si9216_20150325084104.pdf

CHAPTER 4

PROJECT INTEGRATION MANAGEMENT Overview of Project Integration Management Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase

Learning Objectives After completing this chapter, you will be able to: Explain how Project Integration

Management processes interact with all the processes in the other Knowledge Areas, and list the six major processes in Project Integration Management

Describe the Develop Project Charter process, its inputs, tools and techniques, and outputs, with special emphasis on project selection methods

Describe the Develop Project Management Plan process, its inputs, tools and techniques, and outputs, with special emphasis on the project management plan

Describe the Direct and Manage Project Work process, its inputs, tools and techniques, and outputs

Describe the Monitor and Control Project Work process, its inputs, tools and techniques, and outputs

Describe the Perform Integrated Change Control process, its inputs, tools and techniques, and outputs, with special emphasis on configuration management, actions performed throughout integration, and change control systems

Describe the Close Project or Phase process, its inputs, tools and techniques, and outputs, with special emphasis on closing activities

Project Integration Management

Project Integration Management includes the process and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

Process

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 Or Phase

4.1 Develop Project Charter The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

INPUT TOOLS AND TECHNIQUE OUTPUT 1. Project statement of work 2. Business case 3. Agreements 4. Enterprise environmental factors 5. Organizational process assets

1. Expert judgment 2. Facilitation techniques

1. Project charter

ITTO Develop Project Charter

4.1 Develop Project Charter

4.2 Develop Project

Management Plan

5.1 Plan Scope

Management

5.2 Collect

Requirements

5.3 Define Scope

6.1 Plane

Schedule Management

7.1 Plan Cost

Management

11.1 Plan Risk

Management

13.1 Identify

Stakeholders

Project Initiator / Sponsor

Enterprise / Organization

Agreements Business Case Project Statement of work

Project Charter


Organizational process assets Enterprise environmental factors

Benefit Measurement Methods Benefit Cost Ratio

Compares benefits to costs Includes only tangibles Benefit/cost: Ratio > 1 is favorable

Ratio < 1 is unfavorable

Benefit Measurement Methods Weighted Scoring Model

Criteria Weight Project A Score Project B Score

Potential Profit 5 4 (4 x 5 = 20) 2 (2 x 5 = 10)

Ease to Produce and Support

1

3 (3 x 1 = 3)

2 (2 x 1 = 2)

Marketability 3 3 (3 x 3 = 9) 4 (4 x 3 = 12)

Total 32 *** 24

Benefit Measurement Methods Payback Period

What is the payback period?

Year 0 Year 1 Year 2 Year 3 Year 4

Initial Investment

40,000

Cash Inflows 15,000 15,000 15,000 15,000

Benefit Measurement Methods Discounted Cash Flows

Year

Amount (FV)

PV at 5% inflation

Amount Year (PV)

FV at 5% interest

0 $50,000 $50,000 $50,000 0 $50,000

1 $50,000 $47,619 $50,000 1 $52,500

2 $50,000 $45,351 $50,000 2 $55,125

3 $50,000 $43,192 $50,000 3 $57,881

Benefit Measurement Methods Net Present Value

Year Cash Flow Present Value at 5%

0 ($100,000) ($100,000) 1 $20,000 $19,048

2 $40,000 $36,281

3 $45,000 $38,873

4 $55,000 $45,249

Total $60,000 $39,451

Benefit Measurement Methods Internal Rate of Return

100

Rate of growth/return expected 70

40

Rate at which NPV = 0 1

Higher is better

Benefit Measurement Methods Opportunity Cost

Value of opportunity lost Valuable only when all projects cannot be done Intended to minimize value of missed opportunities

Benefit Measurement Methods Benefit Measurement Methods Summary

BCR (benefit cost ratio) Weighted scoring model Payback period NPV (net present value)

Select the project if BCR is greater than 1; higher is better. Select the project with the highest score. Select the project that has a shorter payback period. Select the project with the greatest NPV.

IRR (internal rate of return) Select the project with the higher IRR.

Opportunity cost Focus on minimizing lost opportunity.

