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MindMap Gallery System Integration Intermediate [Overall Project Management]
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System Integration Intermediate [Overall Project Management]
The study brain map of overall project management for intermediate professional titles in system integration, the main contents include: overview of overall project management, formulation of project charter (certain charters provide authorization), formulation of project management plan (secondary plan provides balance), guidance and management of project execution (three The implementation should be guided) and the project work should be monitored (fourth, monitoring should be carried out regularly).
Edited at 2022-05-15 17:05:15
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System Integration Intermediate [Overall Project Management]
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System Integration Intermediate [Overall Project Management]
Overall project management
Overall project management overview
Overall project management includes
The work carried out to identify, define, combine, unify and coordinate the various processes and activities of various project management process groups is a comprehensive and overall management work in project management.
Overall project management is the core of project management (reflected in unified coordination and overall situation)
It is to achieve mutual coordination between various elements of the project and to find the best balance point among contradictory and competing goals.
The status of overall project management
Parallel to the other nine knowledge areas
Project managers are integrators. must
Understand their needs for the project through proactive and comprehensive communication with project stakeholders
Finding a balance among competing stakeholders
Through careful and meticulous coordination work, we can achieve a balance between various needs and achieve integration.
Develop project charter (certain charter provides authorization)
concept
Developing a project charter is the process of writing a document that formally approves the project and authorizes the project manager to use resources in project activities.
Announces the formal launch of a project, the appointment of a project manager, and an overall description of the project's goals, scope, main deliverables, main constraints, and main assumptions.
A project charter is usually signed by senior management and distributed to all organizations, departments, and personnel involved in the project. (The project manager must never issue a project charter)
It is used to reflect the principle requirements of senior management for the project and authorize the project manager to use organizational resources to implement the project. It is also the basis for project managers to seek support from major stakeholders.
Requirements for preparing a project charter
The project charter should not be too abstract or too specific.
The project manager may participate in and even draft the project charter, but the project charter is issued by an entity outside the project. For example: Sponsor, program or project management office staff, or portfolio governance committee chair or authorized representative
The project manager is the implementer of the project charter
Principles for modifying project charter
The project charter stipulates some relatively large and principled issues, and usually the project charter will not be modified due to project changes.
When the project objectives change and the project charter needs to be modified, only the management and sponsors have the authority to make changes. Modifications of the charter by the project manager are not within the scope of their responsibilities.
The project charter follows the principle of "whoever issues it has the right to modify it"
effect
Is the process of writing a document that formally approves a project and authorizes the project manager to use organizational resources
effect
Formal confirmation of the project’s existence and giving the project a legal status
Without a project charter, there is no project.
Determine the project manager and stipulate the project manager's authority
Clarify the overall goals of the project, including scope, schedule, cost, quality, etc. (roughly)
Link projects to the day-to-day operations and strategic plans of the executing organization
A project charter is required in multi-phase projects to formally launch a new phase.
There may be multiple charters in a project
Interpretation
Clearly define project start and project boundaries
Once the project charter is approved, it marks the official launch of the project
Executives speak out about their support for the project
Develop a project charter (every process has three parts-itto) (frequently tested)
input (based on)
Project statement of work (sow)
It is a narrative description of the products, services, or results to be delivered by the project.
For internal projects
The project initiator or sponsor provides a statement of work based on business needs and demand for products or services.
for external projects
The statement of work is provided by the client and can be part of the bidding document (e.g., invitation for proposals, invitation for information, invitation to bid), or part of the contract.
sow involves business needs, product scope description and strategic plan
business case
A business case or similar document can provide the necessary information from a commercial perspective to decide whether the project is worth investing in.
Managers and executives above the project level often use this document as a basis for decision-making
Sponsors should acknowledge the scope and limitations of the business case
Agreements (including contracts, memoranda, letters of intent and agreements, etc.)
Define the original intention for starting the project
Including contracts, memorandums of understanding (MOUs), service quality agreements (SLAs), agreements, letters of intent, verbal agreements, emails or other digital agreements
Usually, when doing projects for external clients, contracts are used
business environment factors
organizational process assets
As a common input: 43 out of 47 inputs contain two, you can write it without hesitation
Tools and Techniques (Methods)
expert judgment
guidance technology
output(result)
Project charter (the statement of work is an input and is not part of the charter)
The project charter documents business needs, understanding of customer needs, and the new products, services, or results that need to be delivered
For example
Project purpose or reason for approving the project
Measurable project goals and associated success criteria
Overall requirements of the project
Overall milestone schedule
Summary project description
Main risks of the project
Overall milestone schedule
Project approval requirements
The assigned project manager and his responsibilities and authorities, the sponsor or other person who approved the project charter, his name, and authorities (roughly, it will be reflected in the stakeholder register)
Advanced, overall, overall, regulations related to the life and death of the project, macro, summary, high level - when these words appear, they often refer to the charter
There is everything in the project charter, but there is no detailed and specific content (limited to a certain knowledge field, for example, I have a project schedule, this is wrong)
Develop a project management plan (the second plan creates a balance)
concept
The process of defining, preparing and coordinating all sub-plans and integrating them into a comprehensive project management plan
Includes consolidated project baselines and sub-plans
Develop project management plan (itto)
enter
Project Charter
Outputs from other processes (11 sub-plans in nine knowledge areas in the planning phase)
business environment factors
organizational process assets
Tools & Techniques
expert judgment
guidance technology
output
project management plan
A project management plan is a document that describes how a project will be executed, monitored, and controlled.
