PMP 11 Project Integration

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

PMP - Project Management Framework 2

Agenda

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Project Integration Management


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



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.




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


4.1 Develop Project Charter


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


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



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


3. Agreements: contracts, Service Level Agreements

• (SLA), letter of agreements, letter of intents, etc.

4. Enterprise Environmental Factors

5. Organizational Process Assets


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


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


Sample Project Charter


4.2 Develop Project Management Plan


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.



Develop Project

Manageme

nt Data

Flow PMP - Project Management Framework 18facebook.com/Sheta.Page

Develop Project Management Plan: Inputs


1. Project Charter

2. Outputs from other planning processes


4. Organization Process Assets


Develop Project Management Plan: T & T

1. Expert Judgment, knowledgeable and experiences

• persons (groups).

2. Facilitation Techniques


1. Project Management Plan, includes:


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


4.3 Direct and Manage Project Work


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


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 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


Direct and Manage Project Work: Data Flow Diagram


1. Project Management Plan

2. Approved Change Requests


4. Organization Process Assets


Direct & Manage Project Work: Inputs


1. Expert Judgment

2. Project Management Information Systems

3. Meetings

Direct & Manage Project Work: T & T


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.)


Direct & Manage Project Work: Output


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.


Direct & Manage Project Work: Output


4.4 Monitor and Control Project Work


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



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)



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


6. Enterprise Environmental Factors (Government

or industry standards, work authorization

system, stakeholder risk tolerances, etc.)


Monitor & Control Project Work: Inputs


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


2. Expert Judgment

3. Project Management Information Systems

4. Meetings

Monitor & Control Project Work: T & T (2)


1. Change Requests

2. Work Performance Reports

3. Project Management Plan Updates



Monitor & Control Project Work: Output


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




2. Work Performance Reports

3. Change Requests




Perform Integrated Change Control: Input



1. Expert Judgment

2. Meetings

3. Change Control Tools

Perform Integrated Change Control: T & T


1. Approved/Rejected Change Requests

2. Change Log

3. Project Management Plan Updates


Perform Integrated Change Control: Output


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:


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


Close Project Data Flow



2. Accepted Deliverables

3. Organizational Process Assets (lessons

learned, project documents, Acceptance

records, etc ).

Close Project: Inputs


1. Expert Judgment

2. Analytical Techniques

3. Meetings

Close Project: T & T


1. Final Product, Service, or Result Transition

2. Organizational Process Assets Updates

(Project files, closure documents,

historical information, etc.)

Close Project: Outputs


49PMP - Project Management Frameworkfacebook.com/Sheta.Page

PMP 11 Project Integration

Education

project charter

project work

project activities

project management plan

welldefined project

project statement of

formal record ofthe

letter of agreements