IT项目管理综合管理(第四章)

Chapter4:

ProjectIntegrationManagementChapter4:

ProjectIntegrationManagementWhatIsProjectIntegrationManagement?StrategicPlanningandProjectSelectionDevelopingaProjectManagementPlanDirectingandManagingProjectExecutionMonitoringandControllingProjectWorkPerformingIntegratedChangeControlClosingProjectsorPhasesUsingSoftwaretoAssistinProjectIntegrationManagement3TheKeytoOverallProjectSuccess:GoodProjectIntegrationManagementProjectmanagersmustcoordinatealloftheotherknowledgeareasthroughoutaproject’slifecycleManynewprojectmanagershavetroublelookingatthe“bigpicture”andwanttofocusontoomanydetails.Projectintegrationmanagementisnotthesamethingassoftwareintegration4WhatIsProjectIntegrationManagement?Projectintegrationmanagementinvolvescoordinatingalloftheotherprojectmanagementknowledgeareasthroughoutaproject'slifecycle.Therearesixmainprocessesinvolvedinprojectintegrationmanagement:Developtheprojectcharter:Workwithstakeholderstocreatethedocumentthatformallyauthorizesaproject—thecharter.Developtheprojectmanagementplan:Coordinateallplanningeffortstocreateaconsistent,coherentdocument—theprojectmanagementplan.Directandmanageprojectexecution:

Carryouttheprojectmanagementplanbyperformingtheactivitiesincludedinit.Monitorandcontroltheprojectwork:Overseeprojectworktomeettheperformanceobjectivesoftheproject.Performintegratedchangecontrol:Coordinatechangesthataffecttheproject’sdeliverablesandorganizationalprocessassets.Closetheproject:Finalizeallprojectactivitiestoformallyclosetheproject.5ProjectintegrationmanagementsummaryChapter4:

ProjectIntegrationManagementWhatIsProjectIntegrationManagement?StrategicPlanningandProjectSelectionDevelopingaProjectManagementPlanDirectingandManagingProjectExecutionMonitoringandControllingProjectWorkPerformingIntegratedChangeControlClosingProjectsorPhasesUsingSoftwaretoAssistinProjectIntegrationManagement7StrategicPlanningandProjectSelectionStrategicplanninginvolvesdetermininglong-termobjectives,predictingfuturetrends,andprojectingtheneedfornewproductsandservices.OrganizationsoftenperformaSWOTanalysis:Strengths,Weaknesses,Opportunities,andThreatsAspartofstrategicplanning,organizationsidentifypotentialprojectsuserealisticmethodstoselectwhichprojectstoworkonformalizeprojectinitiationbyissuingaprojectcharter8IdentifyingPotentialProjectsManyorganizationsfollowaplanningprocessforselectingITprojects.It’scrucialtoalignITprojectswithbusinessstrategy.9MethodsforSelectingProjectsThereisusuallynotenoughtimeorresourcestoimplementallprojects.Methodsforselectingprojectsinclude:Focusingonbroadorganizationalneeds.Thereisaneedfortheproject.Therearefundsavailablefortheproject.Thereisastrongwilltomaketheprojectsucceed.Categorizinginformationtechnologyprojects.AproblemAnopportunityAdirectivePerformingnetpresentvalueorotherfinancialanalyses.Usingaweightedscoringmodel.Implementingabalancedscorecard.10ProjectChartersAfterdecidingwhatprojecttoworkon,itisimportanttolettherestoftheorganizationknow.Aprojectcharterisadocumentthatformallyrecognizestheexistenceofaprojectandprovidesdirectionontheproject’sobjectivesandmanagement.Keyprojectstakeholdersshouldsignaprojectchartertoacknowledgeagreementontheneedandintentoftheproject；asignedcharterisakeyoutputofprojectintegrationmanagementFormatofProjectCharterTheproject’stitleanddateofauthorizationTheprojectmanager’snameandcontactinformationAsummaryscheduleAsummaryoftheproject’sbudgetAbriefdescriptionoftheprojectobjectsAsummaryoftheplannedapproachformanagingtheprojectArolesandresponsibilitiesmatrixAsign-offsectionAcommentsectionChapter4:

