# Integration Project Management 综合项目管理

Integration Project Management is…
”…the processes and activities to identify, define, combine, unify, and coordinate” various Project Management activities.” (p.69)
确定、定义、合并、统一和协调各种项目管理活动的流程和活动

Main ideas…

Resource allocations
资源分配
Balancing competing needs
平衡竞争需求
Examining any alternatives
检查其他选择
Tailoring
定制
Managing cross area dependencies
管理跨区域依赖性

Key concepts (p.72) 关键概念

Coordinate deliverables
协调可交付成果
Develop project plan
制定项目计划
Ensuring the right resources are accessible to the team.
确保团队可以访问正确的资源。
Monitor and control to keep project plan viable
进行监控以确保项目计划的可行性
Oversee changes to project plan
监督项目计划的变更
Keep the project on track
保持项目进度
Communicating with stakeholders (especially actual project vs. expected)
与利益相关者沟通（尤其是实际项目与预期项目）

Emergent Changes (p.73) 紧急变更

Automated tools (MS Project, Jira, etc.)
自动化工具（MS Project，Jira 等）
Expanding roles of the PM
PM 的扩展作用
Agile + PM = Hybrid
敏捷 + PM = 混合

# Develop Project Charter 制定项目章程

“…the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organization resources to project activities.” (p. 75)
“… 制定文档的过程，该文档正式授权项目的存在，并为项目经理提供将组织资源应用于项目活动的权限。”
Usually internally initiated, and written by the PM.
通常由内部发起，由 PM 编写

# Statement Of Work 工作陈述

A contract for going outside the company or organization.
公司或组织之外的合同。

# PM Charter PM 许可

The PM Charter establishes the relationship between the performing and requesting organization. (p. 77)
PM 许可，建立执行和请求组织之间的关系。

# Business Case Main Points (p.77) 商业案例要点

Idea
理念
Cost justification (NPV)
成本合理
Due date
截止日期

# Business Case Considerations (p.78) 商业案例考虑

Market demand
市场需求
Organizational need
组织需求
Customer request
顾客要求
Technology advancements
技术进步
Legal requirements
法律要求
Ecological/social impacts
生态 / 社会影响

# Agreements (p.78) 协议

Service level agreement(SLA): Internal document.(If you can’t get one, just expect people not to live up to expectations)
服务水平协议（SLA）：内部文件。
（如果您无法获得该文件，只能指望人们不能达到期望）
Memorandums of understanding
谅解备忘录
Letters of agreements
协议书
Verbal promises
口头承诺
- Trust
  信任
- Miss-remembering
  遗忘
- Altering terms during execution
  执行期间更改条款

# Expert Judgement (p.79) 专家判断

Vision implementation
愿景实施

Risk identification
风险识别

Technical knowledge
技术知识

Organizational strategy/alignment
组织策略 / 调整

# Data Gathering 数据收集

Brain Storming 头脑风暴

Focus groups 专门小组

Interviews 采访

Design Thinking 设计思维

# Interpersonal Team Skills 人际交往能力

Meeting management
会议管理

PAL(Purpose, Agenda, Length)
目的，议程，长度
Start on time
准时开始
Minutes
分钟
Action Items/Follow Up
动作项目 / 跟进

# Develop Project Charter Outputs 开发项目许可输出

(p.81)

Purpose of the project or effort
项目目的或努力
SMART goals/KPIs
SMART 目标 / KPIs
High level requirements
高水平要求
- What is included
  包含什么
- What is not included
  不包含什么
Key deliverables
主要成果
Known risks
已知风险
Due dates
截止日期
Key customer identification (stakeholders)
关键客户标识（利益相关者）
Definition of success
成功的定义
ID of Project Manager and who is “sponsor”
项目经理的 ID，谁是 “发起人”
Assumptions
假设条件
Signature of sponsor
保荐人签名
Cost/Benefit (taken from business case)
成本 / 收益（摘自业务案例）

# Develop Project Management Plan 制定项目管理计划

(p.82)

