activity-Based DSM (Sequencing)Activity-Based DSM (Sequencing)Activity-Based DSM (Sequencing)Activity-Based DSM (Sequencing)

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AndrewWold



Sequence Tasks

N2/DSM PrototypeN2/DSM PrototypePlanning Tool Suite isPlanning Tool Suite is

Available from WebsiteAvailable from Website

N2/DSM PrototypeN2/DSM PrototypePlanning Tool Suite isPlanning Tool Suite is

Available from WebsiteAvailable from Website

IdentifyRelationships

DetectLoops

OptimizeSequence

N2/DSM Prototype Planning ToolN2/DSM Prototype Planning ToolN2/DSM Prototype Planning ToolN2/DSM Prototype Planning Tool

Improve Sequencing

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AndrewWold



Identify work products for each activityIdentify Inputs for each activity

Data is Consolidated for Reports and Sharing With Data is Consolidated for Reports and Sharing With Other Groups/Teams (Interface Management) Other Groups/Teams (Interface Management)

Data is Consolidated for Reports and Sharing With Data is Consolidated for Reports and Sharing With Other Groups/Teams (Interface Management) Other Groups/Teams (Interface Management)

N2/DSM Prototype Planning ToolN2/DSM Prototype Planning ToolN2/DSM Prototype Planning ToolN2/DSM Prototype Planning Tool

Improve Interface Management

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AndrewWold



Program MilestonesProgram Milestones

ProgProg. System. System

Program PlanningProgram Planning

PeoplePeople

FacilitiesFacilities

Program Mgmt B/L Program Mgmt B/L

Program Mgmt Processes Program Mgmt Processes

Program Mgmt SystemsProgram Mgmt Systems

Product B/L DocumentationProduct B/L Documentation

Product Dev. ProcessesProduct Dev. Processes

PProduct Dev. Systemsroduct Dev. Systems

Go-Ahead Prelim

Design

Proposal SystemDesign

Initial Review

Prog Mgmt Plan ImplementedPrelim Design

Final Design

Concept/Charter

InitialB/L Update Update Update

UpdatedInitial Final

Initial Update Update Update UpdateInitial Update Update Update Update

Initial Update Update UpdateInitial Update Update Update

ImplementedPrelim DesignRqmts

Final Design

ImplementedPrelim DesignRqmts

Final Design

FinalRqmts

ImplementedFor IBR

FinalRqmts

ImplementedFor IBR

Final Design

FinalRqmts

Prelim Design

ImplementedFinal Design

FinalRqmts

Prelim Design

Implemented

InitialFinalRqmts

In PlacePrelim Design

Final Design

Plan all products and processes to synchronize with Plan all products and processes to synchronize with the program level program definitionthe program level program definition

Plan all products and processes to synchronize with Plan all products and processes to synchronize with the program level program definitionthe program level program definition

Schedule IntegrationSchedule IntegrationSchedule IntegrationSchedule Integration

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AndrewWold



SummarySummarySummarySummary

Complex program integration challengesComplex program integration challenges

Symptoms of “integration deficiency”Symptoms of “integration deficiency”

Approach to diagnosisApproach to diagnosis

DiagnosisDiagnosis

RRxx for Treatment for Treatment

Integration conceptsIntegration concepts Updated definition of "Program Integration"Updated definition of "Program Integration"

Introduction to the WBS as an integration toolIntroduction to the WBS as an integration tool

Improving planning and integration of schedulesImproving planning and integration of schedules

SummarySummary

• Q&AQ&A

AndrewWold

AndrewWold



Rx SummaryRx SummaryRx SummaryRx Summary

• Integration/interface management in the context of Integration/interface management in the context of complex programs and processes is not well complex programs and processes is not well documented.documented.

• Lack of a systematic and disciplined process for Lack of a systematic and disciplined process for planning, scheduling and integrating complex programsplanning, scheduling and integrating complex programs

• Decentralization of the PM responsibility to individual Decentralization of the PM responsibility to individual teams or functional organizationsteams or functional organizations

• The responsibility for “Integration” is not specificThe responsibility for “Integration” is not specific

• Program management and product development Program management and product development systems and processes are not included in the WBS or systems and processes are not included in the WBS or SOW. SOW.

• PM practitioners are not trained or compensated to PM practitioners are not trained or compensated to integrate projects or programs in the same way a integrate projects or programs in the same way a engineers are trained to integrate products.engineers are trained to integrate products.

• PM tools do not facilitate optimum sequencing and PM tools do not facilitate optimum sequencing and management of interfacesmanagement of interfaces

• Lack of leadership!! Lack of leadership!!