ProjectIntegrationManagementWhatIsProjectIntegrationManagement?StrategicPlanningandProjectSelectionDevelopingaProjectManagementPlanDirectingandManagingProjectExecutionMonitoringandControllingProjectWorkPerformingIntegratedChangeControlClosingProjectsorPhasesUsingSoftwaretoAssistinProjectIntegrationManagement12DevelopingaProjectManagementPlanAprojectmanagementplanisadocumentusedtocoordinateallprojectplanningdocumentsandhelpguideaproject’sexecutionandcontrol.Planscreatedintheotherknowledgeareasaresubsidiarypartsoftheoverallprojectmanagementplan.Justasprojectsareunique,soareprojectplans.Plansshouldfirstandforemostguideprojectexecutionbyhelpingtheprojectmanagerleadtheprojectteamandassessprojectstatus.13ProjectManagementPlanContentsIntroductionoroverviewoftheproject.Descriptionofhowtheprojectisorganized.Managementandtechnicalprocessesusedontheproject.Worktobedone,schedule,andbudgetinformation.14Introductionoroverviewoftheproject.TheprojectnameAbriefdescriptionoftheprojectandtheneeditaddressesThesponsor’snameThenamesoftheprojectmanagerandkeyteammembersDeliverablesoftheprojectAlistofimportantreferencematerialsAlistofdefinitionsandacronyms15DescriptionofhowtheprojectisorganizedOrganizationalchartsProjectresponsibilitiesOtherorganizationalorprocess-relatedinformation16Managementandtechnicalprocessesusedontheproject.ManagementobjectivesProjectcontrolsRiskmanagementProjectstaffingTechnicalprocess17Worktobedone,ScheduleinformationandBudgetinformationWorktobedoneMajorworkpackagesKeydeliverablesOtherwork-relatedinformationScheduleinformationSummaryscheduleDetailedscheduleOtherschedule-relatedinformationBudgetinformationSummarybudgetDetailedbudgetOtherbudget-relatedinformation18UseGuidelinestoCreateProjectManagementPlanChapter4:

ProjectIntegrationManagementWhatIsProjectIntegrationManagement?StrategicPlanningandProjectSelectionDevelopingaProjectManagementPlanDirectingandManagingProjectExecutionMonitoringandControllingProjectWorkPerformingIntegratedChangeControlClosingProjectsorPhasesUsingSoftwaretoAssistinProjectIntegrationManagement20DirectingandManagingProjectExecutionProjectexecutioninvolvesmanagingandperformingtheworkdescribedintheprojectmanagementplan.Themajorityoftimeandmoneyisusuallyspentonexecution.Theapplicationareaoftheprojectdirectlyaffectsprojectexecutionbecausetheproductsoftheprojectareproducedduringprojectexecution.21CoordinatingPlanningandExecutionProjectplanningandexecutionareintertwinedandinseparableactivities.Thosewhowilldotheworkshouldhelptoplanthework.Projectmanagersmustsolicitinputfromtheteamtodeveloprealisticplans.22LeadershipandaSupportiveCultureProjectmanagersmustleadbyexampletodemonstratetheimportanceofcreatingandthenfollowinggoodprojectplans.Organizationalculturecanhelpprojectexecutionby:Providingguidelinesandtemplates.Trackingperformancebasedonplans.Projectmanagersmaystillneedtobreaktherulestomeetprojectgoals,andseniormanagersmustsupportthoseactions.23CapitalizingonProduct,Business,andApplicationAreaKnowledgeItisoftenhelpfulforITprojectmanagerstohavepriortechnicalexperienceOnsmallprojects,theprojectmanagermayberequiredtoperformsomeofthetechnicalworkormentorteammemberstocompletetheprojectsOnlargeprojects,theprojectmanagermustunderstandthebusinessandapplicationareaoftheproject.24ProjectExecutiontoolsandtechniques.Expertjudgment:ExpertscanhelpprojectmanagersandtheirteamsmakemanydecisionsrelatedtoprojectexecutionMeetings:Meetingsallowpeopletodeveloprelationships,pickuponimportantbodylanguageortoneofvoice,andhaveadialoguetohelpresolveproblems.Projectmanagementinformationsystems:Therearehundredsofprojectmanagementsoftwareproductsavailableonthemarkettoday,andmanyorganizationsaremovingtowardpowerfulenterpriseprojectmanagementsystemsthatareaccessibleviatheInternetChapter4:

