Integrated management (Zhang Ji only controls the boundary)
Create a project charter
1. Memory formula:
"Project management documents, agreements, business environment factors, organizational process assets should be. Expert judgment, brainstorming, focus groups, interviews, conflict management, guidance, meeting management, meeting opening. The project charter is finalized, and project management officially begins. .”
2. Story writing:
In the project establishment village, the villagers took out the project establishment management documents and agreements, considered the business environment factors, and utilized the organizational process assets. They invited expert judgment, conducted brainstorming, set up focus groups, and conducted interviews. Along the way, they did conflict management and facilitation, while also doing meeting management and meetings.
After some intense discussions and decisions, they finally formulated the project charter, and the construction project of the project village officially started.
3. Reasons for choosing these input, tool technology, and output:
Inputs: Project management documents and agreements provide the basis for developing the project charter, and enterprise environmental factors and organizational process assets provide the background and resources for developing the project charter.
Tools and techniques: Expert judgment, brainstorming, focus groups, and interviews can help gather and analyze information, while conflict management, facilitation, meeting management, and meetings can help with decision-making and coordination.
Output: The project charter is the final output of formulating the project charter. It defines key information such as the project's goals, scope, participants, and expected results, and provides guidance for the implementation of the project.
Develop a project management plan
1. Memory formula:
"Project charter, domain planning, input is essential. Checklists, brainstorming, conflict management, kick-off meetings. Project management plans out, assuming logs are in place."
2. Story writing:
In the construction project in the project village, the villagers took out the planning output of the project charter and other knowledge areas, and started to formulate the project management plan. They started with a checklist, then brainstormed, resolved conflicts, and ended with a kickoff meeting.
After some intense discussion and decision-making, they finally developed a project management plan, and recorded assumptions log, ready for the follow-up project management work.
3. Reasons for choosing these input, tool technology, and output:
Inputs: The project charter provides the basis for developing the project management plan, and planning outputs from other knowledge areas inform the development of the project management plan.
Tools and techniques: Checklists can help manage and track tasks, brainstorming can help gather and analyze information, conflict management can help resolve conflicts, and kickoff meetings can help with coordination and decision-making.
Output: The project management plan is the final output of the project management plan, which defines the management methods and strategies of the project, and the assumption log records the assumptions when making the project management plan, which provides a reference for subsequent project management.
Direct and manage project work
1. Memory formula:
"Management plan, clear milestones, progress plan, change request. PMIS system, meeting, deliverables, performance, change request, problem log, project management step by step."
2. Story writing:
In construction projects in Project Village, the project management plan, milestone list, project schedule, and approved change requests become important inputs for directing and managing project work. The villagers use the project management information system PMIS for management, and hold regular meetings to discuss project progress and problems.
As the project progressed, they produced deliverables and collected work performance data. At the same time, they also found some places that need to be changed, so they formulated a change request and recorded it in the problem log for subsequent tracking and processing.
3. Reasons for choosing these input, tool technology, and output:
Input: The project management plan, milestone list, project schedule, and approved change requests provide the basis and guidance for directing and managing project work.
Tool technology: Project management information system PMIS can help manage and track the progress and status of the project, and meetings can help collect and analyze information, as well as decision-making and coordination.
Output: Deliverables are the actual output of project work, work performance data reflects the actual performance of the project, and change requests and issue logs help manage and improve the project's process and results.
Manage project knowledge
1. Memory formula:
"Team assignment, stakeholder book, deliverables should not be forgotten. Knowledge management, information dissemination, experience and lessons register at hand."
2. Story writing:
In the construction project of the project village, the project team assignment work order, stakeholder register and deliverables have become important inputs for managing project knowledge. Villagers use knowledge management and information management technologies to continuously accumulate and transmit project-related knowledge and information.
Whenever the project completes a stage, they will record the experience and lessons of this stage in the lessons learned register for subsequent project management and improvement. In this way, they not only completed the project, but also accumulated a wealth of project management knowledge.
3. Reasons for choosing these input, tool technology, and output:
Input: Project team assignments, stakeholder registers, and deliverables provide the basis and content for project knowledge management.
Tools and technologies: Knowledge management and information management technologies can help collect, organize and transfer project-related knowledge and information.
Output: The experience and lessons register is an important output of project knowledge management, which can help record and transfer project experience and lessons, and provide reference for subsequent project management and improvement.
Monitor project work
1. Memory formula:
"Schedule forecast, cost measurement, agreement, performance information. Decision-making, deviation analysis, trend analysis is displayed instantly. Change request, performance report, project monitoring backgammon."
2. Story writing:
In the construction projects in the project village, schedule forecasts, cost forecasts, procurement agreements, and work performance information became important inputs for monitoring project work. The villagers monitor the progress and cost of the project through decision-making (unanimous agreement, majority, relative majority agreement), deviation analysis and trend analysis.
During the course of the project, they found some things that needed to be changed, so they developed a change request. At the same time, they also regularly produce work performance reports in order to understand the actual performance and progress of the project.
3. Reasons for choosing these input, tool technology, and output:
Inputs: Schedule forecasts, cost forecasts, purchase agreements, and work performance information provide the basis and reference for project monitoring.
Tool technology: decision-making (unanimous agreement, majority, relative majority agreement), deviation analysis and trend analysis can help analyze and judge the status and trend of the project, so as to make appropriate decisions.
Output: Change requests and work performance reports are important outputs of project monitoring, which can reflect the actual performance of the project and areas for improvement.
Implement project-wide changes
1. Memory formula:
"Management plans, performance reports, and change requests are essential. Change control tools are strong, and change meetings are discussed. Approve changes, update plans, and remember to record change logs."
2. Story writing:
In the construction project of the project village, the project management plan, work performance report and change request became the important input to implement the overall change of the project. Villagers discuss and decide on project changes by using change control tools and holding change control meetings.
During the meeting, they approved some change requests and updated the project management plan. At the same time, they also record the content of these changes in the change log for subsequent tracking and management.
3. Reasons for choosing these input, tool technology, and output:
Input: The project management plan, work performance reports, and change requests provide the basis and reference for implementing changes to the project as a whole.
Tools and techniques: Change control tools and change control meetings can help the project team discuss and decide what to change, and implement the change.
Outputs: Approved change requests, project management plan updates, and change logs are important outputs for implementing overall project changes, which can reflect changes to the project and their impact on the project management plan.
Close projects and phases
1. Memory formula:
"The requirements of the charter and the mileage are clear, and the deliverables become gold stars. Project management, agreement signing, expert judgment to provide advice. Report meetings, summary meetings, and celebration meetings fly happily. Document analysis, regression review, final product, and report completion."
2. Story writing:
In the construction project of the project village, the project charter, requirements document, milestone list, accepted deliverables, project management documents and agreements become important inputs for closing the project or phase. The villagers summarized the results and experience of the project through expert judgment, closing report meeting, customer summary meeting, celebration meeting, document analysis and regression analysis.
At the celebration, they showed the final product and released the final report of the project, which was unanimously appreciated by everyone.
3. Reasons for choosing these input, tool technology, and output:
Input: The project charter, requirements document, milestone list, accepted deliverables, project management documents, and agreements provide the basis and reference for closing the project or phase.
Tool technology: expert judgment, closing report meeting, customer summary meeting, celebration meeting, document analysis and regression analysis can help the project team summarize the project results and experience, and celebrate the success of the project.
Output: The final product, service or outcome, project final report is an important output at the end of the project or phase, they can reflect the final outcome of the project, and the success of the project.