Integration is a key skill for project managers

Project integration management is the responsibility of the project manager, who is responsible for integrating the results of all other knowledge areas and grasping the overall situation of the project

Responsibility for project integration management cannot be delegated or transferred, and the project manager must bear ultimate responsibility for the entire project.

dual role

System behavior of organizations, human behavior, and uncertainty in organizations or environments

1. Contains multiple parts

2. There are a series of connections between different parts

3. Dynamic interactions between different parts

4. These interactions produce behaviors that are far greater than the sum of their parts (e.g., emergent behavior)

Collect, analyze and use information to support achievement of project objectives and project benefits

Capture and monitor key project elements through intuitive formats such as visual analysis tables

Communicate the knowledge accumulated during the project life cycle to the target audience and prevent knowledge loss

Work with the management and PMO on feasibility studies and evaluations and benefit management before and after project establishment.

To more fully identify stakeholders and guide their involvement in the project

Manage the project manager's interface with functional departments, operations and senior management

Sub-management plan

benchmark

other

Project life cycle, development life cycle, management methods, knowledge management, change, governance, lessons learned, benefits

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

1. Clarify the direct link between the project and the organization's strategic goals

2. Establish the formal status of the project

3. Demonstrate organizational commitment to the project

effect

The project charter can be prepared by the sponsor or by the project manager in collaboration with the sponsoring organization. The project manager cannot issue or modify the project charter, but can participate in its preparation

Once the project charter is approved, it marks the official launch of the project

The project is initiated by someone external to the project, such as the sponsor, the program or project management office (PMO), the chair of the portfolio governance committee, or their authorized representative. The project initiator or sponsor should have certain authority and be able to obtain funds and provide resources for the project

effect

Include

Project management documents are not project documents. The project manager cannot update or modify them, but can only make relevant suggestions.

Including contracts, memorandums of understanding (MOUs), service level agreements (SLAs), letters of agreement, letters of intent, oral agreements or other written agreements

When working on a project for an external client, a contract is usually required

Brainstorming, focus groups, interviews

Conflict management, facilitation, meeting management

Identify project goals, success criteria, key deliverables, high-level requirements, overall milestones, and other overview information

content

Record

effect

effect

Begin to identify high-level strategic and operational assumptions and constraints when conducting feasibility studies and demonstrations prior to project launch

The process of defining, preparing, and coordinating all components of a project plan and integrating them into a comprehensive project management plan

Produce a comprehensive document that establishes the basis for all project work and how it will be performed

effect

A project management plan can be general or detailed, formal or informal, and the level of detail in each component depends on the requirements of the specific project.

Benchmarking

The project management plan needs to be progressively detailed through ongoing updates before project closure, and these updates need to be controlled and approved

Starting point for initial project planning

Contains high-level information about the project that can be further refined by the various components of the project management plan

Creating a project management plan requires integrating the outputs of many processes

The output sub-plans and baselines are inputs to this process, and changes to these sub-plans and baselines may result in corresponding updates to the project management plan.

1. Tailor project management processes to project needs, including dependencies and interactions between these processes, as well as the main inputs and outputs of these processes

2. Develop additional components of the project management plan as needed

3. Determine the tools and techniques required for the process

4. Prepare technical and management details that should be included in the project management plan

5. Determine the resources and skill levels required for the project

6. Define the configuration management level of the project

7. Determine which project documents are subject to a formal change control process

8. Prioritize project work and ensure project resources are allocated to the right work at the right time

Brainstorming, focus groups, interviews

Checklist

Conflict management, facilitation, meeting management

effect

Kick-off meeting

definition

effect

Project management plan components

It is the process of leading and executing the work identified in the project management plan and implementing approved changes to achieve project goals.

Integrated management of project work and deliverables to increase the likelihood of project success

Directly affected by the application area in which the project is located

The main work

Request content

Any component of the project management plan can be used as input to guide and manage the project work

1. Managing project knowledge

2. Implement holistic change control

3. Gather requirements

4. Define activities

5. Develop a progress plan

6. Identify risks

7. management communication

definition

Change Control Board (CCB) Change Control Board

1. Problem and defect management procedures that define problem and defect control, problem and defect identification and resolution, and action item tracking

2. Issue and defect management database, including historical issue and defect status, issue and defect resolution status, and action item results

