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PMP Notes Project Integration Management
Summarize the process of project integration management and add it with your experiences to facilitate review and sorting out knowledge points.
Edited at 2021-01-17 00:00:41
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PMP Notes 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
Project integration management
Develop project charter
Definition: The process of preparing a document that formally approves a project and authorizes the project manager to use team member documentation in project activities.
Inputs
business documents
business case
Project Feasibility Report
Document project goals and project contributions to goals
Determine whether the desired results of the project are worth the investment required
The project manager’s smart suggestions cannot be modified
Includes business requirements and cost-benefit analysis
Benefit Management Plan
Target effectiveness·Strategic consistency
Government standards·Industry standards or regulations
Organization for cultural and political climate
market conditions
organizational governance framework
Stakeholder expectations and risk thresholds
protocol
A junior high school initiation project is defined, which can take on a variety of properties. When working on projects for external clients, this usually takes the form of a contract
business environment factors
Government labeling/industry standards or regulations
organizational culture and political climate
market conditions
organizational governance framework
Stakeholder expectations and risk thresholds
organizational process assets
Organization’s standard procedures/policies
PPP governance framework
Monitoring and reporting methods
template
Knowledge base of historical information and lessons learned
Tool&Techniques
expert judgment
Any group or individual with expertise
Organizational strategy/benefit management/industry technical knowledge/time and budget estimation/risk identification
When the project manager encounters difficulties, try not to trouble the leader/can rely on expert judgment
data collection
Brainstorming
Used to get a lot of ideas in a short amount of time
Customs clearance team brainstorms to collect data/solutions/ideas
One-to-many, no fixed theme
focus group
Engage stakeholders and subject matter experts to discuss project risks/success criteria and other topics
One-to-many, with a fixed theme
Interview
Speak directly with relevant parties to understand high-level needs. Assumptions/Constraints/Approval Criteria
One-on-one, the theme is more fixed
Interpersonal and team skills
People are the core, interpersonal relationships are becoming more and more important
conflict management
Helps reach consensus
There may already be a conflict
guide
Ensure interactive participation, synthesize different opinions and reach consensus
No conflicts have arisen yet
Conference management
There are topics before the meeting/speeches during the meeting/minutes after the meeting.
Meeting
The purpose of meetings with key stakeholders is to identify project goals/success criteria/key deliverables/high-level requirements/overall milestones or other
After launch/Before planning
Outputs
Project Charter
A document issued by the project sponsor or initiator that formally approves the establishment of the project, authorizes the project manager to use organizational resources to carry out project activities, and records the products/services or high-level requirements regarding the project and the project's expected delivery.
content
1. Project purpose
2. Measurable project goals and related success criteria
goals and objectives
3. High-level needs
4. High-level project description, boundaries, and main deliverables
5. Overall project risk
6. Overall milestones and progress plan
7. Pre-approved financial budget
8. List of key stakeholders
Overall description, high-level requirements
9. Project approval requirements (success criteria, who makes the conclusion about success, who signs the end of the project)
10. Project exit criteria (conditions for closing or canceling a project or phase)
Approval standards
11.Delegated project manager and his/her responsibilities
12. Name of the sponsor or other person who approved the charter
Related to the project manager
Hypothetical log
Document all assumptions and constraints throughout the project life cycle
Constraints
Triple constraints: scope, time, cost
contract terms
organizational structure
Policies
Features
Assumptions: Various situations that are assumed to be true and used as preconditions
is true as far as planning is concerned, to plan for the future one must assume
Record your assumptions in writing and review them frequently to demonstrate them.
Allow the team to use it as a reference or baseline to reach consensus on agreed-upon information
Features: It always carries certain risks, can be gradually improved, and has a time limit factor.
