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.