Transcript
Project Integration ManagementBased on PMBOK 5th Edition
Abdelrahman Sheta, PMP,ITIL
PMP - Project Management Framework 1facebook.com/Sheta.Page
What is Project Integration 4.1 Develop Project Charter 4.2 Develop Project Management
Plan 4.3 Direct and Manage Project
Work 4.4 Monitor and Control Project
Work 4.5 Perform Integrated Change
Control 4.6 Close Project
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Agenda
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Project Integration Management
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Includes the processes and activities
needed to identify, define, combine, unify,
& coordinate the various processes &
project management activities within
the project management process groups.
Includes characteristics of
unification, consolidation, articulation &
integrative actions that are crucial to
project successful completionfacebook.com/Sheta.Page
Project Integration Management
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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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Project Integration Management
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Primaril
y
effective
ly
concerned
with
integrating
the
processes among the
project management
process groups that
are required to
accomplish project
objectives within an
organization’s defined
procedures.facebook.com/Sheta.Page
Project
Integration
Manageme
nt
Overview
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4.1 Develop Project Charter
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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.
The key benefit is a well-defined project
start and project boundaries, creation of
a formal record of the project & a direct
way for senior management to formally
accept and commit to the project.facebook.com/Sheta.Page
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Develo
p
Project
Charte
r Data
FlowPMP - Project Management Framework 9facebook.com/Sheta.Page
Develop Project Charter: Inputs
1. Project Statement of Work
(SOW): A written description of the
deliverables supplied by the
PMP - Project Management Framework
project. It references the following:
Business Need
Product Scope Description
Strategic Plan10facebook.com/Sheta.Page
Develop Project Charter: Inputs
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2. Business Case, describes the necessary
information from a business standpoint to
determine whether or not the project is
worth investment. It’s usually a result of
one of the following: Market Demand
Organizational Need
Customer Request
Technological Advance
Legal Requirement
Ecological
(Environmental)
Impact
Social Needfacebook.com/Sheta.Page
Develop Project Charter: Inputs
3. Agreements: contracts, Service Level Agreements
• (SLA), letter of agreements, letter of intents, etc.
4. Enterprise Environmental Factors
5. Organizational Process Assets
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Develop Project Charter: T & T1. Expert Judgment, knowledgeable and experiences persons
(groups) from many sources including: Other units within the organization Consultants Different Stakeholders (including the
customer) Professional and technical associations Industry groups Subject Matter Experts Project Management Office
2. Facilitation TechniquesPMP - Project Management Framework 13facebook.com/Sheta.Page
Develop Project Charter: Outputs
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1. Project Charter, usually includes Project Purpose/Justification Measurable Project Objectives High-level requirements Assumptions and Constraints High level project description and
boundaries High level Risks Summary budget & milestones Initial Stakeholder List Project Approval Requirements Assigned Project Manager Name and Authority of the sponsor
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Sample Project Charter
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4.2 Develop Project Management Plan
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The process of defining, preparing,
coordinating and integrating all
subsidiary plans. Th
ekey benefit is a central documentthat
defines the basis of all project work. Project
Plan defines how the project willbe
executed, monitored and controlled, and closed.
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Develop Project
Manageme
nt Data
Flow PMP - Project Management Framework 18facebook.com/Sheta.Page
Develop Project Management Plan: Inputs
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1. Project Charter
2. Outputs from other planning processes
3. Enterprise Environmental Factors
4. Organization Process Assets
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Develop Project Management Plan: T & T
1. Expert Judgment, knowledgeable and experiences
• persons (groups).
2. Facilitation Techniques
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1. Project Management Plan, includes:
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Scope Baseline
Schedule
baseline Cost
Baseline
Scope Management Plan
Requirements Management Plan
Cost Management Plan
Quality Management Plan
HR management Plan
Communication Plan
StakeholderManagementPlan Risk Management Plan
Procurement Plan
Process Improvement Plan
Develop Project Management Plan: Output
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4.3 Direct and Manage Project Work
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The process of performing thework defined in the
project plan to achieve the project's objectives.
