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PROJECT MANAGEMENT: THE INTEGRATION MANAGEMENT KNOWLEDGE AREA


7 Processes of Integration Management Knowledge area • • • • • • •

4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.4 Manage Project Knowledge 4.5 Monitor and Control Project Work 4.6 Perform Integrated Change Control 4.7 Close Project or Phase

Spans all 5 Project Management Process Groups • • • • •

Initiating Planning Execution Monitoring & Controlling Closing

Overview of Integration Management


Process Groups and Integration Management Processes Initiation • 4.1 Develop Project Charter

Planning

Execution

• 4.2 Develop Project Management Plan

• 4.3 Direct and Manage Project Work • 4.4 Manage Project Knowledge

Monitoring & Controlling • 4.5 Monitor and Control Project Work • 4.6 Perform Integrated Change Control

Closing • 4.7 Close Project or Phase


Overview of the Integration Management Knowledge Area ■

Integration Management aids in creating and coordinating a cohesive project

Justifies the existence of the Project Manager

Project Manager is responsible for integrating the parts of the project

Works with the least amount of resources possible

Works to complete things faster and more efficient

Sponsor works to limit external risks to the project


4.1 DEVELOP PROJECT CHARTER

Belongs to the Initiating Project Process Group


4.1 DEVELOP PROJECT CHARTER

Conducted in the Initiating Process Group

Project Sponsor is Responsible for the Project Charter, although a Project Manager may Prepare it

Grants Authority to the Project Manager to Commit Resources

Describes How the Project May Meet Goals of the Organization


4.1 DEVELOP PROJECT CHARTER Goals • Provides authority to the project manager and the existence of the project • Create the Project Charter

Project Charter May Include • A Project Title and Description • Project Sponsor(s), Project Manager, and HighLevel Project Manager Authority over the Project • The Business Case is Written to describe Why the Project is Being Done • Resource Estimates • High-Level Threats and Opportunities (Risks) • Project Stakeholders and Their Requirements • High-Level Description of Deliverables and Measurable Objectives to Reach Goals • Project Acceptance Criteria


4.2 DEVELOP PROJECT MANAGEMENT PLAN

Belongs to the Planning Process Group


4.2 DEVELOP PROJECT MANAGEMENT PLAN Conducted in the Planning Process Group

Defines the Overall Strategy for Managing the Project

• Consists of many plans developed by other project management processes conducted during planning

• Meeting Project Objectives • Tailored for Each Project • Managing Resources

Includes • Scope Management Plan • Requirements Management Plan • Stakeholder Management Plan • Stakeholder Register • Assumptions • Lessons Learned Register


4.2 DEVELOP PROJECT MANAGEMENT PLAN ■ The Project Management Plan integrates all the knowledge area management plans into a whole. ■ Consists of – A series of plans from the other knowledge areas and baselines – Project management processes that will be used on the project – Management plans for knowledge areas


COMPONENTS OF A PROJECT MANAGEMENT PLAN 4.2 DEVELOP PROJECT MANAGEMENT PLAN


Stakeholder Management Plan

Change Management Plan

Configuration Management Plan

Requirements Management Plan Resource Management Plan

Schedule Management Plan

Project Life Cycle

Schedule Baseline

Scope Management Plan

Scope Baseline

Cost Management Plan

Cost Baseline

Communications Management Plan

Performance Measurement Baseline

Development Approach

Quality Management Plan

Procurement Management Plan

Risk Management Plan

Possible Items to include in a Project Management Plan


Part of the Develop Project Management Plan Process Describes how changes should be controlled and managed Components Include: • Authorization of a Change Control Board (CCB) • Change request procedures • Authorization levels for approving changes • Change tracking procedures and tools utilized

Change Management Plan


Configuration Management Plan

Part of the Develop Project Management Plan Process

Defines the management of changes to deliverables and the documentation

Describes a version control system for the documentation

Can include a change control system for managing changes


Part of Project Scope Management knowledge area

Scope Management Plan

Describes how the scope will be defined, developed, monitored, controlled, and validated

Components include: Directions for preparing project scope statement

Approval process for scope baseline

Formal acceptance procedures for project deliverables


Requirements Management Plan

PART OF PROJECT SCOPE MANAGEMENT KNOWLEDGE AREA

DESCRIBES HOW REQUIREMENTS WILL BE COLLECTED, ANALYZED, AND DOCUMENTED

THE PROCESS FOR PLANNING, TRACKING, AND REPORTING REQUIREMENTS

PRIORITIZATION PROCESS FOR CONFLICTING REQUIREMENTS


4.3 DIRECT AND MANAGE PROJECT WORK

Belongs to the Executing Process Group


Conducted in the Executing Process Group

4.3 DIRECT AND MANAGE PROJECT WORK

Integrates the people management, project work, and approved changes The Project Plan is a major input Includes: • Requesting Changes • Doing the Project Work • Doing Approved Changes • Correcting Defects

Outputs: • Project Deliverables/Work product • Work Performance Information • New Change Requests and the implementation • Defect Corrections


4.4 MANAGE PROJECT KNOWLEDGE

Belongs to the Executing Process Group


Carried out during the Executing Process Group

Create and document new knowledge gained to help ensure successful completion of future projects

Using existing knowledge to ensure successful project completion

Outputs: • Lessons Learned Register, ongoing documentation of lessons learned

4.4 MANAGE PROJECT KNOWLEDGE


4.5 MONITOR AND CONTROL PROJECT WORK

Belongs to the Monitoring & Controlling Process Group


4.5 MONITOR AND CONTROL PROJECT WORK Occurs as part of the Monitoring & Controlling process group, but it is a function done from Initiation until Closing Requires monitoring project performance measurements

Possible Outputs:

Change Requests Updates to Project Management Plan Work authorizations/Official start of work package activities


4.6 PERFORM INTEGRATED CHANGE CONTROL

Belongs to the Monitoring & Controlling Process Group


4.6 PERFORM INTEGRATED CHANGE CONTROL

Conducted as part of the Monitoring & Controlling Process Group

Works to ensure successful change management of the project by evaluating change impacts

Requires:

Complete Project Management Plan with realistic goals A completed scope of the project


THE PROJECT MANAGER SHOULD: ■

Work towards obtaining accurate final requirements to limit possible changes

Work to ensure risks are identified and mitigation plans in place

Develop time and costs reserves within the plan

Ensure a process is in place to control changes and make sure the process is followed

Allow only formally approved changes to be implemented

Develop clear roles, responsibilities, and escalation path for approving changes

Watch for the occurrence of excessive change requests which may require reconsideration of the Business Case


4.7 CLOSE PROJECT OR PHASE

Belongs to the Closing Process Group


Occurs in the Closing Process Group

4.7 CLOSE PROJECT OR PHASE

Close out all knowledge areas

Get the final approval for the project from the customer


Sources ■ A Guide to the Project Management Body of Knowledge – 6 th Edition ■ https://www.pmi.org/

Joshua Render https://agile-mercurial.com

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Project Management: Integration Management Knowledge Area  

Project Mangement - overview of the Integration management knowledge area within project management. Describes the 7 processes within integr...

Project Management: Integration Management Knowledge Area  

Project Mangement - overview of the Integration management knowledge area within project management. Describes the 7 processes within integr...

Profile for jrende02
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