PMP_Project Integration Management

PPROJECTROJECT IINTEGRATION NTEGRATION

MMANAGEMENTANAGEMENT

Hisham Haridy, PMP, PMI-RMPFebruary 2016

PProject roject Management Management PProcessesrocesses

The main role of Project Manager is putting all the

pieces of the project together into one cohesive whole

that gets the project done faster, cheaper, and with

fewer resources, while meeting the project objectives.

PROJECT INTEGRATION MANAGEMENT February 2016

The reason for the project manager’ existence in an organization and on a project is to

manage integration.

PProject roject Management Management PProcessesrocesses

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IntegrationIntegration


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InitiatingInitiating PlanningPlanning ExecutingExecutingMonitoring Monitoring

and and ControllingControlling

ClosingClosing

PProjectroject MManagementanagement PProcesses rocesses GGroups and roups and KKnowledge nowledge AAreasreasK

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PProjectroject MManagementanagement PProcesses rocesses GGroups and roups and KKnowledge nowledge AAreasreas

Processes

Knowledge AreasInitiating Planning Executing

Monitoring and Controlling

Closing

Integration (6)

1.Develop Project Charter

2. Develop Project Management Plan 2. Direct and Manage Project Work

4.Monitor and Control Project Work

5.Perform Integrated Change Control

6.Close Project or Phase

Scope (6)

1.Plan Scope Management2.Collect Requirements3.Define Scope4.Create WBS

5.Validate Scope6.Control Scope

Time (7)

1.Plan Project Schedule2.Define Activities3.Sequence Activities4.Estimate Activity Resource5.Estimate Activity Durations6.Develop Schedule

7.Control Schedule

6.Develop Schedule

Cost (4)1.Plan Cost Management2.Estimate Costs3.Determine Budget

4.Control Costs

Quality (3) 1.Plan Quality Management 2.Perform Quality Assurance 3.Control Quality

Human Resources (4)

1.Plan Human Resource Management 2.Acquire Project Team3.Develop Project Team4.Manage Project Team

Communications (3) 1.Plan Communication Management 2.Manage Communication 3.Control Communication

Risk (6)

1.Plan Risk Management2.Identify Risks3.Perform Qualitative Risk Analysis4.Perform Quantitative Risk Analysis5.Plan Risk Responses

6.Control Risks

Procurement (4)1.Plan Procurement Management 2.Conduct Procurements 3.Control Procurements 4.Close

Procurements

Stakeholder (4)1.Identify Stakeholders

2.Plan Stakeholder 3.Manage Stakeholder Engagement

4.Control Stakeholder Engagement


PProject roject Management Management DDocumentsocuments

PROJECT DOCUMENTSProject Charter

Project Scope Statement

1-Scope Management Plan

2- Schedule Management Plan

3- Cost Management Plan

1- Milestone list

2-Resource Calendar

3-Risk Register

Project Management Plan

Project Charter

Project Scope Statement

4- Quality Management Plan

5- HR Management Plan

6- Communication Management plan

7- Risk management Plan

8- Procurement Management Plan

9- Stakeholder Management Plan

10-Process Improvement Plan

11-Configuration management plan

12 - Requirements management plan

Project Baselines

1- Scope Baseline

2- Schedule Baseline

3- Cost Baseline

3-Risk Register

4- Stakeholder Register

5- Stakeholder Management

Strategy

6- Issue Log

9- Change Log

10- OTHERS


Develop Project Charter

Develop Project

Management

Direct and Manage Project

Monitor and Control Project

Perform Integrated Change

Close Project or Phase

“The processes and activities that integrate the various elements of project management”

Integration Management

To coordinate all aspects of the Project Management Plan in order to accomplish the project objectivesTo coordinate all aspects of the Project Management Plan in order to accomplish the project objectives

CharterManagement

PlanProject

ExecutionProject Work

Change Control

Phase

The process of

documenting the

actions necessary to

define, prepare,

integrate, and

coordinate all

subsidiary plans.

The process of

performing the

work defined in

the project

management

plan to achieve

the project’s

objectives.

The process of

tracking,

reviewing, and

regulating the

progress to meet

the performance

objectives

defined in the

project

management

plan.

The process of

finalizing all

activities across all

of the Project

Management

Process Groups to

formally complete

the project or

phase.

The process of developing

a document that formally

authorizes a

project or a phase and

documenting initial

requirements that satisfy

the stakeholder’s needs

and expectations.

The process of

reviewing all

change requests,

approving

changes, and

managing changes

to the deliverables,

organizational

process assets,

project

documents, and

the project

management plan.


