4 - Projct Integeration Management - 52

4 Project Integration Management
CAPM Certification Examination Training Material Version 5.0 Copyright © 2013 by

PMI Mumbai Chapter. All rights reserved.
CAPM Certification Examination Training Material Version 5.0 Copyright © 2013 by PMI Mumbai Chapter.
1
All rights reserved.
4
Introduction PMBOK 63
Project Integration Management

 Covers processes and activities needed to identify, define, combine,
unify and coordinate various processes and project management
activities within the Project Management Process Groups
 Includes characteristics of unification, consolidation, articulation
and integrative actions crucial to achieving Project Objectives(meet
customer requirements and manage expectations of stakeholders)
 Making choices on resources allocation and tradeoffs amongst
competing objectives and alternatives, anticipating potential issues,
and overall coordination of Project
 Serves as Centralized control for managing changes and their
interdependencies among the Project Management Knowledge Areas
2
4
Project Integration Management

 Examples of Integration:
– Scope change affecting cost, time, quality, risk, resources
– Deliverables with ongoing operations or strategic plans
– Integrative nature of Projects reflected in preparing WBS,
budgeting, scheduling, hiring, project monitoring, risk analysis etc.
 Integration is primarily an ‘iterative’ process
 Project Manager/ Team must address each process and decide level
of implementation
 Project Manager’s job is to integrate all the pieces of the Project and
ensure and deliver ‘cohesive whole’(project), faster and cheaper
3
4
Project Integration Management PMBOK 61
Project Management Process Groups
Monitoring and
Initiating Planning Executing Closing
Controlling
1. Develop 2. Develop 3. Direct and 4. Monitor and 6. Close Project

Project Charter Project Manage Project Control Project or Phase
Management work Work
Plan 5. Perform
Integrated
Change Control
4
4
Project Integration Management Processes
1. Develop Project Charter

The process of developing documentation that formally authorizes the existence
of a project and provides the Project Manager with the authority to apply
organizational resources to project activities.
2. Develop Project Management Plan

The process of defining, preparing and coordinating all subsidiary plans and
integrating them into a comprehensive project management plan. The project’s
integrated baselines and subsidiary plans may be included within the project
management plan.
3. Direct and Manage Project Work

The process of leading and performing work defined in the project management
plan and implementing approved changes to achieve the project objectives.
5
4
Project Integration Management Processes
4. Monitor and Control Project Work

The process of tracking, reviewing and reporting project progress against
the performance objectives defined in the project management plan
5. Perform Integrated Change Control

The process of reviewing all the change requests, approving changes, and
managing changes to deliverables, Organizational Process assets, project
documents and the project management plan; and communicating their
disposition.
6. Close Project or Phase

The process of finalizing all activities of the project management process
groups to formally close the project or phase
6
4.1
Develop Project Charter PMBOK 67
Inputs
• What is Project Charter?

– An approved document that formally authorizes Project
– The project charter should be authored by sponsoring entity. It is a direct way
for the senior management to formally accept and commit to the project.
– PM is assigned at the earliest feasible, should always be assigned before start
of planning /during charter development
– Authorizes PM to plan and execute the project through application of
organizational resources
– Initiator /Sponsor external to project organization at a level appropriate to
funding the project
• What Project Charter should contain?
– High Level Requirements of customer, sponsor, stakeholder
7
4.1
Inputs
– Business needs, new product, services or result

– Project justification and alignment with strategic plan
– Measurable project objectives and related success criteria
– Assumptions and Constraints
– High level project description and boundaries
– High Level Risks
– Summary milestone schedule
– Summary budget
– Stakeholder list
– Project approval requirements (i.e. what contributes project success, who
decides the project is successful and who signs off the project)
– Assigned PM, responsibility and authority level
– Name and authority of the sponsor or other person(s) authorizing the project
8
4
Develop Project Charter PMBOK
Inputs Tools and Techniques Outputs
1. Project Statement of 1. Expert judgment 1. Project Charter

work 2. Facilitation Techniques
2. Business Case
3. Agreements
4. Enterprise
environment factors
5. Organizational
process assets
Creating a document that formally authorizes a project or phase and empowers the Project Manager
9
4.1.1
Inputs
1. Project Statement of Work(SOW)

