Concluding Remarks

Conclusion



Traditionally, project managers and project team have been responsible for delivering the deliverables and outputs (“what" of projects), such as implementing a new health care service facility. Achieving the outcomes and benefits — the “why” of a project, such as “to improve health care service by 30%” — has been the key responsibility of the sponsors or senior leaders in the business. This lack of integration resulting in separation of responsibility and accountability, which can be referred to as “dis-integration”, has led to many projects failing to meet the needs of their stakeholders (people), the deliverables (processes), and the environment.

According to PMI PMBOK Guide, Project Integrated Management process is a set of interrelated actions and activities performed to create a product, service, or result. In the plan-driven or process-based approach, each process is characterized by its Inputs, Tools and Techniques and Outputs, which is graphically represented as: Project Integrated Management Processes.pptx

In the change-driven or agile/adaptive approach, each process is characterized by its iteration planning, product demonstrations, retrospective for each iteration or sprint, which is graphically represented as: Agile Integration_.pptx

Conducting a retrospective encourages the participants to review what went well and what could have been done better. This assessment includes the work on the product, but also the processes, level of collaboration inside and outside the agile team, and other areas that influence the effectiveness of product delivery.

Both waterfall and Agile methods rely on some level of processes. With waterfall you might have detailed scope definition, robust schedules, and rigorous change control processes, based on PMBOK processes. With Agile you might focus on three daily questions-iteration planning, demonstrations, and productive retrospectives, based on principles and performance domains. Processes are valued to a certain point of irrelevancy. However, we should move away from following rigid process-based approaches to approaches that focus on integration with processes, principles, and performance domains-the most effective way to deliver value. This integrated approach is referred to as hybrid project management. Hybrid project management is about delivering value, not following a set of rigid processes.

Hybrid project management seems to be best suited for the globalized digital economy, which is dynamic by nature. It is no longer sustainable to be an expert in waterfall methodologies, without some skills in Agile, or visa versa. To deliver value in this fast-paced business environment we need to integrate these two approaches of project management and delivery. The best project practitioners tailor their approach to meet the needs of the deliverables (processes), the environment, and their stakeholders (people).

Rectangle: Rounded Corners: Outputs

Rectangle: Rounded Corners: Tools and Techniques

Rectangle: Rounded Corners: Inputs

Integration Management, as contained in PMBOK has all the process that you do in your day-to-day work as a project manager. So why are they called Integration Management Processes? Think about what it takes to run a project. You need people and other resources from your organization: knowledge about how your organization do business; standards, templates, and other assets that you have gathered from other projects, and the ability to put all these information together. That is what a project manager does. And that is where the Integration skills are required. Integration management means making sure that all the relevant processes, principles and performance domains work together seamlessly to make your project successful. This integrated approach will become more relevant, useful and applicable to the business and academic communities, with future advancements and endorsements of technologies, such as Artificial Intelligence (AI), Virtual Assistants and ChatGPT.

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