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Chapter 4 : Project Integration Management - Coggle Diagram
Chapter 4 : Project Integration Management
Strategic Planning and Project Selection
Involve determining long-term objectives
Analyzing the strengths and weaknesses of an organization
Studying opportunities and threats in the business environment
Predicting future trends
Projecting the need for new products and services
SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
Identifying potential projects
Aligning IT with business strategy
Information Technology Planning Stages
Information Technology Strategy Planning
Business Area Analysis
Project Planning
Resources Allocation
What is Project Integration Management?
Project Managers must coordinate all of the other knowledge areas throughout a project's life cycle.
Project integration management is not the smae thing as software integration.
Main Process
Monitoring and controlling project work
Performing integrated change control
Directing the project and managing project work
Closing the project or phase
Developing the project management plan
Developing the project charter
What Went Wrong?
Make sure people are paid is crucial employee satisfaction
Phoenix system project goal: reduce payroll processing overhead and staffing costs
Methods for selecting projects
Focusing on broad organizational needs
much more likely to be successful because they will be important to the organization
Categoriszing information technology projects
Respond to aproblem, opportunity or directive
Performing net present value or other financial analyses
Using a weighted scoring model
Implementing a balanced scorecard
Developing a project charter
Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project
Inputs for developing a project charter
Business case
Benefits management plan
Agreements
Enterprise environmental factors
Organizational process assets
A project charter is a document that formally recognizes the existence of a project and provides direction on the project's objectives and management
Developing a project management plan
Document used to coordinate all the project planning documents and help guide a project's execution and control
Common elements of a project management plan
Introduction/overview of the project
Description of how the project is organized
Management and technical processes used on the project
Work to be done
Schedule and budget information
References to other project planning documents
Guidelines to Create Project Management Plans
Overview
Project Organization
Managerial Process Plan
Technical Process Plans
Supporting Process Plans
Providing strong leadership and a supportive culture
Project managers must lead by example
Organizational culture can help project execution
PRoject managers may still need to break the rules to meet project goals
Directing and Managing Project Work
The application area of the project directly affects project execution
The project manager needs to focus on leading the project team and managing stakeholder relationships to execute the project management successfully
Involves managing and performing the work described in the project management plan
Coordinating Planning and Execution
Project planning and execution are intertwined and inseparable activities
All project personnel need to develop both planning and executing skills
Capitalizing on product, business and application area knowledge
Small projects : project manager may be required to perform some of the technical work or mentor team members to complete the projects
Large projects : project manager must understand the business and application area of the project
Project Execution Tools and Techniques
Expert judgment
Meetings
Project managemnet information systems
Managing project knowledge
Basic types of knowledge
Explicit knowledge : easily explained using words, pictures, or numbers and is easy to communicate, store and distribute.
Tacit knowledge : dificult to express and highly personal
Should be done before, during and after projects
Change control on IT Projects
Former view : project team should strive to do exactly what was plannes on time within budget
Problem : project teams could rarely meet original project goals
Modern view : project management is a process of constant communication and negotiation
Solution : changes are often beneficial and project team should plan for them