Post on 13-Jan-2023
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
PMP Study Group
Project Integration Management
1
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
2
Project Integration Management Definition
A subset of project management that includes:
“ The processes and activities needed to
identify, define, combine, unify, and coordinate th e
various processes and project management
activities within the Project Management Process
Groups.”PMBoK® Guide, 4th Edition, p. 71
Integration is:
•Making choices of where to concentrate resources on a given day
•Anticipating issues/problems
•Dealing with issues/problems before they become cri tical
•Coordinating work
•Making trade offs among competing objectives and al ternatives:
Project Constraints:
>SCOPE
>TIME
>COST
>QUALITY
>RISK
>CUSTOMER SATISFACTION
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Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
Project Integration Management is . . .
Primarily concerned with effectively integrating the
processes among the Project Management Process
Groups that are required to accomplish project
objectives within an organization’s defined procedures.
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The PROJECT MANAGER's role is ensure that the proje ct meets or beats its cost schedule, and product ob jectives by “pulling all aspects of the project together” into a unified effort.
INTEGRATION is the knowledge are that focuses of th e high level work The other knowledge areas focus on the detailed work
Includes ensuring that the project management plan is followed and the project deliverables are accept able
THE NEED FOR INTEGRATION BECOMES EVIDENT IN SITUATI ONS WHERE INDIVIDUAL PROCESSES INTERACT
The SPONSOR: protects the project from changes in s cope, loss of resources, etc.
The TEAM MEMBERS: focus on getting the work done (a s described in the project plans and work packages)
The PROJECT MANAGER: manages the project
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Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
Project Integration Management Processes
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Execution
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
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•4.1 Develop Project Charter : Develop the charter that formally authorizes a project of project phase
•4.2 Develop Project Management Plan : Documents the actions necessary to define, prepare, integrate and coordinate all subsidiary plans into a project management plan
•4.3 Direct and Manage Project Execution : Executing the actions in the project management plan to achieve project requirements as defined in the project scope statement
•4.4 Monitor and Control Project Work: Monitoring the project work to ensure the performance objectives defined in the project management plan are met
•4.5: Perform Integrated Change Control : Reviewing all change requests, approving changes and controlling changes to deliverables and project documents
•4.6 Close Project or Phase: Finalizing all activities to formally close the project or project phase.
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
Knowledge AreaProject Management Process Groups
Initiating Planning ExecutingMonitoring & Controlling
Closing
4. Project Integration Management
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Execution
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
Develop Project Charter Process
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Project Integration Management is the only Knowledge Area that has a process in each of the process grou ps
INITIATION: Defines and authorizes the project (or project phase)
PLANNING: Defines and refines the objectives and plans the course of action to attain the project’s objectives and scope
EXECUTING: Integrates people and other resources to carry out the project management plan
MONITORING and CONTROLLING: Measures and monitors progress to identify variances from the project management plan so corrective action can be taken when necessary
CLOSING: Formalizes acceptance of the product, service or result and brings the project (or project phase) to an orderly end
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.1 Develop Project Charter
Definition : “The process of developing a document that formall y authorizes a project or a phase and documenting ini tial requirements that satisfy the stakeholder’s needs a nd expectations.”
PMBoK® Guide, 4th Edition, p. 71
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PMBoK® Guide, 4th Edition, p. 74
The Project Charter authorizes the existence of a project and empowers the Project Manager with the authority to apply organizational resources.
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.1.1 Develop Project Charter Inputs
4.1.1.1Project Statement of Work
A narrative description of product or services to be supplied by the project:
Business need
Product scope description
Strategic plan
4.1.1.2 Business Case
The facts that determine whether the project is worth the investment to achieve the project objective(s):
Used to justify spending organizational assets (resources, time, money, etc.)
Used to select projects from among a list of potential projects
4.1.1.3 ContractA contract from the customer’s acquiring organization is an input if the project is being done for an external customer
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Reminder of the importance of the Project Charter a s defined in PMBOK section 4.1:Input data-Market demand-Organizational Need-Customer Request-Technology Advantage-Legal Need-Social Need
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.1.1 Develop Project Charter Inputs
4.1.1.4Enterprise Environmental Factors
External and internal environmental factors that influence the project:
Government or industry standards
Organization infrastructure
Marketplace conditions
4.1.1.5Organizational Process Assets
Process related assets (such as plans, policies, procedures and guidelines) that can be used for the project.
