Edrian Paul D.

Gonda Project Management

III- A- Management Accounting Prof. Susan Villaruz

PROJECT INTEGRATION MANAGEMENT SPECTRUM

What is Project Integration Management?

Project Integration Management is all about sustaining stability in all areas of a project
like; time, scope, cost, quality, human resource, communication, risk, procurement, stakeholder,
among others. These are interconnected processes and cannot be carried out by a single team. It’s
a vital knowledge area and highly valued aspect in the PMI. It’s a process that in volves constant
monitoring of the procedures undertaken during the life cycle of the project. One crucial feature
of project integration management is that it entirely focuses on a given project keeping a watchful
eye right from initiation until the completion of the project.

The project integration management has a set of control access points that are undertaken
by the Project Manager and are as follows:

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What is Management Spectrum?

In software engineering, the management spectrum describes the management of a

software project. The management of a software project starts from requirement analysis and
finishes based on the nature of the product, it may or may not end because almost all software
products faces changes and requires support. It is about turning the project from plan to reality.

The management spectrum focuses on the four P’s; people, product, process and project. Here, the
manager of the project has to control all these P’s to have a smooth flow in the progress of the
project and to reach the goal.
The four P’s of management spectrum ar e

1. People
2. Product
3. Process
4. Project

1.Discuss the 4Ps of project management

 People

People of a project includes from manager to

developer, from customer to end user. But mainly people of a
project highlight the developers. It is so important to have
highly skilled and motivated developers that the Software
Engineering Institute has developed a People Management
Capability Maturity Model (PM-CMM), “to enhance the
readiness of software organizations to undertake increasingly complex applications by helping to
attract, grow, motivate, deploy, and retain the talent needed to improve their software development

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capability”. Organizations that achieve high levels of maturity in the people management area have
a higher likelihood of implementing effective software engineering practices.

Identifying the roles people play in almost any given project is the first step to a successful
project. People are the primary resource on every project, and a well-conducted team can greatly
increase the chances for success.

Stakeholders

1. Executive leadership define business issues which influence the project.

2. Project managers plan, motivate, organize and lead a development team.
3. Development teams can range from programmers, designers, analysts and many other skills.
These teams engineer the product or application to see it to completion.
4. End-users interact with the final product. These could be customers or internal users. The
work you and your team are doing will ultimately reach this group.

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Team Leaders

Leadership is another integral, but less talked about, part of project management. A project
manager should feel a sense of ownership on the project and take to heart the aspect of leading a
team. Key attributes of a team leader include:

 Encouraging people to work to their best abilities through motivation.

 Use new and existing processes to move a project forward to a successful end
through organization.
 Diagnosing technical and organizational issues or having the ability to change
directions in a project if things don’t go according to plan
through problem solving.
 Taking ownership of a project and knowing when to read
or allow team members to follow their instincts
by influence.

The team

“Not every group is a team, and not every team is effective.” – Glenn Parker

Organizational structure is not always within a project manager’s control, but the organization of
the team and their responsibilities within the project itself is within reach. Developing an effective
team structure may be based on several project factors:

 The complexity of the problem being solved.

 The lifetime of the project and the team.
 The deadline of the project.
 The degree of communication required for the
project.

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Regardless of how the team is structured, the project manager’s objective is creating a single
cohesive unit. Clearly defined roles, tasks and objectives gives the team a single vision to work
toward.

Think of how a football team runs an effective offensive play. The players on the field have
defined actions they attempt to execute the play flawlessly. The center hands the ball to the
quarterback and the entire team sets in motion. Wide receivers have specific routes they run while
the offensive line has a blocking scheme it’s executing to protect the quarterback. The quarterback
passes the ball to the (hopefully) open receiver to gain the yards required or ultimately score a
touchdown. Everyone on the team knows what the outcome should look like and what their jobs
are to make that outcome possible. A project manager coordinates her team in a similar fashion.

