PMBOK Chapter 3 - Integration
PMBOK Chapter 3 - Integration
adopted from PMIs PMBOK 2000 and Textbook : Information Technology Project Management
Contents
importance of Project Integration Management process of project integration management
Project plan development Project plan execution Integrated change control
Project plan and its attribute Project plan execution Integration change control
Chapter 3 2
Note: The PMBOK Guide includes similar charts for each knowledge area.
5
Historical information
includes lessons learned from past project and similar projects, and the particular customers history.
Organizational policies
defined in terms of the product and cover the full range of management concerns.
Constraints
include results of previous project decision and performance, relevant lessons learned from past projects, and history with a particular customer and with similar projects.
Assumptions
include the results of previous project decisions and performance, as well as relevant lessons learned from past projects, and the history with a 8 particular customer and with similar projects.
Supporting detail
includes the results of previous project decisions and performance, as well as relevant lessons learned from past projects, and the history with a particular 10 customer and with similar projects.
Chapter 3
11
Chapter 3
12
Table 3-1. Sample Outline for a Software Project Management Plan (SPMP)
Introduction Project Management Plan Sections Project Managerial Technical Organization Process Process Work Packages, Schedule, and Budget Methods, tools, Work and packages; techniques; Dependencies; software resource documentation; requirements; and project budget and support resource functions allocation; and schedule
Section Topics
Project overview; project deliverables; evolution of the SPMP; reference materials; definitions and acronyms
Process model; organizational structure; organizational boundaries and interfaces; project responsibilities
Management objectives and priorities; assumptions, dependencies, and constraints; risk management; monitoring and controlling mechanisms; and staffing plan
Chapter 3
13
Stakeholder Analysis
A stakeholder analysis documents important (often sensitive) information about stakeholders such as
stakeholders names and organizations roles on the project unique facts about stakeholders level of influence and interest in the project suggestions for managing relationships
Chapter 3 14
Project plan execution involves managing and performing the work described in the project plan The majority of time and money is usually spent on execution The application area or the project directly affects project execution because the products of the project are produced during execution
Chapter 3 15
Supporting detail
Additional information or documents generated during development of the project plan. These details are outputs from other planning processes like technical documentation and documentation of relevant standards.
Organization policies
includes formal and informal policies, such as QC audits, continuous improvement targets, and personnel guidelines.
Preventive action
anything that reduces the probability of potential consequences of project risk events.
Correction action
anything that brings expected performance back in line with the project plan. They are outputs from the other knowledge areas.
16
Work authorization system a method for ensuring that qualified people do work at the right time and in the proper sequence
any formal procedure for sanctioning project work to ensure completion. It can involve written or verbal authorizations to being work.
17
Organizational procedure
formal and informal procedures often useful during project execution. Some policies are a) QC audits; b) continuous-improvement targets; c) personnel guidelines.
Chapter 3 18
21
Performance reports:
can alert the project team to issues that could cause problems in the future. Status reports describe the projects current standards. Progress reports describe the teams accomplishments.
Change requests:
These are the result of a) external events (such as new governmental regulations); b) errors or omissions in defining the project scope; c) errors or omissions in defining the project scope; d) a value-added change (such as taking advantage of new22 technology)
Performance measures
determine if variances form the plan require corrective action.
Additional planning
required to generate new or revised plans in the other knowledge areas.
Summary
importance of Project Integration Management
coordination and have the big picture
Summary (2)
Project plan and its attribute Project plan execution
managing and performing tasks stated in project plan involve time and money Skills: management skills, product skill and specialized skills Tools: work authorization system, status review meeting, project management software