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MindMap Gallery PMBOK Project Management PMP Chapter 4 Project Integration Management
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PMBOK Project Management PMP Chapter 4 Project Integration Management
PMBOK Chapter 4 Mind Map and Interpretation. The content of this chapter accounts for a large part of the exam. You only need to study and sort it out repeatedly according to the map.
Edited at 2021-01-25 23:09:26
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PMBOK Project Management PMP Chapter 4 Project Integration Management
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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- Outline
Chapter 4 Project Integration Management
The project manager is responsible for integration and cannot delegate authority to others (4.2, 4.6, 4.7)
4.1 Develop a project charter
effect
①Formal approval document of the project
②Formally appoint the project manager
③ Authorize project managers to use organizational resources
Drafting: Project manager drafts
Approval for release: Sponsor (company senior management), the sooner the better, before planning (PMI hates other people’s planning, let the project manager do it)
4.1.1Input
Business documents (argument SOW)
Is it worth the investment: cost-benefit analysis (benefit-cost>0?)
Business needs: What problem does the project solve?
Project Boundaries: What to do and what not to do
Basis for executive decisions
agreement: contract
business environment factors
Organizational process assets (prevent mistakes, improve performance)
Charter template
history information
Lessons Learned Knowledge Base
4.1.2 Tools and techniques
Expert judgment: Experienced people make judgments based on intuition (accumulation of a large amount of experience)
data collection
Brainstorming: brainstorming, holding meetings, generating a lot of ideas, and inspiring each other
Focus Groups: Intense Discussion, Confrontation (Trained Moderator)
Interview: Asking an experienced driver for directions (1V1)
Interpersonal and team skills
conflict management
Guidance (promoting seminars): cross-departmental disagreements, quickly reach consensus, and make decisions on the spot
Meeting management: Only when there are rules (within 25 minutes) can it be efficient.
Prepare in advance, invite relevant parties, send meeting minutes and action plans
Meeting
4.1.3 Output
Project Charter
Project purpose
success criteria
high level requirements
overall project risk
Overall milestone schedule
Pre-approved financial resources
List of key stakeholders
Project approval requirements
Project launch standards
Delegated project manager and his/her responsibilities and authorities
Hypothetical log
Assumptions identified in the early stage: uncertain factors that the project success depends on and for which the project manager is incompetent. The more assumptions, the smaller the risk.
Constraints identified at an early stage: Factors limiting project manager selection (career environment factors)
4.2 Develop project management plan
The project management plan contains all sub-plans
Defines the project's scope, time, and cost baseline, which is used to monitor project performance
Before being determined as a baseline, the project management plan needs to be updated multiple times (progressive detailing). After being determined as a baseline, it must go through the overall change control process before it can be updated.
Approved by sponsor or client
performance measurement benchmarks
Benchmarks cannot be changed easily. Changes must be made through changes.
progress baseline
Approved progress management plan
cost basis
Approved cost management plan
Scope Baseline
Approved scope management plan
4.2.1 Input
Project Charter
Outputs from other planning processes
business environment factors
organizational process assets
4.2.2 Tools and techniques
expert judgment
data collection
Brainstorming
Checklist
That is, a list to prevent forgetting, what plans should be made, and whether they have been completed
focus group
Interview
Interpersonal and team skills
conflict resolution
guide
Conference management
Meeting: kick off meeting
Convening time: The planning phase ends and the execution phase begins (convened after the plan is approved)
Purpose of meeting:
Present project plan
Assignments
Obtain commitment and sign from relevant parties
Get to know each other and establish communication channels
For multi-stage projects, a meeting must be held at the beginning of each stage
small project
planning process group
big project
executive process group
4.2.3 Output
Project Management Plan: Consolidates and integrates all subplans and baselines output from other planning processes
Physical Plan (Subject to Changes): Tell us what to do
Cost Baseline (Affected by Changes)
Progress Baseline (Subject to Changes)
Scope Baseline (Affected by Changes)
Program Plan (not affected by changes): Tell us how
scope management plan
demand management plan
progress management plan
cost management plan
quality management plan
risk management plan
Procurement Management Plan
change management plan
configuration management plan
Comprehensive plan: contains both physical and procedural plans
Project Management Plan (Affected by Changes)
resource management plan
communication management plan
Stakeholder Engagement Plan
other
performance measurement benchmarks
project life cycle
development method
management review
4.3 Direct and manage project work
Execute the project management plan, implement approved changes, produce deliverables and collect work performance data
4.3.1 Input
project management plan
project files
Change log
Record the status of all change requests
Lessons Learned Register
Used to improve performance, avoid repeating mistakes, and align team actions
Milestone List
List planned achievement dates for specific milestones
Project communication record
Contains performance reports, status of deliverables, and other information generated by the project, etc.
