This document provides an overview of project management concepts from PMBOK 5 including:
- Integration management processes like developing a project charter and project management plan. The charter and plan define the project scope, schedule and budget.
- Planning processes to develop subsidiary plans for requirements, configuration, quality and other areas. The project management plan is the overarching plan approved by the project manager, sponsor and functional manager.
- Executing the project work through leading the team, implementing approved changes, and collecting performance data on deliverables, schedule and costs.
- Monitoring and controlling the project by tracking progress against the plan baselines and addressing any issues through corrective or preventive actions. Status reports are produced
This chapter discusses project integration management, which involves developing comprehensive project plans, executing those plans, and managing changes. It describes developing project plans by combining outputs from other planning processes. Plan execution involves carrying out the planned work, while integrated change control coordinates changes across the project. The chapter outlines the key processes, common plan elements, stakeholder analysis, and tools to support integration like change control boards and configuration management. Project management software can help pull everything together to achieve overall project success through good integration.
The document summarizes the key processes within project integration management according to the PMBOK Guide. It discusses developing the project charter and management plan, directing and managing project execution, monitoring and controlling the project work, performing integrated change control, and closing the project or phase. The processes involve planning the project, coordinating the various management activities, monitoring project performance, controlling changes, and formally closing out the project.
Stepwise Project planning in software developmentProf Ansari
The following activities are:
Identify objectives and practical measures of the effectiveness in meeting those objectives.
Establish a project authority
Stakeholder analysis – identify all stakeholders in the project and their interests
Modify objectives in the light of stakeholder’s analysis
Establish methods of communication with all parties
2.4
A Beginner's Guide to IT Project ManagementWorkfront
“What is IT project management?” The simple answer is those efforts involved with managing the processes and activities associated with ensuring the success of IT projects or systems management-related responsibilities. But to more fully understand what is at the heart of IT project management, it helps to consider a few more questions…
Project integration management involves coordinating all aspects of a project. It includes developing a project management plan that coordinates scope, schedule, budget, quality, resources, communication, stakeholders, risks, and procurements. Project integration management also comprises identifying, defining, combining, and coordinating the various project processes. It is important as it manages and coordinates all project activities throughout the project lifecycle to successfully produce project outputs and meet stakeholder expectations. The key project integration management processes include developing the project charter and project management plan, directing and managing project work, monitoring and controlling the project, performing integrated change control, and closing the project or phase.
The document provides an overview of software project management concepts including what constitutes a project and program, factors that determine project success or failure, differences between software and other projects, types of software, common problems with software projects, and why projects need management. It also outlines the key activities in software project management including preplanning, planning, scheduling and control, and implementation/termination. Finally, it presents a 10 step process for project planning.
The document discusses selecting and implementing project management software for XX organization. It reviews 15 web-based software options through online demos and Microsoft solutions. The top solutions identified are:
1. ZilicusPM - A web-based option that works well with current internet speeds and has excellent functionality at $15/user/month.
2. MavenLink - Another web-based option for $5-25/user/month that works well currently and has good functionality and support.
3. Project Insight - A Microsoft partner option at $5,500/year for 20 users that has good integration and functionality.
The document recommends starting with a simple, web-based solution with mobile
This chapter discusses project integration management, which involves developing comprehensive project plans, executing those plans, and managing changes. It describes developing project plans by combining outputs from other planning processes. Plan execution involves carrying out the planned work, while integrated change control coordinates changes across the project. The chapter outlines the key processes, common plan elements, stakeholder analysis, and tools to support integration like change control boards and configuration management. Project management software can help pull everything together to achieve overall project success through good integration.
The document summarizes the key processes within project integration management according to the PMBOK Guide. It discusses developing the project charter and management plan, directing and managing project execution, monitoring and controlling the project work, performing integrated change control, and closing the project or phase. The processes involve planning the project, coordinating the various management activities, monitoring project performance, controlling changes, and formally closing out the project.
Stepwise Project planning in software developmentProf Ansari
The following activities are:
Identify objectives and practical measures of the effectiveness in meeting those objectives.
Establish a project authority
Stakeholder analysis – identify all stakeholders in the project and their interests
Modify objectives in the light of stakeholder’s analysis
Establish methods of communication with all parties
2.4
A Beginner's Guide to IT Project ManagementWorkfront
“What is IT project management?” The simple answer is those efforts involved with managing the processes and activities associated with ensuring the success of IT projects or systems management-related responsibilities. But to more fully understand what is at the heart of IT project management, it helps to consider a few more questions…
Project integration management involves coordinating all aspects of a project. It includes developing a project management plan that coordinates scope, schedule, budget, quality, resources, communication, stakeholders, risks, and procurements. Project integration management also comprises identifying, defining, combining, and coordinating the various project processes. It is important as it manages and coordinates all project activities throughout the project lifecycle to successfully produce project outputs and meet stakeholder expectations. The key project integration management processes include developing the project charter and project management plan, directing and managing project work, monitoring and controlling the project, performing integrated change control, and closing the project or phase.
The document provides an overview of software project management concepts including what constitutes a project and program, factors that determine project success or failure, differences between software and other projects, types of software, common problems with software projects, and why projects need management. It also outlines the key activities in software project management including preplanning, planning, scheduling and control, and implementation/termination. Finally, it presents a 10 step process for project planning.
