A1 Integrated Project Management™

2. Quality Management
Quality Management ensures optimal coordination, communication, consolidation, verification & validation, and documentation by all project staff throughout the project. The intelligent integration of quality management, in combination with the application of Natural Business Excellence™, ensures that all project staff continuously know how to handle any activities and events that occur in the project. This is from working on, communicating and reporting about and properly handing over of project activities, to continuously managing scope, issues and changes, to documentation and document storage in predefined folders and manners, all in the highest quality manner. As a natural result all staff continuously work together as one team to the success of the entire project.

For Quality Management the NBE C4™, C8™ and Elign™ elements are used to:

• Create activity initiation and preparation awareness
• Create change request communication and management awareness
• Create handover awareness
• Set communication, coordination and documentation standards
• Fully integrate quality management throughout the project

3. Process Management
Process Management ensures that the entirety of project phases and activities are upfront defined to successfully deliver the project's product. For each phase distinct value and principles are defined. Process Management furthermore sees to it that each of the activities is executed at the right time in the right manner, and that time and effort is proportionally spread over the phases and activities.

For Process Management the NBE IPOC™ element is used to:

• Create process awareness
• Set process standard
• Fully integrate process management throughout the project
• Enable ISO and other quality management certifications - The open character of A1™ allows seamless adoption of ISO, SCOR, ITIL and any other process-oriented methodology and standard. Obtaining respective certifications is a natural next step with using A1™

4. Content Management
Content Management ensures that all project deliverables are upfront defined in adherence to the principle "overview shall proceed detail", that a common overview is created at the start of the project and that throughout the project all project staff work on the right deliverables in the right order and in the right manner.

Content management recognises five distinct business levels. Each level adds distinct value to the company, so critical.

The open character of A1™’s infrastructure component (I of IPOC) allows seamless collaboration with any system-oriented methodology.

During the project execution, content change management is done on all five content levels. So are scope management, issue management and change request management. Instead of creating one large document, which is common in most projects, a series of separate documents are created from high level to detailed level, which are reviewed independently at different times. For level 0, 1 and 2 models graphical tools are used to make reading effective and efficient. The entire content management approach makes governance management, including the involvement of a support team, very effective.

For Content Management the NBE IPEC™ and P10™ elements are used to:

• Create business element and business level awareness
• Set business element and business level standards
• Enhance critical project management activities, including issue management and scope management
• Fully integrate business oriented quality throughout the project
• Fully integrate content  change management

5. Change Management
Change Management sees to it that the project's product is optimally understood, accepted and adopted by the company's organization, including any changes that naturally or rationally come with the adoption of the product. Change Management consists of Process Change Management, which focuses on achieving optimal continuous buy-in of, participation of and ultimately acceptance by the organization, and Content Change Management, which focuses on pro-active recognition and implementation of factual changes into the organization as early as possible, so during the project!. The integrated character of change management sees to it that the project outcomes are optimally delivered.

Process Change Management includes:

• Stakeholder identification and characterization (LTR™ and PC™ are also used)
• Stakeholder influence analysis
• Organization impact analysis
• Communication analysis
• Change management strategy definition
• Change management plan and planning
• Change and project facilitation

Content Change Management includes:

• Change initiation
• Change preparation
• Change execution
• Change conclusion

The common language that comes with NBE™ and A1™ continues to further enhance the project experience and quality.

6. Control Management
Control Management ensures that subjective and objective project measurement, evaluation and correctionl are done throughout the project to ensure that any possible deviation from the original plan and planning in time, quality and money (TQM) is identified as it occurs and is immediately addressed.