Evaluate individual behavior as a component of team behavior.
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
3. Evaluate individual behavior as a component of team behavior.
3.1 Describe the project management stages and the activities team members will participate in throughout each phase.
4. Explore the dynamics of project teams.
4.1 Describe how the project management plan (PMP) affects each member of the project team.
Chapter 15: Process Models
Chapter 16: Start-up
The project management, according to PMBOK version 5, “includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the project management Process Groups” (Project Management Institute, [PMI], 2013, p. 34). Therefore, the project integration processes anchors the “big picture” of the project through the following:
the coordination of every part of the project;
the stakeholder expectations and management of project meeting requirements;
the management of resource allocation, project priorities, trade-offs; and
the management of the interdependencies among the project knowledge areas (PMI, 2013).
Because individual processes rarely occur independently but rather each process leads to another and integrates, understanding how to manage this integration is crucial for successful projects. For example, a change in the scope baseline will require integrating of the triple constraints (time, scope and schedule). It is important to understand that an integrated process is crucial to linking all the project phases and processes to ultimately achieve a common project objective. The roles of the project manager and individual project team members within project management processes include the following:
the project manager’s role is to perform integration,
the project team’s role is to complete project activities, and
the project sponsor’s role is to provide resources and funding for the project (PMI, 2013).
For example, in any given project, you start by initiating the phase, planning the work to be performed in the phase, executing the work planned for the phase , monitoring and controlling the work as the execution is going on, and finally, closing the phase when the execution of the project is complete. One of the most important documents generated during the closing phase is called “Lessons Learned,” in which the project team members individually identify what worked well and went wrong so that future projects within the
organization would not make same mistakes. It is important to note that the lessons learned process is applicable at the completion of each phase of the project (PMI, 2013).The project management plan (PMP) integrates all of the following ten knowledge areas into a unified whole and serves as a repository for the subsidiary plans in the remaining knowledge areas:
human resources needed for the project,
project procurement, and
project stakeholder (PMI, 2013).
However, this does not mean that all the subsidiary plans are always used on every project. PMI (2013) clearly states that the project management plan is the one manual that contains all the outputs and contents from all the other knowledge areas and is the ultimate document that governs the project. From this plan, the project manager determines what role each member of a project team will play in the completion of the project. Some the documents contained in the PMP include the following:
change management plan,
configuration change plan,
process improvement plan
human resource plan,
procurement plan, and
stakeholder plan (PMI, 2013).