Benefit Measurement Methods: Exercises Scenario 1

Project A Project B Project C

Benefit Cost Ratio 1.15 .75 .90

Payback Period

Net Present Value

Internal Rate of Return

Benefit Measurement Methods: Exercises Scenario 1 Based on the following information, which project would you choose? Project A Project B Project C

Benefit Cost Ratio 1.15 .75 .90

Payback Period

Net Present Value




Benefit Cost Ratio

Payback Period 12 months 36 months 18 months

Net Present Value


Benefit Measurement Methods: Exercises Scenario 2 Based on the following information, which project would you choose? Project A Project B Project C

Benefit Cost Ratio

Payback Period 12 months 36 months 18 months

Net Present Value




Benefit Cost Ratio

Payback Period

Net Present Value $45,000 $68,000 $33,000

Internal Rate of Return 4.8% 6.5% 4.2%

Benefit Measurement Methods: Exercises Scenario 3 Based on the following information, which project would you choose?


Benefit Cost Ratio

Payback Period

Net Present Value $45,000 $68,000 $33,000

Internal Rate of Return 4.8% 6.5% 4.2%

Inputs

1. Project Statement of Work The project statement of work (SOW) is a narrative description of products, services, or results to be delivered by a project. The SOW references the following : Business need. Product scope description. Strategic plan.

Inputs 2. Business Case

The business case or similar document describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment. The business case is created as a result of one or more of the following : Market demand Organizational need Customer request Technological advance Legal requirement Ecological impacts Social need

Inputs 3. Agreements

Agreements are used to define initial intentions for a project. 4. Enterprise Environmental Factors

The enterprise environmental factors that can influence the Develop Project Charter process include, but are not limited to : Governmental standards, industry standards, or regulations

(e.g. codes of conduct, quality standards, or worker protection standards),

Organizational culture and structure, and Marketplace conditions.

Inputs

5. Organizational Process Assets The organizational process assets that can influence the Develop Project Charter process include, but are not limited to : Organizational standard processes, policies, and process definitions, Templates, and Historical information and lessons learned knowledge base.

Tools and Techniques 1. Expert Judgment

Expert judgment is often used to assess the inputs used to develop the project charter . Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including : Other units within the organization, Consultants, Stakeholders, including customers or sponsors, Professional and technical associations, Industry groups, Subject matter experts (SME), and Project management office (PMO).

Tools and Techniques

2. Facilitation Techniques Facilitation techniques have broad application within project management processes and guide the development of the project charter.

Outputs

1. Project Charter The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

Outputs Project Charter

Components of the project charter: Project purpose or justification

Measurable objectives or goals

High-level requirements

High-level project description

High-level product characteristics

Summary milestone schedule

Summary budget Initial assumptions and constraints

Project managers name, responsibility, and authority level

Project approval requirements (signatures and acceptance)

Why Is the Charter Important?

Gives the project manager authority

Formally recognizes the project States project goals and objectives Commits the organizations resources to the project Is signed by the sponsor

4.2 Develop Project Management Plan

Develop Project Management Plan is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.

INPUT TOOLS AND TECHNIQUE OUTPUT 1. Project Charter 2. Output from other processes 3. Enterprise environmental Factors 4. Organizational process assets

1. Expert judgment 2. Facilitation techniques

1. Project Management Plan

ITTO Develop Project Management Plan


Outputs from Other

Processes


4.4 Monitor and

Control Project Work

4.5 Perform

Integrated Change Control

4.6 Close Project

or Phase

4.2 Develop Project

Management Plan

4.3 Direct and

Manage Project Work

5.1 Plan Scope

Management

5.6 Control Scope

6.1 Plan

Schedule Management

6.7 Control

Schedule

7.1 Plan Cost

Management

7.4 Control Costs

8.1 Plan Quality Management

9.1 Plan Human

Resource Management


Project charter


Communications management plan Cost management plan Human resource plan Procurement management plan Process improvement plan Quality management plan Requirements management plan Risk management plan Schedule management plan Scope management plan Stakeholder management plan Cost baseline Schedule baseline Scope baseline Project management plan updates

Project management plan


Outputs from Other

Processes


4.4 Monitor and


4.5 Perform


4.6 Close Project

or Phase

4.2 Develop Project

Management Plan 4.3

Direct and Manage

Project Work

10.1 Plan

Communications Management

10.3 Control

Communications

11.1 Plan Risk

Management

11.6 Control Risks

13.2 Plan

Stakeholder Management

12.4 Close

Procurements

12.3 Control

Procurements

12.1 Plan

Procurement Management


Project charter


Communications management plan Cost management plan Human resource plan Procurement management plan Process improvement plan Quality management plan Requirements management plan Risk management plan Schedule management plan Scope management plan Stakeholder management plan Cost baseline Schedule baseline Scope baseline Project management plan updates


13.4 Control

Stakeholder Engagement

Inputs 1. Project Charter

The size of the project charter varies depending on the complexity of the project and the information known at the time of its creation.