The organization’s standard and established policies and procedures
Document and report templates
Historical information (including lessons learned)
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Enterprise Environmental Factors:•Existing systems the project will have to deal with or can make use of:
•Existing capital equipment
•Existing human resources (skills, disciplines, knowledge, etc.)
•Stakeholder risk tolerances
•Personnel admin policies (hiring, firing, discipline)
•How the organization is structured and managed:
•Project based organization
•Functional based organization
•Matrix organization
•Org. Culture: values, norms, beliefs
•Government and industry standards
•Organizational Process Assets:
ASSUME THESE EXIST:
• Processes
• Procedures
• Historical information from previous projects: WBS, reports, estimates, project management plans, benchmarks, risks
• Lessons learned
•Change Control procedure
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
Enterprise Environmental Factors - Example
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This chart is for illustrative purposes only.
There may be other Environmental Factors to conside r for a particular industry, company or project.
Enterprise Environmental Factors:
•Existing systems the project will have to deal with or can make use of:
•Existing capital equipment
•Existing human resources (skills, disciplines, know ledge, etc.)
•Stakeholder risk tolerances
•Personnel admin policies (hiring, firing, disciplin e)
•How the organization is structured and managed:
•Project based organization
•Functional based organization
•Matrix organization
•Org. Culture: values, norms, beliefs
•Government and industry standards
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
Organizational Process Assets Organizational Process Assets -- ExampleExample
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This chart is for illustrative purposes only.
There may be other Organizational Process Assets to consider for a particular industry, company or project.
•Organizational Process Assets:
ASSUME THESE EXIST:
• Processes
• Procedures
• Historical information from previous projects: WBS, reports, estimates, project management plans, benchmarks, risks
• Lessons learned
•Change Control procedure
•Project closure guidelines
•Financial controls/procedures
•Communication Requirements: technologies, media, re cord retention policies, etc.
•Templates
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
Project Selection Methodologies
Benefit Measurement Methods
Constrained Optimization Methods
Compare and contrast projects against each other
Mathematically models the project outcomes
Murder Board
Peer Review
Scoring Models
Economic Models:Present Value and Net Present Value
Internal Rate of Return
Payback
Benefit Cost Ratio
Constrained Optimization Models:Linear Programming
Integer Programming
Dynamic Programming
Multi-objective programming
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Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.1.2Develop Project Charter Tools and Techniques
4.1.2.1Expert Judgment
Expertise provided by any group or individual with specialized knowledge or training:
Within the organization
Consultants
Professional associations and industry groups
Subject matter experts (SME)
Project Management Office (PMO)
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Expert Judgment technique: Delphi TechniqueThe application of SME’s whereby all consensus is reached through iterations of trials where the parties never meet and their identities are protected.
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.1.3 Develop Project Charter Outputs
4.1.3.1 Project Charter
Formally authorizes the project
Provides the Project Manager with the authority to apply organizational resources to project activities
The project charter is issued by the project sponsor:
Sponsor can be an individual or a project portfolio steering committee or the Project Management Office
The sponsor must have the authority to fund the project
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Links project to ongoing operations
Project Manager should be assigned as early as poss ible
Always assign the Project Manager before planning and preferably while charter is being developed.
Per PMI: A project cannot start without an approved and agreed upon Project Charter.
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
The Project Charter
The Project Charter addresses:Project purpose or justification
Measurable objectives and success criteria
High level requirements
High level project description
High level risks
Summary milestone schedule
Summary budget
Project approval requirements
Assigned Project Manager
Sponsor(s) of the project with authority level
Business Needs
• Market Demand
• Business Need
• Customer Request
• Technological Advance
• Legal Requirement
• Social Need
PMBoK® Guide, 4th Edition, p.75-76
Business Needs
• Market Demand
• Business Need
• Customer Request
• Technological Advance
• Legal Requirement
• Social Need
PMBoK® Guide, 4th Edition, p.75-76
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•A project cannot be undertaken without a charter
•The charter addresses: “WHY” the project is to be undertaken?
