PMP Preparation Trainingch4integration

1、 1999 robbins-gioia, inc. 4-1source: pmbok guide 1996 pmp preparation training integration management chapter 4 1999 robbins-gioia, inc. 4-2source: pmbok guide 1996 integration management project plan development project plan execution overall change control processes required to properly coordinate

2、 the various elements of the project 1999 robbins-gioia, inc. 4-3source: pmbok guide 1996 integration management 4.1 project plan development 4.3 overall change control 4.2 project plan execution planningcontrollingexecuting 1999 robbins-gioia, inc. 4-4source: pmbok guide 1996 project plan developme

3、nt taking the results of other planning processes and putting them into a consistent, coherent document 1999 robbins-gioia, inc. 4-5source: pmbok guide 1996 project plan development inputs other planning outputs historical information organizational policies constraints assumptions tools source of w

4、ritten authorization to begin work on a specific activity or work package status-review meetings regularly scheduled meetings to exchange information about the project project management information system organizational procedures both formal and informal procedures that might be useful during proj

5、ect execution project plan execution 1999 robbins-gioia, inc. 4-14source: pmbok guide 1996 outputs work results outcomes of activities performed in order to accomplish the project; fed into the performance reporting process change request a request to expand or contract project scope, budget, schedu

6、le, or resources project plan execution 1999 robbins-gioia, inc. 4-15source: pmbok guide 1996 overall change control coordinating changes across the entire project 1999 robbins-gioia, inc. 4-16source: pmbok guide 1996 overall change control inputs project plan performance reports change requests too

7、ls & techniques change control system configuration management performance measurement additional planning pm information system outputs project plan updates corrective action lessons learned 1999 robbins-gioia, inc. 4-17source: pmbok guide 1996 overall change control concerned with: influencing the

8、 factors which create change, in order to ensure that the changes are beneficial determining that a change has occurred managing the actual changes requirements: reflect all approved changes in the project plan reflect changes in the project scope definition. project scope changes affect the perform

9、ance measurement baseline. coordinate changes across all knowledge areas 1999 robbins-gioia, inc. 4-18source: pmbok guide 1996 inputs project plan provides the baseline against which changes will be controlled performance reports may alert the project team to issues which could cause problems in the

10、 future change requests may occur in many forms: oral or written, direct or indirect, externally- or internally-initiated, legally-mandated or optional overall change control 1999 robbins-gioia, inc. 4-19source: pmbok guide 1996 tools & techniques change control system a collection of formal, docume

11、nted procedures that define the steps for changing official project documents configuration management provides documented procedures for: identifying and documenting the functional and physical characteristics of an item or a system controlling any changes to identified characteristics recording an

12、d reporting both the change and its status auditing the configuration items and systems to verify conformance to requirements overall change control 1999 robbins-gioia, inc. 4-20source: pmbok guide 1996 tools & techniques (cont.) performance measurements help assess whether variances from the plan r

13、equire corrective action additional planning changes may require new or revised plans in other knowledge areas project management information system (pmis) overall change control 1999 robbins-gioia, inc. 4-21source: pmbok guide 1996 outputs project plan updates any modifications to the contents of the project plan or to supporting detail corrective action lesson learned the causes of variances