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MindMap Gallery Information System Project Manager Tutorial (4th Edition) Chapter 8_Project Integration Management
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Information System Project Manager Tutorial (4th Edition) Chapter 8_Project Integration Management
This file is a self-made mind map of "Chapter 8_Project Integration Management" of the Information System Project Management Tutorial (4th Edition). It includes formulating project charter, formulating project management plan, guiding and managing project work, managing project knowledge, monitoring project work, implementing overall change control, closing the project or phase, etc. According to the key points of previous exams, the importance is marked and all the content is integrated in detail, which can make the final review and the beginning of study more effective with half the effort. I spent more than ten hours compiling and summarizing the reading of all chapters, all of which are the latest version.
Edited at 2023-12-13 09:36:55
- One Hundred Years of Solitude Character Relationship Chart
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 Character Relationship Chart
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 Process Template
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.
Information System Project Manager Tutorial (4th Edition) Chapter 8_Project Integration Management
- One Hundred Years of Solitude Character Relationship Chart
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 Character Relationship Chart
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 Process Template
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.
- Recommended to you
- Outline
Information System Project Manager Examination Preparation_Chapter 1 Information Development
- 11
Information Systems Project Manager Tutorial (4th Edition) Chapter 14_Project Communication Management
- 13
Information System Project Manager Tutorial (4th Edition) Chapter 16_Project Procurement Management
- 6
Project integration management
basic concept
Project integration management content
Including identifying, defining, combining, unifying and coordinating the various processes and project management activities of the project management process group
Project integration management nature
With the nature of unification, merger, communication and establishing connections, project integration management runs through the entire project.
Project integration management goals
1. Resource allocation
2. Balancing competing demands
3. Research alternatives
4. Tailor the process to achieve project goals
5. Manage dependencies between various project management knowledge areas
management basics
Perform integration
Project manager responsibilities
Integration is a key skill for project managers
Project integration management is the responsibility of the project manager, who is responsible for integrating the results of all other knowledge areas and grasping the overall situation of the project
Responsibility for project integration management cannot be delegated or transferred, and the project manager must bear ultimate responsibility for the entire project.
dual role
At the organizational level (external)
Work with project sponsors to understand strategic objectives and ensure project goals and outcomes are aligned with portfolios, programs, and business areas
At the project level (internal)
Coach your team to focus on what really matters and work together
Process level execution integration
Cognitive level execution integration
Contextual level execution integration
Integration Complexity
source
System behavior of organizations, human behavior, and uncertainty in organizations or environments
The meaning of complexity
1. Contains multiple parts
2. There are a series of connections between different parts
3. Dynamic interactions between different parts
4. These interactions produce behaviors that are far greater than the sum of their parts (e.g., emergent behavior)
new management practices
1. Use information tools
Collect, analyze and use information to support achievement of project objectives and project benefits
2. Use visual management tools
Capture and monitor key project elements through intuitive formats such as visual analysis tables
3. Project knowledge management
Communicate the knowledge accumulated during the project life cycle to the target audience and prevent knowledge loss
4. Project manager responsibilities outside the project
Work with the management and PMO on feasibility studies and evaluations and benefit management before and after project establishment.
To more fully identify stakeholders and guide their involvement in the project
Manage the project manager's interface with functional departments, operations and senior management
5. hybrid approach
Project management plan and project documents
project management plan
Sub-management plan
1. scope management plan
2. demand management plan
3. progress management plan
4. cost management plan
5. quality management plan
6. resource management plan
7. communication management plan
8. risk management plan
9. Procurement Management Plan
10. Stakeholder Engagement Plan
benchmark
1. Scope Baseline
2. progress baseline
3. cost basis
other
1. change management plan
2. configuration management plan
3. performance measurement benchmarks
Integrated from three major benchmarks
4. project life cycle
5. development method
6. management review
project files
project integration management process
Tailoring considerations
Because each project is unique, the project manager may tailor the project integration management process as needed. Not all of the 49 processes must be retained. The project manager may tailor (delete) certain processes at his or her discretion.
include
Project life cycle, development life cycle, management methods, knowledge management, change, governance, lessons learned, benefits
Agile and adaptive methods
Adopting an agile or adaptive approach can help project managers delegate decision-making so that team members can make their own decisions and control the planning and delivery of specific products.