Coordinate and Communicate

Communication has the power to cause a project to excel or wither and die.
One of the most common reasons for a project failure is a lack or failure to
communicate. Communication can be interpersonal or between
systems that need to speak to each other to get a desired result.
Documentation, meetings, phone calls, email and even wikis are
forms of communication that can be found among project teams.
Depending on your development or production model (agile,
waterfall or standard) you may have different ways to use any of
these tactics to reach your goal.

 PRODUCT

The product is the ultimate goal of the project. This is any types of software product that has
to be developed. To develop a software product successfully, all the product objectives and scopes
should be established, alternative solutions should be considered, and technical and management

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constraints should be identified beforehand. Lack of these information, it is impossible to define
reasonable and accurate estimation of the cost, an effective assessment of risks, a realistic
breakdown of project tasks or a manageable project schedule that provides a meaningful indication
of progress.

Defining the scope

The project must be understandable at management and technical levels. There is also a great deal
of requirements gathering and analysis, but that’s later in the process. Understanding t he scope
and what you’re trying to accomplish plays into the requirements. Defining the scope begins with
answering the following questions:

 Context. How does this product fit into business processes? What systems will the product
interact with? What constraints are the result of these dependencies?
 Objectives. What do you want the product to get from the customer? What do you want the
customer to do with the product?
 Function. What actions will the product perform? How will you gather and measure metrics
from the product?

Understanding the problem

A requirements analysis is where you’ll break down

the entire problem into reasonable chunks. Before this can
be done, however, understanding the problem is done by
understanding two themes: 1) functionality to be delivered
and 2) the process to deliver it.

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Whether the product is a marketing campaign, website or software there is functionality that
will be needed to engage the end user. There are steps that are involved to reach the objectives
set for the product. Some examples include:

 Capture user data to enter in a CRM

 Register users for an event
 Allow a user to manage financial data
 A user purchases an item in a shopping cart

Every example is a piece of functionality that could be delivered by a product. They are examples
of functionality that could be used to determine whether or not the product has delivered these
needs. The product’s end result will be graded on if it can deliver these functions.

The project manager and her team will be responsible to execute the process to deliver the
functionality of the product. Those processes may already be defined by other business practices
or a new process will need to be created and managed by the project management team. When a
PM is developing a new process she will likely to create buy-in from internal stakeholders before
execution.

Knowing as much as possible about the project, the team and your resources are essential
to delivering a positive and high-quality eLearning project. However, understanding the needs and
wants of your audience is also crucial for a project’s success.

Kick-Off Meeting

Kick start the project with a meeting. Review everything from project scope to key
deliverables, and make sure all key team members are present. Being transparent at the beginning
will help to avoid misunderstandings and redoing work later on in the project.

Communicate Scope

Communicate the scope of the project and the steps involved clearly so your team knows
what they need to do and when. This has the added benefit of showing the value of their investment

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of time, resources or budget. Consider creating a worksheet or document that is shared among the
team and continually updated.

Listen To Your Team

Listen to the needs of your learners, team, and stakeholders throughout the project. You
may uncover an opportunity to expand or adjust the scope of the project to better suit their needs.
Remember, you're the expert!

 PROCESS

A software process provides the framework from which a comprehensive plan for software
development can be established. A number of different tasks sets — tasks, milestones, work
products, and quality assurance points —enable the framework activities to be adapted to the
characteristics of the software project and the requirements of the project team. Finally, umbrella
activities overlay the process model. Umbrella activities are independent of any one framework
activity and occur throughout the process.

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The source of the process

Project managers are often times in charge of determining the process in which a project
will be completed. The process may be defined by the current environment or executive
leadership, but the project manager is looked upon to help lead those decisions at other times.

The decision on which process is to be used includes:

1. The end-users of the product and the team who is doing the work.
2. The product itself.
3. The environment in which the developing teams work.

There is no one best process to have a successful project. Others will tell you an agile approach is
the way to go. Others will swear by SCRUM or another variation. Whether the project is big or
small the best way process is what gives your project and team the best chance for success.