InputsTools and

Outputs

Develop Project Charter

“The process of developing a document that formally authorizes a project or a

phase and documenting initial requirements that satisfy the stakeholder’s needs

and expectations”

InputsTools and Techniques

Outputs

1. Project statement of work

2. Business case

3. Agreements

4. Enterprise environmental

factors

5. Organizational process

assets

1. Expert judgment

2. Facilitation techniques

1. Project charter


INPUTSINPUTS

1. Project statement of work

� Business need: An organization’s business need may be based on a market

demand, technological advance, legal requirement, or government regulation.

� Product scope description: This documents the characteristics of the product

that the project will be undertaken to create.

� Strategic plan: The strategic plan documents the organization’s strategic goals.

2. Business case2. Business case

� The business case is created as a result of one or more of the following:

� Market demand

� Organizational need

� Customer request

� Technological advance

� Legal requirement

3. Agreement

� Agreements are used to define initial intentions for a project.


INPUTSINPUTS

4. Enterprise environmental factors

� Appears as an input into most planning processes.

� Can be anything external to your project that affects your project.

� The things that impact your project that are not part of the project itself, such as:

� Company's organizational structure

� Organization's values and work ethic

� Government standards, laws and regulations where the work is being performed� Government standards, laws and regulations where the work is being performed

or where the product will be used

� The characteristics of project's stakeholders (their expectations and willingness

to accept risk)

� The overall state of the marketplace for the project

� Business infrastructure systems

� Personnel policies

� PMIS (Project Management Information Systems)


INPUTSINPUTS

5. Organizational process assets

� Project managers have also been dealing with existing processes, procedures, and

historical information.

� These help the project benefit from past company experience. The PMBOK" Guide

calls these organizational process assets. The trick is to think of organizational

process assets as what they really are-processes, procedures, and historical

information.information.

� The following are some examples of organizational process assets.

� Processes, Procedures, and Policies.

� Corporate Knowledge Base

� Historical Information

� Lessons Learned.


TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES

1. Expert judgment

� Expert judgment is often used to assess the inputs used to develop the project charter.

� Such judgment and expertise is applied to any technical and management details during this

process.

� Such expertise is provided by any group or individual with specialized knowledge or training,

and is available from many sources, including:

� Other units within the organization,

� Consultants,� Consultants,

� Stakeholders, including customers or sponsors,

� Professional and technical associations,

� Industry groups,

� Subject matter experts, and

� Project management office (PMO).

2. Facilitation Techniques

� Facilitation techniques have broad application within project management processes and

guide the development of the project charter

� Brainstorming, conflict resolution, problem solving, and meeting management.


OUTPUTSOUTPUTS

1. Project charter

� The project charter is such an important document that project CAN NOT be started

without one.

� A project charter may be created by the project manager but is issued by

sponsor in the initiating process group.

� It is abroad enough so it does not NEED to change as the project progresses.

� It provides the following benefits:

� The project charter formally recognizes (authorizes) the

existence of the project.

� It gives the project manager authority to spend money and commit

corporate resource.

� The project charter provides the high – level requirements for the

project.

� It links the project to the ongoing work of the organization.


OUTPUTSOUTPUTS


OUTPUTSOUTPUTS

� The main information in Project Charter:

� Project purpose or justification,

� Measurable project objectives and related success criteria,

� High-level requirements,

� High-level project description,

� High-level risks,

� Summary milestone schedule,

� Summary budget,

� Project approval requirements (what constitutes project success, who decides the

project is successful, and who signs off on the project),

� Assigned project manager, responsibility, and authority level, and

� Name and authority of the sponsor or other person(s) authorizing the project

charter.


OUTPUTSOUTPUTS

Project Charter

� Project Title and Description (what is the project?) The First Personal Assistant

� Project Manager Assigned and Authority Level (who is given authority to lead the

project, and can he l she determine, manage, and approve changes to budget, schedule,

staffing, etc.?)

� Business Case (Why is the project being done? On what financial or other basis can we

justify doing this project?)justify doing this project?)

� Resources Pre-assigned (How many or which resources will be provided?)

� Stakeholders (Who will affect or be affected by the project (influence the project), as known

to date?)

� Stakeholder Requirements AS Known (Requirements related to both project and

product scope).


OUTPUTSOUTPUTS

Project Charter

� Product Description / Deliverables (What specific product deliverables are wanted

and what will be the end result of the project?)

� Measurable Project Objectives (How does the project tie into the organization’s

strategic goals? What project objectives support those goals? The objectives need to be

measurable and will depend on the defined priority of the project constraints.)

� Project Approval Requirements (What items need to be approved for the project, and� Project Approval Requirements (What items need to be approved for the project, and

who will have sign-off? What designates success?)

