Manajemen Proyek

CHAPTER 4
PROJECT INTEGRATION MANAGEMENT

Overview of Project Integration Management
Develop Project Charter
Develop Project Management Plan
Direct and Manage Project Work
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Learning Objectives
After completing this chapter, you will be able to:
Explain how Project Integration

Management processes interact with all
the processes in the other Knowledge
Areas, and list the six major processes
in Project Integration Management
Describe the Develop Project Charter
process, its inputs, tools and
techniques, and outputs, with special
emphasis on project selection methods
Describe the Develop Project
Management Plan process, its inputs,
tools and techniques, and outputs, with
special emphasis on the project
management plan
Describe the Direct and Manage Project

Work process, its inputs, tools and
techniques, and outputs
Describe the Monitor and Control Project
Work process, its inputs, tools and
techniques, and outputs
Describe the Perform Integrated Change
Control process, its inputs, tools and
techniques, and outputs, with special
emphasis on configuration management,
actions performed throughout
integration, and change control systems
Describe the Close Project or Phase
process, its inputs, tools and techniques,
and outputs, with special emphasis on
closing activities
Project Integration Management

Project Integration Management includes the process and
activities to identify, define, combine, unify, and coordinate the
various processes and project management activities within the
Project Management Process Groups.
Process
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct And Manage Project Work
4.4 Monitor And Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project Or Phase
4.1 Develop Project Charter

The process of developing a document that formally authorizes
the existence of a project and provides the project manager with
the authority to apply organizational resources to project
activities.
ITTO
Develop Project Charter
INPUT
1.
2.
3.
4.
5.
Project statement of work

Business case
Agreements
Enterprise environmental factors
Organizational process assets
TOOLS AND TECHNIQUE
OUTPUT
1.
1.
2.
Expert judgment
Facilitation techniques
Project charter
5.1
Plan Scope
Management
Project
Initiator /
Sponsor
Agreements
Business Case
Project Statement of
work
5.2
Collect
Requirements

4.1
Develop
Project
Charter
Organizational process
assets
Enterprise environmental
factors
Enterprise /
Organization
5.3
Define Scope
Project
Charter
6.1
Plane
Schedule
Management
4.2
Develop
Project
Management
Plan
7.1
Plan Cost
Management
11.1
Plan Risk
Management
13.1
Identify
Stakeholders
Benefit Measurement Methods
Benefit Cost Ratio

Compares benefits to costs
Includes only tangibles
Benefit/cost:
Ratio > 1 is favorable
Ratio < 1 is unfavorable
Weighted Scoring Model

Criteria
Weight
Project A Score
Project B Score
Potential Profit
(4 x 5 = 20) 2
(2 x 5 = 10)
Ease to Produce and

Support
(3 x 1 = 3) 2
(2 x 1 = 2)
Marketability
(3 x 3 = 9) 4
(4 x 3 = 12)
Total
32 ***
24
Payback Period
What is the payback period?
Year 0
Initial
Investment
Cash Inflows
Year 1
Year 2
Year 3
Year 4
15,000
15,000
15,000
15,000
40,000
Discounted Cash Flows

Year
Amount
(FV)
PV at 5%
inflation
Amount
(PV)
Year
FV at 5%
interest
$50,000
$50,000
$50,000
$50,000
$50,000
$47,619
$50,000
$52,500
$50,000
$45,351
$50,000
$55,125
$50,000
$43,192
$50,000
$57,881
Net Present Value

Year
Cash Flow
Present Value at 5%
($100,000)
($100,000)
$20,000
$19,048
$40,000
$36,281
$45,000
$38,873
$55,000
$45,249
Total
$60,000
$39,451
Internal Rate of Return
100
Rate of growth/return expected
70
40
Rate at which NPV = 0
Higher is better
Opportunity Cost
Value of opportunity lost

Valuable only when all
projects cannot be done
Intended to minimize value
of missed opportunities
Benefit Measurement Methods Summary
BCR (benefit cost ratio)
Select the project if BCR is greater

than 1; higher is better.
Weighted scoring model
Select the project with the highest

score.
Payback period
Select the project that has a shorter

payback period.
NPV (net present value)
Select the project with the greatest

NPV.
IRR (internal rate of return)
Select the project with the higher IRR.
Opportunity cost
Focus on minimizing lost opportunity.
Benefit Measurement Methods: Exercises
Scenario 1
Benefit Cost Ratio