The document discusses selecting and implementing project management software for XX organization. It reviews 15 web-based software options through online demos and Microsoft solutions. The top solutions identified are:
1. ZilicusPM - A web-based option that works well with current internet speeds and has excellent functionality at $15/user/month.
2. MavenLink - Another web-based option for $5-25/user/month that works well currently and has good functionality and support.
3. Project Insight - A Microsoft partner option at $5,500/year for 20 users that has good integration and functionality.
The document recommends starting with a simple, web-based solution with mobile
The document provides an overview of project integration management. It discusses developing the project charter and project management plan, which define the project and how it will be executed, monitored, and controlled. It also covers directing and managing project work, monitoring and controlling the project, performing integrated change control, and closing the project or phase. Project integration management aims to balance all knowledge areas and ensure the project is properly planned and executed.
The document discusses integration management and key project documents. It describes a project charter, project management plan, configuration management, and change control system. Integrated change control occurs throughout the project and involves identifying, approving, managing, and documenting all changes. Maintaining the project baseline is important when changes are made. Historical information and a project plan can help improve a new project manager's chances of success.
This document discusses project scope management. It defines project scope as the work involved in creating project deliverables and processes. Scope management ensures stakeholders agree on what will be delivered. Good scope management is important for project success and prevents common causes of failure like improper scope. Key scope management processes include scope verification, where the scope is formally accepted, and scope change control to manage any changes to the project scope. The document provides examples of scope planning tools like the scope statement and work breakdown structure used to define deliverables and divide work into manageable components.
This document outlines the 10 step process for software project planning. It begins with selecting the project and identifying its scope and objectives. It then covers identifying the project infrastructure, analyzing project characteristics, and identifying products and activities. Steps also include estimating effort for each activity, identifying risks, allocating resources, and reviewing/publicizing the plan. Execution then involves lower level planning. The document also discusses software effort estimation techniques such as algorithmic models, expert judgment, analogy, and top-down and bottom-up approaches.
This document discusses key aspects of managing information systems projects, including:
- The importance of project management in meeting expectations and constraints.
- Using a System Service Request form to propose new systems development work.
- Conducting feasibility studies to determine if proposed systems make economic sense.
- Dividing projects into phases of initiation, planning, execution, and closeout with key activities in each phase like creating plans and monitoring progress.
- Techniques for representing and scheduling projects like Gantt charts, network diagrams, and critical path scheduling.
Do it, sf state project lifecycle management (plm) v1.19 091012satish526
The document discusses Project Lifecycle Management (PLM) processes and outlines several key aspects:
- It proposes 7 common phases for SF State projects - initiation, requirements, design, development, testing, deployment, and closing. PLM applies to managing projects, not daily support.
- Projects are categorized into tiers based on factors like time, budget, resources. Templates and a governance process will standardize project management.
- Roles and responsibilities are defined for positions like project sponsor, service owner, manager, subject matter experts, and the project team.
- Deliverables are specified for each phase and whether they apply to projects or change requests. Not all deliverables are needed for smaller
The document discusses project planning, estimating, and feasibility analysis. It covers determining market feasibility, technical feasibility, financial feasibility, and economic feasibility of a project. Key aspects of feasibility analysis include demand study, technical study, capital cost estimates, profitability analysis, and cost-benefit analysis. Feasibility reports help answer questions about pursuing project objectives and determining if a project is practically possible.
The document discusses key aspects of cost management for software projects including cost estimation, budgeting, control, and performance measurement. It describes estimating costs for schedule activities, establishing a cost baseline, monitoring performance indicators like cost and schedule variance, and using forecasting techniques to predict future costs and schedule. Cost management aims to detect and address variances from the baseline budget to prevent unexpected overruns.
The document discusses the initiating process for projects, including pre-initiating tasks, breaking large projects into smaller phases, and key initiating tasks like creating a project charter and holding a kick-off meeting. It provides an example of initiating the Just-In-Time Training project at Global Construction, which was divided into two phases with defined scope, time, and cost goals for phase one. The importance of top management support and developing an organizational project management methodology are also covered.
UNIT IV
PROJECT MANAGEMENT AND CONTROL
Framework for Management and control – Collection of data Project termination – Visualizing progress – Cost monitoring – Earned Value Analysis- Project tracking – Change control- Software Configuration Management – Managing contracts – Contract Management.
10 me667 chap5 coordination and controlPavan Kumar
The document discusses project management concepts related to coordination and control. It describes a 5 step project management process including planning, organizing, controlling, and closing phases. It emphasizes the importance of coordination and control functions like establishing control tools, reviewing schedules, issuing change orders, and conducting audits. Overall, the document outlines best practices for monitoring project progress, managing changes, and ensuring project objectives are met on time and on budget.
Here is the material about Project Time Management Part 2 as a part of Skillogic Knowledge Solutions PMP Training.
Skillogic Knowledge Solutions is providing PMP Training in Chennai, Hyderabad, Delhi, Mumbai and Bangalore. If you are looking classroom training for PMP certification course, then Skillogic is best option.
Software project management involves planning, monitoring, and controlling software projects. It includes defining phases, activities, methods, processes, and competencies. Estimating costs, efforts, risks and scheduling are important skills. Software engineering is the application of scientific knowledge to design, construct, and maintain computer programs and documentation. There are different types of processes, technologies, maturity levels, and standards involved in software project management.
