Project Management Reviewer PDF

PROJECT MANAGEMENT  Confirm acceptance of the project outcome. Project Management  Reflect on lessons learned....

PROJECT MANAGEMENT  Confirm acceptance of the project outcome. Project Management  Reflect on lessons learned.  Celebrate completing the  Product Development project.  Events Planning  Data Management < Week 1 >  Construction The complexity and importance of IT  Healthcare projects, which involve using hardware,  Manufacturing software, and networks to create a product,  Marketing service, or result, have evolved dramatically.  Information Services and Technology  Engineering Today’s companies, governments,  Operations and nonprofit organizations are recognizing that to be successful, they need to use Project Management modern project management techniques, Application of knowledge, skills, especially for IT projects. tools, and techniques to project activities to To remain competitive in the meet project requirements. workplace, they must develop skills to o Project Management Institute become good project team members and project managers. Project Life Cycle They also realize that many of the Initiation > Planning > Implementation > concepts of project management will help Closing them in their everyday lives as they work with people and technology on a day-to-day 1. Initiation basis.  Define the project objective  Determine resources What is a Project?  Seek approvals A project is “a temporary endeavor 2. Planning undertaken to create a unique product,  Budget service, or result.”  Schedule  Team Operations, on the other hand, is  Roles and Responsibilities work done in organizations to sustain the  Risks business. 3. Implementation  Manage the program Projects are different from operations in that  Communicate they end when their objectives have been  Risk mitigation reached or the project has been terminated. 4. Closure  Ensure all tasks are completed. Examples of IT Projects  Advanced, pervasive, and invisible analytics IT projects involve using hardware, Analytics continues to grow in software, and networks to create a product, importance as the volume of data service, or result. generated by embedded systems  Bill Gates scheduling system for increases. The challenge is analyzing school data to provide “the right information  E-commerce applications – to the right person at the right time. Facebook application (mobile and Project Attributes browser), Lazada, Shopee  Fintech apps  A project has a unique purpose  National ID Database  A project is temporary  NUIS  A project is developed using progressive elaboration Gartner, Inc.  A project requires resources, often a prestigious consulting firm, from various areas identified the top 10 strategic technologies  A project should have a primary for 2015. A few of these technologies include customer or sponsor the following:  A project involves uncertainty  Computing everywhere An effective project manager is crucial to The needs of mobile users in a project’s success. Project managers work diverse contexts and environments with the project sponsors, team, and the will continue to drive companies to other people involved to achieve project develop new products and services. goals.  The internet of things Project Constraints Attributes Expanding digitization and connectivity will continue to enable Scope companies to combine information  What work will be done as from people, places, and things to part of the project? extend services, improve how assets or machines operate, or create new  What unique product, service, sources of revenue. or result does the customer or sponsor expect from the  3D Printing project? Worldwide shipments of 3D printers are expected to nearly  How will the scope be double in 2015 compared to 2014 verified? and double again in 2016. New Time applications continue to be found for producing items at lower costs  How long should it take to through improved designs, complete the project? What is streamlined prototyping, and short- the project’s schedule run manufacturing.  How will the team track actual schedule performance?   Who can approve changes to stakeholders often have very different needs the schedule? and expectations. Cost Project Management Knowledge Areas  What should it cost to 1. Project scope management complete the project? What is involves defining and managing all the project’s bud- get? the work required to complete the  How will costs be tracked? project successfully.  Who can authorize changes 2. Project time management includes to the budget? estimating how long it will take to complete the work, developing an Managing the triple constraint acceptable project schedule, and involves making trade-offs between scope, ensuring timely completion of the time, and cost goals for a project. project. Quadruple Constraint 3. Project cost management consists of preparing and managing the Quality is often a key factor in budget for the project. projects, as is customer or sponsor 4. Project quality management satisfaction. ensures that the project will satisfy the stated or implied needs for which Some people, in fact, refer to the quadruple constraint of project management, it was undertaken. which includes quality as well as scope, 5. Project human resource time, and cost. management is concerned with making effective use of the people Project Management involved with the project. 6. Project communications Project management is “the management involves generating, application of knowledge, skills, tools, and collecting, disseminating, and storing techniques to project activities to meet project information. project requirements.” 