– Provided by initiator/sponsor for internal projects;
– Part of bid document from customer for external projects
– Indicative of business needs (market demand), product
– scope description (product requirements) and strategic plan
2. Business Case
– Need and cost benefit analysis justifying the project
3. Agreements- Input when the project is external
4. Enterprise Environment Factors
Factors like but not limited to:
– Organizational infrastructure
– Government or Industry standards
– Marketplace conditions
10
4.1.1
Inputs
5. Organizational Process Assets

Factors like but not limited to
– Organizational Policies, processes and procedures
– Templates (project charter template, etc)
– Historical Information and Lessons Learned knowledge base
11
4.1.2
Tools and Techniques

1. Expert judgment
Can be from many sources but not limited to:
- Other units within organization
- Consultants
- Stakeholders, including customers or sponsors
- Professional and technical associations
- Industry groups
- Subject Matter Experts
- Project Management Office (PMO)
2. Facilitation Techniques
- Have broad application in project management process and help with guide lines
- The Techniques include
• Brainstorming
• Conflict resolution
• Problem solving
• Meeting management
12
4.1.3
Outputs
1. Project Charter
“A document issued by the project initiator or sponsor that

formally authorizes the existence of a project or phase, and provides
the project manager authority to apply organizational resources to
project activities”
13
4.1
©Project Management Institute. A Guide to the Project Management Body of Knowledge(PMBOK® Guide) – Fifith Edition
14
4.2
Develop Project Management Plan PMBOK 72
Introduction
• It is the process of defining, preparing and coordinating all Subsidiary Plans

and integrating them into a comprehensive project management plan.
• Documents collection of outputs of all the planning processes of the Planning
Process Group including the processes selected and implementation
guidelines.
• Defines how project will be executed, monitored, controlled and closed
• Content varies depending upon application are and complexity of Project
• It is developed through series of integrated processes extending through
project closure.
• Progressively elaborated by updates and controlled and approved through the
Perform Integrated Change Control process
15
Develop Project Management Plan PMBOK
1. Project Charter 1. Expert judgment 1. Project Management

2. Facilitation Techniques Plan
2. Outputs from other
planning processes
3. Enterprise
environmental factors
4. Organizational
process assets
Creating a document that formally authorizes a project or phase and empowers the Project Manager
16
4.2.1
Inputs
1. Project Charter
At the minimum it defines the high level boundaries of the project and
provided a starting point for initial planning through out the initiating
process group
2. Outputs from Planning Processes

Any baselines and subsidiary management plans from the other planning
processes become an input and integral part of project management plan
17
4.2.2
1. Expert judgment
– The expert judgment is utilized to
• Tailor the process to meet the project needs
• Develop Technical and management details to be included in the plan
• Determine resources and skill levels needed to perform the project work
• Define the level of configuration management to apply on the project
• Determine which project documents shall be subjected to formal change control

process
• Prioritize the work in the project to ensure the project resources are allocated to
the appropriate work at the appropriate time.
18
4.2.2
2. Facilitation Techniques
- Have broad application in project management process and help
with guide lines
- The Techniques include

• Brainstorming
• Conflict resolution
• Problem solving
• Meeting management
19
4.2.3
Outputs
1. Project Management Plan

- Project baselines include but are not limited to:
• Scope baseline
• Schedule baseline
• Cost baseline
- Subsidiary Plans include but are not limited to :
• Scope management plan,
• Requirements management plan
• Schedule management Plan
• Cost Management Plan
• Quality Management Plan
• Process Improvement Plan
• Human resource management plan
• Communications management plan
• Risk management Plan,
• Procurement management
• Stakeholder management Plan
20
4.2.3
• Project Management Plan Outputs
- Other plans and documents :

