華中科技大學(xué)項(xiàng)目管理

2023/1/211Chapter3:

ProjectIntegration

Management2023/1/212LearningObjectivesUnderstandtheimportanceofprojectintegrationmanagementDescribeanoverallframeworkforprojectintegrationmanagementDescribeprojectplandevelopmentandthekeycomponentsofagoodprojectplanExplainprojectplanexecutionandkeyaspectsofgettingworkresultsDescribetheintegratedchangecontrolprocessandthecreationofprojectplanupdates,correctiveaction,andlessonslearned2023/1/213ChapterOutline

WhatisProjectIntegrationManagement?ProjectPlanDevelopmentProjectPlanExecutionOverallChangeControlChangeControlonITProjectsChangeControlSystem2023/1/2143.1WhatisProjectIntegrationManagement?2023/1/215Thedefinitionofprojectintegrationmanagement*Projectintegrationmanagementistheprocessesinvolvedincoordinatingalloftheotherprojectmanagementknowledgeareasthroughoutaproject'slifecycle.

2023/1/216TheKeytoOverallProjectSuccess:GoodProjectIntegrationManagementProjectmanagersmustcoordinatealloftheotherknowledgeareasthroughoutaproject’slifecycleManynewprojectmanagershavetroublelookingatthe“bigpicture”andwanttofocusontoomanydetailsProjectintegrationmanagementisnotthesamethingassoftwareintegration2023/1/217ProjectIntegrationManagementOverviewNote:ThePMBOKGuideincludessimilarchartsforeachknowledgearea.2023/1/218FrameworkforProjectIntegrationManagementFocusonpullingeverythingto-gethertoreachprojectsuccess!2023/1/219ProjectIntegrationManagementProcessesThreemainprocessesProjectPlanDevelopment:takingtheresultsofotherplanningprocessesandputtingthemintoaconsistent,coherentdocument—theprojectplanProjectPlanExecution:carryingouttheprojectplanIntegratedChangeControl:coordinatingchangesacrosstheentireproject2023/1/2110計(jì)劃編制過程時(shí)間6.3活動(dòng)歷時(shí)估計(jì)范圍5.2范圍計(jì)劃編制時(shí)間6.1活動(dòng)定義時(shí)間6.2活動(dòng)排序時(shí)間6.4進(jìn)度計(jì)劃開發(fā)成本7.2成本估算范圍5.3范圍定義成本7.1資源計(jì)劃編制風(fēng)險(xiǎn)11.1風(fēng)險(xiǎn)管理計(jì)劃編制成本7.2成本預(yù)算整體4.1項(xiàng)目計(jì)劃編制核心過程啟動(dòng)過程范圍5.1啟動(dòng)執(zhí)行過程輔助過程整體4.2項(xiàng)目計(jì)劃實(shí)施質(zhì)量8.2質(zhì)量保證人力資源9.3團(tuán)隊(duì)開發(fā)采購(gòu)12.3詢價(jià)采購(gòu)12.4資源選擇采購(gòu)12.5合同管理溝通10.2信息發(fā)布控制過程輔助過程整體4.3綜合變更控制范圍5.5范圍變更控制時(shí)間6.5進(jìn)度計(jì)劃控制范圍5.4范圍驗(yàn)證成本7.4成本控制質(zhì)量8.3質(zhì)量控制風(fēng)險(xiǎn)11.4風(fēng)險(xiǎn)控制溝通10.3績(jī)效報(bào)告收尾過程采購(gòu)12.6合同收尾溝通10.4管理收尾項(xiàng)目整體4.1項(xiàng)目計(jì)劃制定4.2項(xiàng)目計(jì)劃實(shí)施4.3綜合變更控制2023/1/21113.2ProjectPlanDevelopment2023/1/2112PlanningProcesses計(jì)劃編制過程時(shí)間6.3活動(dòng)歷時(shí)估計(jì)范圍5.2范圍計(jì)劃編制時(shí)間6.1活動(dòng)定義時(shí)間6.2活動(dòng)排序時(shí)間6.4進(jìn)度計(jì)劃開發(fā)成本7.2成本估算范圍5.3范圍定義成本7.1資源計(jì)劃編制風(fēng)險(xiǎn)11.1風(fēng)險(xiǎn)管理計(jì)劃編制成本7.2成本預(yù)算整體4.1項(xiàng)目計(jì)劃編制質(zhì)量8.1質(zhì)量計(jì)劃編制人力資源9.1組織計(jì)劃編制時(shí)間9.2人員獲取采購(gòu)12.1采購(gòu)計(jì)劃編制采購(gòu)12.2詢價(jià)計(jì)劃編制溝通10.1溝通計(jì)劃編制風(fēng)險(xiǎn)11.2風(fēng)險(xiǎn)識(shí)別風(fēng)險(xiǎn)11.3定性風(fēng)險(xiǎn)分析風(fēng)險(xiǎn)11.4定量風(fēng)險(xiǎn)分析風(fēng)險(xiǎn)11.5風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃核心過程來自啟動(dòng)過程來自控制過程去向執(zhí)行過程2023/1/2113ProjectPlanDevelopmentAprojectplanisadocumentusedtocoordinateallprojectplanningdocumentsItspurposesareto