The project management plan contains the following contents
Project management processes tried
The extent to which each specific project management process is implemented
Description of tools and techniques for completing these processes
The life cycle selected for the project and the processes to be adopted at each stage
How to use selected processes to manage specific projects
How work will be performed to accomplish the project objectives and a description of the project objectives
How to supervise and control changes and clarify how changes will be monitored
A configuration management plan that defines how configuration management will be performed
Instructions for maintaining the integrity of project performance baselines
Requirements and techniques for communicating with project stakeholders
Lifecycle model selected for the project
A critical management review of the content, severity and urgency of certain remaining issues and pending decisions
Project documents (broadly: project management plan project documents)
project management plan
The project management plan has a total of 18 documents: 13 sub-plans, 3 baselines and 2 supplements
13 sub-plans
11 sub-plans from nine knowledge areas
Scope management plan, requirements management plan, schedule management plan, cost management plan, quality management plan, risk management plan, procurement management plan, process improvement plan, stakeholder management plan, communication management plan, human resources management plan
2 throughout the project (change/configuration management plan)
Change management plan, configuration management plan
Three benchmarks: cost, scope, and schedule
Three benchmarks: cost, scope (project scope statement, WBS, WBS dictionary) and schedule
2 supplements
performance measurement benchmarks
Integrate cost, scope, and schedule for processing to form a performance measurement benchmark for the entire project and describe the project as a whole.
life cycle model
They all bring management plans, and always provide guidelines, guidelines, and policy-based content on how to do a good job in this field.
Management Plan: Progress Management Plan: How to do a good job as a guiding and policy document for progress management
Project documents: Project schedule: Describe in detail the before, after, duration, dependencies, etc. of each activity.
in different process groups
What is managed is the overall macro content; what is not managed is the specific content
Project Documents: All project documents except the project management plan
Activity attributes, activity cost estimates, activity duration estimates, activity lists, activity resource requirements
Agreements, estimate inputs, change logs, change requests, forecasts (cost forecasts, schedule forecasts), issue logs, milestone lists, procurement documents, procurement statements of work
Project calendar, project charter, project funding requirements, project schedule, project schedule network diagram, project personnel assignment, project work statement
Quality checklist, quality control measurement results, quality measurement indicators, requirements documents, requirements tracking matrix, resource breakdown structure, resource calendar, risk register
Progress data, house selling proposal, supplier selection criteria, stakeholder register, team performance evaluation, work performance data, work performance information, work performance report
The project management plan also includes the following content
Project management process used
The extent to which each specific project management process is implemented
Description of tools and techniques for completing these processes
The life cycle selected for the project and the processes to be adopted at each stage
It merges and integrates all sub-management plans and baselines (scope baseline, schedule baseline, cost baseline, etc.) generated by other planning processes
If it appears in the question: Project manager Xiao Wang formulated a project management plan, it is wrong. The organization should have developed a project management plan
Base Line
concept:
A baseline is an approved version of a work product that can be changed only through a formal change control process and is used as a basis for comparison
The content can only be determined after it has been reviewed and approved by everyone.
effect
As a basis for comparison, the quality of project implementation is assessed accordingly.
Without a baseline (baseline), there is no change. It is to control changes.
Nature
is a special version of the project plan
approve
Approved by senior management and key stakeholders
Version
Unless otherwise stated, refers to the latest version of the plan (current baseline)
The process of writing a plan
process
Each specific knowledge area develops its own sub-plans
The overall management knowledge area collects various sub-plans and integrates them into a project management plan
Use the project management plan to guide the execution and monitoring of the project and monitor during the execution process
Submit necessary change requests to the implementation of the overall change control process for approval
Update the project management plan based on approved change requests
Guide and manage project execution (three tasks should be guided in execution)
Overview
Directing and managing project work is the process of leading and executing the work identified in the project management plan and implementing approved changes to achieve project goals.
Directing and managing project work usually begins with a kick-off meeting. This meeting is a meeting jointly held by the main stakeholders of the project at the end of the project plan formulation and the beginning of the implementation work, in order to strengthen communication and coordination between them.
