【PMP Study Notes】Chapter 4 Project Integration Management

⚫ Common parties in the project

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⚫ Key points of learning in the ten knowledge areas

• What - the definition of each sub-process;

• Why - the role of each sub-process;

• How----ITTO of each sub-process;

⚫ What is ITTO

• Input: What is the basis, what is referenced, what should be reviewed.

• Tools and Technology (Tool & Technology): what method and technology to use.

• Output: What is the next step, what is it for, and what is recorded in the file.

⚫ "Core Concepts" of Project Integration Management (P72)

• In project management, integration has the properties of unifying, merging, communicating and establishing links, and these actions should be carried out throughout the project.

• Project integration management is the responsibility of the project manager, and responsibility for integration management cannot be delegated or transferred.

• The project manager must take ultimate responsibility for the entire project.

• The more complex the project and the more diverse the expectations of the stakeholders, the more comprehensive and integrated an approach is required.

⚫ "Development Trends and Emerging Practices" of Project Integration Management (P73)

• The Project Integration Management knowledge area requires the integration of results from all other knowledge areas.

• Trends related to the integration management process include:

1. Use automated tools (such as PMIS)

2. Use of visual management tools (easy to see real-time status, facilitate knowledge transfer, facilitate stakeholder participation in problem solving)

3. Project knowledge management (to deal with the mobility and instability of project personnel)

4. Increased project manager responsibilities (project managers are required to be involved in initiating and closing projects, such as developing the business case and benefit management)

5. Hybrid approach (mixture of agile or other iterative practices, business analysis techniques - BA, organizational change management approaches, etc.)

⚫ Factors to consider in an agile and adaptive environment (P74)

• In iterative and agile methods:

Team members participate in integration management as domain experts:

----Team members make their own plans

----Team members decide how to integrate each component

• Comparison with traditional methods:

----The expectations of the project manager remain unchanged, but the planning and delivery of specific products are delegated to the team.

----The focus of the project manager is to create a cooperative decision-making atmosphere to ensure that the team has the ability to deal with changes. Team members with broad skills (rather than narrow domains) are more conducive to a collaborative decision-making atmosphere

​⚫ One of the integrated management processes "Developing the Project Charter" (Initiation Process Group) P75

Develop project charter - the process of writing a document that formally approves the project and authorizes the project manager to use organizational resources in project activities

What this process does: Clarifies the direct link between the project and the organization's strategic objectives, establishes the formal status of the project, and demonstrates the organization's commitment to the project.

⚫ Several points for attention in "Developing a project charter" (P77)

• The project charter establishes a partnership between the project executing organization and the requesting organization.

• The approved project charter signifies the formal launch of the project.

• Projects are initiated by entities other than the project, such as a sponsor, program or project management office, and so on.

• Identify and appoint the project manager as early as possible. The project manager should participate in the development of the project charter to have a basic understanding of the project requirements.

• This is best done when the project charter is drawn up, but at the latest before planning begins.

• By developing a project charter, confirm that the project is aligned with the organization's strategy and day-to-day operations.

• When carrying out external projects, formal contracts are often required to conclude cooperation agreements.

• Don't think of the project charter as a contract because no compensation or money or consideration in exchange is promised.

⚫ Discussion

A project charter makes the words "project" and "project manager" justifiable, so what needs to be included when publishing a project charter

• purpose of the project

• Project objectives and success criteria

• project exit criteria

• high-level (high-level) scope, schedule, cost, risk

• Project Manager Responsibilities and Authorities

• Sponsor's name and authority

⚫ Develop project charter—input: business documents (P77)

Business Documentation - A document that contains relevant information about the project's goals and the project's contribution to the business goals. It includes: business case, benefits management plan.

• Commercial documents are developed prior to the project and require periodic review.

• Commercial documents are not project documents and the project manager may not update or modify them, only make relevant suggestions.

​⚫ Develop project charter—input: agreement (P78)

Agreement ---- defines the original intention of starting the project.

Form of agreement: contracts (when doing projects for external clients), memorandums of understanding (MOUs), service quality agreements (SLAs), letters of intent, etc.

⚫ Developing a Project Charter—Tools and Techniques: Expert Judgment (P79)

Expert Judgment - Reasonable judgment about current activities based on expertise in an application area, knowledge area, discipline, industry, etc. Any group or individual of (everyone is a "brick")

⚫ Develop project charter—tools and techniques: data collection (P80)

⚫ Data collection techniques that can be used in the project charter development process include:

Brainstorming is a typical information collection technique to obtain a large number of ideas in a short period of time. The principle is: no questioning, no analysis, no criticism, no opposition, and no analysis process.

Focus group----convene relevant parties and subject matter experts to discuss relevant issues, which is more conducive to interactive communication than one-on-one interviews (same function)

Interviews - Gain relevant information by talking directly with interested parties.

⚫ Develop project charter—tools and techniques: interpersonal and team skills (P80)

⚫ Interpersonal and team skills that can be used in the project charter development process include:

Conflict Management - Helps stakeholders to agree on goals, success criteria, high-level requirements, project description, overall milestones, etc.

Facilitation - The ability to effectively guide group activities to success to reach a decision, solution or conclusion.

Meeting management - don't mix meeting types; face-to-face meetings work best, sometimes virtual meetings are required; each participant's role should be clearly defined to ensure effective participation; meetings should reach consensus, have an action plan;

• Before the meeting - to determine the meeting agenda, purpose, goals and deadlines;

• During the meeting - don't digress;

• After the meeting - to form a written meeting minutes and action plan

⚫ Develop project charter—tools and techniques: meeting (P80)

In this process, meetings with key stakeholders are held to identify project goals, success criteria, key deliverables, high-level requirements, overall milestones, and other overview information.

