项目管理知识领域

1、Frame of Project Integration ManagementChapter 4 Project Integration Management项目管理知识领域scopetimecostqualityHumanresourcecommunicateriskprocurement项目生命周期各阶段successIntegration Managementcloseexecuteinitiatedevelop1Major Project DocumentsProject Charter. Formally authorizes the project.Project Scope St

2、atement. States what work is to be accomplished and what deliverables need to be produced.Project Management Plan. States how the work will be performed.2Integration Management means:to identify, define, combine, unify, and coordinate the various processes and project management activities within th

3、e Project Management Process Groups.making choices about where to concentrate resources and effort, anticipating potential issues, dealing with these issues before they become critical, coordinating work for the overall project good and making trade-offs among competing objectives and alternatives.3

4、The integrative project management processes include:4.1 Develop Project Charter 4.2 Develop Preliminary Project Scope Statement 4.3 Develop Project Management Plan 4.4 Direct and Manage Project Execution 4.5 Monitor and Control Project Work 4.6 Integrated Change Control 4.7 Close Project44.1 Develo

5、p Project CharterThe project charter is the document that formally authorizes a project.A project initiator or sponsor external to the project organization issues the project charter.Chartering a project links the project to the ongoing work of the organization.56Purpose of project charter:Developin

6、g the project charter is primarily concerned with documenting the business needs, project justification, current understanding of the customers requirements.The project manager should always be assigned and the project charter provides the project manager with the authority to apply organizational r

7、esources to project activities.74.1.1 Develop Project Charter: Inputs.1 Contract (When Applicable) if the project is being done for an external customer.2 Project Statement of Work (SOW) A narrative description of products or services to be supplied by the project. For internal projects, the project

8、 initiator or sponsor provides the statement of work based on business needs, product, or service requirements. For external projects, the statement of work can be received from the customer as part of a bid document.8.3 Enterprise Environmental Factors Organizational or company culture and structur

9、e Governmental or industry standards Infrastructure Existing human resources Personnel administration Company work authorization system Marketplace conditions Stakeholder risk tolerances Commercial databases Project management information systems9 Organizations processes and procedures for conductin

10、g work;Organizational corporate knowledge base for storing and retrievingInformation. Templates (e.g. WBS) Change control procedures Risk control procedures Financial controls procedures Project files Historical information and lessons learned knowledge baseFinancial database.4 Organizational Proces

11、s Assetsall of the assets that are used to influence the projects successthey are inputs to continuous improvement. 104.1.2 Develop Project Charter: Tools and Techniques.1 Project Selection Methods Project selection methods are used to determine which project the organization will select. .2 Project

12、 Management Methodology.3 Project Management Information System PMIS is used to support generation of a project charter, facilitate feedback as the document is refined, control changes to the project charter, and release the approved document.4 Expert Judgment114.1.3 Develop Project Charter: Outputs

13、.1 Project CharterThe project charter should address the following information:12Requirements that satisfy customer, sponsor, and other stakeholder needs, wants and expectationsBusiness needs, high-level project description, or product requirements that the project is undertaken to address Project p

14、urpose or justificationAssigned Project Manager and authority levelSummary milestone scheduleStakeholder influencesFunctional organizations and their participationOrganizational, environmental and external assumptionsOrganizational, environmental and external constraintsBusiness case justifying the

15、project, including return on investmentSummary budget.risk factorsfactors that limit performance, contractual provisions, budget13Uses outputs from other planning processes to create consistent document to guide project execution and controlProvides a baseline to track progress measurement and proje

16、ct control4.3 Develop Project Management Plan14The purpose is to create a consistent or coherent plan.The function is toguide project executionprovide a baseline for control15.1 Preliminary Project Scope Statement Constraints Assumptions.2 Project Management Processes primarily the planning process

17、outputs.3 Enterprise Environmental Factors.4 Organizational Process Assets Historical information4.3.1 Develop Project Management Plan: Inputs161. Project Management Methodology2. Project Management Information System Configuration Management System Change Control System3. Expert Judgment Stakeholde

18、r Skills & Knowledge tap into plan development; use expertise for reasonableness4.3.2 Develop Project Management Plan: Tools and Techniques17 The project management plan documents the collection of outputs of the planning processes of the Planning Process Group .4.3.3 Develop Project Management Plan

19、: Outputs 1. Project Management Plan The project management plan can be composed of one or more subsidiary plans and other components.18Major milestones and target dates Resource calendar Risk registerRequired Staff and responsibility assignmentsRisks, constraints and assumptionsOpen IssuesPending D

