Post on 10-Apr-2015
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February 12, 2006 Presented by www.ProjacsTraining.com
Project Integration Management
Prepared by: Eng. Ahmed Farahat, PMP
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management
l Includes the processes and activities
needed to identify, define, combine,
unify, and coordinate the various
processes and project management
activities within the project
management process groups.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
l Include characteristics of unification , consolidation, articulation, and integrative actions that are crucial to project completion, successfully meeting customer and other stakeholders requirements, and managing expectations.
Project Integration Management
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
l 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.
Project Integration Management
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management
l 4.1 Develop Project Charter
l 4.2 Develop Preliminary Project Scope Statement
l 4.3 Develop Project Management Plan
l 4.4 Direct and Manage Project Execution
l 4.5 Monitor and Control Project Work
l 4.6 Integrated Change Control
l 4.7 Close Project
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration ManagementProcesses Orientation
Initiation4.1 Develop Project Charter4.2 Develop Preliminary Project Scope Statement
Monitoring & Controlling4.5 Monitoring & Controlling
Project Work4.6 Integrated Change Control
Executing4.4 Direct & Manage Project
Execution
Planning4.3 Develop Project Management
Plan
Closing4.7 Close Project
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration ManagementProcesses Flow Diagram
4.1 Develop Project Charter
4.5 Monitoring & Controlling Project Work
4.4 Direct & Manage Project Execution
4.3 Develop Project Management Plan
4.7 Close Project
4.2 Develop Preliminary Project Scope Statement
4.6 Integrated Change Control
Project Initiator 0rSponsor
Organizational ProcessAssets
Enterprise EnvironmentalFactors
Scope Definitions
Customer
ContractAdministration
Contract Closure
Project ManagementPlan Development
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration ManagementDevelop Project Charter
4.1 Develop Project Charterl The project charter is the document that formally
authorizes a project, and provide the project manager with the authority to apply organizational resources to the project activities.
l The projects are usually chartered and authorized external to the project organization by an enterprise, a government agency, a company, a program organization, or portfolio organization.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project is initiated as result of one of the following:l A market demand.
l A business need.
l A customer request.
l A technological advance.
l A legal requirement.
l A social need.
Project Integration ManagementDevelop Project Charter
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration ManagementDevelop Project Charter
Project Charter address the following information:
l Requirements that satisfy stakeholder needs, wants,
and expectation.
l Business need, high level product description, or
product requirements that the project is undertaken
to address.
l Project purpose and justification.
l Assigned project manager and authority level.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration ManagementDevelop Project Charter
l Summary milestone schedule.
l Stakeholders influence.
l Functional organizations and their participation.
l Organizational, environmental & external assumptions.
l Organizational, environmental & external constraints.
l Business case justifying the project, including return on investment.
l Summary budget.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
Develop Project Charter
Inputs1. Contract (when applicable)2. Project statement of work3. Enterprise environmental
factors4. Organizational process
assets
Tools & Techniques1. Project selection methods2. Project Management methodology3. Project Management Information
System (PMIS)4. Expert judgment
Outputs1. Project charter
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration ManagementDevelop Project Charter
Inputs
1. Contract (when applicable)l Contract is a legally binding document (formal
agreement), should be stated all requirements.
l Contract must be followed and everything provided in it must be done.
l Any change must be written and formally controlled and approved by both parties
l Contract is a legal relationship subject to remedy in the courts.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
Inputs
2. Project Statement of Workl SOW is a narrative description of product or
services to be supplied by the project.
l For internal projects, SOW based on the business
need, product, or services requirements.
l For external projects, SOW can be received from
the customer as part of bid document or as part of a
contract.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
Inputs
3. Enterprise Environmental Factorsl Organizational or Company culture and structure
l Governmental or industry standards
l Regulatory agency regulations
l Product standards
l Quality standards
l Workmanship standards
l Infrastructure (facilities & capital equipment)
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
Inputs
l Existing Human Resources
l Personal administration
l Company work authorization system
l Market place conditions
l Stakeholders risk tolerance
l Commercial databases
l Project Management information system (PMIS)
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
Inputs
4. Organizational Process Assets
Are the formal and informal policies, procedures, and guidelines whose effects
must be considered.
l Organization policies.
l Organizational procedures.
l Historical information.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
Inputs
l Organizational processes and procedures for conducting the work:l Organization standard processes.
