Project Integration Management:
Problem-solving ideas:
1. As the first of the top 10 knowledge fields, integrated management possesses incomparable leadership qualities.
2. The principle of " analyze first, communicate first, then make decisions and then act " in integrated management is the greatest meaning to be observed in other fields of knowledge.
3. If the customer has needs, first formulate the business case ; if the customer wants to carry out the project, formulate the project charter -- obtain the sponsor's approval offline -- open the start-up meeting online .
4. When asking PM how to avoid it , you must understand the cause of the question. Use "caused by..." to disassemble the question, find the root cause , and then choose the correct answer.
5. The initiator requests to cancel the project , don't resist, just enjoy it. To go through the finishing process , you can choose " Investigate the reasons for project cancellation " as a priority.
6. Customer acceptance must be obtained before the end of the project ! Customer acceptance is the first step in closing.
7. The 5 major pieces of information need to go through a recording process (according to the knowledge field):
a. Lessons learned (documenting problems and solutions when problems are solved);
b. Change (when the customer requests a change);
c. Questions (when a risk occurs in the question, it can be selected and recorded in the question log as the suboptimal answer. For details, please refer to risk management, what to do when a risk occurs);
d. Risk (when a risk is identified, it should be recorded in the risk register);
e. Related parties (when new related parties are identified).
8. As long as it is a changed question, the correct answer is in order:
a. Go through the process (the answer is similar: overall change processing , according to change management plan , execute change control , view change management plan ) because it is the most invincible and represents all the steps.
b. Recognize the problem at which step, ask what to do next, and execute N+1 steps.
9. The changes proposed by the team should not be rejected directly in the name of gold plating , but also need to follow the change process. If the phenomenon of scope spread and gold plating has already appeared, it needs to be supplemented and changed later .
10. If the relevant party proposes verbally , then PM needs 1 note.
11. If the relevant party formally submits ( submit a change ) to the PM , it is equivalent to the end of 1 record, and the PM needs to go through 2 evaluations (the words "relevant party submits a change" do not appear in the title, no matter what method is used, it is an informal submission. oral, mail, etc. ).
What does project integration management mean:
1. Identify, define, combine, unify, and coordinate the different processes and activities of project management .
2. The process of project management is described as an independent process. In fact, there are overlaps and interactions between these processes .
Integrate, integrate:
1. Optimize the use of resources .
2. Balance stakeholders, competing goals, and multiple programs.
3. Integrate the project management knowledge area, project management process, deliverables and the day-to-day operations of the organization or the client organization, deliverables and the long-term strategy of the organization.
4. Centrally manage project documents, consistent with product deliverables.
Trends and emerging practices in the field:
1. Use automated management tools.
2. Use visual management tools.
3. Pay attention to project knowledge management and deal with the mobility and instability of project personnel.
4. Increase the responsibilities of the project manager . The project manager is required to intervene in the initiation and closure of the project.
5. Mixed use of multiple methods , agile or other iterative practices, business analysis techniques (BA), organizational change management methods.
Considerations in an agile environment:
In iterative and agile methods:
1. Team members participate in integration management as domain experts .
2. Team members make their own plans .
3. Team members decide how to integrate each component by themselves.
Comparison with traditional methods:
1. The expectations of the project manager remain unchanged, but the planning and delivery of specific products are delegated to the team .
2. The focus of the project manager is to create a cooperative decision-making atmosphere to ensure that the team has the ability to cope with changes. Team members have broad skills (rather than narrow domains), which is more conducive to a collaborative decision-making atmosphere.
Section 1: Developing the project charter
Concept explanation:
The process of developing a document that formally approves a project and authorizes the project manager to use organizational resources in project activities . The main purpose is to clarify the relationship between the project and the organization's strategy , to establish the formal status of the project , and to demonstrate the organization's commitment to the project.
Project Initiator:
1. The project is initiated by an organization other than the project, such as the sponsor, the program or project management office (PMO), and the project portfolio governance committee.
2. The project initiator or sponsor should have certain authority and be able to obtain funds and provide resources for the project .
Key input:
1. Business case : Describe the necessary information from a business perspective to determine whether the expected results of the project are worth investing in .
2. Agreement : It is used to determine the original intention of starting the project. When doing projects for external customers, a contract is required.
Key tools:
1. Expert judgment : It refers to a reasonable judgment about current activities based on the professional knowledge of a certain application field, knowledge field, discipline and industry.
2. Brainstorming : A technique used to generate and collect multiple ideas for project requirements and product requirements. Get lots of ideas in a short amount of time . Gather project requirements/product requirements.
