CPM2 - Project Integration Management (Week 3 & 4)

Project Integration Management

Includes the processes and activities to identify, define, combine, unify and coordinate the various processes and project management activities within the Project Management Process Groups

Project Managers

Project Integration Management (PIM) is specific to ________

True

True or False: Knowledge areas may be managed by specialists, the accountability of the Project Integration Management cannot be delegated or transferred.

False

True or False: The Project Manager is not responsible for the project as a whole since a project is managed by a team.

Automation

_______ will be useful in project data collection but also in filtering and directing project communications

Visual Management Tools

Some project teams use _______ rather than written plans and other documents, to capture and oversee critical project elements. Making key project elements visible to the entire team provides a real-time overview of the project status.

Visual Thinking Tools

• Enhances understanding of complex projects and supports management of high volumes of disparate data points

• Also facilitate conceptual and idea-development processes, as well as fostering a common language for conversations and discussions among the members of the project team.

Visual Thinking Tools

Mind mapping, process mapping, storyboarding, charting, diagramming, and graphing are examples of ______)

True

Knowledge transfer occurs at various levels

Agile approach

Emphasizes adequate and continuous decisions making, continuous testing and continues integration of phases.

The Center of Excellence

Is responsible for devising the strategic roadmap consisting of business models and processes that’ll help the organization prosper in the future.

True

True or False: There is no one, single project management methodology that should be applied to all projects all of the time.

Tailoring

• Is the process of referencing framework documents, standards and other relevant sources and utilizing those elements that provide processes, tools and techniques that are suitable for that particular organization.

• It also includes modifying existing processes currently in use by the organization.

Development Lifecycles

_____ can be predictive, iterative, incremental, adaptive or a hybrid model.

Predictive Lifecycle

The project scope, time, cost are determined in the early stages of the lifecycle.

Adaptive Lifecycles

Agile, iterative, or incremental, also referred to as agile or change driven lifecycles.

Incremental Lifecycle

The deliverable is produced through a series of iteration that successively add functionality within a predetermined time frame.

Hybrid Lifecycle

A combination of a predictive and an adaptive life cycle

Agile Project Management Approach

Practices are simple a codification of “common sense”

Examples:

• Plan-Do-Check-Act

• Extreme Project Management

• Rapid Application Development (RAD)

• SCRUM

Traditional Project Management Approach

Often associated with well planned projects

Examples:

• Traditional Waterfall Approach

• Critical Path Method

• Critical Chain Project Management

Lean Project Management Approach

Aims to create sustainable customer value by eliminating all waste, from the storage of materials to the acceptance of the structure.

Knowledge Management

Is a concept, which is fundamental to increase the efficiency of an organization’s decision making ability and is increasingly recognized as a promoter of economic growth and productivity but at the present is managed inefficiently.

Change Management

Is a systematic and structured process of developing and implementing strategies and interventions for organizations transitioning from current state to a desired state.

Change

Often said as the only thing that remains constant in organizations

Strategic Change

Broad, long-term, and organization-wide issues involving change. It is about moving to a future state that has been defined generally in terms of strategic vision and scope, supported by policies.

Competitive Advantage

The goal of strategic change

Operational Change

Relates to new systems, procedures, structures, or technology that will have an immediate effect on working arrangements within a part of the organization.

True

True or False: Operational changes and its impact on people can be more significant than broader strategic change and it has to be handled just as carefully

Developmental Change

Any organizational change that improves and optimizes previously established processes strategies and procedures.

Transitional Change

Change that moves an organization away from its current state to a new state in order to solve a problem

Transformational Change

Change that radically and fundamentally alters the culture, core values and operations.

Takes place when there are fundamental and comprehensive changes in structures, processes and behaviors that have a dramatic effect on the ways in which the organization functions.

Project Governance

Defined as a set of management systems, rules, protocols, relationships, and structures that provide the framework within which decisions are made

Governance

What control boards, committees, stakeholders have as part of the project? What are the project status reporting requirements?

Lessons Learned

Refers to the experience you gain, applying past lessons learned and compiling new findings, also beneficial to gather input while in the middle of a project.

Identify, Document, Analyze, Store, Retrieve

Lessons Learned Process in Project Management

Project Benefits

Are referred to as “the measurable improvement deriving from a result perceived as an advantage by one or more stakeholders, which contributes to the achievement of one or more organizational objectives

Target Benefits

Those benefits set prior to project commencement which the project funder seeks thorough an investment in a project

Fortuitous Benefits

Unplanned benefits which may emerge during the project.