The process and project plan

Once you have the process chosen you need to

include it in the project plan. Determine the tasks that need
to be completed and create a roadmap to the end product.
Identify tasks, milestones and dependencies on the project
and arrange them to fit your process. In your project plan
you should include roles, communications, planning,
creation and deployment.

The external factors of a process

The process may be influenced by external factors that are not always your control. The process is
determined with a set scope of work in mind, but what happens when the scope, dependencies or
team changes? Factors that can effect or alter the original process include:

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  Leadership may change or change it’s directio n for the product.
 Requirements and scope may change.
 Team members and roles may change.
 Budgetary limitations of the project scope.
 Technical limitations by the chosen platform to deliver the product.
 A lack of content or information to execute project tasks when needed.

The project manager must be flexible and proactive in identifying and adjusting the process to
meet external and internal factors that can affect the end result. It’s important that a project
manager keeps a clear line of communication with the stakeholders on the project early and often
to ensure the process chosen is the best option. Finally, whatever the chosen process may be, the
project manager must be a champion of the process and lead with decisiveness to guide the team
through it.

 PROJECT

The project is the complete product that includes requirement analysis,

development, delivery, maintenance and updates. The project
manager of a project or sub-project is responsible for managing the
people, product and process. The responsibilities or activities of
software project manager would be a long list but that has to be
followed to avoid project failure.

Here, the manager has to do some job. The project includes all and everything of the total
development process and to avoid project failure the manager has to take some steps, has to be
concerned about some common warnings etc.s

Keys to a project’s success

1. Do your due diligence

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 Do your research before starting the project! Understanding your goal, objectives, noted
strategies, processes, target audiences and so on can lay a lot of the groundwork for you to
succeed. Build the right team around these traits, and you’ll have your project already on
the path to success.

2. Keep momentum

At the beginning of the project there’s excitement and the sky is the limit. Every team
member will likely be full of energy and kick the project off to a quick start. Over time,
however, this momentum will naturally begin to disintegrate. Find ways to keep the
team’s eyes on the prize and keep the momentum moving forward. Momentum is one of
the most powerful forces in any given project.

3. Track your progress

How do you know if your project is on the right track or moving forward if you’re not
tracking your progress? Whether it’s tracking hours, completed requirements or phases you
can paint a picture of how your team is progressing through the project. This tracking will
be scalable to the size of the project. Small projects will have a marked decrease in metrics
to keep than a large multi-million dollar project.

4. Postmortems

After your project is finished it’s important to perform a postmortem analysis. This may
not help your already project succeed or become better, but the idea behind this step is to
“save another project’s life.” If you can identify broken processes, team inconsistencies,
technology shortcomings and other obstacles you can find ways to avoid or address them

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 in the next project. Remember out of every 100 IT projects started, 94 will fail or start over
again at least once. That’s a shocking number. Postmortems are an excellent way to start
chipping away at that number.

Conclusion

Project management begins before any technical activity starts and continues throughout
defining, developing and supporting the product. The Four P’s have a great influence on any
project management experience – people, product, process and project. No matter the size and
scope of the project you can find a version of the Four P’s involved. I sincerely hope this series
has helped someone in the world of project management and brought clarity to such a dynamic
subject and profession.

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2.The Roles and responsibility of a project manager

Project managers face many daily challenges in order to drive their projects to successful
completion. A successful project is defined many different ways, and is potentially defined
differently by individual stakeholders. We are taught that defining the success of the project
upfront is a best practice so that stakeholder expectations are properly set. Getting to the end of
the project and being able to see that success is a rewarding part of project management makes all
the effort worthwhile; but is it really enough for the organization and the project manager?

As project managers, we are doing much more than just managing and tracking all the tasks,
keeping the project within budget and timeline, and setting success criteria. Project managers have
a unique perspective into the organization that many other roles do not have. We work in cross-
functional teams with subject matter experts all day long. We talk to managers and discuss how
the project impacts their functional area and we interact with executive management as
stakeholders. We cross the organization and collect critical perceptions that many in the
organization may not see or hear.