Project schedule
Contains activity list, duration, resources, and planned start and finish dates
Requirements Tracking Matrix
Requirements and deliverables correspond
risk register
Threats and opportunities that may affect project execution
risk report
Provides information on overall project risk sources4 as well as summary information on identified individual project risks
Approved change request: to be updated to the project management plan and included in the project schedule
business environment factors
organizational process assets
4.3.2 Tools and techniques
expert judgment
Project Management Information System (PMIS): computer-based, supported software tool
Meeting
Kick-off meeting
Daily stand-up meeting: the main method of communication in agile projects
Explain what you did yesterday, what you did today, and what problems you encountered
Progress follow-up meeting: Equivalent to status review meeting
Retrospective meeting: Retrospective review meeting of lessons learned in agile projects
4.3.3 Output
Deliverables
Job Performance Data: Data Emphasizing Three Benchmarks
Problem log (problems that need to be solved urgently)
Contains content
who will solve it
what is the problem
When will it be resolved?
The difference between issues, risks and lessons learned
Question: Related to human responsibility (PM)
City water supply is a problem after heavy rain
Risk: has little to do with human responsibility and is objective.
Heavy rain is a risk
Lessons: After the fact, it’s about choices
change request
Definition: Changes are necessary when plans and actual conditions are inconsistent
Classification:
Change reality to fit plan→
Precautions: Beforehand
Corrective actions: after the fact, can target scope, schedule, cost and quality
Defect remediation: Afterwards, for quality defects
Change plans to match reality → Update
Project Management Plan Update: Updated after changes are approved
Project file updates
Organizational process asset updates
4.4 Management project knowledge
Summarize experiences and lessons learned, update organizational process assets; improve performance of future projects
Generate new knowledge based on existing knowledge
explicit knowledge
tacit knowledge
Sharing requires trust, and PM must create an atmosphere of mutual trust.
When to manage knowledge and lessons learned: throughout the project life cycle
Everyone has a responsibility
Archive and include in shared knowledge base at the end
leadership
integrated team
Propose a vision
inspire, encourage
4.4.1 Input
project management plan
project files
Lessons Learned Register
Project team dispatches work orders
resource breakdown structure
Interested Party Register
Deliverables
business environment factors
organizational process assets
4.4.2 Tools and techniques
expert judgment
knowledge management
information management
Interpersonal and team skills
4.4.3 Output
Lessons Learned Register
Project Management Plan Update
Organizational process asset updates
4.5 Monitor project work
Two main jobs
Compare the actual situation with the plan to see if there are any deviations and whether they need to be corrected
Generate performance reports
The terminator of monitoring: the process of summarizing the output of the monitoring process group (work performance information) as input, making a work performance report, and sending it to relevant parties (communication management) to let relevant parties understand the situation
4.5.1 Input
project management plan
project files
Hypothetical log
Estimate basis
cost forecast
Problem log
Lessons Learned Register
Milestone List
quality report
risk register
risk report
progress forecast
job performance information
protocol
organizational process assets
4.5.2 Tools and techniques
expert judgment
Data sharing
Alternatives Analysis
Compare pairs to find the best
Cost-benefit analysis
Look at cost-effectiveness after quantification
Earned value analysis
Forecasting technology
Root Cause Analysis
Find the root cause (cause and effect diagram)
trend analysis
Predict future performance based on past results
Deviation analysis
group decision making techniques
Unanimous: no dissenting votes
Most Agree: More than half agree
Relative majority principle: the minority obeys the majority
Meeting
4.5.3 Output
job performance report
Current status of the three major benchmarks
change request
Corrective Action
Precaution
Defect Remediation
Project Management Plan Update
Project file updates
cost forecast
Problem log
Lessons Learned Register
risk register
progress forecast
4.6 Implement overall change control
