Chapter 3 - Project Integration Management - Handouts

6/8/2014
PMP Exam Review

Unauthorized distribution is strictly prohibited. These
resources are for 3FOLD Education Centre students enrolled in
the classroom and or online programs.
PMI, PMP, PMBOK and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
2014 3FOLD Education Centre . All rights reserved . info@3foldeducate.com . www.3foldeducate.com . www.3foldtraining.com . PMP Exam Review
Chapter 4
PROJECT INTEGRATION MANAGEMENT
6/8/2014

Project Integration Management includes the processes
and activities to identify, define, combine, unify, and
coordinate the various processes and project management
activities within the Project Management Process Groups.*
Project Manager is ultimately responsible for this
knowledge area.
Project Management = Integration Management
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
Project Integration Management Processes

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
6/8/2014
Project Integration Management
4.1 DEVELOP PROJECT CHARTER
Develop Project Charter

Develop Project Charter is 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.*
6/8/2014
The benefits of Project Charter

Well defined project start and project boundaries.
Formal record for the project.
Senior management acceptance and commitment to the
project.
Provides authority to the project manager to use
organizational resources.
Recommendations
Project manager should participate in the creation of the
project charter if possible.
Project manager should not accept unrealistic objectives.
The project charter should be authored by the sponsoring
entity.
Only after the project charter is issued, the project should
start officially.
6/8/2014
External Entity
Projects are initiated by an external entity such as:
Sponsor
Program Management Office Staff
Project Management Office Staff
Portfolio Management staff
CEO
Chairman
A project charter is NOT a contract.

4.1 Develop Project Charter
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 4-2, Page 66
6/8/2014
Develop Project Charter: 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.*
For internal projects, sponsor or initiator will provide.
For external projects, customer will provide.
SOW may contain business need, product scope description
and strategic plan.

2. Business Case
The business case (or similar documents) justifies the project
investment with qualitative and quantitative methods (costbenefit) analysis.
The business case is created as a result of:
Market Demand
Organizational Need
Customer Request
Technological Advancement
Legal Requirement
Ecological Impact
Social Need
6/8/2014

3. Agreements
Agreements can be a formal contract, MOU, SLA, letter of
agreements, LOI, verbal agreements, email, or other written
agreements.
Contract is used when a project is performed for third party.

4. Enterprise Environmental Factors
Some of the EEFs that could influence this process includes but
not limited to:
Government and Industry standards

Regulations
Market conditions
Political climate
Availability of human resources
6/8/2014

5. Organizational Process Assets
Some of the OPAs that could influence this process includes

but not limited to:
Project charter template

Historical information
Lesson learned knowledge base
Policies and procedures pertaining to developing a charter
Develop Project Charter: Tools and Techniques

1. Expert Judgment
Judgment provided based upon
expertise in an application
area, knowledge area,
discipline, industry, etc., as
appropriate for the activity
being performed.
Such expertise may be
provided by any group or
person with specialized
education, knowledge, skill,
experience, or training.*
6/8/2014
Develop Project Charter: Tools and Techniques

2. Facilitation Techniques
Brainstorming, conflict
resolution, problem
solving, and meeting
management are all
examples of facilitation
techniques.
Develop Project Charter: Outputs

1. Project Charter
A 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.*
6/8/2014
Project Charter Content
Project purpose or justification

Measurable project objectives and related success criteria
High-level requirements, assumptions and constraints
High-level project description and boundaries
High-level risks, summary milestone schedule and budget
Stakeholder list and project approval requirements
Assigned project manager, responsibility, and authority level
Name and authority of the sponsor or other person(s)
authorizing the project charter.
4.2 DEVELOP PROJECT MANAGEMENT PLAN
10
6/8/2014
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. *
The key benefit of this process is a central document that
defines the basis of all project work. *
Important Notes
The content of the Project Management Plan varies
depending on the project.
Project Management Plan gets progressive elaborated due
to changes and updates (approved through Integrated
Change Control)
Project Management Plan should be aligned to the
Program Management Plan if it comes under a program.
11
6/8/2014
4.2 Develop Project Management Plan
Develop Project Management Plan: Inputs

1. Project Charter
2. Outputs from Other Processes
Any baselines and subsidiary plans that are an output from other
planning processes are inputs to this process.

