While Project Integration Management seems on the surface

While Project Integration Management seems on the surface to be nearly all-inclusive of the HOW, it, like the PMBOK, is a framework and not a prescription. It is up to the project manager to prioritize Nike Shox Shoes,and determine what to do and emphasize in the framework, including the relationships among the processes. This is where the "art" of project management meets the science. The PMBOK Guide, Third Edition, near the beginning of Chapter 4 on Project Integration Management, states:

"Most experienced project management practitioners know there is no single way to manage a project. They apply project management knowledge, skills, and processes in different orders and degrees of rigor to achieve the desired project performance. However, the perception that a particular process is not required does not mean that it should not be addressed. The project manager and project team must address every process, and the level of implementation for each process must be Nike Shox O'Nine, determined for each specific project."

The most effective managers keep an intense eye on priorities, and it is no different in project management. I believe that the product focus - keeping an eye on the product of the project as the ultimate project metric - can help us tremendously with the judgments we make in Project Integration Management. Experience helps, but the product focus provides the following a 'litmus test':

"Does the decision directly effect our movement toward producing the product of the project?"

We can use this in each decision on the project, which can help us leverage the Pareto principle, or 80:20 rule, to prioritize.

If something has a very clear and direct impact on the product of the project, it is probably in that 20% of activities that effects 80% of the results. If it does not, it is probably in the 80% of activities that produces 20% of the results. This keen sense of priorities thus becomes a top managerial strength. If we can be clear on the priorities and have the courage to act on that knowledge, it is much simpler to leverage the Pareto principle to advantage as a project manager, Nike Blazer SB, prioritized effectively on our projects, and successfully deliver the product of our projects.