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CHAPTER 4 : Project Integration Management - Coggle Diagram
CHAPTER 4 : Project Integration Management
P. I. M Processes
The Carter :red_flag: Working with stakeholders to create the document that formally authorizes a project is part of the project charter development process.
Project Management Plan :red_flag: Creating a consistent and coherent project management plan necessitates coordinating all planning efforts.
Managing and directing project work entails following the project management plan and carrying out the activities outlined in it.
Strategic Planning and Project Selection
Determining long-term objectives, predicting future trends, and projecting the demand for new products and services are all part of strategic planning.
SWOT analysis
part of strategic planning
identify potential projects
use realistic methods to select which projects to work on
formalize project initiation by issuing a project charter
Methods for Selecting Projects
focusing on broad organizational needs
categorizing information technology projects
using a weighted scoring model
implementing a balanced scorecard
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
Categorizing IT Projects
a problem, an opportunity, a directive
Another categorization is how long it will take to do and when it is needed
Another is the overall priority of the project
Financial Analysis of Projects
Financial considerations are often an important consideration in selecting projects
:check:Net present value (NPV) analysis
:check:Return on investment (ROI)
:check:Payback analysis
Developing a Project Charter
document that formally recognizes the existence of a project
Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project
Inputs
project statement of work
business case
Agreements
Enterprise environmental factors
Common Elements
Introduction or overview of the project
Description of how the project is organized
Work to be done, schedule, and budget information
Coordinating Planning and Execution
Project planning and execution are intertwined and inseparable activities
Those who will do the work should help to plan the work
Project managers must solicit input from the team to develop realistic plans
Project Execution Tools and Techniques
Expert judgment :star:Experts can help project managers and their teams make many decisions related to project execution
Meetings :star: Meetings allow people to develop relationships
Project management information systems :star: many organizations are moving toward powerful enterprise project management systems that are accessible via the Internet
Performing Integrated Change Control
Three main objectives
Influencing the factors that create changes to ensure that changes are beneficial
Determining that a change has occurred
Managing actual changes as they occur
Change Control System
formal, documented process that describes when and how official project documents and work may be changed
Describes who is authorized to make changes and how to make them
Change Control Board (CCB)
formal group of people responsible for approving or rejecting changes on a project
provide guidelines for preparing change requests, evaluate change requests, and manage the implementation of approved changes
Includes stakeholders from the entire organization
Closing Projects or Phases
finalize all activities and transfer the completed or cancelled work to the appropriate people
Main outputs
Final product, service, or result transition
Organizational process asset updates