Integration DefinedIntegration Defined

Added to WBSAdded to WBS

Make changes withMake changes with Experience Experience

N2/DSM ToolsN2/DSM Tools

Supt grass rootsSupt grass roots & A&D SIG Effort& A&D SIG Effort

PM responsibilityPM responsibility

Apply SE process Apply SE process as neededas neededOrganize by WBSOrganize by WBS with A&I as neededwith A&I as needed

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AndrewWold



Q & AQ & AQ & AQ & A

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AndrewWold



BackupBackupBackupBackup

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AndrewWold




• ProjectProject– A novel undertaking or systematic process to create a new product or service the A novel undertaking or systematic process to create a new product or service the

delivery of which signals completion. Projects involve risk and are typically delivery of which signals completion. Projects involve risk and are typically constrained by limited resources.constrained by limited resources.

• Program (Any one of the following)Program (Any one of the following)– A portfolio of projects selected and planned in a coordinated way so as to A portfolio of projects selected and planned in a coordinated way so as to

achieve a set of defined objectives…. achieve a set of defined objectives…. A single, large or very complex project, or A single, large or very complex project, or – A set of otherwise unrelated projects bounded by a business cycle. A set of otherwise unrelated projects bounded by a business cycle.

• SystemSystem– A group of interacting, interrelated, or interdependent elements forming a A group of interacting, interrelated, or interdependent elements forming a

complex whole. complex whole. – A methodical arrangement of activities or parts designed to achieve repetitive or A methodical arrangement of activities or parts designed to achieve repetitive or

reproducible results.reproducible results.

• Interface ManagementInterface Management– The management of communication, coordination and responsibility across a The management of communication, coordination and responsibility across a

common boundary between two (or more) common boundary between two (or more) organizationsorganizations, , phasesphases, or , or physical physical entities entities which are interdependent.which are interdependent.

Source: Wideman Comparative Glossary of Common Project Management Terms v3.1 is copyright by R. Max Wideman, March 2002.

Wideman Glossary

Wideman Glossary

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AndrewWold



Existing DocumentationExisting Documentation Existing DocumentationExisting Documentation

Project Integration ManagementProject Integration Management

“…“…Integration in the context of managing a project, is making choices about Integration in the context of managing a project, is making choices about where to concentrate resources and effort on any given day, anticipating where to concentrate resources and effort on any given day, anticipating potential issues, dealing with these issues before they become critical, and potential issues, dealing with these issues before they become critical, and coordinating work for the overall project good. The integration effort involves coordinating work for the overall project good. The integration effort involves making trade-offs among competing objectives and alternatives.”making trade-offs among competing objectives and alternatives.”

“Integration is primarily concerned with effectively integrating the processes among the Project Management Process Groups that are required to accomplish project objectives within an organization’s defined procedures.” The integrative project management processes include:4.1 Develop Project Charter4.1 Develop Project Charter4.2 Develop Preliminary Project Scope Statement4.2 Develop Preliminary Project Scope Statement4.3 Develop Project Management Plan4.3 Develop Project Management Plan4.4 Direct and Manage Project Execution4.4 Direct and Manage Project Execution4.5 Monitor and Control Project Work4.5 Monitor and Control Project Work4.6 Integrated Change Control 4.6 Integrated Change Control 4.7 Close Project4.7 Close Project

Source: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Third Edition2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA

PMBoKGuide

PMBoKGuide

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AndrewWold



• Project Management ElementsProject Management Elements– An interactive group of 10 management responsibilities applied to all phases An interactive group of 10 management responsibilities applied to all phases

of the Project Cycle by all organizations participating in the project to of the Project Cycle by all organizations participating in the project to accomplish the project objectives. These ten elements are: accomplish the project objectives. These ten elements are:

• Project Requirements. Project Requirements. • Organizational Options. Organizational Options. • Project Team. Project Team. • Project Planning. Project Planning. • Opportunities and Risks. Opportunities and Risks. • Project Control. Project Control. • Project Visibility. Project Visibility. • Project Status. Project Status. • Corrective Action. Corrective Action. • Project LeadershipProject Leadership

• Project Management ProcessProject Management Process– Project cycle, phases, and activities that are managed by the techniques and Project cycle, phases, and activities that are managed by the techniques and

tools of the ten project management elements to ensure that all project tools of the ten project management elements to ensure that all project control gates are completed satisfactorily and that project objectives are control gates are completed satisfactorily and that project objectives are accomplished. The formality of application is tailored to the type of project accomplished. The formality of application is tailored to the type of project and value and risk of the project. [D04197]and value and risk of the project. [D04197]


Existing DocumentationExisting DocumentationExisting DocumentationExisting DocumentationWideman Glossary

Wideman Glossary

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AndrewWold




Project Management SystemProject Management System

““The project management system is the set of tools, The project management system is the set of tools, techniques, methodologies, resources, and procedures techniques, methodologies, resources, and procedures used to manage a project. It can be formal or informal used to manage a project. It can be formal or informal and aids a project manager in effectively guiding a and aids a project manager in effectively guiding a project to completion. The system is a set of processes project to completion. The system is a set of processes and related control functions that are consolidated and and related control functions that are consolidated and combined into a functioning, unified whole”.combined into a functioning, unified whole”.