Develop project charter
Process overview
definition
Is the process of writing a document that formally approves a project and authorizes the project manager to use organizational resources in project activities
main effect
1. Clarify the direct link between the project and the organization's strategic goals
2. Establish the formal status of the project
3. Demonstrate organizational commitment to the project
This process is carried out only once or only at a predefined time in the project
Project Charter
effect
1. The project charter (internal) cannot be regarded as a contract. When executing external projects, a formal contract is usually required to reach a cooperation agreement.
2. Mainly used to establish cooperative relationships within the organization (Party B, contractor) to ensure correct delivery of contract content
3. Authorizes the project manager to carry out planning, execution and control in the project management process, and also authorizes the project manager to use organizational resources in project activities. Therefore, the project manager should be appointed before planning begins. The sooner the project manager confirms and appoints the better, the better. It is good to appoint a project manager when developing the project charter.
4. Specify the overall goals of the project, including scope, time, cost, quality, etc.
The project charter can be prepared by the sponsor or by the project manager in collaboration with the sponsoring organization. The project manager cannot issue or modify the project charter, but can participate in its preparation
Once the project charter is approved, it marks the official launch of the project
Project begining
The project is initiated by someone external to the project, such as the sponsor, the program or project management office (PMO), the chair of the portfolio governance committee, or their authorized representative. The project initiator or sponsor should have certain authority and be able to obtain funds and provide resources for the project
enter
(Party B’s, internal) project management documents
effect
The approved results of the project management stage or relevant project management documents are the basis for formulating the project charter.
Senior managers of organizations usually use project management documents as the basis for decision-making
Include
Project proposal, feasibility study report, project evaluation report
Project management documents are not project documents. The project manager cannot update or modify them, but can only make relevant suggestions.
protocol
Including contracts, memorandums of understanding (MOUs), service level agreements (SLAs), letters of agreement, letters of intent, oral agreements or other written agreements
When working on a project for an external client, a contract is usually required
business environment factors
organizational process assets
Tools & Techniques
Domain knowledge required for expert judgment
data collection
Brainstorming, focus groups, interviews
Interpersonal and team skills
Conflict management, facilitation, meeting management
Meeting
Identify project goals, success criteria, key deliverables, high-level requirements, overall milestones, and other overview information
output
Project Charter
content
Documents high-level information about the project and the products, services, or results the project is expected to deliver
include
1. Project purpose
2. Measurable project goals and associated success criteria
3. High-level requirements, high-level project description, boundary definition, and key deliverables
4. overall project risk
5. Overall milestone schedule
6. Pre-approved financial resources
7. List of key stakeholders
8. Project approval requirements (e.g., criteria for evaluating project success, who will draw conclusions about project success, and who will sign off on project closure)
9. Project exit criteria (e.g. under what conditions a project or phase can be closed or cancelled)
10. Delegated project manager and his/her responsibilities and authorities
11. The name and authority of the sponsor or other person who approved the project charter
Record
The business needs of the builder
Reasons and background for project establishment
Existing understanding of customer needs and new products, services or outcomes to meet those needs
effect
Ensure overall stakeholder consensus on key deliverables, milestones, and the roles and responsibilities of each project participant
Hypothetical log
effect
Document all assumptions and constraints throughout the project life cycle
Begin to identify high-level strategic and operational assumptions and constraints when conducting feasibility studies and demonstrations prior to project launch
Develop project management plan
Process overview
definition
The process of defining, preparing, and coordinating all components of a project plan and integrating them into a comprehensive project management plan
main effect
Produce a comprehensive document that establishes the basis for all project work and how it will be performed
project management plan
effect
Determine how the project will be executed, monitored and closed, which will vary depending on the application area and complexity of the project
A project management plan can be general or detailed, formal or informal, and the level of detail in each component depends on the requirements of the specific project.
Benchmarking
That is to say, at least the scope, time (progress) and cost benchmarks of the project should be specified in order to evaluate the project execution and manage the project performance accordingly.