The main function of this process is to provide comprehensive guidance and management of project work. Understand and manage project work requires the project manager and project team to perform multiple actions to execute the project management plan to complete the work defined in the project scope statement
Directing and changing project work also requires reviewing the impact of all changes to the project and implementing approved changes (this process comes to mind when you see these words).
Implement approved changes
Corrective measures (to deal with what has happened)
Purposeful activities undertaken to realign project work performance with the project management plan
Preventive measures (to deal with things that don’t happen)
Purposeful activities performed to ensure that the future performance of project work conforms to the project management plan
Defect remediation (as long as you see the product and product components, it is defective remediation)
Purposeful activities to correct inconsistent products or product components
Direct and manage project execution (itto)
enter
project management plan
Approved change request
business environment factors
organizational process assets
Tools & Techniques
project management information system
Meeting
Project kick-off meeting (Kick-off-meeting)
convening time
It is usually said that the planning phase ends and the execution phase begins
Meeting tasks
Communicate project goals, gain team commitment to the project, and clarify the roles and responsibilities of each involved party
meeting purpose
Project team members know each other
Introduce the project background and plans, formally approve the comprehensive project management plan, and reach consensus among stakeholders
Implement specific project work, clarify the scope of individual and team responsibilities, obtain commitment from team members, and prepare for entering the project execution stage
Things done
Before the kick-off meeting (kick-off meeting) is held, the organizational structure of the project has usually been determined and the roles and responsibilities of team members have been defined.
Already have files
At this time, the project management plan for the project has been developed. Therefore, in the kick-off meeting, it is usually necessary to confirm the scope, schedule, cost, risk response and other matters of the project, and reach a consensus among the stakeholders.
output
Deliverables
Something just produced
Job performance data (raw)
Real-time raw data implemented, data without processing and calculation
Job performance information (processed)
Project Management Plan Update
Project file updates
Monitor project work (four monitoring should be done regularly)
Overview
Monitoring project work is the process of tracking, reviewing, and reporting project progress to achieve the performance objectives identified in the project management plan
Monitor project work (itto)
enter
project management plan
progress forecast
cost forecast
Confirmed changes
job performance information
business environment factors
organizational process assets
Tools & Techniques
analytical skills
Overview
In project management, analytical techniques are used to predict potential consequences based on possible changes in project or environmental variables and their relationships with other variables.
For example: analytical techniques that can be used include
regression analysis
It is a statistical analysis method that determines the quantitative relationship between two or more variables.
Grouping method
Through the calculation and analysis of statistical grouping, it is a method to understand the different characteristics, different properties and mutual relationships of the objects to be analyzed from a qualitative and quantitative perspective.
According to the characteristics of the research purpose and objective phenomena, the population under study is divided into several groups of different nature according to a certain mark or several marks, so that the differences within the groups are as small as possible and the gaps between the groups are as large as possible
cause and effect analysis
See quality management chapter
Root Cause Analysis (RCA)
Is a structured problem-solving approach that gradually identifies and resolves the root causes of a problem rather than focusing solely on its symptoms
method of prediction
For example, what-if scenario analysis, simulation (Monte Carlo analysis), etc., please refer to Quality Management
trend analysis
Also known as trend forecasting, it is used to examine changes in project performance over time to determine whether performance is improving or deteriorating.
The main advantage is that it takes into account the development trend of the time series and makes the prediction results better consistent with reality.
project management information system
Meeting
expert judgment
output
change request
Job performance reports (obtained through forecasts)
Project Management Plan Update
Project file updates
Implement overall change control (five-step change control process)/required exam
Overview
Implementing integrated change control is the process of reviewing all change requests, approving or rejecting changes, managing changes to deliverables, organizational process assets, project documents, and project management plans, and communicating the results of change processing
Throughout the entire project process, changes are reviewed, approved, and rejected, but changes are not implemented.
Changes are documented and reduce the overall impact of changes on the project
This process reviews all requests for changes to project documents, deliverables, baselines, or project management plans and approves or denies those changes
The primary purpose of implementing a holistic change control process is to consider documented project changes from an integrated perspective, thereby reducing project risks that arise from not considering the impact of changes on overall project goals or plans
Implement Integrated Change Control (ITTO)
enter
project management plan
job performance report
Request for Change (Proposed) (RFC)
Overview
Change requests can be made by any stakeholder on the project, and although they can also be made verbally, all change requests must be formally documented in writing and incorporated into a change management or configuration management system.
A change involves two processes
change management process
Regarding whether the process and procedures of the change itself can be carried out, the content of the management change process
Configuration management process
Emphasize what parameters and technical specifications need to be changed after this change, and manage the technical aspects of the change.