Review all change requests, approve changes, and communicate results of change processing
Ensure a comprehensive review of documented changes in the project
The project manager has final responsibility
Any project stakeholder can submit a change request
non-baseline changes
PM
Three Benchmarks and Project Management Plan
CCB approved
4.6.1 Input
project management plan
change management plan
configuration management plan
Scope Baseline
institutional benchmark
cost basis
effect
Guidance on how to change
Compare three major benchmarks
project files
Estimate basis
Requirements Tracking Matrix
risk report
job performance report
The project is in good condition and changes are easily approved
change request
non-benchmark
Corrective Action
Precaution
Defect Remediation
benchmark
renew
business environment factors
organizational process assets
4.6.2 Tools and techniques
expert judgment
change control tools
Configuration management
Make distinctions to avoid confusion
Change management
Identify changes, record changes, make change decisions, track changes
data analysis
Alternatives Analysis
Cost-benefit analysis
decision making
vote
autocratic decision making
Multi-criteria decision analysis
Commonly used scoring method
Meeting
change control meeting
It will only be opened if there are changes, but it will not be opened if there are no changes.
4.6.3 Output
Approved change request
Project Management Plan Update
any component
Project file updates
Change log
Change routine
External changes (non-closing period)
Optional options
①Draft (issue) and submit formal change request
② Comprehensive analysis of the impact
③Submit to CCB for approval
④Notification options (implement overall change control, implement changes according to the change management plan)
④＞①＞②＞③
External changes (during closing)
Priority option: Complete the current project. It is recommended to establish a new project and treat it as an upgrade phase to complete in the next phase.
internal changes
①Reject
Not good for us (team member is itchy)
②We did something wrong
①The plan is wrong: go through the change process and submit a change request
②The result is wrong: defect repair
③Value-added changes
It’s good for both ourselves and our customers
Analyze the impact first and then tell the customer (who pays the bill)
Illegal changes
That is, the change process has not been completed
①The change process has not been followed
Stop and go through the change process again
②Change a fait accompli
Ask customers if they need it
Required: Go through the change process and pay the bill
Not required: reinstatement
Approval and rejection of changes
approve
Record and update to change log; update project management plan
Notify interested parties
Implement changes
Tracking effects (summarizing experiences and lessons learned)
veto
Post to change log
Notify interested parties
4.7 End the project or phase
Project completion
All activities in the schedule are completed; all deliverables and work packages in the scope statement, WBS are completed.
Closing begins after the project or phase is completed or terminated (i.e. enters 4.7)
Project closing
Routine work performed after project completion
External closing
Hand over products, services and deliverables
Publish final performance report externally
Internal closing
Update organizational process assets, summarize experiences and lessons learned, archive documents, and update templates
Survey customer satisfaction
Laying off team members and freeing up organizational resources
PM leaves the team
If a project is terminated prematurely before completion, procedures will also need to be in place to investigate and document the reasons for premature termination.
4.7.1 Input
Project Charter
comparing
project management plan
Guidance on how to finish
project files
Hypothetical log
Estimate basis
Change log
Problem log
Lessons Learned Register
Milestone List
Project communication record
Quality control measurement results
quality report
requirements document
risk register
risk report
Accepted deliverables
business documents
protocol
Procurement documents
organizational process assets
4.7.2 Tools and techniques
expert judgment
Data analysis (summarizing lessons learned)
File analysis
regression analysis
trend analysis
Deviation analysis
Meeting
Closing report meeting
Customer summary meeting
lessons learned meeting
celebration
4.7.3 Output
Project file updates
Handover of final product, service or result
final report
Organizational process asset updates
project files
Operations and Support Documents
Project or phase closure documents
Formal document signed by the client
Lessons Learned Knowledge Base