Before determining the baseline
The project management plan may be updated multiple times and these updates do not need to follow a formal process
After determining the baseline
Updates can only be made by filing a change request and implementing the overall change control process
The project management plan needs to be progressively detailed through ongoing updates before project closure, and these updates need to be controlled and approved
enter
Project Charter
Starting point for initial project planning
Contains high-level information about the project that can be further refined by the various components of the project management plan
Outputs from other knowledge area planning processes
Creating a project management plan requires integrating the outputs of many processes
The output sub-plans and baselines are inputs to this process, and changes to these sub-plans and baselines may result in corresponding updates to the project management plan.
business environment factors
organizational process assets
Tools & Techniques
Domain knowledge required for expert judgment
1. Tailor project management processes to project needs, including dependencies and interactions between these processes, as well as the main inputs and outputs of these processes
2. Develop additional components of the project management plan as needed
3. Determine the tools and techniques required for the process
4. Prepare technical and management details that should be included in the project management plan
5. Determine the resources and skill levels required for the project
6. Define the configuration management level of the project
7. Determine which project documents are subject to a formal change control process
8. Prioritize project work and ensure project resources are allocated to the right work at the right time
data collection
Brainstorming, focus groups, interviews
Checklist
Many organizations develop standardized checklists based on their own experience or adopt checklists from their industry
Guide the project manager in developing a plan or help check that the project management plan contains all the information required
Interpersonal and team skills
Conflict management, facilitation, meeting management
Meeting
effect
Determine how work will be performed to achieve project objectives and how the project will be monitored during execution
Kick-off meeting
effect
Clarify the completion of the project planning phase and announce the start of the project execution phase
Purpose
Communicate project goals, gain team commitment to the project, and clarify the roles and responsibilities of each stakeholder
Timing of convening
small project
Project planning and execution are usually carried out by the same team
A kick-off meeting will be held after the project is launched
big project
Typically the project management team does most of the planning work, with other members of the project team becoming involved as the initial planning work is completed and the execution (development) phase begins
A kick-off meeting will be held at the beginning of the project execution phase
multi-phase project
A kick-off meeting is usually held at the beginning of each phase
output
project management plan
definition
Is a document that describes how a project will be executed, monitored, and closed
effect
Consolidates and synthesizes all knowledge area sub-management plans and baselines, as well as other component information needed to manage the project
Project management plan components
The components of a project management plan depend on the specific needs of the project
include
Sub-management plan
Scope management plan, requirements management plan, schedule management plan, cost management plan, quality management plan, resource management plan, communication management plan, risk management plan, procurement management plan, stakeholder engagement plan
During the project process, the sub-management plan and the master management plan serve as inputs to each other.
benchmark
Scope baseline, schedule baseline, and cost baseline
Other components
Varies by project and typically includes: change management plan, configuration management plan, performance measurement baseline, project life cycle, development methodology, management review
Direct and manage project work
Process overview
definition
It is the process of leading and executing the work identified in the project management plan and implementing approved changes to achieve project goals.
main effect
Integrated management of project work and deliverables to increase the likelihood of project success
Need to be carried out throughout the project
Direct and manage project work
Directly affected by the application area in which the project is located
The main work
Allocating available resources and managing their effective use, the project manager works with the project management team to implement planned project activities and manage various technical and organizational interfaces within the project
Request content
Require the project team to review the impact of all project changes and implement approved changes
enter
project management plan
Any component of the project management plan can be used as input to guide and manage the project work
project files (Classified by process output)
1. Managing project knowledge
Lessons Learned Register
Lessons learned are used to improve project performance so that mistakes are not repeated. Registers help identify where to set rules or guidelines to keep team actions consistent
2. Implement holistic change control
Change log
Record the status of all change requests
3. Gather requirements
Requirements Tracking Matrix
Connecting product requirements to corresponding deliverables helps project teams focus on the end result
4. Define activities
Milestone List
List planned achievement dates for specific milestones
5. Develop a progress plan
Project schedule
At a minimum, include a list of work activities, duration, resources, and planned start and finish dates
6. Identify risks
risk register
Document information on various threats and opportunities that may affect project execution
risk report
Document information about sources of overall project risk, as well as summary information about identified individual project risks
7. management communication
Project communication record
Contains performance reports, status of deliverables, and other information generated by the project
Approved change request
definition
Is the output of implementing the overall change control process, including change requests that are reviewed and approved by the project manager and, if necessary, the CCB
Change Control Board (CCB) Change Control Board
It is a decision-making body, not an operating body
definition
Is the owner's equity representative of the project and is responsible for making decisions on changes
composition
It is composed of the main stakeholders involved in the project, usually including users and decision-makers in the management of the organization where the project is located.