3. Facilitation techniques : the ability to effectively guide group activities to success to reach a decision, solution, or conclusion . The purpose is to find the right people, use the most suitable method to complete the work, and create the greatest value.
4. Meetings : In this process, the purpose of meetings with key stakeholders is to identify project goals , success criteria , major deliverables , high-level requirements , overall milestones, and other overview information .
Key output:
Contents of the project charter:
1. Project purpose, measurable project objectives and associated success criteria.
2. High-level requirements and high-level project descriptions, boundary definitions, and key deliverables.
3. Overall project risk and overall milestone schedule.
4. List of pre-approved financial resources and key stakeholders.
5. Project approval requirements and project launching standards.
6. The project manager and its responsibilities and authority, the name and authority of the sponsor or other approved personnel.
Suppose log:
1. The assumption log is used to record all assumptions and constraints throughout the project life cycle .
2. The high-level assumptions and constraints identified before project initiation are documented in the project charter .
3. Lower-level activity and task assumptions are recorded in what-if logs .
Section 2: Developing a Project Management Plan
Concept explanation:
Developing a project management plan is the process of defining, preparing, and coordinating all the components of the project plan and integrating them into a comprehensive project management plan . The main benefit of this process is to produce a comprehensive document that identifies the rationale for all project work and how it will be performed.
Structure of the project management plan:
Sub-Management Plans in PMP:
1. Scope management plan : Establish how to define, develop, monitor, control and confirm the project scope.
2. Requirements Management Plan : Determine how requirements will be analyzed, recorded, and managed.
3. Schedule management plan : establishes guidelines and defines activities for preparing, monitoring, and controlling the project schedule.
4. Cost management plan : determine how to plan, arrange and control costs.
5. Quality management plan : Determine how the organization's quality policies, methods, and standards will be implemented in the project.
6. Resource management plan : guide how to classify, allocate, manage and release project resources.
7. Communication management plan : Determine how, when, and by whom project information will be managed and disseminated.
8. Risk management plan : Determine how to arrange and implement risk management activities.
9. Procurement Management Plan : Determines how the project team will acquire goods and services from outside the performing organization.
10. Stakeholder participation plan : Determine how to involve stakeholders in project decision-making and execution based on their needs, interests and influence.
Benchmarks in PMP:
1. Scope benchmark : The approved scope statement , work breakdown structure (WBS) and corresponding WBS dictionary are used as a basis for comparison.
2. Schedule Baseline : An approved schedule model used as a basis for comparison with actual results.
3. Cost Baseline : The approved, time-allocated project budget used as a basis for comparing actual results.
Key input:
1. Project charter : The project charter serves as the starting point for initial project planning , and the number of types of information included varies with the complexity of the project and known information.
2. Outputs of other processes : To create a project management plan needs to integrate the outputs of many processes . The sub-plans and benchmarks output by other planning processes are the outputs of this process.
Key tools:
Meeting:
1. Meeting to formulate PMP : Discuss project methods, work execution methods, project monitoring methods, etc.
2. Kick-off meeting : It usually means the end of the planning phase and the beginning of the execution phase . Communicate project goals, gain team commitment, and clarify roles and responsibilities of all parties.
Key output:
Project Management Plan:
1. The project management plan is a document that describes how the project will be executed, monitored, and closed . It integrates and synthesizes all sub-management plans and benchmarks, as well as other information required to manage the project .
2. Project management plan : It is one of the main documents used to manage the project .
3. Project document : It is not part of the project management plan , but it is also a necessary document for efficient management.
Components generated during this process:
1. Project life cycle : Describes the series of stages that a project goes through from start to finish .
2. Development method : Describe the development method of the product, service or result, such as predictive, iterative, agile or hybrid models.
3. Management review : Determine the point in time at which the project manager and relevant stakeholders review the progress of the project to assess whether performance meets expectations , or to determine whether preventive or corrective actions are necessary.
4. Performance measurement benchmark : The integrated project scope, schedule and cost plan are used as the basis for comparison of project execution to measure and manage project performance.
5. Change Management Plan : Describes how change requests will be formally approved and adopted throughout the project .
6: Configuration Management Plan : Describe how and what information specific to the project will be recorded and updated to maintain consistency and effectiveness of the product, service, or outcome.
Section 3: Directing and managing project work
Concept explanation:
Overall management of project work, leading and executing the work defined in the project management plan, implementing approved changes, in order to achieve project objectives.
Key input:
1. Project Management Plan : Any component can be used as input for this process.
2. Approved change request : is the output of implementing the overall change control process.
Key tools:
Project Management Information System (PMIS):
Project data is usually recorded in the project management information system PMIS and project files . Project Management Information System (PMIS) belongs to the business environment factor within the organization .