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
The Project Charter (cont’d)
The project cannot be started without a charter because the charter:
Formally recognizes the existence of the project
Gives the project manager the authority to spend money and commit resources.
Provides the high level requirements and expectations
Links the project to the organization’s ongoing work
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Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.1 Develop Project Charter Miscellaneous Facts
Who can issue the Project Charter?
A project initiator or sponsor external to the project at an organizational level appropriate to funding the project.
What factors are projects taken to address?
Market demandBusiness needCustomer requestTechnological advanceLegal or regulatory requirementSocial need
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Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.1 Develop Project Charter Terms
Assumptions
Factors that are considered to be true, real or certain without proof or demonstration.Assumptions need to be identified, documented and validatedPart of progressive elaboration of the project
Constraints Factors that limit the project team’s options to complete the project and produce the required deliverables
Opportunity Cost The benefit ($$$$) lost by selecting another project
Sunk CostMoney already spent that cannot be recovered
Sunk costs are not considered when deciding whether to continue an effort
Law of Diminishing
Returns
Productivity and resources are not linked in a 1:1 relationshipAt some point adding resources does not yield a corresponding increase in productivity
Working CapitalThe funds available for use by an organizationCalculated by subtracting current liabilities from current assets
Depreciation
Accounts for the fact that assets lose value over time.Types of depreciation:
Straight lineAccelerated
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Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
18
Practice Question:
Inputs for a Project Charter include all of the following EXCEPT:
A. Detailed schedule
B. Product scope description
C. Business need
D. Strategic plan
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
Knowledge AreaProject Management Process Groups
Initiating Planning ExecutingMonitoring & Controlling
Closing
4. Project Integration Management
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Execution
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
Develop Project Management Plan Process
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Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.2 Develop Project Management Plan
Definition: “The process of documenting the actions necessary t o define, prepare, integrate, and coordinate all subs idiary plans.”
PMBoK® Guide, 4th Edition, p. 78
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PMBoK® Guide, 4th Edition, p. 78
Project Management Plan defines HOW the project is:
•Executed
•Monitored
•Controlled
•Closed
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.2.1 Develop Project Management Plan Inputs
4.2.1.1 Project Charter See Section 4.1.3.1
4.2.1.2Outputs from Planning Processes
4.2.1.3Enterprise Environmental Factors
4.2.1.4Organizational Process Assets
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Project Management Information System (PMIS) :•An automated system used by the project management team to aid execution of the activities planned in the project management plan
•For the test assume that the organization has a PMIS
Reminder of the importance of the Project Charter as defined in PMBOK section 4.1:
Input data
-Market demand
-Organizational Need
-Customer Request
-Technology Advantage
-Legal Need
-Social Need
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.2.2 Develop Project Management Plan Tools & Techniques
4.2.2.1Expert Judgment
22
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.2.3 Develop Project Management Plan Outputs
4.2.3.1Project Management Plan
Integrates and consolidates all of the subsidiary management plans and baselines from the planning processes. It documents the outputs of the subsidiary management plans.
It includes:
Project management processes selected by the project management team
The level of implementation of each selected process
The tools and techniques to be used to accomplish the selected processes
How the selected processes will be used to manage the project
How work will be executed to accomplish the project objectives
How changes will be monitored and controlled
How configuration management will be performed
How integrity of performance baselines will be maintained and used
The need and technique for communication among stakeholders
The selected project life cycle and associated project phases
Key management reviews for content, extent and timing
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The Project Management Plan is:
• A multi-page document
• Based on input from team and other stakeholders
• Contains all of the management plans: Scope, Requirements Management, Schedule Management, Cost Management, Quality Management, Process Improvement Plan, Human Resources Plan, Communications Management Plan, Risk Management Plan, Procurement Management Plan
• Performance baselines
• Used a tool for day-to-day management of the project.