• Lifecycle that is selected for the project and the process that will be
applied to each phase.
• A Change management plan that documents how changes will be
monitored and controlled
• Configuration management plan
• Key management review for content, the extent of, and timing to
address, open issues and pending decisions.
21
4.2
©Project Management Institute. A Guide to the Project Management Body of Knowledge(PMBOK® Guide) – Fifth Edition
22
4.3
Direct and Manage Project Work PMBOK 81
Introduction
• It is the process of leading and performing the work defined in Project Management Plan
and implementing approved changes to achieve the project objectives
• The activities include but not limited to:

- Perform activities to accomplish project objectives
- Creating project deliverables to meet the planned project work
- Provide, train and manage team members assigned to the project
- Obtain, manage and use resources including materials, tools, equipment, and facilities.
- Implement the planned methods and standards
- Establish and manage project communication channels, both internal and external
- Generate work performance data such as cost, schedule, technical and quality progress, and
status to facilitate forecasting
- Issue change requests and implement approved changes into the project’s scope, plan and
environment
- Manage risks and implement risk response activities
- Manage sellers and suppliers
- Manage stakeholders and their engagement
- Collect and document lessons learnt and implement approved process improvement activities
23
4.3
1. Project Management 1. Expert judgment 1. Deliverables

Plan
2. Project Management 2. Work Performance
2. Approved Change Information System Data
Requests 3. Meetings 3. Change Requests
3. Enterprise
4. Project Management
environment factors
Plan Updates
4. Organizational
5. Project Documents
process assets
Updates
It is a process of leading and performing the work defined in the project management plan and implementing approved changes to achieve
the project’s objectives
24
4.3.1
Inputs
– Subsidiary plans related to project work
– Scope management plan
– Requirements management plan
– Schedule management plan
– Cost management plan
– Stakeholder management plan
2. Approved Change Requests

– These are output of Perform Integrated Change Control process
– Are approved by Change Control Board (CCB)
– Approved change may be a corrective action, preventive action or defect
repair
– Are scheduled and implemented by the project team
– May impact any project area or project management plan
– May result in modification of policies, procedures, scope, cost, schedules
and budgets
25
4.3.2

1. Expert judgment
– The expert judgment is utilized to
• Asses the inputs needed to direct and manage execution of the Project Management
Plan.
• Applied to all technical and management details
• Provided by project manager and project management team using specialized

knowledge or training
• Additional expertise can be sourced from
– Other units within the organization
– Consultants and other Subject Matter Experts
– Stakeholders including customers, suppliers and sponsors
– Professional and Technical associations.
26
4.3.2
2. Project Management Information System
• It is a part of the enterprise environmental factors
• Provides access to tools like scheduling tool, work authorization
system, configuration management system, information
collection and distribution system, interfaces to other online
automated systems
27
4.3.2
3. Meetings
• Used to discuss and address the pertinent topics of the project during the process
• Attended by project team, project managers and stakeholders based on topic
• Meetings tend to be one of three types

– Information Exchange
– Brainstorming, option evaluation or design
– Decision making
• Meeting types should not be mixed as best practice
• Meetings should have appropriate agenda, well time framed and minutes should be
recorded
• Face to face meeting may be substituted by audio bridges and virtual conferences
with adequate prior preparation.
28
4.3.3
Outputs
1. Deliverables
– A deliverable is any unique and verifiable product, result or capability to
perform a service that is required to be produced to complete a process,
phase or project
– Deliverables are typically tangible components completed to meet the project
objectives and can include the elements of project management plan.
2. Work Performance Data

– These are the raw observations and measurements performed during
execution of work
– Includes work completed, KPI, technical performance measures, start and
finish dates of scheduled activities, number of change requests, number of
defects, actual cost, actual duration etc.
29
4.3.3
Outputs
3. Change Requests
- It is a formal proposal to modify any document, deliverable or baseline.
- May be initiated internally, externally, direct or indirect, optional or

mandatory, statutory etc.
30
4.4
Monitor and Control Project Work PMBOK 86
Introduction
• It is the process of tracking, reviewing and reporting the progress to

meet the performance objectives defined in the project management
plan.
• It allows the stakeholders to understand the health of the project for
timely action.
• Monitoring:
– Includes collecting, measuring and distributing performance information,
and assessing measurements and trends to effect process improvements.
• Controlling :
– Includes determining corrective or preventive actions or re-planning and
following up on action plans to determine whether the action taken
resolved the performance issue.
31
4.4
1. Project Management 1. Expert judgment 1. Change requests

