Презентация на тему Integration Management

management
Explain the strategic planning process
Explain the importance

of creating a project charter to formally initiate projects
Describe preliminary project scope statement
Describe project management plan development
Explain project execution and its relationship to project planning

controlling project work
Understand the integrated change control process
Explain the

importance of developing and following good procedures for closing projects

Integration Management

Project managers must coordinate all of the other

knowledge areas throughout a project’s life cycle
Look at the “big picture” and not focus on too many details
Project integration management is not the same thing as software integration

define, combine, unify, and coordinate the various processes and

project management activities within the Project Management Process Groups
Includes characteristics of unification, consolidation, communication, and integrative actions that are crucial to controlled project execution through completion, successfully managing stakeholder expectations, and meeting requirements.
Includes making choices about resource allocation, making trade-offs among competing objectives and managing interdependencies among the project management Knowledge Areas

stakeholders to create the document that formally authorizes a

project—the charter

Develop project management plan: coordinating all planning efforts to create a consistent, coherent document—the project management plan

Direct and manage project execution: carrying out the project management plan by performing the activities included in it

work: overseeing project work to meet the performance objectives

of the project

Perform integrated change control: coordinating changes that affect the project’s deliverables and organizational process assets

Close project or phase: finalizing all project activities to formally close the project or phase

document that formally authorizes a project—the charter





Project statement of

work (SOW) is a narrative description of products, services, or results to be delivered by a project
Business need: Organization’s business need
Product scope description: documents the characteristics of the product, service, or results
Strategic Plan: documents the organization’s strategic vision, goals, and objectives

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Enterprise Environmental Factors:
Government standards, industry standards, or regulations
Organizational culture

and structure, management practices, and sustainability
Project Management Information System
Personnel administration (hiring and termination guidelines, reviews, training records)
Marketplace conditions
Organizational Process Assets:
Organizational standard processes, policies, and process definitions,
Standard templates,
Historical information and lessons learned knowledge base
Project files from previous projects

Groups, SME, PMO
Facilitations Techniques:
Brainstorming, Conflict Resolution, Problem Solving, and

Meeting Management

document issued by the project initiator or sponsor that

formally authorizes the existence of a project
It provides the project manager with the authority to apply organizational resources to project activities
If there is no project charter, the project does not exist
Project Charter contains:
Project Purpose or justification
Measurable project objectives and related success criteria
High-level requirements
Assumptions and constraints
High-level project description and boundaries
High-level risks
Summary milestone schedule
Summary budget
Stakeholder list

used to coordinate all project planning documents and help

guide a project’s execution and control
Plans created in the other knowledge areas are subsidiary parts of the overall project management plan

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

performing the work defined in the project management plan

and implementing approved changes to achieve the project’s objectives

accomplish project objectives;
Create project deliverables to meet the planned

project work;
Provide, train, and manage the team members assigned to the project;
Obtain, manage, and use resources including materials, tools, equipment, and facilities;
Implement the planned methods and standards;
Establish and manage project communication channels, both external and internal to the project team;

data
Issue change requests and implement approved changes;
Manage risks and

implement risk response activities;
Manage sellers and suppliers;
Manage stakeholders and their engagement; and
Collect and document lessons learned and implement approved process improvement activities

the impact of all project changes and the implementation

of approved changes:
Corrective action: An intentional activity that realigns the performance of the project work
Preventive action: An intentional activity that ensures the future performance of the project work
Defect repair: An intentional activity to modify a nonconforming product or product component

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

cause analysis; Reserve analysis; trend analysis; Earned value management;

Variance analysis

that create changes to ensure that changes are beneficial
Determining

that a change has occurred
Managing actual changes as they occur

project team should strive to do exactly what was

planned on time and within budget
Problem: stakeholders rarely agreed up-front on the project scope, and time and cost estimates were inaccurate
Modern view: project management is a process of constant communication and negotiation
Solution: changes are often beneficial, and the project team should plan for them

when and how official project documents and work may

be changed
Describes who is authorized to make changes and how to make them

responsible for approving or rejecting changes on a project
CCBs

provide guidelines for preparing change requests, evaluate change requests, and manage the implementation of approved changes
Includes stakeholders from the entire organization

it may take too long for changes to occur
Some

organizations have policies in place for time-sensitive changes
“48-hour policy” allows project team members to make decisions; then they have 48 hours to reverse the decision pending senior management approval
Delegate changes to the lowest level possible, but keep everyone informed of changes

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

other knowledge areas throughout a project’s life cycle
Main processes

include:
Develop project charter
Develop project management plan
Direct and manage project work
Monitor and control project work
Perform integrated change control
Close project or phase

important consideration in selecting projects
Three primary methods for determining

the projected financial value of projects:
Net present value (NPV) analysis
Return on investment (ROI)
Payback analysis

is a method of calculating the expected net monetary

gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time
Projects with a positive NPV should be considered if financial value is a key criterion
The higher the NPV, the better

called business_case_financials.xls

by subtracting the project costs from the benefits and

then dividing by the costs
ROI = (total discounted benefits - total discounted costs) / discounted costs
The higher the ROI, the better
Many organizations have a required rate of return or minimum acceptable rate of return on investment for projects
Internal rate of return (IRR) can by calculated by finding the discount rate that makes the NPV equal to zero