PMBoKGuide

PMBoKGuide

Development Processes:Development Processes: Processes that facilitate the making of a product. Processes that facilitate the making of a product.

These processes are not delivered to the customer (although the These processes are not delivered to the customer (although the results of their work are) and they are driven by the needs of the results of their work are) and they are driven by the needs of the particular product being developed. Examples include particular product being developed. Examples include Integration, Production, Computer Support, and Modeling and Integration, Production, Computer Support, and Modeling and Simulation.Simulation.

DoD IPPDHandbook

DoD IPPDHandbook

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AndrewWold




Source: INCOSE Website: A Consensus of the INCOSE Fellows http://www.incose.org/practice/fellowsconsensus.aspx:

IntegrationIntegration• Systems, businesses and people must be integrated so that Systems, businesses and people must be integrated so that

they interact with one another. they interact with one another.

• Integration means bringing things together so they work as a Integration means bringing things together so they work as a whole. whole.

• Interfaces between Interfaces between subsystems subsystems must be designed. must be designed.

• Subsystems Subsystems should be defined along natural boundaries. should be defined along natural boundaries.

• Subsystems Subsystems should be defined to minimize the amount of should be defined to minimize the amount of information to be exchanged between the information to be exchanged between the subsystemssubsystems. .

• Well-designed Well-designed subsystems subsystems send finished products to send finished products to other other subsystemssubsystems

• The consequence of integration is a The consequence of integration is a system system that is built and that is built and operated using efficient processes.”operated using efficient processes.”

Teams, Teams, processes, processes,

systems can systems can be used be used

inter-inter-changeably changeably

with with subsystemssubsystems

Teams, Teams, processes, processes,

systems can systems can be used be used

inter-inter-changeably changeably

with with subsystemssubsystems

INCOSEINCOSE

AndrewWold

AndrewWold



• IntegrationIntegration– The process of bringing people, activities and The process of bringing people, activities and

other things together to perform effectively.other things together to perform effectively.

• InterfaceInterface– The functional and physical characteristics The functional and physical characteristics

required to exist at a common boundary or required to exist at a common boundary or connection between connection between personspersons, or between , or between systemssystems, or between persons and systems., or between persons and systems.

• Interface ManagementInterface Management– The management of communication, The management of communication,

coordination and responsibility across a coordination and responsibility across a common boundary between two (or more) common boundary between two (or more) organizationsorganizations, , phasesphases, or , or physical entities physical entities which are interdependent.which are interdependent.


Existing DocumentationExisting DocumentationExisting DocumentationExisting DocumentationWideman Glossary

Wideman Glossary

Interfaces Interfaces withinwithinand between:and between:• Persons Persons • SystemsSystems• OrganizationsOrganizations• PhasesPhases• Physical Entities Physical Entities

• HardwareHardware• SoftwareSoftware• FacilitiesFacilities

• ++ DocumentationDocumentation• ++ Processes Processes• ++ Activities/Tasks Activities/Tasks• ++ Companies Companies• Et alEt al

Interfaces Interfaces withinwithinand between:and between:• Persons Persons • SystemsSystems• OrganizationsOrganizations• PhasesPhases• Physical Entities Physical Entities

• HardwareHardware• SoftwareSoftware• FacilitiesFacilities

• ++ DocumentationDocumentation• ++ Processes Processes• ++ Activities/Tasks Activities/Tasks• ++ Companies Companies• Et alEt al

AndrewWold

AndrewWold



• The Systems Engineering Process “SIMILAR” process is The Systems Engineering Process “SIMILAR” process is familiar to most program personnel and could be used for familiar to most program personnel and could be used for development and/or tailoring of products, processes, and development and/or tailoring of products, processes, and systems.systems.

““SIMILAR”SIMILAR”““SIMILAR”SIMILAR”

Source: INCOSE Website: A Consensus of the INCOSE Fellows http://www.incose.org/practice/fellowsconsensus.aspx:

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