Integration Management 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 1. Develop Project Charter (Initiating): developing the project charter that formally authorizes a project or a project phase. 2. Develop Preliminary Project Scope Statement (Initiating): developing the preliminary project scope statement that provides a high-level scope narrative. 3. Develop Project Management Plan (Planning): documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans into a project management plan. 4. Direct and Manage Project Execution (Executing): executing the work defined in the project management plan to achieve the projects requirements defined in the project scope statement. 5. Monitor and Control Project Work (Controlling): monitoring and controlling the processes used to initiate, plan, execute, and close a project to meet the performance objectives defined in the project management plan. 6. Integrated Change Control (Controlling): reviewing all change requests, approving changes, and controlling changes to the deliverables and organizational process assets. 7. Close Project (Closing): finalizing all activities across all of the Project Management Process Groups to formally close the project or a project phase. SOW: a narrative description of products or services to be supplied by the project, indicates: business need, product scope, strategic plan Feasibility study: A preliminary study that examines the profitability of the project, the soundness or feasibility of the product of the project, the marketability of the product or service, alternative solutions, and the business demands that generate the request Enterprise environmental factors: External or Internal enterprise factors that may influence the projects success, Company Culture & Structure, Government or industry standards, infrastructure, existing human resources, personal administration (Hire, Fire, and performance), work authorization, Market place condition, Stake holder risk tolerance, Commercial database, PMIS Organizational Process Assets: Any process related assets that can be used to influence the projects success: Standards, Policies, Standard Product and Project Life Cycles, Quality policies & procedure, performance measurement criteria, Templates, Communication requirements, Project Closure Guidelines, Risk Control procedure, Issue and Defect Management Procedure, Change Control Procedure, Procedure for Approving & issuing work authorization. It also include Process Measurement database, project files, Historical information & Lessons learned, Configuration management database, financial database containing labor hours, costs & budgets. Project Selection Methods 1. Benefit Measurement Methods (Comparative Approach) 1. Cost-benefit analysis 2. Weighted scoring model 3. Cash flow analysis techniques (Payback period, Internal Rates of return, Preset Value (PV) and net present value (NPV), Opportunity Cost, Discounted Cash Flow) 2. Constrained Optimization Methods (Mathematical Models) 1. Linear 2. Nonlinear 3. Dynamic 4. Integer 5. Multiple Objective Programming PMIS: Tools & Techniques to gather integrate and disseminate the outputs of project management processes. Aids in all aspect of PM from initiation to closeout. It incorporates the configuration management system and the change control system. Can include manual & automated systems Project management methodology: PLC, phases, deliverables, templates, checklists, guidelines, roles& responsibilities. Can be either a formal mature process or an informal technique that aids a project management team in effectively developing the project artifacts Expert judgment: Individual/ Groups with specialized knowledge or training Project Charter: formal document 1. 2. Issued by initiator or sponsor external to project organization with higher level and authority who has the authority to fund Authorize project (the project has begun) Page 1 of 4 12/5/07 Last Updated

3. 4. 5.

Gives Project Manager Authority It is broad enough that it does not have to change as the project changes why (Market demand, Business needs, Customer request, Technological advanced, Legal requirements, Social need)

Project Charter components: 1. Requirements that specify Customer/Sponsor Needs, wants and expectations 2.Business Needs 3.Project purpose or justification 4. Assigned PM authority 5.Stakeholder influence 6.Functional organization participation 7.Assumptions & Constraints 8.Business case and return on investment 9.Summary Budget Constraints: An applicable restriction or limitation, either internal or external to the project, that will affect the performance of the project or a process Assumptions: for planning purposes, are considered to be true, real, or certain without proof or demonstration. Assumptions generally involve a degree of risk Preliminary Project Scope Statement: More details than the charter, Less details than Project Scope Statement, way of proving the understanding of the project Project Management Plan: It defines how project is executed, monitored and controlled and closed, can be either summary or detailed and can be composed of one or more subsidiary plans and other components, created by the project manager with the help of the project team having input from the stakeholders and approved by the stakeholders. Approved, Realistic, Formal and buy-in Management (subsidiary) plans: Specify how you will define, plan, manage and control each knowledge area. Includes: project scope management plan, Schedule management plan, Cost management plan, Quality management plan, Staffing management plan, Communication management plan, Risk management plan, Procurement management plan, Contract management plan PMP component: PM processes selected, how work will be executed, how changes will be monitored and controlled, how configuration management will be performed, how integrity of the performance measurement baselines will be maintained and used, the need and techniques for communication among stakeholders, the selected PLC and, for multi-phase projects, the associated project phases, key management reviews for content, extent, and timing to facilitate addressing open issues and pending decisions, work authorization system, Configuration Management: It is a sub system of overall project management information system. Documentations control, change control and version control. Change Control System: It is a collection of formal documented procedures that define how project deliverables and documentation are controlled, changed and approved. Subsystem of configuration management. It must also include procedures to handle changes that may be approved without prior review Work authorization system: a subsystem of the overall project management system, a collection of formal documented procedures that defines how project work will be authorized (committed) to ensure that the work is done by the identified organization, at the right time, and in the proper sequence, Includes the steps, documents, tracking system, and defined approval levels needed to issue work authorizations Direct and Manage Project Execution: the process requires the project manager and plan to accomplish the work defined in the project scope statement. The project manager, along with the project management team, directs the performance of the planned project activities, and manages the various technical and organizational interfaces that exist within the project and keep the stakeholders well-informed Work Performance Information: Schedule progress, status information, completed /no completed deliverables, schedule activities that have started and those that have been finished, Extent to which quality standards are being met, Costs authorized and incurred, Estimates to complete the schedule activities that have started, Percent physically complete of the inprogress schedule activities, documented lessons learned posted to the lessons learned knowledge base, resource utilization detail Deliverable: Any unique measurable, tangible, verifiable outcome, product, result, capability to perform a service or item that must be produced to complete a process, phase, project or part of a project, subject to approval by the project sponsor or customer. Monitor and Control Project Work: monitoring includes collecting, measuring, and disseminating performance information, and assessing measurements and trends to effect process improvements. Performed to monitor project processes associated with initiating, planning, executing, and closing Page 2 of 4 12/5/07 Last Updated