Work content
Determine whether the project baseline needs to be changed through review methods, but do not propose a change plan
business environment factors
organizational process assets
1. Problem and defect management procedures that define problem and defect control, problem and defect identification and resolution, and action item tracking
2. Issue and defect management database, including historical issue and defect status, issue and defect resolution status, and action item results
3. Performance measurement database, used to collect and provide process and product measurement data
Tools & Techniques
Domain knowledge required for expert judgment
project management information system
IT software tools such as ZenTao and jira
For example, schedule planning software tools, work authorization systems, configuration management systems, information collection and release systems, and login interfaces to other online information systems (such as knowledge bases) support automatic collection and reporting of key performance indicators (KPIs)
Meeting
effect
Discuss and resolve project related matters through meetings
participants
Includes the project manager, project team members, and stakeholders related to or affected by the matter in question
type
Generally include: kick-off meeting, technical meeting, agile or iterative planning meeting, daily stand-up meeting, steering group meeting, problem solving meeting, progress follow-up meeting and retrospective meeting
output
Deliverables
definition
Any unique and verifiable product, result, or service capability that must be produced when a process, phase, or project is completed
A component of a project result that is typically completed, tangible, and designed to achieve project objectives and includes components of the project management plan
Once the first version of the deliverable is completed, change control should be performed. Use configuration management tools and procedures to support control of multiple versions of deliverables such as files, software, and artifacts
job performance data
definition
During the execution of the project work, the raw observations and measurements collected from each activity being performed
include
Work completed, key performance indicators (KPIs), technical performance measures, actual start and finish dates of schedule activities, story points completed, deliverable status, schedule progress, number of change requests, number of defects , actual costs incurred, actual duration, etc.
Data is usually the lowest level of detail that other processes will extract from it and form information. Data is collected during work execution and then handed over to the corresponding control processes in the 10 major knowledge areas for further analysis.
Problem log
definition
A project document to record and follow up on all issues
effect
Help project managers effectively follow up and manage issues to ensure they are investigated and resolved
As outputs are first created in this process, activities should be monitored and issue logs updated throughout the project lifecycle.
change request
definition
A formal proposal to modify any document, deliverable or baseline
source
Internal or external to the project, it may come from project requirements or legal (contract) mandatory requirements
Any project stakeholder can submit a change request, which should be reviewed and handled through the implementation of the overall change control process
include
1. Corrective Action
Purposeful activities performed to realign project work performance with the project management plan
2. Precaution
Purposeful activities performed to ensure that future performance of project work is consistent with the project management plan
Ensure implementation of the project management plan and prevent future adverse consequences
3. Defect Remediation
Purposeful activities to correct inconsistent products or product components
4. renew
Make changes to formally controlled project documents or plans to reflect modifications, additions, or content
Project Management Plan (updated)
Any changes to the project management plan are raised as change requests and processed through the organization's change control process
Any component of the project management plan can be updated through change requests while directing and managing project work.
Project files (updated)
Organizational process assets (updated)
Managing project knowledge
Process overview
definition
Is the process of using existing knowledge and generating new knowledge to achieve project goals and help the organization learn
main effect
Leverage existing organizational knowledge to create or improve project outcomes
Make the knowledge created by current projects available to support organizational operations and future projects or phases
Need to be carried out throughout the project
knowledge management
effect
Ensure that the skills, experience and expertise of the project team and other stakeholders are utilized before, during and after the project
important link
Create an atmosphere of mutual trust that motivates people to share knowledge or follow the knowledge of others
practice
Knowledge can be shared using a combination of knowledge management tools and techniques (for human interaction) and information management tools and techniques (for codifying explicit knowledge)
enter
project management plan
All components of the project management plan are inputs into managing project knowledge
project files (Classified by process output)
1. Estimate activity resources
resource breakdown structure
Contains information about the composition of the team to help understand what knowledge the team possesses and lacks
2. Access to resources
Project team dispatches work orders
Describe the capabilities and experience the project already has and the knowledge it may lack
3. Identify stakeholders
Stakeholder register
Contain details about identified stakeholders to help understand the knowledge they may have
4. Planning Procurement Management
Supplier selection criteria
Contains criteria for selecting suppliers and helps to understand the knowledge possessed by suppliers
Deliverables
business environment factors
1. Organizational culture, stakeholder culture, trusting working relationships and a culture of non-blaming are particularly important for knowledge management
2. Attributing value to learning and norms of social behavior
3. The physical distribution of facilities and resources, where team members are located helps determine methods for gathering and sharing knowledge
4. Knowledge experts in the organization, some organizations have teams or staff dedicated to knowledge management
5. Legal and regulatory requirements and constraints, including confidentiality requirements for project information
organizational process assets
1. The organization’s standard policies, processes and procedures
2. Personnel management system
3. Organizational communication requirements
4. Formal knowledge sharing and information sharing procedures
5. Lessons Learned Register
Tools & Techniques
Domain knowledge required for expert judgment
Knowledge management, information management, organizational learning, knowledge and information management tools and related information from other projects, etc.
