- 1. Tanya D. Akins Frederick Dais Kelly Zimmerman All of the
materials available within this presentation was obtained from A
Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam
Prep, and Eighth Edition: Rita's Course in a Book for Passing the
PMP Exam, and pmi.org.Project Management: Integration Life Cycle
Management
2. Integration ManagementAgenda Definition Project Integration
Processes ITTO Exam PrepClick Mouse Reveal Next PhaseIntegration
Management Six Steps Inputs ~ Tools & Techniques ~ Outputs
Notables for the Exam All of the materials available within this
presentation was obtained from A Guide to the Project Management
Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition:
Rita's Course in a Book for Passing the PMP Exam, and pmi.org. 3.
What is Integration Management ? Only knowledge area with processes
in ALL process groups RMC calls integration management, the primary
role of the project manager Includes making choices about resource
allocation, making trade-offs among competing objectives and
alternatives, and managing the interdependencies among the project
management knowledge areas. A balancing act All of the materials
available within this presentation was obtained from A Guide to the
Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and
Eighth Edition: Rita's Course in a Book for Passing the PMP Exam,
and pmi.org. 4. Figure 4-6. Project Integration Management Overview
4See Page 65 PBOK All of the materials available on this slide was
obtained from A Guide to the Project Management Body of Knowledge,
5th Ed,All of the materials available within this presentation was
obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book
for Passing the PMP Exam, and pmi.org. 5. Project Integration
ManagementMonitoring & Controlling Processes Planning
ProcessesEnter phase/ Start projectInitiating ProcessesClosing
ProcessesExit phase/ End projectExecuting ProcessesKnowledge
AreaProject IntegrationProcess Initiating Develop Project
CharterPlanning Develop Project Management PlanExecuting Direct and
Manage Project ExecutionMonitoring & Control Monitor and
Control Project Work Perform Integrated Change ControlClosing Close
ProjectAll of the materials available within this presentation was
obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book
for Passing the PMP Exam, and pmi.org. 6. 3 AREAS OF Project
IntegrationProject Integration Processes Process Develop Project
Charter Develop Project Management Plan Direct and Manage Project
Work Monitor and Control Project Work Perform Integrated Change
Control Close Project or PhaseProject Phase InitiatingKey
Deliverables Project CharterPlanningProject Management
PlanExecutionDeliverablesMonitoring and ControlChange
RequestsMonitoring and Control ClosureChange Requests status
updates Final productAll of the materials available within this
presentation was obtained from A Guide to the Project Management
Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition:
Rita's Course in a Book for Passing the PMP Exam, and pmi.org. 7.
Reason to Initiate a ProjectAll of the materials available within
this presentation was obtained from A Guide to the Project
Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth
Edition: Rita's Course in a Book for Passing the PMP Exam, and
pmi.org.Local/Global Market Demand Business Need Customer
RequestBusiness worldCompetitiveness Technological Advance Legal
Requirement Ecological Impact Social NeedSociety/Communal 8.
Project SelectionTwo categories: 1. Benefit measurement methods
(Comparative approach) Murder board (a panel of people who try to
shoot down a new project idea) Peer review Scoring models Economic
models (described next) 2.Constrained optimization methods
(Mathematical approach) Linear programming Integer programming
Dynamic programming Multi-objective programming All of the
materials available within this presentation was obtained from A
Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam
Prep, and Eighth Edition: Rita's Course in a Book for Passing the
PMP Exam, and pmi.org. 9. Project Selection Economic ModelsYou need
to understand the following conceptsPresent value (PV): The value
today of future cash flows PVFV 1 rnFP = future value r = interest
rate n = number of time periodNet present value (NPV): Project with
positive & greater NPV value is better Internal rate of return
(IRR): Project with greater IRR value is better Payback period: The
number of time periods it takes to recover your investment in the
project before you start accumulating profit.Benefit-cost ratio:
compares the benefits to the costs of different options relates to
costing projects and to determining what work should be done
Project with greater benefit-cost ratio value is better All of the
materials available within this presentation was obtained from A
Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam
Prep, and Eighth Edition: Rita's Course in a Book for Passing the
PMP Exam, and pmi.org. 10. Project Selection Important
TermsEconomic Value Added (EVA): concerned with whether the project
returns to the company more value than it costs.Opportunity Cost:
the opportunity given up by selecting one project over anotherSunk
Costs: Are expended costs Should not be considered when deciding
whether to continue with a troubled project.Law of Diminishing
Returns: after a certain point, adding more input/resource will not