Key output:
1. Deliverables : Any unique and verifiable products, results or service capabilities/subsequent modifications of the output need to go through change control .
2. Job performance data : Raw observations and measurements, collected during the performance of a job.
3. Change Request : It is a formal proposal to modify any document, deliverable or baseline.
4. Issue Log : Helps project managers to effectively follow up and manage issues, ensuring they are investigated and resolved.
What is a change request:
1. Corrective action : re-align current project performance with the project management plan.
2. Preventive measures : preventive measures to prevent future risks.
3. Defect remediation : repairs proposed for product inconsistencies related to quality.
4. Update : Change requests that need to change the three major benchmarks.
Section 4: Managing Project Knowledge
Concept explanation:
1. Utilize old knowledge and create new knowledge.
2. Use existing organizational knowledge to create or improve project outcomes.
3. Collect the knowledge created by the current project and use it for future projects or phases.
4. Key activities: knowledge sharing and knowledge integration .
Explicit and tacit knowledge:
1. Explicit knowledge : easy to record and compile , such as using words, pictures or numbers.
2. Invisible knowledge : exists in the individual and is difficult to articulate , such as beliefs, insight, experience, and know-how.
3. Explicit knowledge : easy to share , but cannot ensure correct understanding or application, because of the lack of context, it can be understood differently.
4. Tacit knowledge : Although it contains context, it is difficult to codify . It exists in the minds of individual experts, or in social groups and situations, often shared through interpersonal communication and interaction.
Key input:
1. Lessons Learned Register : The Lessons Learned Register provides effective knowledge management practices .
Key tools:
Knowledge Management:
1. Knowledge management tools and technologies connect employees so that they can collaborate to generate new knowledge, share tacit knowledge , and integrate knowledge held by different team members.
2. The tools and techniques applicable to the project depend on the nature of the project, especially the degree of innovation, project complexity, and the degree of diversity of the team.
Information management:
1. Information management is used to create the connection between people and knowledge , which can effectively promote the sharing of simple and clear explicit knowledge.
2. The knowledge and information management tools and techniques should correspond to the project process and the person responsible for the process.
Key output:
Lessons Learned Register:
1. When the project is created early, and at the end of the project or phase, the relevant information is included in the knowledge base of lessons learned , which is called part of the organizational process assets.
2. Individuals or teams involved in the work are also involved in documenting lessons learned .
Section 5: Monitoring Project Work
Concept explanation:
Monitoring project work is the process of tracking, reviewing, and reporting on overall project progress to achieve the performance objectives identified in the project management plan . Stakeholders understand the current status of the project, actions to be taken, and forecasts for the future.
Key input:
1. Cost Forecast : Is it still within tolerance of the budget and identifies any necessary changes.
2. Problem log : used to record and monitor who is responsible for solving specific problems within the target date.
3. Lessons Learned Register : The Lessons Learned Register may contain effective ways of dealing with deviations as well as corrective and preventive actions.
4. Milestone list : check whether the planned milestones have been reached.
5. Quality report : including quality management issues, improvement suggestions for processes, projects and products, and suggestions for corrective measures.
6. Risk Register : Information about various threats and opportunities that occur during project execution.
7. Risk report : Provides information on overall project risks and individual risks.
8. Schedule Forecasting : Determine if the project is still within schedule tolerances and identify any necessary changes.
9: Work performance information : compare the performance data with the plan to obtain work performance information.
Key tools:
1. Earned value analysis : Comprehensive analysis of scope, schedule, and cost performance to find deviations .
2. Variance Analysis : Variance analysis examines the difference between target performance and actual performance. Understand the overall deviation of the project . This makes it easier to take appropriate preventive or corrective action.
3. Trend analysis : predict the future based on the past . Find problems in advance, correct or prevent them in advance.
4. Root cause analysis : Find the root cause of deviations or potential problems.
5. Alternative plan analysis : choose corrective measures and preventive measures.
6. Cost-benefit analysis : choose the lowest-cost solution to correct the deviation.
Key output:
Job Performance Report:
1. Based on job performance information , prepare job performance reports in physical or electronic form to make decisions, take actions, or attract attention. According to the project communication management plan, send work performance reports to project stakeholders through the communication process .
2. Examples of job performance reports include status reports and progress reports .
3. Can include earned value charts and information, trend lines and forecasts, burndown charts, defect histograms, gauge charts, hotspot reports, signal light charts, contract performance information and risk profile overviews.
