4. Project Integration Management

Manage Project Knowledge (Inputs) - Project Management Plan

All components of the project management plan are inputs.

Direct and Manage Project Work (Inputs) - Project Management Plan

Any component of the project management plan may be an input to this process.

Direct and Manage Project Work (Outputs) - OPAs

Any organizational process asset can be updated as a result of this process.

Develop Project Management Plan (Tools and Techniques) - Data Gathering

Develop Project Management (Inputs) Develop Project Management (Tools & Techniques) Develop Project Management (Outputs) • Brainstorming, • Checklists, • Focus Groups, • Interviews

Projects are initiated due to ___.

internal business needs or external influences. These needs or influences often trigger the creation of a needs analysis, feasibility study, business case, or description of the situation that the project will address.

Knowledge is commonly split into ___ and ___ .

• Explicit: knowledge that can be readily codified using words, pictures, and numbers • Tacit: knowledge that is personal and difficult to express, such as beliefs, insights, experience, and "know-how".

Develop Project Charter (Tools and Techniques) - Meetings

For this process, meetings are held with key stakeholders to identify the project objectives, success criteria, key deliverables, high-level requirements, summary milestones, and other summary information.

Develop Project Management Plan (Tools and Techniques) - Meetings

For this process, meetings are used to discuss the project approach, determine how work will be executed to accomplish the project objectives, and establish the way the project will be monitored and controlled.

Business Case

Is the business document most commonly used to create the project charter. Typically, the business need and the cost benefit analysis are contained in the business case to justify and establish boundaries for the project.

Direct and Manage Project Work (Tools and Techniques) - Meetings

Meetings are used to discuss and address pertinent topics of the project when directing and managing project work. Types of meetings include but are not limited to: kick-off, technical, sprint or iteration planning, Scrum daily standups, steering group, problem solving, progress update, and retrospective meetings.

Develop Project Management Plan (Inputs) - Outputs from other processes

Outputs from many of the other processes are integrated to create the project management plan. Subsidiary plans and baselines that are an output from other planning processes are inputs to this process. In addition, changes to these documents may necessitate updates to the project management plan.

___ includes the processed and activities to identify, define, combine, unify, and coordinate the various processes and project management activities with the Project Management Process groups.

Project Integration Management

___ is specific to project managers

Project Integration Management

Develop Project Management Plan (Outputs)

Project Management Plan

Change Request

A change request is a formal proposal to modify any document, deliverable, or baseline. When issues are found while project work is being performed, change requests can be submitted, which may modify project policies or procedures, project or product scope, project cost or budget, project schedule, or quality of the project or product results. Other change requests cover the needed preventive or corrective actions to forestall negative impact later in the project.

Manage Project Knowledge (Outputs) - OPAs

All projects create new knowledge. Some of this knowledge is codified, embedded in deliverables, or embedded in improvements to processes and procedures as a result of the Manage Project Knowledge process. Existing knowledge can also be codified or embedded for the first time as a result of this process; for example, if an existing idea for a new procedure is piloted in the project and found to be successful. Any organizational process asset can be updated as a result of this process.

Direct and Manage Project Work (Inputs) - Approved Change Requests

An output of the Perform Integrated Change Control process, and include those requests reviewed and approved for implementation by the project manager or by the change control board (CCB) when applicable. The approved change request may be a corrective action, a preventive action, or a defect repair. Approved change requests are scheduled and implemented by the project team and can impact any area of the project or project management plan. The approved change requests can also modify the formally controlled project management plan components or project documents.

Manage Project Knowledge (Outputs) - Project Management Plan Updates

Any change to the project management plan goes through the organization's change control process via a change request. Any component of the project management plan may be updated as a result of this process.

Direct and Manage Project Work (Outputs) - Project Management Plan Updates

Any change to the project management plan goes through the organization's change control process via a change request. Any component of the project management plan may require a change request as a result of this process.

Direct and Manage Project Work (Outputs) - Change Requests

Any project stakeholder may request a change. Change requests are processed for review and disposition through the Perform Integrated Change Control process. Change requests may include: • Corrective action. An intentional activity that realigns the performance of the project work with the project management plan. • Preventive action. An intentional activity that ensures the future performance of the project work is aligned with the project management plan. • Defect repair. An intentional activity to modify a nonconforming product or product component. • Updates. Changes to formally controlled project documents, plans, etc., to reflect modified or additional ideas or content.