7. Project risk management includes Project managers must strive not only identifying, analyzing, and to meet specific scope, time, cost, and quality responding to risks related to the goals of projects, they must also facilitate the project. entire process to meet the needs and 8. Project procurement management expectations of people involved in project involves acquiring or procuring goods activities or affected by them. and services for a project from outside the performing organization. Project Stakeholders 9. Project stakeholder management Stakeholders are the people involved includes identifying and analyzing in or affected by project activities, and stake- holder needs while managing include the project sponsor, project team, and controlling their engagement support staff, customers, users, suppliers, throughout the life of the project. and even opponents of the project. These 10. Project integration management is an overarching function that affects  and is affected by all of the other an integrated toolbox, including knowledge areas. project management tools, methods, and techniques. They Project Management Tools and carefully select tools, align them with Techniques project and business goals, link them “Man is a tool-using animal. Without to metrics, and provide them to tools he is nothing, with tools he is all.” project managers to deliver positive results. - Thomas Carlyle 2. Grow project leaders. The winners Project management tools and know that strong project managers— techniques assist project managers and their referred to as project leaders—are teams in carrying out work in all 10 crucial to project success. They also knowledge areas. know that a good project leader needs to be a business leader as Project Success well, with strong interpersonal and  The project met scope, time, and cost intrapersonal skills. Companies goals. that excel in project management  The project satisfied the often grow or develop their project customer/sponsor. leaders internally, providing them with career opportunities, training, and  The results of the project met its main mentoring. objective, such as making or saving a certain amount of money, providing a < insert 3 and 4 > good return on investment, or simply making the sponsors happy. Programs and Portfolio Project Management What helps projects succeed? Two important concepts that help projects 1. Executive support meet enterprise goals are the use of 2. User involvement programs and project portfolio management. 3. Clear business objectives 4. Emotional maturity A program is “a group of related 5. Optimizing scope projects, subprograms, and program 6. Agile process activities managed in a coordinated way to 7. Project management expertise obtain benefits and control not available from 8. Skilled resources managing them individually.” 9. Execution The following are examples of 10. Tools and infrastructure common programs in the IT field. 4 Significant Practices  Infrastructure: This program could 1. Use an integrated toolbox. encompass several projects, such as Companies that consistently succeed providing more wireless Internet in managing projects clearly define access, upgrading hardware and what needs to be done in a project, software, enhancing computer by whom, when, and how. They use security, and developing and  maintaining corporate standards for  Individual projects often address IT. tactical goals, whereas portfolio  Applications development: This management addresses strategic program could include several goals. projects, such as updating an Project management addresses questions enterprise resource planning (ERP) like: system, purchasing a new off-the- shelf billing system, or developing a  “Are we carrying out projects well?” new capability for a customer  “Are projects on time and on budget?” relationship management system.  “Do project stakeholders know what  User support: In addition to the they should be doing?” many operational tasks related to user support, many IT departments Portfolio management addresses questions have several projects to support like: users.  “Are we working on the right In many organizations, project projects?” managers also support an emerging  “Are we investing in the right areas?” business strategy of project portfolio  “Do we have the right resources to be management or portfolio management, as competitive?” called in this text, in which organizations A best practice is “an optimal way group and manage projects and programs as recognized by industry to achieve a stated a portfolio of investments that contribute to goal or objective.” The best practice secret: the entire enterprise’s success. Stretching to learn from the best of the Portfolio managers help their best in any sector can make a big vision organizations make wise investment more likely to succeed. decisions by helping to select and analyze projects from a strategic Rosabeth Moss Kanter, a professor at perspective. Portfolio managers may or may Harvard Business School and well-known not have previous experience as project or author and consultant. program managers. It is most important that  Emphasizes the need to have they have strong financial and analytical measurable standards for best skills and understand how projects and practices. An organization can programs can contribute to meeting strategic measure performance against its goals. own past, against peers, and, even Two main distinction is a focus on meeting better, against potential. tactical or strategic goals. Kanter suggests that organizations need to  Tactical goals are generally more continue to reach for higher standards. She specific and short-term than strategic suggests the following exercise regimen for goals, which emphasize long-term business leaders who want to adapt best goals for an organization. practices in an intelligent way to help their own organizations:   Reach high. Stretch. Raise standards partnerships with customers and aspirations. Find the best of the and suppliers. best and then use it as inspiration for Growth reaching full potential.  