� High-Level Project Risks (Potential threats and opportunities for the project).

Project Sponsor Authorizing This Project:

------------------------------------ -----------------------------------


Inputs Tools and Techniques Outputs

Develop Project Management Plan

“The process of documenting the actions necessary to define, prepare, integrate,

and coordinate all subsidiary plans”

Inputs Tools and Techniques Outputs

1. Project charter

2. Outputs from planning

processes


factors


1. Expert judgment

2. Facilitation techniques

1. Project management plan


INPUTSINPUTS

1. Project charter

2.Outputs from planning processes

� Outputs from many of the planning processes are integrated to create the project

management plan. Any baselines and subsidiary management plans that are an

output from other planning processes are inputs to this process.

� In addition, updates to these documents can necessitate updates to the project

management plan.management plan.


� Governmental or industry standards,

� Project management information systems,

� Organizational structure and culture,

� Infrastructure and

� Personnel administration (e.g., hiring and firing guidelines, employee performance

reviews, and training records).


INPUTSINPUTS


� Standardized guidelines, work instructions, proposal evaluation criteria, and

performance measurement criteria,

� Project management plan template that may be updated include,

� Guidelines and criteria for tailoring the organization’s set of standard processes

to satisfy the specific needs of the project, and

� Project closure guidelines or requirements like the product validation and

acceptance criteria,acceptance criteria,

� Change control procedures including the steps by which official company

standards, policies, plans, and procedures, or any project documents will be

modified and how any changes will be approved and validated,

� Project files from past projects

� Historical information and lessons learned knowledge base.

� Configuration management knowledge base containing the versions and baselines

of all official company standards, policies, procedures, and any project documents.



1. Expert judgment

� Tailor the process to meet the project needs,

� Develop technical and management details to be included in the project

management plan,

� Determine resources and skill levels needed to perform project work,

� Define the level of configuration management to apply on the project,

� Determine which project documents will be subject to the formal change control

process.

2. Facilitation Techniques

� Facilitation techniques have broad application within project management

processes and guide the development of the project charter

� Brainstorming, conflict resolution, problem solving, and meeting management.


OUTPUTSOUTPUTS

1. Project Management Plan

� A project management plan is an integration function-it integrates all the knowledge

area management plans into a cohesive whole.

� The project manager creates the project management plan with inputs of the project

team.

� This plan includes the baselines for the project (Scope, Schedule, Cost) and also it

called performance measurement baselines.called performance measurement baselines.

� The project management plan includes:

� The project management processes that will be used on the project.

� Subsidiary plans for scope, schedule, cost, quality, human resources,

communications, risk, procurement, and stakeholders.

� A requirements management plan.

� A change management plan.

� A configuration management plan. Latest version!

� A process improvement plan.



Outputs

1.1. Project management planProject management plan 1. Expert judgment 1.1. DeliverablesDeliverables

Direct and Manage Project Execution

“The process of performing the work defined in the project management plan to

achieve the project’s objectives”

1.1. Project management planProject management plan

2. Approved change requests


factors


1. Expert judgment

2.2. Project management Project management

information system (PMIS)information system (PMIS)

3. Meetings

1.1. DeliverablesDeliverables

2. Work performance data

3. Change requests


updates

5. Project document updates

The key benefit of this process is that it providesprovides overalloverall managementmanagement

ofof thethe projectproject workwork..

TheThe projectproject managermanager directsdirects thethe performanceperformance ofof thethe plannedplanned projectproject

activitiesactivities..


INPUTSINPUTS1. Project management plan

� Scope management plan

� Requirements management plan

� Schedule management plan

� Cost management plan

� Stakeholder management plan

2. Approved change requests2. Approved change requests

� As part of the Perform Integrated Change Control process, a change control status

update will indicate that some changes are approved and some are not.

� Scheduled for implementation by the project team.

� The documented, authorized changes to expand or reduce project scope.

� Can also modify policies, the project management plan, procedures,

costs, or budgets; or revise schedules.

� May require implementation of preventive or corrective actions.


INPUTSINPUTS

3. Enterprise Environmental Factors

� Organizational, company or customer culture and structure.

� Infrastructure.

� Personnel administration

� Stakeholder risk tolerances.

� Project management information systems.


� Standardized guidelines and work instructions.

� Communication requirements.

� Issue and defect management procedures.

� Process measurement database.

� Project files from prior projects

� Issue and defect management database.



1. Expert judgment

� Such judgment and expertise is applied to all technical and management details

during this process.

2. Project management information system (PMIS)

� The system that helpshelps youyou produceproduce andand keepkeep tracktrack ofof thethe documentsdocuments andand

deliverablesdeliverables..

