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MindMap Gallery PMP project management project integration management
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PMP project management project integration management
Prepare for the PMP project management exam and share exam materials! "PMP Project Management" Chapter 4 Project Integrated Management includes the important seven sections of formulating a project charter, formulating a project management plan, guiding and managing project work, managing project knowledge, monitoring the project, implementing overall change control, and ending the project or phase. The test points are organized using mind maps, which are clear and intuitive, making it easy to study and prepare for the test!
Edited at 2019-08-27 09:08:23
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PMP project management 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
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- Reproductive development of animals
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- Outline
Project integration management
1. Develop project charter
1.1. enter
1.1.1. business documents
a. Business case: An approved business case or similar document is the most commonly used business document to develop a project charter. The business case will include business needs and cost-benefit analysis to justify the project and determine project boundaries.
b. Benefit Management Plan
1.1.2. protocol
1.1.3. business environment factors
a. Government or industry standards (such as product standards, quality standards, safety standards and process standards);
b. Legal and regulatory requirements and/or constraints; market conditions;
c. organizational culture and political climate;
d. Organizational governance framework (the structured approach to control, direction, and coordination through the arrangement of people, policies, and processes to achieve the organization's strategic and operational goals)
e. Stakeholder expectations and risk thresholds.
1.1.4. organizational process assets
a. The organization’s standard policies, processes and procedures;
b. Governance framework for portfolios, programs and projects (the governance functions and processes used to provide guidance and make decisions);
c. monitoring and reporting methods;
d. Templates (such as project charter template);
e. Knowledge base of historical information and lessons learned (such as project records and documents, results of past project selection decisions, and past project performance
f. effective information)
1.2. Tools & Techniques
1.2.1. expert judgment
a. organizational strategy;
b. Benefit management;
c. Technical knowledge about the industry in which the project is located and the area of focus of the project;
d. duration and cost estimates;
e. Risk Identification.
1.2.2. data collection
a. Brainstorming. This technique is used to obtain a large number of ideas in a short period of time and is suitable for team environments that require guidance from a facilitator. Idea generation and creative analysis.
b. Focus groups. Gathering stakeholders and subject matter experts to discuss project risks, success criteria, and other topics is more interactive than one-on-one interviews.
c. Interview. Speak directly with relevant parties to understand high-level requirements, assumptions, constraints, approval criteria, and other information.
1.2.3. Human-computer relations and team skills
a. Conflict management. Helps stakeholders agree on goals, success criteria, high-level requirements, project description, overall milestones, and other content.
b. Facilitation Effectiveness The ability to successfully guide team activities to reach decisions, solutions, or conclusions. The facilitator ensures that participants participate effectively, understand each other, consider all opinions, fully support the conclusions or results obtained according to the established decision-making process, and all
c. The action plans and agreements reached are then properly implemented.
d. Meeting management. This includes preparing the agenda, ensuring representatives from each key stakeholder group are invited, and preparing and sending follow-up meeting minutes and action plans.
1.2.4. Meeting
1.3. output
1.3.1. Project Charter
a. Project purpose;
b. Measurable project goals and associated success criteria;
c. high-level needs;
d. High-level project description, boundary definition, and key deliverables;
e. overall project risk;
f. overall milestone schedule;
g. pre-approved financial resources;
h. List of key stakeholders;
i. Project approval requirements
j. Project exit criteria
k. The assigned project manager and his/her responsibilities and authorities;
l. The name and authority of the sponsor or other person who approved the project charter.
1.3.2. Assumption Log: Identify high-level strategic and operational assumptions and constraints when developing a business case before project launch. These assumptions and constraints should be included in the project charter, and the assumptions log is used to record all assumptions and constraints throughout the project life cycle.
2. Develop project management plan
2.1. enter
2.1.1. Project Charter: The starting point for initial project planning
2.1.2. Output from other processes
2.1.3. business environment factors
a. Government or industry standards (such as product standards, quality standards, safety standards and process standards);
b. Legal and regulatory requirements and/or constraints;
c. Project management knowledge in vertical markets (e.g. construction) and/or specialized areas (e.g. environment, safety, risk or agile software development)
d. knowledge system;
e. the organization’s structure, culture, management practices and sustainability;
f. Organizational governance framework (the structured way in which control, direction, and coordination are implemented through the arrangement of people, policies, and processes
g. coordinated to achieve the organization’s strategic and operational objectives);
h. Infrastructure (such as existing facilities and fixed assets).