Because project managers have this additional knowledge of the inner-workings, we also can better
determine if our projects are aligned with the strategic objectives of the organization. Having

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 knowledge of the corporate strategy is very important and needs to be a part of the project
manager's toolbox. Then, you must know where your project fits into that strategy, and equally
important, you must know if your project does not fit that strategy. (Project Management Institute,
2015)

In the broadest sense, project managers (PMs) are responsible for planning, organizing,

and directing the completion of specific projects for an organization while ensuring these projects

are on time, on budget, and within scope.

By overseeing complex projects from inception to completion, project managers have the potential

to shape an organization’s trajectory, helping to reduce costs, maximize company efficiencies, and

increase revenue.

The exact duties of a project manager will depend on their industry, organization, and the types of

projects that a PM is tasked with overseeing. But across the board, all project managers share

responsibilities across what’s commonly referred to as the “project life cycle ,” which consists of

five phases (or processes):

 Initiating

 Planning

 Executing

 Monitoring and Controlling

 Closing

While it may be tempting to think of these as “steps,” they aren’t. Rather, these are processes

project managers continually return to throughout the life of a project.

Below, we take a closer look at each phase of the project life cycle, as well as the different

responsibilities a project manager might have in each.

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 1. Initiating

Project managers begin each new project by defining the main objectives of the project, its

purpose, and its scope. They also identify key internal and external stakeholders, discuss shared

expectations, and gain the required authorization necessary to move a project forward.

Important questions that project managers ask during the initiating phase include:

 Why is the project

important?

 What’s the specific

problem we’re trying to

solve?

 What is the desired

outcome?

 What are the project’s

success criteria?

 Who are the stakeholders on this project? Who is impacted by, or who impacts, this project?

 What are the requirements and constraints within this project?

 What assumptions are we making?

 How will the project be funded?

 What is within our scope? What is not within our scope?

 Has this project been executed before? If so, what was the result? What information from that past

project should be considered in this project?

It’s important to recognize that project managers don’t do this on their own. Oftentimes, a p roject

manager isn’t assigned until much of this work is well underway.

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As soon as the project manager is assigned, however, he or she needs to fully engage in the above

work which should culminate in a project being chartered and formally assigned.

2. Planning

Once the charter is approved, project managers work with key stakeholders to create an integrated

project plan focused on attaining the outlined goals.

The plan established during this process helps project managers

oversee scope, cost, timelines, risk, quality issues, and communications. It is during this phase that

project managers will outline key deliverables and milestones and identify the tasks that must be

completed to complete each.

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 It’s important to note that project “planning” doesn’t actually end until the project does. The project

plan should be treated as a living document that constantly evolves and changes throughout the

project.

3. Executing

During this phase, team members complete the work that has been identified in the project plan in

order to reach the goals of the project. The project manager’s role is to assign this work and to

ensure that tasks are completed as scheduled. The project manager will also typically:

 Protect the team from distractions

 Facilitate issue resolution

 Lead the team in working through project changes

4. Monitoring and Controlling

Despite being listed as the fourth phase, monitoring and controlling processes actually commence

at the beginning of a project and continue throughout planning, execution, and closing. In the

monitoring and controlling phase, a project manager’s work includes:

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 Monitoring the progress of a project

 Managing the project’s budget

 Ensuring that key milestones are reached

 Comparing actual performance against

planned/scheduled performance

Of course, things rarely go exactly according to plan. Therefore, a project manager must be flexible

enough to work within a project’s plan but readily adapt when necessary.

5. Closing

During this phase, project managers strive to ensure all activities necessary to achieve the final

result are completed. During the close of a project, project managers will:

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 Work with the client to get formal sign-off that the project is complete

 Release any resources (budget or personnel) who are no longer needed for the project

 Review the work of third-party vendors or partners in order to close their contracts and pay their

invoices

 Archive project files for future reference and use

What Does a Project Manager Do?: A Day in the Life of a Project Manager

As shown above, the specific tasks that consume a project manager’s time will vary substantially
depending on which phases of the life cycle their projects are in.