Content related to the project charter
1. A document formally approving a project or phase
2. Initial requirements to document stakeholder needs and expectations
3. Establish relationships between the executing organization and the demand organization
4. The approval of the project charter marks the official launch of the project
5. The project manager should participate in the production of the project charter
6. The project manager should be appointed as early as possible, preferably when the project charter is drawn up, but at the latest before planning begins
7. Sponsor, PMO, project steering committee approve the project
8. Project initiators and sponsors have certain powers and can provide resources
9. Once the project charter is signed by the initiator, the project will be approved.
10. Link projects to organizational strategy and daily operations
Develop project management plan
Definition: The process of defining, preparing, and coordinating all organizational components of a project plan and integrating them into a comprehensive project management plan
Inputs
Project Charter
starting point
Outputs from other planning processes
Any baselines and subplans output from other planning processes are inputs to this process
10 sub-plans, 3 benchmarks, 6 contents
business environment factors
Government labeling/industry standards or regulations
Legal and regulatory requirements or constraints
Project Management Knowledge Areas for Vertical Markets and Specialized Areas
organizational governance framework
infrastructure
organizational process assets
Organization’s standard procedures/policies
Project management plan template
change control procedures
Supervision and reporting methods, risk control procedures and communication requirements
Information about previous similar projects
Knowledge base of historical information and lessons learned
tool
expert judgment
Determine the process of cutting
Is it necessary to cover everything?
Determine the tooling skills required
Determine resource and skill levels
Define configuration management levels
hardware
Determine which documents are subject to formal change control procedures
software
Prioritize project work
data collection
Brainstorming
Checklist
Reach out for money
Guide the project manager in developing a plan or help check that the project management plan contains all the information
focus group
Interview
Interpersonal and team skills
conflict management
Conference management
guide
Meeting
Project kick-off meeting
Meaning the planning phase ends and the execution phase begins. Designed to communicate project goals, gain team commitment to the project, and related roles and responsibilities
For multi-stage projects, a kick-off meeting must be held at each stage
outputs
project management plan
10 sub-plans
demand management plan
scope management plan
progress management plan
cost management plan
quality management plan
resource management plan
communication management plan
risk management plan
Procurement Management Plan
Stakeholder Engagement Plan
3 benchmarks
Scope Baseline
scope statement
work breakdown structure
WBS Dictionary
cost basis
progress baseline
Other components
change management plan
configuration management plan
performance measurement benchmarks
project life cycle
development method
management review
Direct and manage project work
Definition: Leading and executing the work identified in the project management plan and implementing approved changes to achieve project objectives
Implementation plan
Implement changes
inputs
project management plan
Any component of the project management plan can be used as input to this process
project files
Change log, lessons learned register, milestones, project communication record, project schedule, requirements matrix, risk register, risk report
Approved change request
Will be incorporated into the project management plan and implemented during this process
business environment factors
group Culture
infrastructure
risk threshold
organizational process assets
Policies, procedures and procedures
Problem and Defect Management Process
Problem and Defect Management Database
performance measurement database
Change control and risk control procedures
Project information from past projects
tools&techniques
expert judgment
technology
Cost and budget management
Regulations and Procurement
laws and regulations
organizational governance
project management information system
part of business environment factors
Schedule planning software, work authorization system, configuration management system (including change management system), information collection and release system and other automation system interfaces
work authorization system
The purpose is to prevent gold plating
Differentiation from good advice
Ensure the project is executed by the right organization at the right time and in the right order
Subsystems of the entire project management system
Meeting
When directing and managing project work, meetings can be used to discuss and resolve project-related matters.
outputs
Deliverables
Output, unique, verifiable product, result or service
Use configuration management tools and procedures to support control of multiple versions of deliverables
job performance data
Raw data from measurements and observations
Include work completed, KPIs, number of changes, etc.
Problem log
Problem type, problem raiser and time, problem description, priority, responsible person, resolution time, problem status, final result
change request
Is a formal proposal to modify any document or baseline. All change requests must be accepted, reviewed and processed through the implementation of an integrated change control process.
Corrective Action
in progress
plan
Precaution
beforehand
plan
Defect Remediation
afterwards
quality level
renew
Project proposal
Project file updates
Update activity lists, assumption logs, lessons learned registers, requirements documents, risk registers, etc.
