Overall project management (also called integration management) is the most important of the ten knowledge areas of project management. The ten major knowledge areas of project management are explained in sequence in subsequent chapters, which must be mastered whether it is for exam preparation or work .
Introduction to this article
An overview of overall management
1. What is overall management
Project overall management is also called integration management, and the knowledge area includes the various processes and activities required to identify, identify, combine, unify and coordinate different processes and project management activities 项目管理过程组within .
The overall management of the project is 项目管理的核心, is the whole 项目成功的关键, is to achieve the mutual coordination between the various elements of the project, and to find the best balance among the contradictory and competing goals.
Holistic management involves the entire project life cycle, coordinating all other project management knowledge areas. Make sure all the elements of the project come together at the right time to complete the project successfully. The overall management of the project involves the following:
- Integration between sub-goals of competing projects
- Integration between various stakeholders with different interests
- Integration between different disciplines required by the project
- Integration between project management processes
- Integration between management and technical work
2. Project Management Fifteen Supreme Chart
The following is the Fifteen Supreme Chart of Project Management, which includes the aspects 十大知识领域of 五大过程组. Each management process of integrated management integrates all the content below it, first vertically, and then horizontally.
3. Overall management process
The overall project management process is divided into six sub-processes, namely 制定项目章程, 制定项目管理计划, 指导与管理项目执行, 监控项目工作, 实施整体变更控制, 结束项目或阶段. Six sub-processes are distributed in five process groups, so the overall project management exists in the whole life cycle of the project.
The following is the distribution of the six sub-processes of the overall management process in the five process groups:
2. Six sub-processes of overall project management
1. Develop a project charter
The project charter is 正式批准项目的文件. Because the project charter authorizes the project manager to use the organization's resources in project activities, the project manager should always be assigned before planning begins, preferably when the project charter is developed. The project charter is issued externally by the project implementing organization. After the project charter is issued, the link between the project and the daily work of the organization is established.
The project charter should include the following ( selection, case questions frequently tested ):
- ① The purpose of the project or the reason for approving the project.
- ② Measurable project objectives and associated success criteria.
- ③ General requirements of the project.
- ④ A general project description.
- ⑤ The main risks of the project.
- ⑥ Overall milestone schedule.
- ⑦ Overall budget (approximate budget).
- ⑧ Project approval requirements.
- ⑨ Delegated project managers and their responsibilities and authorities.
- ⑩ Name and authority of the sponsor or other person approving the project charter.
Inputs, outputs, and required tools and techniques for the project charter sub-process:
The agreement defines the original intention of starting the project and can take many forms, such as contract, memorandum of understanding, quality of service agreement, oral agreement, letter of intent, email, etc.
A project statement of work (SOW) is a written description of the products and services provided by the project, a narrative description of the deliverables, products or services. The book should specify 业务需求, 产品范围说明书, 战略计划. For internal projects, the project sponsor or sponsor provides a statement of work based on business needs, product or service requirements. For external projects, the statement of work is part of the customer bidding documents, such as an invitation for information, a request for information, an invitation to bid or part of a contract, which is a procurement document.
Business justification is commercial value, and companies generally do not do projects without commercial value. Divided into tangible and intangible business value, such as market demand, organizational needs, customer requirements, technological progress, legal requirements, ecological impact, social needs, etc.
Enterprise environmental factors usually directly affect the project and are not directly affected by the project. Project management generally does not update business environment factors, with the exception of two processes: building the project team and managing the project team. Business environment factors must be observed, and failure to comply will inevitably cause trouble. Most business environment factors are outside the organization, such as organizational or company culture and composition, government or industry standards, infrastructure, existing human resources, personnel management, risk tolerance of project stakeholders, business databases, project management information systems Wait.
Organizational process assets are selectable and tailorable by the project team; business environment factors are not selectable, can only be adapted, and cannot be tailored.
In the project management process, project outputs with management procedures are generally organizational process assets, such as change control procedures, financial control procedures, problem and defect management procedures, and risk control procedures. The elements with the system are generally business environment factors, such as project management information system, configuration management system, information collection and release system, etc. Business environment factors exist objectively and play a " limiting " role in project management. Organizational process assets are historical experience information that " helps " project management .