The role of the project manager (response to assessment)
Respond to the request of the person who proposed the change, evaluate the impact of the change on the project and the response plan, and transform the requirements from technical requirements into resource requirements for the authorizer to make decisions;
Implement and adjust the project baseline based on the review results to ensure that the project baseline reflects the project implementation status
Determine whether the change is related to the three major benchmarks of scope, schedule, and cost. If relevant, submit the change to CCB for review.
Change Control Board (CCB)-Change Control Board
The CCB is a formally constituted team responsible for reviewing, evaluating, approving, deferring or rejecting project changes, and documenting and communicating change processing decisions
Process (decision)
Accept and review change requests
Approve or deny change requests
Decide on major changes, especially baseline changes
should include all important stakeholders
Project manager (organizer), client, expert, sponsor
Configuration management
Configuration control focuses on the technical specifications of deliverables and individual processes, while change control looks at identifying, documenting, approving, or rejecting changes to project documents, deliverables, or baselines
Some configuration management activities are as follows
Configuration identification, configuration status recording, configuration verification and auditing
When you see technical specifications, you must think of configuration. There are three main configuration activities involving changes: identification, recording, and auditing.
business environment factors
organizational process assets
Tools & Techniques
expert judgment
Meeting
Change Control Tools (Passed)
Documents or software are acceptable
output
Approved change requests (output)
Change log (project files)
A document used to record various change requests and approvals that have been submitted and accepted into the change control system (a document that records all changes in the project)
Project Management Plan Update
Project file updates
Project changes
concept
It refers to the changes made to the functions, performance, architecture, technical indicators, integration methods, scope baseline, schedule baseline and cost baseline of the project product due to the project environment or other reasons during the implementation of the information system project.
Project change process
Change initiation
Change filter
Impact Analysis
Change evaluation
re-plan
Change execution
Change confirmation/validation
Change results
Submit change request
planning and execution period
big
Follow change control procedures
Small
Follow change control procedures
Late or finishing
big
Sign a new contract
Small
Convince customers to cancel
Common reasons for change requests (if these words appear in the case, they should be associated with the change)
an external event
Changes in the market environment due to changes caused by competitors’ actions
A fault or omission in product scope definition
During software requirements analysis, a certain module is not clearly defined
Errors or omissions in project scope definition
The originally considered project implementation method encountered technical problems and could not be implemented as scheduled.
A change that adds value
The market has developed new materials that can replace the original materials at low cost
Emergency plans or avoidance plans to deal with risks
The project plan needs to be adjusted due to the occurrence of a specific risk
End the project or phase (see two of the six closings)
Overview
Closing a project or phase is the process of completing and closing all activities of all project management process groups to formally close the project or project phase
Administrative closing work needs to be carried out after the project is completed or terminated early, or at the end of each phase of the project.
During the closing of a project or phase, there is also a closing procurement process aimed at contract closure. Contract closing refers to ending the contract work, conducting procurement audits, ending the contractual relationship between the parties, and collecting and filing relevant information.
The main management content in the closing stage is closing management
administrative closing
Main administrative closing tasks
Product verification: Confirm that all work is completed according to the established requirements of the project product
Financial Closing: Paying the final project payment to complete the financial settlement
Update project records: Complete final project performance reports and project team member performance records
Summarize experience and lessons and conduct post-completion evaluation of the project
Update organizational process assets: collect, organize and archive various project materials
End the relationship between project stakeholders on the project and dissolve the project team
Administrative closing results
Formal acceptance of project products
Complete project archive
Organizational process asset update (summary of lessons learned)
Resource release (including human and non-human resources)
Contract closing
The connection lies in
Both need to conduct product verification, summarize experiences and lessons, organize and archive relevant data, and update organizational process assets.
Contract (for the contract itself)
Regarding the contract itself, what are the good and bad things to do when making a contract?
Management/Administration (for the entire project)
Summary and update of lessons learned during the current phase and throughout the project
The difference is that
Administrative closing is for the project and each stage of the project; contract closing is for the contract, and each contract only needs to be closed once;
For the entire project, contract closing occurs before administrative closing; if the project is carried out in the form of a contract, in the closing stage, procurement audit and contract closing must be carried out first, and then administrative closing must be carried out
Administrative closing requires the project sponsor or senior project management to issue a written confirmation of the end of the project phase or the entire project to the project manager; while contract closing requires the procurement management member (may be the project manager or others) to issue the contract completion to the seller. Written confirmation;
main effect
Summarize experience and lessons
Officially end project work
Free up organizational resources for new work
End a project or phase (itto)
enter
project management plan
Deliverables for acceptance
organizational process assets
Tools & Techniques
expert judgment
analytical skills
Meeting
output
Handover of final product, service or result
Organizational process asset updates
process
start
Determine closing procedures
Hand over project results
Perform internal closing procedures
Complete experience summary
Project archive
Resource dismissal/dismissal of team
Finish