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MindMap Gallery Fourth Edition_9. Project Integration Management

Fourth Edition_9. Project Integration Management

1. The fourth edition of the senior project management engineer/information system project manager/advanced project textbook has been painstakingly compiled. As long as you master the knowledge points contained in the mind map, you will be able to pass 45 points! ~ 2. Of course, this is the key point of knowledge. The real way to pass the exam is not to memorize it by rote, but to have a certain understanding. After all, many advanced exams do not directly test definitions! 3. I spent a lot of effort to sort out these materials. Many of the words on it were typed one by one. Compared with its value, this small cost is simply like giving it away~~ 4. The first three chapters contain very little content in written form, so I won’t compile them here! 5. Of course, there will inevitably be errors in the above content. If you find any, please communicate via WeChat: 18978793047

Edited at 2023-10-04 18:07:55

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Fourth Edition_9. Project Integration Management

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Outline

Top ten areas of knowledge

Fifteenth Supreme Picture

Chapter 9: Project Integration Management

Test situation analysis

comprehensive knowledge

Project integration management concept

1. Develop a project charter

Develop project charter definition

The process of writing a document that formally approves a project and authorizes the project manager to use organizational resources during project activities.

The project charter is issued by the sponsor (or senior manager, not the project manager), and its main function is authorization!

It can be prepared by the sponsor, or it can be prepared by the project manager (Party B) in cooperation with the sponsor organization

focus

The role of the project charter

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

2. Establish the formal status of the project and stipulate the rights of the project manager;

3. Demonstrate organizational commitment to the project

ITTO

enter

1. Project establishment documents

2. Agreement (including contract)

3. Business environment factors

4. Organizational process assets

Tool technology

1. Expert judgment

2. Data collection

1. Brainstorming

2. Focus groups

3.Interview

3.Interpersonal and team skills

1. Conflict Management

2.Guide

3.Conference management

4.Meeting

output

1. Project Charter

2. Hypothesis log

Contents of the project charter

1. Project purpose

2. Measurable project goals and associated success criteria

Purpose and standards (2 points in total)

3. High-level requirements, high-level project description, boundary definition and main deliverables

4. Overall milestone progress plan

5. Pre-approved financial resources

6. Overall project risk

7. Project exit criteria (such as under what conditions a project or phase can be closed or canceled)

Scope, schedule, cost, risk, exit criteria (5 points in total)

8. List of key stakeholders

9. Project approval requirements (such as what criteria will be used to evaluate project success, who will draw conclusions about project success, and who will sign the project end)

10. The assigned project manager and his responsibilities and authorities

11. Name and authority of the sponsor or other person who approved the project charter

Personnel, rights and responsibilities (4 points in total)

paper

In the thesis title, the role of the project charter can be written as the content of the kick-off meeting.

2. Develop a project management plan

Project management plan definition

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

The role of project management plan

Produce a comprehensive document that establishes the basis for all projects and how they will be executed

ITTO

enter

1. Project Charter

2. Output from other processes

Mainly various sub-plans

3. Business environment factors

4. Organizational process assets

Tool technology

1. Expert judgment

2. Data collection

1. Brainstorming

2. Focus groups

3.Interview

4. Checklist

3.Interpersonal and team skills

1. Conflict Management

2.Guide

3.Conference management

4.Meeting

output

1. Project Management Plan

Contents of the project management plan

1. Scope Management Plan

2. Progress management plan

3. Cost management plan

4.Quality management plan

5. Resource Management Plan

6. Communication Management Plan

7.Risk Management Plan

8. Stakeholder Management Plan

9. Procurement management plan

nine sub-management plans

10. Scope benchmark

11. Progress benchmark

12. Cost basis

13. Performance measurement benchmarks

four benchmarks

14. Demand management plan

15. Change Management Plan

16. Configuration management plan

three supporting programs

Generated in the nine major knowledge areas, but not as the main management plan that exists in the corresponding knowledge area

Requirements management plan is generated from scope management, and process management plan is generated from quality management.

17. Development methods

18. Project life cycle description

other

Project documents are not part of the project management plan

Steps to Develop Project Management Plan

1. Develop a preliminary overall plan first

2. Then prepare each sub-plan

3. Then integrate the sub-plans and carry out comprehensive balance and optimization

4. The project manager is only responsible for organizing and writing the project plan, not the project manager alone.

5. The approved project plan becomes the project’s baseline plan.

3. Guide and manage project work

definition

The process of leading and executing the work identified in the project management plan and implementing approved changes to achieve project objectives.

effect

Performs comprehensive management of project work and deliverables to increase the likelihood of project success.

