PMP 4: Project Integration Management

Inputs to Monitor and Control Project Work

• Project Management Plan • Performance Reports • Enterprise Environmental Factors • Organizational Process Assets

Updates

Changes to formally controlled documentation, plans, etc. to reflect modified or additional ideas or content

Monitor Project Work

Collecting, measuring, and distributing performance information, and assessing measures and trends to effect process improvements. Continuous monitoring gives the project management team insight into the heal of the project, and identifies any areas that may require special attention. It is an aspect of project management performed throughout the project.

Project Integration Management Processes

4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project and Project Phase

Contract

An input if the project is being done for an external customer

Approved Deliverable

Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase or project

CCB

Change Control Board. Responsible for approving or rejecting change requests. The roles and responsibilities of these boards are clearly defined within the configuration control and change control procedures, and are agreed upon by appropriate stakeholders.

Configuration Verification and Audit

Configuration verification and configuration audits ensure the composition of a project's configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures the functional requirements defined in the configuration documentation have been met

Purpose of Develop Project Management Plan

Defines how the project is executed, monitored and controlled, and closed

Corrective Action

Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan

Preventative Action

Documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks

Project Charter

Documents the business needs, current understanding of the customer's needs, and the new product, service, or result that it is intended to satisfy

Product scope description

Documents the characteristics of the product that the project will be undertaken to create. The description should also document the relationship between the products or services being created and the business need that the project will address

Strategic plan

Documents the organization's strategic goals

Control Project Work

Dtermining corrective or preventative actions or replanning and following up on action plans to determine if the actions taken resolved the performance issue

Configuration Control

Focused on the specification of both the deliverables and the processes while change control is focused on identifying, documenting and controlling changes to the project and the product baselines

Defect Repair

Formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component

Project Integration Management

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 to ensure consistency with the project management plan and product deliverables

Configuration Status Accounting

Information is recorded and reported as to when appropriate data about the configuration item should be provided. This information includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes

Project Management Plan

Integrates and consolidates all of the subsidiary management plans and baselines from the planning processes

Perform Integrated Change Control: Expert Judgement Sources

Judgment and expertise is applied to any technical and management details during this process and may be provided by various sources: • Project Management Team • Consultants, • Stakeholders, including customers or sponsors, • Professional and technical associations, • Industry groups, • Subject matter experts, and • Project management office (PMO)

Actions Resulting from Approved Change Requests

New or revised cost estimates, activity sequences, schedule dates, resource requirements, and analysis of risk response alternatives. These changes can require adjustments to the project management plan or other project management plans/documents

Performance Measurement Baseline

Often the scope, schedule, and cost baseline will be combined into a performance measurement baseline that is used as an overall project baseline against which integrated performance can be measured. The performance measurement baseline is used for earned value measurements

Purpose of Direct and Manage Project Execution

Perform activities to accomplish project requirements and create project deliverables

Performance Reports

Prepared by the project team detailing activities, accomplishments, milestones, identified issues, and problems.

SOW

Project Statement of Work. A narrative description of products or services to be delivered by the project

Configuration Management System

Provides a standardized, effective, and efficient way to centrally manage approved changes and baselines within a project

Project Management Information System

Provides access to an automated tool, such as scheduling software, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems used during the Direct and Manage Project Execution effort

Business Case

Provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment. Typically the business need and the cost-benefit analysis are contained in the business case

Configuration Identification

Selection and identification of a configuration item provides the basis for which product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained

Approved Change Requests

The documented, authorized changes to expand or reduce project scope

Develop Project Charter

The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder's needs and expectations

Develop Project Management Plan

The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans

Close Project or Phase

The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase

Direct and Manage Project Execution

The process of performing the work defined in the project management plan to achieve the project's objectives

Perform Integrated Change Control

The process of reviewing all change requests, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and the project management plan

Monitor and Control Project Work

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

Purpose of Perform Integrated Change Control

The project management plan, the project scope statement, and other deliverables are maintained by carefully and continuously managing changes, either by rejecting changes or by approving changes thereby assuring that only approved changes are incorporated into a revised baseline. Conducted from project inception through completion. The applied level of change control is dependent upon the application area, complexity of the specific project, contract requirements, and the context and environment in which the project is performed