Direct and Manage Project Work (Outputs) - Deliverables

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. Deliverables are typically the outcomes of the project and can include components of the project management plan. Change control should be applied once the first version of a deliverable has been completed. The control of the multiple versions or editions of a deliverable (e.g., documents, software, and building blocks) is supported by configuration management tools and procedures.

Manage Project Knowledge (Inputs) - Project Deliverables

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. Deliverables are typically the outcomes of the project and can include components of the project management plan. MPK

Manage Project Knowledge (Outputs) - Lessons Learned Register

Can include the category and description of the situation. May also include the impact, recommendations, and proposed actions associated with the situation. May record challenges, problems, realized risks and opportunities, or other content as appropriate. Created as an output of this process early in the project. Thereafter it is used as an input and updated as an output in many processes throughout the project. The persons or teams involved in the work are also involved in capturing the lessons learned. Knowledge can be documented using videos, pictures, audios, or other suitable means that ensure the efficiency of the lessons captured. At the end of a project or phase, the information is transferred to an organizational process asset called a lessons learned repository.

Develop Project Charter (Outputs) - Project Charter

Documents the high-level information such as: • Project purpose; • Measurable project objectives and related success criteria; • High-level requirements; • High-level project description, boundaries, and key deliverables; • Overall project risk; • Summary milestone schedule; • Preapproved financial resources; • Key stakeholder list; • Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project); • Project exit criteria (i.e., what are the conditions to be met in order to close or to cancel the project or phase); • Assigned project manager, responsibility, and authority level; and • Name and authority of the sponsor or other person(s) authorizing the project charter. At a high level, the project charter ensures a common understanding by the stakeholders of the key deliverables, milestones, and the roles and responsibilities of everyone involved in the project.

Develop Project Charter (Outputs) - Assumption Log

High-level strategic and operational assumptions and constraints are normally identified in the business case before the project is initiated and will flow into the project charter. Lower-level activity and task assumptions are generated throughout the project such as defining technical specifications, estimates, the schedule, risks, etc. The assumption log is used to record all assumptions and constraints throughout the project life cycle.

Agreements

May take the form of contracts, memorandums of understanding aka MOUs, service level agreements aka SLA, letters of agreement, letters of intent, verbal agreements, email, or other written agreements.

___ includes collecting, measuring, and assessing measurements and trends to effect process improvements.

Monitoring

Direct and Manage Project Work (Outputs) - Issue Log

Project document where all the issues are recorded and tracked. Data on issues may include: • Issue type, • Who raised the issue and when, • Description, • Priority, • Who is assigned to the issue, • Target resolution date, • Status, and • Final solution. Will help the project manager effectively track and manage issues, ensuring that they are investigated and resolved. Created for the first time as an output of this process, although issues may happen at any time during the project. Updated as a result of the monitoring and control activities throughout the project's life cycle.

Develop Project Management Plan (Outputs) - Project Management Plan

The document that describes how the project will be executed, monitored and controlled, and closed. It integrates and consolidates all of the subsidiary management plans and baselines, and other information necessary to manage the project. The needs of the project determine which components of the project management plan are needed.

Direct and Manage Project Work (Tools and Techniques) - Project Management Information System (PMIS)

The PMIS provides access to information technology (ID software tools, such as scheduling software tools, work authorization systems, configuration management systems, information collection and distribution systems, as well as interfaces to other online automated systems such as corporate knowledge base repositories. Automated gathering and reporting on key performance indicators (KPI) can be part of this system.

Develop Project Management Plan

The process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan.

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.

Close Project or Phase

The process of finalizing all activities for the project, phase, or contract.

Direct and Manage Project Work

The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.

Perform Integrated Change Control

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 the decisions.

Monitor and Control Project Work

The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan.

Manage Project Knowledge

The process of using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning.

Direct and Manage Project Work (Outputs) - Work Performance Data

The raw observations and measurements identified during activities being performed to carry out the project work. Data are often viewed at the lowest level of detail from which information is derived by other processed. Data is gathered through work execution and passed to the controlling processed for further analysis.

Develop Project Management Plan (Tools and Techniques) - Kick-Off Meeting

The project kick-off meeting is usually associated with the end of planning and the start of executing. Its purpose is to communicate the objectives of the project, gain the commitment of the team for the project, and explain the roles and responsibilities of each stakeholder.