Payback Period
Net Present Value
Project A
Project B
Project C
1.15
.75
.90
Scenario 1
Based on the following information, which project
would you choose?
Benefit Cost Ratio

Payback Period
Net Present Value
Project A
Project B
Project C
1.15
.75
.90
Scenario 2
Project A
Project B
Project C
12 months
36 months
18 months
Benefit Cost Ratio

Payback Period
Net Present Value
Scenario 2
would you choose?
Project A
Project B
Project C
12 months
36 months
18 months
Benefit Cost Ratio

Payback Period
Net Present Value
Scenario 3
Project A
Project B
Project C
$45,000
$68,000
$33,000
4.8%
6.5%
4.2%
Benefit Cost Ratio

Payback Period
Net Present Value
Scenario 3
would you choose?
Project A
Project B
Project C
$45,000
$68,000
$33,000
4.8%
6.5%
4.2%
Benefit Cost Ratio

Payback Period
Net Present Value
Inputs
1. Project Statement of Work
The project statement of work (SOW) is a narrative
description of products, services, or results to be delivered
by a project. The SOW references the following :
Business need.
Product scope description.
Strategic plan.
Inputs
2. Business Case
The business case or similar document describes the necessary
information from a business standpoint to determine whether or
not the project is worth the required investment. The business
case is created as a result of one or more of the following :
Market demand
Organizational need
Customer request
Technological advance
Legal requirement
Ecological impacts
Social need
Inputs
3. Agreements
Agreements are used to define initial intentions for a project.
4. Enterprise Environmental Factors
The enterprise environmental factors that can influence the
Develop Project Charter process include, but are not limited to :
Governmental standards, industry standards, or regulations
(e.g. codes of conduct, quality standards, or worker
protection standards),
Organizational culture and structure, and
Marketplace conditions.
Inputs
5. Organizational Process Assets
The organizational process assets that can influence the
Develop Project Charter process include, but are not limited
to :
Organizational standard processes, policies, and process
definitions,
Templates, and
Historical information and lessons learned knowledge base.
Tools and Techniques

1. Expert Judgment
Expert judgment is often used to assess the inputs used to
develop the project charter . Such expertise is provided by any
group or individual with specialized knowledge or training and is
available from many sources, including :
Other units within the organization,
Consultants,
Stakeholders, including customers or sponsors,
Professional and technical associations,
Industry groups,
Subject matter experts (SME), and
Project management office (PMO).
Tools and Techniques

2. Facilitation Techniques
Facilitation techniques have broad application within project
management processes and guide the
development of the project charter.
Outputs
1. Project Charter
The project charter is the document issued by the project
initiator or sponsor that formally authorizes the
existence of a project and provides the project manager with
the authority to apply organizational resources to
project activities.
Outputs
Project Charter
Components of the project charter:
Project purpose or justification
Measurable objectives or goals
High-level requirements
High-level project description
High-level product characteristics
Summary milestone schedule
Summary budget
Initial assumptions and constraints
Project managers name, responsibility, and authority level
Project approval requirements (signatures and acceptance)
Why Is the Charter Important?
Gives the project manager

authority
Formally recognizes the
project
States project goals and
objectives
Commits the organizations
resources to the project
Is signed by the sponsor
4.2 Develop Project Management Plan

Develop Project Management Plan is the process of defining,
preparing, and coordinating all subsidiary plans
and integrating them into a comprehensive project management
plan.
ITTO
Develop Project Management Plan
INPUT
1.
2.
3.
4.
Project Charter
Output from other processes
Enterprise environmental Factors
TOOLS AND TECHNIQUE
OUTPUT
1.
1.
2.
Expert judgment
Facilitation techniques
Project Management Plan

assets
4.1
Develop
Project
Charter
Enterprise
environmental factors
Enterprise /
Organization
Outputs from
Other
Processes
5.6
Control
Scope
6.1
Plan
Schedule
Management
Project charter
4.2
Develop
Project
Management
Plan
5.1
Plan Scope
Management
Project management plan
Communications management plan