Help everyone in your organization  Projects in this category become a professional. Empower would help the company people to manage themselves increase its revenues. through benchmarks and standards Core based on best practice exchange.  Look everywhere. Go far afield. Think  Projects in this category must of the whole world as your laboratory be accomplished to run the for learning. business. Robert Butrick basic principles of project The Role of the Project Manager management. Project manager for a consulting firm:  Make sure your projects are driven by Plans, schedules, and controls your strategy. Be able to demonstrate how each project you undertake fits activities to fulfill identified objectives your business strategy, and screen applying technical, theoretical, and out unwanted projects as soon as managerial skills to satisfy project possible. requirements. Coordinates and integrates team and individual efforts and builds  Engage your stakeholders. Ignoring positive professional relationships with stakeholders often leads to project clients and associates. failure. Be sure to engage stakeholders at all stages of a project, Project manager for a computer systems and encourage teamwork and firm: commitment at all times. Works independently within 3 Basic IT Project Portfolio Categories established practices to assist in the development and implementation process of Venture projects involving departmental, vendor  Large retail chain described in relationships, and/or cross-functional teams. the opening case might have Coordinates with internal/external clients to an IT project to provide kiosks gather business requirements and in stores and similar coordinate project plans. Monitor projects functionality on the Internet from initiation through delivery ensuring where customers and completion of the project on schedule. suppliers could quickly provide feedback on products IT project manager for a nonprofit or services. consulting firm:  This project could help Responsibilities include business transform the business by analysis, requirements gathering, project developing closer planning, budget estimating, development, testing, and implementation. Responsible for make effective use of technology as it working with various resource providers to relates to the specific project. ensure development is completed in a timely, 11. Project managers must make many high-quality, and cost-effective manner. decisions and deal with people in a wide variety of disciplines. Suggested Skills for Project Managers 12. Project managers need know enough 1. The project environment differs from to build a strong team and ask the organization to organization and right questions to keep things on project to project. track. 2. These skills include understanding Importance of People Skills and change and understanding how Leadership organizations work within their social, political, and physical environments. 1. People Skills 3. Project managers must be 2. Leadership comfortable leading and handling 3. Listening change. 4. Integrity, ethical behavior, 4. Project managers need to consistency understand the organization in which 5. Strength at building trust they work and how that organization 6. Verbal communication develops products and provides 7. Strength at building teams services. 8. Conflict resolution, conflict 5. Project managers should also management possess general management 9. Critical thinking, problem solving knowledge and skills. 10. Understanding and balancing of 6. Achieving high performance on priorities projects requires soft skills, otherwise < Week 2 > called human relations skills. 7. Project managers must lead their Systems Thinking project teams by providing vision, delegating work, creating an Systems thinking describes this energetic and positive environment, holistic view of carrying out projects within and setting an example of the context of the organization. appropriate and effective behavior. What is a System Approach? 8. Project managers must focus on teamwork skills to employ people Systems are sets of interacting effectively. components that work within an environment 9. Project managers need to be able to to fulfill some purpose. cope with criticism and constant Organizations are also systems, with change. Project managers must be people in various roles working together to flexible, creative, and sometimes design, develop, deliver, and sell various patient. products and services. 10. Project managers, especially those managing IT projects, must be able to  A systems philosophy is an overall  Organization model for thinking about things as systems. The Four Frames of Organizations Systems analysis is a problem- Structural Frame solving approach that requires defining the scope of the system, dividing it into  deals with how the components, and then identifying and organization is structured evaluating its problems, opportunities, (usually depicted in an constraints, and needs. organizational chart) and Systems management addresses focuses on different groups’ the business, technological, and roles and responsibilities to organizational issues associated with meet the goals and policies creating, maintaining, and modifying a set by top management. This system. frame is very rational and focuses on coordination and The term systems approach control. emerged in the 1950s to describe a holistic and analytical approach to solving complex Human Resources Frame problems that includes using a systems  focuses on producing philosophy, systems analysis, and systems harmony between the needs management. of the organization and the needs of people. It recognizes Using a systems approach is critical to that mismatches can occur successful project management. between the needs of the ***If top management and project organization and those of managers are to understand how projects individuals and groups, and relate to the whole organization, they must works to resolve any potential follow a systems philosophy. problems. ***They must use systems analysis Political Frame to address needs with a problem-solving  addresses organizational and approach. personal politics. Politics in ***They must use systems organizations take the form of management to identify key issues in competition among groups or business, technological, and organizational individuals for power, spheres related to each project in order to resources, and leadership. identify and satisfy key stakeholders and do The political frame what is best for the entire organization. emphasizes that organizations are coalitions The Three-Sphere Model for Systems composed of varied Management individuals and interest  Business groups.  