3. Performance measurement database, used to collect and provide process and product measurement data

IT software tools such as ZenTao and jira

For example, schedule planning software tools, work authorization systems, configuration management systems, information collection and release systems, and login interfaces to other online information systems (such as knowledge bases) support automatic collection and reporting of key performance indicators (KPIs)

effect

participants

type

definition

Once the first version of the deliverable is completed, change control should be performed. Use configuration management tools and procedures to support control of multiple versions of deliverables such as files, software, and artifacts

definition

include

Data is usually the lowest level of detail that other processes will extract from it and form information. Data is collected during work execution and then handed over to the corresponding control processes in the 10 major knowledge areas for further analysis.

definition

effect

As outputs are first created in this process, activities should be monitored and issue logs updated throughout the project lifecycle.

definition

source

Any project stakeholder can submit a change request, which should be reviewed and handled through the implementation of the overall change control process

include

Any changes to the project management plan are raised as change requests and processed through the organization's change control process

Any component of the project management plan can be updated through change requests while directing and managing project work.

Is the process of using existing knowledge and generating new knowledge to achieve project goals and help the organization learn

Leverage existing organizational knowledge to create or improve project outcomes

Make the knowledge created by current projects available to support organizational operations and future projects or phases

effect

important link

practice

All components of the project management plan are inputs into managing project knowledge

1. Estimate activity resources

2. Access to resources

3. Identify stakeholders

4. Planning Procurement Management

1. Organizational culture, stakeholder culture, trusting working relationships and a culture of non-blaming are particularly important for knowledge management

2. Attributing value to learning and norms of social behavior

3. The physical distribution of facilities and resources, where team members are located helps determine methods for gathering and sharing knowledge

4. Knowledge experts in the organization, some organizations have teams or staff dedicated to knowledge management

5. Legal and regulatory requirements and constraints, including confidentiality requirements for project information

1. The organization’s standard policies, processes and procedures

2. Personnel management system

3. Organizational communication requirements

4. Formal knowledge sharing and information sharing procedures

5. Lessons Learned Register

Knowledge management, information management, organizational learning, knowledge and information management tools and related information from other projects, etc.

effect

include

Application method

Knowledge classification

effect

Active listening, guidance, leadership, interpersonal communication, big picture perspective

content

create

renew

save

Any component of the project management plan can be updated during the process of managing project knowledge

Is the process of tracking, reviewing, and reporting overall project progress to achieve the performance objectives identified in the project management plan

It is one of the project management activities that occurs throughout the project, including collecting, measuring and analyzing measurement results, and predicting trends to drive process improvements.

Including developing corrective or preventive actions or re-planning, and tracking the implementation of action plans to ensure they effectively solve the problem

Keep stakeholders informed of the current status of the project and buy-in on actions taken to address performance issues

Keep stakeholders informed of the future status of the project through cost and schedule forecasts

1. Compare actual project performance to the project management plan

2. Regularly evaluate project performance, determine whether corrective or preventive action is needed, and recommend necessary actions

3. Check the status of individual project risks

4. Maintain an accurate and up-to-date information base throughout the project to reflect product and documentation status

5. Provide information for status reporting, progress measurement and forecasting

6. Make forecasts to update current cost and schedule information

7. Monitor the implementation of approved changes

8. If the project is part of a program, project progress and status should also be reported to program management

9. Ensure projects are aligned with business needs

1. Develop project charter

2. Direct and manage project work

3. Managing project knowledge

4. Define activities

5. control progress

6. Control costs

7. Management quality

8. Identify risks

9. Estimate activity duration

10. Estimate cost

11. Estimate activity resources

Estimate basis

Generation steps

Specific work performance measures for scope, schedule, budget, and quality are specified in the project management plan at the outset of the project. Performance data is collected through control processes during the project and compared to plans and other variables to provide context for work performance

If there is outsourced work, monitor the contractor's work according to the agreement (contract)

Project management information systems such as schedule, cost, resource tools, performance indicators, databases, project records and financial data

1. Earned value analysis

2. Interpretation and contextualization of data

3. Duration and cost estimating techniques

4. trend analysis

5. Contract management

1. Earned value analysis

2. Deviation analysis

3. Root Cause Analysis

4. trend analysis

5. Alternatives Analysis

6. Cost-benefit analysis

voting decision

Can be face-to-face or virtual meeting, formal or informal

definition

Reporting basis

content include

Change requests may need to be made by comparing actual conditions to planned requirements

possible consequences

review and processing

include

Changes proposed during monitoring of project work may impact the overall project management plan

1. cost forecast

2. progress forecast

3. Problem log

4. Lessons Learned Register

5. risk register

Is the process of reviewing all change requests, approving changes, managing changes to deliverables, project documents, and project management plans, and communicating the results of change processing

Ensure a comprehensive review of documented changes in the project. Changes made without considering their impact on the overall project goals or plans will often increase overall project risk.