2. Outputs From Other Processes Outputs from many of the other processes described in Sections 5 through 13 are integrated to create the project management plan.

Inputs 3. Enterprise Environmental Factors

The enterprise environmental factors that can influence the Develop Project Management Plan process include, but are not limited to : Governmental or industry standards; Project management body of knowledge for vertical market; Project management information system; Organizational structure, culture, management practices,

and sustainability; Infrastructure; and Personnel administration

Inputs 4. Organizational Process Assets

Organizational process assets that can influence the Develop Project Management Plan process include, but are not limited to : Standardized guidelines, work instructions, proposal

evaluation criteria, and performance measurement criteria; Project management plan template; Change control procedures, including the steps by which

official organization standards, policies, plans, and procedures, or any project documents will be modified and how any changes will be approved and validated;

4. Organizational Process Assets

Project files from previous projects (e.g., scope, cost, schedule and performance measurement baselines, project calendars, project schedule network diagrams, and risk registers,);

Historical information and lessons learned knowledge base; and

Configuration management knowledge base containing the versions and baselines of all official organization standards, policies, procedures, and any project documents.

Tools & Techniques 1. Expert Judgment

When developing the project management plan, expert judgment is utilized to : Tailor the process to meet the project needs, Develop technical and management details to be

included in the project management plan, Determine resources and skill levels needed to perform

project work,

1. Expert Judgment

Define the level of configuration management to apply on the project,

Determine which project documents will be subject to the formal change control process, and

Prioritize the work on the project to ensure the project resources are allocated to the appropriate work at the appropriate time.

Tools & Techniques 2. Facilitation Techniques

Facilitation techniques have broad application within project management processes and are used to guide the development of the project management plan.

Outputs

1. Project Management Plan The project management plan is the document that describes how the project will be executed, monitored, and controlled.

Outputs Project Management Plan

What is a project management plan?

A document or collection of documents

Created by the project manager with input from stakeholders

Formal and approved

Project Management Plan What It Does Defines the project management processes to be followed Serves as a baseline for project execution and control Documents assumptions, constraints, and decisions Aids in communication between stakeholders Defines project reviews Defines how changes will be managed Describes how performance measurement baselines will be maintained Defines phases in the project life cycle

Project Management Plan Project Management Plan Components

Change management plan Communications management plan Configuration management plan Cost management plan Cost performance baseline Human resources plan Process improvement plan Procurement management plan Quality management plan

Project Management Plan Project Management Plan Components (cont.)

Requirements management plan Risk management plan Schedule baseline Schedule management plan Scope baseline: Scope statement WBS WBS dictionary Scope management plan

Project Management Plan Project Documents Activity attributes Quality metrics Activity cost estimates Responsibility assignment matrix Activity list Requirements traceability matrix Assumption log Resource breakdown structure Basis of estimates Resource calendars Change Log Resource requirements Charter Risk register Contracts Roles and responsibilities Duration estimates Sellers list Forecasts Source selection criteria Issue log Stakeholder analysis Milestone list Stakeholder management strategy Performance reports Stakeholder register Project funding requirements Stakeholder requirements Proposals Statement of work Procurement documents Team performance assessments Project organizational structure Teaming agreements Quality control measurements Work performance information Quality checklists Work performance measurements

4.3 Direct and Manage Project Work

Direct and Manage Project Work is the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the projects objectives.

INPUT TOOLS AND TECHNIQUE OUTPUT 1. Project management plan 2. Approved change requests 3. Enterprise environmental factors 4. Organizational process assets

1. Expert judgment 2. Project management information

system 3. Meetings

1. Deliverables 2. Work performance data 3. Change requests 4. Project management plan updates 5. Project documents updates

ITTO Direct and Manage Project Work

5.5 Validate Scope


5.6 Control Scope

6.7 Control

Schedule

7.4 Control Costs

4.3 Direct and

Manage Project Work

4.5 Perform


4.5 Perform


8.3 Control Quality

10.3 Control

Communications

11.6 Control Risks

12.3 Control

Procurements

13.4 Control


Project Documents



Project management plan updates

Approved change requests

Change requests

Deliverables

Work performance data

Inputs 1. Project Management Plan

The project management plan contains subsidiary plans concerning all aspects of the project. Those subsidiary plans related to project work include, but are not limited to : Scope management plan, Requirements management plan, Schedule management plan, Cost management plan, and Stakeholder management plan.