Develop Project Management Plan (Inputs) - Project Charter

The project team uses the project charter as a starting point for initial project planning.

Deliverables

___ are produced as outputs from processed performed to accomplish the project work as planned and scheduled in the project management plan.

The ___ should be at a level that is appropriate to procure funding and commit resources to the project

project initiator or sponsor

The ___ defines how the project is executed, monitored and controlled, and closed

project management plan

The ___ ___ is ultimately responsible for the project as a whole.

project manager

The key benefits of this process (Monitor and Control Project Work) are ____

that is allows stakeholders to understand the current state of the project, to recognize the actions taken to address any performance issues, and to have visibility into the future project status with cost and schedule forecasts.

The key benefits of this process (Develop Project Charter) are ____

that it provides a direct link between the project and strategic objectives of the organization, creates a formal record of the project, and shows the organizational commitment to the project.

The key benefits of this process (Manage Project Knowledge) are ____

that prior organizational knowledge is leverage to produce or improve the project outcomes, and knowledge created by the project is available to support organizational operations and future projects or phases.

The key benefits of this process (Direct and Manage Project Work) is ____

that t provides overall management of the project work and deliverables, thus improving the probability f project success. This process is performed throughout the project.

The key benefits of this process (Develop Project Management Plan) is ____

the production of a comprehensive document that defines the basis of all project work and how the work will be performed.

Manage Project Knowledge (Tools & Techniques) - Interpersonal and Team Skills

• Active listening: Active listening helps reduce misunderstandings and improves communication and knowledge sharing. • Facilitation: Facilitation helps effectively guide a group to a successful decision, solution, or conclusion. • Leadership: Leadership is used to communicate the vision and inspire the project team to focus on the appropriate knowledge and knowledge objectives. • Networking: Networking allows informal connections and relations among project stakeholders to be established and creates the conditions to share tacit and explicit knowledge. • Political awareness: Political awareness helps the project manager to plan communications based on the project environment as well as the organization's political environment.

Direct and Manage Project Work (Outputs) - Project Document Updates

• Activity list: The activity list may be updated with additional or modified activities to be performed to complete project work. • Assumption log: New assumptions and constraints may be added, and the status of existing assumptions and constraints may be updated or closed out. • Lessons learned register: Any lessons learned that will improve performance for current or future projects is recorded as it is learned. • Requirements documentation: New requirements may be identified during this process. Progress on meeting requirements can also be updated. • Risk register: New risks may be identified and existing risks may be updated during this process. Risks are recorded in the risk register via risk management processes. • Stakeholder register: Where additional information on existing or new stakeholders is gathered as a result of this process, it is recorded in the stakeholder register.

Develop Project Charter (Tools and Techniques) - Data Gathering

• Brainstorming, • Focus Groups, • Interviews

Develop Project Charter (Inputs)

• Business documents including business case, • Agreements, • EEFs, • OPAs

Direct and Manage Project Work (Inputs) - Project Documents

• Change log: Contains the status of all change requests. • Lessons learned register: Used to improve performance of the project and avoid repeatable mistakes. Identifies where to set rules or guidelines so the team's actions are aligned. • Milestone list: Shows the scheduled dates for specific milestones. • Project Communications: Performance reports, deliverable status, and other information generated by the project. • Project Schedule: List of work activities, their durations, resources, and planned start and finish dates. • Requirements traceability matrix: Links product requirements to the deliverables that satisfy them and helps to focus on the final outcomes. • Risk Register: Provides information on threats and opportunities that may impact project execution. • Risk Report: Provides information on sources of overall project risk along with summary information on identified individual project risks.

Additional components: Project management plan components

• Change management plan. • Configuration management plan. • Performance measurement baseline. • Project life cycle. • Development approach. • Management reviews.

Develop Project Charter (Tools and Techniques) - Interpersonal and Team Skills

• Conflict management, • Facilitation, • Meeting management

Develop Project Management Plan (Tools and Techniques) - Interpersonal and Team Skills

• Conflict management, • Facilitation, • Meeting management

Direct and Manage Project Work also requires review of the impact of all project changes and the implementation of approved changes:

• Corrective action, • Prevention action, and/or • Defect repair.