ProjectIntegrationManagementWhatIsProjectIntegrationManagement?StrategicPlanningandProjectSelectionDevelopingaProjectManagementPlanDirectingandManagingProjectExecutionMonitoringandControllingProjectWorkPerformingIntegratedChangeControlClosingProjectsorPhasesUsingSoftwaretoAssistinProjectIntegrationManagement26MonitoringandControllingProjectWorkChangesareinevitableonmostprojects,soit’simportanttodevelopandfollowaprocesstomonitorandcontrolchangesMonitoringprojectworkincludescollecting,measuring,anddisseminatingperformanceinformationAbaselineistheapprovedprojectmanagementplanplusapprovedchangesChapter4:

ProjectIntegrationManagementWhatIsProjectIntegrationManagement?StrategicPlanningandProjectSelectionDevelopingaProjectManagementPlanDirectingandManagingProjectExecutionMonitoringandControllingProjectWorkPerformingIntegratedChangeControlClosingProjectsorPhasesUsingSoftwaretoAssistinProjectIntegrationManagement28PerformingIntegratedChangeControlIntegratedchangecontrolinvolvesidentifying,evaluating,andmanagingchangesthroughouttheprojectlifecycle,threemainobjectivesare:Influencethefactorsthatcreatechangestoensurethatchangesarebeneficial.Determinethatachangehasoccurred.Manageactualchangesastheyoccur.29ChangeControlonInformationTechnologyProjectsFormerview:Theprojectteamshouldstrivetodoexactlywhatwasplannedontimeandwithinbudget.Problem:Stakeholdersrarelyagreedbeforehandontheprojectscope,andtimeandcostestimateswereinaccurate.Modernview:Projectmanagementisaprocessofconstantcommunicationandnegotiation.Solution:Changesareoftenbeneficial,andtheprojectteamshouldplanforthem.30ChangeControlSystemAformal,documentedprocessthatdescribeswhenandhowofficialprojectdocumentsandworkmaybechanged.ChangeControlBoards(CCBs)Aformalgroupofpeopleresponsibleforapprovingorrejectingchangesonaproject.CCBsprovideguidelinesforpreparingchangerequests,evaluatechangerequests,andmanagetheimplementationofapprovedchanges.CCBsincludestakeholdersfromtheentireorganization.ConfigurationManagementEnsuresthatthedescriptionsoftheproject’sproductsarecorrectandcomplete.Involvesidentifyingandcontrollingthefunctionalandphysicaldesigncharacteristicsofproductsandtheirsupportdocumentation.Configurationmanagementspecialistsidentifyanddocumentconfigurationrequirements,controlchanges,recordandreportchanges,andaudittheproductstoverifyconformancetorequirements.31SuggestionsforManagingIntegratedChangeControlViewprojectmanagementasaprocessofconstantcommunicationandnegotiation.Planforchange.Establishaformalchangecontrolsystem,includingachangecontrolboard(CCB).Useeffectiveconfigurationmanagement.Defineproceduresformakingtimelydecisionsonsmallerchanges.Usewrittenandoralperformancereportstohelpidentifyandmanagechange.Useprojectmanagementandothersoftwaretohelpmanageandcommunicatechanges. Focusonleadingtheprojectteamandmeetingoverallprojectsgoalsandexpectations.Chapter4:

ProjectIntegrationManagementWhatIsProjectIntegrationManagement?StrategicPlanningandProjectS