Earned Value Technique: measures performance (scope, schedule, cost) from initiation through closure. Means to forecast future performance based upon past performance. Forecasts: estimates or predictions of conditions and events in the projects future, based on information and knowledge available at the time of the forecast, using EVM Integrated Change Control: It is performed from project inception thru completion, it includes 1. Identifying that a change needs to occur or has occurred 2. Make sure only approved changes are implemented 3. Reviewing and approving requested changes 4. Managing approved changes as and when they occur and regulating them 5. Maintain integrity of baseline 6. Review and approve all recommended corrective and preventive actions 7. Controlling and updating scope, cost, budget, schedule and quality requirements 8. Documenting impact of requested changes 9. Validating defect repair 10. Controlling project quality to standards based on quality reports. Change control board: Responsible for approving and rejecting the requested changes, the roles and responsibilities of these boards are clearly defined within the configuration control and change control procedures (PMP), and are agreed to by the sponsor, customer, and other stakeholders Changes request: Changes requested to project objectives (scope, time, cost and quality), are often identified while project work is being performed. Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated, may approved or rejected in the CCB process and implemented during the direct project execution process Corrective Action: reactive documented recommendations required to bring expected future project performance into conformance with the project management plan, projects must meet their performance measurement baseline, implementing actions to deal with actual deviation from the performance baseline, may approved or rejected in the CCB process and implemented during the direct project execution process Preventive Action: proactive documented recommendations that reduce the probability of negative consequences associated with project risks, deal with anticipated or possible deviation from the performance baseline, may approved or rejected in the CCB process and implemented during the direct project execution process Defect repair: request to correct product defects found in the quality inspection or the audit process, validated Defect Repair: notification that re-inspected repaired items have either been accepted or rejected, may approved or rejected in the ICC process and implemented during the direct project execution process Historical Information can include: Tasks, WBS, Reports, Estimates, Project Plans, Lessons learned, Benchmarks, Risks, Resources needed, Correspondence Administrative Closure Procedure: The procedures to transfer the project products or services to production and/or operations, step- by-step methodology for administrative the closure, Actions and activities to define the stakeholder approval requirements for changes and all levels of deliverables, Actions and activities that are necessary to confirm that the project has met all sponsor, customer, and other stakeholders requirements, verify that all deliverables have been provided and accepted, and validate that completion and exit criteria have been met, Actions and activities necessary to satisfy completion or exit criteria for the project. Contract Closure Procedure: Step-by-step methodology that addresses the terms and conditions of the contracts and any required completion or exit criteria for contract closure. It contains all activities and related responsibilities of the project team members, customers, and other stakeholders involved in the contract closure process. The actions performed formally close all contacts associated with the completed project. Final Product, Service, or Result: Formal acceptance and handover. Receipt of a formal statement that the terms of the contract have been met. Organizational process assets updates: Formal Acceptance Documentation, Project Files, Project Closure Documents, historical information, lessons learned, knowledge base. Managing Change, PM must be concerned with: Influencing the factors that affect change Ensuring that change is beneficial Determining that a change has occurred Determining if a change is needed Page 3 of 4 12/5/07 Last Updated

 Looking for alternatives to changes Minimizing the negative impact of changes Notifying stakeholders affected by the changes Managing changes as they occur Steps to make changes: Evaluate (assess) the impact of the change Create (compute) alternatives, including cutting other tasks, crashing, fast tracking, etc. Meet with mgmt, sponsor, & internal Stakeholders Meet with the customer as necessary

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