Cost management plan
Human resource plan
Procurement management plan
Process improvement plan
Quality management plan
Requirements management plan
Risk management plan
Schedule management plan
Scope management plan
Stakeholder management plan
Cost baseline
Schedule baseline
Scope baseline
Project management plan updates
6.7
Control
Schedule
4.3
Direct and
Manage
Project Work
4.4
Monitor and
Control
Project Work
4.5
Perform
Integrated
Change
Control
4.6
Close Project
or Phase
7.1
Plan Cost
Management
7.4
Control Costs
8.1
Plan Quality
Management
9.1
Plan Human
Resource
Management

4.1
Develop
Project
Charter
assets
Enterprise /
Organization
Enterprise
environmental factors
Project charter
4.2
Develop
Project
Management
Plan
Outputs from
Other
Processes
12.1
Plan
Procurement
Management
10.1
Plan
Communications
Management

Human resource plan
Stakeholder management plan
Cost baseline
Schedule baseline
Scope baseline
12.3
Control
Procurements
10.3
Control
Communications
12.4
Close
Procurements
4.3
Direct and
Manage
Project Work
4.4
Monitor and
Control
Project Work
11.1
Plan Risk
Management
4.5
Perform
Integrated
Change
Control
4.6
Close Project
or Phase
13.2
Plan
Stakeholder
Management
11.6
Control Risks
13.4
Control
Stakeholder
Engagement
Inputs
1. Project Charter
The size of the project charter varies depending on the
complexity of the
project and the information known at the time of its creation.
2. Outputs From Other Processes
Outputs from many of the other processes described in
Sections 5 through 13 are integrated to create the
project management plan.
Inputs
Develop Project Management Plan process include, but are not
limited to :
Governmental or industry standards;
Project management body of knowledge for vertical market;
Project management information system;
Organizational structure, culture, management practices,
and sustainability;
Infrastructure; and
Personnel administration
Inputs
Organizational process assets that can influence the Develop
Project Management Plan process include, but are not limited
to :
Standardized guidelines, work instructions, proposal
evaluation criteria, and performance measurement
criteria;
Project management plan template;
Change control procedures, including the steps by which
official organization standards, policies, plans,
and procedures, or any project documents will be modified
and how any changes will be approved and
validated;
Project files from previous projects (e.g., scope, cost,

schedule and performance measurement baselines,
project calendars, project schedule network diagrams, and
risk registers,);
Historical information and lessons learned knowledge base;
and
Configuration management knowledge base containing the
versions and baselines of all official
organization standards, policies, procedures, and any
project documents.
Tools & Techniques

1. Expert Judgment
When developing the project management plan, expert
judgment is utilized to :
Tailor the process to meet the project needs,
Develop technical and management details to be
included in the project management plan,
Determine resources and skill levels needed to perform
project work,
1. Expert Judgment
Define the level of configuration management to apply on

the project,
Determine which project documents will be subject to the
formal change control process, and
Prioritize the work on the project to ensure the project
resources are allocated to the appropriate work at the
appropriate time.
Tools & Techniques

2. Facilitation Techniques
Facilitation techniques have broad application within project
management processes and are used to guide the
development of the project management plan.
Outputs
1. Project Management Plan
The project management plan is the document that describes
how the project will be executed, monitored, and controlled.
Outputs

What is a project management plan?
A document or collection of documents

Created by the project manager with
input from stakeholders
Formal and approved
What It Does
Defines the project management processes
to be followed
Serves as a baseline for project execution
and control
Documents assumptions, constraints, and
decisions
Aids in communication between stakeholders
Defines project reviews
Defines how changes will be managed
Describes how performance measurement
baselines will be maintained
Defines phases in the project life cycle
Project Management Plan Components
Change management plan

Configuration management plan
Cost performance baseline
Human resources plan
Project Management Plan Components (cont.)

Schedule baseline
Scope baseline:
Scope statement
WBS
WBS dictionary
Project Documents
Activity attributes
Activity cost estimates
Activity list
Assumption log
Basis of estimates
Change Log
Charter
Contracts
Duration estimates
Forecasts
Issue log
Milestone list
Performance reports
Project funding requirements
Proposals
Procurement documents
Project organizational structure
Quality control measurements
Quality checklists
Quality metrics
Responsibility assignment matrix
Requirements traceability matrix
Resource breakdown structure
Resource calendars
Resource requirements
Risk register
Roles and responsibilities
Sellers list
Source selection criteria
Stakeholder analysis
Stakeholder management strategy
Stakeholder register
Stakeholder requirements
Statement of work
Team performance assessments
Teaming agreements
Work performance information
Work performance measurements
4.3 Direct and Manage Project Work

Direct and Manage Project Work is the process of leading and
performing the work defined in the project
management plan and implementing approved changes to
achieve the projects objectives.
ITTO
Direct and Manage Project Work
INPUT
1.
2.
3.
4.

