MindMap Gallery Project integration management
Chapter 8 of the Software Entrance Examination: Project Integration Management. Project integration management is an important task in project management. Its purpose is to ensure the coordination and cooperation between the various elements of the project to achieve the overall goal of the project.
Edited at 2024-01-07 11:41:04One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
Project integration management
Overview
1. It has the characteristics of unification, merger, communication and establishing connections, and runs through the entire project.
2. Integration is a key skill of the project manager and this responsibility cannot be delegated or transferred. The project manager must have ultimate responsibility for the entire project
3. Process integration
a. Changes in requirements will affect the scope, schedule and budget, and require a change request
b. Implement the overall change control process to integrate change requests
4. Cutting considerations
a. Each project is unique and the project manager tailors it as needed.
Concrete analysis of specific issues on floating themes and adapt measures to local conditions
For example: how to manage knowledge and create a cooperative working atmosphere
For example: development life cycle, development methods
b. Product life cycle > Project life cycle > Development life cycle
5. Agile and adaptive methods
a. Help the project manager delegate decision-making power. The project manager creates a cooperative atmosphere and team members make their own decisions and control the planning and delivery of specific products.
b. Team members are versatile, fast and efficient T-shaped talents
Develop project charter
definition
Prepare a formal approval project and the process of authorizing project managers to use documents from organizational resources in project activities
effect
1. Clarify the connection between the project and the organizational strategy
2. Establish project status
3. Demonstrate the organization’s commitment to the project
enter
Project management documents
The project proposal
feasibility study report
project evaluation report
protocol
contract
memorandum of understanding
service quality agreement
letter of intent
business environment factors
organizational process assets
Tools & Techniques
expert judgment
A reasonable judgment on current activities based on professional knowledge in a certain field
anyone trained
everyone is an expert
data collection
a. Brainstorming
Short time, lots of creativity, pursuit of quantity
out-of-court judgment principle
b. Focus group
Subject matter expert - same function
c. Interview
chat directly
Interpersonal and team skills
a. Conflict management
reach agreement
b. Guidance
Reconciling differences and cross-functionality
c. Conference management
Reach a consensus and have an action plan
Face-to-face meetings are best
Determine the agenda, goals, objectives and deadlines before the meeting
Don’t go off topic during the meeting
There should be meeting minutes and action plans after the meeting
Meeting
Hold meetings with relevant parties
output
Project Charter
a. The assigned project manager and his authority
b. Project purpose, goals, success criteria, exit criteria
c. High-level requirements, high-level project description, high-level strategic and operational assumptions and constraints
d. Main deliverables, overall milestone schedule, pre-approved financial budget, overall project risks, and list of key stakeholders.
e. Project approval requirements and personnel who approve the project charter
Hypothetical log
Assumptions
Factors deemed correct, true or certain without verification
Constraints
Constraints that affect the execution of a project or process
Develop project management plan
Overview
a. Define, prepare and coordinate all components of the project management plan and integrate them into a comprehensive project management plan
b. As the basis for all project work and its execution method Determine how the project will be executed, monitored, and closed
c. General or detailed, constantly updated to gradually become more detailed.
d. Once determined as a baseline, if it needs to be updated, it must be approved through overall change control before it can be updated.
enter
Project Charter
The project team uses the project charter as a starting point for initial planning
Outputs from other knowledge area planning processes
Subplans and baselines output from other knowledge area planning processes
business environment factors
organizational process assets
Tools & Techniques
expert judgment
data collection
Checklist
Provide guidance in planning or help check that the project management plan contains all required information
Brainstorming
focus group
Interview
Interpersonal and team skills
conflict management
guide
Conference management
Meeting
Kick-off meeting
Small projects
Open after startup
big project
Planning completed, execution begins
multi-stage
every stage
output
project management plan
Overview
A document that describes how a project will be executed, monitored, and closed, integrating all sub-management plans and baselines
Ten sub-plans
demand management plan
scope management plan
progress management plan
cost management plan
quality management plan
resource management plan
communication management plan
risk management plan
Procurement Management Plan
Stakeholder Management Plan
Three major benchmarks
Scope Baseline
progress baseline
cost basis
six components
change management plan
configuration management plan
Project life cycle description
performance measurement benchmarks
development method
management review
Direct and manage project work
Overview
The process of leading and executing the work identified in the project management plan and implementing approved changes
effect
a. Do-it-yourself plan-implement according to the project plan
b. Dry change - implement approved changes
c. Dry interface-implementation interface integration
d. Dry results - produce deliverables
f. Dry data - generate work performance data
enter
project management plan
Approved change request
a. Corrective measures
b. Preventive measures
c. Defect remedy
project files
Milestone List
Project schedule
wait
business environment factors
organizational process assets
Tools & Techniques
expert judgment
project management information system
PMIS
work authorization system
Schedule planning tool
Information collection and distribution tools
Configuration management tools
Meeting
Kick-off meeting
technical meeting
iteration planning meeting
Daily stand-up meeting
output
Deliverables
Any unique and verifiable product, result, or service capability that must be produced at the completion of a process, phase, or project, usually a project outcome, and included as an organizational part of the project management plan
job performance data
Raw observations and measurements collected
First-hand, basic data reflecting the current project situation
Problem log
A project document to record and follow up on all issues
is first created during this process
Updated with monitoring activities throughout the project lifecycle
Type, proposer, time, description, responsible person, resolution deadline, priority, status, final resolution
change request
a. Modify any documents or deliverable benchmarks
b. Can be directly or indirectly
c. It can be raised internally or externally
d. It can be mentioned orally, but it must be recorded in writing.
several types
Precaution
To ensure that future performance of project work is consistent with the project management plan
Risk prevention
Corrective Action
Realign project work performance with the project management plan in the future
correct deviation
renew
Changes to formally controlled project documents or plans, etc.