� Example: a PMIS might help your organization produce the project charter by

having you fill in a few fields on a computer screen. It might then generate the

project charter and set up a project billing code with accounting.

� While the PMIS usually consists primarily of software, it will often interface with

manual systems.



3.Meetings

� Purpose: Discuss and address pertinent topics of the project when directing and

managing project work.

� Attendees:

1) Project manager,

2) Project team2) Project team

3) Appropriate stakeholders involved or affected by the topics addressed.

� Types:

1) Information exchange

2) Brainstorming, option evaluation, or design

3) Decision making.


OUTPUTSOUTPUTS

1.Deliverables

� An approved deliverable is any unique and verifiable product, result, or

capability to perform a service that must be produced to complete a

process, phase, or project.

� Deliverables are produced as outputs from processes

performed to accomplish the project work as planned

and scheduled in the project management plan.

2. Work Performance Data

� The work performance data is collected and appropriately actioned and

communicated.

� Deliverable status,

� Schedule progress, and

� Costs incurred.

and scheduled in the project management plan.


OUTPUTSOUTPUTS

� The work performance data is collected throughout the execution phase of the

project, and then it is sent to various controlling processes to analyze it further;

e.g. Validate Scope, Control Scope, Control Schedule, Control Cost, etc.

� In other words, it is the current (“as of now”) status of various project parameters

such as: how much work is completed, how much time has elapsed, the cost

incurred so far, etc.

� The work performance data is the raw observations and measurements� The work performance data is the raw observations and measurements

identified during activities performed to carry out the project work; e.g. actual cost,

actual duration, and percent of work physically completed, the raw data of the

project’s status


OUTPUTSOUTPUTS

3. Change Requests

� Change request from customer (may be he needs to change the product features!).

� Corrective action.

� Preventive action.

� Defect repair.

� Updates: Changes to formally controlled documentation, plans, etc., to reflectmodified or additional ideas or content.

Corrective Action Preventive Action Defect Repair

� An intentional activity that

realigns the performance

of the project work with the

project management plan.

� Quality issue!!!

� An intentional activity that

ensures the future

performance of the project

work is aligned with the

project management plan.

� To avoid problem in the

future!!!

� An intentional activity to

modify a nonconforming

product or product

component.

� Physical problems!!1


OUTPUTSOUTPUTS4. Project Management Plan Updates

� Requirements management plan,

� Schedule management plan,

� Cost management plan,

� Quality management plan,

� Human resource plan,

� Communications management plan,

� Risk management plan,

� Procurement management plan, and

� Project baselines.

5. Project Document Updates

� Requirements documents,

� Project logs (issue, assumptions, etc.),

� Risk register, and

� Stakeholder register.



Outputs

Monitor and Control Project Work

“The process of tracking, reviewing, and regulating the progress to meet the

performance objectives defined in the project management plan”

Techniques


2. Schedule forecasts

3. Cost forecasts

4. Validated changes

5. Work performance information


factors


1. Expert judgment

2. Analytical techniques

3. Project management

information system (PMIS)

4. Meetings

1. Change requests

2. Work performance reports


updates

4. Project documents updates

The key benefit of this process is that it allows stakeholders to understand the current state of

the project, the steps taken, and budget, schedule, and scope forecasts.


Monitor and ControlMonitor and Control

+/- Variance

PlanPlan ActualActual

VarianceVarianceanalysis and analysis and

trend evaluationtrend evaluation

1. Monitors and controls deliverables/

processes to do with initiating, planning,

executing and closing by comparing actual

performance against project plan.

2. Assesses corrective and preventive actions.

3. Monitors the effectiveness of implementing

Project Project Manager to Manager to follow up the follow up the

ImplementationImplementation

Recommend and Recommend and implement implement CorrectiveCorrective or or

preventive preventive ActionAction

3. Monitors the effectiveness of implementing

approved changes.

You should know the variance or

deviations from baselines are often due

to incomplete risk identification

and risk management.1.1. Bring deviation under controlBring deviation under control

2.2. Decided if and when action is requiredDecided if and when action is required

3.3. Make recommendationsMake recommendations

4.4. Issue change requestIssue change request


Monitor and ControlMonitor and Control

1. Comparing actual project performance against the project management plan.

2. Assessing performance.

3. Analyzing, tracking, and monitoring project risks.

4. Maintaining an accurate, timely information base concerning the project’s product(s).

5. Providing information to support status reporting, progress measurement, and

forecasting.

6. Providing forecasts to update current cost and current schedule information.

7. Monitoring implementation of approved changes when and as they occur.


INPUTSINPUTS

1. Project Management Plan

� Baselines(Scope, Schedule, and Cost).