Plan
2. Analytical Techniques 2. Work performance
2. Schedule forecasts reports
3. Cost forecasts information system 3. Project management
4. Validated changes plan updates
4. Meetings
5. Work performance 4. Project documents
information Updates
6. Enterprise
environmental factors
7. Organizational
process assets
It is a process of leading and performing the work defined in the project management plan and implementing approved changes to achieve
the project’s objectives
32
4.4.1
Inputs
– Including subsidiary plans and baselines
2. Schedule Forecasts
– These are derived from progress against the schedule baseline and computed time
estimate to complete (ETC)
– Typically expressed in terms of Schedule variance(SV) and Schedule performance
Index (SPI)
– For projects not using earned value management, variances against the planned
finish dates and forecasted finish dates are provided
3. Cost Forecasts
– These are derived from progress against the cost baseline and computed time estimate
to complete (ETC)
– Typically expressed in terms of cost variance(CV) and cost performance Index (CPI)
– Estimate at Completion (EAC) is compared with Budget at completion (BAC) to asses the
costs. Change request has to be initiated if it is not in tolerance limits.
33
4.4.1
Inputs
4. Validated Changes
– A validated change provides the necessary data to confirm that the
change was appropriately executed
5. Work Performance Information

– The performance data collected from various controlling processes is
analyzed in context and integrated based on relationships across areas to
generate Work Performance Report
34
4.4.2
1. Expert judgment
– The expert judgment is utilized by the project management team to
– Interpret the information provided by monitor and control processes
– Determine the actions required to control the project performance
35
4.4.2

2. Analytical Techniques
These are applied to forecast potential outcomes of the possible variation of
variables in project and environmental factors and their relationships with other
variables and may include
– Regression analysis
– Root cause analysis
– Forecasting methods ( e.g. time series, scenario building, simulation)
– Trend Analysis
– Earned value management
– Variance analysis
36
4.4.2
3. Project Management Information System

– It is a part of the enterprise environmental factors
– Provides access to tools like scheduling tool, work
authorization system, configuration management system,
information collection and distribution system, interfaces to
other online automated systems
4. Meetings
– Meetings may be face to face, virtual, formal or informal
– May include project team members and stakeholders
– May be in the forma of user groups and review meetings
37
4.4.3
Outputs
1. Change Requests
– These may be issued to expand, adjust, or reduce project scope, product scope, or
quality requirements and schedule or cost baselines.
– These are formal requests that may be initiated internally, externally, direct or indirect,
optional or mandatory, statutory etc.
– Approved Change Requests
1. These are output of Perform Integrated Change Control process
2. Are approved by Change Control Board (CCB)
3. Approved change may be a corrective action, preventive action, defect repair and/ or
updates
4. Are scheduled and implemented by the project team
5. May impact any project area or project management plan
6. May result in modification of policies, procedures, scope, cost, schedules and budgets
2. Work Performance Reports

– Contain work performance information in physical or electronic form
– These are subset of project documents and may include work performance metrics
– Facilitate recording and distribution of work performance information
– Generate informed decisions in timely manner.
38
4.5
Perform Integrated Change Control PMBOK 94
Introduction
• Integrated change control process ensures that any change to the project
deliverables, project management plan including its subsidiary plans, baselines and
or organizational process assets is made only after comprehensive review of
impact on other deliverables, plans and baselines with identification of potential
risks and provision appropriate actions to manage the same.
• It is conducted from project inception through completion and is ultimate

responsibility of the project manager
• Change requests are subjected to processes specified in the change control and
configuration control systems
• Change request process may require information on estimated time impact and
estimated cost impact
39
4.5
Introduction
• Change requests may be rejected and it is ensured that only approved changes are
incorporated in the revised baseline.
• Change Control board (CCB) is a formally chartered group responsible for

reviewing, evaluating, approving, delaying or rejecting changes to the project and
for recording and communicating such decisions
• Customer or sponsor approval may be required after CCB approval unless they are
part of the CCB
• Configuration control is focused on the specification of both the deliverables and

processes
• Change control is focused on identifying, documenting and approving or rejecting

the changes to project documents, deliverables and baselines.
40
Perform Integrated Change Control
What is Configuration Management?