guideprojectexecutionDocumentprojectplanningassumptionsDocumentprojectplanningdecisionregardingalternativeschosenFacilitatecommunicationamongstakeholderProvideabaselineforprogressmeasurementandprojectcontrol2023/1/2114AttributesofProjectPlansJustasprojectsareunique,soareprojectplansPlansshouldbeupdatedaschangesoccurPlansshouldfirstandforemostguideprojectexecutionPlansshouldbedynamicPlansshouldbeflexible2023/1/2115CommonElementsofaProjectPlanIntroductionoroverviewoftheprojectDescriptionofhowtheprojectisorganizedManagementandtechnicalprocessesusedontheprojectWorktobedoneSchedulebudget2023/1/2116SampleOutlineforaProjectManagementPlan2023/1/2117SampleOutlineforaSoftwareProjectManagementPlan(SPMP)2023/1/2118Contentsofaprojectplan內(nèi)容相關(guān)的項(xiàng)目管理過程項(xiàng)目總結(jié)(projectsummary),項(xiàng)目章程(projectchart)啟動(dòng)(initiation)財(cái)務(wù)說明和現(xiàn)金流預(yù)測(cè)(financialstatementandcashflowforecast)成本預(yù)算(costbudgeting)技術(shù)規(guī)范(specification),程序指南(procedureguide)質(zhì)量計(jì)劃編制(qualityplanning)工作說明(workstatement),范圍說明(scopestatement),工作分解結(jié)構(gòu)(WBS)范圍計(jì)劃編制(scopeplanning)綜合進(jìn)度計(jì)劃(masterschedule),主要里程碑(mainmilestones)進(jìn)度計(jì)劃制定(scheduleplanning)預(yù)算和成本控制系統(tǒng)(budgetsandcostcontrolsystems)成本預(yù)算(costbudgeting),成本估算(costestimating)執(zhí)行情況測(cè)量基準(zhǔn)(performancemeasurebaselines)溝通計(jì)劃編制(communicationplanning)活動(dòng)/事件網(wǎng)絡(luò)計(jì)劃(activities/eventsnetworkplan)進(jìn)度計(jì)劃制定(scheduleplanning)2023/1/2119內(nèi)容相關(guān)的項(xiàng)目管理過程材料和設(shè)備預(yù)測(cè)(materialandequipmentforecast)采購(gòu)計(jì)劃編制(procurementplanning)項(xiàng)目組織計(jì)劃(projectorganizationplan)組織計(jì)劃編制(organizationplanning)項(xiàng)目人事計(jì)劃(projectpersonnelplan),關(guān)鍵人員(keystaff),責(zé)任分配矩陣(responsibilityassignmentmatrix)報(bào)告和審查程序(reportingandreviewprocedure)溝通計(jì)劃編制(communicationplanning)變更控制系統(tǒng)(changecontrolsystem)整體變更控制(overallchangecontrol)尚未定論的問題和有待作出的決策(openissuesandpendingdecision)風(fēng)險(xiǎn)管理計(jì)劃編制(riskmanagementplanning),風(fēng)險(xiǎn)評(píng)估等(riskassessmentandothers)風(fēng)險(xiǎn)評(píng)估(riskassessment)2023/1/2120StakeholderAnalysisAstakeholderanalysisdocumentsimportant(oftensensitive)informationaboutstakeholderssuchasstakeholders’namesandorganizationsrolesontheprojectuniquefactsaboutstakeholderslevelofinfluenceandinterestintheprojectsuggestionsformanagingrelationships2023/1/2121SampleStakeholderAnalysis2023/1/21223.3ProjectPlanExecution2023/1/2123ProjectPlanExecutionProjectplanexecutioninvolvesmanagingandperformingtheworkdescribedintheprojectplanThemajorityoftimeandmoneyisusuallyspentonexecutionprojectmanagersmustpracticewhattheypreach--shouldfollowtheirownplans2023/1/2124Executingprocesses執(zhí)行過程輔助過程整體4.2項(xiàng)目計(jì)劃實(shí)施質(zhì)量8.2質(zhì)量保證人力資源9.3團(tuán)隊(duì)開發(fā)采購(gòu)12.3詢價(jià)采購(gòu)12.4資源選擇采購(gòu)12.5合同管理溝通10.2信息發(fā)布來自計(jì)劃過程來自控制過程去向控制過程2023/1/2125WhatWentWrong?Manypeoplehaveapoorviewofplansbasedonpastexperiences.Seniormanagersoftenrequireaplan,butthennoonefollowsuponwhethertheplanwasfollowed.Whyshouldprojectmembersfeelobligatedtofollowtheirownplanswhentheprojectmanagerobviouslydidnotfollowhis?2023/1/2126ImportantSkillsforProjectExecutionGeneralmanagementskillslikeleadership,communication,andpoliticalskillsProductskillsandknowledgebecausetheproductsoftheprojectareproducedduringexecutionUseofspecializedtoolsandtechniques2023/1/2127ToolsandTechniquesforProjectExecutionWorkAuthorizationSystem:amethodforensuringthatqualifiedpeopledoworkattherighttimeandinthepropersequenceStatusReviewMeetings:regularlyscheduledmeetingsusedtoexchangeprojectinformationProjectManagementSoftware:specialsoftwaretoassistinmanagingprojects2023/1/21283.4IntegratedChangeControl2023/1/2129IntegratedChangeControlIntegratedchangecontrol*involvesidentifying,evaluating,andmanagingchangesthroughouttheprojectlifecycleThreemainobjectivesofchangecontrol:InfluencethefactorsthatcreatechangestoensuretheyarebeneficialDeterminethatachangehasoccurredManageactualchangeswhenandastheyoccur*Note:1996PMBOKcalledthisprocess“overallchangecontrol”2023/1/2130ControllingProcesses來自執(zhí)行過程控制過程輔助過程整體4.3綜合變更控制范圍5.5范圍變更控制時(shí)間6.5進(jìn)度計(jì)劃控制范圍5.4范圍驗(yàn)證成本7.4成本控制質(zhì)量8.3質(zhì)量控制風(fēng)險(xiǎn)11.4風(fēng)險(xiǎn)控制去向執(zhí)行過程溝通10.3績(jī)效報(bào)告去向計(jì)劃過程去向收尾過程2023/1/2131IntegratedChangeControlProcess2023/1/2132ChangeControlonITProjectsFormerview:TheprojectteamshouldstrivetodoexactlywhatwasplannedontimeandwithinbudgetProblem:Stakeholdersrarelyagreedup-frontontheprojectscope,andtimeandcostestimateswereinaccurateModernview:ProjectmanagementisaprocessofconstantcommunicationandnegotiationSolution:Changesareoftenbeneficial,andtheprojectteamshouldplanforthem2023/1/2133ChangeControlSystem(CCS)Aformal,documentedprocessthatdescribeswhenandhowofficialprojectdocumentsandworkmaybechangedDescribeswhoisauthorizedtomakechangesandhowtomakethemCCSincludes