⚫ Develop project charter—output: project charter (P81)

Project charter--a document issued by the project initiator or sponsor that formally approves the establishment of the project and authorizes the project manager to use organizational resources to carry out project activities. (It is the "constitution" of the project and the "sword of justice" of the project manager)

What's included:

• Appointed project managers and their responsibilities

• Project goals, objectives, project success criteria

• High-level requirements, high-level project description, high-level strategic and operational assumptions and constraints

• Overall milestone schedule, overall budget, overall project risk

• Project approval requirements, list of key stakeholders, project exit criteria, key deliverables

⚫ Develop Project Charter—Output: Hypothesis Log (P81)

Assumption log - used to record all assumptions and constraints throughout the project life cycle.

Assumptions - Factors that can be considered true, real, or certain without verification. It should also describe the potential impact that could occur if these factors do not hold.

Constraints—Restricting factors that affect the execution of a project or process.

⚫ Integrated management process 2 "Developing a project management plan" (Planning process group) P82

Develop Project Management Plan - The process of defining, preparing, and coordinating all project plan components and integrating them into a comprehensive project management plan.

What this process does: Produce a comprehensive document that identifies the basis for all project work and how it will be performed.

⚫ The project management plan can be general or detailed, depending on the requirements of the specific project.

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​⚫ Develop project management plan—input: project charter (P83)

The project team uses the project charter as a starting point for initial planning.

⚫ Develop project management plan—input: output of other processes (P83)

Subplans and baselines that are output from other planning processes are inputs to this process. Changes to these subplans and baselines may result in corresponding updates to the project management plan.

⚫ Developing a project management plan—tools and techniques: data collection (P85)

Brainstorming, checklists, focus groups, interviews;

Checklist - A list of items, actions, or points to consider, often used as a reminder.

⚫ Developing a project management plan—tools and techniques: interpersonal and team skills (P86)

Conflict Management, Facilitation, Meeting Management; Chapter 4 Project Integration Management

⚫ Developing a Project Management Plan—Tools and Techniques: Meetings (P86)

​⚫ Develop project management plan—output: project management plan (P89)

Project Management Plan - is a document that describes how the project will be executed, monitored, and closed. It consolidates and synthesizes all sub-management plans and baselines, as well as other information required to manage the project.

​Project management plan: 10+2+3 benchmarks+3 components

1. Guide-type plan (fishing) is a guide, how to manage XX. The emphasis is on How

​2. Specific description of the physical plan (fish): what is the scope, how long is the construction period, and how much is the cost. Describes what

​⚫ Discussion

Why Project Management Plans Need Key Stakeholder Approval

• Create a common understanding of the project management plan among key stakeholders;

• Obtain the support and commitment of key stakeholders and serve as a benchmark and basis for project work;

• It cannot be modified at will or privately;

• If modification is required, a reasonable change process must be followed and relevant parties informed.

​⚫ Integrated management process 3 "Directing and managing project work" (executive process group) P90

Directing and Managing Project Work - the process of leading and executing the work identified in the project management plan and implementing approved changes to achieve project objectives

What this process does: Provide integrated management of project work and deliverables to increase the likelihood of project success;

This process implements the following activities:

• Implement planned project activities;

• Manage various technical and organizational interfaces within the project;

• Review the impact of all project changes and implement approved changes;

• Work performance data is collected and communicated to the appropriate controlling process.

⚫ Direct and manage project work—input: project management plan (P92)

Any component of the project management plan can be used as input to this process.

⚫ Direct and manage project work—input: Approved change requests (P93)

Approved Change Request - An output of the Implement Integrated Change Control process, which may be corrective action, preventive action, or defect correction.

⚫ Directing and managing project work—tools and techniques: PMIS (P95)

Project Management Information System PMIS--provides automated tools for directing and managing project work, and is used to automatically collect and report key performance indicators (KPI)

Work Authorization System - used to ensure that project work is performed by the correct organization, at the correct time, and in the correct order. Can prevent "gold plating"

⚫ Directing and managing project work—tools and techniques: meeting (P95)

• Types of meetings: kickoff meeting, technical meeting, agile or iteration planning meeting, daily standup meeting, steering group meeting, problem solving meeting, progress follow-up meeting, retrospective meeting.

• Participants: Project managers, project team members, and interested parties related to or affected by the matter under discussion.

⚫ Directing and managing project work—output: deliverables (P95)

Deliverable - Any unique and verifiable product, result, or service capability that must be produced upon completion of a process, phase, or project, usually a project outcome, and may include an integral part of the project management plan.

⚫ Direct and manage project work—output: work performance data (P95)

Work Performance Data - Raw observations and measurements collected from each activity being performed during the performance of project work.

Collect data during work execution and pass it on to the control process for further analysis;

⚫ Direct and manage project work—output: issue log (P96)

Issue Log - A project file that records and follows up on all issues. This is where the process is first created and should be updated with monitoring activities throughout the project lifecycle.

Main content included: problem description, responsible person, and solution deadline.

⚫ Direct and manage project work—Output: Change Request (P96)

Change Request - is a formal proposal to modify any document, deliverable, or baseline. It may be direct or indirect, may be raised externally or internally, may be optional or mandated by law/contract, may be raised orally but must be documented. include:

​Notes for each