pmp 11 project integration (1)

8/13/2019 PMP 11 Project Integration (1)

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Project Integration ManagementBased on PMBOK 5thEdition

Waleed El-Naggar, MBA, PMP

https://www.facebook.com/waleed.naggar


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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

Agenda

PMP - Project Integration Management 2https://www.facebook.com/waleed.naggar


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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 completion


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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 organizations

defined procedures.


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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 organizations

defined procedures.


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Project

Integration

Management

Overview



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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.


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Develop

Project

Charter

Data

Flow



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Develop Project Charter: Inputs


1. Project Statement of Work (SOW): A written

description of the deliverables supplied by the

project. It references the following:

Business Need

Product Scope Description

Strategic Plan


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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 & T


1. Expert Judgment, knowledgeable and experiencespersons (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 Techniques


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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


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Sample

ProjectCharter



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4.2 Develop Project Management Plan


The process of defining, preparing, coordinating

and integratingall subsidiary plans.

The key benefit is a central document that

defines the basis of all project work.

Project Plan defines how the project will be

executed, monitored and controlled, and closed.


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Develop Project

Management

Data Flow



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Develop Project Management Plan: Inputs


1. Project Charter

2. Outputs from other planning processes


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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Scope Baseline

Schedule baseline

Cost Baseline

Scope Management Plan

Requirements

Management Plan

Cost Management Plan

Quality Management Plan

HR management Plan

Communication Plan

Stakeholder ManagementPlan

Risk Management Plan

Procurement Plan

Process Improvement Plan

Develop Project Management Plan: Output


1. Project Management Plan, includes:


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4.3 Direct and Manage Project Work


The process of performing the work defined in theproject 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 and

quality progress) Issue change requests

Manage risks

Manage sellers and suppliers


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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 the

project work to the project plan

Preventive action: to ensure future performance to

align with project plan

Defect repair: to modify a non-conforming deliverable


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Direct

and

Manage

ProjectWork:

Data

FlowDiagram



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1. Project Management Plan

2. Approved Change Requests


4. Organization Process Assets

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, stakeholderregister, etc.)

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.

Direct & Manage Project Work: Output



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Tracking, reviewing, and reporting the progress to

meet the performance objectives.

Corrective and preventive actions are taken tocontrol the project performance to resolve/prevent

deviation between project results and project plan.

4.4 Monitor and Control Project Work


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 any

corrective or preventive actions are needed

Analyzes, tracks, and monitors project risk.

Maintains an accurate and timely information on the

projects deliverables(s).

Provides cost and schedule forecasts.

Monitors the implementation of approved changes

when and as they occur.

Monitor and Control Project Work (2)



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2. 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.)

Monitor & Control Project Work: Inputs



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6. Enterprise Environmental Factors (Government

or industry standards, work authorization system,

stakeholder risk tolerances, etc.)


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

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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2. Work Performance Reports

3. Change Requests



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 NOTpart 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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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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Thank you

PMP - Project Integration Management https://www facebook com/waleed naggar 49