This presentation covers the two processes that fall under the Initiating Process Group
1. Develop Project charter
2. Identify Stakeholders
Additionally, it covers the ITTO of the processes
Here is the next slides of Skillogic PMP Training. The slides will explain about Project Integration Management. This is only Part 1 and will upload part 2 soon.
Skillogic Knowledge Solutions is providing PMP Classroom Training in India across many Cities like Hyderabad, Bengaluru, Chennai etc. If you are looking for PMP training in Hyderabad visit: http://in.skillogic.com/pmp-training/pmp-certification-hyderabad
Introduction to Software Project ManagementReetesh Gupta
This document provides an introduction to software project management. It defines what a project and software project management are, and discusses the key characteristics and phases of projects. Software project management aims to deliver software on time, within budget and meeting requirements. It also discusses challenges that can occur in software projects related to people, processes, products and technology. Effective project management focuses on planning, organizing, monitoring and controlling the project work.
This document discusses organizational influences on project management and the project lifecycle according to the PMBOK Guide. It covers topics such as how organizational culture, structure, communication and assets can influence projects. It also discusses project stakeholders, governance, teams and characteristics of typical project lifecycles which usually involve phases from initiation to planning, execution and closure. The document emphasizes that organizational factors and the broader environment can significantly impact project management activities.
This poem discusses the struggle for democracy and equality. It states that democracy will not come through compromise or fear, but only when people stand up for their rights to own land and have freedom, just as others do. The poem expresses impatience with waiting for equality, saying one cannot live on promises of a better tomorrow after death, and that freedom must be planted through addressing needs of the present.
The document provides information about cost management processes according to PMBOK 5. It includes definitions and explanations of processes for planning cost management, estimating costs, determining budgets, and controlling costs. Key aspects covered are cost estimation techniques, calculating estimates at completion, variance analysis using earned value management, and establishing cost baselines and performance measurement.
The document provides an overview of project integration management. It discusses developing the project charter and project management plan, which define the project and how it will be executed, monitored, and controlled. It also covers directing and managing project work, monitoring and controlling the project, performing integrated change control, and closing the project or phase. Project integration management aims to balance all knowledge areas and ensure the project is properly planned and executed.
The document discusses integration management and key project documents. It describes a project charter, project management plan, configuration management, and change control system. Integrated change control occurs throughout the project and involves identifying, approving, managing, and documenting all changes. Maintaining the project baseline is important when changes are made. Historical information and a project plan can help improve a new project manager's chances of success.
This document discusses project scope management. It defines project scope as the work involved in creating project deliverables and processes. Scope management ensures stakeholders agree on what will be delivered. Good scope management is important for project success and prevents common causes of failure like improper scope. Key scope management processes include scope verification, where the scope is formally accepted, and scope change control to manage any changes to the project scope. The document provides examples of scope planning tools like the scope statement and work breakdown structure used to define deliverables and divide work into manageable components.
This document outlines the 10 step process for software project planning. It begins with selecting the project and identifying its scope and objectives. It then covers identifying the project infrastructure, analyzing project characteristics, and identifying products and activities. Steps also include estimating effort for each activity, identifying risks, allocating resources, and reviewing/publicizing the plan. Execution then involves lower level planning. The document also discusses software effort estimation techniques such as algorithmic models, expert judgment, analogy, and top-down and bottom-up approaches.
This document discusses key aspects of managing information systems projects, including:
- The importance of project management in meeting expectations and constraints.
- Using a System Service Request form to propose new systems development work.
- Conducting feasibility studies to determine if proposed systems make economic sense.
- Dividing projects into phases of initiation, planning, execution, and closeout with key activities in each phase like creating plans and monitoring progress.
- Techniques for representing and scheduling projects like Gantt charts, network diagrams, and critical path scheduling.
Do it, sf state project lifecycle management (plm) v1.19 091012satish526
The document discusses Project Lifecycle Management (PLM) processes and outlines several key aspects:
- It proposes 7 common phases for SF State projects - initiation, requirements, design, development, testing, deployment, and closing. PLM applies to managing projects, not daily support.
- Projects are categorized into tiers based on factors like time, budget, resources. Templates and a governance process will standardize project management.
- Roles and responsibilities are defined for positions like project sponsor, service owner, manager, subject matter experts, and the project team.
- Deliverables are specified for each phase and whether they apply to projects or change requests. Not all deliverables are needed for smaller
The document discusses project planning, estimating, and feasibility analysis. It covers determining market feasibility, technical feasibility, financial feasibility, and economic feasibility of a project. Key aspects of feasibility analysis include demand study, technical study, capital cost estimates, profitability analysis, and cost-benefit analysis. Feasibility reports help answer questions about pursuing project objectives and determining if a project is practically possible.
The document discusses key aspects of cost management for software projects including cost estimation, budgeting, control, and performance measurement. It describes estimating costs for schedule activities, establishing a cost baseline, monitoring performance indicators like cost and schedule variance, and using forecasting techniques to predict future costs and schedule. Cost management aims to detect and address variances from the baseline budget to prevent unexpected overruns.
The document discusses the initiating process for projects, including pre-initiating tasks, breaking large projects into smaller phases, and key initiating tasks like creating a project charter and holding a kick-off meeting. It provides an example of initiating the Just-In-Time Training project at Global Construction, which was divided into two phases with defined scope, time, and cost goals for phase one. The importance of top management support and developing an organizational project management methodology are also covered.