Technology  Symbolic Frame and project structures. Personnel often report both to  focuses on symbols and a functional manager and one meanings. In this frame, the or more project managers. most important aspect of any event in an organization is not Organizational Culture what actually happened, but It is a set of shared assumptions, what it means. values, and behaviors that characterize the Organizational Structures functioning of an organization. It often includes elements of all four frames Functional organizational described previously. structure According to Stephen P. Robbins and  is the hierarchy most people Timothy Judge, authors of a popular textbook think of when picturing an on organizational behavior, there are 10 organizational chart. characteristics of organizational culture: Functional managers or vice presidents in specialties such 1. Member identity: The degree to as engineering, which employees identify with the manufacturing, IT, and human organization as a whole rather than resources report to the chief with their type of job or profession. executive officer (CEO). Their 2. Group emphasis: The degree to staffs have specialized skills which work activities are organized in their respective disciplines. around groups or teams, rather than individuals. Project organizational structure 3. People focus: The degree to which  also is hierarchical, but management’s decisions take into instead of functional account the effect of outcomes on managers or vice presidents people within the organization. reporting to the CEO, 4. Unit integration: The degree to program managers report to which units or departments within an the CEO. Their staffs have a organization are encouraged to variety of skills needed to coordinate with each other. complete the projects within 5. Control: The degree to which rules, their programs. An policies, and direct supervision are organization that uses this used to oversee and control structure earns its revenue employee behavior. primarily from performing 6. Risk tolerance: The degree to which projects for other groups employees are encouraged to be under contract. aggressive, innovative, and risk seeking. Matrix organizational structure 7. Reward criteria: The degree to which rewards, such as promotions  represents the middle ground and salary increases, are allocated between functional according to employee performance  rather than seniority, favoritism, or commitment, many projects will fail. Some other nonperformance factors. projects have a senior manager called a 8. Conflict tolerance: The degree to champion who acts as a key advocate for a which employees are encouraged to project. The sponsor can serve as the air conflicts and criticism openly. champion, but often another manager can 9. Means-ends orientation: The more successfully take on this role. degree to which management Systems Development Life Cycle focuses on outcomes rather than on techniques and processes used to is a framework for describing the achieve results. phases of developing information systems. 10. Open-systems focus: The degree to Some popular models of an SDLC include which the organization monitors and the waterfall model, the spiral model, the responds to changes in the external incremental build model, the prototyping environment. model, and the Rapid application development (RAD) model. Focusing on Stakeholders Needs The waterfall life cycle Project Stakeholders has well-defined, linear stages of are the people involved in or affected systems analysis, design, construction, by project activities. testing, and support. Stakeholders can be internal or This life cycle model assumes that external to the organization, directly involved requirements will remain stable after they are in the project, or simply affected by the defined. The waterfall life cycle model is used project. when risk must be tightly controlled and Internal project stakeholders when changes must be restricted after the include the project sponsor, project team, requirements are defined. support staff, and internal customers of the The spiral life cycle model project. developed based on refinements of External project stakeholders the waterfall model as applied to large include the project’s customers (if they are government software projects. external to the organization), competitors, suppliers, and other external groups It recognizes the fact that most potentially involved in the project or affected software is developed using an iterative or by it, such as government officials or spiral approach rather than a linear concerned citizens. approach. The project team is open to changes and revisions later in the project life The Importance of Top Management cycle, and returns to the requirements phase Commitment to more carefully clarify and design the A very important factor in helping revisions. project managers successfully lead projects is the level of commitment and support they receive from top management. Without this Globalization  Team member selection and role preferences: Dr. Meredith Belbin It is important for project managers to defined a team role as “a tendency to address several key issues when working on behave, contribute and interrelate global projects: with others in a particular way.”  