[1] Project integration management definition
project integration management includes the identification, definition, combination, unification and coordination of various processes and project management activities belonging to the project management process group. in project management, integration is a combination of unity, consolidation, communication and networking, and these actions should be carried out throughout the project. project consolidation management includes the following options:
1. resource allocation;
2. balance competitive needs;
3. study various alternative methods;
4. tailor the process to achieve project objectives;
5. manage dependencies between various project management knowledge areas
project integration management refers to:
1. ensure consistency in the delivery date, project life cycle and benefit management plan of the product, service or outcome;
2. prepare the project management plan to achieve the project objectives;
3. ensure that appropriate knowledge is created and applied to the project and that the necessary knowledge is obtained from the project;
4. manage the performance and changes of activities in the project management plan;
5. make comprehensive decisions about key changes affecting the project;
6. measure and monitor the progress of the project and take appropriate measures to achieve the project objectives;
7. collect data on achieved results, analyze data to obtain information, and share information with relevant parties;
8. complete all project work, formally close all stages, contracts and the entire project;
9. manage the phase transitions that may be required.
[2] Project integration management process
1 developing a project charter — the process of preparing a document that formally approves the project and authorizes the project manager to use the organization's resources in project activities.
2 develop a project management plan — the process of defining, preparing, coordinating, and consolidating all the components of a project plan into a comprehensive project management plan.
3. direct and manage project work — lead and execute the work identified in the project management plan to achieve project objectives and implement the process of approved changes.
4 managing project knowledge — use existing knowledge and generate new knowledge to achieve project goals and help organize the learning process.
5 monitor project work — the process of tracking, reviewing, and reporting on overall project progress to achieve the performance goals identified in the project management plan.
6 implement holistic change control — review all change requests, approve changes, manage changes to deliverables, organizational process assets, project documents, and project management plans, and communicate the results of change processing.
7 end project or phase — the process of ending all activities of a project, stage, or contract
2.1. formulate the project charter
developing a project charter is the process of preparing a document that formally approves a project and authorizes the project manager to use the organization's resources in project activities. the main role of this process is to clarify the direct link between the project and the strategic objectives of the organization, establish the formal status of the project, and demonstrate the organization's commitment to the project. this process occurs only once or only at predefined points in the project.
the project charter establishes a partnership between the project implementation organization and the needs organization. once the project charter is approved, it marks the official launch of the project.
the project charter is a document issued by the project initiator or initiator, formally approving the establishment of the project and authorizing the project manager to use the organizational resources to carry out project activities. it records high-level information about the project and the products, services or outcomes that the project expects to deliver,
for example:
- project objectives;
- measurable project objectives and related success criteria;
- high-level requirements;
- high-level project description, boundary definition, and key deliverables
- overall project risk;
- overall milestone schedule;
- pre-approved financial resources;
- list of key stakeholders;
- project approval requirements (e.g., what criteria are used to evaluate project success, who draws conclusions about the success of the project, and who signs the project closure);
- project exit criteria (e.g., under what conditions can a project or phase be closed or canceled);
- delegated project manager and their duties and authority;
- name and authority of the sponsor or other person who approves the project charter.
- the project charter ensures that interested parties generally agree on key deliverables, milestones, and the roles and responsibilities of each project participant.
assume log:
typically, when preparing a business case prior to project launch, identify strategic and operational assumptions and constraints at the highest level. these assumptions and constraints should be incorporated into the project charter. lower-level activity and task assumptions are generated during the project as activities such as defining technical specifications, estimates, schedules, and risks are carried out. the hypothesis log is used to record all assumptions and constraints throughout the life of the project
2.2. develop a project management plan
developing a project management plan is the process of defining, preparing, coordinating, and consolidating all the components of a project plan into a comprehensive project management plan. the main role of this process is to generate a comprehensive document that determines the basis of all project work and how it is carried out, either once or at predefined points in the project.
the project management plan determines how the project is executed, monitored, and finalized, and its content will vary depending on the application area and complexity of the project.
the project management plan should be bench marked, i.e., at a minimum, benchmarks should be provided for the scope, timing and cost of the project in order to assess project performance and manage project performance. the project management plan may need to be updated multiple times before the baseline is determined, and these updates do not need to follow formal procedures. however, once a baseline has been established, it can only be updated by implementing an overall change control process. in such cases, if a change is required, a request for change should be made pending a decision. this process will result in a project management plan. before the project is finalized, the program needs to be progressively detailed through continuous updates, and these updates need to be controlled and approved.
project commencement: usually means the end of the planning phase and the beginning of the execution phase, designed to communicate project objectives, secure the team's commitment to the project, and clarify the roles and responsibilities of each interested party. groundbreaking meetings may be held at different points in time, depending on the characteristics of the project.
project management plan components include, but are not limited to, scope management plans. requirements management plan. schedule management planning. cost management planning. quality management plan. resource management planning. communication management plan. risk management plan. procurement management plan. interested parties participate in the program.
