A Guide to Project Management

Significant variances are observed ie those that

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: 4-1 provides an overview of the following major processes: 4.1 Project Plan Development--integrating and coordinating all project plans to create a consistent, coherent document. 4.2 Project Plan Execution--carrying out the project plan by performing the activities included therein. 4.3 Integrated Change Control--coordinating changes across the entire project. These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals, based on the needs of the project. Each process generally occurs at least once in every project phase. Although the processes are presented here as discrete elements with welldefined interfaces, in practice they may overlap and interact in ways not detailed here. Process interactions are discussed in detail in Chapter 3. The processes, tools, and techniques used to integrate project management processes are the focus of this chapter. For example, project integration management comes into play when a cost estimate is needed for a contingency plan, or when risks associated with various staffing alternatives must be identified. However, for a project to be completed successfully, integration must also occur in a number of other areas as well. For example: The work of the project must be integrated with the ongoing operations of the performing organization. Product scope and project scope must be integrated (the difference between product and project scope is discussed in the introduction to Chapter 5). One of the techniques used to both integrate the various processes and to measure the performance of the project as it moves from initiation through to completion is Earned Value Management (EVM). EVM will be discussed in this chapter as a project integrating methodology, while earned value (EV), the technique, will Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 41 ACROYMNS LIST Chapter 4--Project Integration Management Figure 4.1 | PROJECT INTEGRATION MANAGEMENT 4.1 Project Plan Development .1 Inputs .1 Other planning outputs .2 Historical information .3 Organizational policies .4 Constraints .5 Assumptions .2 Tools and Techniques .1 Project planning methodology .2 Stakeholder skills and knowledge .3 Project management information system (PMIS) .4 Earned value management (EVM) .3 Outputs .1 Project plan .2 Supporting detail 4.2 Project Plan Execution .1 Inputs .1 Project plan .2 Supporting detail .3 Organizational policies .4 Preventive action .5 Corrective action .2 Tools and Techniques .1 General management skills .2 Product skills and knowledge .3 Work authorization system .4 Status review meetings .5 Project management information system .6 Org...
View Full Document

Ask a homework question - tutors are online