UNIT IV
PROJECT MANAGEMENT AND CONTROL
Framework for Management and control – Collection of data Project termination – Visualizing progress – Cost monitoring – Earned Value Analysis- Project tracking – Change control- Software Configuration Management – Managing contracts – Contract Management.
10 me667 chap5 coordination and controlPavan Kumar
The document discusses project management concepts related to coordination and control. It describes a 5 step project management process including planning, organizing, controlling, and closing phases. It emphasizes the importance of coordination and control functions like establishing control tools, reviewing schedules, issuing change orders, and conducting audits. Overall, the document outlines best practices for monitoring project progress, managing changes, and ensuring project objectives are met on time and on budget.
Here is the material about Project Time Management Part 2 as a part of Skillogic Knowledge Solutions PMP Training.
Skillogic Knowledge Solutions is providing PMP Training in Chennai, Hyderabad, Delhi, Mumbai and Bangalore. If you are looking classroom training for PMP certification course, then Skillogic is best option.
Software project management involves planning, monitoring, and controlling software projects. It includes defining phases, activities, methods, processes, and competencies. Estimating costs, efforts, risks and scheduling are important skills. Software engineering is the application of scientific knowledge to design, construct, and maintain computer programs and documentation. There are different types of processes, technologies, maturity levels, and standards involved in software project management.
This presentation covers the two processes that fall under the Initiating Process Group
1. Develop Project charter
2. Identify Stakeholders
Additionally, it covers the ITTO of the processes
Here is the next slides of Skillogic PMP Training. The slides will explain about Project Integration Management. This is only Part 1 and will upload part 2 soon.
Skillogic Knowledge Solutions is providing PMP Classroom Training in India across many Cities like Hyderabad, Bengaluru, Chennai etc. If you are looking for PMP training in Hyderabad visit: http://in.skillogic.com/pmp-training/pmp-certification-hyderabad
Introduction to Software Project ManagementReetesh Gupta
This document provides an introduction to software project management. It defines what a project and software project management are, and discusses the key characteristics and phases of projects. Software project management aims to deliver software on time, within budget and meeting requirements. It also discusses challenges that can occur in software projects related to people, processes, products and technology. Effective project management focuses on planning, organizing, monitoring and controlling the project work.
This document discusses organizational influences on project management and the project lifecycle according to the PMBOK Guide. It covers topics such as how organizational culture, structure, communication and assets can influence projects. It also discusses project stakeholders, governance, teams and characteristics of typical project lifecycles which usually involve phases from initiation to planning, execution and closure. The document emphasizes that organizational factors and the broader environment can significantly impact project management activities.
This poem discusses the struggle for democracy and equality. It states that democracy will not come through compromise or fear, but only when people stand up for their rights to own land and have freedom, just as others do. The poem expresses impatience with waiting for equality, saying one cannot live on promises of a better tomorrow after death, and that freedom must be planted through addressing needs of the present.
The document provides information about cost management processes according to PMBOK 5. It includes definitions and explanations of processes for planning cost management, estimating costs, determining budgets, and controlling costs. Key aspects covered are cost estimation techniques, calculating estimates at completion, variance analysis using earned value management, and establishing cost baselines and performance measurement.
Mary Beth Angeline discusses the Quantitative Reasoning Assessment (QRA) at WVU. The QRA is required for all incoming first-time students, transfer students without math credits, and graduate students needing math classes. It evaluates students' math skills to determine appropriate initial math courses. The document provides information on who needs to take the QRA, what is covered, scheduling it, and next steps depending on results, including math workshops that don't count for graduation but allow registration for Math 126 after completion.
The document provides information on scope management processes based on the PMBOK 5th edition. It defines key terms related to scope such as requirements, product scope, and project scope. It then describes the six scope management processes - plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. For each process, it lists the inputs, tools and techniques, and outputs as defined in PMBOK. The document is intended as personal notes for scope management and requests feedback be provided to the specified email.
Gtb Technology Review Can Your Dlp Provider Protect You From The Cloudgtbsalesindia
GTB has released an updated Data Protection Suite (version 14.7) that can protect organizations from data being copied to the cloud without their knowledge. The suite now supports additional protocols like Secure RDP and VNC that allow detection of data transfers to private cloud machines. It also includes fingerprinting and protection of Salesforce data, as well as integration with security information and event management systems. GTB positions itself as a visionary in content-aware data loss prevention in Gartner's 2011 report.
This document discusses Enterprise Data Loss Prevention solutions from GTB. It provides examples of sample customers ranging from large companies like Apple with 60,000 users to smaller credit unions. The core components of GTB's DLP solution include a content-aware reverse firewall, endpoint device control and eDiscovery tools. Deployment options include an out-of-line "Inspector" appliance or virtual machine image that can integrate with mail servers and scan all network traffic including HTTPS using various techniques.