knowledge management
effect
Connect employees so they can collaborate to generate new knowledge, share tacit knowledge, and integrate knowledge held by different team members
include
Interpersonal interaction, communities of practice and special interest groups, conferences, discussion forums (e.g. focus groups), workshops, storytelling, knowledge sharing events, job shadowing (the apprentice follows the master) and shadowing (the apprentice does it while the master watches) , creativity and creative management technology, knowledge exhibitions and cafes, interactive training
Application method
Face-to-face interaction (building trust)
Face-to-face interaction is best for building the trusting relationships required for knowledge management
Virtual interaction (maintaining trust)
After the trust relationship is established, virtual interaction can be used to maintain this trust relationship.
Knowledge classification
tacit knowledge
experience, summary, feeling
explicit knowledge
Directly visible knowledge (books, videos)
information management
effect
Creating connections between people and knowledge can effectively promote the sharing of simple and clear explicit knowledge
Interpersonal and team skills
Active listening, guidance, leadership, interpersonal communication, big picture perspective
output
Lessons Learned Register
content
Contains categories and detailed descriptions of implementation status. It may also include impacts, suggestions and action plans related to the implementation status. It may also record challenges, problems encountered, perceived risks and opportunities, and other applicable content.
create
Created early in the project, output from the Manage Project Knowledge process
renew
It can be used as an input to many processes throughout the project and as an output it can be continuously updated.
save
At the end of the project or phase, the relevant information is included in the lessons learned knowledge base as part of the organizational process assets.
Project Management Plan (updated)
Any component of the project management plan can be updated during the process of managing project knowledge
Organizational process assets (updated)
Monitor project work
Process overview
definition
Is the process of tracking, reviewing, and reporting overall project progress to achieve the performance objectives identified in the project management plan
Need to be carried out throughout the project
supervise
It is one of the project management activities that occurs throughout the project, including collecting, measuring and analyzing measurement results, and predicting trends to drive process improvements.
control
Including developing corrective or preventive actions or re-planning, and tracking the implementation of action plans to ensure they effectively solve the problem
Pay attention to the key points that distinguish the two: 1. Supervision (observation, prediction): collecting, measuring, and analyzing data 2. Control (take action): formulate measures and solve problems
main effect
Keep stakeholders informed of the current status of the project and buy-in on actions taken to address performance issues
Keep stakeholders informed of the future status of the project through cost and schedule forecasts
Main concern
1. Compare actual project performance to the project management plan
2. Regularly evaluate project performance, determine whether corrective or preventive action is needed, and recommend necessary actions
3. Check the status of individual project risks
4. Maintain an accurate and up-to-date information base throughout the project to reflect product and documentation status
5. Provide information for status reporting, progress measurement and forecasting
6. Make forecasts to update current cost and schedule information
7. Monitor the implementation of approved changes
8. If the project is part of a program, project progress and status should also be reported to program management
9. Ensure projects are aligned with business needs
enter
project files (Classified by process output)
1. Develop project charter
Hypothetical log
Contains information about assumptions and constraints that will affect the project
2. Direct and manage project work
Problem log
Used to document and monitor who is responsible for resolving specific issues within target dates
3. Managing project knowledge
Lessons Learned Register
May include effective ways to respond to deviations as well as corrective and preventive actions
4. Define activities
Milestone List
List specific milestone achievement dates and check whether planned milestones are achieved
5. control progress
progress forecast
Used to determine whether the project is still within schedule tolerances and identify any necessary changes based on the project's past performance
Tolerance interval: acceptable deviation range
6. Control costs
cost forecast
Used to determine whether the project is still within budget tolerances and identify any necessary changes based on the project's past performance
7. Management quality
quality report
Contains quality management issues, recommendations for improvement of processes, projects, and products, recommendations for corrective actions (including rework, defect (bug) remediation, 100% inspection, etc.), and an overview of situations discovered during the control of quality processes
8. Identify risks
risk register
Documented and provided relevant information on various threats and opportunities that occurred during project execution
risk report
Documented and provided information on overall project risks and individual risks
9. Estimate activity duration
10. Estimate cost
11. Estimate activity resources
Estimate basis
Explain how different estimates are derived and used to decide how to deal with deviations
job performance information
Generation steps
Collect job performance data as work is performed
Refer to control process for further analysis
Generates work performance information after comparing work performance data with project management plan components, project documents, and other project variables
Specific work performance measures for scope, schedule, budget, and quality are specified in the project management plan at the outset of the project. Performance data is collected through control processes during the project and compared to plans and other variables to provide context for work performance
For example: a job was originally planned to be completed in 3 days, but actually took 5 days. The conclusion was drawn that the job was delayed. This conclusion is the job performance information.
