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Chapter 4: Project Integration Management - Coggle Diagram
Chapter 4: Project Integration Management
Project Integration Management Processes
Developing the project management plan involves coordinating all planning efforts to create a consistent, coherent document
Directing and managing project work involves carrying out the project management plan by performing the activities included in it
Developing the project charter involves working with stakeholders to create the document that formally authorizes a project
Monitoring and controlling project work involves overseeing activities to meet the performance objectives of the project
Performing integrated change control involves identifying, evaluating, and managing changes throughout the project life cycle
Closing the project or phase involves finalizing all activities to formally close the project or phase
Strategic Planning and Project Selection
Organizations often perform a SWOT analysis
Strengths, Weaknesses, Opportunities, and Threats
As part of strategic planning, organizations
use realistic methods to select which projects to work on
formalize project initiation by issuing a project charter
identify potential projects
Strategic planning involves determining long-term objectives, predicting future trends, and projecting the need for new products and services
Methods for Selecting Projects
performing net present value or other financial analyses
using a weighted scoring model
categorizing information technology projects
implementing a balanced scorecard
focusing on broad organizational needs
Categorizing IT Projects
how long it will take to do and when it is needed
the overall priority of the project
One categorization is whether the project addresses
a problem
an opportunity, or
a directive
Focusing on Broad Organizational Needs
It is often difficult to provide strong justification for many IT projects, but everyone agrees they have a high value
Three important criteria for projects
There are
funds
available
There’s a strong
will
to make the project succeed
There is a
need
for the project
Financial Analysis of Projects
Three primary methods for determining the projected financial value of projects
Return on investment (ROI)
Payback analysis
Net present value (NPV) analysis
Developing a Project Charter
A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management
Inputs for Developing a Project Charter
A project statement of work
A business case
Agreements
Enterprise environmental factors
Organizational process assets, which include formal and informal plans, policies, procedures, guidelines, information systems, financial systems, management systems, lessons learned, and historical information
Directing and Managing Project Work
Involves managing and performing the work described in the project management plan
The majority of time and money is usually spent on execution
The application area of the project directly affects project execution because the products of the project are produced during execution
Developing a Project Management Plan
A project management plan is a document used to coordinate all project planning documents and help guide a project’s execution and control
Common Elements of a Project Management Plan
Introduction or 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
Monitoring and Controlling Project Work
Changes are inevitable on most projects, so it’s important to develop and follow a process to monitor and control changes
Monitoring project work includes collecting, measuring, and disseminating performance information
A baseline is the approved project management plan plus approved changes
Performing Integrated Change Control
Change Control System
A change control system is a formal, documented process that describes when and how official project documents and work may be changed
Change Control Board (CCB)
A change control board is a formal group of people responsible for approving or rejecting changes on a project
Closing Projects or Phases
To close a project or phase, you must finalize all activities and transfer the completed or cancelled work to the appropriate people
Main outputs include
Final product, service, or result transition
Organizational process asset updates