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Implementing the Project Integration Management - Coggle Diagram

- - - - primavera
      - ms project
      - basecamp
  - - - coordina people during transictions
        es. elettricista e manovale
- - - - construcotrs
      - IT
      - manifacture
  - - - lot of notes
      - lot of documentation
- - - - team
      - sponsor
      - all stackeholders
    - - wide compentence
      - wide vision
      - can take decisions
- - - - business documents
        
        business case
        
        market demand
        
        organizational need
        
        customer request
        
        technological advance
        
        legal requirement
        
        ecological impacts
        
        social needs
        
        benefits management plan
      - agreements
        
        between departments (sla)
        
        contracts with vendors
      - eef
        
        gonverment or industry standars
        
        legal and regulatory requirements
        
        new laws
        
        marketplace conditions
        
        organizational culture
        
        political climate
        
        organizational governance framework
        
        stakeholders' expectations
        
        stackeholders' risk threasolds
        
        less priority
        
        generally less tolerance
        
        high priority
        
        generally high tolerance
      - opa
        
        organizational standards
        
        organizational norms to follow
        for writing a project charter
        
        processes
        
        procedures
        
        policies
        
        related to portfolio
        
        related to program
        
        project governance framework
        
        templates
        
        forms
        
        monitoring and reporting methods
        
        historical information repository
        
        lessons learned
    - - expert judgement
        
        people who some particular
        skills
        
        consultants
        
        internal organization resources
        
        stakeholders
        
        industryt groups
        
        PMO
        
        organizational
        strategy
        
        benefits
        management
        
        techincal
        knowledge
        
        estimating
        
        risk idetification
      - data gathering
        
        brainstorming
        
        idea generation
        
        analysis
        
        focus group
        
        stakeholders and experts together
        
        conversational
        
        learn success criteria
        
        learn risks
        
        interviews
        
        prepare questions about the project
        
        approval criteria
        
        assumptions or constraints
      - interpersonal
        techniques
        and team skills
        
        conflict management
        
        facilitation
        
        involve people in the meeting
        
        find mutual understanding
        
        rich an agreement
        
        meeting management
        
        agenda
        
        minutes
        
        ability to talk with people
      - meetings
    - - project charter
      - assumption log
        
        belived to be true
        
        not proven
        
        assumptions
        
        team member
        
        availability
        
        performance
        
        skills to do the project work
        
        vendor
        
        availability
        
        delivery
        
        accuracy
        
        cost estimates
        
        schedule stimates
        
        believe to be true
        
        constraints
        
        policies and procedures
        
        regulations
        
        predetermined budget
        or schedule
        
        resource utilization
        
        requirements
        
        must adhere to
    - - the project results meet the vision
      - sponsor authorize
        
        project
        
        project manager
        power
        
        all required resources
        
        by the portfolio steering committee
      - usually once per project
        
        (rarely) could be more than one
        planned in different points
      - chapter to include
        
        key stakeholders
        
        approval requirements
        
        exit criteria
        
        close
        
        cancel
        
        who is project mananager
        
        who is sponsor
      - the project exists in the organization
- - - - marketplace
      - customer
    - - internal
  - - - ratio between two values
      - project desiderable if cbr > 1
    - - create catergories of scoring factotors
      - give points to each category
      - can be used also for procurement
    - - group of executives decide
      - sposor/pm must response some quesions
      - the board decide before starting
    - - Future Value of Money
        
        input
        
        cost of investment (Present Value)
        
        interest rate
        
        years of investment
        
        what's this present amount of money worth in the future?
        
        minimum earn of
        the project
        
        determination from a pure
        financial point of view
      - Present Value of Money
        
        if we can predict the future earn
        
        input
        
        Future Value of money
        
        known return of investment
        
        rate per year (inflation?)
        
