Pmp Chapter 4 2004

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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


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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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.




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.


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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



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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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



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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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 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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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.



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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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.




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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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)




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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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.




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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Inputs

l Issue and defect management procedures.

l Change control procedures.

l Risk control procedures.

l Procedures of applying and issuing work

authorization.




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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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.




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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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.





• 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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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




Initiating Process Group

Develop Project

Charter

Develop Preliminary

Project Scope

Statement

EXECUTING PROCESS GROUP

MONITORING & CONTROLLING PROCESS GROUP

PLANNINGPROCESS GROUP

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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.




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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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.




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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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.




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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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



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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• 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.




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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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


System (PMIS)

Outputs• Deliverables• Requested change• Implemented change requests• Implemented corrective Actions• Implemented preventive actions• Implemented defect repair• Work performance information




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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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.




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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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.




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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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.




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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Inputs• Project management plan• Work performance

information• Rejected Change requests


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




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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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.




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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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.




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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Integrated Change Control

Inputs• Project management plan• Requested Changes• Work performance information• Recommended preventive actions• Recommended corrective actions• Recommended defect repair• Deliverables



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




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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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.




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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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).




Inputs• Project management plan• Contract documentation• Enterprise environmental

factors• Organizational process

assets• Work performance

information• Deliverables



Outputs• Administrative closure procedure• Contract closure procedure• Final product, services or result• Organizational process assets

(updates)

Close Project

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Outputs

4. Organizational process assets

(updates)

l Formal acceptance documentation.

l Project files.

l Project closure documents.

l Historical information.




Closing Process Group

CloseProject

PLANNINGPROCESS

GROUP

ContractClosure

MONITORING & CONTROLLING PROCESS

GROUP

EXECUTING PROCESS

GROUP

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?



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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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




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


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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




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


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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





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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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




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


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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




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


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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.




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


Pmp Chapter 4 2004

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