Friendly Reminder:
友情提醒：
The Project Plan identifies how the project is to be: (P.83)
项目计划确定了项目的目标：

Executed 已执行
Monitored and controlled 监视与控制
Closed 关闭

# Project management plan contains… 项目管理计划包括

Project charter (p. 83)
项目章程
Environmental factors (p.84)
环境因素（第 84 页）
Pertinent information about the organization (culture etc.) (p. 84)
有关组织的相关信息（文化等）
Governance (p.84)
治理方式
Available resources (p. 84)
可用资源

# Operational Process Assets 业务流程资产

(p.84)

Change control procedure
变更控制程序
Monitor/control processes
监控程序
Informational repository (lessons learned Without an AI front end, these tend to be useless )
信息库（经验教训 没有AI前端，这些往往毫无用处 ）
Templates
范本

# Gather Requirements 需求收集

Brainstorm
头脑风暴
Checklists
清单
Focus groups
专门小组
interviews
面试

The checklist manifesto:

项目需求收集方法：

Understand the need/establish metrics and goals
了解需求 / 建立指标和目标
Understand the constraints
了解约束
What do I need to know?
我需要知道些什么？
Who can provide the above information?
谁可以提供上述信息？
What techniques will I use to collect the information?
我将使用什么技术来收集信息？
When will the information be collected?
什么时候收集信息？
What is needed to collect the information?
收集信息需要什么

# Direct and Manage Project Work 指导和管理项目工作

(p.90)

Direct and Manage Project Work is the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.
指导和管理项目工作是，领导和执行项目管理计划中定义的工作，以及，实施已批准的更改，以实现项目目标的过程。

The key benefit provides overall management of the project work deliverables, and thus improves the probability of project success.
主要好处是对项目工作的可交付成果进行全面管理，从而提高了项目成功的可能性。

Involves… 包括

Planned project activities to complete project deliverables
计划的项目活动以完成项目可交付成果
Accomplish established objectives
完成既定目标

(p. 92)

The Project Manager directs the performance of the planned project activities and manages the various technical and organizational interfaces and through monitor-and-control, applies the necessary guidance to ensure the project remains on track.
项目经理指导执行计划好的项目活动，并管理各种技术和组织接口，并通过监视和控制，应用必要的指导，以确保项目步入正轨。

# Project Documents 项目文件

(p. 92)

Requirements 需求
Change requests 变更需求
Lessons learned register 经验教训注册
Milestone list 里程碑清单
Project communications: 项目交流
- Action items 行动项目
- Status reports 状态报告
- Issue logs 问题日志
- Assumptions 假设
- Known risks 已知风险
- Minutes 分钟
- Etc.

(p. 93)

Project schedule (HUGE!) 项目进度表（巨大！）
Requirements trackability matrix (RTM; annoying but necessary) 需求可跟踪性矩阵（RTM；烦人但有必要）
Example RTM can link the non technical to technical requirements 示例 RTM 可以将非技术要求与技术要求联系起来
Risk register (huge! - see final course project for details) 风险登记册（巨大！- 有关详细信息，请参阅最终课程项目）

# Deliverables 可交付成果

(p. 95)
“a deliverable is any unique and verifiable product, result, or capacity to perform a service…”
“可交付成果是指任何独特且可验证的产品，结果或执行服务的能力……”

This is an excellent test question!
这是一个很好的测试问题！

What you deliver to your customer!
您交付给客户的东西！

# Issue Log – You’ll need to use this 问题日志

(p.96)

Topic – what the issue is 主题–问题是什么
Who identified it 谁识别了
When it was discovered 被发现时
Priority (high, low, medium -> “Show stopper”) 优先级（高，低，中 ->“显示挡块”）
Who owns the resolution 谁拥有决议
What happens if the issue is not resolved 如果问题未解决，该怎么办？
Target closure date 目标截止日期
- Dates of Status/closure 状态 / 关闭日期
- Use “alt/enter” to build a new line on an excel spreadsheet. 使用 “ alt /enter” 在 excel 电子表格上建立新行。
- Date every entry, and have a name on every entry 为每个条目加上日期，并在每个条目上都有一个名称