12
6/8/2014
Develop Project Management Plan: T&T

1. Expert Judgment
2. Facilitation Techniques
Develop Project Management Plan: Outputs

1. Project Management Plan
It integrates and consolidates all subsidiary plans and baselines.
Once project management plan is approved and baselined, it can be
changed only through the Perform Integrated Change Control process .
Project Management Plan doesnt include project documents.
13
6/8/2014
Project Management Plan - Content

Subsidiary Plans
Scope Management Plan

Requirements Management Plan
Schedule Management Plan
Cost Management Plan
Quality Management Plan
Process Improvement Plan
Human Resources Plan
Communications Management Plan
Risk Management Plan
Procurement Management Plan
Stakeholder Management Plan
Baselines
Scope Baseline
Schedule Baseline
Cost Baseline
It can also include .
Life cycle approach

Tailoring decisions
Change management plan
Configuration management plan
How to resolve open issues and pending decisions, etc.
14
6/8/2014
Difference between PMP and Project Docs

Project Management Plan
Project Documents
Examples:
It includes all the subsidiary plans

and baselines as described earlier.
1. Activity List
2. Agreements
3. Change Log
4. Change Requests
5. Cost Forecasts
6. Milestone List
7. Procurement Documents
8. Risk Register
9. Seller Proposals
10. Stakeholder Register
4.3 DIRECT AND MANAGE PROJECT WORK
15
6/8/2014
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. *
The key benefit of this process is that it provides overall
management of the project work.*
What happens here .

The project team perform activities to complete the
project objectives.
Create project deliverables.
Manage team members.
Obtain, manage and use resources.
Manage suppliers.
Manage stakeholders.
16
6/8/2014
What happens here .

The project team follows the plan.
Unplanned activities are managed by the project manager
and appropriate course of action should be taken.
Work performance data is collected and communicated for
appropriate action.
Work performance data will be used as an input to
Monitoring and Controlling Process Group.
What happens here .

Direct and Manage Project Work reviews the impact of all project
changes and the implementation of approved changes:
Corrective actionAn intentional activity that realigns the
performance of the project work with the project management
plan;
Preventive actionAn intentional activity that ensures the future
performance of the project work is aligned with the project
management plan; and/or
Defect repairAn intentional activity to modify a nonconforming
product or product component.
17
6/8/2014
4.3 Direct and Manage Project Work
Direct and Manage Project Work: Inputs

1. Project Management Plan
2. Approved Change Requests
A change request that has been processed through the integrated
change control process and approved.*

18
6/8/2014
Direct and Manage Project Work: T&T

1. Expert Judgment (discussed earlier)
2. Project Management Information System
3. Meetings

2. Project Management Information System
An information system consisting of the tools and techniques used to
gather, integrate, and disseminate the outputs of project management
processes.
It is used to support all aspects of the project from initiating through
closing, and can include both manual and automated systems.*
Examples - scheduling tool, work authorization system, configuration
management system, information collection and distribution system.
19
6/8/2014
Work Authorization
A permission and direction, typically written, to begin work
on a specific schedule activity or work package or control
account.
It is a method for sanctioning project work to ensure that the
work is done by the identified organization, at the right time,
and in the proper sequence.*
Work Authorization System

A subsystem of the overall project management system.
It is a collection of formal documented procedures that
defines how project work will be authorized (committed)
to ensure that the work is done by the identified
organization, at the right time, and in the proper sequence.
It includes the steps, documents, tracking system, and
defined approval levels needed to issue work
authorizations.*
20
6/8/2014

