One

 Page  Overview  of  Project  Management  Integra7on  

KNOWLEDGE  GROUPS   RISK  CONDITIONS   CONSEQUENCE     PROJECT  GOVERNANCE  
  RISK  EVENTS   SUCCESS  CRITERIA  
PROCESS  GROUPS  
Ini7a7ng   Planning   Execu7ng   Monitor  &  Control   Closing  

PROJECT   •  All  knowledge  groups  are  all  interrelated   •  Absence  of  integrated   •  Aligned  project  success   PROJECT   PROJECT  PLAN   DIRECT  &  MANAGE   PROJECT  CONTROL     PROJECT  
and  must  be  managed  together  for   project  management     criteria   CHARTER   •  Develop  project  plan  to   EXECUTION   •  Perform  integrated   CLOSING  
INTEGRATION   effec8ve  project  integra8on   •  Classic  project  failure  and   •  Effec8ve  process  for   •  Develop   refine  baselines,  goals,   •  Deliverables   change  control   •  Client  
•  Inadequate  planning,  integra8on  or   chaos   resolving  issues   Project   approach,  milestones,   •  Status  updates     •  Change  requests     acceptance  to  
resource  alloca8on     •  Accidents   •  Rela8onships  within   Charter  from   schedule,  constraints,   •  Change  requests   •  Change  log   close  the  
•  Lack  of  clear  objec8ves  and  key  success   •  Project  stops  work   project  team,  internal  and   •  Business   cost  es8mates,  and  tasks   •  Project  plan  updates   •  Status  reports   project  
indicators     external  stakeholders   need   and  owners   •  Project  documents   •  Project  plan   •  Hold  post-­‐
•  Lack  of  thorough  project  management   •  Clear  and  accountable   •  Scope   updates   updates   project  
•  Inadequate  life  cycle  project  reviews     project  roles   •  Strategic   •  Project  documents   review    
•  Effec8ve  communica8on   plan   updates   •  Document  
processes  with  content   lessons  
SCOPE   •  Inadequate  requirements  assessment   •  Changes  in  scope   appropriate  to  audiences   CONTENTS   SCOPE  MANAGEMENT   MANAGE  SCOPE   SCOPE  CONTROL   learned  
•  Insufficient  planning  via  lack  of  lead  8me   •  Unbudgeted  work  and   •  Agreed  project  decision-­‐ •  Jus8fica8on   PLAN   •  Manage  any  changes   •  Scope  Verifica8on   •  Archive  
•  Poor  defini8on  of  work  packages   rework  leads  to  serious   making  processes     •  Objec8ves   •  Scope  defined  &   to  scope  via  change   •  Scope  Control     project  
•  Scope  changes  w/o  8me  &  budget  changes   cost  and  8me  overruns     •  Project  governance  aligned   •  Requirements   validated  deliverables   process   •  Requirements   documents    
with  organisa8onal   •  Assump8ons   •  Collect  requirements   •  Review  impacts  of   traceability  matrix   •  Close  out  
strategy     •  Constraints   •  WBS  Crea8on   scope  changes   •  Change  requests     procurement  
•  Appropriate  project  life   •  Project  outline   ac8vi8es    
SCHEDULE   •  Poor  es8ma8ng  of  8me  or  resource   •  Specific  delays  with  skills   cycle  approach     •  Boundaries   SCHEDULE  PLAN   MANAGE  SCHEDULE   SCHEDULE  CONTROL   •  Release  
requirements     or  material  shortages,   •  Adhered  process  for  stage   •  High  level   •  Ac8vity  Defini8on   •  Review  schedule   •  Schedule  Control     project  
•  Poor  management  of  cri8cal  path,  and/or   unmo8vated  workforce     gate  reviews  for:   risks   •  Ac8vity  Sequencing   against  baseline   •  Change  requests     resources  
float     •  Need  for  accelera8on   •  Requirements   •  Milestones   •  Ac8vity  Resource   •  Review  impacts  of    
•  Excessive  over8me     •  Project  aborted     •  Feasibility   •  Summary   Es8ma8ng   schedule  changes    
•  Planning   costs   •  Schedule  Development    
•  Design   •  Stakeholders  
•  Es8ma8ng  errors/omissions   •  Serious  budget  overruns   •  Construct   •  Approval   BUDGET   MANAGE  BUDGET   BUDGET  CONTROL  
BUDGET  
•  No  inves8ga8on  of  predictable  problems     •  Money  runs  out  and   •  Test   process   •  Cost  Es8ma8ng   •  Review  actuals   •  Change  requests    
•  Over-­‐op8mis8c  produc8vity  assump8ons   project  aborted   •  Handover   •  PM  role   •  Cost  Budge8ng     against  forecast    
•  Lack  of  cost,  change  or  con8ngency  control   •  Effec8ve  change  process     •  Sponsor  role   •  Review  impacts  of  
for  changes  to  budget,   budget  variances  
scope,  quality,  and  
QUALITY   •  Incomplete  quality  requirements   •  Rejec8on  of  work     schedule       QUALITY  PLAN   MANAGE  QUALITY   QUALITY  CONTROL  
•  Poor  aZtude  toward  quality   •  Poor  product  quality   •  Alignment  and  adherence   •  Quality  Planning     •  Perform  Quality   •  Perform  Quality  
•  Substandard  design/materials/work   •  Deliverables  failure     to  project  management   Assurance     Control    
•  Inadequate  quality  assurance  program     process    
•  Effec8ve  project  
RESOURCES   •  Inappropriate  alloca8on  of  responsibility   •  Lack    of  team  effort   management  integra8on   RESOURCE  PLAN   MANAGE  RESOURCES   MANAGE  TEAM  
•  Inferior  leadership  and  management  style     •  Organiza8onal  failure   •  Governance  ensures   •  Resource  Planning     •  Acquire  Project  Team   •  Manage  Project  
•  Absence  of  mo8va8on  and  accountability     project  success  measured     •  Develop  Project  Team     Team    
•  Conflict  not  managed  well   in  terms  of  constraints  of  
scope,  8me,  cost,  quality,  
COMMS   •  Carelessness  in  communica8ng  plans   •  Unreliable  informa8on   resources,  and  risk   COMMUNICATIONS  PLAN   MANAGE  COMMS   MANAGE  COMMS  
•  Improper  handling  of  complexity     leading  to  wrong  ac8ons   •  Communica8on  Planning   •  Informa8on   •  Performance  
•  Inadequate  consulta8on  with  stakeholders     •  Failed  stakeholder   distribu8on     Repor8ng  
expecta8ons     •  Manage  
Stakeholders    

