PMP Lead-Integration Management
Content
Wael hassan zewein, PMP
-1-
Program Outlines
Tier III
Professional & Social Responsibility
Tier II
Project Management Processes
Tier I
Project Management Framework
-2-
(PMP®) Certification Exam Information.
-3-
-4-
What is Integration Management? Why Integration Management is important?
What are the Integration processes?
-5-
What is Integration Management? It includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups
-6-
Why Integration Management is important? Integration means putting the pieces of the project together into a cohesive whole, while managing tradeoffs among the different project objectives. Integration is primarily the role of the project manager because the he is responsible for seeing the ‘big picture’. Project Integration Management is concerned with integrating the processes in the Project Management Process Groups to accomplish the project objectives
-7-
What are the Integration processes?
-8-
Project Integration Processes
Process Project Phase Key Outputs
Develop Project Charter
Develop Project Management Plan
Initiating
Planning
Project Charter
Project Management Plan Deliverables Change Requests Change Requests status updates Final product
-9-
Direct and Manage Project Execution Execution Monitor and Control Project Monitoring and Control Work Perform Integrated Change Monitoring and Control Control Close Project or Phase Closure
4.1 Develop Project Charter
Develop Project Charter process Tools & Techniques Outputs
Expert judgment Project Charter
Inputs
Business case Contract
Project Statement of work
Enterprise environmental factors Organizational process assets
-10-
4.1 Develop Project Charter
Project Charter contents
Project Title & Description
A Project Charter
Formally authorizes the project.
Project Manager Assigned and
Gives the objectives and business
Authority Level Business Need Project Justification Resources Pre-assigned Stakeholders Stakeholders Requirements as Known Product Description/Deliverables Constraints and Assumptions Project Sponsor Approval
case Identifies the Project Manager. Generic enough not to change often. Written by a Manager higher in authority than Project Manager. Includes name, description, deliverables A project does not start unless it has a Project charter.
-11-
4.2 Develop Project Management Plan
Develop Project Management Plan process Inputs Tools & Techniques Outputs
Project charter Outputs from planning processes Enterprise environmental factors Organizational process assets Expert judgment Project Management Plan
-12-
4.2 Develop Project Management Plan
• • • • • • •
Project Management Plan is developed by Project Manager with inputs from the team, stakeholders and management. Project Management Plan development is iterative. A Project Management Plan is bought into, approved, realistic and formal. Project baseline refers to the original version of the project management plan. Once the project management plan is baseline, it may only be changed by raising a change request. Kick-off meeting happens after the planning phase and before the project execution. It is typically used to communicate responsibilities of key stakeholders.
-13-
4.2 Develop Project Management Plan
A Project Management Plan includes
Project Charter Budget
Management plans are:
•Scope management plan •Requirement management plan •Schedule management plan •Cost management plan •Quality management plan •Process improvement plan •Human resource plan •Communication management plan •Risk management plan •Procurement management plan
Schedule
Resources Scope Statement WBS Responsibility charts/ assignments Management Plans
-14-
4.3 Direct and Manage Project Execution
Direct and Manage Project Execution process Inputs Tools & Techniques Outputs
Project Management plan Approved Change Requests Enterprise environmental factors Organizational process assets Expert judgment Deliverables Work performance information Change requests Project management plan updates Project document updates
-15-
4.3 Direct and Manage Project Execution
• •
Direct and Manage Project Execution process includes performing the work defined in the PMP to achieve project’s objectives. These Activities include • Accomplish project requirements • Create project deliverables • Staff, train, and manage team members • Obtain, manage, and use resources. • Implement the planned methods and standards • Establish and manage communication channels (external & internal) • Generate project data • Issue change request and adapt approved changes • Manage risk, manage seller and supplier • Collect and document lessons learned.
-16-
4.3 Direct and Manage Project Execution
The outcome of the processes are the deliverables. Status updates are fed into the performance reporting process. This process requires the implementation of Approved corrective actions that will realign the execution of the
•project with the project management plan
•–Approved preventive actions that will reduce the probability of potential negative impacts
•–Approve defect repair requests to correct product defects found by
the quality process
-17-
4.4 Monitor and Control project work
Monitor and Control project work process Inputs Tools & Techniques Outputs
Project Management plan Performance Report Enterprise environmental factors Organizational process assets Expert judgment Change requests Project management plan updates Project document updates
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4.4 Monitor and Control project work
•
Monitor & Control Project Work is the process of tracking, reviewing, and regulating the progress to meet performance objectives defined in the project management plan
•
This process is to monitor project processes related to initiating, planning, executing and closing.
-19-
4.4 Monitor and Control project work
•
Monitoring is done throughout the project, and it provides an insight to the project’s health.
•
Corrective or preventive actions are taken to control the
project performance
• •
It highlights any areas that require special attention. Includes, collecting, measuring, analyzing trends and disseminating performance information.
