PMP 02 Project Integration - 5th edition

• 1. Project Integration ManagementWaleed El-Naggar, MBA, PMPhttps://www.facebook.com/waleed.naggar

2. Agenda What is a Project What is Project Management PMO Organizational Structure Project Stakeholders Project Phases Project Management Process Groups PMI/PMP 10-Nov-2012 https://www.facebook.com/waleed.naggar 2 3. Project Integration Management Includes the processes and activities needed toidentify, define, combine, unify, & coordinate thevariousprocesses & project managementactivities within the project management processgroups. Includes characteristics of unification,consolidation, articulation & integrative actionsthat are crucial to project successful completion 10-Nov-2012 https://www.facebook.com/waleed.naggar 3 4. Project Integration Management Primarily concerned with effectively integratingthe processes among the project managementprocess groups that are required to accomplishprojectobjectives withinan organizationsdefined procedures. 10-Nov-2012https://www.facebook.com/waleed.naggar 4 5. Project Integration Management Primarily concerned with effectively integratingthe processes among the project managementprocess groups that are required to accomplishprojectobjectives withinan organizationsdefined procedures. 10-Nov-2012https://www.facebook.com/waleed.naggar 5 6. ProjectIntegrationManagementOverview10-Nov-2012 https://www.facebook.com/waleed.naggar 6 7. 4.1 Develop Project Charter The project charter is the document that formallyauthorizes a project, and provide the projectmanager with the authority to apply organizationalresources to the project activities. The key benefit is a well-defined project start andproject boundaries, creation of a formal record ofthe project & a direct way for senior managementto formally accept and commit to the project.10-Nov-2012 https://www.facebook.com/waleed.naggar 7 8. DevelopProjectCharterDataFlow10-Nov-2012 https://www.facebook.com/waleed.naggar 8 9. Develop Project Charter: Inputs1. Project Statement of Work (SOW): A written description of the deliverables supplied by the project. It references the following: Business Need Product Scope DescriptionStrategic Plan2. Business Case10-Nov-2012https://www.facebook.com/waleed.naggar 9 10. Develop Project Charter: Inputs2. Business Case, describes the necessary informationfrom a business standpoint to determine whetheror not the project is worth investment. Its usuallya result of one of the following: Market Demand Legal Requirement Organizational Need Ecological Impact Customer Request Social Need Technological Advance 10-Nov-2012 https://www.facebook.com/waleed.naggar 10 11. Develop Project Charter: Inputs3. Agreements: contracts, Service Level Agreements (SLA), letter of agreements, letter of intents, etc.4. Enterprise Environmental Factors5. Organizational Process Assets 10-Nov-2012https://www.facebook.com/waleed.naggar 11 12. 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 Office2. Facilitation Techniques10-Nov-2012https://www.facebook.com/waleed.naggar 12 13. Develop Project Charter: Outputs1. 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 sponsor10-Nov-2012 https://www.facebook.com/waleed.naggar 13 14. SampleProjectCharter10-Nov-2012 https://www.facebook.com/waleed.naggar 14 15. 4.2 Develop Project Management PlanThe process of defining, preparing, coordinatingand integrating all subsidiary plans.The key benefit is a central document that definesthe basis of all project work.Project Plan defines how the project will beexecuted, monitored and controlled, and closed.10-Nov-2012 https://www.facebook.com/waleed.naggar 15 16. Develop ProjectManagementData Flow 10-Nov-2012https://www.facebook.com/waleed.naggar 16 17. Develop Project Management Plan: Inputs1. Project Charter2. Outputs from other planning processes3. Enterprise Enviornmental Factors4. Organization Process Assets 10-Nov-2012 https://www.facebook.com/waleed.naggar 17 18. Develop Project Management Plan: T & T1. Expert Judgment, knowledgeable and experiences persons (groups).2. Facilitation Techniques10-Nov-2012 https://www.facebook.com/waleed.naggar 18 19. Develop Project Management Plan: Output1. Project Management Plan, includes: Scope Baseline HR management Plan Schedule baseline Communication Plan Cost Baseline Stakeholder Management Scope Management PlanPlan Requirements Risk Management PlanManagement Plan Procurement Plan Cost Management Plan Process Improvement Plan Quality Management Plan 10-Nov-2012https://www.facebook.com/waleed.naggar 19 20. 