l Standardized guidelines.
l Templates.
l Organization communication requirement.
l Project closure guidelines or requirements.
l Financial control procedures.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
Inputs
l Issue and defect management procedures.
l Change control procedures.
l Risk control procedures.
l Procedures of applying and issuing work
authorization.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
Inputs
l Organizational corporate knowledge base for storing and retrieving information:l Process measurement database.
l Project files.
l Historical information and lesson learned
knowledge base.
l Configuration management knowledge base.
l Financial database.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
Tools & Techniques
1. Project Selection Methods• Benefit measurement methods: that are
Comparative approaches, scoring models, benefit contribution or economic models.
• Mathematical models: that use linear, nonlinear, dynamic, integer, or multi objective programming algorithms.
2. Project Management Methodology• Define a set of project management process
groups, their related processes and related control functions.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
Tools & Techniques
3. Project Management Information System (PMIS)• Is a standardized set of automated tools
available within the organization and integrated into the system.
4. Expert Judgment• Other unite within the organization.• Consultant.• Stakeholders, including customer and sponsors.• Professional and technical associations.• Industry groups.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management
Develop Preliminary Project Scope Statement
4.2 Develop Preliminary Project Scope StatementThe Preliminary Project Scope Statement is developed
from information provided by the initiator or sponsor.
The project scope statement:l Is the definition of the project, What needs to be
accomplished.l Addresses and documents the characteristics and boundaries
of the project and its associated products and services, as wellas the method of acceptance and scope control, it includes:• Project and product objectives.• Product or service requirements and characteristics.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management
Develop Preliminary Project Scope Statement
• Product acceptance criteria.• Project boundaries.• Project requirements and deliverables.• Project constraints.• Project assumptions.• Initial project organization.• Initial defined risk.• Schedule milestones.• Initial WBS.• Order of magnitude cost budget.• Project configuration management requirements.• Approval requirements.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management
Develop Preliminary Project Scope Statement
Develop Preliminary Project Scope Statement
Inputs1. Project charter2. Project statement of work3. Enterprise environmental
factors4. Organizational process
assets
Tools & Techniques1. Project Management methodology2. Project Management Information
System (PMIS)3. Expert judgment
Outputs1. Preliminary Project Scope Statement
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management
Initiating Process Group
Develop Project
Charter
Develop Preliminary
Project Scope
Statement
EXECUTING PROCESS GROUP
MONITORING & CONTROLLING PROCESS GROUP
PLANNINGPROCESS GROUP
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Management Plan
4.3 Develop Project Management Planl Includes the actions necessary to define, integrate
and coordinate all subsidiary plans into a project management plan.
l Define how the project is executed, monitored, controlled, and closed.
l Document the collection of outputs of the planning processes of the planning processes groups, its includes:• Project management processes selected by the
project management team.• The level of implementation of each process.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Management Plan
l The descriptions of the tools and techniques to be used for accomplishing those processes.
l How the selected processes will be used to manage the specific project, including dependencies and interactions and the essential input and outputs.
l How work will be executed to accomplish the project objective.
l How changes will be monitored and controlled.
l How configuration management will be performed.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Management Plan
l How integrity of the performance measurement baseline will be maintained and used.
l The needs and techniques for communication among stakeholders.
l The selected project life cycle and, for multi phase project, the associated project phases.
l Key management review for content, extent and timing to facilitate addressing open issues and pending decisions.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Management Plan
Develop Project Management Plan
Inputs• Preliminary Project Scope
Statement• Project management
processes• Enterprise environmental
factors• Organizational process
assets
Tools & Techniques• Project Management methodology• Project Management Information
System (PMIS)• Expert judgment
Outputs• Project Management Plan
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Management Plan
Tools & Tech.