Inputs

2. Approved Change Requests Approved change requests are an output of the Perform Integrated Change Control process, and include those requests reviewed and approved for implementation by the change control board (CCB).

Inputs 3. Enterprise Environmental Factors

The Direct and Manage Project Work process is influenced by enterprise environmental factors that include, but are not limited to : Organizational, company, or customer culture and

structure of the performing or sponsor organizations; Infrastructure; Personnel administration; Stakeholder risk tolerances, for example allowable cost

overrun percentage; and Project management information system.

Inputs

4. Organizational Process Assets The organizational process assets that can influence the Direct and Manage Project Work process include, but are not limited to : Standardized guidelines and work instructions; Communication requirements defining allowed

communication media, record retention, and security requirements;

Issue and defect management procedures defining issue and defect controls, issue and defect identification and resolution, and action item tracking;

4. Organizational Process Assets

Process measurement database used to collect and make available measurement data on processes and products;

Project files from previous projects; and Issue and defect management database(s) containing

historical issue and defect status, control information, issue and defect resolution, and action item results.

Tools & Techniques

1. Expert Judgment Expert judgment is used to assess the inputs needed to direct and manage execution of the project management plan. Additional expertise is available from many sources, including : Other units within the organization; Consultants and other subject matter experts (internal and

external); Stakeholders, including customers, suppliers, or sponsors;

and Professional and technical associations.

Tools & Techniques

2. Project Management Information System The project management information system, which is part of the environmental factors, provides access to tools, such as a scheduling tool, a work authorization system, a configuration management system, an information collection and distribution system, or interfaces to other online automated systems.

Tools & Techniques

3. Meetings Meetings are used to discuss and address pertinent topics of the project when directing and managing project work. Meetings tend to be one of three types : Information exchange; Brainstorming, option evaluation, or design; or Decision making.

Outputs

1. Deliverables A deliverable is any unique and verifiable product, result or capability to perform a service that is required to be produced to complete a process, phase, or project.

2. Work Performance Data Work performance data are the raw observations and measurements identified during activities being performed to carry out the project work.

Outputs

3. Change Requests A change request is a formal proposal to modify any document, deliverable, or baseline . Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated, and may include : Corrective action; Preventive action; Defect repair; and/or Updates

4. Project Management Plan Updates Elements of the project management plan that may be updated include, but are not limited to : Scope management plan, Requirements management

plan, Schedule management

plan, Cost management plan, Quality management plan Process improvement plan, Human resource

management plan,

Communications management plan,

Risk management plan, Procurement management

plan, Stakeholder management

plan, and Project baselines.

Outputs

5. Project Documents Updates Project documents that may be updated include, but are not limited to : Requirements documentation, Project logs (issues, assomptions, etc.), Risk register, and Stakeholder register.

4.4 Monitor and Control Project Work Monitor and Control Project Work is the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan.

INPUT TOOLS AND TECHNIQUE OUTPUT 1. Project management plan 2. Schedule forecasts 3. Cost forecasts 4. Validated changes 5. Work performance information 6. Enterprise environmental factors 7. Organizational process assets

1. Expert judgment 2. Analytical techniques 3. Project management information

system 4. Meetings

1. Change requests 2. Work performance repots 3. Project management plan updates 4. Project documents updates

ITTO Monitor and Control Project Work

Project Documents

Project Documents

Project Documents

4.4 Monitor and




12.3 Control

Procurements

11.6 Control Risks

5.5 Validate Scope

5.6 Control Scope

10.3 Control

Communications

4.2 Develop Project

Management Plan

4.5 Perform


9.4 Manage Project

Team

10.2 Manage

Communications

11.6 Control Risks

12.3 Control

Procurements

13.4 Control


Work performance information



Change requests Work performance reports

Work performance reports


Project Documents

Project Documents

Project Documents

4.4 Monitor and




12.3 Control

Procurements

5.5 Validate Scope

10.3 Control

Communications

4.2 Develop Project

Management Plan

4.5 Perform


9.4 Manage Project

Team

10.2 Manage

Communications

11.6 Control Risks

12.3 Control

Procurements




Work performance reports


Inputs

1. Project Management Plan Monitoring and controlling project work involves looking at all aspects of the project.

2. Schedule Forecasts The schedule forecasts are derived from progress against the schedule baseline and computed time estimate to complete (ETC).