Influence

propose

benchmark

approve

1. change management plan

2. configuration management plan

3. Scope Baseline

4. progress baseline

5. cost basis

1. Gather requirements

2. Identify risks

3. Estimate activity duration

4. Estimate cost

5. Estimate activity resources

Estimate basis

Includes resource availability, schedule and cost data, earned value reports, burn charts or burndown charts

job performance data flow

For changes that affect the project baseline, the cost of performing the change, required schedule date modifications, resource requirements, and associated risks should generally be stated in the change request. Such changes shall be approved by the CCB (if any) and the client or sponsor unless they themselves are members of the CCB

May or may not impact the project baseline, change decisions are usually made by the project manager

Only approved changes can be incorporated into the revised baseline

request source

purpose of usage

Factors to consider when choosing

Configuration management activities that require support

Change management activities that require support

project management system

Alternatives Analysis

Cost-benefit analysis

vote

autocratic decision making

Multi-criteria decision analysis

Conduct change control meetings with the CCB, who reviews change requests and makes decisions to approve, reject, or defer. The CCB may also review configuration management activities

definition

implement

Any formally controlled component of the project management plan can be changed by implementing an integrated change control process

Changes to the benchmark can only be based on the latest version of the benchmark and respond to future situations, but cannot change past performance, ensuring the seriousness and integrity of the benchmark and historical performance data.

Any formally controlled project document can be changed during the implementation of the overall change control process, and all changes that occur during the project will be recorded in the change log.

Is the process of terminating all activities of a project, phase or contract

Archive project or phase information and complete planned work

Free up organizational team resources for new work

Need to review the project management plan to ensure that all project work has been completed and project objectives have been achieved

Involve all appropriate stakeholders in closing the project or phase

1. Actions and activities necessary to achieve the completion or exit criteria of a phase or project (completion of phase or project work)

2. Activities necessary to close a project contractual agreement or a project phase contractual agreement (closing the contract)

3. Activities that must be carried out to complete the work of collecting project or phase records, auditing project success or failure, managing knowledge sharing and transfer, summarizing lessons learned, archiving project information for future use by the organization (collecting project records, reviewing projects, summarizing lessons learned, archiving) project information)

4. Actions and activities that must be carried out to hand over the project's products, services or results to the next phase, or to production and/or operations (preparation for the next phase of the project (production, operations))

5. Collect suggestions for improving or updating organizational policies and procedures and send them to the appropriate organizational units (Collect Organizational Improvement Suggestions)

6. Measure stakeholder satisfaction (ask stakeholders how satisfied they are with the project and whether the project can be ended)

Documents project success criteria, approval requirements, and who will sign off on project closure

All components of the project management plan are inputs to the process of closing the project or phase

1. Develop project charter

2. Direct and manage project work

3. Managing project knowledge

4. Implement holistic change control

5. Gather requirements

6. Define activities

7. Management quality

8. Control quality

9. management communication

10. Identify risks

11. Estimate activity duration

12. Estimate cost

13. Estimate activity resources

Estimate basis

Includes approved product specifications, delivery receipts and work performance documentation

Feasibility study report, project evaluation report

Used to determine whether the project has achieved the expected results of the economic feasibility study

The requirements for formal closing of a procurement are typically defined in the contract terms and conditions and included in the procurement management plan. In complex projects, multiple contracts may need to be managed simultaneously or successively

To close the contract, all procurement documents need to be collected, indexed and archived

Project or phase closure guidelines or requirements (such as lessons learned, end-of-project audits, project evaluations, product validation, acceptance criteria, contract closure, resource reallocation, team performance evaluation, and knowledge transfer)

File analysis

regression analysis

trend analysis

Deviation analysis

To confirm that the deliverables have been accepted and exit criteria have been met, to formally close the contract, to assess stakeholder satisfaction, to collect lessons learned, to transfer project knowledge and information, and to celebrate successes

Can be face-to-face or virtual meeting, formal or informal

type

All project files can be updated at the end of a project or phase and marked as final

Final version of the Lessons Learned Register

Handing over the final product, service or result delivered by the project (or, for phase closure, the intermediate product, service or result of the phase) to the customer

effect

project files

Operations and Support Documents

Project or phase closure documents

Lessons Learned Knowledge Base