        years to wait to earn the money
        
        maximum money I can invest today
        
        determination from a pure financial
        point of view
      - Net Present Value
        
        find true value of the project
        
        consider time periods
        where I can have returns
        
        calculate return
        
        calculate time period's present value
        
        sum the present value
        
        subtract the investments
        
        NPV > 0 is good
        
        considers a project with multiple returns
        
        considers initial cash outlay
      - Internal Rate of Return
- - - - project charter
      - outputs from other processes
        
        mor processes allow me to plan in more details
      - eef
      - opa
    - - expert judgment
      - data gathering
        
        brainstorming
        
        checklists
        
        focus group
        
        interviews
      - interpersonal and
        team skills
        
        conflict managemetn
        
        facilitation
        
        meeting management
      - meetings
        
        discuss the project approach
        
        planning intent
        
        how work will happen
        
        kick-off meetings
        
        end of planning, start of execution
        
        communicate objectives
        
        gain team commitment
        
        explain stakeholder roles
        and responsabilities
        
        project size
        
        small
        
        team perform planning
        and execution
        
        kick-off occurs after
        initialization
        
        large
        
        project management team
        does the planning
        
        executives
        
        pmo
        
        business analyst
        
        team is involved after initial
        planning is complete
        
        kick-off takes place with processes
        in the executing process group
        
        multi-phase
        
        kick-off meeting at the beginning
        for each phase
    - - project management
        plan
        
        managed and updated through the project
        
        should be baselined
        
        fixed and agreed by stakeholders
        
        each modification to baseline need a change control
        
        purpose
        
        communicate intent of the project
        
        serves as a guide for the pm
        
        provides
        
        project structure
        
        documentation
        
        baselines
        
        partecipants
        
        pm
        
        leadership
        
        facilitation
        
        organization
        
        direction
        
        expert judgment
        
        team members
        
        knowledge of project work
        
        time estimating
        
        schedule
        
        risk assesment
        
        expert judgment
        
        customers
        
        objectives
        
        quality requirements
        
        influence on budget/scheudle
        
        management
        
        budget
        
        resources
        
        project management methodology
        
        quality requirements
        
        project plan approval
    - - scope management plan
      - requirements managment plan
      - schedule management plan
      - cost management plan
      - quality management plan
      - resource management plan
      - communication management plan
        
        how when and by whom information will be
        administered and disseminated
      - risk management plan
      - procurement management plan
      - stakeholder engagement plan
      - baselines
        
        scope baseline
        
        scope statement
        
        wbs
        
        wbs dictionary
        
        schedule baseline
        
        comparison to the actual results
        
        cost baseline
        
        time based project budget
        
        comparison to actual results
      - additional items
        
        change management plan
        
        configuration management plan
        
        performance measurement baseline
        
        project life cycle
        
        adaptive
        
        scrum
        
        agile
        
        predictive
        
        development approach
        
        iterative
        
        agile
        
        hybrid
        
        management reviews
        
        points to let management
        review
        
        progress
        
        performances
- - - - spending funds
      - doing the work
    - - schedules
      - costs
      - quality
      - project progress
      - report data
    - - project management plan
      - project documents
        
        change log
        
        lessones learned register
        
        milestone list
        
        project communications
        
        project shedule
        
        requirements traceability matrix
        
        table where we trace requirements of the project
        
        risk register
        
        risk report
      - approved change requests
      - eef
      - opa
    - - expert judgment
      - PMIS
      - meetings
    - - deliverables
        