# Issue vs. Risk 问题与风险

Risk 风险: something good or bad that might happen
可能发生的好事或坏事
Issue 问题: a known activity that must be dealt with, may be the result of a risk item manifesting itself.
必须处理的已知活动，可能是风险项目本身表现出来的结果。

# Change requests – why?

(p. 96)

Modify: 调整

project policies 项目政策
Scope 范围
Any baselined document 任何基准文件
Cost 成本
Budget 预算
Quality demand 质量要求
Product results 产品结果
Requirements 要求

When: 什么时候

Corrective action 纠正措施
Preventative action 预防措施
Defect repair 缺陷修复
Updates 更新
New information 新讯息

# Manage Project Knowledge

(p. 98)
“...is the process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning.”
“管理项目知识，是利用现有知识，并创造新知识，以实现项目目标，并促进组织学习的过程。”

# 2 Types of Knowledge

(p. 100)

Explicit knowledge (words, pictures, & numbers can express them) 明确的知识（单词，图片和数字可以表达它们）

Relatively easy to capture 比较容易捕捉
Relatively easy to share 比较容易分享

Tacit (Beliefs, insights, ability & experience) 默契（信念，见解，能力和经验）

Hard to share 很难分享
Stored in minds (typically experts) 储存在头脑中（通常是专家）
Shared through conversations 通过对话分享
(like feelings) （喜欢的感觉）

# Observations on Tacit Knowledge 隐性知识观察

Stories shared at the right time to deliver knowledge
在适当的时间分享故事以传递知识
First hand experience is trusted more
第一手经验值得信赖
Expert can gauge what learner is ready to learn
专家可以评估哪些学习者准备学习
Expert can alter sequence of learning to optimize delivery
专家可以更改学习顺序以优化交付
People can use body language to express important points
人们可以使用肢体语言来表达要点
People can be excellent source of on-demand chunks of knowledge
人们可以成为按需分配知识的绝佳来源

(p. 103)

Networking
Communities of practice
Meetings
Work shadowing
Seminars/conferences
Workshops/training/interactive-learning
Story telling (huge!)

# Monitor and Control Project Work 监控项目工作

(p. 105)

…track, review, & report project progress compared to plan.
… 跟踪，审查和报告与计划相比的项目进度。

Value:
Allows stakeholders to understand the current state of the project, to recognize the actions taken to address any key performance issues, and to have visibility into the future project status with cost and schedule forecasts.
价值：使利益相关者能够了解项目的当前状态，认识到为解决任何关键绩效问题而采取的行动，并可以通过成本和进度预测来了解未来的项目状态。

# Perform Integrated Change Control 执行综合变更控制

(p. 113)

“…is the process of reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plan; and communicating the decisions” to the appropriate stakeholders.
“…… 是审查所有变更请求的过程；批准变更并管理对可交付成果，项目文档和项目管理计划的变更；并将决策传达给适当的利益相关者。

Value:
it allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made without consideration of the overall objectives or plans.
价值：它允许在解决总体项目风险的同时，以综合的方式考虑项目内已记录的变更，这些风险通常是由于未考虑总体目标或计划而进行的变更引起的。

# 2 failures to react to change, or react fast enough

# The Challenge space shuttle disaster.

挑战航天飞机灾难。
The unexpected change was a very cold launch pad:
意外的变化是一个非常冷的发射台

Challenger: A Rush To Launch

Jan/’85 - 53 degree Fahrenheit temperature allowed primary “o” ring to fail one year earlier (Allan McDonald) Director of Rocket Booster Project @5:36 min)

# Chicago Marathon Death

“CHICAGO, Oct. 7 — As temperatures soared into the upper 80s, hundreds of runners in the Chicago marathon fell ill and at least one died on Sunday, prompting officials here to halt the annual race for the first time in its 30-year history.”*

Details (optional viewing)