� Subsidiary plans within the project management plan form the basis for

controlling the project.

2. Schedule Forecasts

� The schedule forecasts are derived from progress against the schedule baseline

and computed time estimate to complete (ETC).and computed time estimate to complete (ETC).

� This is typically expressed in terms of schedule variance (SV) and schedule

performance index (SPI).

3. Cost Forecasts

� The cost forecasts are derived from progress against the cost baseline and

computed estimates to complete (ETC).

� This is typically expressed in terms of cost variance (CV) and cost performance

index (CPI).


INPUTSINPUTS

4. Validated Change

� Approved changes that result from the Perform Integrated Change Control

process require validation to ensure that the change was appropriately implemented.

� A validated change provides the necessary data to confirm that the change was

appropriately executed.

5. Work Performance Information

� Work performance information is the performance data collected from various

controlling processes, analyzed in context, and integrated based on relationships

across areas.

� Examples of performance information are

status of deliverables, implementation status

for change requests, and forecasted

estimates to complete.


INPUTSINPUTS

6. Enterprise Environmental Factors

� Governmental or industry standards

� Company work authorization system

� Stakeholder risk tolerances

� Project management information systems

7. Organizational Process Assets7. Organizational Process Assets

� Organization communication requirements

� Financial controls procedures

� Issue and defect management procedures

� Risk control procedures

� Process measurement database

� Lessons learned database.



1. Expert Judgment

� Expert judgment is used by the project management team to interpret the

information provided by the monitor and control processes.

� The project manager, in collaboration with the team, determines the actions

required to ensure project performance matches expectations.

2. Analytical Techniques

� Examples of analytical techniques used in projects are:� Examples of analytical techniques used in projects are:

� Regression analysis,� Grouping methods,� Causal analysis,� Root cause analysis,� Forecasting methods (e.g., time series, scenario building, simulation, etc.),� Failure mode and effect analysis (FMEA),� Fault tree analysis (FTA),� Reserve analysis,� Trend analysis,� Earned value management, and� Variance analysis.



3. Project Management Information System

� The project management information system is part of enterprise environmental

factors.

� Provides access to automated tools, such as scheduling, cost, and resourcing tools,

performance indicators, databases, project records, and financials used during the

Monitor and Control Project Work process.

4. Meetings4. Meetings

� Attendees:

1) Project manager,

2) Project team

3) Appropriate stakeholders involved or affected by the topics addressed.

� Types:

1) User groups

2) Review Meetings.


OUTPUTSOUTPUTS1. Change Requests

� Corrective action.

� Preventive action.

� Defect repair.

2. Work Performance Reports

� Work performance reports are the physical or electronic representation of work

performance information compiled in project documents, intended to generate

decisions, actions, or awareness.

� Project information may be communicated verbally

from person to person.

� Communicate project performance and status

information.


OUTPUTSOUTPUTS

Work performance data Work performance information

The “as of now” status of the project status,

it provides the current status of the

project

A comparison between the actual

performance with the planned performance.

Example: The actual cost spent, actual time Example: Cost Variance, Schedule Variance,

Work performance DATA, INFORMATION, and REPORTWork performance DATA, INFORMATION, and REPORT

Example: The actual cost spent, actual time

elapsed, etc.

Example: Cost Variance, Schedule Variance,

Cost Performance Index, and Schedule

Performance Index

Work performance Report

Give stakeholders the information on how the project is progressing in the form of well-

organized and summarized reports, at level of detail that they require

Example: Status reports, memos, justifications, information notes, recommendations, and

updates.


OUTPUTSOUTPUTS3. Project Management Plan Updates

� Schedule management plan,

� Cost management plan,

� Quality management plan,

� Scope baseline,

� Schedule baseline, and

� Cost performance baseline.

4. Project Document Updates

� Forecasts,

� Performance reports, and

� Issue log.


OUTPUTSOUTPUTS



Outputs

Perform Integrated Change Control

“The process of reviewing all change requests, approving changes, and

managing changes to the deliverables, organizational process assets, project

documents, and the project management plan”

InputsTechniques

Outputs



3. Change requests


factors


1. Expert judgment

2. Meetings

3.3. Change control toolsChange control tools

1. Approved change requests

2.2. Change logChange log


updates


The key benefit of this process is that it allows for documented changes within the project to beconsidered in an integrated fashion while reducing project risk, which often arises fromchanges made without consideration to the overall project objectives or plans.