2.1.4. organizational process assets
a. The organization’s standard policies, processes and procedures;
b. Project management plan template, including: guidelines and standards for tailoring the organization's standard processes according to the specific requirements of the project; project closing guidelines or requirements, such as product qualification and acceptance criteria.
c. Change control procedures, including the steps required to modify formal organizational standards, policies, plans, procedures, or project documents, and to approve and confirm changes;
d. monitoring and reporting methods, risk control procedures, and communication requirements;
e. Information about similar past projects (such as scope, cost, schedule and performance measurement baselines, project calendars, project schedule network diagrams, and risk registers);
f. Knowledge base of historical information and lessons learned.
2.2. Tools & Techniques
2.2.1. expert judgment
a. 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
b. Develop additional components of the project management plan as needed
c. Identify the tools and techniques required for these processes
d. Prepare the technical and management details that should be included in the project management plan;
e. Determine the resources and skill levels required for the project;
f. Define the configuration management level of the project;
g. Determine which project documents are subject to a formal change control process;
h. Prioritize project work and ensure project resources are allocated to the right work at the right time
2.2.2. data collection
a. Brainstorming
b. Checklist
c. focus group
d. Interview
2.2.3. Interpersonal and team skills
a. conflict management
b. guide
c. Conference management
2.2.4. Meeting
2.3. output
2.3.1. project management plan
a. Sub-management plan
b. benchmark
c. Other components
3. Direct and manage project work
3.1. enter
3.1.1. project management plan
3.1.2. project files
a. Change log
b. Lessons Learned Register
c. Milestone List
d. Project communication record
e. Project schedule
f. Requirements Tracking Matrix
g. risk register
h. risk report
3.1.3. Approved change request
3.1.4. business environment factors
a. the organization’s structure, culture, management practices and sustainability;
b. Infrastructure (such as existing facilities and fixed assets);
c. Risk thresholds for interested parties (e.g., allowable percentage of cost overruns).
3.1.5. organizational process assets
a. The organization’s standard policies, processes and procedures;
b. Problem and defect management procedures to define problem and defect control, problem and defect identification and resolution, and action item tracking;
c. Problem and defect management database, including historical problem and defect status, problem and defect resolution status, and results of action items;
d. Performance measurement database, used to collect and provide process and product measurement data;
e. Change control and risk control procedures;
f. Project information from past projects (such as scope, cost, schedule and performance measurement baselines, project calendars, project progress maps, risk registers, risk reports and lessons learned knowledge base).
3.2. Tools & Techniques
3.2.1. expert judgment
a. Technical knowledge about the industry in which the project is located and the area of focus of the project;
b. cost and budget management;
c. Regulation and Procurement;
d. laws and regulations;
e. Organizational governance.
3.2.2. Project Management Information System (PMIS): Automatic collection and reporting of key performance indicators (KPIs)
3.2.3. Meeting
3.3. output
3.3.1. Deliverables: Typically project results and may include components of the project management plan.
3.3.2. job performance data
3.3.3. Issue Log: A project document to record and follow up on all issues
3.3.4. change request
a. Corrective Action. Purposeful activities performed to realign project work performance with the project management plan.
b. Precaution. Purposeful activities performed to ensure that the future performance of project work is consistent with the project management plan.
c. Defect Remediation. Purposeful activities to correct inconsistent products or product components.
d. renew. Changes to formally controlled project documents or plans to reflect modified or added comments or content.
3.3.5. Project Management Plan Update
3.3.6. Project file updates
a. Activity List. See Section 6.2.3.1. The activity list can be updated by adding or modifying activities to complete the project work.
b. Assumption log. See section 4.1.3.2. New assumptions and constraints can be added, and existing assumptions and constraints can be updated or closed.
c. Lessons learned register. See section 4.4.3.1. Any lessons learned that will help improve current or future project performance should be documented promptly.
d. Requirements document. See Section 5.2.3.1. In this process, new requirements can be identified, and the implementation of the requirements can also be updated in a timely manner.
e. Risk register. See Section 11.2.3.1. During this process new risks can be identified and existing risks can be updated. A risk register is used to record risks during the risk management process.
f. Register of interested parties. See Section 13.1.3.1. If additional information about existing or new interested parties is collected during this process, it is recorded in the interested party register.