project management plan
protocol
If there is outsourced work, monitor the contractor's work according to the agreement (contract)
business environment factors
Project management information systems such as schedule, cost, resource tools, performance indicators, databases, project records and financial data
organizational process assets
Tools & Techniques
Domain knowledge required for expert judgment
1. Earned value analysis
2. Interpretation and contextualization of data
3. Duration and cost estimating techniques
4. trend analysis
5. Contract management
data analysis
1. Earned value analysis
Comprehensive analysis of scope, schedule and cost performance
2. Deviation analysis
Review the differences (deviations) between target performance and actual performance
3. Root Cause Analysis
Focus on identifying the main causes of problems (deviations)
4. trend analysis
Predict future performance based on past results, predict project schedule delays, and take early response measures
Trend analysis should be conducted early enough in the project to allow the project team time to analyze and correct any anomalies
5. Alternatives Analysis
Used to select corrective actions or a combination of corrective and preventive actions to be implemented when a deviation occurs
6. Cost-benefit analysis
Helps identify the most cost-effective corrective action when deviations occur
decision making
voting decision
unanimity principle
Everyone agrees 100% on a decision
majority consent principle
Compare the support rates of the two decisions with each other
relative majority rule
Compare the support rates of three or more decisions with each other
Meeting
Can be face-to-face or virtual meeting, formal or informal
output
job performance report
definition
Based on work performance information, prepare a work performance report in physical or electronic form to make decisions, take actions or raise concerns for formal reporting
Reporting basis
According to the project communication management plan, send work performance reports to project stakeholders through the communication process
content include
Status report (whether it is postponed, etc.)
Progress report (work progress, progress, completion)
change request
Change requests may need to be made by comparing actual conditions to planned requirements
possible consequences
New requirements may need to be collected and documented
May impact the project management plan, project documents, or product deliverables
review and processing
Change requests should be reviewed and processed through the implementation of an overall change control process
include
Corrective Actions, Preventive Actions, Defect Remediation
Project Management Plan (updated)
Changes proposed during monitoring of project work may impact the overall project management plan
Project files (updated)
1. cost forecast
Changes to cost forecasts resulting from this process should be documented through the cost management process
2. progress forecast
Changes to the schedule forecast resulting from this process should be documented through the schedule management process
3. Problem log
New problems arising during this process should be recorded in the problem log
4. Lessons Learned Register
Update the Lessons Learned Register to document effective ways to respond to deviations, as well as corrective and preventive actions
5. risk register
New risks identified during this process should be recorded in a risk register and managed through the risk management process
Implement holistic change control
Process overview
definition
Is the process of reviewing all change requests, approving changes, managing changes to deliverables, project documents, and project management plans, and communicating the results of change processing
This process needs to be carried out throughout the project
This process runs throughout the project, and the project manager bears the final responsibility for it.
main effect
Ensure a comprehensive review of documented changes in the project. Changes made without considering their impact on the overall project goals or plans will often increase overall project risk.
change request
Influence
May affect project scope, product scope, any project management plan component or any project document
propose
At any time throughout the project life cycle, any stakeholder involved in the project can submit a change request
benchmark
Before confirming
Changes do not need to be formally controlled and a holistic change control process is implemented
after deciding
Change requests must be handled by implementing a holistic change control process
Changes may be made verbally, but all change requests must be documented in writing and incorporated into the change management and/or configuration management system
approve
principal
Each documented change request must be approved, deferred, or denied by a responsible person
This responsible person (decision-maker) should be designated in the project management plan or organizational procedure. The responsible person is usually the project sponsor or project manager. If necessary, the CCB (Change Control Board) should be used to carry out the overall change control process.