What does a job performance report have:
Section 6: Implement Integrated Change Control
Concept explanation:
Review change requests , approve changes , and communicate change processing results . Investigate changes from the perspective of global integration to reduce the negative impact of changes on project goals and plans.
Change process:
Key input:
1. Change requests : May contain corrective actions, preventive actions, defect remediation, and updates to formally controlled project documents or deliverables.
Key tools:
Meeting:
1. Hold a change control meeting with the Change Control Board (CCB) .
2. The Change Control Board is responsible for reviewing change requests , assessing change impact , discussing alternatives , and making decisions , otherwise or deferring decisions.
3. Meeting decisions need to be communicated to the responsible and/or group that made the change request .
4. CCB 's decisions should be recorded and communicated to relevant parties so that they can know and take follow-up actions.
5. The CCB may also review configuration management activities .
Change Control Tools:
1. Configuration control : Configuration control focuses on deliverables and technical specifications of each process.
a. Identify configuration items : Identify and select configuration items to provide a basis for managing change and clarifying responsibilities.
b. Record and report configuration item status : record and report information about each configuration item.
c. Verify and audit configuration items : through configuration verification and audit, ensure the correctness of the configuration item composition of the project.
2. Change control: Change control focuses on identifying, documenting, approving or rejecting changes to project documents, deliverables, or baselines.
a. Identify Changes : Identify and select changes to process or project documents.
b. Document changes : Document changes as appropriate change requests.
c. Make Change Decisions : Review changes and approve, reject, defer, or make other decisions on changes to project documents, deliverables, or baselines.
d. Track changes : Confirm that changes are registered, evaluated, approved, tracked, and communicate the final results to relevant parties.
e. Change communication : tools can also be used to manage change requests and subsequent decisions, while paying special attention to communication to help the change control board perform its duties and communicate decisions to relevant parties.
Reference supplement:
Examples of content for a change management plan:
1. Change management responsibilities (members, project managers, CCB, sponsors, customers)
2. Composition and Responsibilities of CCB
3. Change management flow chart (application, evaluation, communication, implementation)
4. Grading of change impact (high/medium/low)
5. A list of documents that may need to be revised after the change is approved.
An example of the content of the configuration management plan:
1. Which work results are included in configuration management
2. How to manage benchmarks
3. How to manage modification
4. How to report configuration item status
Key output:
Approved change requests:
1. The final decision results include: approval, delay or rejection .
2. Approved change requests shall be implemented through the Direct and Manage project work process . For deferred or rejected change requests, the next person or group that initiated the change request shall be notified.
3. Record the processing of all change requests in the change log in the form of project file updates .
Section 7: Closing the project or phase
Concept explanation:
Closing a project or phase is the process of terminating all activities of a project, phase, or contract . The primary role of this phase is to archive project or phase information, complete planned work, and free up organizational team resources for new work.
Necessary Activities Required for Closeout :
Key input:
1. Acceptance deliverables : including approved product specifications, delivery receipts and work performance documents. For projects implemented in phases or canceled early, partially completed or intermediate deliverables may also be included.
Key tools:
regression analysis:
This technique analyzes the interrelationships between different project variables acting on project outcomes to improve future project performance.
Meeting:
1. Meeting types: Closing report meeting, customer summary meeting, experience and lessons summary meeting, and celebration meeting.
2. Purpose: Confirm that the deliverables have passed acceptance, confirm that the launch criteria have been met, formally close the contract, evaluate the satisfaction of interested parties, collect lessons learned, transfer project knowledge and information, and celebrate success .
3. Participants may include project team members, as well as other parties involved in the project or affected by the project.
4. Meetings can be face-to-face or virtual, formal or informal.
Key output:
Handover of final product, service or result:
1. Transfer the final product, service or result delivered by the project from one team to another team or organization , and be operated, maintained and supported by it throughout the life cycle.
2. For the end of the stage, the intermediate products, services or results of the stage are delivered to the team or organization responsible for the next stage.
Final report:
1. An overview of the project or phase.
2. A summary of the confirmation information for the final product, service or outcome.
3. Achievement of scope objectives, such as evidence of completion standards.
4. The realization of quality objectives, such as evaluation standards, verification information, and reasons for deviations.
5. Realization of cost objectives: actual costs, critical values, and reasons for deviations.
6. Realization of progress goals: actual construction period, critical value, and reasons for deviation.
7. Realization of project income: whether it is realized, whether there is a deviation, whether it needs to be followed up, and the forecast for the future.
8. Satisfaction of the commercial needs of the project: Whether the project results meet the commercial needs at the start of the project, and the degree of satisfaction. If it's still a while away, make predictions about the future.
9. An overview of the risks or problems that occurred during the project and their solutions.