Gtb Dlp & Irm Solution Product And Deployment Overviewgtbsalesindia
The document provides an overview of the GTB DLP Suite, which includes four integrated modules: GTB Inspector, GTB eDiscovery, GTB IRM, and GTB Endpoint Protector. The GTB Inspector acts as a "reverse content-aware firewall" that monitors all network communications in real-time and blocks any detected violations of security policies. The GTB eDiscovery module discovers sensitive data on endpoints and applies IRM policies. GTB IRM enforces identity rights management policies on protected files. And GTB Endpoint Protector provides controls for removable media devices and audits file transfers to prevent data loss. The suite aims to prevent data loss, ensure compliance, and secure business processes through comprehensive network monitoring, file
GTB provides a content-aware data loss prevention security suite. It focuses on developing strong detection capabilities and improving the user experience. GTB's DLP solution protects data in motion, at rest, and in use across various channels and devices. It aims to prevent data loss by monitoring network traffic, discovering sensitive files, inspecting removable devices, and enforcing access policies. The presentation highlights GTB's next-generation capabilities, enterprise configuration options, and methods for specifying policies and reports to protect organizations' data.
1) O documento analisa as características da transição entre as fases de defesa e ataque no futebol, comparando equipes de nível superior e inferior.
2) Foram analisadas 392 sequências ofensivas de equipes superiores e 284 de equipes inferiores da Copa do Mundo de 2006.
3) Os resultados mostraram diferenças significativas entre os níveis de equipe na zona de recuperação da bola, tipo de passe inicial e relação numérica entre atacantes e defensores.
This document outlines guidelines for caring for and ensuring proper placement of nasogastric (NG) and nasojejunal (NJ) feeding tubes in ICU patients. It discusses measuring and marking tubes for insertion, checking placement with pH testing and x-rays, recommended check times, and implications for practice including daily checks, replacing tubes every 4-6 weeks, and following guidelines if placement is uncertain. The aim is to follow Trust policy and NPSA guidelines to safely care for tubes and prevent potential harm from misplacement.
Clothes serve three main purposes - protection, identification, and self-expression. They protect us from environmental factors like heat, cold, rain, and insects. The type of clothes we wear depends on factors like climate and job. Natural fabrics like cotton and wool are commonly used, as well as synthetic materials. Traditional dresses vary between countries and regions depending on local customs and climate. Proper care of clothes helps them last longer.
This document summarizes an enterprise data loss prevention solution from GTB. It provides sample customers ranging from large companies like Apple with 60,000 users to smaller credit unions. The solution includes a content-aware reverse firewall, endpoint DLP to discover, protect, audit and control devices, and an eDiscovery component to scan files and report on vulnerable files. Future plans include mobile device and network traffic protection. The solution aims to answer who is sending data, what data, and who is receiving it to help control unauthorized data loss.
This document provides an overview of project integration management processes including developing a project charter, developing a project management plan, directing and managing project work, and monitoring and controlling project work. It describes the inputs, tools and techniques, and outputs of each process. The objective is to ensure the various aspects of a project are coordinated and that the project is executed according to the approved project management plan.
This document discusses project integration management, which involves identifying, defining, combining, and coordinating the various processes and activities involved in a project. It involves making choices about resource allocation and trade-offs. The key aspects of project integration management covered are developing the project charter and management plan, directing and managing project work, monitoring and controlling work, performing integrated change control, and closing the project or phase.
Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
The funkiest PRINCE2 Processes revision guide on the internetKnowledge Train
A PRINCE2 Foundation course lasts about 3 days - that's a lot of information to take in. This e-book has been designed with the anxious student in mind, using simple descriptions and a graphical, cartoon-style mind map for each PRINCE2 Process.
For your PRINCE2 exam, you will need to master the PRINCE2 Principles, Themes and Processes. You can download the full set of PRINCE2 mind map e-books here:
http://www.knowledgetrain.co.uk/project-management-ebooks.php
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Project Integration Management involves identifying, defining, combining, and coordinating the various processes and activities within a project. It includes developing the project charter and project management plan, directing and managing project execution according to the plan, monitoring and controlling the project work, performing integrated change control, and closing the project or phase. The project charter and management plan establish the scope, schedule, and cost baselines against which project performance is measured and changes are managed.
The document discusses project evaluation and auditing. It outlines the primary purposes of evaluation as translating project goals to organizational goals, efficiency, customer satisfaction, and business success. Evaluation also aims to improve understanding of project value, processes, risk management, and personnel growth. Project audits thoroughly examine all aspects of a project and its management. The audit report communicates findings to stakeholders and aims to improve future projects. Effective evaluation and auditing require access to records, personnel, and thorough analysis against benchmarks.
The document discusses Bayfront Health Systems' successful use of a Project Management Office (PMO) Workbook to manage an increase in projects focused on the American Recovery and Reinvestment Act (ARRA). It outlines how the PMO Workbook helped with documentation, tracking project scope, changes, risks, and issues. Metrics show Bayfront achieved a 95% success rate for on-time and on-budget project completion since implementing the PMO Workbook in 2004, significantly higher than industry averages.
This document provides information about an instructor of project management named Mohamed Maged. It outlines his qualifications and experience in construction management, as well as the courses and materials he provides on topics like project planning, claims resolution, and PMP exam preparation. It also briefly describes the Project Management Body of Knowledge and its integration processes, with examples of how expert judgment, facilitation, and change management apply. The document aims to help students and professionals prepare for the PMP exam and improve their project management skills.
This Booklet provide a high-level summery for PMBOK Knowledge area(s) , objective to support whom study PMP or willing to get a helicopter view for Project management Knowledge.
“It’s a way to knowledge simplification”.
PMP Training - 04 project integration managementejlp12
Project Integration Management involves identifying, defining, combining, and coordinating the various processes and activities within the five Project Management Process Groups. It includes developing the project charter and project management plan, directing and managing project execution according to the plan, monitoring and controlling the work, performing integrated change control, and closing the project or phase once complete. The project charter and management plan provide the approved scope, schedule, and cost baselines against which project performance is monitored and measured.