Before approval
It may be necessary to understand the impact of changes on schedule and cost, and where a change request may affect any project baseline, a formal overall change control process will be required
After approval
May require new (or revised) cost estimates, activity sequencing, schedule dates, resource requirements, and/or risk response analysis, and these changes may require adjustments to the project management plan and other project documents.
Approval result
Approve, defer or reject
exercise
All changes must be submitted as a change request and recorded in writing. Change requests for small projects can be approved by the project manager
enter
project management plan
1. change management plan
Provide guidance for managing the change control process and document the roles and responsibilities of the CCB
2. configuration management plan
Describe the project's configuration items and identify those that should be recorded and updated to maintain the consistency and effectiveness of the project's products
3. Scope Baseline
Provide project and product definitions
4. progress baseline
Used to evaluate the impact of changes on project progress
5. cost basis
Used to evaluate the impact of changes on project costs
project files (Classified by process output)
1. Gather requirements
Requirements Tracking Matrix
Helps assess the impact of changes on project scope
2. Identify risks
risk report
Provides information on sources of project risk associated with change requests
3. Estimate activity duration
4. Estimate cost
5. Estimate activity resources
Estimate basis
Shows how duration, cost, and resource estimates are derived and can be used to calculate the impact of changes on time, budget, and resources
job performance report
Includes resource availability, schedule and cost data, earned value reports, burn charts or burndown charts
job performance data flow
change request
For changes that affect the project baseline, the cost of performing the change, required schedule date modifications, resource requirements, and associated risks should generally be stated in the change request. Such changes shall be approved by the CCB (if any) and the client or sponsor unless they themselves are members of the CCB
May or may not impact the project baseline, change decisions are usually made by the project manager
Only approved changes can be incorporated into the revised baseline
request source
integrated management process
Direct and manage the output of the project work process
Monitor the output of the project work process
Changes arising from other management processes
scope management
cost management
Progress management
...
business environment factors
organizational process assets
Tools & Techniques
Domain knowledge required for expert judgment
change control tools
purpose of usage
In order to facilitate configuration and change management, some manual or information tools can be used
Factors to consider when choosing
Based on the needs of the people involved in the project, and fully considering the conditions and constraints of the organization and environment
Configuration management activities that require support
1. Identify configuration items
Identify and select configuration items to provide the basis for defining and verifying product configurations, labeling products and documents, managing changes and clarifying responsibilities
2. Record and report configuration item status
Record and report information on each configuration item
3. Verify and audit configuration items
Through configuration verification and auditing, ensure the correctness of the project's configuration items and the corresponding changes are registered, evaluated, approved, tracked and correctly implemented, ensuring that the functional requirements specified in the configuration file are achieved.
Change management activities that require support
1. Identify changes
Identify and select changes to process or project documents
2. Record changes
Document changes as appropriate change requests
3. Make a decision to change
Review changes and approve, reject, defer, or make other decisions to project documents, deliverables, or baselines
4. Track changes
Confirm changes are registered, evaluated, approved and tracked, and communicate final results to stakeholders
project management system
configuration management system
Configuration management
Focus
Deliverables and technical specifications of each process
change control system
Implement holistic change control
change control
Focus
Identify, document, approve or reject changes to project documents, deliverables or baselines
data analysis
Alternatives Analysis
Cost-benefit analysis
decision making
vote
autocratic decision making
Multi-criteria decision analysis
Meeting
Conduct change control meetings with the CCB, who reviews change requests and makes decisions to approve, reject, or defer. The CCB may also review configuration management activities
output
Approved change request
definition
The project manager, CCB or designated team member handles change requests according to the change management plan and makes decisions to approve, defer or reject
implement
Approved change requests should be implemented through the Direct and Manage project work process
Project Management Plan (updated)
Any formally controlled component of the project management plan can be changed by implementing an integrated change control process
Changes to the benchmark can only be based on the latest version of the benchmark and respond to future situations, but cannot change past performance, ensuring the seriousness and integrity of the benchmark and historical performance data.
Project files (updated)
Any formally controlled project document can be changed during the implementation of the overall change control process, and all changes that occur during the project will be recorded in the change log.
