Project Integration Management
2024-10-22 16:20:29 0 Report
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Outline/Content
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Integrate with the nature of unity, merger, communication, and connection, running through the entire project.
Integrated management is the responsibility of the project manager, and the integrated responsibility cannot be transferred or delegated.
The project manager must take the final responsibility for the entire project.
Using automation tools PMIS, visual management tools, project knowledge management, increasing the project manager's responsibilities (involvement in starting and ending projects), hybrid methods
In agile and iterative methods: members participate in integration as domain experts, self-determine plans, and make cooperative decisions.
Develop the project charter
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The process of officially approving and authorizing the project manager to use the organization's resource files in project activities.
A few points to note
The approved project charter means the official launch of the project.
Appoint the project manager as early as possible, participate in the project charter formulation, it is best to appoint at the time of formulating the project charter, and at the latest it must be appointed before the planning begins.
By developing the project charter, confirm that the project meets the strategic goals and daily operational needs of the organization.
Don't treat the project charter as a contract, when executing external projects, confirm that the project meets the needs of organizational strategy and daily operations.
Input
Commercial Document
Business case, benefit management plan
Need regular review, project managers can not update or modify can only put forward relevant suggestions
protocol
Contracts, Memorandums of Understanding MOUs, Service Level Agreements SLAs, Letters of Intent
Tool
Expert Judgment
Data collection
brainstorming, focus group, interview
Conflict management, guidance, meeting management
Output
Project Charter
Assign the project manager and their responsibilities; high-level requirements, project descriptions, strategic operational assumptions and constraints.
Overall milestone progress plan, overall budget, overall project risk
Project approval requirements, key stakeholder list, project exit criteria
Assume the log
All assumptions and constraints in the project
Develop the project management plan
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Define the preparation and coordination of all components of the project plan, integrated into a comprehensive project management plan.
Input
Project Charter
The output of other processes
Tool
Brainstorming, checklist (action items list), focus group, interview,
Conflict management, guidance, meeting management
initiating meeting(start), kick-off meeting planning meeting
Output
Project Management Plan
Guide and manage project work
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Lead and execute the work defined in the project management plan to achieve the project objectives, and implement an approved change process.
Implement planned project activities 2, manage technical interfaces and organizational interfaces 3, implement approved changes 4, collect work performance data and convey to the appropriate control processes
Input
Project Management Plan
Approved change request
Tool
Information Management System PMIS (Business Environment Factors)
conference
Output
Deliverables
Work performance data
Issue Log
Problem description, responsible person, resolution deadline
Change Request
Corrective actions, preventive measures, defect remediation, updates
Manage project knowledge
Explicit knowledge, tacit knowledge
Input
Project file
Lessons Learned Register, Project Team Assignment Sheet, Resource Breakdown Structure, Stakeholder Register
Tool
Knowledge Management
Information Management
Active listening, guiding techniques, leadership, interpersonal skills, political awareness
Output
Lessons Learned Register
Supervise project work
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Track, review, and report on the overall project progress, so that relevant parties are aware of the current status.
Monitoring work runs through the entire project, and is the only output of work performance report.
Input
Project file
Progress forecast, cost forecast
Work Performance Information
Tool
Earned Value Analysis, Variance Analysis, Trend Analysis, Root Cause Analysis, Alternative Analysis, Cost-Benefit Analysis
Decision: unanimous agreement, majority agreement, relative majority principle
Output
Work Performance Report
Implement overall change control
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The process of reviewing all change requests, approving changes, managing closures, and communicating the results of change handling.
Changes run through the entire project, and the project manager is ultimately responsible for this.
Only approved changes can be incorporated into the revised baseline.
Any stakeholder can propose a change, record it in writing, and incorporate it into the change management or configuration management system.
Assess the impact, CCB assessment, record and communicate change results
Input
Change Request
1. Record 2. Evaluate 3. Submit 4. Update 5. Notify
Tool
Change Control Tool
Configuration Management System
Output
Approved change request
Project file updated
Change Log
Project management plan update
Changes to the baseline can only be based on the latest baseline and for future situations, and cannot change past performance.
Pay attention to the seriousness of protecting benchmark and historical performance data.
End the project or phase
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Archive project information, complete planning work, release team resources
Review the project management plan to ensure that all tasks have been completed and all objectives have been achieved.
Input
Project Charter
Deliverables for acceptance
Commercial Document
Business case, benefit management plan
Organizational Process Assets
Configuration management knowledge base, guidelines and requirements
Tool
File analysis, regression analysis, trend analysis, deviation analysis
conference
Output
Final product, service delivery
Final report
Organize the process of product update.
Project files, operational support documents, closing documents, lessons learned repository
Collect
Collect
Collect
Collect
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