3. Meetings
Project meeting tends to be in any one of the three types:
1. Information exchange;
2. Brainstorming, option evaluation, or design; or
3. Decision making
Meetings should be prepared with a well-defined agenda,

purpose, objective, and time frame and should be appropriately
documented with meeting minutes and action items.
Direct and Manage Project Work: Outputs

1. Deliverables
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.
3. Change requests
A change request is a formal proposal to modify any document, deliverable,
or baseline.
4. Project management plan updates

5. Project documents updates
21
6/8/2014
4.4 MONITOR AND CONTROL PROJECT WORK
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.
The key benefit of this process is that it allows stakeholders
to understand the current state of the project, the steps
taken, and budget, schedule, and scope forecasts.*
22
6/8/2014
Monitor vs. Control

Monitoring includes collecting, measuring, and distributing
performance information, and assessing measurements
and trends to effect process improvements.
Control includes determining corrective or preventive
actions or replanning and following up on action plans to
determine whether the actions taken resolved the
performance issue.
What it does ?
Compares actual vs. planned performance.
Determine the need for corrective or preventive actions.
Provides information to supports status reporting, progress
measurement, and forecasting.
Monitors implementation of approved changes.
Identifies new risk and monitor existing risk.
23
6/8/2014
Monitor and Control Project Work
Monitor and Control Project Work: Inputs

1.
2.
3.
4.
5.
6.
7.

Schedule Forecasts
Cost Forecasts
Validated Changes
Work Performance Information
Enterprise Environmental Factors
Organizational Process Assets
24
6/8/2014

2. Schedule Forecasts
The schedule forecasts are derived from progress against the
schedule baseline.
3. Cost Forecasts
The cost forecasts are derived from progress against the cost
baseline and computed estimates to complete (ETC) and
estimates at completion (EAC).

4. Validated Changes
A validated change provides the necessary data to confirm that
the change was appropriately executed.
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.
25
6/8/2014
Monitor and Control Project Work: T&T

1.
2.
3.
4.
Expert Judgment
Analytical Techniques
Project Management Information System
Meetings
Monitor and Control Project Work: T&T

2. Analytical Techniques
Various techniques used to evaluate, analyze, or forecast
potential outcomes based on possible variations of project
or environmental variables and their relationships with
other variables. *
Examples: Root cause analysis, Forecasting methods (e.g., time series, scenario
building, simulation, etc.), Failure mode and effect analysis (FMEA), Fault tree
analysis (FTA), Reserve analysis, Trend analysis, Earned value management, and
Variance analysis.
26
6/8/2014
Monitor and Control Project Work: Outputs

1.
2.
3.
4.
Change requests
Work performance reports
Project management plan updates
Project documents updates

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.
27
6/8/2014

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.
Examples of work performance reports include status reports, memos,
justifications, information notes, recommendations, and updates.

1.
2.
3.
4.
Change requests
Work performance reports
28
6/8/2014
PERFORM INTEGRATED CHANGE CONTROL
Perform Integrated Change Control

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.*
29
6/8/2014

Perform Integrated Change Control (ICC) is performed
throughout the project from inception to completion.
Project Manager is responsible for this process.
Changes that approved by ICC are only incorporated in the
baseline.
Any stakeholder in the project can request for change.
Change request should be in written format.

Change requests are processed as per the procedure laid
out in the change control and configuration control
systems.
Change requests are either approved or rejected by the
sponsor or the project manager.
Approved change requests updates baselines, documents
and plans.
30
6/8/2014

Change Control vs. Configuration Control
Configuration control is focused on the specification of
both the deliverables and the processes.
Change control is focused on identifying, documenting, and
approving or rejecting changes to the project documents,
deliverables, or baselines.
31
6/8/2014
Perform Integrated Change Control: Inputs

1.
2.
3.
4.
5.