produce a proportional increase in productivity All of the
materials available within this presentation was obtained from A
Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam
Prep, and Eighth Edition: Rita's Course in a Book for Passing the
PMP Exam, and pmi.org. 11. Project Selection Important TermsWorking
Capital current assets minus current liabilities for an
organization or amount of money the company has available to invest
Depreciation Straight line depreciation The same amount of
depreciation is taken each year.Accelerated depreciation
Depreciates faster than straight line Two forms: (1) Double
Declining Balance, (2) Sum of the Years DigitsAll of the materials
available within this presentation was obtained from A Guide to the
Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and
Eighth Edition: Rita's Course in a Book for Passing the PMP Exam,
and pmi.org. 12. Develop Project CharterThe project charter
establishes a partnership between the performing and requesting
organizations (PMBOK, pg. 67).All of the materials available within
this presentation was obtained from A Guide to the Project
Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth
Edition: Rita's Course in a Book for Passing the PMP Exam, and
pmi.org. 13. Develop Project CharterThe Integration Management
Process Develop Project CharterInitiating process groupDevelop
Project Management PlanPlanning process groupDirect and Manage
Project WorkExecuting process groupMonitor and Control Project Work
All of the materials available within this presentation was
obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book
for Passing the PMP Exam, and pmi.org.Done DuringMonitoring and
controlling process groupPerform Integrated Change
ControlMonitoring an controlling process groupClose Project or
PhaseClosing process group 14. Input/output /Tools &
TechniquesInput: Contract Project statement of work Environmental
and organizational factors Organizational process
assetsContractProject Statement of WorkProject CharterProject
management information system Expert judgment Environment Output:
Project charter and Organizational Tools & Techniques Factors
Project selection methods Project management methodology Project
management information system Expert judgmentProject Selection
MethodsProject Management Methodology Organizational process assets
All of the materials available within this presentation was
obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book
for Passing the PMP Exam, and pmi.org. 15. Developing: Project
CharterConstraints & Assumptions1. Formally Authorize the
project2. Gives the objectives and business case 3. Identifies the
Project Manager4. Generic enough not to change often5. Written by a
Manager higher in author than the Project Manager 6. Includes name,
description, deliverables High Level Project Risks7. A project does
not start unless it has a Project CharterMeasurable Project
Objectives All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of
Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course
in a Book for Passing the PMP Exam, and pmi.org. 16. Develop
Project Charter & Identify Stakeholders This PMBOK group is
very straightforward in that it only has two processes develop
project charter and identify stakeholders. More importantly this is
the process group that contains the information to get the project
authorized officially and started.Initiating is out frontDevelop
Project CharterIdentify StakeholderAll of the materials available
within this presentation was obtained from A Guide to the Project
Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth
Edition: Rita's Course in a Book for Passing the PMP Exam, and
pmi.org. 17. Inputs: Developing Project CharterStep 1: Inputs1. 2.
3. 4. 5.Project Statement of Work (PSW) Business Case (BS Case)
Agreement Enterprise Environmental Factors (EEF) Organizational
Process Assets (OPA)All of the materials available within this
presentation was obtained from A Guide to the Project Management
Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition:
Rita's Course in a Book for Passing the PMP Exam, and pmi.org. 18.
Tools & Techniques: Developing Project CharterStep 2: Tools
& Techniques 1. Expert Judgment 2. Facilitation TechniquesAll
of the materials available within this presentation was obtained
from A Guide to the Project Management Body of Knowledge, 5th Ed,
PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for
Passing the PMP Exam, and pmi.org. 19. Step 3 Developing Project
CharterStep 3: Output1. Project CharterAll of the materials
available within this presentation was obtained from A Guide to the
Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and
Eighth Edition: Rita's Course in a Book for Passing the PMP Exam,
and pmi.org. 20. Project Management PlanOnce Project Charter is
created the Project Management Plan comes into the foldProject
Management PlanAll of the materials available within this
presentation was obtained from A Guide to the Project Management
Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition:
Rita's Course in a Book for Passing the PMP Exam, and pmi.org. 21.
3 Steps in Develop Project Management PlanTools &
TechniquesOutputsINPUTSAll of the materials available within this
presentation was obtained from A Guide to the Project Management
Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition:
Rita's Course in a Book for Passing the PMP Exam, and pmi.org. 22.