Direct and Manage Project Work (Outputs)

• Deliverables, • Work performance data, • Issue log, • Change requests, • Project management plan updates (any component), • Project document updates (activity list, assumption log, lessons learned register, requirements documentation, risk register, and stakeholder register) • OPA updates

The Project Management processes are:

• Develop Project Charter, • Develop Project Management Plan, • Direct and Manage Project Work, • Manage Project Knowledge, • Monitor and Control Project Work, • Perform Integrated Change Control, • and Close Project or Phase.

Project Integration Management is about:

• Ensuring that the deliverable due dates of the product, service, or result; project life cycle; and the benefits management plan are aligned; • Providing a project management plan to achieve the project objectives; • Ensuring the creation and the use of the appropriate knowledge to and from the project as necessary; • Managing the performance and changes of the activities in the project management plan; • Making integrated decisions regarding key changes impacting the project; • Measuring and monitoring the project's progress and taking appropriate action to meet project objectives; • Collecting data on the results achieved, analyzing the data to obtain information, and communicating this information to relevant stakeholders; • Completing all the work of the project and formally closing each phase, contract, and the project as a whole; and • Managing phase transitions when necessary.

Monitor and Control Project Work (Tools & Techniques)

• Expert judgement, • Data analysis including alternative analysis, cost-benefit analysis, earned value analysis, root cause analysis, trend analysis, and variance analysis. • Decision making (voting), • Meetings.

Develop Project Management Plan (Tools & Techniques)

• Expert judgement, • Data gathering including brainstorming, checklists, focus groups, or interviews, • Interpersonal and team skills including conflict management, facilitation or meeting management, • Meetings

Develop Project Charter (Tools & Techniques)

• Expert judgement, • Data gathering including brainstorming, focus groups, or interviews, • Interpersonal and team skills including conflict management, facilitation or meeting management, • Meetings

Manage Project Knowledge (Tools & Techniques)

• Expert judgement, • Knowledge management, • Information management, • Interpersonal and team skills including active listening, facilitation, leadership, networking, and political awareness

Direct and Manage Project Work (Tools & Techniques)

• Expert judgement, • Project management information system, • Meetings

The kick-off meeting may occur at different points in time depending on the characteristics of the project:

• For small projects, there is usually only one team that performs the planning and the execution. In this case, the kick-off occurs shortly after initiation, in the Planning Process Group, because the team is involved in planning. • In large projects, a project management team normally does the majority of the planning, and the remainder of the project team is brought on when the initial planning is complete, at the start of the development/implementation. In this instance, the kick-off meeting takes place with processes in the Executing Process Group. Multiphase projects will typically include a kick-off meeting at the beginning of each phase.

EEFs that can influence the Develop Project Charter process include but are not limited to:

• Government or industry standards (e.g., product standards, quality standards, safety standards, and workmanship standards), • Legal and regulatory requirements and/or constraints, • Marketplace conditions, • Organizational culture and political climate, • Organizational governance framework (a structured way to provide control, direction, and coordination through people, policies, and processes to meet organizational strategic and operational goals), and • Stakeholders' expectations and risk thresholds.

EEFs that can influence the Develop Project Management Plan process include but are not limited to:

• Government or industry standards (e.g., product standards, quality standards, safety standards, and workmanship standards); • Legal and regulatory requirements and/or constraints; • Project management body of knowledge for vertical market (e.g., construction) and/or focus area (e.g., environmental, safety, risk, or agile software development); • Organizational structure, culture, management practices, and sustainability; • Organizational governance framework (a structured way to provide control, direction, and coordination through people, policies, and processes to meet organizational strategic and operational goals); and • Infrastructure (e.g., existing facilities and capital equipment).

Project Management Process Groups

• Initiating, • Planning, • Executing, • Monitoring and Controlling, and • Closing.

Manage Project Knowledge (Tools & Techniques) - Expert Judgement

• Knowledge management, • Information management, • Organizational learning, • Knowledge and information management tools, and • Relevant information from other projects.

Manage Project Knowledge (Outputs)

• Lessons learned register, • Project Management Plan - any component, • OPAs.

Manage Project Knowledge (Inputs) - Project Documents

• Lessons learned register: The lessons learned register provides information on effective practices in knowledge management. • Project team assignments: Project team assignments provide information on the type of competencies and experience available in the project and the knowledge that may be missing. • Resource breakdown structure: The resource breakdown structure includes information on the composition of the team and may help to understand what knowledge is available as a group and what knowledge is missing. • Stakeholder register: The stakeholder register contains details about the identified Stakeholders to help understand the knowledge they may have.

