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For ImprovingFor ImprovingFor ImprovingFor Improving
August 2008August 2008
Project / ProgramProject / ProgramProject / ProgramProject / ProgramExecutionExecutionExecutionExecution
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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
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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
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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
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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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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
Complex Program Complex Program Integration ChallengesIntegration Challenges
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Complex Program Complex Program Integration ChallengesIntegration Challenges
Complex Program Complex Program Integration ChallengesIntegration Challenges
• 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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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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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.
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Approach To Diagnosis of SymptomsApproach To Diagnosis of SymptomsApproach To Diagnosis of SymptomsApproach To Diagnosis of Symptoms
IntegrationIntegrationLessonsLessonsLearnedLearned
IntegrationIntegrationLessonsLessonsLearnedLearned
IntegrationIntegrationMethodologyMethodologyExperienceExperience
IntegrationIntegrationMethodologyMethodologyExperienceExperience
ExistingProcess
Documentation
ExistingProcess
Documentation
DiagnosisDiagnosisDiagnosisDiagnosis
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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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PMPMExperienceExperience
PMPMExperienceExperience
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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..
IntegrationIntegrationLessonsLessonsLearnedLearned
IntegrationIntegrationLessonsLessonsLearnedLearned
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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)
IntegrationIntegrationMethodologyMethodologyExperienceExperience
IntegrationIntegrationMethodologyMethodologyExperienceExperience
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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
IntegrationIntegrationMethodologyMethodologyExperienceExperience
IntegrationIntegrationMethodologyMethodologyExperienceExperience
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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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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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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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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
Integration conceptsIntegration conceptsIntegration conceptsIntegration concepts
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"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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– 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
Integration conceptsIntegration conceptsIntegration conceptsIntegration concepts
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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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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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Other Cross Ref Other Cross Ref
Matrices (CRM): Matrices (CRM): – RAM (Resp)RAM (Resp)– Equip/ Make/BuyEquip/ Make/Buy– CostCost– et alet al
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)
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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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
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)
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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– 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 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
Integration conceptsIntegration conceptsIntegration conceptsIntegration concepts
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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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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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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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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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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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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
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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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Q & AQ & AQ & AQ & A
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BackupBackupBackupBackup
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Existing DocumentationExisting DocumentationExisting DocumentationExisting Documentation
• 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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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
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• 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]
Source: Wideman Comparative Glossary of Common Project Management Terms v3.1 is copyright by R. Max Wideman, March 2002.
Existing DocumentationExisting DocumentationExisting DocumentationExisting DocumentationWideman Glossary
Wideman Glossary
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AndrewWold
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Existing DocumentationExisting DocumentationExisting DocumentationExisting Documentation
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
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4040Andrew Wold, PMPAugust 10, 2008
Existing DocumentationExisting DocumentationExisting DocumentationExisting Documentation
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
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AndrewWold
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• 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.
Source: Wideman Comparative Glossary of Common Project Management Terms v3.1 is copyright by R. Max Wideman, March 2002.
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
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• 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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