CPMGT 301 Integrated_Initiation_and_Planning_Paper_Team1.edited.doc Integrated Initiation and Planning Team 1 CPMGT/301: Strategic Portfolio and Project Management Integrated Initiation and Planning As organizations
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CPMGT 301 Integrated_Initiation_and_Planning_Paper_Team1.edited.doc Integrated Initiation and Planning Team 1 CPMGT/301: Strategic Portfolio and Project Management Integrated Initiation and Planning As organizations change and adjust their strategy to remain competitive, it is easy to lose focus and deviate from the organizational strategy. Too many, or irrelevant projects will consume all of their resources. Without a deliberate and systematic Project Portfolio Management (PPM) system in place, many projects may result in little to no reward. The lack of PPM and project integration management an organization will drain valuable company resources, money, and time with non-essential projects that do not align with the organization™s vision or long term goals. Unifying and Consolidating Projects Using Project Integration Management Project integration management is the coordination of all the components of a project with the main objective of managing all the processes and actions during the project life cycle. The main goal of every project manager is to ensure the project runs as planned while delivering within the timeframe, and within or under budget. The seven guiding steps of the integration process include initiating, planning, execution, control and monitoring, and closure (Lewis, 2016). The first step is to develop a project charter and this the document that the stakeholders approve and the authorization for the project team to engage with the organization's resources. The next step is to develop a project plan where the sc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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