It involves activities like:
– Configuration Identification
Products and documents are labeled and changes are managed
– Configuration Status Accounting
Capturing , storing and accessing configuration information
– Configuration Verification and Auditing
Establishing that the performance and functional requirements

defined in the configuration documentation have been met
41
Change Request Path
Control Scope Approval / Rejection

For Implementation
Control Schedule
Control Costs ICC
Control Quality
.
.
.
42
What is Change Control System? Project Stakeholder
Change
Impact Analysis Open Request
Control Group
(Specific)
Recommendations
Change Control Impact Analysis

Board (Project)
Decision
Change
Execution Group Implementation
Change Control Follow up and

Closed Change
Board Verification
Request
43
4.5
1. Project Management 1. Expert judgment 1. Approved Change

Plan Requests
2. Meetings
2. Work performance 2. Change Log
3. Change control tools
reports
3. Change requests Plan Updates
4. Enterprise 4. Project Documents

environmental factors Updates
5. Organizational
process assets
Process to manage changes to project artifacts like Deliverables, Plans, baselines, Documents, Process Assets, etc.
44
4.5.1
Inputs
– Elements of project management plan that may be used include but not limited to:
1. Scope management plan which contains procedure for scope changes
2. Scope baseline which provides product definition
3. Change management plan, which provides the direction form managing the change control
process and documents the formal change control board (CCB)
2. Work Performance Reports

– Performance reports pertaining to perform integrated change control process include
recourse availability, schedule and cost data and earned value management (EVM)
reports
3. Change Requests
– Change requests result from executing, monitoring and controlling processes
– Change requests may include corrective action, preventive action and defect repairs
45
4.5.2

1. Expert Judgment
The sources for expert judgment include:
– Consultants
– Stakeholders including customers and sponsors
– Professionals and technical associations
– Industry groups
– Subject Matter Experts (SME)
– Project Management Office (PMO)
2. Meetings
– For this process the meetings are usually referred to change control meetings in which;
• Change requests are discussed, reviewed, approved, disposed or rejected.
• Configuration management activities may also be reviewed
• CCB decisions are documented and communicated to the stakeholders for information and follow-up
actions.
3. Change Control Tools

– These facilitate configuration and change management
– Used to manage change requests through recording and tracking of requests, approvals through process flow
stages, implementation status and generation of reminders and alerts for timely action.
46
4.5.3
Outputs
1. Approved Change Requests

– Are approved by Change Control Board (CCB) or by an assigned team
member
– Are implemented through Direct and Manage Project Work process
– Disposition of all change requests, approved or not is updated in change
log as a part of update to project documents
2. Change Log
– Changes that occur during the project are documented
– Impact of these changes on the project in terms of time, cost and risk are
also documented and information is distributed to the stakeholders
– Rejected change requests are also recorded.
47
4.6
Close Project or Phase PMBOK 100
Introduction
• Includes finalizing all activities completed across all Project Management

Process Groups to formally close the project or a project phase, and
transfer the completed or cancelled project as appropriate
• The Close Project process establishes procedures to:

- coordinate activities needed to verify and document the project deliverables,
- coordinate and interact to formalize acceptance of those deliverables and
transfer of it to next phase or operations
- investigate and document reasons for actions taken if a project is terminated
before completion
- Collect project or phase records, audit success and failures and archive
records
48
4.6
1. Project Management 1. Expert judgment 1. Final Product, Service

