Project Integration Management (8) (CAPM Basics: Set 3)

Project Manager's role during the Direct and Manage Project Work process

As the PM, our primary responsibility is to manage the project work. We will do this by directing the performance of planned activities and by managing the various aspects of the project.

The project charter establishes a relationship between which two organizations?

Between the performing and requesting organizations.

Agile/Adaptive Environments

In an agile and/or adaptive environment, stakeholders need to collaborate more because different approaches are taken for assigning and prioritizing tasks. There is also increased adaptability due to changes and quality assurance. With agile and other iterative approaches, team members act as domain experts for integration management. In this type of adaptive environment, your expectations as PM don't change, but control of detailed project planning and delivery is given to the project team, and the PM is tasked with building a collaborative environment and making sure the team can respond well to changes.

Change Control Board (CCB)

A Change Control Board (CCB) is a formally chartered group responsible for reviewing/evaluating, approving, deferring, or rejecting changes to the project, and for recording and communicating such decisions.

Project Integration Management (PIM)

A PM is like the conductor of an orchestra and uses Project Management to make a project run smoothly and successfully. A project without well-managed integration is incomplete, like a maestro in an orchestra without a plan (sheet music) to make everything come together Project Integration Management relies on processes from the other Knowledge Areas to accomplish project objectives. Project Integration Management should be applied from the start of the project through completion.

Impact of the Perform Integrated Change Control process

Approved change requests are an input to the Direct and Manage Project Work process discussed earlier in this Integration chapter. Change requests might require updates to cost estimates, sequences of activities, schedule dates, resource requirements, ways to respond to risk, and the PM plan or other project documents used as inputs for successor processes.

Perform Integrated Change Control process Purpose

As PM, we should control the impact of project changes. The Perform Integrated Control process will help us manage and control changes to boost effectiveness and reduce risk. As we make changes, we should keep project plans and objectives in mind to avoid unnecessary risk. This is best done by making changes with the Perform Integrated Change Control process, which involves us and the project team reviewing change requests and prioritizing, approving, communicating, and managing them.

PM's role during the Monitor and Control Project Work process

The Monitor and Control Project Work process requires a wide variety of duties. It will require us to: -Compare actual project performance against the PM plan -Assess performance to determine if corrective actions are needed -Check the status of risks to record any updates. -Maintain a timely and accurate information base about the project's deliverables. -Provide status reports, work performance measurements, and forecasts to update cost and schedule information.

Role of PM in Project Integration Management

The PM is responsible for combining the results in all other Knowledge Areas and keeping track of the overall view of the project. Whereas other Knowledge Areas may be managed by specialists, the accountability of PIM cannot be delegated or transferred. Remember, the PM is ultimately responsible for the project as a whole. As part of Project Integration Management, we will be responsible for: -Ensuring due dates of project deliverables, project life cycle,, and the benefits realization plan are aligned -Provide a project management plan to achieve project objectives -Ensuring the creation and use of appropriate knowledge to and from the project -Managing project performance and changes to the project activities. -Making decisions regarding key changes that impact integration -Measuring and monitoring progress to take appropriate action when needed -Collecting, analyzing, and communicating information to relevant stakeholders -Managing transitions from one phase of a project to another and formally closing each phase, contract, and the project as a whole.

Role of PM in the Develop Project Management Plan Process

The PM is the owner of the plan and is responsible for the project. It is the PM's role to tailor the project management plan according to the achieve the project objectives. The PM will work with the sponsor and stakeholders to understand the strategic objectives and make sure they are aligned with the project objectives.

Role of PM in the Close Project or Phase process

The PM reviews the PM plan to ensure that work is completed and that the project has met its objectives. If a project is terminated before it is finished, the PM will engage with all stakeholders to find out why the action was taken. The PM undergoes activities to make sure that: -Completion or exit criteria are satisfied =Contractual agreements are complete -The project's deliverables are transferred to production or operations -Suggestions for improvements in procedures are collected -The satisfaction of stakeholders are noted and measured

Role of the PM in the Perform Integrated Change Control Process

The Perform Integrate Change Control process is the responsibility of the PM. Changes may be requested by any stakeholder at any time (although changes are usually requested during the Executing or Monitoring & Controlling process groups), and change requests are approve, deferred, or rejected by either the Change Control Board (CCB), or if the organization doesn't have one appointed, then the project sponsor or PM. In the event a CCB is appointed to the project, the PM is a member of the CCB and is generally a facilitator. All members on the CCB collaborate with each other and will vote to make decisions. The amount of control that we have over changes depends on the project area, the complexity of the project, the terms of the contract, and the environment that the project exists in.

Perform Integrated Change Control process Timing

The Perform Integrated Change Control process is part of Project Integration Management (PIM), as well as the Monitoring and Controlling Process Group. This is the time in the life cycle where we are required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required, and initiate the corresponding changes. The Perform Integrated Change Control process is performed throughout the project. In agile or adaptive environments, we can add change requests to the backlog at any time, and we can incorporate changes into the current scope using change requests. However, keep in mind that change requests are authorized by the product owner, and not the PM.

