4-PMP_Project Integration Management_PMBOK_V4.pdf

7/30/2019 4-PMP_Project Integration Management_PMBOK_V4.pdf

http://slidepdf.com/reader/full/4-pmpproject-integration-managementpmbokv4pdf 1/47

PMP Examination Preparation Course

Topic: Project Integration Management

Version 4.0



©2009 Capgemini - All rights reserved 1

PMP Workshop | Financial Services All work described was performed by Capgemini or a Capgemini affiliate

Integration Management

Hot Topics

Project Plan

Close Project or Phase

Business Case

Change Requests

Project Monitoring





Integration Management - Icebreaker

What is the primary role of the Project Sponsor:

• Before the project

• During the project

What does a project charter comprise?

What are project constraints? Give some examples?

What are assumptions? What are assumptions based on?

The techniques benefit measurement methods and constrainedoptimization methods are used for ________

Who does the actual work in the project?

___________ is a mandatory activity at the end of every project.

___________ is something that invariably happens during every projectand finally …..

What do you think is the role of the project manager?






Processes required to properly coordinate the variouselements of the project

Develop Project Charter Develop Project Management Plan

Direct and Manage Project Execution

Monitor and Control Project Work Perform Integrated Change Control







Scope Time Cost Quality

HR Comm. Risk Proc

Project Integration Management






CloseProject orPhase

Monitor andControlProject Work

PerformIntegratedChangeControl

Direct andManageProjectExecution

DevelopProjectManagementPlan

DevelopProjectCharter

Closing

Process

Group

Monitoring &

Controlling

Process

Group

Executing

Process

Group

Planning

Process

Group

Initiating

Process

Group





Develop Project Charter

Process of developing a document that formally authorizes a project orphase.

Establishes a partnership between performing organization andrequesting organization.

Approved project charter formally initiates the project.





Develop Project Charter

Expert judgment

Tools and Techniques

Project charter Project statement of work

Business Case

Contract

Enterprise

environmental factors Organizational process

assets

OutputsInputs





Inputs - Develop Project Charter

Project statement of work

• Description of products or services to be delivered by the project.

• SOW references: Business need, Product scope description, Strategic plan. Business Case – Created as a result of

• Market demand, Customer request, Organizational need, Legal requirement,technological advance, social need, etc.

Contract

Enterprise environmental factors

• Organization culture/structure

• Government or industry standards• Marketplace conditions





Inputs - Develop Project Charter

Organizational process assets

• Policies

• Procedures• Forms

• Lessons learned knowledge base

• Historical information

• Standards and guidelines





Tools & Techniques – Develop Project Charter

Expert judgment

• Consultants

• Subject Matter Experts• Industry groups

• Professional and technical associations





Outputs – Develop Project Charter

Project Charter

Issued by project initiator/sponsor (external to the project)

Document that formally authorizes a project

Think about it – Can a project exist without a charter? Documents business needs and the new product service or in other

words the high level project requirements

Links the project to the ongoing work of the organizationQuestion – What about client projects?

The project charter provides the project manager with the authority touse the budget and deploy the organization’s resources

The project charter provides the project manager with the authority touse the budget and deploy the organization’s resources





Outputs – Develop Project Charter

Project charter comprises:

Project name or title

Project description

Project manager name (Can it be blank?)

Business need (Give Examples)

Project purpose or justification including ROI

Resources (if known)

Stakeholders

Stakeholder requirements

Broad timelines

Major deliverables

Constraints or assumptions

Summary Budget

And …… can there be a project charter without a sponsor name?

Why is the sponsor name not listed above?





Develop Project Management Plan

Taking the results of other planning processes and putting them into aconsistent, coherent document

Includes all actions necessary to define, integrate and coordinate allsubsidiary plans into project management plan

Defines how the project is executed, monitored & controlled, andclosed

Documents the collection of outputs

This process results in a project management plan that is updated andrevised through the Perform Integrated change control process

This process results in a project management plan that is updated andrevised through the Perform Integrated change control process





Project Plan

Includes:

Project charter

PM approach or strategy Scope statement

Work breakdown structure (WBS)

Cost estimates Schedule

Performance measurement baselines

Major milestones and target dates

Key or required staff

Key risks

Open issues and pending decisions





Develop Project Management Plan

Expert judgment


Project managementplan

Project Charter

Outputs from planningprocesses

Enterpriseenvironmental factors

Organizational processassets

OutputsInputs





Inputs - Develop Project Management Plan

Project charter

Output from planning processes

Enterprise environmental factors• Governmental or industry standards

• Organization structure and culture

• Personnel administration






Tools & Techniques - Develop Project Management Plan

Expert judgment is utilized to

• Tailor the process to meet project needs

• Determine level of configuration management to apply on project

• Determine resources and skill levels needed to perform project work

• Develop technical and management details to be included in projectmanagement plan.





Outputs - Develop Project Management Plan

Project management plan

The formal, approved document used to manage and control projectexecution

Includes the life cycle selected for the project and processes that will be appliedto each phase.

Can be either summary level or detailed, and can be composed of one or moresubsidiary plans.





Outputs - Develop Project Management Plan

Subsidiary plans included in Project Management Plan

Scope Management Plan

Schedule Management Plan

Cost Management Plan

Quality Management Plan

Process Improvement Plan

Staffing Management Plan

Communication Management Plan

Risk Management Plan

Procurement Management Plan





Project Management Plan – Some Terms / Concepts

Work Authorization System

Generally a system defined at the organizational level

Used to notify team members / sub-contractors that they may begin work on awork package (Do you know what a work package is?)