# The performance integrated change control process…

(p. 115)
绩效综合变更控制流程…

“is conducted from project start through completion and is the ultimate responsibility of the project manager.”
“从项目开始到完成，都是项目经理的最终责任。”

Change control process:
(p. 119)

Identify 识别
Document 文件
Decide on changes ;
决定变化；
“Review changes, approving, rejecting, deferring, or making other decisions about changes to the project documents, deliverables, or baselines.
“审查有关项目文档，可交付成果或基准变更的变更，批准，拒绝，推迟或做出其他决定。
Track changes: 跟踪变化
- Identified 已识别
- Registered 已登记
- Assessed (huge!) 已评估
- Approved 已确认
- Tracked 已跟踪
- Communicate completion 沟通完成

# Decision Making (Huge!)

Voting 投票
Autocratic decision making – one person votes for all
专制决策 —— 一人投票赞成
Multicriteria decision analysis: the use of a decision matrix to provide an analytical approach to selecting a correct option. (See next slide.)
多准则决策分析：使用决策矩阵为选择正确选项提供一种分析方法。（请参阅下一张幻灯片。）

This is an example of “multicriteria decision making”

# Close project of phase 结束阶段项目

(p. 121)

This is boring and tedious 这很无聊又乏味
But, it can save you a lot of time and money years down the line if you do it right
但是，如果您做对的话，可以节省大量的时间和金钱

“…is the process of finalizing all activities for the project, phase, or contract. ”
这是完成项目、阶段或合同的所有活动的过程。

Value:
“project and phase information is archived, and the planned work is completed, and the organizational team resources are released to pursue (other projects).”
价值：“项目和阶段信息已存档，计划的工作已完成，组织团队的资源得以释放（其他项目）。”

# Important (p.123)

All documents should be up-to-date with all issues resolved
所有文件应为最新，且所有问题均已解决
Formal acceptance (especially lean waivers)
正式接受（尤其是精益弃权）
All costs are to be charged to the project
所有费用均由项目承担
Close project accounts
关闭项目帐户
Re-assign personnel
重新分配人员
Deal with excess material and scrap
处理多余的材料和废料
Clean up any environmental mess
清理环境乱七八糟的东西
Relocate project facilities, equipment, and other resources
搬迁项目设施，设备和其他资源

# More activities (p.123)

Confirm formal acceptance of work product (huge!)
确认正式接受工作产品
Update records to indicate final results
更新记录以指示最终结果
Archive project information (very hard to do)
存档项目信息

# Questions

# Turn a group of diverse strangers into a team

将一群不同的陌生人变成一个团队

Amy Edmondson: How to turn a group of strangers into a team | TED Talk

# BIO:

(WIKIPEDIA) Amy C. Edmondson is a Professor of Leadership and Management at the Harvard Business School, who studies human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. She has been recognized by the biannual Thinkers50 global ranking of management thinkers in 2011, 2013, 2015 and 2017. She studies teaming, psychological safety, and leadership. Her articles have been published numerous academic and management outlets, including Harvard Business Review, Administrative Science Quarterly, Academy of Management Journal and California Management Review.

艾米・C・埃德蒙森（Amy C. Edmondson）是哈佛商学院的领导力和管理学教授，她研究人与人之间的互动，这些互动促使人们创建成功的企业，从而为改善社会做出贡献。在 2011、2013、2015 和 2017 年，她被管理思想家每半年两次的《Thinkers50》全球排名所认可。她研究团队合作，心理安全和领导力。她的文章已在许多学术和管理领域发表，包括《哈佛商业评论》，《行政科学季刊》，《管理学院学报》和《加利福尼亚管理评论》

# Background for this TED Talk:

Teaming is “coordinating and collaborating with people across boundaries of all kinds -- expertise, distance, time zone … to get work done.”
团队合作是 “与跨越各种边界的人员进行协调和协作 - 专业知识，距离，时区…… 以完成工作。”