2. Project Manage. Information System (PMIS)l Is a standardized set of automated tools available
within the organization and integrated into the system.l Configuration management system
Is a subsystem of the overall PMIS, and its includes the process for submitting proposed change, tracking system for reviewing and approving, defining approval level for authorizing change, and providing a method to validate approved change. In most application areas, its includes the change control system.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Management Plan
Tools & Tech.
l Change control systemIs a subsystem of the overall Configuration management system, and its collection of formal documented procedures that define how project deliverables and documentation are
controlled, changed, and approved.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management
Planning Process Group
Scope PlanningDevelopProject
ManagementPlan
EXECUTING PROCESS
GROUP
CLOSINGPROCESS
GROUP
INITIATIONPROCESS
GROUP
Scope Definition
Quantitative Risk
Analysis
Risk Response Planning
RiskIdentification
Qualitative Risk
Analysis
Risk Management
Planning
Create WBS Activity Resource Estimating
Cost Estimating
Cost Budgeting
H R Planning
Quality Planning
CommunicationPlanning
Plan Contracting
PlanPurchases
AndAcquisitions
Activity Definition
Activity DurationEstimating
Activity Sequencing
Schedule Development
MONITORING& CONTROLLING
PROCESSGROUP
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Direct & Manage Project Execution
4.4 Direct & Manage Project ExecutionProcess requires the project manager and project team
to perform multiple actions to execute the project management plan to accomplish the work defined in the project scope statement .
Some of those actions are:• Perform activity to accomplish project objective.• Expend effort and spend funds to accomplish
project objective.• Staff, train, and manage the project team
members assigned to the project.• Obtain quotations, bids, offers, or proposals as
appropriate.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Direct & Manage Project Execution
• Obtain, manage, and use resources.• Implement the planned methods and standards.• Create, control, verify, and validate project
deliverables.• Manage risk and implement risk response plan.• Manage sellers.• Adapt approved changes into project’s scope, plan
and environment.• Establish and manage project communication
channels.• Collect project data and status information to
facilitate forecasting.• Collect and document lessons learned.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Direct & Manage Project Execution
Direct & Manage Project Execution required implementation of:• Approved corrective actions that will bring
project performance into compliance with the project management plan.
• Approved preventive action to reduce the probability of potential negative consequences.
• Approved defect repair request to correct product defects found by the quality process.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Direct & Manage Project Execution
Direct & Manage Project Execution
Inputs• Project management plan• Approved corrective
Actions• Approved preventive
actions• Approved Change requests• Approved defect repair• Validated defect repair• Administrative closure
procedure
Tools & Techniques• Project Management methodology• Project Management Information
System (PMIS)
Outputs• Deliverables• Requested change• Implemented change requests• Implemented corrective Actions• Implemented preventive actions• Implemented defect repair• Work performance information
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Direct & Manage Project Execution
Inputs
1. Project management plan
2. Approved corrective Actions
3. Approved preventive actions
4. Approved Change requests
5. Approved defect repair.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Direct & Manage Project Execution
Inputs
6. Validated defect repair
l Notification that re-inspected repaired items
have either been accepted or rejected.
7. Administrative closure procedure
l Documents all the activities, interactions, and
related roles and responsibilities needed in
executing the administrative closure procedure
for the project.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Direct & Manage Project Execution
Outputs
1. Deliverablesl A deliverables is any unique and verifiable
product, result or capability to perform a service that is identified in the project management Plan, and must be produced and provided to complete the project.
2. Work performance informationl Information on the status of the project
activities being performed to accomplish the project work is routinely collectedl Schedule progress showing status information.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Direct & Manage Project Execution
Outputs
l Deliverables that have been completed and those not completed.
l Schedule activities.l Extent to which quality standard are met.l Costs authorized and incurred.l ETC the schedule.l Percent physically completed of the in-
progress schedule activities.l Lessons learned.l Resource utilization detail.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management
Executing Process Group
CLOSING PROCESS
GROUP
PLANNINGPROCESS
GROUP
INITIATIONPROCESS
GROUP
Direct andManageProject
Execution
AcquireProject Team
PerformQuality Assurance
DevelopProject Team
RequestSellers Responses
InformationDistribution
SelectSellers
MONITORING& CONTROLLING
PROCESSGROUP
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Monitor and Control Project Work
4.5 Monitor and Control Project Workl Is performed to monitor project processes
associated with initiating, planning, executing, and closing.
l Corrective and preventive action are taken to control the project performance.