Communications  Task-technology fit: IT is more likely  Trust to have a positive impact on  Common work practices individual performance if the  Tools capabilities of the technologies match the tasks that the user must perform. Outsourcing  Cultural differences: It is important Outsourcing is an organization’s to address cultural differences, acquisition of goods and services from an including how people with authority outside source. are viewed, how decisions are made, how requests or questions are Offshoring communicated, and how workers Offshoring is sometimes used to prefer to operate (in collaboration or describe outsourcing from another country. individually). Offshoring is a natural outgrowth of  Computer-mediated globalization. IT projects continue to rely communication: It is crucial to more and more on outsourcing, both within provide reliable and appropriate and outside their country boundaries. computer-mediated communication to virtual team members, including e- Virtual Teams mail, instant messaging, text A virtual team is a group of people messaging, and chat rooms. who work together despite time and space  Team life cycles: Just as projects boundaries using communication and products have life cycles, so do technologies. teams. Project managers must address the team life cycle, Factors that influence Virtual Team’s especially when assigning team success: members and determining deliverable schedules.  Team processes: It is important to  Incentives: Virtual teams may define how the virtual team will require different types of incentives to operate. accomplish high-quality work on time.  Leadership style: The project  Negative incentives, such as fines manager’s leadership style affects all or withholding payment, can also be teams, especially virtual ones. effective if virtual team members are  Trust and relationships: Many not being productive. virtual teams fail because of a lack of  Conflict management: Even though trust. It is difficult to build they might never physically meet, relationships and trust from a virtual teams still have conflicts. distance. Agile Project Management Process Groups means being able to move quickly Executing and easily  processes include Agile today means using a method coordinating people and other based on iterative and incremental resources to carry out the development, in which requirements and various plans and create the solutions evolve through collaboration. products, services, or results of the project or phase. Agile can be used for software development or in any environment in which Monitoring and Controlling the requirements are unknown or change quickly.  processes include regularly measuring and monitoring Scrum progress to ensure that the project team meets the According to the Scrum Alliance, project objectives. Scrum is the leading agile development method for completing projects with a Closing complex, innovative scope of work. The term  processes include formalizing was coined in 1986 in a Harvard Business acceptance of the project or Review study that compared high- project phase and ending it performing, cross-functional teams to the efficiently. scrum formation used by rugby teams. Methodology A product owner creates a prioritized wish list called a product backlog. A methodology describes how things should be done, and different organizations < Week 3 > often have different ways of doing things. Project Management is an integrative endeavor. Projects in Controlled Environments (PRINCE2) A process is a series of actions directed toward a particular result. Originally developed for IT projects, PRINCE2 was released in 1996 as a generic Project management process groups project management methodology by the progress from initiating activities to planning U.K. Office of Government Commerce activities, executing activities, monitoring (OCG). It is the de facto standard in the and controlling activities, and closing United Kingdom and is used in over 50 activities. countries.  Concept, Development, 1. Starting up a project Implementation, and Close-out 2. Planning phases 3. Initiating a project  Initial, Intermediate, and Final phases 4. Directing a project 5. Controlling a stage  6. Managing product delivery achieve predictable, defect-free 7. Managing stage boundaries performance. 8. Closing a project < Week 4 > Agile Methods Project Integration Management Agile software development is a form involves coordinating all of the other of adaptive software development. project management knowledge areas All agile methods include an iterative throughout a project’s life cycle. This workflow and incremental delivery of integration ensures that all the elements of a software in short iterations. project come together at the right times to complete a project successfully. Popular agile methods include extreme programming, Scrum, feature- Project Integration driven development, lean software 1. Developing the project charter development, Agile Unified Process (AUP), involves working with stakeholders to Crystal, and Dynamic Systems Development create the document that formally Method (DSDM). authorizes a project—the charter. 2. Developing the project Rational Unified Process (RUP) management plan involves framework coordinating all planning efforts to RUP is an iterative software create a consistent, coherent development process that focuses on team document—the project management productivity and enables all team members plan. to deliver software best practices to the 3. Directing and managing project organization. work involves carrying out the project management plan by performing the “RUP embodies industry-standard activities included in it. management and technical methods and 4. Monitoring and controlling project techniques to provide a software engineering work involves overseeing activities to process particularly suited to creating and meet the performance objectives of maintaining component-based software the project. system solutions.” 