        product, result, capability
        
        outcomes of the project
        
        in addition any component of
        the project management plan
        
        es. quality management plan
        
        change control
        
        after the first version
        
        approved changes on deliverable
        
        scope validation
        
        customer validate the deliverable
        can require changes
        
        configuration management
        
        tools and procedires
        
        control of multiple versions of a deliverable
        
        be sure you get the last version
      - work performance data
        
        scope
        
        compliance of requirements
        
        non-conformities
        
        change request
        
        '# received
        
        '# approved
        
        '# rejected
        
        scheudle
        
        activites started
        
        finisched
        
        status of current activites
        
        cost
        
        cost of project
        
        costs-to-date
        
        balance of cost
        
        cost vairances
        
        quality
        
        techinical performance
        
        quality metrics
        
        nr. of defects
        
        rejection rate
        
        risks
        
        events
        
        occurences
        
        unidentified risk events
        
        new risk identified
        
        effectiveness of risk responses
        
        contingency metrics
        
        procure
        
        seller performance
        
        hours wortked
        
        total costs
      - issue log
        
        issue type
        
        who and when raised the issue
        
        issue priority
        
        assignee
        
        owner
        
        target resolution date
        
        issue status
        
        outcome
      - change requests
      - project management plan updates
      - project document updates
        
        activity list
        
        assumption log
        
        lessone learned register
        
        requirements documentation
        
        risk register
        
        stakeholder register
    - - Corrective Actions
        
        realigns project performance
        
        keeps work in scope
        
        rework or removing itens in scope
        
        gold plating
        
        adding new features not approved in order to consume the prevented budget
        
        scope creep
        
        tiny changes not approved
      - Preventive Actions
        
        ensure future performace
        
        safety
        
        training
        
        risk management
      - Defect Repair
        
        modifies nonconfromance to project requirements
        
        nonconfrming product
        
        fix the problem
      - these actions require a change request
        
        requre time
        
        require money
      - these actions require to modify project documntation
  - - - Project management plan
      - project documents
        
        lessons learned register
        
        project team assigments
        
        resource breakdown structure
        
        source selection criteria
        
        chosing vendors
        
        stakeholder register
      - deliverables
      - eef
      - opa
    - - expert judgment
      - knowledge management
      - information mangement
      - interpersonal and team skills
        
        active listening
        
        facilitation
        
        leadership
        
        networking
        
        political awareness
    - - lessons learned register
      - project management plan updates
      - opa updates
    - - existing knowledge
      - new knowledge
    - - share with current project
      - share for future projects
      - share for operations
    - - explicit
        
        quick easy to explain
      - tacit
        
        difficult to express
        
        years of experience
    - - storytelling
        
        explain tacit knowledge
        
        team members
        
        experts
      - knowldge fairs and cafes
        
        fast lessons
        
        partecipants move
        between "tents"
      - work shadowing
        
        follow an expert
        
        understand whatcing
      - reverse shadowing
        
        the expert watch me
      - . 5. creative and ideas management
        
        brainstorming
        
        mind mapping
        
        affinity diagrams
      - discussion forums and focus group
      - networking with colleagues
      - communities of practice and
        special interest groups
      - meeting to discuss
        
        project
        
        application
        
        uniform approach
      - 10.training events
        
        share knowledge to a group
        
        uniformity
- - - - what's happen in execution
        is what was planned
    - - project management plan
      - project documents
        
        assumption log
        
        basis of estimates
        
        cost forecasts
        
        issue log
        
        lessons learned register
        
        milestone list
        
        quality reports
        
        risk register
        
        risk report
        
        schedule forecast
      - work performance information
      - agreements
      - eef
      - opa
    - - expert judgment
      - data analysis
        
        alternatives analysis
        
        es. oracle or sql
        
        choose an action
        
        corrective
        
        prevent
        
        cost-benefits analysis
        
        for choosing crrective actions
        
        earned value analysis
        
        sute of formulas
        
        show project performance
        
        root cause nalysis
        
        understand the cause from symptoms
        
        trend analysis
        
        recurring events
        
        problems
        
        threats
        
        opportunites
        
        variance aalysis
        
        difference and planned and executed
        
        helps to find root causes
      - decision making
      - meetings
    - - work performance reports
      - change requests
      - pm plan updates
      - project docs updates
        
        cost forecasts
        
        issue log
        
        lessons learned register
        
        risk register
        
        schedule forecast
  - - - pm plan
        
        change management plan
        
        confguration management plan
        
        scope management plan
        
        schedule management plan
        
        cost baseline
      - project documents
        
        basis of estimates
        
        requirements traceability matrix
        
        risk report
      - work performance reports
      - change requests
        
        caputring the changes
        
        entered into change management system
        
        enter into configuration management system
        
        features
        
        functions
        
        es. blue prints
        
        approved
        
        rule to approve defined in pm plan
        
        scope
        
        schedule
        
        in pm plan should be defined rules
        
        threqasold to automatically approve
        
        when to involve sposor
        
        could exists a change request board
        
        who create?
        
