Introduction: This article provides a summary
view of the processes involved. As we discussed already the project
integration knowledge area is all about taking an integrated view of the
complete project. The processes involved must make sure that the
project in its totality works well. What these processes make sure is
that the project has a well-defined start. There is a complete plan of
managing the project. On an ongoing basis, processes exist that help
executing the project and processes exist for monitoring and controlling
the project. So that this critical apple cart is not upset easily, any
changes to be introduced during its lifetime are well controlled.
Finally a process is required that will take care of the project to be
closed properly. For all of these processes organizational environment
factors influence how the processes will be applied.
Integration Area Processes: There are some six processes specified for this knowledge are. Develop project charter is the very first process that must be applied. This ensures that the exact requirements for the overall project are documented. This is the document based on which an organization will authorize the start of a project or a specific phase of the project. The project charter will define the requirements to the stakeholders' satisfaction, meeting their expectations and needs. From this point of view, it often is a formal document defining the way the requesting organization and the executor organization interact during project lifetime. This document also needs to define how the authority of the project manager. The inputs to the process are the business case for undertaking the project and the associated statement of works. Project charter is the output of the process. Tools and techniques that could be brought to use include expert judgment alone.
After the project has been defined and documented via the "develop project charter" it is absolutely necessary to define a project management plan. Thus the next process required in this set is the "develop project management plan." The project management plan is a master plan that uses several subsidiary plans to manage the complete project over its life-cycle phases. The project charter is the obvious input for this process. Other inputs are the plans for project scope, schedule, cost, quality, etc. that directly affect the project outcomes. Besides, the plans for risk management, communication management, HR management and procurement management are to be included. Organizational process assets are important inputs. Tools & techniques are mainly expert judgment. There are project management software tools available that help.
"Develop direct and manage project execution process" and "develop monitor & control project process" are two processes that help execution and control of the project through it lifetime. The first process must manage the execution of the project while the second process keeps tracking the progress and helps control deviations that may occur. Project management plan and the approved changes form the inputs to the direct and manage process. Preventive actions, corrective actions or defect repair required to keep the project on track are the outputs. Expert judgment is the tool to use here. Various baseline plans and the project management plan and the current performance report are the inputs used to track deviations. Expert judgment decides changes that are required in project management plan and other documents. Process assents are useful tools.
"Perform integrated change process" is an absolutely critical activity. Typically a change control board that has members with sufficient authority only is allowed to review requested changes and approve or disapprove them. Inputs to the process are the change requests and approvals are the outputs.
"Close of a project or a phase" process takes care of the systematic closing of the project or the current phase. Deliverables that have been accepted are the inputs to the process. Expert judgment decides what updates to the input project assets are to be made. This includes the lessons learnt document. Any pending procurement related actions are closed.
Integration Area Processes: There are some six processes specified for this knowledge are. Develop project charter is the very first process that must be applied. This ensures that the exact requirements for the overall project are documented. This is the document based on which an organization will authorize the start of a project or a specific phase of the project. The project charter will define the requirements to the stakeholders' satisfaction, meeting their expectations and needs. From this point of view, it often is a formal document defining the way the requesting organization and the executor organization interact during project lifetime. This document also needs to define how the authority of the project manager. The inputs to the process are the business case for undertaking the project and the associated statement of works. Project charter is the output of the process. Tools and techniques that could be brought to use include expert judgment alone.
After the project has been defined and documented via the "develop project charter" it is absolutely necessary to define a project management plan. Thus the next process required in this set is the "develop project management plan." The project management plan is a master plan that uses several subsidiary plans to manage the complete project over its life-cycle phases. The project charter is the obvious input for this process. Other inputs are the plans for project scope, schedule, cost, quality, etc. that directly affect the project outcomes. Besides, the plans for risk management, communication management, HR management and procurement management are to be included. Organizational process assets are important inputs. Tools & techniques are mainly expert judgment. There are project management software tools available that help.
"Develop direct and manage project execution process" and "develop monitor & control project process" are two processes that help execution and control of the project through it lifetime. The first process must manage the execution of the project while the second process keeps tracking the progress and helps control deviations that may occur. Project management plan and the approved changes form the inputs to the direct and manage process. Preventive actions, corrective actions or defect repair required to keep the project on track are the outputs. Expert judgment is the tool to use here. Various baseline plans and the project management plan and the current performance report are the inputs used to track deviations. Expert judgment decides changes that are required in project management plan and other documents. Process assents are useful tools.
"Perform integrated change process" is an absolutely critical activity. Typically a change control board that has members with sufficient authority only is allowed to review requested changes and approve or disapprove them. Inputs to the process are the change requests and approvals are the outputs.
"Close of a project or a phase" process takes care of the systematic closing of the project or the current phase. Deliverables that have been accepted are the inputs to the process. Expert judgment decides what updates to the input project assets are to be made. This includes the lessons learnt document. Any pending procurement related actions are closed.
If you are preparing for your PMP certification, PMBOK is
required reading. It provides all the theoretical underpinning of the
knowledge areas for managing projects well. The author has a Kindle book
that makes reading about these knowledge ares quite simple. Written in
conversational style, this book provides you insights into these
knowledge areas and lets you be ready with a true understanding of the
concepts.