Approved change requests
TOOLS AND TECHNIQUE

1.
2.
3.
Expert judgment
Project management information
system
Meetings
OUTPUT
1.
2.
3.
4.
5.
Deliverables
Work performance data
Change requests
Project documents updates

4.5
Perform
Integrated
Change Control
4.5
Perform
Integrated
Change Control
Approved
change
requests
Project
management plan
updates
Enterprise /
Organization
Organizational
process assets
Enterprise
environmental
factors
Project
Documents
4.3
Direct and
Manage
Project Work
Change
requests
8.3
Control
Quality
Deliverables
10.3
Control
Communications
Work
performance
data
11.6
Control Risks
12.3
Control
Procurements
5.5
Validate Scope
5.6
Control Scope
6.7
Control
Schedule
7.4
Control Costs
13.4
Control
Stakeholder
Engagement
Inputs
The project management plan contains subsidiary plans
concerning all aspects of the project. Those subsidiary plans
related to project work include, but are not limited to :
Scope management plan,
Requirements management plan,
Schedule management plan,
Cost management plan, and
Stakeholder management plan.
Inputs
2. Approved Change Requests
Approved change requests are an output of the Perform
Integrated Change Control process, and include those
requests reviewed and approved for implementation by the
change control board (CCB).
Inputs
The Direct and Manage Project Work process is influenced
by enterprise environmental factors that include, but are not
limited to :
Organizational, company, or customer culture and
structure of the performing or sponsor organizations;
Infrastructure;
Personnel administration;
Stakeholder risk tolerances, for example allowable cost
overrun percentage; and
Project management information system.
Inputs
Direct and Manage Project Work process include, but are not
limited to :
Standardized guidelines and work instructions;
Communication requirements defining allowed
communication media, record retention, and security
requirements;
Issue and defect management procedures defining issue
and defect controls, issue and defect identification and
resolution, and action item tracking;
Process measurement database used to collect and make

available measurement data on processes
and products;
Project files from previous projects; and
Issue and defect management database(s) containing
historical issue and defect status, control information, issue
and defect resolution, and action item results.
Tools & Techniques

1. Expert Judgment
Expert judgment is used to assess the inputs needed to
direct and manage execution of the project management
plan. Additional expertise is available from many sources,
including :
Other units within the organization;
Consultants and other subject matter experts (internal and
external);
Stakeholders, including customers, suppliers, or sponsors;
and
Professional and technical associations.
Tools & Techniques

2. Project Management Information System
The project management information system, which is part
of the environmental factors, provides access to
tools, such as a scheduling tool, a work authorization
system, a configuration management system, an information
collection and distribution system, or interfaces to other
online automated systems.
Tools & Techniques

3. Meetings
Meetings are used to discuss and address pertinent topics of
the project when directing and managing project work.
Meetings tend to be one of three types :
Information exchange;
Brainstorming, option evaluation, or design; or
Decision making.
Outputs
1. Deliverables
A deliverable is any unique and verifiable product, result or
capability to perform a service that is required to be
produced to complete a process, phase, or project.
2. Work Performance Data
Work performance data are the raw observations and
measurements identified during activities being performed to
carry out the project work.
Outputs
3. Change Requests
A change request is a formal proposal to modify any
document, deliverable, or baseline . Requests for a change
can be direct or indirect, externally or internally initiated,
and can be optional or legally/contractually mandated, and
may include :
Corrective action;
Preventive action;
Defect repair; and/or
Updates
4. Project Management Plan Updates

Elements of the project management plan that may be updated
include, but are not limited to :
Scope management plan,
Communications
Requirements management
management plan,
plan,
Risk management plan,
Schedule management
Procurement management
plan,
plan,
Cost management plan,
Stakeholder management
plan, and
Process improvement plan,
Project baselines.
Human resource
management plan,
Outputs
5. Project Documents Updates
Project documents that may be updated include, but are not
limited to :
Requirements documentation,
Project logs (issues, assomptions, etc.),
Risk register, and
Stakeholder register.
4.4 Monitor and Control

Project Work
Monitor and Control Project Work is the process of tracking,
reviewing, and reporting the progress to meet the performance
objectives defined in the project management plan.
ITTO
Monitor and Control Project Work
INPUT
1.
2.
3.
4.
5.
6.
7.