2. Develop a project management plan
Inputs, outputs, and required tools and techniques of the project management plan sub-process:
A project management plan is an overall management plan that includes the following:
- ① Each project management process selected by the project management team.
- ② The level of implementation of each selected process.
- ③ A description of the tools and techniques used to implement these processes.
- ④ The manner and method of using the selected process in the management of a specific project, including the dependencies and interactions between the processes, as well as the important evidence and results.
- ⑤ The manner and method of the work performed to achieve the project objectives.
- ⑥ Ways and methods of monitoring changes.
- ⑦ Ways and methods to implement configuration management.
- ⑧ Use the methods and methods to measure the benchmark and keep it intact.
- ⑨ Communication needs and techniques among project stakeholders.
- ⑩ Selected project life cycle and project phases for multi-phase projects.
- ⑩① Project overall management (also called integrated management) is the most important of the ten knowledge areas of project management.
3. Direct and manage project execution
Directing and managing the project execution process requires the project manager and team to take a variety of actions to execute the project management plan and accomplish the work identified in the project scope statement. In addition to this it is also required to implement:
批准纠正措施, so that the expected results of project implementation always meet the requirements of the project management plan.
批准预防措施, reducing the likelihood of potentially negative consequences.
批准缺陷补救, to correct product defects identified by the quality process.
Direct and manage the input, output and required tools and techniques of the sub-process of project execution:
A deliverable is any unique and verifiable product, result, or capability to provide a service that is documented in the project management planning document and that must be produced and delivered in order to complete the project. Deliverables are usually tangible components completed to achieve project objectives and may also include project management plans.
Work performance data is the raw observations and measurements collected from each activity being performed during the execution of project work. Data is the lowest level of detail from which other processes will distill project information.
The project management information system is included in the project management system, as follows:
4. Monitor project work
Project monitoring primarily monitors and controls the various processes required to initiate, plan, execute, and close a project. Take corrective or preventive actions to control the performance of the project. Monitoring is carried out throughout the project. This includes collecting, measuring and disseminating performance information. Evaluate measurement results and implement trends in process improvement.
Monitor the input, output and required tools and techniques of the project work sub-process:
A Change Request is a formal proposal to modify any document, deliverable, or benchmark. include:
- Preventive measures: You can avoid mistakes that people have made in the past.
- Corrective Action: Can prompt how to enter information and let people know what to do.
- Defect Remediation: Possibly getting someone to redo the wrong part.
- Update: Changes to formally controlled documents or plans, etc., to reflect the revised content.
Work performance includes 工作绩效报告, 工作绩效信息, 工作绩效数据.
Work performance report, compiling work performance information into paper or electronic project documents, including status reports, memoranda, justification reports, information notes, recommendations and status updates.
Work performance information is collected from the control process and combined with relevant background and cross-domain relationships, integrated and analyzed, and the work performance data is transformed into work performance information, considering the background and relationship, and can be used as a reliable basis for project decision-making.
Work performance data, raw observations and measurements collected from activities that execute the project, data is the lowest level of detail that is passed to each control process for further analysis and other processes to distill project information. Data without context cannot be used for decision making.
5. Implement integrated change control
Inputs, outputs, and tools and techniques required to implement the integrated change control sub-process:
A change control tool can also be said to be a system/mechanism of change control. The change control system includes change management processes, change control committees, and change communication procedures. (Change management will be explained in a separate chapter later, omitted here)
6. Closing a project or phase
Closing a project or phase is the process of closing all activities of all project management process groups to formally close a project or phase. The main purpose of this process is to summarize lessons learned, formally close project work, and free up organizational resources for new work. The outcome of this process is the end product, service or result handover, the organization's process asset update.
Tips: Input and output memory skills of each sub-process of project management Three from four virtues
| three from | four |
|---|---|
| From the process to the result from the result to the input from the input selection tool |
First, get documents and plans , second, result data , third, change requests , and fourth, factor assets. |