PMP Study Notes 4: Integration Management

http://edward-designer.com/web/pmp-project-integration-management/

integration management is needed when processes interacts

to identify,combine, unify and coordinate various processes/activities and manage the

interdependencies

communication is most important

a PM Plan not meeting requirements is a defect

Project Integration Management ITTOs

Develop Project Charter

Project SOW

Expert Judgements

Business Case

Facilitation

Agreements

Techniques

Project Charter

Enterprise Environmental
Factors
Organization Process
Assets
Develop Project

Project Charter

Expert Judgements

Management Plan

Outputs from Planning

Facilitation

Processes

Techniques

Project Management Plan

Enterprise Environment
Factors
Organization Process
Assets
Direct and Manage Project

Project Management Plan

Expert Judgements

Deliverables

Work

Approved Change

PMISMeetings

Work Performance Data

Requests

Change Requests

Enterprise Environment

PM Plan Updates

Factors

Project Document Updates

Organization Process
Assets
Monitor and Control
Project Work

Project Management Plan

Expert Judgements

Work Performance Reports

Schedule Forecasts

Analytical

Change Requests

Cost Forecasts

Techniques

PM Plan Updates

Validated Changes

PMISMeetings

Project Document Updates

Work Performance Info

Enterprise Environment
Factors
Organization Process
Assets

Perform Integrated

Project Management Plan

Expert Judgements

Approved Change Requests

Change Control

Work Performance Reports

Meetings

Change Log

Change Requests

Change Control

PM Plan Updates

Enterprise Environment

Tools

Project Document Updates

Project Management Plan

Expert Judgements

Final Product/Service/Result

Accepted Deliverables

Analytical

Transition

Organization Process

Techniques

Organization Process Assets

Assets

Meetings

Update

Factors
Organization Process
Assets
Close Project or Phase

Develop Project Charter

formally authorize the project and allow the PM to apply organizational resources

well-defined project start and project boundaries

project charter is a several page document including high level information of the project: project
background, business case, goals (S.M.A.R.T. specific, measurable, attainable, realistic, time-bound),
who is and the authority of the project manager, budget, risk, stakeholders, deliverables, approval criteria,
etc.

can link the project to other works in the organization through portfolio/program management

signed off by the sponsor (the one who supply the money/resources)

agreements: either a contract (for external parties), letter of intent, service level agreement, etc.
(can be legally binding or NOT)

a charter is NOT a contract because there is no consideration

PMO may provide the expert judgement

Facilitation techniques includes brainstorming, conflict resolution, problem solving, meeting, etc.

Develop Project Management Plan

the project management plan is a formal written document on how the project is executed,
monitored and closed, including all subsidiary management plans
(scope, requirements, change, configuration, schedule, cost, quality, process improvement, human
resource, communication, risk, procurement) and documents (cost baseline, schedule baseline, scope

baseline, performance measurement baseline, cost estimate, schedule, responsibility for each
deliverable, staff requirements) and some additional documents/plans (selected PM processes and level
of implementation)

the contents to be tailored by the PM (tailoring) to suit each project

created by PM, signed off by destined KEY stakeholders (e.g. project sponsor, project team,
project manager)
may be progressively elaborated in iterative phases (outputs from other processes), this must be

the finalprocess/iteration to consolidate the PM Plan

when the project management plan is baselined (i.e. validated and then signed of by key

stakeholders), it is subject to formal change control and is used as a basis for comparison to the actual
plan
after baselining, the senior management must be consulted if these high level constraints are to

be altered (whether to use the management reserves)

can be re-baselined if significant changes are seen (scope change, internal changes/variances

(for the project execution), external factors) <- needed to be approved by sponsors/stakeholders/senior
management, must understand the underlying reasons first (built-in costs is not usually a legitimate
reason)

cost baseline (specific time-phased budget), schedule baseline (-> knows when to spend
money), scopebaseline (includes scope statement, WBS, WBS dictionary): whether
preventive/corrective/defect repair actions are needed

the performance measurement baseline (PMB) is an approved scope-schedule-cost plan for

the project work (to use in earned value management), it includes contingency reserve but
excludes management reserves

configuration management (works with change control management plan), document all
change versions of project deliverables and completed project components, PMIS
includes: Configuration Management System (contains the updated deliverable/project specifications
and processes) and Change Control System (contains formal documents for tracking changes)

configuration management system contains the most updated version of project

documents

other project documents NOT included in the project management plan:

Kick-of Meeting: at beginning of the project/phase, participants including project

team+stakeholders, element including project review, responsibility assignment matrix, participation of
stakeholders, escalation path, frequency of meetings

Microsoft Project is considered by PMI as close to a bar chart, not an PMIS

Direct and Manage Project Work

create project deliverables, acquire/assign/train staff, manage vendors, collect data for reports,
document lessons learned

implement approved process improvement plans and changes, change requests

include corrective actions,preventive actions, defect repair and updates (all considered to be change
requests)

if the PM discovers a defect, he/she should instruct the team to make defect repair during this
process (need change request but may be approved by the PM only (if stipulated in PM Plan for minor
change))

approved change requests approved in the perform integrated change control, may include
preventive, corrective and defect repair actions

change requests may arise as a result of implementing approved change requests

PM should be of service to the team, not a boss

a work authorization system (part of EEF) defines approval levels needed to issue work
authorization (to allocate the work) and is used to prevent scope creep as formal approval must be
sought before work begins

Stakeholder risk tolerance is part of EEF

Face-to-face meeting is considered to be most effective

The PM Plan can be considered as a deliverable

most of the time of project spends here

Monitor and Control Project Work

validated changes actions taken as a result of the approved change requests are validated against the
original change requests, to ensure correct implementation

corrective and preventive actions usually dont affect the baseline, only affect the performance
against the baseline

defect repair: considered as rework, deliverable not accepted, either rework or scrap, strongly
advise defect prevention to defect repair

the work performance info is fed from all other control processes (e.g. control schedule, control
stakeholder engagement, control communications, control costs, control quality, etc.)

variance analysis is NOT a forecast method

Perform Integrated Change Control

the PM should influence the factors that cause project change

changes arises as a result of: missed requirements, views of stakeholders, poorly designed WBS,
misunderstanding, inadequate risk assessment

all the process is documented in the change log

tracked using a change management system, also affect configuration management system

configuration control: changes to deliverables and processes

change control: identify/document/approve changes

configuration management activities: configuration identification, configuration status

accounting, configuration verification / audit to ensure the latest configuration is adopted and delivered

for a change request: 1) identify need, 2) assess the impact, response and alternatives, 3)
create CR, 4) Meet with stakeholders, 5) obtain approval from CCB (change control board) or PM
as defined in roles and responsibility document/PM Plan, 6) request more funding if needed

customers/sponsors may need to approve certain decisions by CCB (if they are not part of CCB)

communicate the resolutions (approve or reject) to change requests to stakeholders

Burnup chart vs Burndown chart

Close Project or Phase

ensure all procurements are closed (in the Close Procurements Process) before formal closure of
the project/phase

create the project closure documents

formal sign off by designated stakeholders/customer

obtain formal approval to close out the project/phase (administrative closure)

obtain approval and deliver the deliverables (maybe with training)

finish and archive documentations, lessons learnt and update to organizational process asset

if the contract comes with a warranty, make sure that changes during the project are evaluated
against the origin clauses, ensure alignment of the warranty and changes

to close a project as neatly and permanently possible

for multi-phase projects, this process will be performed once for every phase end and once for
the whole project (5 times for project with 4 phases)

litigation can be further pursued after the closure