That being said, there are a number of general tasks that any good project manager can expect to
perform on a daily basis. These include:

 Communicating with team members: Project Management is all about communication, whether
through emails, calls, daily check-ins, or team meetings. Project managers must communicate with
the members of their team regularly to determine the status of various projects and potential
roadblocks that will need to be resolved.

 Communicating with key stakeholders: Just as important as communicating with your team is
regularly updating key stakeholders on project progress and ensuring that the project still aligns
with changing company initiatives. This communication can take many forms, including weekly
or monthly reports, regularly updated dashboards, or quick emails, calls, or meetings. Regardless
of the medium, getting comfortable communicating with data is an essential skill.

 Issue identification and resolution: Throughout the course of any project, it’s common for scope,
budget, resource allocation, and other miscellaneous issues to arise. It is the role of the project
manager to ensure that these issues are resolved effectively in order to keep the project on track.

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 Budgeting: For small-scale projects, cost estimation may be a weekly or even a monthly task. But
for larger projects with many different expenses to keep in mind, project managers may spend time
reviewing budgets each day to ensure the project does not exceed resource allocations. This may
also include reviewing, processing, and approving invoices from outside vendors if the project
includes such partnerships.

 Time management and approval: In order to ensure that the project remains on track, many
project managers turn to timesheets or a project management software that allows them to see how
their team is spending their time. In addition to ensuring that the project is moving along as
planned, this helps project managers shift resources between projects as necessary.

 Team-building: A good project manager will do more than simply manage the steps of a project.
They will also manage their team in order to keep them productive and happy. A part of this should
include team-building exercises designed to boost morale, particularly after challenging weeks or
phases of the project. Organizing a weekly lunch or happy hour is one such example.

Importance of Project Manager in a Team

There are so many intangible tasks and

qualities of project managers that it’s not
uncommon for people to not fully understand
their worth. The benefits of any role seem to
come down to perception, but a bulk of a PM’s
work is “behind the scenes,” so how can you
demonstrate the benefits? First, it starts with the
individual. Each and every PM should know their role and their worth and follow-through
on being a good PM for their teams. Second, it comes down to the organization. A PM will
not thrive in an organization that does not value the role and see the benefits of it. And,
lastly, the benefit of having a PM on a team is realized by the people who work with them.
If they are not bought in, the PM will have a hard time helping.
Some people see the benefits of having a PM on a team, and others don’t. And that
is okay—sometimes just having someone on a smaller team to handle logistics and

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communications is enough. That’s right, you don’t always need a PM, but you do n eed
someone who will handle PM tasks. If simply stating that managing tasks and
communications can provide more time to team members to collaborate and create isn’t
enough to sell you on the value of PM, read on for more direct benefits.

More efficient teams

Having a PM on your team

means that you’ve got a person
dedicated to making sure that work is
done on time and at the right time.
That person is also looking to make
sure that the team’s practices are
running smoothly, and if they are not,
they will be corrected through
discussion. This is the kind of thing
that makes teams happier, because
they can focus on working hard and
producing successful products.

Happiness

Everyone—clients and teams—walks away from

projects that are done on time and within budget with a
smile on their faces. They’re also happy when they’re
communicating well. Guess who helps to make all of
that happen?

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Organization

Teams with project managers benefit from the

fact that someone is paying attention to how, when,
and why something should happen. Great PMs utilize
tools like project plans and RACI matrices to help us
out the details. When you have a dedicated PM, there
is time to organize and use the right tools to help a
team.

Team growth and development

When you’re trying to

work on a task and manage it
along with everyone and
everything else, it can be tough.
That means that you don’t have
the time to focus on your work
product, or developing
strategies or methodologies to
do it better. When a PM is
involved, that stress is peeled away and the team gets to collaborate and grow by trying
new approaches to deliverables. There’s something to be said for letting experts focus
solely on their craft (even when that expert is a PM).

