project management professional - integration: video course

Vincent McKeown PMP, MBA

PROJECT MANAGEMENT PROFESSIONAL

PROJECT MANAGEMENT PROCESS TABLE• 5 Process Groups

• Initiation, Planning, Executing, Monitoring & Controlling, and Closing

• 10 Knowledge Areas

• Integration, Scope, Time, Cost, Quality, Human Resources, Communication, Risk, Procurement, and Stakeholder.

• 47 Total Processes

• Processes are categorized by Process Group and Knowledge Area.

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PROJECT MANAGEMENT PROCESS TABLE


Initiation Planning Executing Monitoring &Controlling

Closing

Integration DevelopProject Charter

Develop PMP Direct & Manage Project Work

M&C Project WorkPerform Integrated Change Control

Close Project or Phase

Scope Plan Scope ManagementCollect RequirementsDefine ScopeCreate WBS

Validate ScopeControl Scope

Time Plan Schedule MngtDefine ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity durationsDevelop Schedule

Control Schedule

Cost Plan Cost ManagementEstimate CostsDetermine Budget

Control Costs

Quality Plan Quality Management Perform Quality Assurance Control Quality

Human Resources

Plan HR Management Acquire Project TeamDevelop Project TeamManage Project Team

Communications Plan Communication Mngt Manage Communications Control Communications

Risk Plan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Responses

Control Risk

Procurement Plan Procurement Management Conduct Procurements Control Procurements Close Procurements

Stakeholder Identify Stakeholder Plan Stakeholder Management Manage Stakeholder Mngt Control Stakeholder Engagement

Project Time

Initiation

PlanningExecuting/

M&C Closing

Project Time

Functional Organization

Project Coordinator•Little to no authority•Limited Resource Availability•Functional Manager handles budget•PM role is part time•Staff is part time

Matrix Organization

WEAK MatrixProject Coordinator•Little authority•Limited Resource Availability•Functional Manager handles budget•PM role is part time•Staff is part time

Matrix Organization

BALANCED MatrixProject Manager•Little to moderate authority•Limited to moderate Resource Availability•Functional Manager and the PM handles budget•PM role is full time•Staff is part time

Matrix Organization

STRONG MatrixProject Manager•Moderate to High authority•Moderate to High Resource Availability•PM handles budget•PM role is full time•Staff is full time

Projectized Organization

Project Manager•High to total authority•High Resource Availability•PM handles budget•PM role is full time•Staff is full time

Composite Organization

Common Inputs to know:•Enterprise Environmental Factors•Organizational Process Assets

Common Tools to know:•Expert Judgment

Common Outputs in Monitoring & Controlling:•Change Requests

Enterprise Environmental Factors•Culture, Structure, governance•Government and Industry Standards•Infrastructure•Human Resources•Personnel Administration•Work Authorization Systems•Economic Conditions•Risk tolerances•Political Climate•Communication Channels•PMIS (Project Management Information Systems)

Organizational Process Assets•Standards, Policies, Procedures, and project documents•Financial Databases•Historical Information•Issue and Defect Management databases•Project Files from previous projects

Work Performance Data•Raw Data from Project Work

Work Performance Information•Analyzed data and the analysis result presented as a representation of the state of the project.•Generally from Monitoring & Controlling processes.

Work Performance Reports•The Tangible reports from work performance information.

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INTEGRATION MANAGEMENT


Develop Project CharterDevelop Project Charter

• Develop the Project Charter processes creates the Project Charter.

• The Inputs are: the Project Statement of Work, Business Case, and Agreements.

• The tool used is: Expert Judgment


Develop Project CharterDevelop Project Charter

Project Charter.

•Gives justification to the Project•Includes;

• Justification and purpose• Success Criteria• High Level Scope• Constraints and Assumptions• Goals for Time and Cost• Project Manager’s authority level• Stakeholders• Project Approval Requirements


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Develop Project Management PlanDevelop Project Management Plan

• Develop the Project Management Plan process creates the Project Management Plan.

• The Inputs are: the outputs from other processes

• The too used is: Expert Judgment



Planning

Plan Scope ManagementCollect RequirementsDefine ScopeCreate WBS

Scope

Plan Schedule MngtDefine ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity durationsDevelop Schedule

Time

Plan Cost ManagementEstimate CostsDetermine Budget

Cost

Plan Quality Management QualityPlan HR Management Human Resources

Plan Communication Mngt CommunicationsPlan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Responses

Risk

Plan Procurement Management Procurement

Plan Stakeholder Management Stakeholder

Project Management Plan

Sub-Management Plans in the PMP (Project Management Plan)

Requirements Management Plan Procurement Management Plan

Scope Management Plan Risk Management Plan

Schedule Management Plan Stakeholder Management Plan

Cost Management Plan Change Management Plan

Quality Management Plan Configuration Management Plan

Communications Management Plan

Human Resource Management Plan

Other Documents in the PMP

Requirements Cost Baseline

Requirements Traceability Matrix Quality Baseline

Scope Baseline Change Control Systems

Project Scope Statement Resource List/Calendar

Work Breakdown Structure Organizational Chart

Milestone List Stakeholder Register

Activity List

Schedule Baseline

Scope

Scope

ScopeScope

Scope

ScopeScope

Time

Time

Time

Time

Cost

Cost

Quality

QualityCommunications

Human Resources

Human Resources

Human Resources

Stakeholder

Stakeholder

Risk

Procurement

Integration

Integration

Integration

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Direct and Manage Project WorkDirect and Manage Project Work

• Direct and Manage Project Work creates Deliverables, Work Performance Data, and Change Requests.

• The Inputs are: the Project Management Plan, Approved Change Requests, Organizational Process Assets, and Enterprise Environmental Factors

• The tool used is: Expert Judgment, PMIS, and Meetings.


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Monitor and Control Project WorkMonitor and Control Project Work

• Monitor and Control Project Work creates the Change Requests, Work Performance Reports, and Project Management Plan updates.

• The Inputs are: the Project Management Plan, Schedule & Cost Forecasts, Validated Change Requests, and Work Performance Information.

• The tool used is: Expert Judgment, Analytical Techniques, and PMIS (Project Management Information System).


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Perform Integrated Change ControlPerform Integrated Change Control

• Perform Integrated Change Conrol creates the Approved Change Requests, Change Log, and Project Management Plan Updates.

• The Inputs are: the Project Management Plan, Work Performance Reports, and Change Requests.

• The tool used is: Meetings, Change Request Tools, and Expert Judgment


Perform Integrated Change ControlPerform Integrated Change Control

When performing Integrated Change Control:•Determine what changes have been done, and what needs to be done.•Review and approve change requests•Monitor and adjust baselines•Communicate status on the project regarding the implemented changes.


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Close Project or PhaseClose Project or Phase

• The Close Project or Phase creates the Final Product, Service, or Result.

• The Inputs are: the Project Management Plan, and Accepted Deliverables.

• The tool used is: Expert Judgment, Meetings, and Analytical Techniques.


Close Project or PhaseClose Project or Phase

project management professional - integration: video course

Leadership & Management

project charter

time staff

project work mc project

hr management

high authority moderate

moderate authority limited

qualitative risk analysis

composite organization