Schedule forecasts
Cost forecasts
Validated changes
Work performance information
TOOLS AND TECHNIQUE

1.
2.
3.
4.
Expert judgment
Analytical techniques
Project management information
system
Meetings
OUTPUT
1.
2.
3.
4.
Change requests
Work performance repots
Enterprise /
Organization
5.5
Validate Scope
Organizational
process assets
Enterprise
environmental
factors

4.2
Develop
Project
Management
Plan
Project
management
plan
5.6
Control Scope
10.3
Control
Communicatio
ns
11.6
Control Risks
12.3
Control
Procurements
13.4
Control
Stakeholder
Engagement
Work performance
information
Project
management
plan updates
4.4
Monitor and
Control
Project Work
Project
Project
Documents
Project
Documents
Documents
9.4
Manage Project
Team
Work
performance
reports
Change
requests
Work
performance
reports
4.5
Perform
Integrated
Change
Control
10.2
Manage
Communications
11.6
Control Risks
12.3
Control
Procurements
Enterprise /
Organization
5.5
Validate Scope
10.3
Control
Communications
12.3
Control
Procurements
Organizational
process assets
Enterprise
environmental
factors

4.2
Develop
Project
Management
Plan
Project
management
plan
Project
management
plan updates
Project
Project
Documents
Project
Documents
Documents
9.4
Manage Project
Team
4.4
Monitor and
Control
Project Work
Work
performance
reports
Change
requests
Work
performance
reports
4.5
Perform
Integrated
Change
Control
10.2
Manage
Communications
11.6
Control Risks
12.3
Control
Procurements
Inputs
Monitoring and controlling project work involves looking at all
aspects of the project.
2. Schedule Forecasts
The schedule forecasts are derived from progress against
the schedule baseline and computed time estimate to
complete (ETC).
Inputs
3. Cost Forecasts
The cost forecasts are derived from progress against the
cost baseline and computed estimates to complete (ETC).
4. Validated Changes
Approved changes that result from the Perform Integrated
Change Control process require validation to ensure that the
change was appropriately implemented.
Inputs
5. Work Performance Information
Work performance information is the performance data
collected from various controlling processes, analyzed
in context, and integrated based on relationships across
areas.
Inputs
Monitor and Control Project Work process include, but are
not limited to :
Governmental or industry standards,
Organization work authorization systems,
Stakeholder risk tolerances, and
Project management information system.

The organizational process assets that can influence the Monitor and Control
Project Work process include, but are not limited to :
Organizational communication
requirements;
Financial controls procedures;
Issue and defect management
procedures defining issue and
defect controls, issue and defect
identification, and resolution and
action item tracking;
Change control procedures,

including those for scope, schedule,
cost, and quality variances;
Risk control procedures including
risk categories, probability definition
and impact, and probability and
impact matrix;
Process measurement database
used to make available
measurement data on processes
and products; and
Lessons learned database.
Tools & Techniques

1. Expert Judgment
Expert judgment is used by the project management team to
interpret the information provided by the monitor and control
processes.
2. Analytical Techniques
Analytical techniques are applied in project management to
forecast potential outcomes based on possible variations of
project or environmental variables and their relationships
with other variables.
Tools & Techniques

3. Project Management Information System
The project management information system, which is part of
enterprise environmental factors, provides access to
automated tools, such as scheduling, cost, and resourcing
tools, performance indicators, databases, project records,
and financials used during the Monitor and Control Project
Work process.
4. Meetings
Meetings may be face-to-face, virtual, formal, or informal.
Outputs
1. Change Requests
As a result of comparing planned results to actual results,
change requests may be issued to expand, adjust, or
reduce project scope, product scope, or quality requirements
and schedule or cost baselines.
2. Work Performance Reports
Work performance reports are the physical or electronic
representation of work performance information
compiled in project documents, intended to generate
decisions, actions, or awareness.
Outputs
Changes identified during the Monitor and Control Project
Work process may affect the overall project
management plan.
Project documents that may be updated include, but are not
limited to :
Schedule and cost forecasts,
Work performance reports, and
Issue log.
4.5 Perform Integrated

Change Control
Perform Integrated Change Control is the process of reviewing
all change requests; approving changes and managing changes
to deliverables, organizational process assets, project
documents, and the project management plan; and
communicating their disposition.
ITTO
Perform Integrated Change Control
INPUT
1.
2.
3.
4.
5.