3.3.7. Organizational process asset updates
4. Managing project knowledge
4.1. enter
4.1.1. project management plan
4.1.2. project files
a. Lessons Learned Register
b. Project team dispatches work orders
c. resource breakdown structure
d. Interested Party Register
4.1.3. Deliverables
4.1.4. business environment factors
a. Organizational culture, stakeholder culture and customer culture. Trusting working relationships and a culture of non-blaming are particularly important for knowledge management. Other factors include the value placed on learning and social norms of behavior.
b. Geographic distribution of facilities and resources. The location of team members helps determine methods for gathering and sharing knowledge.
c. Knowledge experts in organizations. Some organizations have teams or employees dedicated to knowledge management.
d. Legal and regulatory requirements and/or constraints. Includes confidentiality requirements for project information.
4.1.5. organizational process assets
a. The organization’s standard policies, processes and procedures
b. Personnel management system
c. Organizational communication requirements
d. Formal knowledge sharing and information sharing procedures
4.2. Tools & Techniques
4.2.1. expert judgment
a. knowledge management
b. information management
c. organizational learning
d. Knowledge and information management tools
e. Related information from other projects
4.2.2. knowledge management
4.2.3. information management
a. Methods for codifying explicit knowledge
b. Lessons Learned Register
c. library services
d. collect message
e. Project Management Information System (PMIS)
4.2.4. Interpersonal and team skills
a. active listening
b. guide
c. leadership
d. interpersonal communication
e. political awareness
4.3. output
4.3.1. Lessons Learned Register
4.3.2. Project Management Plan Update
4.3.3. Organizational process asset updates
5. Monitoring items
5.1. enter
5.1.1. project management plan
5.1.2. project files
a. Hypothetical log
b. Estimate basis
c. cost forecast
d. Problem log
e. Lessons Learned Register
f. Milestone List
g. quality report
h. risk register
i. risk report
j. progress forecast
5.1.3. job performance information
5.1.4. protocol
5.1.5. business environment factors
a. project management information system
b. infrastructure
c. Stakeholder expectations and risk thresholds
d. Government or industry standards
5.1.6. organizational process assets
a. The organization’s standard policies, processes and procedures
b. financial control procedures
c. Monitoring and reporting methods
d. problem management process
e. defect management program
f. organizational knowledge base
5.2. Tools & Techniques
5.2.1. expert judgment
a. Earned value analysis
b. Interpretation and contextualization of data
c. Duration and cost estimating techniques
d. trend analysis
e. Technical knowledge about the industry in which the project is located and the area of focus of the project
f. Risk Management
g. Contract management
5.2.2. data analysis
a. Alternatives Analysis
b. Cost-benefit analysis
c. Earned value analysis
d. Root Cause Analysis
e. trend analysis
f. Deviation analysis
5.2.3. decision making
5.2.4. Meeting
5.3. output
5.3.1. job performance report
5.3.2. change request
a. Corrective Action
b. Precaution
c. Defect Remediation
5.3.3. Project Management Plan Update
5.3.4. Project file updates
a. cost forecast
b. Problem log
c. Lessons Learned Register
d. risk register
e. progress forecast
6. Implement holistic change control
6.1. enter
6.1.1. project management plan
a. change management plan
b. configuration management plan
c. Scope Baseline
d. progress baseline
e. cost basis
6.1.2. project files
a. Estimate basis
b. Requirements Tracking Matrix
c. risk report
6.1.3. job performance report
a. Resource availability
b. Schedule and cost data
c. Earned Value Report
d. Burn chart or burn down chart
6.1.4. change request
6.1.5. business environment factors
a. legal restrictions
b. Government or industry standards
c. Legal and regulatory requirements and/or constraints
d. organizational governance framework
e. Contractual and Procurement Constraints
6.1.6. organizational process assets
a. change control procedures
b. Procedure for approving and issuing changes
c. Configuration management knowledge base
6.2. Tools & Techniques
6.2.1. expert judgment
a. Technical knowledge about the industry in which the project is located and the area of focus of the project
b. laws and regulations
c. Regulations and Procurement
d. Configuration management
e. Risk Management
6.2.2. change control tools
a. Identify configuration items
b. Record and report configuration item status
c. Verify and audit configuration items