Baseline

Used to measure performance

An approved plan for the project work against which project execution iscompared and deviations are measured for management control

Scope, Cost, Schedule, Technical and Quality Parameters





Project Management Plan – Some Terms / Concepts

Project Management Plan Approval

Since this is the document based on which project is executed it needsapproval

Sponsors and Stakeholders

Sign-offs needed

Kickoff Meeting A meeting of all project parties to make sure everyone is familiar with the

project

Held at the end of the planning process group before beginning work on the

project






Perform activities to accomplish project objectives

Extend effort and spend funds

Staff, train and manage team members

Select sellers Obtain, manage and use resources

Implement planned methods

Create project deliverables

Manage risks

Manage sellers

Issue change requests

Adapt approved changes into project scope, plans and environment.

Process of performing the work defined in project management plan toachieve project’s objectives.

Process of performing the work defined in project management plan toachieve project’s objectives.






Expert J udgment

Project managementinformation system


Deliverables

Work performanceinformation

Change requests

Project managementplan updates

Project documentupdates


Approved changedrequests



OutputsInputs





Inputs - Direct and Manage Project Execution

Project management plan – Explained earlier

Approved changed requests

• Documented authorized changes to expand or contract project scope. Theapproved change requests can also modify policies, project managementplans, procedures, costs or budgets or revise schedules.







Tools & Techniques - Direct and Manage Project Execution

Expert J udgment

Project management information system

• Automated system used by the project management team to aid execution of the activities planned in the project management plan





Outputs - Direct and Manage Project Execution

Deliverables

• Unique and verifiable product, result or capability to perform a service thatmust be produced and provided to complete a process, phase or project

Change Requests

• Issued to cover preventive or corrective actions to forestall negative impact

later in the project.





Outputs - Direct and Manage Project Execution

Work performance information

• Deliverable status

• Schedule progress

• Costs incurred

Project management plan updates

Project document updates

• Requirements documents

• Project logs

• Risk register

• Stakeholder register





Monitor and Control Project Work

Process of tracking, reviewing and regulating progress to meetperformance objectives defined in project management plan.

Monitoring includes collecting, measuring, and disseminating

performance information

Control includes determining corrective or preventive action or re-planning.

Continuous monitoring gives the project management team insightinto the health of the project and identifies areas that require

special attention

Continuous monitoring gives the project management team insightinto the health of the project and identifies areas that require

special attention





Monitor and Control Project Work

Expert judgment


Change requests

Project managementplan updates

Project documentupdates


Performance Report



OutputsInputs





Inputs - Monitor and Control Project Work


Performance Reports

• Prepared by project team detailing activities, accomplishments, milestones,identified issues and problems.







Tools & Techniques – Monitor and Control Project Work

Expert judgment





Outputs – Monitor and Control Project Work

Change requests







Perform Integrated Change Control

Coordinating changes across the entire project

Identifying the change needs to occur or has occurred

Documentation of complete impact of change requests. Reviewing and approving change requests

Managing the approved changes when they occur

Maintain the integrity of baselines

The integrated change control process is performed from projectinception through completion

The integrated change control process is performed from projectinception through completion






Concerned with:

Influencing the factors which create change, in order to ensure that thechanges are beneficial

Determining that a change has occurred

Managing the actual changes

Requirements:

Reflect all approved changes in the project plan

Reflect changes in the project scope definition. Project scope changes affectthe performance measurement baseline.

Coordinate changes across all knowledge areas

P f I d Ch C l






Expert judgment

Change control meetings


Change request statusupdates

Project management plan(updates)



Work performanceinformation

Change request

Enterprise environmentalfactors


OutputsInputs

I t P f I t t d Ch C t l





Inputs – Perform Integrated Change Control


Provides the baseline against which changes will be controlled

Work Performance InformationChange requests

May occur in many forms: oral or written, direct or indirect, externally- orinternally-initiated, legally-mandated or optional



T l & T h i P f I t t d Ch C t l





Tools & Techniques – Perform Integrated Change Control

Expert Judgment

Change Control Meetings

• Change control board is responsible for meeting and reviewing change

requests and approving or rejecting those change requests.

• Change control board decisions are documented and communicated to

stakeholders for information and follow-up actions.

O tp ts Perform Integrated Change Control





Outputs – Perform Integrated Change Control


• Any modifications to the contents of the project plan or to supporting detail

Change request status updates








Performing the project closure

Finalizing all activities completed

Formal acceptance

Process of finalizing all activities across all Project Managementprocess groups to formally complete the project or phase.

Process of finalizing all activities across all Project Managementprocess groups to formally complete the project or phase.







Expert judgment


Final product, serviceor result transition

Organizational processassets (update)


Accepted Deliverables


OutputsInputs

Inputs Close Project or Phase





Inputs - Close Project or Phase


Accepted Deliverables

• Deliverables that have been accepted through Verify Scope process.


• Project or phase closure guidelines or requirements.

• Historical information and lessons learned knowledge base.

Tools & Techniques – Close Project or Phase





Tools & Techniques – Close Project or Phase

Expert judgment

Outputs – Close Project or Phase





Outputs Close Project or Phase

Final Product, Service or Result Transition

Organizational Process Assets (updates)

• Project files

• Project or phase closure documents

• Historical information







Recap

Project Plan


Business Case

Change Requests

Project Monitoring

Review Questions Time





Review Questions Time

Review Questions



www.capgemini.com/financialservices

Thank You