In the journey to PMP fitness, you have taken three decisive steps. But many PMs have not had the opportunity to participate in a suite of courses where most knowledge areas are explored from a combined approach of PMI theory and real-world application. While this can put you at a real disadvantage, it’s still possible to be successful. In out latest installment, we cover Project Integration Management.
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If your project involves external resources in any capacity, then you are dealing with one or more outsourcing arrangements. This article gives some strategies for mitigating common obstacles for managing outsourced projects.
Requirements cannot stand alone. So why do we so often fail to acknowledge that connection to other project elements...and what is the consequence of that failure?
Custom software development is notoriously difficult to estimate. We start with vague ideas of what we want, expecting to fill in the details later. We’re usually doing something a little different than what we’ve done before, or completely different. How can we act more productively?
The project manager needs to make sure that integration management is not skipped while all of the other project work is going on. When thinking about how you are going to integrate everything together, the following themes are important to keep in mind.
There are many aspects to the successful integration of acquired companies. This paper suggests considerations and approaches to establishing the stakeholder connections. The optimal situation is for the project manager to be part of the main acquisition integration team; this article focuses on this scenario, with a separate set of suggestions for other scenarios.
"This article looks into practical integration situations in telecommunication projects and the strategies developed for overcoming them. It will also offer hindsight into various types of telecommunication projects with both fixed and mobile operators. "
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is the master book for project managers, however, it is often subject to personal interpretation. This paper presents the conceptual steps needed to use the PMBOK® Guide processes in accordance with the projects that need it. It is about the integration Knowledge Area, and it covers why phases of a project life cycle should not be considered as a part of the Project Management Process Groups referenced in the PMBOK® Guide. It also explains how to use the processes groups within the project life cycle.
The gemstone model illustrates how managing a project does not follow a linear sequence. With the gemstone model, it is possible to start with almost any edge (knowledge area process) and examine how that particular process affects any other. The role of the project manager is to map out the various edges of the project’s gemstone and ensure they are integrated.
Simplify! This article explains how the six questions used to tell a story, Who? What? Why? When? Where? and How?, can define your project and be the foundation for success. If you are looking for a template with which to form your project plan, put these words into a word document, an Excel spreadsheet, or a project plan and get started.