Accepted Deliverables

Those deliverables that have been accepted through the Verify Scope process

Inputs to Close Project or Phase

• Project Management Plan • Accepted Deliverables • Organizational Process Assets

Monitor and Control Project Work: Expert Judgement

Used by the project management team to interpret the information provided by the monitor and control processes. The project manager determines the actions required to ensure the project performance matches expectations

Inputs to Direct and Manage Project Execution

• Project Management Plan • Approved Change Requestes • Enterprise Environmental Factors • Organizational Process Assets

Define Project Charter Expert Judgement Sources

• Other units within the organization • Consultants • Stakeholders, including customers or sponsors • Professional and technical associations • Industry groups • Subject matter experts • PMO

Outputs of Define Project Charter

• Proejct Charter

Change Control Meetings

• A change control board is responsible for meeting and reviewing the change requests and approving or rejecting those change requests. • The roles and responsibilities of these boards are clearly defined and are agreed upon by appropriate stakeholders. • All change control board decisions are documented and communicated to the stakeholders for information and follow-up actions

Close Project or Phase: Activities

• Actions and activities necessary to satisfy completion or exit criteria for the phase or project; • Actions and activities necessary to transfer the project's products, services, or results to the next phase or to production and/or operations; and • Activities needed to collect project or phase records, audit project success or failure, gather lessons learned and archive project information for future use by the organization.

Perform Integrated Change Control: Change Requests

• All of the monitoring and control processes and many of the executing processes produce change requests as an output. • Change requests can include corrective action, preventive action, and defect repairs.

Perform Integrated Change Control: Project Management Plan Updates

• Any subsidiary management plans, and • Baselines that are subject to the formal change control process. • Changes to baselines should only show the changes from the current time forward. • Past performance may not be changed. This protects the integrity of the baselines and the historical data of past performance.

Close Project or Phase: Expert Judgement

• Applied when performing administrative closure activities. • These experts ensure the project or phase closure is performed to the appropriate standards

Monitor and Control Project Work: Change Requests

• As a result of comparing planned results to actual results, change requests may be issued which may expand, adjust, or reduce project or product scope. • Changes can impact the project management plan, project documents, or product deliverables. • Changes may include: Corrective action, Preventative Action, Defect Repair

SOW References...

• Business need • Product scope description • Strategic plan

Outputs of Perform Integrated Change Control

• Change Request Status Updates • Project Management Plan Updates • Project Document Updates

Outpus of Monitor and Control Project Work

• Change Requests • Project Management Plan Updates • Project Documentation Updates

Perform Integrated Change Control: Organizational Process Assets

• Change control procedures, including the steps by which official company 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 files (e.g., scope, cost, schedule and, performance measurement baselines, project calendars, project schedule network diagrams, risk registers, planned response actions, and defined risk impact); and • Configuration management knowledge base containing the versions and baselines of all official company standards, policies, procedures, and any project documents

Change Request Status Updates

• Change requests are processed according to the change control system by the project manager or by an assigned team member. • If a change request is deemed feasible but outside the project scope, its approval requires a baseline change. • If the change request is not deemed feasible, the change request will be rejected and possibly sent back to the requester for additional information • Approved change requests will be implemented by the Direct and Manage Project Execution process. • The status of all changes, approved or not, will be updated in the change request log as part of the project document updates.

Change Request: Characterisitics

• Changes may be requested by any stakeholder involved with the project. • Change requests are subject to the process specified in the change control and configuration control systems. Those change request processes may require information on estimated time impacts and estimated cost impacts. • Every documented change request must be either approved or rejected by some authority within the project management team or an external organization

Inputs to Develop Project Management Plan

• Project Charter • Outputs from Planning Processes • Enterprise Environmental Factors • Organizational Process Assets

Perform Integrated Change Control: Enterprise Environmental Factors

• Project Management Information Systems

Outputs of Develop Project Management Plan

• Project Management Plan

Control Project Work: Activities

• Comparing actual project performance against the project plan • Assessing performance to determine whether any corrective or preventative actions are indicated • Identifying new risks and analyzing, tracking, and monitoring existing project risks to make sure the risks are identified, their status is reported, and that appropriate risk response plans are being executed • Maintaining an accurate, timely information base concerning the projects products and their associated documentation though project completion • Providing information to support status reporting, progress measurement, and forecasting • Providing forecasts to update current cost and current schedule information • Monitoring implementation of approved changes as they occur