d. Identify changes
e. Record changes
f. Make a decision to change
g. Track changes
6.2.3. data analysis
a. Alternatives Analysis
b. Cost-benefit analysis
6.2.4. decision making
a. vote
b. autocratic decision making
c. Multi-criteria decision analysis
6.2.5. Meeting (CCB Change Control Board)
6.3. output
6.3.1. Approved change request
6.3.2. Project Management Plan Update
6.3.3. Project file updates
7. End project or phase
7.1. enter
7.1.1. Project Charter
7.1.2. project management plan
7.1.3. project files
a. Hypothetical log
b. Estimate basis
c. Change log
d. Lessons Learned Register
e. Milestone List
f. Project communication record
g. Quality control measurement results
h. quality report
i. requirements document
j. risk register
k. risk report
7.1.4. Deliverables for acceptance
7.1.5. business documents
a. business case
b. Benefit Management Plan
7.1.6. protocol
7.1.7. Procurement documents
7.1.8. organizational process assets
a. Project or phase closure guidelines or requirements
b. Configuration management knowledge base
7.2. Tools & Techniques
7.2.1. expert judgment
a. management control
b. audit
c. Regulations and Procurement
d. laws and regulations
7.2.2. data analysis
a. File analysis
b. regression analysis
c. trend analysis
d. Deviation analysis
7.2.3. Meeting
7.3. output
7.3.1. Project file updates
7.3.2. Handover of final product, service or result
7.3.3. final report
a. Overview of the project or phase;
b. Scope objectives, evaluation criteria for scope, and evidence demonstrating achievement of completion standards;
c. Quality objectives, evaluation criteria for project and product quality, relevant verification information and actual milestone delivery dates and reasons for deviations;
d. Cost targets, including acceptable cost ranges, actual costs, and reasons for any deviations;
e. A summary of the confirmed information for the final product, service or result.
f. Schedule goals include whether the results achieve the expected benefits of the project
g. An overview of how the final product, service or outcome will meet the business needs described in the business plan
h. An overview of risks or issues that occurred during the project and their resolution
7.3.4. Organizational process asset updates
a. project files
b. Operations and Support Documents
c. Project or phase closure documents
d. Lessons Learned Knowledge Base
Review all change requests, approve changes, and manage the review of deliverables, project documents, and project management plans The process of planning changes and communicating the results of the changes. Ensure a comprehensive review of documented changes in the project. Implementing changes without considering their impact on overall project goals or plans often increases overall project risk. This process needs to be carried out throughout the project
Is the process of terminating all activities of a project, phase or contract Archive project or phase information to complete planned work and free up organizational team resources for new work. It is carried out only once or only at predefined points in the project
Track, review and report on overall project progress to achieve performance objectives identified in the project management plan process. Keep stakeholders informed of the current status of the project and buy-in to actions taken to address performance issues, as well as future project status through cost and schedule forecasts
Managing project knowledge is the process of using existing knowledge and generating new knowledge to achieve project goals and aid organizational learning. Leverage existing organizational knowledge to create or improve project outcomes and make knowledge created by current projects available to support organizational operations and future projects or phases
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 objectives. Performs comprehensive management of project work and deliverables to increase the likelihood of project success.
The process of defining, preparing, and coordinating all components of a project plan and integrating them into a comprehensive project management plan. The main purpose of this process is to produce a comprehensive document that establishes the basis for all project work and how it will be performed, and is performed only once or at predefined points in the project
The process of writing a document that formally approves a project and authorizes the project manager to use organizational resources in project activities Role: Clarify the direct link between the project and the organization's strategic goals, establish the formal status of the project, and demonstrate Demonstrate organizational commitment to the project