Normally change the base
Defect Remediation
To correct inconsistent products or product components
Supplement quality
Project Management Plan Update
Project file updates
Managing project knowledge
Overview
Use existing knowledge and generate new knowledge to achieve goals and help organize the learning process
explicit knowledge
Easy to compile, but lacks context and can be interpreted in different ways
tacit knowledge
Individual knowledge that is difficult to articulate, difficult to codify, and usually shared through interpersonal communication and interaction
The most important part
Create an atmosphere of trust that inspires people to share their knowledge and care about the knowledge of others
enter
project management plan
project files
Project team dispatches work orders
The knowledge, ability or experience that the project has and may lack
resource breakdown structure
The knowledge the team lacks and possesses
Supplier selection criteria
Understand the knowledge that suppliers have and the knowledge that suppliers are required to have
Stakeholder register
Understand the knowledge that stakeholders may have
Deliverables
business environment factors
organizational process assets
Tools & Techniques
expert judgment
knowledge management
Connect employees so they can collaborate to generate new knowledge, share tacit knowledge, and integrate knowledge held by different team members
Interpersonal communication, interest groups, meetings, work shadowing, forums, special lectures, seminars, storytelling, teahouses, interactive training, etc.
Face-to-face interactions are conducive to building trust relationships, and once established, virtual interactions can be used to maintain trust relationships.
information management
Used to create connections between people and knowledge, and can effectively promote simple and clear explicit knowledge sharing
Lessons learned register, library services, information collection, project management information system, etc.
Interpersonal and team skills
active listening
guide
leadership
interpersonal communication
overall view
output
Lessons Learned Register
Contains content
1. Category and description of situation
2. Impact, recommendations and action plans related to the situation
3. Challenges, problems encountered, risks and opportunities realized, or other applicable content
Created early in the project - updated continuously during the project - completed at the end of the project - included in the Lessons Learned Register
Project Management Plan Update
Organizational process asset updates
Monitor project work
Overview
Track, review and report on overall project progress; Understand the current status of the project; Understand future project status;
supervise
Includes collecting, measuring and analyzing measurements and predicting trends
control
Develop corrective or preventive actions or re-plan and track the implementation of action plans
enter
project management plan
project files
job performance information
Generates work performance information after comparing work performance data to project management plan components, project documents, and other variables
Integrate all performance information and form performance reports
Provide basis for decision-making
protocol
business environment factors
organizational process assets
Tools & Techniques
expert judgment
data analysis
Deviation analysis
trend analysis
Earned value analysis
Root Cause Analysis
Alternatives Analysis
Cost-benefit analysis
decision making
unanimously agreed
Most agree
Meeting
output
job performance report
past - present - future
Prepare job performance reports in physical or electronic form to make decisions, take action, or raise concerns
According to the project communication plan, send reports to project stakeholders through the communication process, a. Status report; b. Progress report
Implement holistic change control
Overview
The process of reviewing all change requests, approving changes, managing changes, and communicating the results of change processing
Comprehensive review of documented changes to reduce project risk
Only approve and manage changes, not propose changes
enter
project management plan
change management plan
Provide guidance for managing the change control process and document CCB roles and responsibilities
project files
job performance report
current performance
Resource availability, schedule and cost data
Earned value management reports, burndown charts, etc.
change request
business environment factors
organizational process assets
Tools & Techniques
expert judgment
change control tools
Manual or automated tools to facilitate configuration and change management
data analysis
decision making
Meeting
change control meeting
output
Approved change request
Approved
Project Management Plan Update
Approved
Project file updates
Change log
Regardless of whether the approval is passed or not
Several points to note
a. Any stakeholder can propose changes at any time
b. It can be mentioned verbally, but it must be recorded in writing and included in the change/configuration management system.
c. Each recorded change must be approved by a person in charge, who should be designated in the project management plan or organizational procedures. If necessary, the CCB will carry out the overall change control process.
d. Throughout the project, the project manager has the final responsibility for this
change control board
Responsible for reviewing, approving, deferring or rejecting project changes, and documenting and communicating change handling decisions
It is a decision-making body, but it is not required. It is composed of major stakeholders. Not all changes must be approved by the CCB.
Change process
1. Submit and record change requests
The PM or CMO is responsible for the collection and preliminary review of change information
2. Preliminary review changes
a. To exert influence and confirm necessity
b. Verify to ensure sufficient information
c. Reach a consensus
3. Evaluate and demonstrate change plans
Demonstrate feasibility; if feasible, convert technical requirements into resource requirements
technology assessment
economic assessment
Large Project-CAB
4. Submit to CCB for review
Document countersigning
formal meeting
Involving changes in goals and results, customer opinions are at the core
5. Update, notify and organize the implementation of changes
If the delivery period is adjusted, it shall be announced when the change is confirmed.
6. Monitoring of change implementation
PM is responsible for benchmark monitoring
CCB or supervision monitoring major achievements and milestones
7. Evaluation of change effects
Team assessment
Customer evaluation
8. Change ending
Determine whether the project is on track after changes
End project or phase
Overview
End project or phase
The process of closing a project or phase
enter
Project Charter
Documents project success criteria, approval requirements, and who will sign off on project closure
Deliverables for acceptance
Includes approved product specifications, delivery receipts and work performance documentation
Project management documents
Documented business needs and cost-benefit analysis on which the project was based
protocol
Requirements for formal project closure
organizational process assets
Tools & Techniques
expert judgment
Meeting
celebration party
Acceptance meeting
Closing report meeting
floating theme
output
Final product, service or result
project final report