The Project Team decides what processes will be use d and to what degree the process will be used
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
The Project Management Plan must have:
Buy in from all stakeholders
Approved (with signatures)
Realistic
Formal
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TIP: “B A R F” is the acronym that can help remember these elements
B A R Fo p e o
u p a r
g r l m
H o I a
T v s l
e I
I d c
n
T
o
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
The Project Management Plan
Projects are managed to baselines:
Schedule Baseline
Cost Baseline
Scope Baseline
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Baselines can only change with a formal request that is approved through the PERFORM INTEGRATED CHANGE CONTROL process
Once changed the project is managed to the new baselines
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.2 Develop Project Management Plan Terms
Stakeholder
Persons and organizations, such as customers, sponsors, performing organizations and the public, that are actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. They may also exert influence over the project and its deliverables.
Project Documents
Documents not part of the project management plan that are used to manage the project such as:
Project Charter
Contracts
Statement of Work
Kickoff Meeting
A meeting of all parties to the project (customers, sellers, project team, senior management, agencies, functional management, sponsor) to make certain everyone is familiar with the details of the project and the people working on the project.
It is held at the end of the planning process group, just before beginning work on the project.
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Kickoff Meeting : Per PMI it is held at the end of the Planning stage. This may be different from many people’s experience where kickoff meetings are held at a prior point in the project life cycle.
The Kick Off Meeting is a communication meeting.
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
27
Practice Question:
As Project Manager your concern is to ensure the project management plan integrates the following:
A. Subsidiary management plans
B. Outputs from the PMBOK planning processes
C. Life cycles selected and the processes applied to each phase until project closure
D. All of the above
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
Knowledge AreaProject Management Process Groups
Initiating Planning ExecutingMonitoring & Controlling
Closing
4. Project Integration Management
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Execution
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
Direct and Manage Project Execution Process
28
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.3 Direct and Manage Project Execution
Definition : “The process of performing the work defined in the project management plan to achieve the project’s objectives”
PMBoK® Guide, 4th Edition, p. 83
29
PMBoK® Guide, 4th Edition, p. 84
This process is focused on:
>Managing the resources doing the actual project work to deliver the project scope
>Managing all of the other knowledge areas
.Implementing approved changes to the project
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.3 Direct and Manage Project Execution
Directing and managing project execution involves:
Performing activities to accomplish project requirements
Creating project deliverables
Staffing, training and managing project team members
Obtaining, managing, and using resources (materials, tools, equipment and facilities)
Implementing the planned methods and standards
Establishing and managing project communication channels (external and internal)
Generating project data (cost, schedule, progress and status)
Issuing change requests and adapt approved changes into the project
Managing risk and implement risk response activities
Managing sellers and suppliers
Collecting and document lessons learned
Implementing process improvements
30
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.3 Direct and Manage Project Execution
Directing and managing project execution involves : (continued)
Managing sellers and suppliers
Adapting approved changes into the project’s scope, plans and environment
Establishing and managing project communication channels, both external and internal to the project team
Collecting project data and reporting cost, schedule, technical and quality progress, and status information to facilitate forecasting
Collecting and documenting lessons learned
Implementing approved process improvement activities
31
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.3.1Direct and Manage Project Execution Inputs
4.3.1.1Project Management Plan
See Section 4.1.3.1
4.3.1.2Approved Change Requests
Corrective Actions
Preventive Actions
Defect Repairs
4.3.1.3Enterprise Environmental Factors
4.3.1.4Organizational Process Assets
32
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.3.2Direct and Manage Project Execution Tools & Techniques
4.3.2.1 Expert Judgment
4.3.2.2Project Management Information System (PMIS)
33
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.3.3 Direct and Manage Project Execution Outputs
4.3.3.1 Deliverables
4.3.3.2Work Performance Information:
Information on the status of project activities being performed to accomplish the project work. This typically includes, but is not limited to, the following:
Schedule progress showing status information
Deliverables that have been completed and those not completed
Schedule activities that have started and those that have been finished
Extent to which quality standards are being met
Costs authorized and incurred
Estimates to complete the schedule activities that have started
Percent physically complete of the in-progress schedule activities
Documented lessons learned posted to the lessons learned knowledge base
Resource utilization detail
34
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.3.3 Direct and Manage Project Execution Outputs (cont’d)
4.3.3.3Change Requests
Corrective Action
Preventive Action
Defect Repair
Documentation Updates
4.3.3.4Project Management Plan Updates
Subsidiary project plans
4.3.3.5Project Document Updates
Requirements
Stakeholder List
Risks Register
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Stakeholder Register is a matrix that confirms that you have:
-Identified and included all of them
-Determined all of their requirements, expectations and desires
-Determined their level of influence
-Identified how you will communicate with each of them and how you’ll manage expectations and influence through the project
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.3 Direct and Manage Project Execution Terms
Corrective Action An action to bring expected future project performance into conformance with the project management plan
Preventive Action An action to reduce the probability of negative consequences associated with project risks
DefectAn imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced.