changecontrolboard(CCB)configurationmanagementcommunicatingchanges2023/1/2134ChangeControlBoards(CCBs)AformalgroupofpeopleresponsibleforapprovingorrejectingchangesonaprojectProvidesguidelinesforpreparingchangerequestsevaluatesthemmanagestheimplementationofapprovedchangesIncludesstakeholdersfromtheentireorganization2023/1/2135MakingTimelyChangesSomeCCBsonlymeetoccasionally,soitmaytaketoolongforchangestooccurSomeorganizationshavepoliciesinplacefortime-sensitivechanges“48hourpolicy”

Delegatechangestothelowestlevelpossible,butkeepeveryoneinformedofchanges2023/1/2136ConfigurationManagementEnsuresthattheproductsandtheirdescriptionsarecorrectandcompleteConfigurationmanagementspecialistsIdentifythefunctionalandphysicaldesigncharacteristicsofproductsControlchanges,recordandreportchangesAudittheproductstoverifyconformancetorequirements2023/1/2137SuggestionsforManagingIntegratedChangeControlViewprojectmanagementasaprocessofconstantcommunicationsandnegotiationsPlanforchangeEstablishaformalchangecontrolsystem,includingaChangeControlBoard(CCB)UsegoodconfigurationmanagementDefineproceduresformakingtimelydecisionsonsmallerchangesUsewrittenandoralperformancereportstohelpidentifyandmanagechangeUseprojectmanagementandothersoftwaretohelpmanageandcommunicatechanges 2023/1/2138QuickQuizWhatarethethreemainprocessesofintegrationmanagement?Whatisthemainpurposeofaprojectplan?What