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 Flexibility

Great PMs know that projects change, and they are

always on the lookout for it. And when that change
becomes a real factor, they immediately find ways to adapt
the project’s path. Having a PM on your team means that
you’ll always know when a risk, issue, or change is on the
horizon, and you’ll be able to plan for them.

Quality

When your team is focused on their

craft, the quality of work goes up because they
have all the time they need (well, within scope)
to do that job. And, a good PM will always have
quality of work on their minds as they help to
deliver work to stakeholders. It’s common for a
PM to contribute to internal reviews, proofread
content, and make sure that work is flawless
before it goes out the door.

Quantity

This one is important for business owners.

When you remove the burden of PM from your team
and place it on one person, you free up their time to
take on more projects and produce more work. Sounds
like a win-win.
There are surely many more benefits to project
management, like the hard facts and details you get out
of typical PM reports and deliverables: transparency on

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budget and timeline, accountability for tasks, and so on. Those tend to be the things people
think about when they hear “project management,” and they are absolutely great benefits.
But as you see, those benefits create other benefits that affect not only the bottom line, but
the people and the process.

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3.Ethics in project management
Ethical choices diminish risk, advance positive results, increase trust, determine long term
success and build reputations. Leadership is absolutely dependent on ethical choices. PMI
members have determined that honesty, responsibility, respect and fairness are the values that
drive ethical conduct for the project management profession. PMI ’s Code of Ethics and
Professional Conduct applies those values to the real-life practice of project management, where
the best outcome is the most ethical one. All PMI members, volunteers, certification holders and
certification applicants must comply with the Code.

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4.Project management software
Organizations around the world are trying their best to cope with varying degrees of
change. According to the Project Management Institute’s (PMI) 2020 Pulse report, whether it is
small incremental change or a huge disruption, businesses, governments, and institutions cannot
afford to remain stagnant. New technologies, evolving customer expectations, and greater demand
for social accountability has ushered a time of extraordinary change called the Project Economy.
Change happening through projects and organizational leaders are not only examining the nature
of work but also how work gets done. To manage change better, leaders need to improve project
performance and value delivery. For organizations to thrive in the new Project Economy, they
need to adopt ways to be more agile, have people with the right skills, and utilize technology such
as the right project management software.

Benefits of project management software

Project management software enables teams to better collaborate so that team members know
exactly who is responsible for what tasks. PM software clarifies roles and responsibilities so that
coordination is faster without the runarounds. Moreover, visible plans and schedules are easy to
update with Gantt charts and timelines, providing valuable information such as the next
milestones, upcoming deadline, potential delays, or budget limit. With built-in reporting tools,
users can communicate quickly to stakeholders or clients. Task management and file sharing tools
help teams prioritize the most urgent work with all the important data required to complete them.

Project management software use cases

A use case is a description of how a system can be used by an end user. Project management
software can be used to improve the collaboration among the employees of a global company with
hundreds of departments and thousands of employees. It can enhance project visibility so that
tasks, activities, and budgets are transparent, allowing teams to make better decisions. Centralized
PM software helps standardize processes that improves efficiency of how work gets done. It’s used
to organize work, track issues on various devices, and streamline onboarding .

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Top 4 project management software

Backlog

Backlog is an online project management

software for development teams. A single
platform allows developers to work with clients,
designers, and other teams. Teams can track
project progress with a Gantt chart for managing schedules and a Kanban board for viewing the
work progress of team members. Developers can easily work with code alongside project work.
Several premium plans are available that starts at $35 per month and can be paid by month or a
discounted annual basis. A free plan is available for a single project with 10 users. A live demo
can also be scheduled.

