project management professional - integration: video course
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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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Vincent McKeown PMP, MBA
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PROJECT MANAGEMENT PROCESS TABLE
Vincent McKeown PMP, MBA
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)
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
Vincent McKeown PMP, MBA
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
Vincent McKeown PMP, MBA
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
Vincent McKeown PMP, MBA
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INTEGRATION MANAGEMENT
Vincent McKeown PMP, MBA
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
Vincent McKeown PMP, MBA
Vincent McKeown PMP, MBA
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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INTEGRATION MANAGEMENT
Vincent McKeown PMP, MBA
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.
Vincent McKeown PMP, MBA
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INTEGRATION MANAGEMENT
Vincent McKeown PMP, MBA
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).
Vincent McKeown PMP, MBA
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INTEGRATION MANAGEMENT
Vincent McKeown PMP, MBA
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
Vincent McKeown PMP, MBA
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.
Vincent McKeown PMP, MBA
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INTEGRATION MANAGEMENT
Vincent McKeown PMP, MBA
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.
Vincent McKeown PMP, MBA
Close Project or PhaseClose Project or Phase
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