Inputs

3. Cost Forecasts The cost forecasts are derived from progress against the cost baseline and computed estimates to complete (ETC).

4. Validated Changes

Approved changes that result from the Perform Integrated Change Control process require validation to ensure that the change was appropriately implemented.

Inputs

5. Work Performance Information Work performance information is the performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas.

Inputs

6. Enterprise Environmental Factors The enterprise environmental factors that can influence the Monitor and Control Project Work process include, but are not limited to : Governmental or industry standards, Organization work authorization systems, Stakeholder risk tolerances, and Project management information system.

7. Organizational Process Assets The organizational process assets that can influence the Monitor and Control Project Work process include, but are not limited to : Organizational communication

requirements; Financial controls procedures; Issue and defect management

procedures defining issue and defect controls, issue and defect identification, and resolution and action item tracking;

Change control procedures, including those for scope, schedule, cost, and quality variances;

Risk control procedures including risk categories, probability definition and impact, and probability and impact matrix;

Process measurement database used to make available measurement data on processes and products; and

Lessons learned database.

Tools & Techniques

1. Expert Judgment Expert judgment is used by the project management team to interpret the information provided by the monitor and control processes.

2. Analytical Techniques Analytical techniques are applied in project management to forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables.

Tools & Techniques

3. Project Management Information System The project management information system, which is part of enterprise environmental factors, provides access to automated tools, such as scheduling, cost, and resourcing tools, performance indicators, databases, project records, and financials used during the Monitor and Control Project Work process.

4. Meetings Meetings may be face-to-face, virtual, formal, or informal.

Outputs

1. Change Requests As a result of comparing planned results to actual results, change requests may be issued to expand, adjust, or reduce project scope, product scope, or quality requirements and schedule or cost baselines.

2. Work Performance Reports Work performance reports are the physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness.

Outputs

3. Project Management Plan Updates Changes identified during the Monitor and Control Project Work process may affect the overall project management plan.

4. Project Documents Updates Project documents that may be updated include, but are not limited to : Schedule and cost forecasts, Work performance reports, and Issue log.

4.5 Perform Integrated Change Control Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition.

INPUT TOOLS AND TECHNIQUE OUTPUT 1. Project management plan 2. Work performance repots 3. Change requests 4. Enterprise environmental factors 5. Organizational process assets

1. Expert judgment 2. Meetings 3. Change control tools

1. Approved change requests 2. Change log 3. Project management plan updates 4. Project documents updates

ITTO Perform Integrated Change Control

Project Documents

Project Documents

Project Documents

Project Integration Management Enterprise / Organization

5.6 Control Scope

6.7 Control Schedule

7,4 Control Costs

8.2 Perform Quality

Assurance

8.3 Control Quality

9.4 Manage Project

Team

10.3 Control

Communications

5.5 Validate Scope

4.5 Perform


4.4 Monitor and


4.2 Develop Project

Management Plan

4.3 Direct and

Manage Project Work

8.3 Control Quality

12.3 Control

Procurements

13.3 Manage




Change requests


Change log

Change requests

Project documents updates

Project Documents

Project Documents

Project Documents

Project Integration Management Enterprise / Organization

12.1 Plan

Procurement Management

12.2 Conduct

Procurements

12.3 Control

Procurements

13.3 Manage


13.4 Control


11.6 Control Risks

4.5 Perform


4.4 Monitor and


4.2 Develop Project

Management Plan

4.3 Direct and

Manage Project Work

8.3 Control Quality

12.3 Control

Procurements

13.3 Manage




Change requests


Change log

Change requests

Project documents updates

Perform Integrated Change Control Process Change Control System Receive change request form

Enter request in change log

Analyze need/ benefit of change

Update (change log)

Notify requestor Integrate change into project management plan Implement change

PM : Analyze impact of change

Yes CCB: Accept

change?