Project Management Plan Update
rolling planning
When affecting the baseline, project plan content needs to be updated through a change request
Without a change request, the project manager has no authority to modify the plan. The project manager can modify the plan before the baseline is approved.
Organizational process asset updates
When executing the plan, summarize and summarize experiences and lessons learned
Implement holistic change control
Definition: Accept, review, and approve changes, manage updates to deliverables, project documents, and project management plans, and communicate the results of the changes
Note: There is no need to go through the change process before the project management plan is approved.
main activities
Throughout, the project manager is responsible
Interested parties may make requests, which may be verbal but must be recorded
Before the baseline is determined, changes do not need to be controlled by this process. After the baseline is determined, changes need to be processed through this process.
Before approving changes, evaluate
Each change must be approved, postponed or rejected by the responsible person. This process activity is usually carried out by the CCB (Change Control Board)
After approval, all project plans or documents need to be updated and approved before implementation
inputs
project management plan
Scope Baseline
progress baseline
cost basis
change management plan
configuration management plan
Configuration file
project files
Estimate basis
Requirements Tracking Matrix
Convert requirements into scope, compare changes with requirements to see if they have an impact on the scope
risk report
project performance report
change request
Change requests that will affect the baseline must be submitted to this process for acceptance.
Change decisions are usually made by the project manager
Change requests should be approved by the CCB or sponsor
business environment factors
laws and regulations
Government or industry standards
Constraints
organizational governance framework
Contractual and Procurement Constraints
organizational process assets
change control procedures
Procedure for approving issuance of changes
Configuration management knowledge base
tools&techniques
expert judgment
change control tools
Configuration
Pay attention to the process
change itself
data analysis
Alternatives Analysis
Cost-benefit analysis
Meeting
CCB is a group of important stakeholders
Review change requests, approve, reject or defer
CCB decisions should be recorded and relevant parties notified
decision making
vote
autocratic decision making
Multi-criteria decision analysis
outputs
Approved change request
Make decisions based on change requests
Notify the requester of postponement or rejection of the request
Recorded in the change log in the form of a project file
Status is recorded in the log
Project Management Plan Update
After approving the change request, incorporate the changed content into the project baseline
Changes to the benchmark can only be based on the latest version of the benchmark and are future-oriented, without changing past performance.
To protect the integrity of benchmarks and historical performance
Project file updates
Change log records change status
Change process
1. Identify changes and analyze reasons
2. Record changes
change request
3. Evaluate changes
Compare to benchmarks and documents
4. Submit a change application
Corrective Action
Precaution
Defect Remediation
renew
5. Approve or reject changes and generate change logs
CCB decision
6. Update project plan
7. Release and notify relevant parties
Its approval is not required, if not you can make a new request
8. Execute approved change requests
9. Record the reasons for changes and measures taken
10. Review approved change requests
11. Confirm changes
focus
End project or phase
Definition: The process of closing all activities of a project/phase or contract.
Main functions: Archive project or phase information, complete project plans and release team resources.
main activities:
Reach the mark
Outcome standards
Roll out standards
Close activity
Overall archive
Lessons Learned, Documents, Archives, Reports
Smooth handover
Deliverables
Acceptance verification
Accepted results
The main process is handover rather than acceptance
Collect opinions
Customer satisfaction
inputs
Project Charter
Outcome standards, approval requirements, and who will sign off on project closure
project management plan
All components of the project management plan are inputs to this process
project files
Deliverables for acceptance
business documents
business case
Benefit Management Plan
protocol
External projects
Procurement documents
Evaluate suppliers
organizational process assets
Requirements for project or phase closure guidelines
Configuration management knowledge base
tools&techniques
expert judgment
management control
audit
Regulations and Procurement
laws and regulations
data analysis
File analysis
regression analysis
Compare results to initial plans and obtain empirical data
trend analysis
Deviation analysis
Meeting
Project closing meeting
outputs
Final product, service or outcome report
Distinguish the difference between acceptance and handover.
