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.
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
The concepts and processes on how to perform project resource management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan resource management, estimate activity resources, acquire team, develop team, manage team, and control resources.
it is an overview of project management. concept of project management, scope of project management with example, types of project management, generation and screening, difficulties and its importance.
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
The concepts and processes on how to perform project resource management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan resource management, estimate activity resources, acquire team, develop team, manage team, and control resources.
it is an overview of project management. concept of project management, scope of project management with example, types of project management, generation and screening, difficulties and its importance.
Project Mangement - overview of the Integration management knowledge area within project management. Describes the 7 processes within integration management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
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.
This presentation emphasizes the concept of project management and its evolution in different phases with the difference between traditional and project management.
The concepts and processes on how to perform project risk management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan risk management, identify risks, perform qualitative & quantitative risks analysis, plan risk responses, implement risk responses, and monitor risks.
Understand what projects are and how they differ from ongoing operations
Define and explain several key terms; Project, Project Management, Software Project Management
Understand Organization structures
Understand Project Management Processes
Understand Project Life Cycle
The concepts and processes on how to perform project quality management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan quality management, manage quality, and control quality.
Project Mangement - overview of the Integration management knowledge area within project management. Describes the 7 processes within integration management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
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.
This presentation emphasizes the concept of project management and its evolution in different phases with the difference between traditional and project management.
The concepts and processes on how to perform project risk management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan risk management, identify risks, perform qualitative & quantitative risks analysis, plan risk responses, implement risk responses, and monitor risks.
Understand what projects are and how they differ from ongoing operations
Define and explain several key terms; Project, Project Management, Software Project Management
Understand Organization structures
Understand Project Management Processes
Understand Project Life Cycle
The concepts and processes on how to perform project quality management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan quality management, manage quality, and control quality.
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
We Trained You Why Didnt You Learn A Case Study In Change Managementjhoebler
So everything is done on your project plan – the conversion worked perfectly, the interfaces are humming along, even that tough customization is working properly – why are your end users in a panic? In this session, we will present a case study on change management’s role in not only training the users, but enabling them to learn the new tools and processes and adopting them as part of their daily lives. We will review our plan, what went right, what went wrong and how this multi-billion dollar government contractor managed to take an entrenched user community and turn them into believers of the “new” system – which in turn saved the company money, time and effort.
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The course details several scenario you will run into, support queries and how to handle it proficiently.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
CAPM exam preparation developed for self learning.
Plz don't mind some logo and strikethrough.. they were meant to create fun for myself.
You may join the course from Udemy as I take and enjoy the class from there.
With discount it was only $11.
Mr.Joseph Phillips
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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2. Overview
Initiating Planning Executing Monitoring
and
Controlling
Closing
Develop
Project
Charter
Develop
Project
Management
Plan
Direct and
Manage
Project Work
Monitor and
Control
Project Work
Perform
Integrated
Change
Control
Close Project
or Phase
Integration Management – balancing all knowledge areas with each
other
3. Develop Project Charter
Develop
Project
Charter
Inputs
1. Project Statement
of Work
2. Business Case
3. Agreements
4. Enterprise
Environmental
Factors
5. Organizational
Process Assets
Outputs
1. Project Charter
Tools and
Techniques
1. Expert Judgment
2. Facilitation
Techniques
• Business need
• Product Scope
Description
• Strategic Plan
• Business
need
• Cost/Benefit
Analysis
Contracts,
memorandums,
letters of intent,
verbal, email, etc.
