Integrating all these 9 knowledge areas and delivering a project is using Integration management.
Don’t do anything unless you know why you are doing it.
We might not be able make the project clearer by adding many more details and calculations.
Check for weakest links and strength it to make the project more effective
Plan first before starting anything on a project.
Get the requirements/ scope clear before you start delivering.
Pay attention to the problem/ pain areas.
Project is providing resolution to a problem.
Sometimes the correct solution is already selected by the time a PM has been allocated.
Project charter will contain the business need on why the project is initiated and what factors affect our decision.
Identify stakeholders even before scheduling to avoid surprises and disappointments during the project life cycle.
We need to then define the product, understanding what we are going to develop. It has two steps.
Work breakdown structure: WBS – breaking down the full scope into smaller manageable elements
Not really breaking down tasks/ work.
It is a hierarchical list.
Helps in finding the gaps
Are the project benefits short term? Or a long term?
If long term, many aspects like scalability, compatibility etc. to be taken into consideration.
Short term ones might not require to be exhaustive. For e.g. if the project is about providing data extracts to business over a period of 6 months, we should not be much concerned about technology upgrades, incompatibility issues etc. We can just monitor to keep track of any changes.
These are called quality expectations.
Acceptance criteria: Following standards, guidelines, identify change in scope during planning due to various reasons like technology feasibility etc.
All this information is to be added to WBS dictionary. WBS dictionary can be a part of WBS document or a separate document
Identify how to measure cost and time.
Use tools like MS project or simple excel to list down high level activities and their timelines.
All the low level elements should now be split into activities.
Activities are the actual representation of resources, time and amount of work to be done.
This information is to be added into the MS project or the excel tracker to identify the critical path.
We should have our acceptable schedule of our project now.
Cost of the project is calculated based on the resources, time and amount work to be done.
Start risk and issue logs. Be proactive in identifying risks and manage them.
What is the impact of the risk and probability (of occurrence)?
Prioritise based on both the above and check where the resources are to be allocated in order to mitigate the risk (reduce impact or probability or both).
The risks and their mitigation might add to project costs, schedule and resources and add new risks as well.
Communication is one of the most important task of the project manager.
Communication with teams, stakeholders, 3rd parties
Training, motivation, rewards and recognition are some of the aspects of resource management.
Budget for all these are to be planned and will be part of project costs.
We need to baseline time, cost, scope according to PMBOK
Metrics: planned vs actuals, forecast planning to be performed.
In case of issues, root cause and preventive actions are important than being reactive.
These corrective and preventive actions might fall under a change request. So project manager should be cautious on these actions.
Once a change request is added to scope, plans, activities are to be revisited and re-baselined.
This is one form of change request.
Change request (CR) has many forms and might impact any of the knowledge areas
Stakeholders, scope, cost, time, quality, procurement, risk, communication and HR
Once a CR is approved, the CR plan is to be integrated with the baselined plan.