Scope Benchmark: Approved scope specifications, work breakdown structures (WBS) and corresponding WBS dictionaries for comparison
schedule benchmark: an approved schedule model used as a basis for comparison with actual results.
cost baseline: an approved, time-period allocated project budget that is used as a basis for comparison with actual results.
2.3. directing and managing project work
directing and managing project work is the process of leading and executing the work identified in the project management plan and implementing approved changes to achieve project objectives. the main role of this process is to develop integrated management of project work and deliverables to improve the likelihood of project success. this process needs to be carried out throughout the project.
project schedule: the schedule contains at least a list of work activities, durations, resources, and the start and finish dates of the plan
requirements tracking matrix: the requirements tracking matrix connects product requirements to the corresponding deliverables and helps to focus on the final outcome
risk register: the risk register provides information on the various threats and opportunities that may affect the execution of the project.
risk reports: risk reports provide information about the sources of risk for an overall project, as well as a summary of the risks identified for individual projects
Approved Change Request: Is the output of the implementation of the overall change control process, including change requests reviewed and approved by the project manager and, if necessary, reviewed and approved by the Change Control Committee (CCB). Approved change requests may be corrective actions, preventive actions, or remediation of defects that are incorporated into the project schedule and implemented by the project team, may have an impact on any area of the project or project management plan, and may also result in modifications to formally controlled project management plan components or project documents.
The Project Management Information System (PMIS) :P PROVIDEs information technology (IT) software tools such as schedule software tools, work authorization systems, configuration management systems, information collection and publishing systems, and an interface to other online automation systems such as a company knowledge base. Automatic collection and reporting of key performance indicators (KPIs) can be a feature of the system.
problem logs: project managers often encounter problems, gaps, inconsistencies, or unexpected conflicts throughout the project lifecycle. there are certain actions that project managers need to take to address them so as not to affect project performance. a problem log is a project file that records and follows up all issues, and the content required to record and follow up may include: problem type; problem sponsor and time; problem description; problem priority; who is responsible for solving the problem; target resolution date; problem status; final resolution situation, etc.
problem logs can help project managers effectively follow up and manage issues, ensuring they are investigated and resolved. as output of this procedure, the problem log is created for the first time, although problems can occur at any time during the project. the issue log should be updated with monitoring activity throughout the project lifecycle.
change request: a change request is a formal proposal to modify any document, deliverable, or benchmark. if problems are identified while conducting project work, a change request may be made to modify the quality of the project policy or procedure, project or product scope, project cost or budget, project schedule, and project or product results. other change requests include necessary preventive or corrective actions to prevent adverse consequences in the future.
corrective action. purposeful activities undertaken to reconcile project performance with the project management plan.
precautions. purposeful activities undertaken to ensure that the future performance of project work is in line with the project management plan.
defect remediation. purposeful activities to correct inconsistencies in products or product components.
update. changes to formally controlled project documents or plans, etc., to reflect the changes or additions to the comments or content
2.4. manage project knowledge
managing project knowledge is the process of using existing knowledge and generating new knowledge to achieve project goals and help organize learning. the primary role of this process is to create or improve project outcomes using existing organizational knowledge and to make the knowledge created by current projects available to support organizational operations and future projects or phases. this process needs to be carried out throughout the project.
2.5. monitor project work
monitoring project work is the process of tracking, reviewing, and reporting on overall project progress to achieve the performance objectives identified in the project management plan. the main role of this process is to let interested parties know the current status of the project and recognize actions taken to address performance issues, as well as to inform stakeholders of future project status through cost and schedule forecasting. this process needs to be carried out throughout the project.
2.6. implement overall change control
implementing holistic change control is the process of reviewing all change requests, approving changes, managing changes to deliverables, project documents, and project management plans, and communicating the results of change processing. this process reviews all requests for changes to a project document, deliverable, or project management plan and determines a plan for disposing of the change request. the main role of this process is to ensure a comprehensive review of the changes that have been documented in the project. making changes without regard to their impact on overall project goals or plans often exacerbates overall project risks. this process needs to be carried out throughout the project.
scope benchmark: provide project and product definitions.
schedule baseline: used to assess the impact of changes on the progress of a project
cost baseline: used to assess the impact of changes on project costs.
estimate basis: indicates how duration, cost, and resource estimates were made and can be used to calculate the time, budget, and resource impact of changes.
the requirements tracking matrix helps assess the impact of changes on the scope of the project.
risk reports provide information about the sources of overall and individual project risks related to change requests
work performance reports: work performance reports that are particularly useful for implementing an overall change control process include: resource availability, progress and cost data, earned value reports, burn charts, or burn down charts.
2.7. end of a project or phase
Ending a project or stage is the process of ending all activities in a project, stage, or contract. the primary role of this process is to archive project or phase information, complete planned work, and free up organizational team resources to start new work. it is carried out only once or only at predefined points in the project.
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