Control project work process is concerned with:l Comparing actual project performance against the project
management plan.
l Assessing performance to determine whether any corrective or preventive action are indicated.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Monitor and Control Project Work
l Analyzing, tracking, and monitoring project risk.
l Maintaining an accurate, timely information base
concerning the project’s product(s).
l Providing forecasts to update current cost and
schedule information.
l Monitoring implementation of approved change
when and as they occur.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Monitor and Control Project Work
Inputs• Project management plan• Work performance
information• Rejected Change requests
Tools & Techniques• Project Management methodology• Project Management Information
System (PMIS)• Earned value management• Expert judgment
Outputs• Recommended corrective Actions• Recommended preventive actions• Forecasts• Recommended defect repair• Requested changes
Monitor and Control Project Work
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Monitor and Control Project Work
Inputs
1. Project management plan
2. Work performance information
3. Rejected Change requestsl Include the change request, their supporting
documentation, and their change review status
showing a disposition of rejected change
requests.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Monitor and Control Project Work
Tools & Tech.
3. Earned value managementl Earned value technique measures
performance of the project, from
initiation through project closure, also
provides the mean to forecast future performance based upon past
performance.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Monitor and Control Project Work
Outputs
3. Forecastsl Include estimates or prediction of
conditions and events in the project’s
future, based on information and
knowledge available at the time of the forecast, for example, estimate at
completion and estimate to complete.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Integrated Change Control
4.6 Integrated Change ControlThe process performed from project inception through
completion. It includes the following change
management activities in differing levels of details,
based upon the completion of the project execution:l Identifying that the change needs to occur or has
occurred.
l Influencing the factors that circumvent integrated change
control so that only approved changes are implemented.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Integrated Change Control
l Reviewing and approving requested changes.l Managing the approved changes when and as they
occur.l Maintaining the integrity of baseline.l Controlling and update the scope, cost, budget,
schedule and quality requirements based upon approved changes.
l Documenting the complete impact of the requested changes.
l Validating defect repair.l Controlling project quality to standards based on
quality reports.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Integrated Change Control
Integrated Change Control
Inputs• Project management plan• Requested Changes• Work performance information• Recommended preventive actions• Recommended corrective actions• Recommended defect repair• Deliverables
Tools & Techniques• Project Management methodology• Project Management Information
System (PMIS)• Expert judgment
Outputs• Approved change requests• Rejected change requests• Project management plan (updates)• Project scope statement (updates)• Approved corrective Actions• Approved preventive actions• Approved defect repair• Validated defect repair• Deliverables
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management
Monitoring and Controlling Process Group
MonitorAnd Control
ProjectWork
CLOSINGPROCESS
GROUP
INITIATIONPROCESS
GROUP
Scope Verification
Contract Administration
Scope Control
Cost Control
Perform Quality Control
Manage Project team
Perform Reporting
Manage Stakeholders
Risk Monitoring and Control
Schedule Control
IntegratedChangeControl
EXECUTINGPROCESS
GROUP
PLANNING PROCESS
GROUP
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Close Project
4.7 Close Projectl The process involves performing the project closure
portion of the project management plan. l Its includes finalizing all activities completed across
all project management process group to formally close the project or a project phase.
l Establishes the procedures to coordinate activities needed to verify and document the project deliverables, to coordinate and interact to formalize acceptance by customer or sponsor.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Close Project
The two procedures to perform the closure activities across the entire project or for a project phase
l Administration closure procedure:l Details of all the activities.l Related roles and responsibilities of the project
team members and other stakeholders.l Collect project records.l Analyze project success or failure.l Gather lessons learned.l Archive project information.
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Close Project
l Contract closure procedure:l Settle and close any contract agreement
established for the project.l Define related activities supporting the formal
administrative closure of the project.l Product verification (all work completed correctly
and satisfactorily).l Administrative closure (updating of contract
records and archiving information).
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Close Project
Inputs• Project management plan• Contract documentation• Enterprise environmental
factors• Organizational process
assets• Work performance
information• Deliverables
Tools & Techniques• Project Management methodology• Project Management Information
System (PMIS)• Expert judgment
Outputs• Administrative closure procedure• Contract closure procedure• Final product, services or result• Organizational process assets
(updates)
Close Project
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management Close Project
Outputs
4. Organizational process assets
(updates)
l Formal acceptance documentation.
l Project files.
l Project closure documents.
l Historical information.
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management
Closing Process Group
CloseProject
PLANNINGPROCESS
GROUP
ContractClosure
MONITORING & CONTROLLING PROCESS
GROUP
EXECUTING PROCESS
GROUP
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
Project Integration Management
?
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz
1. A team member notifies you, after the fact, that she has added extra functionality to the project. There was no impact on the cost or schedule. What should be done as a result of this change?