        processes
        
        corrective actions
        
        preventive actions
        
        defect repair
        
        updates to formally controlled documents
        
        es. a new stakeholder is set
        
        es. a new vendor contract is set
      - eef
      - opa
        
        historical informations
    - - expert judgment
      - change control tools
      - data analysis
        
        alternatives analysis
        
        cost benefits analysis
      - decision making
        
        voting
        
        unanimity
        
        majority
        
        plurality
        
        autocratic decision making
        
        one person decide
        
        multicriteria analysis
        
        decision matrix
        
        analytical approach
        
        predefined criteria
      - meetings
    - - approved change requests
      - pm plan updates
      - project docs update
      - change log
    - - any changes to features and fuctions
      - defines how the project work is completed
      - deliverables are changed
      - facts
        
        configuration identification
        
        documentation of product and its components
        
        configuration status accounting
        
        about the product infromation
        
        metricts and specs
        
        quality
        
        what's the customer expect
        
        configuration verifcation and auditing
        
        performance attributes of the product
        
        functional attributes of the product
    - - document change requests
      - unapproved changes
        
        rejected requests are
        registered in change log
      - scope creep
        
        activites that bypass the change control
        
        direct request from stakeholder to developer
        
        project poison
      - gold plating
        
        at the end of the project
        
        extra money to spend
        
        add not required features
      - track changes
        
        es. defact repair
        
        when I change is approved it must
        be plan and executed correctly
        
        check if a defect repair is in scope before perform change
- - - - project charter
      - pm plan
      - project documents
        
        assumption log
        
        basis of estimates
        
        change log
        
        issue log
        
        lessons learned register
        
        mlestone list
        
        project communications
        
        quality contro measurement
        
        quality reports
        
        requirements documentation
        
        risk register
        
        risk report
      - accepted deliverables
      - business documents
        
        business case
        
        benefit management plan
      - agreements
      - procurement documentation
      - opa
    - - expert judgment
      - data analysis
        
        document analysis
        
        regression analysis
        
        trend analysis
        
        variance analysis
      - meetings
    - - project docs updates
        
        lessons learned register
        
        final product, service or result
        transition
        
        final report
        
        summary of the project or phase
        
        evidence that completition was met
        
        scope objectives
        
        resons for variances
        
        cost objectives
        
        quality objectives
        
        schedule objectives
        
        review
        
        meeting/failed business objectives
        
        risks managed within project
        
        opa updates
    - - execution of closing the phase / project
      - closing project accounts
        
        financial closure
        
        purhcase orders
      - reassign personnel
        
        to other projects
        
        to operation
      - dealing with excess project material
        
        spare parts
        
        send back to vendor
        
        used in other projects
      - reallocating project facilities
        
        equipments
        
        other roesources
      - creating the final project reports
    - - formal acceptance of work
      - finalizing open claims
      - updating records to reflect results
      - archiving infomations
        
        for future use of that vendor
        
        usefull for future procurement
    - - finalize project or phase records
      - audit project
        
        success
        
        failure
      - manage knowledge transfer and share
      - complete lessons learned
      - archive project informations
      - transfer project/service/result
        
        next project phase
        
        production
        
        operations
      - collecting any suggestions
        
        update opa
        
        sending improvement suggestions to appropriate
        functions
      - measure stakeholder satisfaction
    - - why was terminated
      - communicate with stakeholders
      - complete project closure