• Government
standards
• Organizational
culture
• Marketplace
conditions
• Standards, policies,
procedures
• Templates
• Historical
information and
lessons learned
• Brainstorming
• Conflict resolution
• Problem solving
• Meeting
management
4. Business Case
Fundamentals
every project should have a business case
project is selected only based on sound business case (no “management discretionary”
projects)
project manger should be assigned as early as feasible (prior to start of planning), and
understands the business case and reason for project selection
Business case is important – it affects decision-making
Project can be initiated as a result of:
Market demand
Organizational need (e.g., reduce costs)
Customer request
Technological advance
Legal requirement
Ecological impacts
Social need
5. Project Charter
Project Name and Description
Project Sponsor(s)
Business Case, Objectives and Success Criteria
Project manager and his authority
Pre-assigned resources
High-level requirements
Summary milestone schedule
High-level budget
High-level risks
Assumptions and constraints
Known stakeholders
Project approval requirements (who approves what)
Project charter
defines
project
boundaries
6. Project Selection
Benefit measurement models
(comparative approach)
• Murder board
• Peer review
• Scoring model
• Economic models
• Present Value (PV)
• Net Present Value (NPV)
• Internal Rate of Return
(IRR)
• Payback period
• Cost-Benefit ratio
• Economic Value Added
(EVA)
Constrained optimization
methods (mathematical approach)
• Linear programming
• Integer programming
• Dynamic programming
• Multi-objective programming
Methods
Image from John E. A. Bertram’s article “Constrained optimization in human walking: cost minimization and gait plasticity”
http://jeb.biologists.org/content/208/6/979.figures-only
7. IRR formal definition: rate at which
NPV = 0
Simple: rate which your project
returns if you treat it as investment
Economic Models
You may be asked to calculate PV and cost/benefit; for others just
understand the idea
Payback period – number of
periods (years / months) to
return invested money (also:
break-even point)
Cost-Benefit ratio =
Benefit (Revenue) / Cost
Remember: revenue, not profit
Economic Value Added (EVA)
= Net Operating Profit After
Taxes – Cost of Capital
Return of Investment =
(revenue – cost) / cost (simple)
Total Cost of Ownership (TCO) –
cost including non-project costs
(operational)
8. Few More Economic
Concepts
Opportunity Cost
Sunk Costs
Law of Diminishing Returns
Working Capital
Depreciation
◦ Straight-line depreciation
◦ Accelerated depreciation
9. Develop Project Management
Plan
Develop
Project
Management
Plan
Inputs
1. Project Charter
2. Outputs from other
processes
3. Enterprise
Environmental
Factors
4. Organizational
Process Assets
Outputs
1. Project
Management Plan
Tools and
Techniques
1. Expert Judgment
2. Facilitation
Techniques
• Governmental or
industry
standards
• PM practices for
the industry (e.g.
construction or
software
development)
• PMIS
• Organizational
structure, culture,
management
practices
• Infrastructure
(existing facilities
and capital
equipment)
• Staff
management
practices
(hiring/firing,
performance
reviews, etc)
• Standardized guidelines
• Project Management plan template
• Guideline for tailoring
• Project closure guidelines (validation and
acceptance criteria)
• Change control procedures
• Project files from previous projects
• Historical information and lessons learned
• Configuration management knowledge base (versions
and baselines of all standards and policies)
• Tailor the process
• Develop technical details
• Determine resources and skills
needed
• Define level of configuration
management
• Determine which projects will be
subject for change control
• Set priorities
10. Project Management Plan
Management Plans
Change MP
Configuration MP
Scope MP
Requirements MP
Schedule MP
Cost MP
Quality MP
Process Improvement plan
Human Resource MP
Communications MP
Risk MP
Procurement MP
Stakeholder MP
Baselines
Scope
Schedule
Cost
Other
Life Cycle of the project
Details of tailoring decisions
How integrity of project
baselines will be maintained
Knowledge Area
Integration
Scope
Schedule
Cost
Quality
Human Resource
Communications
Risk
Procurement
Stakeholder
performance
measurement
baseline
11. Good project plan is…
Iterative and non-contradictory
Consistent with PMO guidelines
Validated with program/portfolio managers
Impact from/to other projects incorporated
Has inputs from all internal stakeholders, including:
◦ Team members
◦ Resource managers
◦ Sponsor
Has buy-in (approved)
Realistic (everybody believe it can be met)
Don’t forget kick-off meeting which finalizes planning process!
12. Direct and Manage Project
Work
Direct and
Manage
Project Work
Inputs
1. Project
Management Plan
2. Approved Change
Requests
3. Enterprise
Environmental
Factors
4. Organizational
Process Assets
Outputs
1. Deliverables
2. Work performance
data
3. Change requests
4. Project
management plan
updates
5. Project documents
updatesTools and
Techniques
1. Expert Judgment
2. Project
Management
Information
System (PMIS)
3. Meetings
• Organizational,
company or
customer culture
• Infrastructure
(existing
facilities and
capital
equipment)
• Staff
administration
• Stakeholder risk
tolerances
• PMIS
• Standardized guidelines and work
instructions
• Communication requirements (allowed
communication media, record retention and
security requirements)
• Issue and defect management procedures
• Process measurement database
• Project files from previous project
• Issue and defect management databases
• Corrective actions
• Preventive
actions
• Defect repairs
• Information exchange
• Brainstorming, options
evaluation or design
• Decision making
Examples: requirements,
project logs, risk register,
stakeholder register
13. Monitor and Control Project
Work
Monitor and
Control
Project Work
Inputs
1. Project Management
Plan
2. Schedule forecasts
3. Cost forecasts
4. Validated changes
5. Work performance
information
6. Enterprise
Environmental Factors
7. Organizational
Process Assets
Outputs
1. Change requests
2. Work performance
reports
3. Project
management plan
updates
4. Project documents
updates
Tools and
Techniques
1. Expert judgment
2. Analytical
techniques
3. Project
management
information system
4. Meetings
• SV (schedule
variance),
• SPI (schedule
performance
index)
• Regression analysis
• Grouping methods
• Causal analysis
• Root cause analysis
• Forecasting methods
• Failure mode and effect analysis
(FMEA)
• Fault tree analysis (FTA)
• Reserve analysis
• Trend analysis
• Earned value management
• Variance analysis
Status reports, memos,
justifications, information
notes, recommendations
and updates
• CV (cost
variance),
• CPI (cost
performance
index)
• Governmental
or industry
standards
• Work
authorization
system
• Stakeholder
risk tolerance
• PMIS • Organizational communication
requirements
• Financial control procedures (time
reporting, expenditure reviews, etc.)
• Issue and defect management
procedures
• Change control procedures
• Risk control procedures
• Process measurement database
• Lessons learned database
• Corrective actions
• Preventive
actions
• Defect repairs
14. Actions in Monitor and Control
project Work
Compare actual performance against the project
management plan
Assess performance to determine if any
corrective or preventive actions are needed
Identify new risks and track existing
Maintain an accurate, timely information base
concerning the project’s products
Provide information to support status reporting
Provide forecasts to update current
cost/schedule information
Monitor implementation of approved changes
Provide appropriate reporting of project status to
program management
15. Change requests
Preventive actions
(prevent anticipated
problem)
Corrective actions
(problem already
occurred)
Defect Repairs
(defect in deliverable)
All changes should pass change control process before implementation.
Good project manager:
• Has realistic and up-to-date plans and baselines
• Creates metrics which cover all aspects of the project
• Continuously tracks project performance against baselines
• Systematic, not randomly focused on different areas
• Proactively looks out for problems
• Looks for a root cause of a problem before proposing action
• Evaluates effectiveness of proposed actions
16. Perform Integrated Change
Control
Perform
Integrated
Change
Control
Inputs
1. Project
Management Plan
2. Work performance
Reports
3. Change requests
4. Enterprise
Environmental
Factors
5. Organizational
Process Assets
Outputs
1. Approved change
requests
2. Change log
3. Project
management plan
updates
4. Project documents
updates
Tools and
Techniques
1. Expert Judgment
2. Meetings
3. Change control
tools
• PMIS
• Change control procedures
• Process measurement documents
• Project documents
• Configuration management knowledge base
• Change
management plan
• Baselines (scope,
schedule, cost)
Change control meetings
• Resource
availability
• Schedule and
cost data
• EVM reports
• Burnup or
burndown
charts
17. Change life cycle
Direct and
Manage
Project
Work
Monitor and
Control
Project Work
Perform
Integrated
Change
Control
New
Status of the
change
Created
Create formal
change
request
Approved
Rejected
Update the
change log
Update the
change log
Update PM plan
and project
documents
1. Assess the change
• against Project Charter (is it part of the project at
all?)
• against Risk log (check if it change is a result of
materialized risk, and has reserves for it already)
2. Assess impact
• within knowledge area
• on all other project constraints
3. Identify options
4. Approve/Reject the change (as defined in
Change MP)
• Project manager
• Change Control Board (CCB)
• Customer (if needed)
As part of Integrated Change Control you also should:
• Prevent the root cause of changes
• Manage stakeholders’ expectations by communicating statuses of changes
18. Configuration management
Configuration Management (CM) is another part of Perform
Integrated Change Control process
What is that all about?
• Problem occurred
because “wrong
version of something”
have been used
• Team members don’t
know where to look
for actual versions of
documents
• Lack of control for
changes
Step 1. Configuration identification
Which deliverables needs to be versioned /
controlled?
Step 2. Configuration status accounting
What are the current versions of all
deliverables?
What are the open change requests?
Step 3. Configuration verification and
audit
Independent review to establish compliance
19. Close Project or Phase
Close
Project or
Phase
Inputs
1. Project
Management Plan
2. Accepted
deliverables
3. Organizational
Process Assets
Outputs
1. Final product,
service or result
transition
2. Organizational
process assets
updates
Tools and
Techniques
1. Expert Judgment
2. Analytical
techniques
3. Meetings
• Closure
guidelines or
requirements
• Historical
information and
lessons learned
• Regression analysis
• Trend analysis
Can include partial
or interim
deliverables for
phased or
cancelled projects
• Project files
• Project or phase
closure documents
• Historical information
20. Actions during project closure
Confirm work is done to requirements
Complete procurements closure (another knowledge area!)
Gain final acceptance of the product
Complete financial closure
Hand off completed product
Solicit feedback from the customer about the project
Complete final performance reporting
Index and archive records
Gather final lessons learned and update knowledge base