Integration Management knowledge area

1). The entire life cycle of the project can be classified into five major categories and this includes the initiation process, the planning group, and the executive group, the group responsible for monitoring and lastly the group associated with project closure. All the process related to project management belong to these process groups (Kerzner & Kerzner, 2017). Along with the process groups, there also exists 10 major project management knowledge areas which are also termed as the PMP knowledge area. This project management knowledge consists of several processes and these processes belong to the process groups. Ten knowledge areas have been discussed below:

This is generally considered to be the project management knowledge area which is present in all the five process groups. The processes which are generally involved is  responsible for the development of the project charter, project directing, the project management plan and lastly managing of the project work associated with the monitoring and controlling of the various project work (Turner, 2014). Once all these processes are completed the integrated change control is performed which is followed by the closure of the project. The main aim of integration management knowledge area process it to execute and deliver the project successfully.

Scope management knowledge area is consisting of six major processes. Amongst the six major processes, four of them belong to the planning phase which mainly includes the making of the plan for managing the scope, a collection of the requirements, providing a definition of the scope and lastly creating the WBS or the Work Breakdown Structure. Two of the processes belongs to the monitoring and the controlling process groups (Harrison & Lock, 2017). This is associated with the validation of the scope along with controlling the scope of the project. This scope management process is aimed at controlling the scope that the project is having along with proving protection to the project from any kind of creep in the scope.

This is the project management knowledge area which consists of seven processes. Amongst the seven processes, six of them belong to the planning phase whereas one belong to the monitoring and controlling phase. The six processes included in the planning phase mainly involves the making of plans for having a scheduled management, defining of the activities, sequencing of the activities, estimating the activity resources, estimating the duration of the activity, development of the schedule and lastly comes the controlling of the schedule (Marchewka, 2014). The major aim of this knowledge area is to complete the project within the scheduled time without any kind of variance.

This the project management area which consists of four process which mainly includes the making of plans for managing the cost, making estimations of the needed cost, determining the budget and lastly controlling the costs (Nicholas & Steyn, 2017). The cost management process is aimed at completing the project within a budget that has already been planned.

Four major processes are included in this particular project management area. Making of plans regarding the resource management is included in the planning phase where the other three belongs to the executing process group. The three processes included in the executing process group mainly includes the acquiring of the project team, developing the project team and lastly managing the project team (Heagney, 2016). The different activities of the project are conducted by the members who are included in the project team. The main aim of this knowledge area is t manage the peoples who are associated with the project resources.

Scope management knowledge area

This knowledge area is consisting of four processes. This processes includes the resource management process which belongs to the planning phase and the other three processes generally belongs to the executing process group. This three includes the acquiring of the project team, development of the project team and lastly management of the project team. Various activities of the project are generally conducted by the project team members.

The communication knowledge area mainly consists of three major processes. Each of this processes belongs to a different phase. The communication management is the process which is included in the planning phase whereas, managing the communication belongs to the execution phase and lastly, the managing of the communication belongs to the monitoring and the controlling phase. Communication would take place inside the project as well as outside the project (Larson et al., 2014). Along with this in this knowledge area, the managing of the information dissemination is also done by taking help from the communication management process.

This knowledge area includes the evaluation of the various kind of risks and this can be classified into six processes which belong to the planning phase. This processes mainly includes the management of risks, identification of the risks, performing of the qualitative risk analysis, performing of the quantitative risk analysis and lastly making plans for responding to the risks Meredith et al., 2014). The last one that is the controlling of the risks is included in the monitoring phase. The risk management process is associated with reducing the impacts of the risks to the project that has occurred once or more than once.

This is the knowledge area which consists of four major processes amongst which the planning procurement management belongs to the planning, conducting and procurement belongs to the execution phase and the last one that is the closing procurements generally belongs to the project closure phase (Kerzner, 2018). The main aim of this knowledge area includes the management and coordination of the various purchasing activities of the project.

This is the project management knowledge area which can be classified into four major processes. This processes mainly includes the identification of stakeholders associated with the project, planning of the stakeholder management process, managing the process of stakeholder management and controlling of the stakeholder management process (Mir & Pinnington, 2014). The process of the stakeholder management process is associated with helping in the management of the expectations that the project stakeholders are having while the project is being initiated.

2). Depending upon the type of the industry and the type of the global projects certain components or areas are to be considered by making of the quality plan which might vary from time to time.

The project quality plan is associated with the management of the responsibilities of the global projects. In this aspect, the responsibilities of the management are considered which are responsible for achieving the quality of the project. Due to this reason, the management of the global projects is entirely dependent upon the quality management plan. This plan is associated with the controlling and monitoring the various functions of the global projects.