It includes but are not limited to: Activities to accomplish requirements Create project deliverables Staff, train & manage project team members Establish and manage project communication
channels Generate project data (e.g. cost, schedule,
technical andquality progress)
Issue change requests Manage risks Manage sellers and suppliers
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Direct and Manage Project Work (2)
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Direct and Manage Project Work also
required review of the impact of all project
changes and the implementation of
approved changes:
Correct action: to realign the performanceof the
project work to the project plan
Preventive action: to ensurefutureperformance to
align with project plan
Defect repair: to modify a non-conforming deliverable
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Direct and Manage Project Work: Data Flow Diagram
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1. Project Management Plan
2. Approved Change Requests
3. Enterprise Environmental Factors
4. Organization Process Assets
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Direct & Manage Project Work: Inputs
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1. Expert Judgment
2. Project Management Information Systems
3. Meetings
Direct & Manage Project Work: T & T
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1. Deliverables
2. Change Requests (corrective actions, preventive
actions, defect repair, Updates)
3. Project Management Plan updates
4. Project Documents Updates
(Requirements document, project logs,
risk register, stakeholder register, etc.)
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Direct & Manage Project Work: Output
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5. Work Performance Data, includes
Schedule progress showing status
information (SPI, CPI, ETC, etc.)
Which Deliverables are completed and which are not.
Extent to which quality standard are met.
Costs authorized and incurred.
Lessons learned.
Resource utilization detail.
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Direct & Manage Project Work: Output
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4.4 Monitor and Control Project Work
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Tracking, reviewing, and reporting the progress to
meet the performance objectives.
Corrective and preventive actions are taken
to control the project performance to
resolve/prevent deviation between project
results and project plan.
What you can not measure, you can not
manage
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Compares actual project performance against theproject management plan.
Assesses performance to decide whether anycorrective or preventive actions are needed
Analyzes, tracks, and monitors project risk.
Maintains an accurate and timely information on the project’s deliverables(s).
Provides cost and schedule forecasts.
Monitors the implementation of approved changeswhen and as they occur.
Monitor and Control Project Work (2)
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1. Project Management Plan
2. Schedule Forecasts (ETC)
3. Cost Forecasts (ETC, BA)
4. Validated Change Requests (including corrective
and/or preventive actions and defect repair)
5. Work Performance Information (SPI,
CPI, CV, SV, etc.)
Monitor & Control Project Work: Inputs
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6. Enterprise Environmental Factors (Government
or industry standards, work authorization
system, stakeholder risk tolerances, etc.)
7. Organizational Process Assets
Monitor & Control Project Work: Inputs
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1. Analytical Techniques Regression Causal Analysis Root Cause Analysis Forecasting methods (time series, scenario
building, etc.) Fault tree analysis (FTA) Reserve Analysis Failure mode and effect analysis (FMEA) Trend Analysis Earned Value Management Variance Analysis Forecasting methods
Monitor & Control Project Work: T & T
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2. Expert Judgment
3. Project Management Information Systems
4. Meetings
Monitor & Control Project Work: T & T (2)
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1. Change Requests
2. Work Performance Reports
3. Project Management Plan Updates
4. Project Documents Updates
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Monitor & Control Project Work: Output
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The process of reviewing all change requests,
approving changes & managing changes to: the
deliverables, organizational process assets,
project documents & the project management
plan.
Change Control Board (CCB) is responsible for approving
or rejecting change requests
Roles and responsibilities of CCB are defined within
configuration control and change control procedure
4.5 Perform Integrated Change Control
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1. Project Management Plan
2. Work Performance Reports
3. Change Requests
4. Enterprise Environmental Factors
5. Organizational Process Assets
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Perform Integrated Change Control: Input
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1. Expert Judgment
2. Meetings
3. Change Control Tools
Perform Integrated Change Control: T & T
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1. Approved/Rejected Change Requests
2. Change Log
3. Project Management Plan Updates
4. Project Documents Updates
Perform Integrated Change Control: Output
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Which of the following is NOT part of
change control system:
A. Approval
B. Change control board
C. Project Management Information System
D. Stakeholder analysis
Quiz:
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1. The process of finalizing al activities
across all of the project management
process groups to formally close the
project or phase
2. Provide lessons learned, formal
ending of project work and release
of organization resources to pursue
new endeavors.
4.6 Close Project
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Close Project Data Flow
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1. Project Management Plan
2. Accepted Deliverables
3. Organizational Process Assets (lessons
learned, project documents, Acceptance
records, etc ).
Close Project: Inputs
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1. Expert Judgment
2. Analytical Techniques
3. Meetings
Close Project: T & T
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1. Final Product, Service, or Result Transition
2. Organizational Process Assets Updates
(Project files, closure documents,
historical information, etc.)
Close Project: Outputs
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