Change ControlChange Control

Change management Activities

1. Influencing the factors that circumvent integrated change control so that ONLY

approved changes are implemented;

2. Reviewing, analyzing, and approving change requests promptly, which is

essential, as a slow decision may negatively affect time, cost, or the feasibility of

a change;

3. Managing the approved changes;

4. Maintaining the integrity of baselines by releasing only approved changes for4. Maintaining the integrity of baselines by releasing only approved changes for

incorporation into the project management plan and project documents;

5. Reviewing, approving, or denying all

recommended corrective and preventive

actions;

6. Coordinating changes across the entire project

(e.g., a proposed schedule change will often

affect cost, risk, quality, and staffing); and

7. Documenting the complete impact of change

requests.


Configuration management activities

� Configuration identification

� Configuration status accounting.

� Configuration verification and audit.



Project Management Information System (PMIS)

� An information system consisting of the tools

and techniques used to gather, integrate, and

disseminate the outputs of project management

processes.

� It is used to support all aspects of the project

from initiating through closing, and can include


both manual and automated systems.

� The system that helps you produce and keep track of the documents and

deliverables.

� Example: a PMIS might help your organization produce the project charter by having

you fill in a few fields on a computer screen. It might then generate the project

charter and set up a project billing code with accounting.

� While the PMIS usually consists primarily of software, it will often interface with

manual systems.


Change ControlChange ControlConfigurationConfiguration ManagementManagement SystemSystem

� A subsystem of the overall project

management system.

� It is a collection of formal documented

procedures used to apply technical and

administrative direction and surveillance

to: identify and document the functional

and physical characteristics of a product,

result, service, or component; control any

changes to such characteristics; record

and report each change and its

implementation status; and support the

audit of the products, results, or

components to verify conformance to

requirements.

� It includes the documentation,

tracking systems, and defined

approval levels necessary for

authorizing and controlling changes.


Change Control System

� A collection of formal documented procedures

that define how project deliverables and

documentation will be controlled, changed, and

approved.


� In most application areas, the change control

system is a subset of the configuration

management system.

� Change Control system is part of Enterprise

Environmental Factors (internal) on a

project.



Change Management System Configuration Management System

Comprised of several components that

guide the change request through the

process.

When a change request is made that will

affect the project scope.

The evaluates the change request and

documents the features and functions of the

change on the project scope


affect the project scope.

INPUTSINPUTS


� Changes are documented and updated within the project management plan as part

of the change and configuration management processes.


� Work performance reports of particular interest to the Perform Integrated Change

� Control process include resource availability, schedule and cost data, and earned

value management (EVM) reports.value management (EVM) reports.

3. Change requests

� All of the monitoring and control processes and many of the executing processes

produce change requests as an output.

� Change requests can include corrective action, preventive action, and defect

repairs. However, corrective and preventive actions do not normally affect the

project baselines, only the performance against the baselines.


� Project management information system.


INPUTSINPUTS


� Change control procedures, including the steps by which official company

standards, policies, plans, and other project documents will be modified, and how

any changes will be approved, validated, and implemented;

� Procedures for approving and issuing change authorizations;

� Process measurement database used to collect and make available measurement

data on processes and products;

� Project files.

� Configuration management knowledge base containing the versions and baselines

of all official company standards, policies, procedures, and any project documents.



1. Expert judgment

� In addition to the project management team’s expert judgment, stakeholders may

be asked to provide their expertise and may be asked to sit on the change control

board.

� Such judgment and expertise is applied to any technical and management details

during this process and may be provided by various sources.

2. Meetings

� A change control board is responsible for meeting and reviewing the change� A change control board is responsible for meeting and reviewing the change

requests and approving or rejecting those change requests.

� The roles and responsibilities of these boards are

clearly defined and are agreed upon by

appropriate stakeholders.

� All change control board decisions are

documented and communicated to the

stakeholders for information and follow-up actions.



3. Change Control Tools

� The roles and responsibilities of these boards are clearly defined and are agreed

upon by appropriate stakeholders.

� In order to facilitate configuration and change management, manual or automated

tools may be used.

� Tool selection should be based on the needs of the project stakeholders including

organizational and environmental considerations and/or constraints.

� Tools are used to manage the change requests and the resulting decisions.

� Additional considerations should be made for communication to assist the CCB

members in their duties as well as distribute the decisions to the

� appropriate stakeholders.


OUTPUTSOUTPUTS1. Approved change request

� Change requests are processed according to the change control system by the project

manager or by an assigned team member.

� Approved change requests will be implemented by the Direct and Manage Project

Execution process.

� The status of all changes, approved or not, will be updated in the change request log

as part of the project document updates.

2. Change log

� A change log is used to document changes that occur during a project.

� These changes and their impact to the project in terms of time, cost, and risk, are

communicated to the appropriate stakeholders.