-20-
4.5 Perform Integrated Change Control
Perform Integrated Change Control process Inputs
Project management plan Work performance information
Tools & Techniques
Expert judgment Change control meetings
Outputs
Change request status updates Project management plan updates
Change requests
Enterprise environmental factors Organizational process assets
Project document updates
-21-
4.5 Perform Integrated Change Control
•
Perform Integration Change Control is the process of reviewing all change requests, approving changes and managing changes to the deliverables, organizational
process assets, project documents and project management
plan
• •
It is performed from project initiation to project completion. Every documented change request must be accepted or rejected by the change control board.
-22-
4.5 Perform Integrated Change Control
•
A change control board is typically formed to review change requests to determine if additional analysis necessary.
•
•
They also approve or reject requested changes.
The board members may include the PM, customer, experts, sponsor and others.
•
They must be agreed by the board members.
-23-
4.5 Perform Integrated Change Control
•
The roles and responsibilities are clearly defined in the configuration control and change control procedures.
•
Configuration control is focused on specification of both
deliverables and processes while Change control is focused on identifying, documenting, and controlling change to the project and product baselines
-24-
4.5 Perform Integrated Change Control
•
A baseline refers to the original project plan with approved changes.
•
It is used to monitor the project progress, and forecasts of
final cost and schedule are compared to it.
•
Project baselines may change with formal approval, the evolution of the baseline should be documented.
-25-
4.5 Perform Integrated Change Control
Projects seldom run according to plan.
•
In dealing with changes, the PM should: 1. Evaluate the impact to the project 2. Create alternatives, including cutting other tasks, crashing, fast tracking etc 3. Meet with stakeholders 4. Meet with the customers
-26-
4.5 Perform Integrated Change Control
Exam tip: –Changes are always evaluated first. –Consider all components of the triple constraint.
–Choose the answer roughly following the mentioned
sequence.
-27-
4.6 close project or Phase
Close Project or Phase process Inputs
Project management plan Accepted Deliverables Organizational process assets
Tools & Techniques
Expert judgment
Outputs
Final Product, service, or result transition Organizational process assets updates
-28-
4.6 close project or Phase
•
Close Project or Phase is the process of finalizing all activities across all Project Management Process Groups to formally complete project or phase
-29-
4.6 close project or Phase
•
Close Project or Phase is the process of finalizing all activities across all Project Management Process Groups to formally complete project or phase
-30-
-1-
Program Outlines
Tier III
Professional & Social Responsibility
Tier II
Project Management Processes
Tier I
Project Management Framework
-2-
(PMP®) Certification Exam Information.
-3-
-4-
What is Integration Management? Why Integration Management is important?
What are the Integration processes?
-5-
What is Integration Management? It includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups
-6-
Why Integration Management is important? Integration means putting the pieces of the project together into a cohesive whole, while managing tradeoffs among the different project objectives. Integration is primarily the role of the project manager because the he is responsible for seeing the ‘big picture’. Project Integration Management is concerned with integrating the processes in the Project Management Process Groups to accomplish the project objectives
-7-
What are the Integration processes?
-8-
Project Integration Processes
Process Project Phase Key Outputs
Develop Project Charter
Develop Project Management Plan
Initiating
Planning
Project Charter
Project Management Plan Deliverables Change Requests Change Requests status updates Final product
-9-
Direct and Manage Project Execution Execution Monitor and Control Project Monitoring and Control Work Perform Integrated Change Monitoring and Control Control Close Project or Phase Closure
4.1 Develop Project Charter
Develop Project Charter process Tools & Techniques Outputs
Expert judgment Project Charter
Inputs
Business case Contract
Project Statement of work
Enterprise environmental factors Organizational process assets
-10-
4.1 Develop Project Charter
Project Charter contents
Project Title & Description
A Project Charter
Formally authorizes the project.
Project Manager Assigned and
Gives the objectives and business
Authority Level Business Need Project Justification Resources Pre-assigned Stakeholders Stakeholders Requirements as Known Product Description/Deliverables Constraints and Assumptions Project Sponsor Approval
case Identifies the Project Manager. Generic enough not to change often. Written by a Manager higher in authority than Project Manager. Includes name, description, deliverables A project does not start unless it has a Project charter.
-11-
4.2 Develop Project Management Plan
Develop Project Management Plan process Inputs Tools & Techniques Outputs
Project charter Outputs from planning processes Enterprise environmental factors Organizational process assets Expert judgment Project Management Plan
-12-
4.2 Develop Project Management Plan
• • • • • • •
Project Management Plan is developed by Project Manager with inputs from the team, stakeholders and management. Project Management Plan development is iterative. A Project Management Plan is bought into, approved, realistic and formal. Project baseline refers to the original version of the project management plan. Once the project management plan is baseline, it may only be changed by raising a change request. Kick-off meeting happens after the planning phase and before the project execution. It is typically used to communicate responsibilities of key stakeholders.