End project or phase
Process overview
definition
Is the process of terminating all activities of a project, phase or contract
main effect
Archive project or phase information and complete planned work
Free up organizational team resources for new work
It is carried out only once or only at the end point of the project or phase
Project manager responsibilities
Need to review the project management plan to ensure that all project work has been completed and project objectives have been achieved
Involve all appropriate stakeholders in closing the project or phase
If a project is terminated prematurely before completion, closing the project or phase process will also require developing procedures to investigate and document the reasons for the premature termination.
Activity
1. Actions and activities necessary to achieve the completion or exit criteria of a phase or project (completion of phase or project work)
2. Activities necessary to close a project contractual agreement or a project phase contractual agreement (closing the contract)
3. Activities that must be carried out to complete the work of collecting project or phase records, auditing project success or failure, managing knowledge sharing and transfer, summarizing lessons learned, archiving project information for future use by the organization (collecting project records, reviewing projects, summarizing lessons learned, archiving) project information)
4. Actions and activities that must be carried out to hand over the project's products, services or results to the next phase, or to production and/or operations (preparation for the next phase of the project (production, operations))
5. Collect suggestions for improving or updating organizational policies and procedures and send them to the appropriate organizational units (Collect Organizational Improvement Suggestions)
6. Measure stakeholder satisfaction (ask stakeholders how satisfied they are with the project and whether the project can be ended)
enter
Project Charter
Documents project success criteria, approval requirements, and who will sign off on project closure
project management plan
All components of the project management plan are inputs to the process of closing the project or phase
project files (Classified by process output)
1. Develop project charter
Hypothetical log
2. Direct and manage project work
Problem log
3. Managing project knowledge
Lessons Learned Register
4. Implement holistic change control
Change log
5. Gather requirements
requirements document
6. Define activities
Milestone List
7. Management quality
quality report
8. Control quality
Quality control measurement results
9. management communication
Project communication record
10. Identify risks
risk register
risk report
11. Estimate activity duration
12. Estimate cost
13. Estimate activity resources
Estimate basis
Shows how duration, cost, and resource estimates are derived and can be used to calculate the impact of changes on time, budget, and resources
Deliverables for acceptance
Includes approved product specifications, delivery receipts and work performance documentation
Project management documents
Feasibility study report, project evaluation report
Used to determine whether the project has achieved the expected results of the economic feasibility study
protocol
The requirements for formal closing of a procurement are typically defined in the contract terms and conditions and included in the procurement management plan. In complex projects, multiple contracts may need to be managed simultaneously or successively
Procurement documents
To close the contract, all procurement documents need to be collected, indexed and archived
organizational process assets
Project or phase closure guidelines or requirements (such as lessons learned, end-of-project audits, project evaluations, product validation, acceptance criteria, contract closure, resource reallocation, team performance evaluation, and knowledge transfer)
Tools & Techniques
Domain knowledge required for expert judgment
data analysis
File analysis
Evaluate existing documentation to help draw lessons learned and share knowledge to improve future projects and organizational assets
regression analysis
This technique analyzes the interrelationships between different project variables acting on project outcomes to improve the performance of future projects
trend analysis
Can be used to confirm the effectiveness of the model used by the organization and make appropriate model adjustments for future projects
Deviation analysis
Improve your organization's measurements by comparing planned goals to final results
Meeting
To confirm that the deliverables have been accepted and exit criteria have been met, to formally close the contract, to assess stakeholder satisfaction, to collect lessons learned, to transfer project knowledge and information, and to celebrate successes
Can be face-to-face or virtual meeting, formal or informal
type
Closing report meeting, customer summary meeting, experience and lesson summary meeting, celebration party, etc.
output
Project files (updated)
All project files can be updated at the end of a project or phase and marked as final
Final version of the Lessons Learned Register
To include final information about phase or project closure
content
Benefit management, project assessment accuracy, project and development life cycle, risk and issue management, stakeholder engagement, and other project management processes
Final product, service or result
Handing over the final product, service or result delivered by the project (or, for phase closure, the intermediate product, service or result of the phase) to the customer
project final report
effect
Summarize project performance
Organizational process assets (updated)
project files
Operations and Support Documents
Project or phase closure documents
Includes formal documents indicating completion of a project or phase, as well as formal documents used to hand over completed project or phase deliverables to others, such as operations or the next phase
Lessons Learned Knowledge Base