The Issue: “With 24/7 global fast-paced operations, crazy shifting schedules and ever-narrower expertise, more and more of us have to work with different people (specialties, cultures, languages, etc.) all the time to get our work done. We (no longer) have the luxury of stable teams.”
问题是：“随着全球 24/7 全天候快节奏的运营，疯狂的日程安排和越来越狭窄的专业知识，我们越来越多的人不得不一直与不同的人（专业，文化，语言等）合作，以获取我们的完成工作。我们（不再）拥有稳定的团队。”

Background for question number 6:
问题 6 的背景：

When problem solving, a huge barrier to success is something called “paralysis by analysis.” The translation for these few words is that given a problem or an issue, there are times when a human, or a team of humans, will spend a vast amount of time examining the problem, and never accomplishing anything (except for further analysis). A great value of PDCA removes the expectation of being 100% right on the first attempt. This means the team has the chance of putting out at least a partial solution for a problem fast, the ability to learn from a partial solution, and the upfront expectation with stakeholders that the team’s effort to solve a particular problem will be a learning event (rather than a perfect fix on the first attempt).
解决问题时，成功的巨大障碍是所谓的 “分析瘫痪”。这几个词的翻译是，给定一个问题或一个问题，有时一个人或一组人将花费大量时间检查问题，而从不完成任何事情（除非进行进一步分析）。 PDCA 的巨大价值消除了初次尝试时 100％正确的期望。这意味着团队有机会快速提出问题的至少部分解决方案，有能力从部分解决方案中学习，以及与利益相关者的共同期望，即团队为解决特定问题所做的努力将是一次学习活动（而不是第一次尝试的完美解决方案）。

