Project Integration Management includes the processes required to ensure that the various components of the project are coordinated properly. It involves making tradeoffs among competing alternatives and goals to meet up or exceed stakeholder needs. These processes connect to one another and with the processes in the other knowledge areas as well. Each procedure might involve effort in one or more groups or individuals of individuals, based on the requirements of the project. Each process occurs at least one time Atlanta divorce attorneys project phase generally. Project integration management is necessary whenever a cost estimate is necessary for a contingency strategy, or when risks connected with various staffing alternatives should be identified. However, for a task to effectively be completed, integration must occur in several other areas as well also. For example:
- The task of the project must be integrated with the ongoing procedures of the performing organization.
- Product scope and task scope should be integrated.
One of the methods used to both integrate the many processes and also to measure the performance of the project since it moves from initiation to completion is Attained Value Management (EVM).
• Earned value may be the amount of function completed, measured based on the budgeted effort that the ongoing work was likely to consume.
• It is called the budgeted price of work performed also.
• As each task is completed, the amount of person-months planned for that job is put into the earned worth of the project.
- Earned value charts: An earned worth chart offers three curves:
- The budgeted cost of the ongoing function scheduled.
- The earned value
- The actual price of the ongoing work performed so far.
Project Scope Administration includes the processes necessary to ensure that the project includes all of the ongoing work required, and only the ongoing function required, to complete the project successfully. It is concerned with defining and controlling what primarily is or isn't contained in the project.
The processes, tools and techniques used to control product scope vary by application area and are defined as part of the project life cycle usually A project results in one product generally, but that product might include subsidiary components, each using its own individual but interdependent product scopes. For example, a fresh telephone program would include four subsidiary components hardware, software, teaching, and implementation. Completion of the project scope is measured against the task plan, but completion of the product scope is measured against the merchandise requirements. Both types of scope management must be well integrated to make sure that the ongoing work of the project shall lead to delivery of the specified product.
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