Project management methodologies change over time but one element of all projects always remains important - Project Charter. Here I am sharing a template for a medium to large implementation project type of project, for example SAP system implementation.
This document discusses the project integration management knowledge area and its processes, including developing the project charter to formally authorize a project, developing the project management plan by defining subsidiary plans and integrating them into a comprehensive plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. It provides details on the inputs, tools and techniques, and outputs of developing the project charter and project management plan.
The document discusses the differences between contract management and project management. It provides details on:
1) Project management focuses on managing a project to completion on time and on budget, while contract management focuses on managing agreements between parties to meet objectives.
2) Key differences include project management involving multiple entities working on one project, while contract management involves binding two or more separate entities.
3) Estimation techniques used in project management include effort estimation, cost estimation, and resource estimation to align project constraints like scope, time, cost, quality, resources, and risk.
Online PMP Training Material for PMP Exam - Integration Management Knowledge ...GlobalSkillup
This document provides an overview of integration management processes in project management. It discusses the six key integration management processes: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. For each process, it describes the inputs, tools and techniques, and outputs involved. It also discusses concepts like corrective and preventive action, deliverables, work performance data, and how change control is performed. The overall purpose is to explain how integration processes pull together all aspects of a project to ensure successful delivery of project objectives and requirements.
Running Head PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT .docxjeanettehully
Running Head: PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT
1
Project Plan-Business Requirement Document
Ali Allami
CIS 599
Graduate Information Systems Capstone
Supported by: Professor. Mark Cohen
Oct 27, 2019
PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT 2
Abstract
The project plan inception has been complete in last week with introduction documenting the cur-
rent IT network and that system is very important. Many kinds of businesses have an operation in place
to help with project management and implementation requirement. There is a chance for improvement
includes making suitable assessments of how to size a project is and project cost estimated.
There are multiple various names for tools that used with for this process: business needs requirement
and specification, requirements specification or, simply, business requirements. Business requirements
are the significant works of a company that must be done to make the company successful. And a busi-
ness requirements document (BRD) means company work documentation. The BRD process can be
incorporated within a Six Sigma DMAIC Define, Measure, Analyze, Improve, and Control culture.
Completion of a quality requirements document allows user needs and expectations to be captured, so
that infrastructure and information systems can be designed properly. Using the requirements document
provided in the course shell as a part of the requirements gathering process. You are to assess the needs
of the company as it prepares to become a multinational organization. You must consider current and
future trends and requirements; however, assumptions should be realistic and carefully considered. The
needs of the organization should be documented. Later deliverables will focus on specifics of all re-
quirements.
In the Business Require Document of this project I will describe the project summary and project
scope of work. In the scope, I will explain how to control the scope. Then I will describe the possible
risks, then integration with database and data warehousing, cloud technology and Virtualization, and
security level. The Project plan in MS Project (.mpp file) will be in the second attaced.
PROJECT PLAN-BUSINESS REQUIREMENT DOCUME ...
According to Project Management Institute (PMI), the Initiating Process Group is the first step to complete the five PMBOK's Project Management Process Groups. The Initiating Process Group consists of (Developing a Project Charter & Identify Stakeholders) those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
This document provides information about a PMP exam preparation course on project integration management. It discusses Season Training & Development Center, the instructor Ali Forouzesh, and various topics that will be covered in the course, including developing a project charter and project management plan, directing and managing project execution, monitoring and controlling project work, performing integrated change control, and closing a project or phase.
Project Plan For A Project Management ProjectMary Stevenson
Here are the key steps for the induction program project plan:
1. Define project objectives - Clearly state what the project aims to achieve.
2. Develop project schedule - Create a timeline that outlines all tasks and their deadlines.
3. Assign roles and responsibilities - Designate project manager and team member roles.
4. Create communication plan - Determine how the team will communicate status and issues.
5. Develop budget - Estimate costs for all project activities and materials.
6. Identify risks - Anticipate potential challenges and have contingency plans.
7. Plan evaluations - Determine how the project and team performance will be assessed.
8. Get sign-off - Obtain final approval
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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Foodservice Consulting + Design
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
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Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Credit Management training seminar power point presentation
04.integration management updated
1. 1
It is based on PMBOK 5. Please note that these are my personal notes and created using several books, online forums, already created notes by others. If you have any suggestions please feel free to drop an email to
shraddha.pmp@gmail.com. There is no liability assumed for damages resulting from the use of information.
INTEGRATION MANAGEMENT
4.1 Develop Project Charter: The process of developing a document that formally authorize a project or a phase and provides the project manager with the
authority to apply organizational resources to project activities. The initiator's (sponsor) signature on the Charter authorizes the project. The approved
Project Charter formally initiates the project.
SOW: The essential elements of the SOW are 1. WHAT is to be done (Product Scope Description), 2. The business REASON for doing it (Business Need),
and 3. HOW the project supports the organization's strategy (Strategic Plan). And it is a written description of the project's product, service, or result.
For Internal Projects, the Project Initiator or Sponsor provides. For External Projects, the Customer provides as part of a bid document. PMI calls a SOW
for external organizations 'a contract statement of work'.
