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MindMap Gallery Project integration management

Project integration management

1. Communication issues: Project integration involves coordination and communication among multiple teams and stakeholders. If there is poor communication or unclear messaging, it can lead to misunderstandings, conflicts and delays. 2. Scope creep: During the project integration process, the problem of scope creep may occur, that is, the scope of the project is expanded or changes are not properly managed. This can lead to insufficient resources, schedule delays, and cost overruns. 3. Dependency management: Project integration involves dependencies between multiple sub-projects or tasks. If dependencies are not managed properly, it can lead to task delays, resource conflicts, and overall project delays. 4. Risk Management: Project integration may introduce new risks or increase the complexity of existing risks. If risk management is not in place, it can lead to project failure, quality issues or safety issues. 5. Resource allocation: During the project integration process, it may be necessary to rationally allocate and manage resources, including human, material and financial resources. If resource allocation is uneven or unreasonable, it may lead to resource shortages, task delays, and quality problems. These issues can negatively impact the smooth progress of project integration and project outcomes. To deal with these issues, project managers need to develop appropriate integration strategies, establish effective communication channels, conduct risk management and resource planning, and actively resolve conflicts and cultural differences between teams.

Edited at 2023-11-19 10:13:58

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Project integration management

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Outline

Talent Development in New Projects
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WSWYWUe8
Project integration management mind map
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PlotWizard

Project integration management

Elaborate

Integration has the nature of unifying, merging, communicating and establishing connections throughout the project.

Integration management is the responsibility of the project manager and integration responsibilities cannot be transferred or delegated

The project manager must bear final responsibility for the entire project

Using automation tools PMIS, visual management tools, project knowledge management, increasing the responsibilities of the project manager (involving in starting and closing projects), hybrid methods

In agile and iterative methods: members participate in integration, self-made plans, and collaborative decision-making as domain experts

Develop project charter

Elaborate

The process of formally approving and authorizing project managers to use organizational resource documents in project activities

Several points to note

The approved project charter signifies the official launch of the project

Appoint a project manager as early as possible to participate in the development of the project charter, preferably when the project charter is being developed, but at the latest before planning begins

Confirm that the project meets the organization's strategic goals and daily operational needs by preparing a project charter

Don’t treat the project charter as a contract. When executing external projects, confirm that the project meets the needs of the organization’s strategy and daily operations.

enter

business documents

Business case, benefit management plan

Regular review is required, and the project manager cannot update or modify it and can only make relevant suggestions.

protocol

Contracts, Memorandums of Understanding (MOUs), Service Quality Agreements (SLA), Letters of Intent

tool

expert judgment

data collection

Brainstorming, focus groups, interviews

Conflict management, facilitation, meeting management

output

Project Charter

Delegated project managers and their responsibilities; high-level requirements, project description, strategic operational assumptions and constraints

Overall milestone schedule, overall budget, overall project risk

Project approval requirements, list of key stakeholders, project exit criteria

Hypothetical log

All assumptions and constraints in the project

Develop project management plan

Elaborate

Define and prepare all components of the coordinated project plan into a comprehensive project management plan

enter

Project Charter

Output from other processes

tool

Brainstorming, checklists (lists of action points), focus groups, interviews,

Conflict management, facilitation, meeting management

initiating meeting (starting), kich-off meeting initiating meeting (planning)

output

project management plan

Direct and manage project work

Elaborate

Lead and execute the work identified in the project management plan to achieve project objectives and implement an approved change process

1. Implement planned project activities 2. Manage technical interfaces and organizational interfaces 3. Implement approved changes 4. Collect work performance data and communicate to appropriate control processes

enter

project management plan

Approved change request

tool

Information Management System PMIS (Business Environmental Factors)

Meeting

output

Deliverables

job performance data

Problem log

Problem description, responsible person, resolution deadline

change request

Corrective Actions, Preventive Actions, Defect Remediation, Updates

Managing project knowledge

explicit knowledge, tacit knowledge

enter

project files

Lessons Learned Register, Project Team Work Order, Resource Breakdown Structure, Stakeholder Register

tool

knowledge management

information management

Active listening, facilitation techniques, leadership, interpersonal communication, political awareness

output

Lessons Learned Register

Oversee project work

Elaborate

Track, review and report on overall project progress to keep relevant parties informed of current status

Monitoring work runs throughout the entire project and is the only work performance report output.

enter

project files

Progress forecast, cost forecast

job performance information

tool

Earned value analysis, deviation analysis, momentum analysis, root cause analysis, alternatives analysis, cost-benefit analysis

Decision-making: unanimous consent, majority consent, relative majority principle

output

job performance report

Implement holistic change control

Elaborate

The process of reviewing all change requests, approving changes, managing changes, and communicating the results of change processing

Changes occur throughout the project, for which the project manager has the ultimate responsibility

Only approved changes can be incorporated into the revised baseline

Changes can be proposed by any interested party, documented in writing, and incorporated into the change management or configuration management system,

Assess impact, CCB assessment, record and communicate results of changes

enter

change request

1. Record 2. Evaluate 3. Submit 4. Update 5. Notify

tool

change control tools

configuration management system

output

Approved change request

Project file updates

Change log

Project Management Plan Update

Changes to the benchmark can only be based on the latest benchmark and address future conditions, and cannot change past performance.

Pay attention to the seriousness of protecting benchmarks and historical performance data

End project or phase

Elaborate

Archive project information, complete planned work, and release team resources

Review the project management plan to ensure all work has been completed and goals have been achieved

enter

Project Charter

Deliverables for acceptance

business documents

Business case, benefit management plan

organizational process assets

Configuration Management Knowledge Base, Phase Guidance and Requirements

tool

Document analysis, regression analysis, trend analysis, deviation analysis

Meeting

output

Final product and service handover

final report

Organizational Asset Process Updates

Project documents, operational support documents, closing documents, experience summaries