Defect RepairThe formally documented identification of a defect in a project component with either a recommendation to repair the defect or completely replace the component.
Lessons Learned The learning gained from the process of performing the project. Also considered a project record to be included in the lessons learned knowledge base.
36
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.3 Direct and Manage Project Execution Terms
Percent Complete
An estimate, expressed as a percent, of the amount of work that has been completed on an activity or a work breakdown component.
50/50 Rule: Task is 50% complete when it starts and gets credit for the remaining 50% upon completion
20/80 Rule: Task is 20% complete when it starts and gets credit for the remaining 80% upon completion
0/100 Rule: A task does not get credit for partial completion, only full completion
Deliverable A unique and verifiable product, result or capability to perform a service that must be produced to complete a process, phase or project.
37
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
38
Practice Question:
As the Project Manager for Go Green Airlines you know that you need to manage Project Execution. Which is the best response to, define Direct and Manage Project Execution?
A. Project Charter
B. Quality Management Plan
C. Perform activities to accomplish project requirements
D. Managing people doing the work and implementing approved changes
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
Knowledge AreaProject Management Process Groups
Initiating Planning ExecutingMonitoring & Controlling
Closing
4. Project Integration Management
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Execution
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
Monitor and Control Project Work Process
39
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.4 Monitor and Control Project Work
Definition : “The process of tracking, reviewing, and regulating the progress to the meet the performance objectives def ined in the project management plan.”
PMBoK® Guide, 4th Edition, p. 89
40
PMBoK® Guide, 4th Edition, p. 89
Includes:
Collecting, measuring and disseminating project inf ormation
AND
Assessing measurements and trends to effect process improvements
Monitoring and Controlling Project Work occurs in A LL stages of the project -from Initiation to Planning to Executing and Closin g.
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.4.1Monitor and Control Project Work Inputs
4.4.1.1 Project Management Plan See Section 4.1.3.1
4.4.1.2 Performance Reports
4.4.1.3Enterprise Environmental Factors
4.4.1.4Organizational Process Assets
41
Monitor and Control Project Work inputs are:
-Project Management Plan
-Performance Reports
-Enterprise Environmental Factors
-Organizational Process Assets
Performance Reports should be prepared by the project team, detailing activities, accomplishments, milestones, identified issues and problems.
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.4.2 Monitor and Control Project Work Tools & Techniques
4.4.2.1 Expert Judgment
42
Monitor and Control Project Work inputs are:
-Project Management Plan
-Performance Reports
-Enterprise Environmental Factors
-Organizational Process Assets
Performance Reports should be prepared by the project team, detailing activities, accomplishments, milestones, identified issues and problems.
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.4.3Monitor and Control Project Work Outputs
4.4.3.1 Change Requests 4.3.3.3
4.4.3.2Project Management Plan Updates
4.3.3.4
4.4.3.3Project Document Updates
4.3.3.5
43
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.4 Monitor and Control Project Work Terms
Earned Value Management
A management methodology for integrating scope, schedule and resources and for objectively measuring project performance and progress:
Performance is measured by determining the budgeted cost of workperformed (the earned value) and comparing it to the actual cost of worked performed (the actual cost)
Progress is measured by comparing the earned value to the planned value
Performance Measurement
Baseline
An approved plan for the project work against which project execution is compared and deviations are measured for management control. The project measurement baseline typically integrates scope, schedule, and cost parameters of a project, but may also include technical and quality parameters.