5. Performing integrated change Six Sigma methodologies: control involves identifying, evaluating, and managing changes Two main methodologies are used on throughout the project life cycle. Six Sigma projects: 6. Closing the project or phase  Define, Measure, Analyze, involves finalizing all activities to Improve, and Control (DMAIC) is formally close the project or phase. used to improve an existing business Strategic Planning process  Define, Measure, Analyze, Design, Strategic planning involves and Ve2V) is used to create new determining long-term objectives by product or process designs to analyzing the strengths and weaknesses of an organization, studying opportunities and Weighted Scoring Model threats in the business environment, A weighted scoring model is a tool predicting future trends, and projecting the that provides a systematic process for need for new products and services. selecting projects based on many criteria. Strategic planning provides important information to help organizations identify and These criteria can include factors: then select potential projects.  broad organizational needs Mind mapping, a technique that  addressing problems, opportunities, uses branches radiating from a core idea to or directives structure thoughts and ideas.  the amount of time needed to SWOT Analysis complete the project  the overall priority of the project Information Technology Planning Stages  projected financial performance of  Information Technology Strategy the project. Planning The first step in creating a weighted scoring  Business Area Analysis model is to identify criteria that are  Project Planning important to the project selection  Resource Allocation process. It often takes time to develop and reach agreement on these criteria. Information systems often are central to business strategy.  Supports key business objectives or strategies Methods for Selecting Projects  Has strong internal sponsor Five common techniques are:  Has strong customer support  Uses realistic level of technology  Focusing on broad organizational needs  Can be implemented in one year or less  Categorizing IT projects  Provides positive NPV  Performing net present value or other financial analyses  Has low risk in meeting scope, time, and cost goals  Using a weighted scoring model  Implementing a balanced scorecard Balance Scorecard Problems are undesirable situations that A balanced scorecard is a strategic prevent an organization from achieving its planning and management system that helps goals. organizations align business activities to strategy, improve communications, and Opportunities are chances to improve the monitor performance against strategic goals. organization. Project Charter Directives are new requirements imposed A project charter is a document that by management, government, or some formally recognizes the existence of a project external influence. and provides direction on the project’s  A brief description of the project objectives and management. and the need it addresses: This description should clearly outline the  Project statement of work: A goals of the project and strategic statement of work is a document that reason for it. describes the products or services to  The sponsor’s name: Every project be created by the project team. needs a sponsor.  Business case: As explained in  The names of the project manager Chapter 3, many projects require a and key team members: The project business case to justify their manager should always be the investment. contact for project information.  Agreements: If you are working on a  Deliverables of the project: This project under contract for an external section should briefly list and customer, the contract or agreement describe the products that will be should include much of the created as part of the project. information needed for creating a  A list of important reference good project charter. materials: Listing important  Enterprise environmental factors: documents or meetings related to a These factors include relevant project helps project stakeholders government or industry standards, understand that history. the organization’s infrastructure, and  A list of definitions and acronyms, market- place conditions. if appropriate: Many projects,  Organizational process assets: especially IT projects, involve Organizational process assets terminology that is unique to a include formal and informal plans, particular industry or technology. policies, procedures, guidelines, information systems, financial The description of how the project is systems, management systems, organized should include the following lessons learned, and historical information: information that can influence a project’s success.  Organizational charts: The description should include an Project Management Plan organizational chart for the company sponsoring the project and for the A project management plan is a customer’s company, if the project is document used to coordinate all project for an external customer. planning documents and help guide a  Project responsibilities: This project’s execution and control. section of the project plan should  The project name: Every project describe the major project functions should have a unique name, which and activities and identify the people helps distinguish each project and responsible for them. avoids confusion among related  Other organizational or process- projects. related information: Depending on the nature of the project, the team  might need to document major  Key deliverables: This section lists processes they follow on the project. and describes the key products created as part of the project. The section of the project management plan  Other work-related information: that describes management and technical This section highlights key approaches should include the following information related to the work information: performed on the project.  