Backlog was used by a customer to solve the challenges of a growing project. As the project grew,
the team was spending more time tracking progress, reporting progress, managing collaborators,
getting information to stakeholders, and responding to inquiries. Email was an insufficient project
communication tool. With Backlog, time spent on email decreased. Project progress became

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visible with Gantt charts and burndown charts. People joining in the middle of the project quickly
get up to speed by submitting inquiries, accessing project data, and communicating with others on
a single platform.

monday.com

monday.com is an online work and project management platform that promotes better
teamwork. Teams can plan, track, and deliver projects within one workspace. It can be set up
quickly with hundreds of customizable templates so that teams don’t need to start from scratch.
Reduce manual, repetitive work with automation and see data visually with views such a a map,
calendar, timeline, and board. Monday offers several plans starting at $8 per user per month that
can be paid by month or a discounted annual plan. A 14-day free trial is also available.

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monday.com can be used the central platform to manage the whole project lifecycle, from initiation
to closure. The intuitive interface lets you set your project goals, add relevant stakeholders, and
outline resources needed. Using a visual timeline, set the milestones, plan the schedules, and assign
team members to tasks. During execution, prioritize tasks, establish ownership, and share updates
as well as files and feedback with a built-in collaboration tool. Monitor all aspects of the project
progress and reports on results.

Asana

Asana is a work management software for managing teams, projects, and tasks. It helps
organize work for a wide range of use cases so that teams have improved clarity and workflow on
what to do, why do it, and how to get it done. Asana provides teams flexible ways to look at work
with several views such as board, list, timeline, and calendar. Core PM tools include task
management, subtasks, milestones, due dates and times, sections, and attachments. It also
streamlines workflow
with custom fields, forms,
dependencies, rules for
automation, approvals,
and more. Asana offers
several premium plans
that start at $13.49 per
month, with a 30-day trial
period. A free plan for a
small team is also
available.

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Asana was used by a creative and marketing company who was missing critical deadlines, unable
to report on production progress and support the volume of work, and could not improve execution
from previous campaigns. After using Asana, they were able to connect and coordinate their
campaign calendar and production process. The PM software also provided the customizations to
support different teams and workflows. Now, they were able to scale their production process to
produce more work, collaborate more effectively without losing valuable information, and reduce
onboarding time for new employees.

Smartsheet

Smartsheet is a work and project management software that helps teams cope with change
with a unified solution for collaboration, workflows, and content management. Teams can manage
projects effectively with the PM software’s intuitive spreadsheet interface, real -time updates, and
collaboration tools. It offers multiple views of work, interactive timelines, document management
and integration, automated workflows, tracking, dashboards, and reporting. Smartsheet offers a
Standard plan for individuals and businesses that starts at $14 per month paid annually, and a direct
quote Enterprise plan. All plans include multiple views, collaboration features, mobile access, and
integration with other tools.

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A company in the network technology industry used Smartsheet to improved collaboration and
project visibility. With 50,000 employees around the world, they needed a platform where
conversations and decisions are made visible to the rest of the organization. After replacing an
existing PM software in use, Smartsheet was able to surface critical project information such as
budgets. Time to make decisions around scope, budget, and timeline was dramatically shortened,
and due dates became very clear for all. Notifications every time there is an update also helped to
keep projects on track.

REFERENCES
The Management Spectrum (ques10.com)
Chapter 4: Project Integration Management (pmworkplace.com)
Four P’s of Project Management Part 4: Project | Brandon Coppernoll
Four P's of Project Management Part 1: People | Brandon Coppernoll
Four P's of Project Management Part 2: Product | Brandon Coppernoll
The 4P’s of eLearning Project Management (flarelearning.com)
What is Project Integration Management? | Invensis Learning
What is management spectrum? Describe the four P’s briefly. « Online Class Notes
Project managers' responsibilities (pmi.org)
What Does a Project Manager Do? | Roles and Responsibilities (northeastern.edu)
Project Manager Roles and Responsibilities [8 Key Roles] · Blog · ActiveCollab
pmi-code-of-ethics.pdf
Top 4 Project Management Software (project-management.com)

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