Schedule management knowledge area

This plan also helps in the management and controlling of the documents of the global project. Documents act as a major method of communication between the members of the team, the management of the global project, senior management, and the clients (Binder, 2016). So the project quality plan is associated with describing the appropriate ways of managing and controlling the documents that are being used for the project. Usually, there exists a common documentation repository which is having a controlled access so as to store and retrieve the documents.

Besides this, the plan would also be including the requirement scope which is to be implemented and this is an abstraction of the requirements of the sign-off document. This noting down of the requirement helps in improving the project quality plan which is initially responsible for helping the quality assurance team to correct and validate the plans.in this way, the quality assurance functions are capable of knowing the exact place of test and determine what are the aspects that are to be kept out of the scope.

The designing of the global projects are also controlled by the project quality plan. This plan is associated with the process of specifying the controls and the procedures that are to be used for the purpose of designing the global projects (Lock, 2017). Certain steps are needed so as to review the designs and analyze the correctness of the techniques that are proposed. In order to have fruitful design reviews, it is essential to include senior designers along with the architects of the respective domain. After the review of the designs are received and are agreed they are forwarded to the clients. After this, the client may come up with a demand for making changes to the requirements or may come up with new requirements.

The development is also controlled by this plan. Once the construction of the global project is initiated then all the processes, procedures and the activities would be monitored closely along with being measured. In this way, it is possible to make sure that the project is progressing as desired.

The project quality plan is associated with defining the main quality assurance function that the projects are having. This section helps in clear identification of the quality objectives that the global projects are having which is initially followed by an adaptation of the procedures needed to achieve the project. Quality risks are also identified which helps in the adaptation of appropriate mitigation plans so as to address all these risks.

The projects must a quality audit so as to measure the adherence of the various quality standards and this audit is generally done by the internal team of the global project or by an external team (Martinelli & Milosevic, 2016).

This plan is associated with the determination of the projects are standardized across the other business units or geographies

There must exist a robust as well as a stable governance model so as to contribute in the process of providing a better clarity to the directions, cohesiveness of the team as well as the alignment of the team. Besides this, the effective governance plan is associated with containing a decision making authority along with an escalation path for the issues which requires attention from the sponsors, leadership team and the quality and risk management teams (Heldman, 2018). Besides this, a framework is also provided so as to transfer the knowledge and to build the capabilities of managing the future complex global projects.

Some of the major aspects of quality project plan include the following;

• Defining of the set of governance guiding principles before the projects are initiated and all this are to be used through the entire designing and implementation phase of the global project (Kerzner & Kerzner, 2017).
• Management of the stakeholder alignment and the expectations in a proactive way.
• An integrated set of collaborative tools for risk or issue logging, monitoring, and resolution, monitoring of the status and escalations processes are to be implemented.

Building and leading the cohesive global project team is a very challenging and rewarding task so some common and practical steps are to be taken so as to make the global teams buy-in and put their best effort so as to succeed. The core beliefs of the project are developed and communicated so as to make sure that a team is capable of understanding and believing the common goals of the project so as to put the best effort and deliver the project with high quality (Kerzner, 2018). Along with this, a strong method is to be employed and adopted which would be well-defined and the standard processes would be associated with describing the ways by which the team plans and the executes the activities so as to produce the deliverables and also to provide artifacts that are very important for the global team to succeed. The methodology would also be responsible for providing the structure or framework, lingo and the common processes which are used by the virtual team to collaborate their work.

A proper communication plan is also needed so as to achieve success in the global projects which is only possible by the adaptation of certain controls and this mainly includes the following:

• The stakeholders are to be identified who would be impacted by the project and besides this, the audiences are to be segmented by considering the common profiles so as to send the messages to the targeted audience (Nicholas & Steyn, 2017).
• The communication vehicles are to be identified in a comprehensive way so as to leverage the conventional as well as the contemporary channels.
• The frequency of communication is to be increased along with specifying them.

References:

Binder, J. (2016). Global project management: communication, collaboration and management across borders. Routledge.

Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute.

Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.

Heagney, J. (2016). Fundamentals of project management. Amacom.

Heldman, K. (2018). PMP: project management professional exam study guide. John Wiley & Sons.

Kerzner, H. (2018). Project management best practices: Achieving global excellence. John Wiley & Sons.

Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Larson, E. W., Gray, C. F., Danlin, U., Honig, B., & Bacarini, D. (2014). Project management: The managerial process (Vol. 6). Grandview Heights, OH: McGraw-Hill Education.

Lock, D. (2017). The essentials of project management. Routledge.

Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.

Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.

Meredith, J. R., Mantel, S. J., Shafer, S. M., & Sutton, M. M. (2014). Project management in practice. Wiley.

Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), 202-217.

Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology. Routledge.

Turner, J. R. (2014). Handbook of project-based management(Vol. 92). New York, NY: McGraw-hill.

Walker, A. (2015). Project management in construction. John Wiley & Sons.