No

Update change log

(decline)

Notify requestor

Update project documents Process complete

Inputs

1. Project Management Plan Elements of the project management plan that may be used include, but are not limited to : Scope management plan, which contains the procedures

for scope changes; Scope baseline, which provides product definition; and Change management plan, which provides the direction

for managing the change control process and documents the formal change control board (CCB).

Inputs

2. Work Performance Reports Work performance reports of particular interest to the Perform Integrated Change Control process include resource availability, schedule and cost data, and earned value management (EVM) reports, burn up or burn down charts.

3. Change Requests All of the Monitoring and Controlling processes and many of the Executing processes produce change requests as an output.

Inputs

4. Enterprise Environmental Factors The following enterprise environmental factor can influence the Perform Integrated Change Control process: project management information system.

5. Organizational Process Assets The organizational process assets that can influence the Perform Integrated Change Control process include, but are not limited to : Change control procedures,

including the steps by which official organization standards, policies, plans, and other project documents will be modified, and how any changes will be approved, validated, and implemented;

Procedures for approving and issuing change authorizations;

Process measurement database used to collect and make available measurement data on processes and products;

Project; and Configuration management

knowledge base containing the versions and baselines of all official organization standards, policies, procedures, and any project documents.

Tools & Techniques

1. Expert Judgment In addition to the project management teams expert judgment, stakeholders may be asked to provide their expertise and may be asked to sit on the change control board (CCB).

2. Meetings In this case, these meetings are usually referred to as change control meetings.

Tools & Techniques

3. Change Control Tools In order to facilitate configuration and change management, manual or automated tools may be used.

Outputs

1. Approved Change Requests Change requests are processed according to the change control system by the project manager, CCB, or by an assigned team member.

2. Change log A change log is used to document changes that occur during a project.

Outputs 3. Project Management Plan Updates

Elements of the project management plan that may be updated include, but are not limited to : Any subsidiary plans, and Baselines that are subject to the formal change control

process.

4. Project Documents Updates Project documents that may be updated as a result of the Perform Integrated Change Control process include all documents specified as being subject to the projects formal change control process.

4.6 Close Project or Phase

Close Project or Phase is the process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase.

INPUT TOOLS AND TECHNIQUE OUTPUT 1. Project management plan 2. Accepted deliverables 3. Organizational process assets

1. Expert judgment 2. Analytical techniques 3. Meetings

1. Final product, service or result transition

2. Organizational process assets updates

ITTO Close Project or Phase


5.5 Validate Scope


4.6 Close Project

or Phase

4.2 Develop Project

Management Plan

Customer

Accepted deliverables

Organizational process assets


Final product, service, or result transition

Close Project or Phase Process Sequence of Closing Processes

Close Procurements Close Project or Phase

Perform product verification.

Perform product verification (via Verify Scope process). Complete final contract performance Complete final project or phase

reporting. reporting. Complete formal acceptance of deliverables, products, or services and acknowledgement of contract closure. Conduct procurement audits.

Obtain final acceptance of project or phase. Transition product, service, or result. Negotiate settlements. Perform lessons learned.

Document lessons learned. Update OPAs. Release resources.

Inputs

1. Project Management Plan The project management plan becomes the agreement between the project manager and project sponsor, defining what constitutes project completion.

2. Accepted Deliverables Accepted deliverables may include approved product specifications, delivery receipts, and work performance documents.

Inputs

3. Organizational Process Assets The organizational process assets that can influence the Close Project or Phase process include, but are not limited to : Project or phase closure guidelines or requirements;

and Historical information and lessons learned knowledge

base.

Tools & Techniques

1. Expert Judgment Expert judgment is applied when performing administrative closure activities.

2. Analytical Techniques Examples of analytical techniques used in project closeout are : Regression analysis, and Trend analysis.

3. Meetings

Meetings may be face-to-face, virtual, formal, or informal.

Outputs

1. Final Product, Service, or Result Transition This output refers to the transition of the final product, service, or result that the project was authorized to produce (or in the case of phase closure, the intermediate product, service, or result of that phase).

Outputs

2. Organizational Process Assets Updates The organizational process assets that are updated as a result of the Close Project or Phase process include, but are not limited to : Project files Project or phase closure documents Historical information

si9216_20150325084104.pdf

Documents

project activities

project management activities

project manager

project charter process

project work monitor

control project work

project charter itto

project selection methods