Project Management Plan: Puts & Anticipated Results.1 Project
Management Plan .2 Enterprise environmental factors .3
Organizational Process AssetsAll of the materials available within
this presentation was obtained from A Guide to the Project
Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth
Edition: Rita's Course in a Book for Passing the PMP Exam, and
pmi.org. 23. Develop Project Management Plan: Inputs &
Organizational Process Assets All of the materials available within
this presentation was obtained from A Guide to the Project
Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth
Edition: Rita's Course in a Book for Passing the PMP Exam, and
pmi.org. 24. Develop Project Management Plan: Tools &
Techniques 4.2.2 All of the materials available within this
presentation was obtained from A Guide to the Project Management
Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition:
Rita's Course in a Book for Passing the PMP Exam, and pmi.org. 25.
Project Management PlanThe Project Management Plan may be either
summary level or detailed, and may be composed of one or more
subsidiary plans (PMBOK,2013).All of the materials available within
this presentation was obtained from A Guide to the Project
Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth
Edition: Rita's Course in a Book for Passing the PMP Exam, and
pmi.org. 26. 4.3 Direct & Manage Project Work/ 4.4 Monitor
& Control Project Work All of the materials available within
this presentation was obtained from A Guide to the Project
Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth
Edition: Rita's Course in a Book for Passing the PMP Exam, and
pmi.org. 27. 4.4 Monitor & Control Project WorkThe process of
tracking, reviewing, and regulating the progress to meet the
performance objectives defined in the project management plan.
Inputs 1. Project management plan 2. Performance reports 3.
Enterprise environmental factors 4. Organizational process
assetsTools & Techniques 1. Expert judgmentOutputs 1. Change
requests 2. Project management plan updates 3. Project document
updatesAll of the materials available within this presentation was
obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book
for Passing the PMP Exam, and pmi.org. 28.
Baselinebaseline)(Performance measurementThe project management
plan contains scope, schedule, and cost baselines, against which
the project manager will need to report project performance.
Baseline created during planning. Scope baseline The project scope
statement, work breakdown structure (WBS), and WBS dictionary
Schedule baseline The agreed-upon schedule, including the start and
stop times Cost baseline The time-phased cost budget Deviations
from baselines are often due to incomplete risk identification and
risk management. All of the materials available within this
presentation was obtained from A Guide to the Project Management
Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition:
Rita's Course in a Book for Passing the PMP Exam, and pmi.org. 29.
4.5 Perform Integrated Change Control 4.6 Close Project or Phase
All of the materials available within this presentation was
obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book
for Passing the PMP Exam, and pmi.org. 30. Perform Integrated
Change ControlChanges may be discovered by PM or requested by a
stakeholder Just because a change is requested does not mean it
should be implemented PM should proactively eliminate the need for
changes (Prevent the root cause of changes) Changes require a
change request Exam assumes all projects have a change control
boardAll of the materials available within this presentation was
obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book
for Passing the PMP Exam, and pmi.org. 31. All of the materials
available within this presentation was obtained from A Guide to the
Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and
Eighth Edition: Rita's Course in a Book for Passing the PMP Exam,
and
pmi.org.http://www.buzzfeed.com/adriancarrasquillo/russia-wontlet-team-usa-receive-its-shipment-of-chobani-yoghttp://www.politico.com/story/2014/02/olympics-sochi-chobani-yogurt-103286.html
32. Perform Integrated Change ControlEnterprise environmental
factors refer to conditions, not under the control of the project
team, that influence, constrain, or direct the project. (PMBOK,
p29) Regulator agency regulations All of the materials available
within this presentation was obtained from A Guide to the Project
Management Body of Knowledge, Product and quality standards 5th Ed,
PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for
Passing the PMP Exam, and pmi.org. 33. Perform Integrated Change
ControlProcess for handling a change Evaluate the impact on all the
project constraints Identify Options Get the change request
approved internally Get customer/sponsor buy-in (if required)THEN
WHAT?Baselines Changes are serious [scope, schedule, cost] If Exam
question asks what to do with changesmost likely answer is review
the projects risk management process All possible changes must be
planned, managed and controlledAll of the materials available
within this presentation was obtained from A Guide to the Project
Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth
Edition: Rita's Course in a Book for Passing the PMP Exam, and
pmi.org. 34. Perform Integrated Change ControlDetailed Process for
Making Changes Recognize/ Requested ChangeAny impact to PM Plan,
baselines, P&P, charter, contracts or SOWs?Create Change
Request (and add to change log)Assess the ChangeLook for
OptionsNoProject Charter ApprovedPresent change to the Change