Work Performance Reports
Change Requests
Enterprise Environmental Factors
Organizational Process Assets
Perform Integrated Change Control: T&T

1. Expert Judgment
2. Meetings
These are usually referred to as change control meetings.
3. Change Control Tools

In order to facilitate configuration and change management,
manual or automated tools may be used.
32
6/8/2014
Perform Integrated Change Control: Outputs

1.
2.
3.
4.
Approved change requests

Change log

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.
Approved change requests will be implemented through the
Direct and Manage Project Work process.
The disposition of all change requests, approved or not, will be
updated in the change log as part of updates to the project
documents
33
6/8/2014

2. Change log
A change log is used to document changes that occur during a

project.
CLOSE PROJECT OR PHASE
34
6/8/2014
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.
The key benefit of this process is that it provides lessons
learned, the formal ending of project work, and the release
of organization resources to pursue new endeavors.*

When closing the project, the project manager reviews all
prior information from the previous phase closures to
ensure that all project work is completed and that the
project has met its objectives.
This process needs to be performed even when the project
is terminated to document lessons learned and the
reasoning for project termination.
35
6/8/2014

This includes all planned activities necessary for
administrative closure of the project or phase;
Activities necessary to complete exit criteria
Activities necessary to complete to transfer the final product
Activities necessary to complete to archive documents
Close Project or Phase: Inputs

1. Project management plan
2. Accepted deliverables
Accepted deliverables may include approved product
specifications, delivery receipts, and work performance
documents. Partial or interim deliverables may also be included
for phased or cancelled projects.*
3. Organizational process assets
36
6/8/2014

1. Expert judgment
2. Analytical techniques
3. Meetings

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).
2. Organizational process assets updates

Project files, Project or phase closure documents and Historical
information.
37
6/8/2014
END OF CHAPTER 4
38

Chapter 3 - Project Integration Management - Handouts

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

Chapter 3 - Project Integration Management - Handouts

Transféré par

Droits d'auteur :

Formats disponibles

6/8/2014

PMP Exam Review

PROJECT INTEGRATION MANAGEMENT

PROJECT INTEGRATION MANAGEMENT

Project Integration Management Processes

Project Integration Management

4.1 DEVELOP PROJECT CHARTER

Develop Project Charter

The benefits of Project Charter

A project charter is NOT a contract.

4.1 Develop Project Charter

Develop Project Charter: Inputs

Develop Project Charter: Inputs

The business case is created as a result of:

Develop Project Charter: Inputs

Develop Project Charter: Inputs

Government and Industry standards

Develop Project Charter: Inputs

Some of the OPAs that could influence this process includes

Project charter template

Develop Project Charter: Tools and Techniques

Develop Project Charter: Tools and Techniques

Develop Project Charter: Outputs

Project Charter Content

Project purpose or justification

Project Integration Management

4.2 DEVELOP PROJECT MANAGEMENT PLAN

Develop Project Management Plan

4.2 Develop Project Management Plan

Develop Project Management Plan: Inputs

3. Enterprise Environmental Factors

Develop Project Management Plan: T&T

Develop Project Management Plan: Outputs

Project Management Plan doesnt include project documents.

Project Management Plan - Content

Scope Management Plan

It can also include .

Life cycle approach

Difference between PMP and Project Docs

It includes all the subsidiary plans

Project Integration Management

4.3 DIRECT AND MANAGE PROJECT WORK

Direct and Manage Project Work

What happens here .

What happens here .

What happens here .

4.3 Direct and Manage Project Work

Direct and Manage Project Work: Inputs

3. Enterprise Environmental Factors

Direct and Manage Project Work: T&T

Direct and Manage Project Work: T&T

Work Authorization System

Direct and Manage Project Work: T&T

Meetings should be prepared with a well-defined agenda,

Direct and Manage Project Work: Outputs

2. Work performance data

4. Project management plan updates

Project Integration Management

4.4 MONITOR AND CONTROL PROJECT WORK

Monitor and Control Project Work

Monitor vs. Control

Monitor and Control Project Work

Monitor and Control Project Work: Inputs

Project Management Plan