Work performance repots
Change requests
TOOLS AND TECHNIQUE

1.
2.
3.
Expert judgment
Meetings
Change control tools
OUTPUT
1.
2.
3.
4.
Approved change requests

Change log
Enterprise /
Organization
5.5
Validate Scope
5.6
Control Scope
8.2
Perform Quality
Assurance
8.3
Control Quality
9.4
Manage Project
Team
Project
management plan
Change requests
Work
performance
reports
6.7
Control Schedule
7,4
Control Costs
4.2
Develop
Project
Management
Plan
4.4
Monitor and
Control Project
Work
Change requests
4.5
Perform
Integrated
Change
Control
Change requests
Project documents
updates
Approved change
requests
4.3
Direct and
Manage Project
Work
Change log
10.3
Control
Communications
Project
Project
Documents
Project
Documents
Documents
8.3
Control Quality
12.3
Control
Procurements
13.3
Manage
Stakeholder
Engagement
Enterprise /
Organization
11.6
Control Risks
12.1
Plan
Procurement
Management
Change requests
13.3
Manage
Stakeholder
Engagement
13.4
Control
Stakeholder
Engagement
Project
management plan
Change requests
Work
performance
reports
12.2
Conduct
Procurements
12.3
Control
Procurements
4.2
Develop
Project
Management
Plan
4.4
Monitor and
Control Project
Work
4.5
Perform
Integrated
Change
Control
Change requests
Project documents
updates
Approved change
requests
4.3
Direct and
Manage Project
Work
Change log
Project
Project
Documents
Project
Documents
Documents
8.3
Control Quality
12.3
Control
Procurements
13.3
Manage
Stakeholder
Engagement
Perform Integrated Change Control Process
Change Control System

Receive change
request form
Enter request in
change log
PM : Analyze
impact of
change
Analyze need/
benefit of
change
Update (change
log)
Yes
CCB: Accept
change?
No
Notify requestor
Integrate change
into project
management plan
Implement change
Update
change log
(decline)
Notify requestor
Update project documents
Process complete
Inputs
Elements of the project management plan that may be used
include, but are not
limited to :
Scope management plan, which contains the procedures
for scope changes;
Scope baseline, which provides product definition; and
Change management plan, which provides the direction
for managing the change control process and
documents the formal change control board (CCB).
Inputs
2. Work Performance Reports
Work performance reports of particular interest to the
Perform Integrated Change
Control process include resource availability, schedule and
cost data, and earned value management (EVM) reports,
burn up or burn down charts.
3. Change Requests
All of the Monitoring and Controlling processes and many of
the Executing processes produce change requests
as an output.
Inputs
The following enterprise environmental factor can influence
the Perform Integrated Change Control process: project
management information system.

The organizational process assets that can influence the Perform
Integrated Change Control process include, but are not limited to :
Change control procedures,
including the steps by which
official organization standards,
policies, plans, and other project
documents will be modified, and
how any changes will be
approved, validated, and
implemented;
Procedures for approving and
issuing change authorizations;
Process measurement database

used to collect and make
available measurement data on
processes and products;
Project; and
Configuration management
knowledge base containing the
versions and baselines of all
official organization standards,
policies, procedures, and any
project documents.
Tools & Techniques

1. Expert Judgment
In addition to the project management teams expert
judgment, stakeholders may be asked to provide their
expertise and may be asked to sit on the change control
board (CCB).
2. Meetings
In this case, these meetings are usually referred to as
change control meetings.
Tools & Techniques

3. Change Control Tools
In order to facilitate configuration and change management,
manual or automated tools may be used.
Outputs
1. Approved Change Requests
Change requests are processed according to the change
control system by the project manager, CCB, or by an
assigned team member.
2. Change log
A change log is used to document changes that occur during
a project.
Outputs
Elements of the project management plan that may be
updated include, but are not limited to :
Any subsidiary plans, and
Baselines that are subject to the formal change control
process.
Project documents that may be updated as a result of the
Perform Integrated Change Control process include
all documents specified as being subject to the projects
formal change control process.
4.6 Close Project or Phase

Close Project or Phase is the process of finalizing all activities
across all of the Project Management Process
Groups to formally complete the project or phase.
ITTO
INPUT
1.
2.
3.