The project baseline may be changed by formally approved changes
44
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
45
Practice Question:
If a Project Manager is concerned with the process of tracking, reviewing and regulating the progress to meet performance objectives as defined in the project management plan, which should she/he concentrate on:
A. Communication plan
B. Continuous monitoring
C. Project management information system
D. Scope management plan
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
Knowledge AreaProject Management Process Groups
Initiating Planning ExecutingMonitoring & Controlling
Closing
4. Project Integration Management
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Execution
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
Perform Integrated Change Control Process
46
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.5 Perform Integrated Change Control
Definition : “The process of reviewing all change requests, appr oving changes, and managing changes to the deliverables, organizational process assets, project documents, a nd the project management plan.”
PMBoK® Guide, 4th Edition, p. 93
47
PMBoK® Guide, 4th Edition, p. 95
Integrated Change Control focuses on managing change to the project:
>Understanding the sources for change
>Understanding the impact of changes on each of the project constraints:
>Scope
>Quality
>Time
>Cost
>Resources
>Risk
>Approving and rejecting change requests
INTEGRATED CHANGE CONTROL IS DONE THROUGHOUT THE LIFE OF THE PROJECT:
FROM INITIATION THROUGH CLOSING
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.5 Perform Integrated Change Control
Integrated Change Control includes the following:
Identifying that a change needs to occur or has occurred
Influencing the factors that circumvent integrated change control so that only approved changes are implemented
Reviewing, analyzing and approving requested changes
Managing the approved changes by regulating the flow of requested changes
Maintaining the integrity of baselines by releasing only approved changes
Reviewing and approving all recommended corrective and preventive actions
Controlling and updating the scope, cost, budget, schedule, and quality requirements based on approved changes
Documenting the impact of requested changes
Validating defect repair
Controlling project quality to standards based on quality reports
48
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.5 Perform Integrated Change Control
The Project Manager should be concerned with:
Ensuring the change is beneficial
Determining if change is needed
Looking for alternatives to change
Minimizing the negative impact of change
Notifying stakeholders affected by the change
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• The impact of a change decreases the earlier a change or the need for a change is discovered. The Project Manager should be looking for changes from the performance indicators, sponsor, management or other stakeholders.
• Always look for options to decrease the threats and increase opportunities
• All changes should be documented with a change request
• All change requests should be evaluated for:
• Does the change fall within the project charter?
• Is the change beneficial? Is the change really needed?
• What is the impact on the project constraints: Scope, Quality, Schedule, Budget, Resources and Risk
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.5.1Perform Integrated Change Control Inputs
4.5.1.1 Project Management Plan
4.5.1.2Work Performance Information
4.5.1.3 Change Requests
4.5.1.4Enterprise Environmental Factors
4.5.1.5Organizational Process Assets
50
Project Files includes:
•Scope, cost, schedule and performance measurement baselines
•Project calendars
•Project schedule network diagrams
•Risk registers
•Planned response actions
Configuration Management Knowledge Base contains versions and baselines of all official company:
•Standards
•Policies
•Procedures
•Project documents
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.5.2Perform Integrated Change Control Tools & Techniques
4.5.2.1 Expert Judgment
4.5.2.2 Change Control Meetings
Change Control BoardRoles and responsibilities defined in the change control proceduresMembership on the board will include major stakeholdersThe customer may be included for projects being done under contractReviews change requestsApproves or rejects change requests
51
Project Files includes:
•Scope, cost, schedule and performance measurement baselines
•Project calendars
•Project schedule network diagrams
•Risk registers
•Planned response actions
Configuration Management Knowledge Base contains versions and baselines of all official company:
•Standards
•Policies
•Procedures
•Project documents
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
Who can approve changes?
Changes to Project CharterProject Sponsor who signed/approved the Project Charter. The Project Manager can provide input.
Changes to Project Baselines or any Constraints
The Change Control Board or Sponsor needs to be involved. The Project Manager can recommend options.