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

Manage Project Knowledge (Tools & Techniques) - Information Management

• Methods for codifying explicit knowledge; for example, for producing lessons to be learned entries for the lessons learned register; • Lessons learned register; • Library services; • Information gathering, for example, web searches and reading published articles; and • Project management information system (PMIS), often include document management systems.

Manage Project Knowledge (Tools & Techniques) - Knowledge Management

• Networking; • Communities of practice (sometimes called communities of interest or just communities) and special interest groups; • Meetings, including virtual meetings where participants can interact using communications technology; • Work shadowing and reverse shadowing; • Discussion forums such as focus groups; • Knowledge-sharing events such as seminars and conferences; • Workshops, including problem-solving sessions and learning reviews designed to identify lessons learned; storytelling; • Creativity and ideas management techniques; • Knowledge fairs and cafes; and • Training that involves interaction between learners. All of these tools and techniques can be applied face-to-face or virtually, or both. Face-to-face interaction is usually the most effective way to build the trusting relationships that are needed to manage knowledge. Once relationships are established, virtual interaction can be used to maintain the relationship.

Manage Project Knowledge (Inputs) - OPAs

• Organizational standard policies, processes, and procedures. These may include: confidentiality and access to information; security and data protection; record retention policies; use of copyrighted information; destruction of classified information; format and maximum size of files; registry data and metadata; authorized technology and social media; etc. • Personnel administration. These include, for example, employee development and training records, and competency frameworks that refer to knowledge-sharing behaviors. • Organizational communication requirements. Formal, rigid communication requirements are good for sharing information. Informal communication is more effective for creating new knowledge and integrating knowledge across diverse stakeholder groups. • Formal knowledge-sharing and Information-sharing procedures. These include learning reviews before, during, and after projects and project phases; for example, identifying, capturing, and sharing lessons learned from the current project and other projects.

Direct and Manage Project Work (Inputs) - OPAs

• Organizational standard policies, processes, and procedures; • Issue and defect management procedures defining issue and defect controls, issue and defect identification and resolution, and action item tracking; • Issue and defect management database(s) containing historical issue and defect status, issue and defect resolution, and action item results; • Performance measurement database used to collect and make available measurement data on processes and products; • Change control and risk control procedures; and • Project information from previous projects (e.g., scope, cost, schedule, performance measurement baselines, project calendars, project schedule network diagrams, risk registers, risk reports, and lessons learned repository).

OPAs that can influence the Develop Project Charter process include but are not limited to:

• Organizational standard policies, processes, and procedures; • Portfolio, program, and project governance framework (governance functions and processes to provide guidance and decision making); • Monitoring and reporting methods; • Templates (e.g., project charter template); and • Historical information and lessons learned repository (e.g., project records and documents, information about the results of previous project selection decisions, and information about previous project performance).

OPAs that can influence the Develop Project Management Plan process include but are not limited to:

• Organizational standard policies, processes, and procedures; • Project management plan template, including: o Guidelines and criteria for tailoring the organization's set of standard processes to satisfy the specific needs of the project, and o Project closure guidelines or requirements such as the product validation and acceptance criteria. • Change control procedures, including the steps by which official organizational standards, policies, plans, procedures, or any project documents will be modified and how any changes will be approved and validated; • Monitoring and reporting methods, risk control procedures, and communication requirements; • Project information from previous similar projects (e.g., scope, cost, schedule and performance measurement baselines, project calendars, project schedule network diagrams, and risk registers); and • Historical information and lessons learned repository.

Develop Project Charter (Tools and Techniques) - Expert Judgement

• Organizational strategy, • Benefits management, • Technical knowledge of the industry and focus area of the project, • Duration and budget estimation, and • Risk identification.

Direct and Manage Project Work (Inputs) - EEFs

• Organizational structure, culture, management practices, and sustainability; • Infrastructure (e.g., existing facilities and capital equipment); and • Stakeholder risk thresholds (e.g., allowable cost overrun percentage).

Manage Project Knowledge (Inputs) - EEFs

• Organizational, stakeholder, and customer culture. The existence of trusting working relationships and a no-blame culture is particularly important in managing knowledge. Other factors include the value placed on learning and social behavioral norms. • Geographic distribution of facilities and resources. The location of team members helps determine methods for gaining and sharing knowledge. • Organizational knowledge experts. Some organizations have a team or individual that specializes in knowledge management. • Legal and regulatory requirements and/or constraints. These include confidentiality of project information.