ITTO

enter

1. Project Management Plan

2.Project files

3.Approved change request

focus

4. Business environment factors

5. Organizational process assets

Tool technology

1. Expert judgment

2. Project management information system

3.Meeting

output

1. Deliverables

2. Job performance data

1. "Work performance data" is generated only in the process of "guiding and managing project work", that is, "data" is generated during the execution of the project;

2. The process with "Control The process of "information";

3. In the monitoring process of overall management "monitoring project work", "work performance information" is input and "work performance report" is output; this process is where the project manager forms a report to the leader based on the "information" of each process. The process of "reporting".

4. Only "Work Performance Report" is generated in "Monitoring Project Work", and other knowledge processes use "Work Performance Report"; the processes that use "Report" are: implementing overall change control, managing project teams, and managing communication , control risks and control procurement.

3.Problem log

4. Change request

focus

5. Project management plan update

6. Project file update

7. Organizational process asset updates

change request

definition

A change request is a formal proposal to modify any document, deliverable, or baseline. Any project stakeholder can submit a change request. Change requests can come from within or outside the project and may be optional or mandated by law (contract).

Type of change

1. Defect Remediation

Purposeful activities undertaken to correct inconsistent products or product components (quality)

Supplement quality

2.Corrective measures

Purposeful activities to realign project work performance with the project management plan

correct deviation

3. Preventive measures

Purposeful activities performed to ensure that the future performance of project work is consistent with the project management plan.

Risk prevention

4.Update

Changes to formally controlled project documents or plans to reflect modified or added comments or content.

4.Manage project knowledge

definition

The process of using existing knowledge and generating new knowledge to achieve project goals and aid the organizational learning process

effect

Leverage existing organizational knowledge to create or improve project outcomes

Knowledge created by current projects can be used to support organizational operations and future projects or phases

ITTO

enter

1. Project Management Plan

2.Project files

Project team dispatches work orders

resource breakdown structure

Supplier selection criteria

Stakeholder register

3. Deliverables

4. Business environment factors

5. Organizational process assets

Tool technology

1. Expert judgment

2.Knowledge Management

3.Information management

4.Interpersonal and team skills

1. Active listening

2.Guide

3. Leadership

4.Interpersonal communication

5. View the overall situation

output

1. Lessons Learned Register

2. Project management plan update

3. Organizational process asset update

Tool Technology-Knowledge Management

tacit knowledge

Individual knowledge that is difficult to express clearly, such as beliefs, insights, and experiences

explicit knowledge

Knowledge of editing easily with text, images and numbers

question

Question 1

There is no system for organizing tacit knowledge into explicit knowledge.

Question 2

Knowledge management is just recording knowledge for sharing

Question 3

Knowledge management is simply summarizing lessons learned at the end of a project for use in future projects

knowledge management process

5. Monitor project work

definition

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

effect

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

Monitor the process of project work

1. Compare the actual performance of the project with the project management plan

2. Evaluate project performance, decide whether corrective and preventive measures need to be taken, and recommend necessary measures;

3. Check the risk status of individual projects;

4. During the entire project, maintain an accurate and timely updated information database to reflect the status of project products and related documents;

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

6. Make forecasts to update current cost and schedule information;

7. Supervise 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 that the project is consistent with business needs, etc.

ITTO

enter

1. Project Management Plan

2.Project files

3. Job performance information

4. Agreement

5. Business environment factors

6. Organizational process assets

Tool technology

1. Expert judgment

2.Data analysis

1. Analysis of alternatives

2. Cost-benefit analysis

3. Earned value analysis

4. Root cause analysis

5. Trend analysis

6. Deviation analysis

3.Decision making

4.Meeting

output

1. Change request

2. Work performance report

Only "work performance reports" are generated when monitoring project work. Other knowledge processes are using "work performance reports". The processes used are: implementing overall change control, managing project teams, managing communication, controlling risks, and controlling procurement.