Management objectives: It is The project schedule information section important to understand top should include the following: management’s view of the project, the priorities for the  Summary schedule: It is helpful to project, and any major have a one-page summary of the assumptions or constraints. overall project schedule. Depending  Project controls: This section  Detailed schedule: This section describes how to monitor project provides more detailed information progress and handle changes. about the project schedule.  Risk management: This section  Other schedule-related briefly addresses how the project information: This section should team will identify, manage, and document major assumptions and control risks. highlight other important information  Project staffing: This section related to the project schedule. describes the number and types The budget section of the project of people required for the project. management plan should include the  Technical processes: This following: section describes specific methodologies a project might  Summary budget: The summary use and explains how to budget includes the total estimate of document information. the overall project’s budget. The next section of the project management  Detailed budget: This section plan should describe the work that needs to summarizes the contents of the cost be performed and reference the scope management plan and includes more management plan. It should summarize the detailed budget information. following:  Other budget-related information: This section documents major  Major work packages: A project assumptions and highlights other manager usually organizes the important information related to project work into several work financial aspects of the project. packages using a work breakdown structure (WBS) and produces a Directing and Managing Project Work scope statement to describe the work Directing and managing project work in more detail. involves managing and performing the work described in the project management plan, one of the main inputs for this process. Coordinating Planning and Executing A baseline is the approved project management plan plus approved changes. In project integration management, project planning and execution are Integrated Change Control intertwined and inseparable activities. The Integrated change control involves main function of creating a project identifying, evaluating, and managing management plan is to guide project changes through- out the project life cycle. execution. The three main objectives of integrated A common-sense approach to change control are: improving the coordination between project  Influencing the factors that create plan development and execution is to follow changes to ensure that changes this simple rule: Those who will do the work are beneficial: To ensure that should plan the work. changes are beneficial and that a Providing Strong Leadership and A project is successful, project Supportive Culture managers and their teams must make trade-offs among key project Strong leadership and a supportive dimensions, such as scope, time, organizational culture are crucial during cost, and quality. project execution.  Determining that a change has Project Execution Tools and Techniques occurred: To determine that a change has occurred, the project  Expert judgment: Anyone who has manager must know the status of key worked on a large, complex project project areas at all times. appreciates the importance of expert  Managing actual changes as they judgment in making good decisions. occur: Managing change is a key  Meetings: Meetings are crucial role of project managers and their during project execution. Face-to- teams. face meetings with individuals or groups of people are important, as Change Control System are phone and virtual meetings. A change control system is a formal,  Project management information documented process that describes when systems: Many large organizations and how official project documents may be use powerful enterprise project changed. management systems that are accessible via the Internet and tie into A change control board (CCB) is a other systems, such as financial formal group of people responsible for systems. approving or rejecting changes to a project. The primary functions of a CCB are to Monitoring and Controlling Project Work provide guidelines for preparing change Monitoring project work includes requests, evaluating change requests, and collecting, measuring, and disseminating managing the implementation of approved performance information. changes. Closing Projects or Phases The last process in project integration management is closing the project or phase, which requires that you finalize all activities and transfer the completed or cancelled work to the appropriate people. Final product, service, or result transition: Project sponsors are usually most interested in making sure they receive delivery of the final products, services, or results they expected when they authorized the project. Organizational process asset updates: The project team should provide a list of project documentation, project closure documents, and historical information produced by the project in a useful format. Project Management Software Project management software is also an important tool for developing and integrating project planning documents, executing the project management plan and related project plans, monitoring and controlling project activities, and performing integrated change control.