# Questions for based on the video:

How are the teams she described similar to IT Project Teams in industry today?
她描述的团队与当今行业的 IT 项目团队有何相似之处？
So what's "teaming"? Teaming is teamwork on the fly. It's coordinating and collaborating with people across boundaries of all kinds -- expertise, distance, time zone, you name it -- to get work done.
那么什么是 “团队合作”？团队合作是快速的团队合作。它是与跨各种边界的人员进行协调和协作 - 专长，距离，时区，您可以将其命名 - 以完成工作。
Sports teams embody the definition of a team, the formal definition. It's a stable, bounded, reasonably small group of people who are interdependent in achieving a shared outcome.
运动队体现了团队的定义，即正式的定义。这是一群稳定，有界，相当小的人，他们相互依存以实现共同的目标。
You have to get different expertise at different times, you don't have fixed roles, you don't have fixed deliverables, you're going to be doing a lot of things that have never been done before, and you can't do it in a stable team.
您必须在不同的时间获得不同的专业知识，没有固定的角色，没有固定的可交付成果，您将要做许多以前从未做过的事情，并且您无法做在一个稳定的团队中。
What are the key learnings from this video that you can use in strengthening a heterogeneous (highly diverse) project team?
您可以从此视频中学到哪些主要知识，以帮助他们加强异构（高度多样化）的项目团队？
When teaming works, you can be sure that some leaders, leaders at all levels, have been crystal clear that they don't have the answers. Let's call this "situational humility."
我想说一句话，这是领导才能，但是让我更具体一些。在进行团队合作时，您可以确定某些领导者，各个级别的领导者都明确表示他们没有答案。我们称其为 “情境谦卑”。
We don't know how to do it. You can be sure, as I said before, people were very curious, and this situational humility combined with curiosity creates a sense of psychological safety that allows you take risks with strangers, because let's face it: it's hard to speak up, right? It's hard to ask for help.
谦虚是适当的。我们不知道该怎么做。您可以肯定，就像我之前说的那样，人们非常好奇，这种处境谦卑加上好奇心会产生一种心理上的安全感，让您与陌生人一起冒险，因为让我们面对现实吧：很难说出来，对吗？很难寻求帮助。
It's hard to offer an idea that might be a stupid idea if you don't know people very well. You need psychological safety to do that. They overcame what I like to call the basic human challenge: it's hard to learn if you already know. And unfortunately, we're hardwired to think we know. And so we've got to remind ourselves -- and we can do it -- to be curious; to be curious about what others bring. And that curiosity can also spawn a kind of generosity of interpretation.
如果您不太了解别人，很难提出一个可能是愚蠢的主意的想法。您需要心理安全才能做到这一点。他们克服了我所说的基本人类挑战：如果您已经知道，则很难学习。不幸的是，我们很难认为我们知道。因此，我们必须提醒自己 - 并且我们可以做到 - 保持好奇心；对别人带来的东西感到好奇。好奇心也可以产生一种慷慨的解释。
Abraham Lincoln said once, "I don't like that man very much. I must get to know him better." Think about that -- I don't like him, that means I don't know him well enough. It's extraordinary. This is the mindset, I have to say, this is the mindset you need for effective teaming.
亚伯拉罕・林肯曾经说过： “我不太喜欢那个人。我必须加深对他的了解。” 考虑一下 - 我不喜欢他，这意味着我不太了解他。非常了不起我必须说，这是心态，这是有效组队所需的心态。
To get there, I think there's no better advice than this: look to your left, look to your right. How quickly can you find the unique talents, skills and hopes of your neighbor, and how quickly, in turn, can you convey what you bring? Because for us to team up to build the future we know we can create that none of us can do alone, that's the mindset we need.
为了达到这个目标，我认为没有比这更好的建议了：向左看，向右看。你能多快地找到你的邻居所拥有的独特才华、技能和愿景，又能多快地传达出你想要传递的信息？因为对于我们来说，为了建立一个我们知道可以通过集体，而非个人所能创造的未来，这就是我们需要的心态。
At an individual level, do you have any experiences in being a member, or leader, of a heterogeneous team? If the team was successful, what contributed to this?
在个人层面上，您是否有担任异类团队成员或领导的经验？如果团队成功了，这有什么贡献？
If a team leader says I don’t have the answer, how do they maintain respect; or what else should they say?
如果团队负责人说我没有答案，那么他们如何保持尊重？或者他们还应该说些什么？
For one of these diverse teams, that is expected to make significant contributions, what environment do leaders need to establish for their team members?
对于预计将做出重大贡献的这些多元化团队之一，领导者需要为其团队成员建立什么样的环境？
While I was watching this video, I thought of a few Scrum ideas; fail fast and iterative development. Also, there is a topic in process improvement called Plan, Do, Check, Act/Adjust (for an excellent discussion on PDCA, I highly recommend you go to: Plan - Do - Check - Adjust/Act (PDCA) Cycle in Lean-Agile. Also a key point of PDCA is after you finish the “A” part you go right back to “P”). Do you see the same similarities between what the successful rescuers did and these concepts as I do?
在观看此视频时，我想到了一些混乱的想法；快速迭代失败。此外，过程改进中还有一个主题，称为计划，执行，检查，操作 / 调整。另外，PDCA 的关键是完成 “A” 部分后，您将立即回到 “P”。您是否像我一样看到成功的援救者所做的与这些概念相同的相似之处？

# Quiz

Integration management is: the processes and activities to identify, define, combine, unify, and coordinate” various Project Management activities.”
集成管理是识别，定义，组合，统一和协调 “各种项目管理活动” 的过程和活动。
Develop risk management is: the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organization resources to project activities.”
The definition is for Develop project charter
制定项目章程是制定文档的过程，该文档正式授权项目的存在并为项目经理提供将组织资源应用于项目活动的权限。”
If you are a small company, with only 1 project to consider, and the NPV of that project is +10,000.
- do the project
- don’t do the project
如果您是一家小型公司，只考虑一个项目，那么该项目的 NPV 为 + 10,000。
Gathering data for requirements can include:
- Brain Storming 头脑风暴
- Focus groups 专门小组
- Interviews 面谈
- Design Thinking 设计思维
收集需求数据可以包括
Brainstorming is the idea that when many people meet, and share ideas, that better ideas, and maybe unique ideas, can be generated.
头脑风暴是一种想法，当许多人见面并分享想法时，就会产生更好的想法，甚至可能是独特的想法。

项目管理