A. Inform the customerB. Make sure marketing is aware of the changeC. Understand what functionality was addedD. Implement change control processes to track
the changeC) Understand what functionality was added
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
2. The project is not going well and many changes are being made. Which of the following should you do FIRST to gain control of the project?
A. Remind everyone of the change proceduresB. Create a new change formC. Ask management for helpD. Review the scope of work with the
stakeholders
D) Review the scope of work with the stakeholders
PMBOK® Multiple Choice Quiz
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
3. Management assigns you to be the project manager of a project that crosses functional lines and is designed to operate at 6-sigma levels. Management has given you cost and schedule requirements. Which of the following would NOT be an appropriate action on your part?
A. Evaluating the project risksB. Accepting the requirementsC. Creating a detailed estimateD. Working with the team to come up with a project plan
B) Accepting the requirements
PMBOK® Multiple Choice Quiz
32
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
4. The project charter for a project was approved for planning, and you have just been assigned as project manager. Realizing that planning is an ongoing effort throughout the project life cycle, which processes are you MOST likely to combine?
A. Activity duration estimating and schedule developmentB. Scope definition and activity definitionC. Resource planning and cost estimatingD. Cost estimating and cost budgeting
B) Scope definition and activity definition
PMBOK® Multiple Choice Quiz
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
5. During the execution of a project, many changes are made to the project. What should the project manager do now?
A. Wait until all changes are known, print out a new schedule and revise the baseline
B. Make changes as needed, but maintain a schedule baselineC. Make only the changes approved by managementD. Talk to management before any changes are made
B) Make changes as needed, but maintain a schedule baseline
PMBOK® Multiple Choice Quiz
33
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
6. You are a new project manager who has never managed a project before and you have been asked to plan a new project. It would be BEST in this situation to rely on _______ during planning to improve your chance of success.
A. your intuitionB. your trainingC. historical informationD. responsibility chart
C) historical information
PMBOK® Multiple Choice Quiz
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz
7. A project plan should be realistic in order to be used to manage the project. Which of the following is the BEST method to achieve a realistic project plan?
A. Senior manager creates the project plan based on input from the project manager
B. Functional manager creates the project plan based on input from the project manager
C. Project manager creates the project plan based on input from senior management
D. Project manager creates the project plan based on input from theteam
D) Project manager creates the project plan based on input from the team
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
8. You are assigned as the project manager in the middle of the project. The project is within tolerances for the baseline, but the customer is not happy with the performance of the project. What is the FIRST thing you should do?
A. Discuss it with the project teamB. Recalculate baselinesC. Renegotiate the contractD. Meet with the customer
D) Meet with the customer
PMBOK® Multiple Choice Quiz
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
9. When it comes to changes, the project manager's attention is BEST spent on:
A. making changes.B. preventing unnecessary changes.C. tracking and recording changes.D. informing management of changes.
B) preventing unnecessary changes, It is proactive answer
PMBOK® Multiple Choice Quiz
35
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
10. The Java development of a project is outsourced to India. The project schedule is starting to slip. What is the LEAST likely cause of the slippage?
A. Cultural influencesB. InternationalizationC. Lack of competent programmersD. Communication
C) Lack of competent programmers
PMBOK® Multiple Choice Quiz
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
11. After a large amount of effort, the project team has finally determined the specifications for a major scope change to the project. In light of this, what should the project manager do FIRST?
A. Look for other changesB. Notify the stakeholders about the new scopeC. Gain sign-off on this changeD. Calculate the risks associated with this change
D) Calculate the risks associated with this change
PMBOK® Multiple Choice Quiz
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February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
12. During the execution of a project, the project manager determines that a change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of:
A. management by objectives.B. lack of a change control system.C. good team relations.D. lack of a clear work breakdown structure.
B) lack of a change control system.
PMBOK® Multiple Choice Quiz
February 12, 2006Presented by
www.ProjacsTraining.com Eng. Ahmed Farahat , PMP
13. A project manager learned that corrective action was taken by a team member and was not documented. What should the project manager do next?
A. Report the violation to the functional managerB. Clarify the reasoning behind the team member's action
C. Add the corrective action to the historical recordD. Find out who caused the problem
C) Add the corrective action to the historical record
PMBOK® Multiple Choice Quiz