Project Selection Methods:
1- Benefit Measurement Methods(Comparative approach):
i) Economic Models ii) Scoring Models iii) Peer Review iv) Murder Board
Economic Models PV, NPV, IRR, Payback Period, Cost-Benefit Analysis
Present Value (PV) and Net Present Value (NPV): Bigger PV or NPV makes a project more attractive.
Internal Rate of Return (IRR) - Bigger is better
Payback Period - a Shorter payback period is better than a longer one.
Cost-benefit Analysis – calculates benefit cost ratio. >1 means benefits are greater than cost; <1 means costs are greater than benefits.
Economic Value Added (EVA) – whether the project returns to the company more value than initiative cost
Opportunity Cost - 'What is the cost of the other opportunities we missed by investing our money in this project?' The Smaller the opportunity
cost, the better The opportunity cost when selecting between two projects is simply thevalue of the project that is not selected.
Sunk Cost – expended cost. Should not be considered while taking decision about troubled project
Law of diminishing Returns states that after a certain point, adding more inputs will not produce proportional increase in productivity
Working Capital – Current Assets minus current liabilities
Return on Investment (ROI) - Bigger is better.
Return on Invested Capital (ROIC) = Net Income (after tax) from Project / Total Capital Invested in the Project.
Depreciation –Large Asset purchased by a company lose value over time
o Straight Line Depreciation – same amount of depreciation take each year e.g. $1,000 item with 10 year useful life with no salvage value
(how much item is worth the end of life) would be depreciated at $100 per year
o Accelerated Depreciation
2. 2
It is based on PMBOK 5. Please note that these are my personal notes and created using several books, online forums, already created notes by others. If you have any suggestions please feel free to drop an email to
shraddha.pmp@gmail.com. There is no liability assumed for damages resulting from the use of information.
2- Constrained Optimization Methods:
i)Linear
ii)Non-Linear
iii) Dynamic
iv) Multi-objective algorithms
Project Charter
Project Charter is created based on some need, and it should explain that need.
PC is signed by the performing organization's Senior Management.
PC names the PM and gives PM authority to manage.
PC should include the high-level project requirements, high-level Project Description, high-level Risks.
PC should include a high-level milestone view of the project schedule.
PC is a high-level document that does not include project details; the specifics of project activities will be developed later.
PC includes a summary-level preliminary project budget.
Show organizational, environmental and external CONSTRAINTS and ASSUMPTIONS.
If it was not created in any troubled project then it should be created immediately after identifying this. No matter how much % project is over
INITIATING
1. Project Statement of Work (SOW) 1. Expert Judgment 1. Project Charter (PC)
2. Business Case (is the document that justifies
why the project should be accomplished)
2.Facilitation technique
3. Agreement/ Contract
4. EEF
5.OPA
3. 3
It is based on PMBOK 5. Please note that these are my personal notes and created using several books, online forums, already created notes by others. If you have any suggestions please feel free to drop an email to
shraddha.pmp@gmail.com. There is no liability assumed for damages resulting from the use of information.
4.2 Develop Project Management Plan: The process of defining, preparing and coordinating all subsidiary plans and integrating them into a comprehensive
project management plan. The Project Plan is "a formal, approved document that defines HOW the project is executed, monitored and controlled, and
closed. It may be summary or detailed and may be composed of one or more subsidiary management plans and other planning documents". It would be
approved by * The Project Manager, * The Project Sponsor, * The Functional Manager who are providing resources for the project. (For the exam we
will do much better to think of the Project Management Plan as always being DETAILED).
Project Management Plan contains – Scope + Schedule + Cost Baseline
Subsidiary plans – Requirement, Configuration, Change,
Scope, Schedule, Cost, Quality, Process Improvement, HR, Communication, Risk, Procurement, Stakeholder
Other things – Lifecycle selected
PLANNING
1. Project Charter 1. Expert Judgment 1. Project Management Plan
2. Outputs from other Processes 2.Facilitation Techniques
3. Enterprise Environmental Factors
4. Organizational Process Assets
4.3 Direct and Manage Project Work: The process of leading and performing the work defined in the project management plan and implementing
approved changes to achieve the project's objectives.
Change Requests is a formal proposal to modify any document, deliverables or baseline
1.Corrective Actions: An intentional activity that realigns the performance of project work with project management plan
2. Preventive Actions: An intentional activity that ensures future performance of the project work is aligned with project management plan
3. Defect Repair: An intentional activity to modify a nonconforming product or product component
4. Updates: Changes to formally controlled project documentation, plans, etc., to reflect modified or additional ideas or content.
# Corrective and Preventive Actions do not normally affect the Project Baselines, only the performance against the baselines.
# Work performance data – raw observations and measurements identified during activities being performed to carry out project work. Data is
gathered through work execution and passed to the controlling process e.g. No of CR, No of defects, start and finish dates of schedule
EXECUTING
1. Project Management Plan 1. Expert Judgment 1. Deliverables
2. Approved Change Requests 2. Project Management Information System -
PMIS
2. Work Performance Data
3. Enterprise Environmental Factors (It can include both manual and automated
systems
3. Change Requests
4. 4
It is based on PMBOK 5. Please note that these are my personal notes and created using several books, online forums, already created notes by others. If you have any suggestions please feel free to drop an email to
shraddha.pmp@gmail.com. There is no liability assumed for damages resulting from the use of information.
