MindMap Gallery Overall project management
Information system project manager-overall project management
Edited at 2020-03-18 12:42:01One 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.
Overall project management
6 processes
Develop project charter
Project Charter
concept
Announce the official launch of the project
A general description of the project objectives, scope, key deliverables, key constraints, and key assumptions
It is the basis for project managers to seek out key stakeholders
The project manager is the implementer of the project charter
Only management and sponsors have the right to modify
effect
Determine project manager and delegate authority
Formalizes the existence of a project, giving the project a legal status
Define overall project goals
Describe the reasons for starting the project
enter
Project work statement
A narrative description of the products, services, or outputs to be delivered by the project (contract, tender, etc.)
business case
protocol
output
Summary project description and project product description
The purpose of the project or the reason for approving the project
Overall requirements of the project
Measurable overall goals and associated success criteria
Main risks of the project
Overall milestone schedule
overall budget
Project approval requirements (who should approve in each process group)
Project managers and their responsibilities and authorities
Name and authority of the sponsor or other person approving the project charter
Develop project management plan
project management plan
Features
gradually become clear
Must be approved by key stakeholders
From the bottom up, first develop sub-plans in each area and then integrate them into a project management plan
Guide the execution and monitoring of projects
Change applications must be approved through the overall change control process
Approved changes must update the project management plan
enter
Project Charter
Outputs from other planning processes
Organizational process assets: formal and informal policies, procedures, plans, and principles for managing projects
output
Sub-management plans and benchmarks
scope management plan
demand management plan
progress management plan
cost management plan
quality management plan
process improvement management plan
Human Resource Management Plan
communication management plan
risk management plan
Procurement Management Plan
Stakeholder Management Plan
How to manage change
Tools and Techniques for Completion Management
configuration management plan
How to perform work to complete management
Instructions for maintaining project management performance baselines
Requirements and techniques for communicating with stakeholders
Lifecycle model selected for the project
Direct and manage project work
Overview
Usually marked by a "kick-off" meeting: jointly held by key stakeholders
The organizational structure of the project has been defined
Define team members, roles and responsibilities
Confirm and approve the project scope, schedule, cost, risk response and other matters during the meeting
Reach consensus with project stakeholders
Follow the work approval system
Collect work performance data
Implement change control
enter
project management plan
Approved change request
output
Deliverables: Includes project management plan
Work performance school data
change request
Corrective Action
Precaution
Defect Remediation
renew
Project Management Plan Updates
Updates to project files
Monitor project work
enter
project management plan
job performance information
progress forecast
cost forecast
Confirmed changes
output
change request
job performance report
Project Management Plan Update
Updates to project files
Implement holistic change control
Overview
The project manager has final responsibility
Any stakeholder can submit a request, which must be submitted in writing
There must be one person responsible for approval or disapproval, usually the project sponsor or project manager
The Change Control Board (CCB) is responsible for deciding whether to implement overall changes to the project. Specific change requests usually require approval by the customer or project sponsor.
Process: Change request->PM or team assesses the impact->Notifies project stakeholders of the assessment results->CCB approval->Execute the change->Record the change implementation->Distribute new documents
Process: change request, change assessment, change decision-making, change implementation, change verification, communication archiving
enter
project management plan
job performance report
change request
organizational process assets
output
Approved change request
Change log
Project Management Plan Updates
Updates to project files
End project or phase
Review the scope baseline to ensure that all project work is completed before declaring the project closed.
For projects that end prematurely, procedures must be developed, the reasons should be investigated and recorded, and appropriate project stakeholders should be invited to participate.
The difference between administrative closing and contract closing
Each stage of the project has an administrative closing, and the contract closing is specific to the contract.
For the entire project, contract closing occurs before administrative closing
From a contract perspective, contract closing also includes administrative closing
Administrative closing requires written confirmation from the project sponsor or senior management, while contract closing only requires written confirmation from the procurement management member
enter
project management plan
Acceptable results that can be achieved
organizational process assets
output
Handover of final product, service or output
Updates to organizational process assets
4 aspects
Integrate between competing projects or goals
Integrate among project stakeholders with different interests
Integrate between the different professional efforts required for the project
Integrate between project management processes
concept
status
Parallel to the nine major knowledge areas, it is at the core
Executor
Project managers are integrators
Project selection method
net present value analysis
investment income
ROI
Project Objectives
Must be quantified and measurable
Divided into achievement indicators and restriction indicators or management indicators
Constraint goals give way to outcome indicators