The accepted deliverable is a constraint for entering the closing phase
The transferred product or result is a transfer of ownership or management responsibility.
final report
Project or phase overview
Scope goals, scope evaluation criteria
Quality goal
cost target
Summary of final product confirmation information
schedule target
Does the final product meet the needs?
Overview of risk issues and their resolution
Project file updates
Organizational process asset updates
project files
Operations and Support Documents
Project or phase closure documents
part of the formal handover
How to end early termination
Lessons Learned Knowledge Base
Closing process
Handover of results
Deliverables
Responsibility and ownership will be transferred
financial closing
customer satisfaction survey
Summary of experience and lessons
Update project record
project performance report
project files
Celebration banquet
meeting or party
Release resources
Monitor project work
Monitoring throughout the project
Definition: Find deviations, measure performance and predict trends
main activities
Actual performance compared to plan
Evaluate performance and recommend necessary actions
Check individual project risk status
Maintain an accurate and timely updated information base
predict
Project progress and status ensure alignment with business needs
inputs
project management plan
project files
job performance information
protocol
business environment factors
organizational process assets
tools&techniques
expert judgment
Earned value analysis
Interpretation and emotionalization of data
Duration and cost estimating techniques
trend analysis
Technical knowledge about the industry in which the project is located and the areas of focus of the project
Risk Management
Contract management
data analysis
Alternatives Analysis
cost performance analysis
Earned value analysis
Root Cause Analysis
trend analysis
Deviation analysis
decision making
vote
unanimously agreed
5/5
Most agree
3/5
A relative majority agrees
40 30 30
Meeting
Face-to-face or virtual meetings, formal or informal
outputs
job performance report
Content: Performance status, forecasts, issues, etc.
Form: Earned value chart, trend forecast chart, reserve burndown chart, defect histogram, instrument indicator chart, hot spot report, signal light chart
Role: Send to relevant parties according to the communication management plan to make decisions, take action or raise concerns
change request
Maintain consistency with benchmarks
Project Management Plan Updates
Updates to project files
cost forecast
Problem log
Lessons Learned Register
risk register
progress forecast
Managing project knowledge
Definition: The process of using existing knowledge and generating new knowledge to achieve project objectives and contribute to the organizational learning process, leveraging existing organizational knowledge to create and improve project outcomes and making knowledge created by current projects available to support the organization operations and future projects or phases
main content
The relationship between organizational management and organizational process asset updates
Different from organizational process asset update (at the end of the project), knowledge management (full life cycle)
Key Outputs Lessons Learned Register
Knowledge classification
explicit knowledge
recordable
tacit knowledge
Belief, insight, know-how, experience
Knowledge management prerequisites
Define roles and responsibilities: Establish a culture of sharing one's own knowledge and focusing on the knowledge of others; knowledge management incentive policies; use of knowledge management tools and techniques.
inputs
project management plan
Project Management Plan All processes are input to this process
project files
Lessons Learned Register
Project team dispatches work orders
resource breakdown structure
Interested Party Register
Deliverables
Output, unique, verifiable product, result or service
business environment factors
Organizational culture, stakeholder culture and customer culture
Geographic distribution of facilities and resources
knowledge experts in organizations
Legal and regulatory requirements and constraints
organizational process assets
The organization’s standard policies, processes and procedures
Personnel management system
Organizational communication requirements
Formal knowledge sharing and information sharing procedures
tools&techniques
expert judgment
knowledge management
information management
organizational learning
Organization and information management tools
Related information from other projects
knowledge management
Human-computer interaction, community of practice, conferences, work guidance, forums, knowledge sharing, seminars, storytelling, creative technology, knowledge exhibitions, interactive training
communication between people
Establish a trusting relationship based on trust
Uncover hidden knowledge
information management
Facilitate sharing of explicit knowledge
Compilation methodologies, registers of lessons learned, information collection, knowledge bases, etc.
Interpersonal and team skills
active listening
guide
leadership
interpersonal communication
political awareness
For government projects, information cannot be collected in public
outputs
Lessons Learned Register
Project Management Plan Update
organizational process assets