Integrated Processes

Companies that are relatively immature in project management have multiple processes in place. Figure 7-3 shows the three most common of these separate processes. Why, however, would a company want its processes, its facilities, its resources in general, to be totally uncoupled? The first two processes to be integrated, once an organization understands the advantages, are usually project management and total quality management (TQM). After all, employees trained in the principles of TQM will realize the similarities between the two processes. All of the winners of the prestigious Malcolm Baldrige Award have excellent project management systems in place.

When organizations begin to realize the importance of a singular methodology, project management becomes integrated with TQM and concurrent engi

neering to formulate a singular methodology. This integration is shown in Figure 7-4. As companies begin to climb the ladder toward excellence in project management, the initial singular methodology is further enhanced to include risk management and change management, as shown in Figure 7-5. Risks generally require scope changes, which, in turn, create additional risks. Creating a singular,

FIGURE 7-3. Totally uncoupled processes.

Project Management

Total Quality Management

Concurrent Engineering

FIGURE 7-4. Totally integrated processes.

Project Management

Concurrent Engineering

Change Management

FIGURE 7-5. Integrated processes for the twenty-first century.

Total Quality Management

Risk Management

FIGURE 7-5. Integrated processes for the twenty-first century.

integrated methodology that encompasses all other methodologies leads to organizational efficiency and effectiveness.

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