project integration management fifth edidtion

Project Integration Management

For the PMP® Exam using PMBOK® Guide 5th Edition

© Khaled El-Nakib, PMP 2013

PMI®, PMP®, PMBOK® Guide are registered trade marks of Project Management Institute, Inc.


Contacts

� Name: Khaled El-Nakib, PMP

� URL: http://www.khaledelnakib.com

� E-mail: [email protected]



The Project Integration Management Knowledge Area includes the processes and activities needed to identify and define, combine, unify, and coordinate the various processes and the project management activities within the process group.



Project Management Process Groups

Initiating Planning Executing Monitor & Control Closing

Integration

Scope Scope

Time Time

Cost Cost

Quality

Human Resources

Communication

Risk Risk

Procurement

Stakeholder Management


Project Integration Management (Continued)

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 Integrated Change Control

4.6 Close Project


Develop project charter

� Develop project charter is the process of developing a document that formally authorizes the existence of a project and provide the project manager with the authority to apply organizational resources to the activities


Project Charter

� Purpose or justification for the project� Measurable project objectives and related success criteria

� High-level requirements� High level project description� Summary milestone schedule� Summary budget� High level project risks� Pre-assigned team members� Identified stakeholders� Assigned project manager, responsibility and authority level

� Name and authority of the sponsor


In-1: Project Statement of Work

� The statement of work (SOW) is a narrative description of the products or services to be delivered by a project

� SOW references:

◦ Business need

◦ Product scope description

◦ Strategic plan


In-2: Business Case

� Market demand

� Organizational need

� Customer request

� Technological advance


In-3: Agreements

� Agreements are used to define initial intentions for a project.

� Agreements may take the form of contract, memorandum of understanding (MOU), service level agreements (SAL), letter of intent (LOI) verbal agreements, email , or other written agreements.


In-4: Enterprise Environmental Factors

� Governmental or Industry standards

� Organization infrastructure (Existing facilities, or equipments)

� Market conditions


In-5: Organizational Process Assets

� Organization’s processes and procedures for conducting work

◦ Standards and policies (e.g. Safety policy, project management policy, quality policy)

◦ Guidelines and work instructions

◦ Templates

◦ Historical information and lessons learned


Present Value

◦ Present value means the value today of future cash flows

��

��

◦ Revenue after 3 years = 4,000,000

◦ Interest rate = 10%

�� ,��,��

��.��=3,005,259


Net Present Value

� The present value for total benefit minus total cost in a given period of time

Time Tax rate Cash In Cash in PV Cash out Cash out PV NPV

0 0.1 0.00 0.00 295,000.00 295,000.00 -295,000.00

1 0.1 325,000.00 295,454.55 270,500.00 245,909.09 49,545.45

2 0.1 340,000.00 280,991.74 325,000.00 268,595.04 12,396.69

3 0.1 350,000.00 262,960.18 314,000.00 235,912.85 27,047.33

4 0.1 320,500.00 218,905.81 120,000.00 81,961.61 136,944.20

5 0.1 225,500.00 140,017.76 52,500.00 32,598.37 107,419.39

Total 1,561,000.00 1,198,330.03 1,377,000.00 1,159,976.96 38,353.07


Internal Rate of Return (IRR)

� Requires complex calculations.

� For the exam select the project with higher IRR


Benefit Cost Ratio

� Refers to the ratio between revenue resulted from a project compared to the cost invested.

� Greater than one means benefit is greater than cost


Payback Period

� Refers to time period required for a project to collect back its investments

� For the exam, select the least payback period


TT-1: Expert Judgment

� Other units within the organization

� Consultants

� Stakeholders, including customers or sponsors

� Professional and technical associations

� Industry groups

� Project Management Office (PMO)


TT-2: Facilitation Techniques

� Such as

◦ Brainstorming

◦ Problem Solving


Out-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 provide the project manager with the authority to apply organizational resources to the activities


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.


In-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 provide the project manager with the authority to apply organizational resources to the activities


In-2: Outputs from other processes

� Outputs from planning processes described in chapters 5 through 13 are integrated to create the project management plan


In-3: Enterprise Environmental Factors

� Project Management Information System (PMIS)


� Stakeholders Risk Tolerance

� Infrastructure (Existing facilities, or equipments)

� Existing Human Resources (skills, knowledge)

� Personnel administration


In-4: Organizational Process Assets




◦ Templates

� Corporate knowledge base


◦ Measurement database

◦ Projects files


TT-1: Expert judgment

� Expert judgment is utilized to:

◦ Tailor the processes

◦ Develop technical and management details

◦ Determine required resources and skill levels

◦ Define the level of configuration management

◦ Determine which project documents will be subject to formal change control process


TT-2: Facilitation Techniques

� Such as

◦ Brainstorming

◦ Problem Solving


Out-1: Project Management Plan

� It includes but not limited to

◦ Select project life cycle

◦ Selected project processes

◦ Selected tools and techniques

◦ How changes will be managed

◦ How configuration will be managed

◦ How measurement baselines will be managed

◦ Key management reviews


Project management plan

� Change management plan� Communication management plan� Configuration management plan� Cost management plan� Cost baseline� Human resources plan� Process improvement plan� Procurement management plan� Quality management plan� Requirements management plan� Risk management plan� Schedule baseline� Schedule management plan� Scope base line� Scope management plan� Stakeholder management plan



Develop Project Management

Plan

Direct and Manage Project

Work

Monitor and Control Project

Work

Perform Integrated

Change Control


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 approved changes to achieve the project objectives.