� Rejected change requests are also captured in the change log.


OUTPUTSOUTPUTS3. Project management plan updates

� Elements of the project management plan that may be updated include but are not

limited to:

� Any subsidiary management plans, and

� Baselines that are subject to the formal change control process.

� Changes to baselines should only show the changes from the current time forward.

Past performance may not be changed. This protects the integrity of the baselines

and the historical data of past performance.


� Project documents that may be updated as a result of the Perform Integrated Change

Control process include the change request log and any documents that are subject to

the formal change control process.



Outputs

Close Project or Phase Control

“The process of finalizing all activities across all of the Project Management

Process Groups to formally complete the project or phase”

InputsTechniques

Outputs


2. Accepted deliverables


1. Expert judgment

2. Analytical techniques

3. Meetings

1. Final product, service, or

result transition

2. Organizational process

assets updates


INPUTSINPUTS


� The project management plan becomes the agreement between the project

manager and project sponsor, defining what constitutes project completion.

2. Accepted deliverables

� Accepted deliverables may include approved product specifications, delivery

receipts, and work performance documents.

� Partial or interim deliverables may also be included for phased or cancelled

projects.


� Project or phase closure guidelines or requirements.

� Historical information and lessons learned knowledge base.



1. Expert judgment

� Expert judgment is applied when performing administrative closure activities. These

experts ensure the project or phase closure is performed to the appropriate

standards.

2. Analytical Techniques

� Regression analysis.

� Trend analysis.� Trend analysis.

3. Meetings

� Meetings may be face-to-face, virtual, formal, or informal. This may include project

team members and other stakeholders, involved in or affected by the project.

� Types of meetings include, lessons learned, closeout, user group, and review

meetings.


OUTPUTSOUTPUTS


OUTPUTSOUTPUTS1. Final product, service, or result transition

� Formal acceptance and handover of the final product/service.

� Includes receiving a formal statement that the terms of the contract have been met.

2. Organizational process assets updates

� Project files.

� Documentation resulting from the project’s activities, for example, project

management plan, scope, cost, schedule and project calendars, risk registers,

change management documentation, planned risk response actions, and risk impact.

� Project or phase closure documents.

� Formal documentation that indicates completion of the project or phase and the

transfer of the completed project or phase deliverables to others, such as an

operations group or to the next phase.


OUTPUTSOUTPUTS

� During project closure the project manager reviews prior phase documentation,

customer acceptance documentation from the Verify Scope process and the

contract, to ensure that all project requirements are complete prior to finalizing the

closure of the project.

� If the project was terminated prior to completion, the formal documentation

indicates why the project was terminated and formalizes the procedures for the

transfer of the finished and unfinished deliverables of the cancelled project totransfer of the finished and unfinished deliverables of the cancelled project to

others.

� Historical information

� Historical information and lessons learned information are transferred to the lessons

learned knowledge base for use by future projects or phases.

� This can include information on issues and risks as well as techniques that worked

well that can be applied to future projects.


OUTPUTSOUTPUTS

1. Deliverable Turnover—Verification and Acceptance. In this step, deliverables are reviewed

and tested against previously determined requirements and are accepted by the customer with a formal sign-

off.

2. Post completion Data. In this step, you determine any variances in the schedule, cost (personnel and

expenses), and scope (deliverables and requirements).

3. Follow-Up Maintenance and Warranties. If applicable, hand off any hardware, software, or

other equipment and review the coverage on warranties and the maintenance requirements.

Administrative closure

other equipment and review the coverage on warranties and the maintenance requirements.

4. Team Member Performance Reporting. The project manager provides information to functional

management on the performance of project team members during the life of the project.

5. Financials. Ensure that all expenses are paid and project budgets are closed. Generate the necessary

financial reports.

6. Releasing Staff. Ensure a smooth transition for all staff to new assignments. Notify functional managers

with sufficient lead time so that meaningful work assignments can be made.

7. Formal Closing Report. Prepare a summary of the information above, including any open issues, and

distribute it to appropriate stakeholders.


1. Turnover of deliverables and all necessary supporting documentation

2. Verification of work and deliverables

3. Formal acceptance of deliverables per previously defined requirements

4. Audit to document performance

OUTPUTSOUTPUTS

Contractual Closure

5. Final documentation that the contract is complete

6. Final payment


OUTPUTSOUTPUTS

Closing Process Group

Project is complete

Project Phase is complete

Procurement is complete

Project or procurement is terminated

Conduct Close-Out Meeting

Share Lesson Learned Evaluate Success


OUTPUTSOUTPUTS

Close-Out Meeting AGENDA

1. Review project statement of work.

2. Review actual deliverables and show how project met its measurable success

indicators.