Accepted deliverables
TOOLS AND TECHNIQUE
OUTPUT
1.
1.
2.
3.
Expert judgment
Analytical techniques
Meetings
2.
Final product, service or result

transition
updates

5.5
Validate
Scope
Accepted
deliverable
s
4.2
Develop
Project
Management
Plan
Project
managemen
t plan
4.6
Close Project
or Phase
Organizational
process assets
Enterprise /
Organization
Final product,
service, or result
transition
Customer
Close Project or Phase Process
Sequence of Closing Processes

Close Procurements
Perform product verification.
Perform product verification (via

Verify Scope process).
Complete final contract performance

reporting.
Complete formal acceptance of
deliverables, products, or services and
acknowledgement of contract closure.
Complete final project or phase

reporting.
Obtain final acceptance of project
or phase.
Conduct procurement audits.
Transition product, service,

or result.
Negotiate settlements.
Document lessons learned.
Perform lessons learned.

Update OPAs.
Release resources.
Inputs
The project management plan becomes the agreement
between the project manager and project sponsor, defining
what constitutes project completion.
2. Accepted Deliverables
Accepted deliverables may include approved product
specifications, delivery receipts, and work performance
documents.
Inputs
Close Project or Phase process include, but are not limited
to :
Project or phase closure guidelines or requirements;
and
Historical information and lessons learned knowledge
base.
Tools & Techniques

1. Expert Judgment
Expert judgment is applied when performing administrative
closure activities.
2. Analytical Techniques
Examples of analytical techniques used in project closeout
are :
Regression analysis, and
Trend analysis.
3. Meetings
Meetings may be face-to-face, virtual, formal, or informal.
Outputs
1. Final Product, Service, or Result Transition
This output refers to the transition of the final product,
service, or result that the project was authorized to produce
(or in the case of phase closure, the intermediate product,
service, or result of that phase).
Outputs
2. Organizational Process Assets Updates
The organizational process assets that are updated as a
result of the Close Project or Phase process include,
but are not limited to :
Project files
Project or phase closure documents
Historical information

Manajemen Proyek

Transféré par

Informations du document

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Manajemen Proyek

Transféré par

Droits d'auteur :

Formats disponibles

CHAPTER 4

PROJECT INTEGRATION MANAGEMENT

Explain how Project Integration

Describe the Direct and Manage Project

Project Integration Management

4.1 Develop Project Charter

Project statement of work

TOOLS AND TECHNIQUE

Project Integration Management

Benefit Measurement Methods

Benefit Cost Ratio

Benefit Measurement Methods

Weighted Scoring Model

Ease to Produce and

Benefit Measurement Methods

Benefit Measurement Methods

Discounted Cash Flows

Benefit Measurement Methods

Net Present Value

Benefit Measurement Methods

Internal Rate of Return

Rate of growth/return expected

Rate at which NPV = 0

Benefit Measurement Methods

Value of opportunity lost

Benefit Measurement Methods

Benefit Measurement Methods Summary

BCR (benefit cost ratio)

Select the project if BCR is greater

Weighted scoring model

Select the project with the highest

Select the project that has a shorter

NPV (net present value)

Select the project with the greatest

IRR (internal rate of return)

Select the project with the higher IRR.

Focus on minimizing lost opportunity.

Benefit Measurement Methods: Exercises

Benefit Cost Ratio

Benefit Measurement Methods: Exercises

Benefit Cost Ratio

Benefit Measurement Methods: Exercises

Benefit Cost Ratio

Benefit Measurement Methods: Exercises

Benefit Cost Ratio

Benefit Measurement Methods: Exercises

Benefit Cost Ratio

Benefit Measurement Methods: Exercises

Benefit Cost Ratio

Tools and Techniques

Tools and Techniques

Why Is the Charter Important?

Gives the project manager

Is signed by the sponsor

4.2 Develop Project Management Plan

TOOLS AND TECHNIQUE

Project Management Plan

Project Integration Management

Project management plan

Communications management plan

Project Integration Management

Project management plan

Communications management plan

4. Organizational Process Assets