4.3 Direct and Manage Project Work The process of performing the work defined in theproject plan to achieve the projects 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 suppliers10-Nov-2012 https://www.facebook.com/waleed.naggar 20 21. Direct and Manage Project Work (2) 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 performance of theproject work to the project plan Preventive action: to ensure future performance toalign with project plan Defect repair: to modify a non-conforming deliverable10-Nov-2012 https://www.facebook.com/waleed.naggar 21 22. DirectandManageProjectWork:DataFlowDiagram 10-Nov-2012 https://www.facebook.com/waleed.naggar 22 23. Direct & Manage Project Work: Inputs1. Project Management Plan2. Approved Change Requests3. Enterprise Environmental Factors4. Organization Process Assets10-Nov-2012 https://www.facebook.com/waleed.naggar 23 24. Direct & Manage Project Work: T & T1. Expert Judgment2. Project Management Information Systems3. Meetings10-Nov-2012 https://www.facebook.com/waleed.naggar 24 25. Direct & Manage Project Work: Output1. Deliverables2. Change Requests (corrective actions, preventive actions, defect repair, Updates)3. Project Management Plan updates4. Project Documents Updates (Requirements document, project logs, risk register, stakeholder register, etc.)10-Nov-2012https://www.facebook.com/waleed.naggar 25 26. Direct & Manage Project Work: Output5. 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.10-Nov-2012https://www.facebook.com/waleed.naggar 26 27. 4.4 Monitor and Control Project Work Tracking, reviewing, and reporting the progress tomeet the performance objectives. Corrective and preventive actions are taken tocontrol the project performance to resolve/preventdeviation between project results and project plan.What you can not measure, you can notmanage10-Nov-2012https://www.facebook.com/waleed.naggar 27 28. Monitor and Control Project Work (2) 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 theprojects deliverables(s). Provides cost and schedule forecasts. Monitors the implementation of approved changeswhen and as they occur.10-Nov-2012 https://www.facebook.com/waleed.naggar 28 29. Monitor & Control Project Work: Inputs1. Project Management Plan2. Schedule Forecasts (ETC)3. Cost Forecasts (ETC, BAC)4. Validated Change Requests (including corrective and/or preventive actions and defect repair)5. Work Performance Information (SPI, CPI, CV, SV, etc.)10-Nov-2012 https://www.facebook.com/waleed.naggar 29 30. Monitor & Control Project Work: Inputs6. Enterprise Environmental Factors (Government or industry standards, work authorization system, stakeholder risk tolerances, etc.)7. Organizational Process Assets10-Nov-2012 https://www.facebook.com/waleed.naggar 30 31. Monitor & Control Project Work: T & T1. 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 methods10-Nov-2012https://www.facebook.com/waleed.naggar 31 32. Monitor & Control Project Work: T & T (2)2. Expert Judgment3. Project Management Information Systems4. Meetings10-Nov-2012 https://www.facebook.com/waleed.naggar 32 33. Monitor & Control Project Work: Output1. Change Requests2. Work Performance Reports3. Project Management Plan Updates4. Project Documents Updates 10-Nov-2012 https://www.facebook.com/waleed.naggar 33 34. 4.5 Perform Integrated Change Control The process of reviewing all change requests, approvingchanges & managing changes to: the deliverables,organizational process assets, project documents & theproject management plan. Change Control Board (CCB) is responsible for approvingor rejecting change requests Roles and responsibilities of CCB are defined withinconfiguration control and change control procedure 10-Nov-2012 https://www.facebook.com/waleed.naggar 34 35. Perform Integrated Change Control: Input1. Project Management Plan2. Work Performance Reports3. Change Requests4. Enterprise Environmental Factors5. Organizational Process Assets10-Nov-2012https://www.facebook.com/waleed.naggar 35 36. Perform Integrated Change Control: T & T1. Expert Judgment2. Meetings3. Change Control Tools10-Nov-2012 https://www.facebook.com/waleed.naggar 36 37. Perform Integrated Change Control: Output1. Approved/Rejected Change Requests2. Change Log3. Project Management Plan Updates4. Project Documents Updates 10-Nov-2012 https://www.facebook.com/waleed.naggar 37 38. 4.6 Close Project1. The process of finalizing al activities across all of the project management process groups to formally close the project or phase2. Provide lessons learned, formal ending of project work and release of organization resources to pursue new endeavors.10-Nov-2012https://www.facebook.com/waleed.naggar 38 39. Close Project Data Flow10-Nov-2012 https://www.facebook.com/waleed.naggar 39 40. Close Project: Inputs1. Project Management Plan2. Accepted Deliverables3. Organizational Process Assets (lessons learned,project documents, Acceptance records, etc.)10-Nov-2012https://www.facebook.com/waleed.naggar 40 41. Close Project: T & T1. Expert Judgment2. Analytical Techniques3. Meetings10-Nov-2012 https://www.facebook.com/waleed.naggar 41 42. Close Project: Outputs1. Final Product, Service, or Result Transition2. Organizational Process Assets Updates (Projectfiles, closure documents, historical information,etc.)10-Nov-2012 https://www.facebook.com/waleed.naggar 42 43. Perform Integrated Change Control: Output1. Approved/Rejected Change Requests2. Change Log3. Project Management Plan Updates4. Project Documents Updates 10-Nov-2012 https://www.facebook.com/waleed.naggar 43 44. Thank youhttps://www.facebook.com/waleed.naggar