Configuration Management Activities

• Configuration Identification • Configuration Status Accounting • Configuration Verification and Audit

Types of Changes

• Corrective Action • Preventative Action • Defect Repair • Updates

Information Included in Performance Reports

• Current status, • Significant accomplishments for the period, • Scheduled activities, • Forecasts, and • Issues

Direct and Manage Project Execution: Work Performance Information

• Deliverable status • Schedule progress • Costs incurred

Outputs of Direct and Manage Project Execution

• Deliverables • Work Performance Information • Change Requests • Project Management Plan Updates • Project Document Updates

Purpose of Define Project Charter

• Establishes a partnership between the performing organization and the requesting organization • Authorizes the project by someone external to the project such as a sponsor, PMO, or portfolio steering committee. • Links the project to the strategy and ongoing work of the organization

Configuration Control Objectives

• Establishes an evolutionary method to consistently identify and request changes to established baselines, and to assess the value and effectiveness of those changes, • Provides opportunities to continuously validate and improve the project by considering the impact of each change • Provides the mechanism for the project management team to consistently communicate all approved and rejected changes to the stakeholders.

Tools and Techniques for Close Project or Phase

• Expert Judgement

Tools and Techniques for Define Project Charter

• Expert Judgement

Tools and Techniques for Develop Project Management Plan

• Expert Judgement

Tools and Techniques for Monitor and Control Project Work

• Expert Judgement

Tools and Techniques for Direct and Manage Project Execution

• Expert Judgement • Project Management Information System

Tools and Techniques for Perform Integrated Change Control

• Expert Judgment • Change Control Meetings

Monitor and Control Project Work: Project Documentation Updates

• Forecasts, • Performance reports, and • Issue log

Define Project Charter Entperise Environmental Factors

• Governmental or industry standards • Organizational infrastructure • Marketplace conditions

Develop Project Management Plan Enterprise Environmental Factors

• Governmental or industry standards • Project management information systems • Organizational structure and culture • Infrastructure • Personal administration

Monitor and Control Project Work: Enterprise Environmental Factors

• Governmental or industry standards (e.g., regulatory agency regulations, product standards, quality standards, and workmanship standards), • Company work authorization system, • Stakeholder risk tolerances, and • Project management information systems

Perform Integrated Change Control: Activities

• Influencing the factors that circumvent integrated change control so that only approved changes are implemented; • Reviewing, analyzing, and approving change requests promptly, which is essential, as a slow decision may negatively affect time, cost, or the feasibility of a change; • Managing the approved changes; • Maintaining the integrity of baselines by releasing only approved changes for incorporation into the project management plan and project documents; • Reviewing, approving, or denying all recommended corrective and preventive actions; • Coordinating changes across the entire project • Documenting the complete impact of change requests

Direct and Manage Project Execution: Change Requests

• Issued to modify project policies, procedures, project scope, cost, budget, schedule or quality • Can be direct or indirect • Externally or internally initiated • Optional or legally/contractually mandated • Always a formal process • Can include: Corrective Action, Preventative Action, Defect Repairs, Updates

Business needs

• Market demand * • Organizational need • Customer request • Technological advance * • Legal requirement * • Government regulation * • Ecological impacts • Social need

Monitor and Control Project Work: Organizational Process Assets

• Organization communication requirements, • Financial controls procedures (e.g., time reporting, accounting codes, expenditure and disbursement reviews, and standard contract provisions), • Issue and defect management procedures, • 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, • Lessons learned database

Define Project Charter Organizational Process Assets

• Organizational standard processes, policies, and standardized process definitions for use in the organization • Template • Historical information and lessons learned knowledge base

Direct and Manage Project Execution: Enterprise Environmental Factors

• Organizational, company or customer culture and structure • Infrastructure • Personnel administration • Stakeholder risk tolerances • Project management information systems

Inputs to Perform Integrated Change Control

• Project Management Plan • Work Performance Information • Change Requests • Enterprise Environmental Factors • Organizational Process Assets