Control Board YesNo Policy may allow the PM to approve the
changeAll of the materials available within this presentation was
obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book
for Passing the PMP Exam, and pmi.org.Change is approved or
rejectedYesUpdate the status of the change in change logUpdate PM
Plan, baselines and project documentsCommunicate the change to
stakeholdersManage to the revised PM Plan and Project documentsNoIf
rejected, Do not proceed with changeRita p.140 35. Perform
Integrated Change ControlApprove Change RequestApprove change
request are an output of the Perform Integrated change Control
process, and include those request reviewed and approved for
implementation by the Change control board (CCB) (PMBOK, 2013).All
of the materials available within this presentation was obtained
from A Guide to the Project Management Body of Knowledge, 5th Ed,
PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for
Passing the PMP Exam, and pmi.org. 36. Close Project or
PhaseProject Integration Processes Process Develop Project Charter
Develop Project Management Plan Direct and Manage Project Work
Monitor and Control Project Work Perform Integrated Change Control
Close Project or PhaseProject Phase InitiatingKey Deliverables
Project CharterPlanningProject Management
PlanExecutionDeliverablesMonitoring and ControlChange
RequestsMonitoring and Control ClosureChange Requests, Updates,
Stakeholder Communication Archived documents, Final product and
sponsor sign off All of the materials available within this
presentation was obtained from A Guide to the Project Management
Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition:
Rita's Course in a Book for Passing the PMP Exam, and pmi.org. 37.
Close Project or PhaseConfirm work is done to requirements Get
final acceptance of the product Complete financial closure Hand off
completed product Solicit feedback from customer/sponsor about the
product Complete final performance reporting Index and archive
records Gather final lessons learned and update knowledge base
Update Organizational Process Updates All of the materials
available within this presentation was obtained from A Guide to the
Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and
Eighth Edition: Rita's Course in a Book for Passing the PMP Exam,
and pmi.org. 38. Close Project or PhaseGo-Live does not mean
project close!All of the materials available within this
presentation was obtained from A Guide to the Project Management
Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition:
Rita's Course in a Book for Passing the PMP Exam, and pmi.org.Close
Project or Phase and Close Procurement Process are addressed in
about 14 questions on the exam! 39. Notables for the EXAMWhat does
RITA say? Integration management is a difficult area on the exam
Need a solid grasp of the process of project management Primary
role of the PM Understand from a real-world, large-project
perspective Only knowledge area in all process groups All of the
materials available within this presentation was obtained from A
Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam
Prep, and Eighth Edition: Rita's Course in a Book for Passing the
PMP Exam, and pmi.org. Excerpt from PMBOK, Table 3-1 (p.61) 40.
PMBOK Questions A project was assigned to a project as the project
charter was being developed. Which of the project manager will
utilized to develop the project charter? a. Make-or-analysis b.
Project Scope Statement All of the materials available within this
presentation c. Organizational Process Assets was obtained from A
Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam
Prep, and Eighth Edition: Rita's d. Project Acceptance Criteria
Course in a Book for Passing the PMP Exam, and pmi.org. 41. PMBOK
QUESTIONSA new CEO has come into your company and has promptly shut
down your project because it no longer met the business needs of
the company. While not pleased with the decision, you documented
the level and completeness of the project to date. What activity or
process is this part of? All of the materials available within this
presentation was obtained from A Guide to the Project Management
Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition:
Rita's Course in a Book for Passing the PMP Exam, and pmi.org. 42.
PMBOK QUESTIONSYou are Project Manager for a company that designs
and develops automation systems for car companies. You are in the
Close Project process for a project in which a new automation
system has been designed and created for a car company located in
Korea. You need to obtain formal acceptance for the new automation
system. All of the following statements are true with respect to
the final acceptance of the new system EXCEPT? a. A formal
statement is issued indicating that the new automation system meets
the terms of the contract b. Performance tests on the new automated
system should be completed by Car Company. c. Final acceptance for
the new automation system can be informal or formal. d. A checklist
can be used to be determined whether the new automation system
meets the car companys specificationsAll of the materials available
within this presentation was obtained from A Guide to the Project
Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth
Edition: Rita's Course in a Book for Passing the PMP Exam, and
pmi.org. 43. More Discussion QuestionsAll of the materials
available within this presentation was obtained from A Guide to the
Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and
Eighth Edition: Rita's Course in a Book for Passing the PMP Exam,
and pmi.org.