3. Summarize what was done well.

4. Identify areas for improvement.

5. Request recommendations for improvement.

6. Determine if any additional tasks are required to complete the project.

7. List additional tasks, responsible persons, and due date.

8. Document lessons learned for the project notebook.

9. Discuss the project notebook availability to appropriate personnel for

future projects.

10. Evaluate subcontractor performance.


OUTPUTSOUTPUTS

Informal Project Team Close-Out Meeting

1. Brainstorm to identify what went right with the project.

2. Brainstorm to identify what went wrong with the project.

3. List ideas for improvements.

4. List ideas for ensuring that what went right happens again.4. List ideas for ensuring that what went right happens again.

5. Recognize the accomplishments of individuals.


OUTPUTSOUTPUTS

Project Manager’s Role during the project Close-Out

1. Ensure that all project deliverables have been completed and formally accepted

by the customer.

2. Determine if the measurable success indicators were achieved.

3. Conduct project close-out meetings, both internal and external.3. Conduct project close-out meetings, both internal and external.

4. Write the final project report.

5. Document and share lessons learned.


OUTPUTSOUTPUTS

Sharing LESSON LEARNED

1. Lessons Learned Database

� Categorized electronic project information database

2. Continuous Improvement Recommendations

� Project Management Process� Project Management Process

� Forms

� Standards


OUTPUTSOUTPUTS

Evaluation Project SCUCCESS

1. Project purpose

2. Deliverables

3. Measurable success indicators

� Quality

� Schedule� Schedule

� Cost


REMEMBERREMEMBER

1. The meaning of control that is important to project managers is the one that concerns

the use of information, comparing actual progress to the plan so that action can be taken

to correct for deviations from plan.

2. The only way a project is really in control is if all team members are in control of

their own work.

3. The effort used to control a project should be worthwhile. You don’t want to spend

$100 to purchase a $3 battery.$100 to purchase a $3 battery.

4. If you take no action in response to a deviation, you have a monitoring system, not

a control system.

5. Project working times must be recorded daily. If people wait a week to capture what they

have done, they rely on memory and end up writing down estimates of what they did.

Such data are no good for future estimating.

6. Project evaluation is done to determine whether a project should continue or be canceled.

Process reviews also should help the team learn in order to improve performance.


REMEMBERREMEMBER

1. Change must be controlled and communicated.

2. Understanding and identifying likely sources of change assists you in remaining

proactive.

3. Typical sources of change are scope, schedule, and budget adjustments.

4. It is crucial to keep the baseline plan current.

5. The six common steps you will take in a typical change control process are to enter the

initial change control information into your change control log 1; determine if the change

should be processed 2; submit recommendations to management and/or the customer for

review and approval 3; update the project plan; distribute the updated plan 4; and

monitor the change 5 and track progress against the revised plan 6.

6. The change control form and log are your primary controlling documents.

7. Thresholds should be established when determining your response to project change.

8. Project spin-off usually occurs when the project change is so dramatic that you and your

team determine that an entirely separate project should be initiated.


REMEMBERREMEMBER

9. Work Authorization System

� A collection of formal documented procedures that defines how project work will be

authorized to ensure the work is done by the identified organization, at the right

time, and in the proper sequence.

� A formal procedure for sanctioning project work.

� When I should start the work I’ve been assigned.

10. Integration is done by project manager.

11. Effective integration requires effective communication.


Refreshments

Q1: Effective project integration usually requires an emphasis on:

A. The personal careers of the team members.

B. Timely updates to the project management plan.

C. Effective communications at key interface points.

D. Product control.

Q2: The need for ------------ is one of the major driving forces for communication in a project.

A. Optimization

B. Integrity

C. Integration

D. Differentiation


Refreshments

Q3: All of the following are parts of an effective change management plan EXCEPT:

A. Procedures

B. Standards for reports

C. Meetings

D. Lessons learned


Refreshments

Q4: A work authorization system can be used to:

A. Manage who does each activity.

B. Manage what time and in what sequence work is done.

C. Manage when each activity is done.

D. Manage who does each activity and when it is done.


Refreshments

Q5: The project charter for a project was approved for planning and you have just been

assigned as project manager. Realizing that project planning is an ongoing effort throughout

the project, which processes are you MOST likely to combine?

A. Create WBS and Define Activities

B. Estimate Activity Durations and Develop Schedule

C. Develop Human Resource Plan and Estimate CostsC. Develop Human Resource Plan and Estimate Costs

D. Estimate Costs and Determine Budget


THANK YOU


Leadership & Management

PMP_Project Integration Management