3. Project Management Plan (Updated)

4. Project file update

1. Cost forecast

2.Problem log

3. Lessons Learned Register

4. Risk Register

5. Progress forecast

6. Implement overall more control

definition

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.

effect

Ensure a comprehensive review of documented changes in the project

ITTO

enter

1. Project Management Plan

2.Project files

3. Job performance report

4. Change request

1. Nature of change

1.Major changes

2.Important changes

3. General changes

Different approval authority controls

2. Urgency

1. Emergency changes

2. Non-urgent changes

Different process flow controls

5. Business environment factors

6. Organizational process assets

Tool technology

1. Expert judgment

2. Change control tools

3.Data analysis

1. Analysis of alternatives

2. Cost-benefit analysis

4.Decision making

1. Vote

2. Autocratic decision-making

3. Multi-criteria decision analysis

5.Meeting

output

1. Approved Change Request

2. Project Management Plan (Updated)

3. Project file update (change log)

Overall change control process

1. Submit and accept change requests

Apply

2. Preliminary review of changes (review and transfer of application documents)

3. Change plan certification (technical requirements converted into resource requirements)

Argument

4. Project Change Control Board (CCB) review

decision making

CCB review is only required when necessary, not every change requires CCB review

5. Issue change notifications and start implementation

implement

6. Monitoring of change implementation

monitor

7. Evaluation of the effects of changes

8. Change closing

Evaluate

Illustration

Change Control Board (CCB)

definition

The CCB is the owner's representative of the project and is responsible for deciding which changes to accept. The CCB is composed of multiple people involved in the project, usually including decision-makers from users and implementers.

CCB is a decision-making body, not an operating body; usually the job of CCB is to decide whether the project can be changed through review methods, but does not propose a change plan; CCB does not need to be a permanent institution.

Members of CCB

Company management personnel; Party A supervisor; project manager; key developers; key testers; quality assurance representatives; configuration management representatives

7. End the project or phase

definition

The process of closing all activities on a project, phase, or contract.

effect

Archive project or phase information and complete planned work

Free up organizational team resources for new work

ITTO

enter

1. Project Charter

2. Project management plan

3.Project files

4. Acceptance of deliverables

5. Project management documents

6. Agreement

7. Procurement documents

8. Organizational process assets

Tool technology

1. Meeting

2. Expert judgment

3.Data analysis

output

1. Handover of final product, service or result

2. Project file update

3. Project final report

4. Organizational process asset update

Project closing process

Contract closing (external)

1. Product verification

2.Contract management closing

Management closing (internal)

1. Actions and activities that confirm that the project or phase has met the needs of all important project stakeholders

2. Actions and activities that confirm that the completion criteria or exit criteria for the project phase (or the entire project) have been met

3. Collect project or project stage records, collect lessons learned, and archive project information to facilitate future project management.

Steps for project acceptance work

1. System testing (led by the developer)

2. Trial operation of the system (performed by the user)

3. System document acceptance (project introduction, project final report, system instruction manual, system maintenance manual, software and hardware product manuals, quality assurance certificate, etc.)

4. Final acceptance report of the project

Project summary meeting

What was discussed

1. Project performance

2.Technical performance

3. Cost performance

4. Schedule plan performance

5. Project communication

6.Identify and solve problems

7. Opinions and Suggestions

The meaning of summary

1. Understand the entire project process and the performance of relevant members

2. Understand the problems and summarize improvement measures

3. Understand the lessons worth learning and summarize them

4. Archive the summarized documents and store them in the company's knowledge base, thereby incorporating them into the company's process assets.

8. Key points of the paper

Cutting process to achieve goals

plan, communicate

Lessons learned

Atmosphere creation

change control

Resource allocation

Balancing competing demands

Research alternatives

Can be written in directing and managing project work

subtopic

Coordinated management

Resource allocation

Master complexity

Management tools

Information tools

Visualization tools

progressive detailing

In the project management plan, the following contents need to be reflected

Scope Baseline

progress baseline

cost basis

quality benchmark

DCMM Level 3

Focus on writing project management plans, monitoring project work, and implementing overall change control. In the middle, you can add a startup project and knowledge management processes.

writing requirement

For some lists, you can only list part of the list, but it is best to clearly write down the total number of items in the list.

12 principles: 1. Diligence, respect and care for others 2. Create a collaborative project management team (knowledge management) 3. Promote effective stakeholder participation (transition) 4. Focus on value (transition) 5. Analyze, evaluate, and respond to system interactions 6. Demonstrate leadership behaviors 7. Tailor it to the environment (transition, develop project management plan) 8. Integrate quality into processes and results (end project or phase) 9. Master Complexity (Monitoring) 10. Optimize risk response 11. Embrace adaptability and resilience 12. Purpose-driven change (transition)