IntegrationManagement（英文版）

1、PMP Preparation TrainingIntegration ManagementChapter 4Source: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-2Integration Management Project Plan Development Project Plan Execution Integrated Change ControlProcesses required to ensure that the various elements of the project are properly coordinatedSo

2、urce: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-3Integration Management4.1ProjectPlanDevelopment4.3IntegratedChange Control4.2ProjectPlanExecutionPlanningControllingExecutingSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-4Project Plan DevelopmentIntegrating other planning processes into a con

3、sistent, coherent document that can be used to guide both project execution and project controlSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-5Project Plan DevelopmentInputs Other planning outputs Historical information Organizational policies Constraints AssumptionsTools & Techniques Proje

4、ct planning methodology Stakeholder skills and knowledge Project management information system Earned value managementOutputs Project plan Supporting detailSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-6Inputs Other planning outputs from the other knowledge areas They include base documents, a

5、s well as the supporting detail Historical information Estimating databases and records of past project performance Organizational policies Any and all of the organizations formal and informal policies. These include QM process audits, continuous-improvement targets, personnel-hiring and -firing gui

6、delines, employee-performance reviews, and financial controls Constraints Any restrictions that will affect the performance of the project Assumptions Factors that, for planning purposes, will be considered to be true, real, or certainProject Plan DevelopmentSource: pmbok guide 2000 2002 Robbins-Gio

7、ia, Inc. 4-7Tools & Techniques Project planning methodology Structured approach used to guide the development of the project plan Stakeholder skills and knowledge Create an environment in which stakeholders can contribute appropriately Project management information system Consists of the tools

8、and techniques used to gather, integrate, and disseminate information and outputs of other PM processes Earned value management Used to integrate the projects scope, schedule, and resources to measure & report project performance from initiation to closeoutProject Plan DevelopmentSource: pmbok g

9、uide 2000 2002 Robbins-Gioia, Inc. 4-8Outputs Project plan The formal, approved document used to manage and control project execution Supporting detail Outputs from other planning processes Additional information or documentation generated during development of the project plan Technical documentati

10、on Documentation of relevant standards Specifications from early project development planningProject Plan DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-9Project Plan Includes: Project charter PM approach or strategy Scope statement Work breakdown structure (WBS) Cost estimates, sche

11、dule & responsibility assignments Performance measurement baselines Major milestones and target dates Key or required staff Key risks Open issues and pending decisions Subsidiary management plansProject Plan DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-10Project Plan ExecutionC

12、arrying out the project plan by performing activities identified in the documentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-11Project Plan ExecutionInputs Project plan Supporting detail Organizational policies Preventive/Corrective actionTools & Techniques General management skills Produ

13、ct skills and knowledge Work-authorization system Status review meetings PM information system Organizational proceduresOutputs Work results Change requestsSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-12Inputs Project plan Supporting detail Organizational policies Corrective action - Anything

14、 done to bring future performance in line with the project plan Preventive action Anything done that reduces the probability of potential consequences of project risk eventsProject Plan ExecutionSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-13Tools & Techniques General management skills Le

15、adership, communication, negotiation skills, etc. Product skills and knowledge Skills are part of resource-planning and staff-acquisition processes Work-authorization system Formal procedure for sanctioning work to ensure that work is done at the right time and in the proper sequence Status-review m

16、eetings 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 project executionProject Plan ExecutionSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-14

17、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, schedule, or resourcesProject Plan ExecutionSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-1

18、5Integrated Change ControlCoordinating changes across the entire projectSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-16Integrated Change ControlInputs Project plan Performance reports Change requestsTools & Techniques Change control system Configuration management Performance measurement

19、Additional planning PM information systemOutputs Project plan updates Corrective action Lessons learnedSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-17Integrated Change Control Concerned with: Influencing the factors which create change, in order to ensure that the changes are beneficial Deter

20、mining 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 performance measurement baseline. Coordinate changes across all knowledge areasSource: pmbok

21、guide 2000 2002 Robbins-Gioia, Inc. 4-18Inputs Project plan Provides the baseline against which changes will be controlled Performance reports Provide information on project performance; may alert the project team to issues which could cause problems in the future Change requests May occur in many f

22、orms: oral or written, direct or indirect, externally- or internally-initiated, legally-mandated or optionalIntegrated Change ControlSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-19Tools & Techniques Change control system A collection of formal, documented procedures that define how projec

23、t performance will be monitored and evaluated, and includes the steps for changing official project documents Configuration management Provides documented procedures used to apply technical and administrative direction and surveillance to: Identify and document the functional and physical characteri

24、stics of an item or a system Control any changes to identified characteristics Record and report both the change and its status Audit the configuration items and systems to verify conformance to requirementsIntegrated Change ControlSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 4-20Tools & Te