4. Organizational Process Assets used together, integrate, and disseminate the
outputs of
4. Project Management Plan Updates
the Develop Project Management Plan Process)
3. Meetings
5. Project Document Updates
4.4 Monitor and Control Project Work: The process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the
project management plan.
# Mid-Project Evaluations is conducted while project work is still in progress. The main purpose of such evaluations is to determine if objectives are still
relevant and if these objectives are being met. Lessons Learned should also be documented at this time instead of waiting for the project to be
completed. A third party or people outside the team should be used to conduct mid-project evaluations.
#Work Performance Report – are physical or electronic representation of work performance information compiled in project documents, intended to
generate decisions, actions or awareness. E.g. status reports, memos, justifications.
M&C
1. Project Management Plan 1. Expert Judgment 1. Change Requests
2. Schedule forecast (o/p Control schedule) 2. Analytical Techniques 2. Work Performance Report
3. Cost forecast (o/p Control cost) 3. PMIS 3. Project Document Updates
4. Validated Changes (o/p control quality)
5. Work Performance Information (o/p all other
control processes)
6. OPA
7. EEF
4. Meetings 4. Project Management Plan Updates
4.5 Perform Integrated Change Control: The process of reviewing all change requests, approving changes, and managing changes to 1. Deliverables 2.
Organizational process assets 3. Project documents and 4. Project management plan. It brings together (integrates) all of the other Monitoring and
Controlling Processes. And it evaluates the IMPACT of a change across the entire project. Changes may be requested by any stakeholder involved with
the project.
# Perform Integrated Change Control is primarily focused on MANAGING CHANGE to the project's SCOPE, while Monitor and Control Project Work is
primarily focused on MANAGING THE WAY that SCOPE is EXECUTED. # Approved Change Requests will be implemented by the Direct and Manage
Project Execution process.
# CCB is responsible for reviewing changes and change requests and its level of authority should be spelled out in the Project Management Plan.
5. 5
It is based on PMBOK 5. Please note that these are my personal notes and created using several books, online forums, already created notes by others. If you have any suggestions please feel free to drop an email to
shraddha.pmp@gmail.com. There is no liability assumed for damages resulting from the use of information.
#Configuration Control is focused on both deliverables and processes
1. Configuration Identification
2. Configuration Status Accounting
3. Configuration Verification and Audit
M&C
1. Project Management Plan 1. Expert Judgment 1. Approved Change Request
2. Work Performance Report 2. Change Control Meetings 2. Change log
3. Change Requests 3. Meetings 3. Project Document Updates
4. Enterprise Environmental Factors 4. Project Management Plan Updates
5. Organizational Process Assets
4.6 Close Project or Phase: The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or
phase. It is all about shutting the project down properly. This includes creating the necessary documentation and archives, capturing the lessons
learned, ensuring that the contract is properly closed, and updating all organizational process assets. # The Transition implies that the product has been
accepted and is ready for this handover.
#TT2 Analytical Technique – Regression Analysis , Trend Analysis
CLOSING
1. Project Management Plan 1. Expert Judgment 1. Final Product, Service, or Result Transition
2. Accepted Deliverables 2. Analytical Technique 2. Organizational Process Assets Updates
3. Organizational Process Assets 3. Meetings
# Project Charter's key aspects are:
Project description – High level description plus purpose
Project Requirement – stakeholders expectation
Assigned PM and authority Level
Summary Milestones
Business Case – why it makes sense to do a project
# Change Control System: A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.
In many areas the Change Control System is a subset of the Configuration Management System.
#Configuration Management System : A collection of formal documented procedures used to apply technical and administrative direction and surveillance to:
identify and document functional and physical characteristics of product, result, service or component; control any changes to such characteristics; record
and report each change, its implementation status and support audit of the product to verify conformance to requirements. It includes the documentation,
tracking system and defined approval levels necessary for authorizing and controlling changes.
6. 6
It is based on PMBOK 5. Please note that these are my personal notes and created using several books, online forums, already created notes by others. If you have any suggestions please feel free to drop an email to
shraddha.pmp@gmail.com. There is no liability assumed for damages resulting from the use of information.
# Configuration control is focused on the specification of both the deliverables and the processes while change control is focused on identifying, documenting
and controlling changes to the project and the product baselines.
#EEF PMIS Configuration management System Change Control System
# Work Authorization System – subsystem of overall project management system. Collection of formal documented procedures that defines how project
work will be authorized to ensure work is done at RIGHT Time and in proper sequence
#Project Management plan
1. Scope, Schedule, Cost, Quality, HR, Communication, Risk, Procurement Plans
2. Requirement Management Plan
3. Process Improvement Plan
4. Change management plan
5. Configuration Management Plan
6. Scope, Schedule, Cost Baseline = Performance measurement baselines
#Kick Off Meeting – This is the meeting for all parties of the project. Purpose of the meeting is to make certain everyone is familiar with the details of the
project and people working on the project.
#Detailed process of making Changes
1. Prevent the Root Cause of Changes
2. Identify Change
3. Look at the impact of the Change
4. Create a Change Request
5. Perform Integrated Change Control – i)Assess the Change (ii)Look for options (iii)Change is approved or rejected (iv)Update the state of the change in
Change Control System
6. Adjust the project management plan, project documents, baselines
7. Manage Stakeholders expectations by communicating the change to stakeholders affected by the change
8. Manage the project to the revised project management plan and project documents.