20、ecisionsThese other components include: Schedule baseline Cost baseline Quality baselinePerformance measurement baselines19Project Plan is a collection that changes over time as more information about the project becomes availableBaseline will change only in response to approved scope change20to per

21、form multiple actions to execute the project management plan to accomplish the work defined in the project scope statement. Primary process for carrying out the project plan4.4 Direct and Manage Project Execution21.1 Project Management Plan.2 Approved Corrective Actions.3 Approved Preventive Actions

22、.4 Approved Change Requests.5 Approved Defect Repair.6 Validated Defect Repair.7 Administrative Closure Procedure4.4.1 Project Plan Execution : InputsPEC22 1. Project Management MethodologyGeneral Management SkillsProduct Skills and Knowledge （provided by staffing）2.Project Management Information Sy

23、stem Work Authorization System formal procedure for sanctioning work written or verbal authorization3.Status review meetings regular exchanges of information4.4.2 Project Execution: Tools and TechniquesProcedureAuthority levelsdocument23.1 Deliverables.2 Requested Changes.3 Implemented Change Reques

24、ts.4 Implemented Corrective Actions.5 Implemented Preventive Actions.6 Implemented Defect Repair.7 Work Performance Information (Work results ) the outcome of activities performed is fed into the performance reporting process4.4.3 Direct and Manage Project Execution: OutputsPECClose24Monitoring incl

25、udes collecting, measuring, and disseminating performance information, and assessing measurements and trends to effect process improvements.Corrective or preventive actions are taken to control the project performance.4.5 Monitor and Control Project Work251. Project Management Plan2. Work Performanc

26、e Information3. Rejected Change Requests4.5.1 Monitor and Control Project Work: Inputs264.5.2 Monitor and Control Project Work: Tools and Techniques.1 Project Management Methodology.2 Project Management Information System.3 Earned Value Technique.4 Expert Judgment27Earned Value Techniquemeasures per

27、formance of the projectprovides a means to forecast future performance based upon past performance.BCWP (EV) : budgeted cost of work performedBCWS (PV) : budgeted cost of work scheduledACWP (AC) : actual cost of work performed284.5.3 Monitor and Control Project Work: Outputs.1 Recommended Corrective

28、 Actions.2 Recommended Preventive Actions.3 Forecasts.4 Recommended Defect Repair.5 Requested Changes29Tasks of Integrated Change ControlInfluencing factors that create change to ensure beneficial results; ensure that change is beneficialDetermining that change has occurredManaging actual changes as

29、 they occurEvaluate impact of changeMeet with team to discuss alternatives4.6 Integrated Change Control30Change control requires:Maintaining integrity of performance measurement baselinesEnsuring changes to scope are accurately recordedCoordinating changes across knowledge areas (scheduling, risk, c

30、ost, quality, etc.)31.1 Project Management Plan.2 Requested Changes.3 Work Performance Information.4 Recommended Preventive Actions.5 Recommended Corrective Actions.6 Recommended Defect Repair.7 Deliverables4.6.1 Integrated Change Control: Inputs32Change Control System collection of formal procedure

31、s, paperwork, tracking systems, approval levelsConfiguration Management4.6.2 Integrated Change Control: Tools and TechniquesPerformance Measurement earned value analysis, variance analysis33Change Control System may haveChange Control PlanChange Control Board decision makingChange Control Procedures

32、Change forms ,Performance Statistics 34Configuration Management includes identifying, documenting, and controlling changes to the baseline.Identify and document functional and physical characteristicsControl changes to these characteristicsRecord and report change and implementation statusAudit item

33、s and system to verify requirements35So configuration management is used to ensure :The description of product is correct and complete (change included);The product created conforms to the requirements (with change included)36.1 Approved Change Requests.2 Rejected Change Requests.3 Project Managemen

34、t Plan (Updates).4 Project Scope Statement (Updates).5 Approved Corrective Actions.6 Approved Preventive Actions.7 Approved Defect Repair.8 Validated Defect Repair.9 Deliverables4.6.3 Integrated Change Control: Outputs37Change control is necessary because projects seldom run exactly according to the project management plan.those approved changes should be incorporated into a revised baseline.38Lessons LearnedProject is not complete until a Lessons Learned is completedWhat have we done, and how can we do it betterTechnical Aspects of the projectProject Management (WBS, plans, et