� Your job now is a matter of overseeing the actual work, staying on top of issues and problems, and keeping the work lined up with the project management plan


IN-1: Project Management Plan

� The project management plan contains subsidiary plans concerning all aspects of the project


IN-2: Approved Change Requests

� Approved change requests are changes that either expand or reduce project scope, project budgets, schedules, procedures, project management plans, and so on.

� Change requests can be internal or external to the project or organization


IN-3: Enterprise Environmental Factors

� Project Management Information System (PMIS)


� Stakeholders Risk Tolerance

� Infrastructure (Existing facilities, or equipments)

� Personnel administration


IN-4: Organizational Process Assets




◦ Templates

� Corporate knowledge base


◦ Measurement database

◦ Projects files


Tools and Techniques

� Expert Judgment

� project management information system

� Meetings


Out-1: Deliverables

� A deliverable is any unique and verifiable product, service or result that must be produced and provided to complete the project


Out-2: Work Performance Data

� Schedule status and progress

� Status of deliverable completion

� Progress and status of schedule activities

� Adherence to quality standards

� Status of costs (those authorized and costs incurred to date)


Out-2: Work Performance Data

� Schedule activity completion estimates for those activities started

� Schedule activities percent complete

� Lessons learned

� Resource consumption and utilization


Out-3: Change Requests

� change requests are changes that either expand or reduce project scope, project budgets, schedules, procedures, project management plans, and so on

� Change requests can include corrective actions, preventive actions, defect repairs, and updates


Other outputs

� Project Management Plan updates

� Project documents updates




Plan


Work


Work

Perform Integrated

Change Control


Monitoring and Controlling Project Work

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



� Monitor and Control Project Work process involves

oComparing actual project results against the project management plan

oAnalyzing performance data and determining whether corrective or preventive action should be recommended

oProviding forecasts to update cost or schedule information



oMonitoring the project for risks to make certain they’re identified and reported, documented, and the appropriate risk response plans have been put into action

oGathering, recording, and documenting project information that provides project status, measurements of progress, and forecasting

oMonitoring approved change requests


Inputs

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


TT-1: Expert judgment

� Expert judgment, is used by the project management team to interpret the information provided by the monitor and control processes


TT-2: Analytical Techniques

� Variance analysis

� Root cause analysis

� Forecasting methods

� Trend analysis

� Reserve analysis


TT-3: Project Management Information System

� The project management information system provides access to automated tools such as scheduling, cost, databases, and project records


TT-4: Meetings

� Formal/informal

� Face-to-face/virtual


Outputs

� Change Requests

� Project Management Plan updates





Plan


Work


Work

Perform Integrated

Change Control


Perform Integrated Change Control

� Objectives

◦ Influencing the factors that cause change

◦ Reviewing, analyzing, and approving change requests

◦ Managing approved changes

◦ Maintaining the integrity of baselines by releasing only approved changes.


Integrated Change Control Continued

◦ Reviewing and approving or denying all recommended and preventive actions

◦ Documenting the complete impact of requested changes


Change Control Boards (CCBs)

� A formal group of people responsible for approving or rejecting changes on a project

� CCBs provide guidelines for preparing change requests, evaluate change requests, and manage the implementation of approved changes.

� CCBs include stakeholders from the entire organization.


Configuration Management

� Ensures that the descriptions of the project’s products are correct and complete

� Involves identifying and controlling the functional and physical design characteristics of products and their support documentation

� Configuration management specialists identify and document configuration requirements, control changes, record and report changes, and audit the products to verify conformance to requirements


Inputs

1. Project management plan

2. Work performance reports

3. Change requests

4. Enterprise Environmental Factors

5. Organizational Process Assets



� Expert judgment

� Meeting

� Change Control tools


Outputs

� Approved change requests

� Change Log

� Project management plan updates



Close Project or Phase

� Projects come to an end for several reasons:

◦ They’re completed successfully.

◦ They’re canceled or killed prior to completion.

◦ They evolve into ongoing operations and no longer exist as projects


Close Project or Phase

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


Inputs

� Project Management Plan

� Accepted Deliverables

� Organizational Process Assets



� Expert Judgment

� Analytical Techniques

� Meetings


Outputs

� Final Product, Service, or Result

� Organizational process assets update

◦ Project files

◦ Project or phase closure documentation

◦ Historical Information


Thank you!

project integration management fifth edidtion

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