Develop Project Charter (Outputs)

• Project Charter, • Assumption log

Develop Project Management Plan (Inputs)

• Project Charter, • Outputs from other processes, • EEFs • OPAs

Knowledge Groups

• Project Integration Management, • Project Scope Management, • Project Time Management, • Project Cost Management, • Project Quality Management, • Project Human Resource Management, • Project Communications Management, • Project Risk Management, • Project Procurement Management, and • Project Stakeholder Management

Monitor and Control Project Work (Inputs)

• Project Management Plan - any component, • Project Documents including the assumption log, basis of estimates, cost forecasts, issue log, lessons learned register, milestone list, quality reports, risk register, and schedule forecasts. • Work performance information • Agreements • EEFs • OPAs

Direct and Manage Project Work (Inputs)

• Project Management Plan - any component, • Project Documents including the change log, lessons learned register, milestone list, project communications, project schedule, requirements traceability matrix, risk register, and risk report • Approved change requests • EEFs • OPAs

Manage Project Knowledge (Inputs)

• Project Management Plan - any component, • Project Documents including the lessons learned register, project team assignments, resource breakdown structure, stakeholder register • Deliverables • EEFs • OPAs

Because each project is unique, the project manager may need to tailor the way that Project Integration Management processes are applied. Considerations for tailoring include but are not limited to:

• Project life cycle. What is an appropriate project life cycle? What phases should comprise the project life cycle? • Development life cycle. What development life cycle and approach are appropriate for the product, service, or result? Is a predictive or adaptive approach appropriate? If adaptive, should the product be developed incrementally or iteratively? Is a hybrid approach best? • Management approaches. What management processes are most effective based on the organizational culture and the complexity of the project? • Knowledge management. How will knowledge be managed in the project to foster a collaborative working environment? • Change. How will change be managed in the project? • Governance. What control boards, committees, and other stakeholders are part of the project? What are the project status reporting requirements? • Lessons learned. What information should be collected throughout and at the end of the project? How will historical information and lessons learned be made available to future projects? • Benefits. When and how should benefits be reported: at the end of the project or at the end of each iteration or phase?

Project Integration Management includes making choices about:

• Resources allocation, • Balancing competing demands, • Examining any alternative approaches, • Tailoring the processes to meet the project objectives, and • Managing the interdependencies among the Project Management Knowledge Areas.

Baselines: Project management plan components

• Scope baseline. • Schedule baseline. • Cost baseline.

Subsidiary management plans: Project management plan components

• Scope management plan. • Requirements management plan. • Schedule management plan. • Cost management plan. • Quality management plan. • Resource management plan. • Communications management plan. • Risk management plan. • Procurement management plan. • Stakeholder engagement plan.

Project management plan components include but are not limited to:

• Subsidiary management plans • Baselines • Additional components

Develop Project Management Plan (Tools and Techniques) - Expert Judgement

• Tailoring the project management process to meet the project needs, including the dependencies and interactions among those processes and the essential inputs and outputs; • Developing additional components of the project management plan if needed; • Determining the tools and techniques to be used for accomplishing those processes; • Developing technical and management details to be included in the project management plan; • Determining resources and skill levels needed to perform project work; • Defining the level of configuration management to apply on the project; • Determining which project documents will be subject to the formal change control process; and • Prioritizing the work on the project to ensure the project resources are allocated to the appropriate work at the appropriate time.

Direct and Manage Project Work (Tools and Techniques) - Expert Judgement

• Technical knowledge on the industry and focus area of the project, • Cost and budget management, • Legal and procurement, • Legislation and regulations, and • Organizational governance.

Monitor and Control Project Work (Outputs)

• Work performance reports, • Change requests, • Project Management Plan - any component, • Project Documents including the costs forecasts, issue log, lessons learned register, risk register, and schedule forecasts.

Knowledge management is concerned with managing both tacit and explicit knowledge for two purposes:

• reusing existing knowledge, • creating new knowledge The key activities that underpin both are knowledge sharing and knowledge integration

The project management plan should be baselined; that is, it is necessary to define at least the project references for ___, so that the project execution can me be measured and compared to those references and performance can be managed.

• scope, • time, and • cost Once the project management plan is baselined, it may only be changed through the Perform Integrated Change Control process.