Inputs to Define Project Charter

• Project Statement of Work • Business Case • Contract • Enterprise Environmental Factors • Organizational Process Assets

Close Project or Phase: Organizational Process Assets

• Project or phase closure guidelines or requirements (e.g., project audits, project evaluations, and transition criteria), and • Historical information and lessons learned knowledge base (e.g., project records and documents, all project closure information and documentation, information about both the results of previous project selection decisions and previous project performance information, and information from the risk management effort)

Components of the Project Charter

• Project purpose or justification • Measurable project objectives and related success criteria • High level requirements • High level project description • High level risks • Summary milestone schedule • Summary budget • Project approval requirements (what constitutes project success, who decides the project is successful, and who signs off on the project) • Assigned project manager, responsibility, and authority level • Name and authority of the sponsor or other person authorizing the project charter

Direct and Manage Project Execution: Expert Judgement Sources

• Provided by the project manager and the project management team using specialized knowledge • Additional expertise available: Other units within the organization; Consultants; Stakeholders, including customers or sponsors; and Professional and technical associations

Direct and Manage Project Execution: Project Document Updates

• Requirements documents, • Project logs (issue, assumptions, etc.), • Risk register, and • Stakeholder register

Direct and Manage Project Execution: Project Management Plan Updates

• Requirements management plan, • Schedule management plan, • Cost management plan, • Quality management plan, • Human resource plan, • Communications management plan, • Risk management plan, • Procurement management plan, and • Project Baselines

Purpose of Close Project or Phase

• Review of all prior information from the previous phase closures to ensure that all project work is complete and that the project has met its objectives • Establishes the procedures to investigate and document the reasons for actions taken if a project is terminated before completion

Project Baselines include...

• Schedule baseline, • Cost performance baseline, and • Scope baseline

Monitor and Control Project Work: Project Management Plan Updates

• Schedule management plan, • Cost management plan, • Quality management plan, • Scope baseline, • Schedule baseline, and • Cost performance baseline

Subsidiary Plans include...

• Scope management plan • Requirements management plan • Schedule management plan • Cost management plan • Quality management plan • Process improvement plan • Human resource plan • Communications management plan • Risk management plan • Procurement management plan

Direct and Manage Project Execution: Activities

• Staff, train and manage the team members assigned to the project • Obtain, manage and use resources including materials, tools, equipment, and facilities • Implement the planned methods and standards • Establish and manage project communication channels, external and internal • Generate project data, e.g. cost, schedule, technical and quality progress, status to facilitate forecasting • Issue change requests and adapt approved changes into the projects scope, plans and environment • Manage risks and implement risk response activities • Manage sellers and suppliers • Collect and document lessons learned, and implement approved process improvement activities

Direct and Manage Project Execution: Organizational Process Assets

• 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 • Process measurement database used to collect and make available measurement data on processes and products • Project files from prior projects • Issue and defect management database containing historical issue and defect status, control information, issue and defect resolution, and action item results

Develop Project Management Plan Organizational Process Assets

• Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria • Project management plan template • Change control procedures including the steps by which official company standards, policies, plans, and procedures, or any project documents will be modified and how any changes will be approved and validated • Project files from past projects • Historical information and lessons learned knowledge base • Configuration management knowledge base containing the versions and baselines of all official company standards, policies, procedures, and any project documents

Develop Project Management Plan Expert Juedgement Utlized 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 • Define the level of configuration management to apply on the project • Determine which project documents will be subject to the formal change control process

Perform Integrated Change Control: Project Document Updates

• The change request log • Any documents that are subject to the formal change control process

Components of the Project Management Plan

• The life cycle selected for the project and the processes that will be applied to each phase • Project management processes selected by the project management team, • Level of implementation of each selected process, • Descriptions of the tools and techniques to be used for accomplishing those processes • How the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes, and the essential inputs and outputs. • How work will be executed to accomplish the project objectives, • A change management plan that documents how changes will be monitored and controlled, • A configuration management plan that documents how configuration management will be performed, • How integrity of the performance measurement baselines will be maintained, • Need and techniques for communication among stakeholders, and • Key management reviews for content, extent, and timing to facilitate addressing open issues and pending decisions