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Project Integration Management
Develop Project Charter
Objectives
Formal record of the project
Shows organizational commitment of the project
Direct link between project and strategic objectives
Tools and techniques
Expert judgement
Judgment provide based upon expertise in an application area. Provided by a group or person
Specialized knowledge in topics like:
Benefits managment
Duration and budget estimation
Organizational strategy
Risk identificatiom
Data gathering
Focus groups
Stakeholders and experts learn about the perceived project risk and sucess criteria
Interviews
Obtain information on high level requirements
Brainstorming
Identify ideas in a short period of time. Group environment. Compromises 2 parts: idea generation and analysis
Meeting
Interpersonal and team skills
Facilitation
Effectively guide a group event to a sucessful decision, solution and conclusion
Meeting managment
Preparing the agend, ensuring that a representative of each key stakeholders is invited
Conflict managment
Help to bring stakeholders into alignment on the objectives
Business Documents
Agreements
Define initial intentions (contracts, memorandums, service letter agreements, verbal agreements)
Contracts are used commonly for a external customer
Enterprise environmental factors
Government or industry standards
Market place conditions
Organizational culture and political climate
Stakeholders expectation and risk
Legal and regulatory requirements and constraints
Organizational governance framework
Organizational Process Assets
Organizational standard policies, processes and procedures
Monitoring and reporting methods
Historical information and lessons learned
Portfolio, program and project governance framework
Templates
Outputs
Project charter
Find the purpose of the project
See the project approval requirements
Overral project risk
Measurable project objectives and related success criteria
Stakeholders
Assigned project manager, responsibility and authority level.
Assumption log
Identify high-level strategic and operational assumptions and constraints
Develop Project Management Plan
Inputs
Project Charter
Outputs from other processes
Enterprise Environmental Factors
Organizational process assets
Tools & techniques
Expert Judgement
Tailoring the process to the needs, developing additional components, determining tools and techniques, and prioritizing to ensure the appropriate work and time.
Data Gathering
Brainstorming, checklists, focus groups and interviews
Interpersonal and group skills
Conflict Management, meeting management, and facilitation for effective participation and understanding.
Meetings
The kick-off meeting is usually associated with the end of planning and the start of executing.
Outputs
Project Management Plan
It defines how the project is executed, monitored and controlled, and closed.
Components
Subsidiary management plans:
-Scope management plan.
-Requirements management plan.
-Schedule management plan.
-Cost management plan.
-Quality management plan.
-Resource management plan.
-Communications management plan.
-Risk management plan.
-Procurement management plan.
-Stakeholder engagement plan.
Baselines:
-Scope baseline.
-Schedule baseline.
-Cost baseline.
Adicional components:
-Change management plan.
-Configuration management plan.
-Performance measurement baseline.
-Project life cycle.
-Development approach.
-Management reviews.
Resources:
Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 4. Project Integration Management. Project Management Institute, Inc. (PMI). Retrieved from
https://app.knovel.com/hotlink/pdf/id:kt011DX1K1/guide-project-management/develop-project-charter
José Roberto Díaz Rojas - A01747246
José Antonio Lance Mandujano - A01378434
Jesús Arturo Herrera Montúfar - A01379416
Linda Salomón Villa - A01750616
María José Carranza Castillo - A01750791
Dannely Ballesteros Mendez - A01378961
Task 2
Team 1: