The document provides an overview of six processes under Project Integration Management according to the Project Management Body of Knowledge (PMBOK) Guide 5th Edition. The six processes are: 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, the document lists the typical inputs, tools and techniques, and outputs involved in managing the project integration according to PMBOK best practices.
Project Management Body of Knowledge (Introduction)Jeffrey Cheah
Introduction to Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
Project Management Body of Knowledge (Time)Jeffrey Cheah
Time Management Process in Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
Project Management Body of Knowledge (Introduction)Jeffrey Cheah
Introduction to Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
Project Management Body of Knowledge (Time)Jeffrey Cheah
Time Management Process in Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)
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.
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.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)
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.
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 forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, who mentioned that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. This model has become the basis for subsequent models.
The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, who mentioned that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. This model has become the basis for subsequent models.
Project Management Body of Knowledge (Scope)Jeffrey Cheah
Scope Management Process in Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
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”.
Improving DOE Project Performance Using the DOD Integrated Master PlanGlen Alleman
DOE O 413 measures a project’s progress to plan by the consumption of funding, the passage of time, and the meeting of milestones. In March of 2003, then Under Secretary, Energy, Science, Card received a memo directing the implementation of Project Management and the Project Management Manual, including the Integrated Master Plan and Integrated Master Schedule. This directive states “the integrated master plan and schedule tie together all project tasks by showing their logical relationships and any constraints controlling the start or finish of each task. This process results in a hierarchy of related functional and layered schedules derived from the Work Breakdown Structure that can be used for monitoring and controlling project progress.” This paper shows how restoring the IMP/IMS paradigm to DOE program management increases the probability of program success in ways not currently available using DOD O 413 processes alone.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
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Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
3. 3
PMBOK Guide® (Integration)
Project Integration Management is an overall management of project by defining,
unifying, consolidating, communicating and coordinating the project processes. It is crucial to be
able to make resource allocation decisions so that the requirements and expectations are met. This
would ensure that the project is able to be delivered in a proper manner. There are 6 processes
under Project Integration Management:
4. 4
PMBOK Guide® (Integration)
4.1 Develop Project Charter
Develop Project Charter is the initial process stage where the project is formalized and
authorized by the sponsors. It is to define the boundaries as well as provide business justification
on how does the sponsor benefit from this project. Contracts and expectations are formally
documented to ensure the project’s deliverables
5. 5
PMBOK Guide® (Integration)
Input
(1) Project Statement of Work
Description of the scope and deliverables in the project based on business needs. Project
strategic plan is also mentioned to ensure that the organizational goals are aligned.
(2) Business Case
The Business Case is an investment justification for executing the project. It contains business
needs and cost-benefit analysis to help on decision making.
(3) Agreements
Used to define intentions of a project in a form of contracts, memorandums of understanding
(MOU), service level agreement (SLA), written agreements and so on.
6. 6
PMBOK Guide® (Integration)
(4) Enterprise Environmental Factors (EEF)
Factors like government standards, market conditions, industry standards, regulations and
organizational structure could influence the development of the Project Charter.
(5) Organizational Process Assets (OPA)
Project Charter would need to comply to the organizational processes and procedures,
corporate knowledge base and templates.
7. 7
PMBOK Guide® (Integration)
Tools and Techniques
(1) Expert Judgement
Expertise and specialization knowledge are required from different parties such as consultants,
stakeholders, industry groups, project management office and subject matter experts to shed
light into the technical and management areas of the project.
(2) Facilitation Techniques
Activities such as brainstorming, conflict resolution, problem solving and meetings are
performed.
Output
(1) Project Charter
A document that formally launches the project and provides authority to the project manager in
obtaining resources for the project activities.
8. 8
PMBOK Guide® (Integration)
4.2 Develop Project Management Plan
Develop Project Management Plan is a process of defining, preparing, coordinating all
subsidiary plans and integrating them into a comprehensive project management plan. This is a
consolidated central document that compiles all the project work and activities.
9. 9
PMBOK Guide® (Integration)
Input
(1) Project Charter
Document describing the high level boundaries and information of the project. This document is
used to initiate the start of a project phase.
(2) Output from other Processes
Input from the other 9 Knowledge Area project plans are constantly gathered and updated into
the Project Management Plan.
(3) Enterprise Environmental Factors (EEF)
Factors like government or industry standards, project management information system, and
organizational structure could influence the development of the Project Management Plan.
(4) Organizational Process Assets (OPA)
Project Management Plan would need to comply to the organizational processes and
procedures, standard guidelines and templates.
10. 10
PMBOK Guide® (Integration)
Tools and Techniques
(1) Expert Judgement
Professional expertise are utilized to tailor the process according to project needs, gather
technical and management resources, prioritize work and define change configuration.
(2) Facilitation Techniques
Activities such as brainstorming, conflict resolution, problem solving and meetings are
performed.
Output
(1) Project Management Plan
A document that describes how the project will be executed, monitored and controlled. Project
Management Plan is the primary document used but it does not cover everything in a project.
Project Documents are required to support the management of the project.
11. 11
PMBOK Guide® (Integration)
4.3 Direct and Manage Project Work
Direct and Manage Project Work is a process where activities are performed to work on the
project’s objectives as planned.
12. 12
PMBOK Guide® (Integration)
Input
(1) Project Management Plan
A document containing the subsidiary plans related to the project work.
(2) Approved Change Requests
Output from the Perform Integrated Change Control process which includes reviewed and
approved requests from the Change Control Board (CCB).
(3) Enterprise Environmental Factors (EEF)
Factors like infrastructure, personnel administration, stakeholder risk tolerances, project
management information system and organizational structure could influence the project work.
(4) Organizational Process Assets (OPA)
Project Management Plan would need to comply to the organizational processes and
procedures, issue and defect management, standard guidelines, templates and communication
requirements.
13. 13
PMBOK Guide® (Integration)
Tools and Techniques
(1) Expert Judgement
Technical and management expertise are needed to direct and manage the project. Such
expertise are applied to all processes throughout the entire project phase.
(2) Project Management Information System
Project Management Information System (PMIS) provides tools and utilities such as scheduling
tool, work authorization system, configuration management system, information collection and
distribution system or other automated systems.
(3) Meetings
Meetings are held to discuss and address work items by exchanging information,
brainstorming, evaluating options or making decisions. Meeting minutes and action items
should be properly recorded and kept in the project management plan.
14. 14
PMBOK Guide® (Integration)
Output
(1) Deliverables
A verified end result produced to meet requirements of a project.
(2) Work Performance Data
Raw measurements or observations collected when carrying out the project work. Examples of
data includes key performance indicators, schedule dates, number of defects and so on.
(3) Change Requests
A proposal to modify any document, deliverable or baseline. There are 3 types of change
requests: (1) Corrective action; (2) Preventive action; (3) Defect repair
(4) Project Management Plan Updates
(5) Project Documents Updates
15. 15
PMBOK Guide® (Integration)
4.4 Monitor and Control Project Work
The process of tracking, reporting, reviewing, guiding and regulating the project works to
ensure that the project is on plan. It notifies the stakeholders on the current progress as well as the
forecast of the project.
16. 16
PMBOK Guide® (Integration)
Input
(1) Project Management Plan
A document containing the subsidiary plans related to the project work.
(2) Schedule Forecast
The schedule forecast is measured against the schedule baseline and estimate time to
complete (ETC). Schedule variance (SV) and schedule performance index (SPI) are the usual
terms to express the project’s performance. Measurements are used to determine if the project
schedule is within tolerable range or deteriorating from the original plan.
(3) Cost Forecast
The cost forecast is measured against the schedule baseline and estimate time to complete
(ETC). Cost variance (CV) and cost performance index (CPI) are the usual terms to express
the project’s performance. Estimate at completion (EAC) can be compared to the budget at
completion (BAC) to determine if the project budget is within tolerable range or deteriorating
from the original plan.
17. 17
PMBOK Guide® (Integration)
(4) Validated Changes
Approved change requests from Perform Integrated Change Control process requires
validation and verification to ensure that the changes are properly implemented.
(5) Work Performance Information
Work performance data obtained from various controlling processes, being analyzed and
transformed into information that assist in projects decision making.
(6) Enterprise Environmental Factor (EEF)
Factors like government or industry standards, organizational work authorization systems,
stakeholder risk tolerances and project management information system could influence the
project work.
(7) Organizational Process Assets (OPA)
Project Management Plan would need to comply to the change control processes and
procedures, issue and defect management, and communication requirements.
18. 18
PMBOK Guide® (Integration)
Tools and Techniques
(1) Expert Judgement
Technical and management expertise are needed to monitor and control the project. This is to
ensure that the project’s performance matches the expectations.
(2) Analytical Techniques
Analysis are done to forecast potential outcomes in the project. Techniques such as regression
analysis, grouping method, root cause analysis and forecasting methods are used.
(3) Project Management Information System (PMIS)
Provides tools and utilities such as scheduling and cost tools, resource tool, performance
indicators, databases, project records and financials.
(4) Meetings
Review meetings are held face-to-face, virtual, formal or informal.
19. 19
PMBOK Guide® (Integration)
Output
(1) Change Requests
Used to expand, adjust or reduce project scope, quality, schedule or cost baselines. May also
facilitate new requirements that impacts the project management plan, project documents or
project deliverables.
(2) Work Performance Reports
Physical or electronic representation of work performance information to generate awareness,
actions and decisions. Specific performance metrics may be defined and reported to the key
stakeholders.
(3) Project Management Plan Updates
(4) Project Documents Updates
20. 20
PMBOK Guide® (Integration)
4.5 Perform Integrated Change Control
Perform Integrated Change Control is the process of reviewing all change request.
Modifications to the project documents, deliverables, baseline or project management plan are
reviewed and will be either approved or rejected based on the needs and importance. This reduces
the risk of having unwanted changes that might affect the project’s performance.
21. 21
PMBOK Guide® (Integration)
Input
(1) Project Management Plan
A document containing the subsidiary plans related to the project work.
(2) Work Performance Reports
Reports such as resource availability, schedule and cost data, earned value management
(EVM) reports and burnup or burndown charts will be reviewed in this process.
(3) Change Requests
Change requests produced from the Executing, Monitoring and Controlling processes are taken
in for review. Types of change requests would include corrective action, preventive action and
defect repairs.
22. 22
PMBOK Guide® (Integration)
(4) Enterprise Environmental Factor (EEF)
The Project Management Information System (PMIS) tools such as scheduling tool,
configuration management system, information and distribution system and automated systems
are factors that influences the enterprise environmental factor (EEF).
(5) Organizational Process Assets (OPA)
Project Management Plan would need to comply to the change control processes and
procedures, process management database, project documents, and configuration
management knowledge base.
23. 23
PMBOK Guide® (Integration)
Tools and Techniques
(1) Expert Judgement
Expert panels are required to attend for the Change Control Board (CCB) to provide their
judgement and knowledge in regards to the change requests.
(2) Meetings
The Change Control Board (CCB) is responsible to host the meeting to review, approve or
reject all change requests. Meetings should be documented and communicated to the
stakeholders for information and follow-up actions.
(3) Change Control Tools
Manual or automated tools are used to facilitate the configuration and change management.
Tools are used for recording the change requests and resulting decisions.
24. 24
PMBOK Guide® (Integration)
Output
(1) Approved Change Request
Process through the change control system, approved change requests are implemented
through the Direct and Manage Project Work process. All change requests, approved or
rejected, are recorded under the change log as part of the updates to the project documents.
(2) Change Log
A change log to record all actions performed on change requests. The impact and decisions of
all change request are communicated to the stakeholders.
(3) Project Management Plan Updates
(4) Project Documents Updates
25. 25
PMBOK Guide® (Integration)
4.6 Close Project or Phase
This phase is where all activities across the Project Management Process Groups are
finalized and closed. It provides the lessons learned, formal completion of work and release of
organizational resources.
26. 26
PMBOK Guide® (Integration)
Input
(1) Project Management Plan
A document containing the subsidiary plans related to the project work.
(2) Accepted Deliverables
Approved product specifications, delivery receipts or work performance documents. Partial or
interim deliverables may be accepted as well for phased or cancelled projects.
(3) Organizational Process Assets (OPA)
Project Management Plan would need to follow the project or phase closure guidelines or
requirements and also historical information and lessons learned knowledge base.
27. 27
PMBOK Guide® (Integration)
Tools and Techniques
(1) Expert Judgement
Professional experts, project manager and project management office may be required to
ensure that the project or phase is closed according to proper standards.
(2) Analytical Techniques
Regression analysis and trend analysis are used to perform further insights on the project.
(3) Meetings
Types of meeting include lessons learned, closeout, user group and review meetings are
conducted either face-to-face, virtual, formal or informal.
28. 28
PMBOK Guide® (Integration)
Output
(1) Final Product, Service or Result Transition
Authorized final product, service or result transition that was initiated by the project. Verification
and validation is required to be done before authorizing the output.
(2) Organizational Process Assets (OPA) Updates
Organizational Process Assets documents such as project files, project or phase closure
documents and historical information need to be updated.
29. Image retrieved from http://stockfresh.com/image/5091553/a-goal-without-a-plan-is-just-a-wish
Antoine de Saint-Exupry