-13-
4.2 Develop Project Management Plan
A Project Management Plan includes
Project Charter Budget
Management plans are:
•Scope management plan •Requirement management plan •Schedule management plan •Cost management plan •Quality management plan •Process improvement plan •Human resource plan •Communication management plan •Risk management plan •Procurement management plan
Schedule
Resources Scope Statement WBS Responsibility charts/ assignments Management Plans
-14-
4.3 Direct and Manage Project Execution
Direct and Manage Project Execution process Inputs Tools & Techniques Outputs
Project Management plan Approved Change Requests Enterprise environmental factors Organizational process assets Expert judgment Deliverables Work performance information Change requests Project management plan updates Project document updates
-15-
4.3 Direct and Manage Project Execution
• •
Direct and Manage Project Execution process includes performing the work defined in the PMP to achieve project’s objectives. These Activities include • Accomplish project requirements • Create project deliverables • Staff, train, and manage team members • Obtain, manage, and use resources. • Implement the planned methods and standards • Establish and manage communication channels (external & internal) • Generate project data • Issue change request and adapt approved changes • Manage risk, manage seller and supplier • Collect and document lessons learned.
-16-
4.3 Direct and Manage Project Execution
The outcome of the processes are the deliverables. Status updates are fed into the performance reporting process. This process requires the implementation of Approved corrective actions that will realign the execution of the
•project with the project management plan
•–Approved preventive actions that will reduce the probability of potential negative impacts
•–Approve defect repair requests to correct product defects found by
the quality process
-17-
4.4 Monitor and Control project work
Monitor and Control project work process Inputs Tools & Techniques Outputs
Project Management plan Performance Report Enterprise environmental factors Organizational process assets Expert judgment Change requests Project management plan updates Project document updates
-18-
4.4 Monitor and Control project work
•
Monitor & Control Project Work is the process of tracking, reviewing, and regulating the progress to meet performance objectives defined in the project management plan
•
This process is to monitor project processes related to initiating, planning, executing and closing.
-19-
4.4 Monitor and Control project work
•
Monitoring is done throughout the project, and it provides an insight to the project’s health.
•
Corrective or preventive actions are taken to control the
project performance
• •
It highlights any areas that require special attention. Includes, collecting, measuring, analyzing trends and disseminating performance information.
-20-
4.5 Perform Integrated Change Control
Perform Integrated Change Control process Inputs
Project management plan Work performance information
Tools & Techniques
Expert judgment Change control meetings
Outputs
Change request status updates Project management plan updates
Change requests
Enterprise environmental factors Organizational process assets
Project document updates
-21-
4.5 Perform Integrated Change Control
•
Perform Integration Change Control is the process of reviewing all change requests, approving changes and managing changes to the deliverables, organizational
process assets, project documents and project management
plan
• •
It is performed from project initiation to project completion. Every documented change request must be accepted or rejected by the change control board.
-22-
4.5 Perform Integrated Change Control
•
A change control board is typically formed to review change requests to determine if additional analysis necessary.
•
•
They also approve or reject requested changes.
The board members may include the PM, customer, experts, sponsor and others.
•
They must be agreed by the board members.
-23-
4.5 Perform Integrated Change Control
•
The roles and responsibilities are clearly defined in the configuration control and change control procedures.
•
Configuration control is focused on specification of both
deliverables and processes while Change control is focused on identifying, documenting, and controlling change to the project and product baselines
-24-
4.5 Perform Integrated Change Control
•
A baseline refers to the original project plan with approved changes.
•
It is used to monitor the project progress, and forecasts of
final cost and schedule are compared to it.
•
Project baselines may change with formal approval, the evolution of the baseline should be documented.
-25-
4.5 Perform Integrated Change Control
Projects seldom run according to plan.
•
In dealing with changes, the PM should: 1. Evaluate the impact to the project 2. Create alternatives, including cutting other tasks, crashing, fast tracking etc 3. Meet with stakeholders 4. Meet with the customers
-26-
4.5 Perform Integrated Change Control
Exam tip: –Changes are always evaluated first. –Consider all components of the triple constraint.
–Choose the answer roughly following the mentioned
sequence.
-27-
4.6 close project or Phase
Close Project or Phase process Inputs
Project management plan Accepted Deliverables Organizational process assets
Tools & Techniques
Expert judgment
Outputs
Final Product, service, or result transition Organizational process assets updates
-28-
4.6 close project or Phase
•
Close Project or Phase is the process of finalizing all activities across all Project Management Process Groups to formally complete project or phase
-29-
4.6 close project or Phase
•
Close Project or Phase is the process of finalizing all activities across all Project Management Process Groups to formally complete project or phase
-30-