Changes within the Project Plan
Project Manager can make the change if the change is within the Project Manager’s authority and does not require changes to any project baselines.
52
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
The Steps for Making Changes
Evaluate impact
Create Options
Get internal buy in
Get customer buy in (if necessary)
Approve or reject change
Adjust project management plan and baselines
Notify stakeholders affected by changeManage project to the new project
management plan and baseline
Evaluate for impact on the Project Constraints :
• Scope• Quality• Schedule• Budget• Resources• Risk
Evaluate for impact on the Project Constraints :
• Scope• Quality• Schedule• Budget• Resources• Risk
53
The Project Manager should be proactive:
>Identify the sources of changes
>Address the root cause of changes
Remember: Not all changes are BAD.
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.5.3Perform Integrated Change Control Outputs
4.5.3.1Change Request Status Updates
Approved Change Requests
Corrective Actions
Preventive Actions
Defect Repair
Rejected Change Requests
Validated Defect Repair
4.5.3.2Project Management Plan Updates
4.5.3.3Project Document Updates
Approved Change Requests are INPUTS for Directing and Managing Project Execution
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Once a change is approved:
• Adjust the project management plans and baselines
• Notify all stakeholders affected by the change
• Manage the project to the new project plan and baselines
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
Configuration Management
A documented procedure used to apply technical and administrative direction and surveillance to:
Identify and document the functional and physical characteristics of an item or system
Control any changes to such characteristics
Record and report the change and its implementation status
Audit the items and system to verify conformance to requirements
55
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.4 Perform Integrated Change Control Terms
Configuration Identification
Providing the basis from which the configuration of products is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.
Configuration Status Accounting
Capturing, storing, and accessing configuration information needed to manage products and product information effectively.
Configuration Verification and
Auditing
Establishing that the performance and functional requirements defined in the configuration documentation have been met.
Change Control Board
All requested changes must be either accepted or rejected by some authority within the project management team or an external organization representing the initiator, sponsor, or customer.
Oftentimes a Change Control Board is established to approve and reject changes. The roles and responsibilities of the Change Control Board are defined in the configuration and change control procedures.
56
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
57
Practice Question:
A change control process should be created:
A. As needed per the project plan
B. By the steering committee
C. As a formal documented procedure
D. Only if changes are expected
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
Knowledge AreaProject Management Process Groups
Initiating Planning ExecutingMonitoring & Controlling
Closing
4. Project Integration Management
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Execution
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
Develop Project Management Plan Process
58
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.6 Close Project or Phase
Definition : “The process of finalizing all activities across al l of the Project Management Process Groups to formally complete the project or phase”
PMBoK® Guide, 4th Edition, p. 99
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PMBoK® Guide, 4th Edition, p. 100
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.6.1Close Project or Phase Inputs
4.6.1.1Project Management Plan
4.6.1.2Accepted Deliverables
Scope Verification: Formal acceptance of the completed project deliverables
4.6.1.3Organizational Process Assets
Closure guidelines, requirements and procedures
Historical information
Lessons learned database
60
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.6.2 Close Project or Phase Tools and Techniques
4.6.2.1 Expert Judgment Previously defined
61
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
4.6.3Close Project or Phase Outputs
4.6.3.1Final Product, Service, or Result Transition
Transition of the project’s (or phase’s) product or result to:
The ongoing organization, or
The next phase of the project
4.6.3.2Organizational Process Assets Updates
Lessons Learned
Corporate Knowledge Base
Project Files
Project or phase closure documents
Historical information
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Organizational Process Assess updates include, but are not limited to the following:
-Project Files – Project plan, scope, cost, calendars, risk register, planned risk response documentation, etc.
-Project or Phase Closure documents – Formal documentation that the project or phase is complete, including acceptance and transition information.
-Historical Information – Lessons learned, issues, risks, techniques that can be used on future projects.
Project Integration Management
©2011 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
PMP Prep Course – PMBOK 4th Edition – Version 4.0
63
Practice Question:
Once the project is complete, the complete set of project records should be put in which of the following:
A. Project archives
B. Iron Mountain
C. Document Imaging system
D. Returned to the project sponsor