Plan or Result Transition
2. Accepted Deliverables 2. Organizational
3. Meetings
Process Asset
3. Organizational
Updates
process assets
Process to finalize all activities for formally close project of phase.
49
4.6.1
Inputs
The project management plan becomes the agreement between the project manager
and project sponsor, defining what constitutes project completion
– Elements of project management plan that may be used include but not limited to:
• Scope management plan which contains procedure for scope changes
• Scope baseline which provides product or service definition
• Change management plan, which provides the direction form managing the change control process and
documents the formal change control board (CCB)
2. Accepted Deliverables
̶ Accepted Deliverables my include:
• Product specifications
• Delivery receipts
• Work performance documents
• Partial or interim deliverables ( incase of phased or cancelled projects)
3. Organizational Process Assets
– Factors including but not limited to:
• Project or phase closure guidelines or requirements
• Historical and lessons learned knowledge base
50
4.6.2

1. Expert Judgment
– Applied when performing administrative closure activities
– To ensure project or phase closure is performed to appropriate standards
– Sources of expertise include but not limited to:
• Other project Managers within the organization
• Project Management Office (PMO)
• Professional and technical associations
– Examples of analytical Techniques used in project closeout are:
• Regression analysis
• Trend analysis
3. Meetings
– Meetings may include project team members and stakeholders
– May be face to face, virtual, formal or informal
– Types could be user groups, review, lessons learned and closeout etc.
51
4.6.3
Outputs
1. Final Product, service or Result Transition

– Output refers to the transition of final product, service or result that the project
was authorized to produce.
– Incase of phase closure it is the intermediate product, service or result of the
phase.
2. Organizational Process Assets Updates
Elements including but not limited to:
– Project Files
• Plans, baselines, calendars, registers, change management documentation, planned
risk response actions and risk impact.
– Project or phase closure documents
• Consisting of formal acceptance of the deliverables
• Reasons for termination and status of deliverables if project or phase is terminated
52

4 - Projct Integeration Management - 52

Încărcat de

Informații document

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

4 - Projct Integeration Management - 52

Încărcat de

Drepturi de autor:

Formate disponibile

4 Project Integration Management

CAPM Certification Examination Training Material Version 5.0 Copyright © 2013 by

Project Integration Management

Project Integration Management

Project Management Process Groups

1. Develop 2. Develop 3. Direct and 4. Monitor and 6. Close Project

Project Integration Management Processes

1. Develop Project Charter

2. Develop Project Management Plan

3. Direct and Manage Project Work

Project Integration Management Processes

4. Monitor and Control Project Work

5. Perform Integrated Change Control

6. Close Project or Phase

• What is Project Charter?

– Business needs, new product, services or result

Inputs Tools and Techniques Outputs

1. Project Statement of 1. Expert judgment 1. Project Charter

1. Project Statement of Work(SOW)

5. Organizational Process Assets

Tools and Techniques

“A document issued by the project initiator or sponsor that

• It is the process of defining, preparing and coordinating all Subsidiary Plans

Inputs Tools and Techniques Outputs

1. Project Charter 1. Expert judgment 1. Project Management

2. Outputs from Planning Processes

Tools and Techniques

• Develop Technical and management details to be included in the plan

• Define the level of configuration management to apply on the project

• Determine which project documents shall be subjected to formal change control

Tools and Techniques

- The Techniques include

1. Project Management Plan

• Project Management Plan Outputs

- Other plans and documents :

• The activities include but not limited to:

Inputs Tools and Techniques Outputs

1. Project Management 1. Expert judgment 1. Deliverables

2. Approved Change Requests

Tools and Techniques

• Applied to all technical and management details

• Provided by project manager and project management team using specialized

• Additional expertise can be sourced from

– Other units within the organization

– Consultants and other Subject Matter Experts

– Stakeholders including customers, suppliers and sponsors

– Professional and Technical associations.

Tools and Techniques

2. Project Management Information System

• It is a part of the enterprise environmental factors

• Provides access to tools like scheduling tool, work authorization

system, configuration management system, information

collection and distribution system, interfaces to other online

Tools and Techniques

• Attended by project team, project managers and stakeholders based on topic

• Meetings tend to be one of three types

– Brainstorming, option evaluation or design

• Meeting types should not be mixed as best practice

2. Work Performance Data

- May be initiated internally, externally, direct or indirect, optional or

• It is the process of tracking, reviewing and reporting the progress to

Inputs Tools and Techniques Outputs

1. Project Management 1. Expert judgment 1. Change requests