RISK   •  Ignoring  risk  or  “assuming  it  away”   •  Avoidable  risk  events  occur     RISK  MANAGEMENT  PLAN   MANAGE  RISKS   RISK  CONTROL  
•  Unclear  assignment  of  risk  responsibility   •  With  consequent  delays   •  Iden8fy  risks   •  Manage  risks  and   •  Risk  Monitoring  
Reluctance  to  accept  risk  ownership     and  cost  overruns   •  Assess  cost  and  schedule   implement  risk   and  Controlling    
•  Poor  insurance  management     •  Damage  to  quality   realism   response  ac8vi8es    
•  Damage  to  brand     •  Focus  on  high  risk  areas   •  Iden8fy  new  risks  
and  mi8ga8ons    

PROCUREMENT   •  Uncompe88ve  purchasing   •  Claims  li8ga8on,   PROCURMEMENT  PLAN   MANAGE  SELLERS  &   CONTRACT  
•  Unenforceable  contract  clauses,  condi8ons     se_lements   •  Plan  Purchases  and   SUPPLIERS   CONTROL  
•  Financial  weakness  of  contrac8ng  par8es     •  Contractor  incapacity,   Acquisi8ons   •  Request  Seller   •  Contract  
•  Adversarial  contractual  rela8ons   insolvency,  failure   •  Plan  Contrac8ng     Response   Administra8on    
•  Inappropriate  assignment  of  risk     •  Select  Sellers      

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