Project Integration Management - PMI Long Island

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


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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 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 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.




Knowledge AreaProject Management Process Groups

Initiating Planning ExecutingMonitoring & Controlling

Closing

4. Project Integration Management







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





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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The Project Charter authorizes the existence of a project and empowers the Project Manager with the authority to apply organizational resources.




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




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




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




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 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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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.




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.




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?




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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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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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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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






Closing








Develop Project Management Plan Process

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Definition: “The process of documenting the actions necessary t o define, prepare, integrate, and coordinate all subs idiary plans.”


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Project Management Plan defines HOW the project is:

•Executed

•Monitored

•Controlled

•Closed




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



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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




4.2.2 Develop Project Management Plan Tools & Techniques

4.2.2.1Expert Judgment

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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




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




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




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.




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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






Closing








Direct and Manage Project Execution Process

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Definition : “The process of performing the work defined in the project management plan to achieve the project’s objectives”


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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





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

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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

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4.3.1Direct and Manage Project Execution Inputs


See Section 4.1.3.1

4.3.1.2Approved Change Requests

Corrective Actions

Preventive Actions

Defect Repairs



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4.3.2Direct and Manage Project Execution Tools & Techniques

4.3.2.1 Expert Judgment

4.3.2.2Project Management Information System (PMIS)

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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

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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




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.

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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.

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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






Closing








Monitor and Control Project Work Process

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Definition : “The process of tracking, reviewing, and regulating the progress to the meet the performance objectives def ined in the project management plan.”


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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.




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



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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.




4.4.2 Monitor and Control Project Work Tools & Techniques


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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.




4.4.3Monitor and Control Project Work Outputs

4.4.3.1 Change Requests 4.3.3.3


4.3.3.4


4.3.3.5

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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

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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






Closing








Perform Integrated Change Control Process

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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.”


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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





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

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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




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



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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




4.5.2Perform Integrated Change Control Tools & Techniques


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

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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




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.

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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

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The Project Manager should be proactive:

>Identify the sources of changes

>Address the root cause of changes

Remember: Not all changes are BAD.




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



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




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

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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.

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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






Closing








Develop Project Management Plan Process

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Definition : “The process of finalizing all activities across al l of the Project Management Process Groups to formally complete the project or phase”


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4.6.1Close Project or Phase Inputs


4.6.1.2Accepted Deliverables

Scope Verification: Formal acceptance of the completed project deliverables


Closure guidelines, requirements and procedures

Historical information

Lessons learned database

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4.6.2 Close Project or Phase Tools and Techniques

4.6.2.1 Expert Judgment Previously defined

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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.




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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




Good Luck!!

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Project Integration Management - PMI Long Island

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