Purpose and Key Benefit of the Monitor and Control Project Work Process

Using the Monitor and Control Project Work process, we will track, review, and report progress to meet performance objectives defined in the PM plan. Key benefit of the Monitor and Control Project Work process: It allows stakeholders to compare the current state of the project to the planned state. The team can then take action to address issues. The Monitoring and Controlling Project Work process affects all other project management processes, since it can affect the PM plan, the communications management plan, and project knowledge. This is because interpreting work performance data and additional information provides context for these (and other) key decisions. The degree of impact that the Monitoring and Controlling process has depends on how much actual performance varies from planned performance, with a small variation meaning a small impact, and a large variance meaning a larger impact.

Role of PM in the Manage Project Knowledge Process

During the Manage Project Knowledge Process, the PM will coordinate the collection of knowledge through a lessons learned process and repository to capture and store knowledge. for future use. The PM will also share and integrate knowledge from different domains. The most important part of knowledge management is to create an atmosphere of trust so that people are motivated to share what they know.

Why do projects sometimes not go as planned?

Even the best-planned projects rarely go exactly as planned. Risks, optimistic estimates, changing requirements, and human error can delay or derail a project.

Purpose, Key Benefit, and Impact of the Close Project or Phase Process

It's the PM's job to transition a project result to the operating organization, and the Close Project or Phase process allows the PM to do this correctly. The Key Benefit of the Close Project or Phase process is that information is archives, the planned work is completed, and the organizational team resources are released to pursue new endeavors. Lessons learned and the release of organizational resources = some of the key benefits of the Close Project or Phase process Impact: Interestingly enough, the Close Project or Phase process impacts processes that start new projects, such as the Develop Project Charter process and the Develop Project Management Plan process (often seen in the OPAs of those inputs in the Lessons Learned Register). The Close Project or Phase process also affects future risk management practices due to lessons learned and also human resources management for assigning the team to their next project.

Manage Project Knowledge Process Overview (Project Integration Management and Executing Process Group)

Project knowledge refers to the skills, experience, talent, and expertise used to achieve project objectives. Often times, we can also obtain knowledge from lessons learned from previous projects. The Manage Project Knowledge process is about making sure our project team and stakeholders are aware of and share their knowledge before, during, and after the project. The Manage Project Knowledge process is part of the executing process group and is the time in the life cycle when processes defined in the PM plan are performed to complete project work that satisfies the project requirements. The Manage Project Knowledge Process is performed periodically throughout the project. By managing and documenting knowledge, we and our project team can collaborate and communicate project information efficiently to allow new processes to run better. This will save money, time, and effort, and will avoid delays and errors in the project.

Role of PM

-Collaborate with the organization to ensure understanding of the purpose, objectives, and expected benefits of the project. -Develop the project charter (although this can sometimes be done by the project sponsor).

As the PM, we are responsible for identifying and handling changes to:

-Deliverables -Organizational Process Assets -Project Documents -The PM plan

Failing to properly close a project could result in:

-Moving on too quickly -Not recognizing the value of the project and the contributions of the team members -Letting a project linger until it ultimately fails. This is why a project has both a definitive start AND end date. All of these reasons are why it's important that we use the Close Project or Phase process to help provide a finished product or service and to record knowledge that will benefit us and our team in the future.

The Project Charter Includes:

-Project Purpose -Measurable Objectives -High-level Requirements -Assigned Resources -Information that will be a key input to other processes and to the success of the project. Since we will use the project charter to give direction for many future processes, the project charter is viewed as a key input for many other processes. The project charter will also guide the project plans and goals.

The Tools & Techniques Used for the Monitor and Control Project Work process (kind of whishy whasy to be honest on how they pick these. We should memorize them instead of trying to think very intuitively on it. Like, PMIS should definitely be a tool but it's not listed as one. It's listed as an input, and it's description literally calls it a "useful tool" for this process.)

1) Meetings: In addition to what's usually said about meetings, Senior Management can also make presentations at meetings that cover the project status and any important milestones. 2) Decision Making: Done to select a course of action from different alternatives. We can make voting an integral part of decision making for us and our team. 3) Expert Judgement: Get advice from those with experience in earned value management, interpretation of data (us!!!), techniques for estimating project duration and costs, trend analysis, technical knowledge of the industry & focus area, risk management, and contract management. These experts will help set a precedent that we can adhere to when monitoring and controlling performance. 4) Data Analysis: Use Data Analysis techniques to organize, assess, and evaluate performance. Examples of these techniques are: -Alternatives Analysis: Used to analyzes alternatives to solutions for a deviation and then select corrective actions or a combination of corrective and preventive actions to employ when a deviation occurs. -Cost-benefit Analysis: Helps us determine the best and most cost-effective corrective action in the event of project deviations. -Earned Value Analysis: Provided an integrated perspective on scope, schedule, and cost performance. -Root Cause Analysis: Focuses on identifying the main reasons for a problem/deviation from our PM plan. Root Cause Analysis can also help the PM figure out the areas he/she should focus on to achieve project objectives. -Trend Analysis: Used to forecast future performance based on past results. Trend Analysis also looks ahead for expected slippages and warns the PM of problems that might occur later in the schedule if current trends persist. -Variance Analysis: Reviews the differences between planned and actual performance from an integrated perspective of cost, time, technical, and resource variances. Variance Analysis can include duration estimates, cost estimates, resource utilization, resource rates, and technical performance.

The Project Performance Summary in the Final Report can contain:

4 different objectives: 1) Cost Objectives: The criteria used to evaluate the accepted cost range, actual costs, and reasons for any variances, 2) Quality Objectives: The criteria used to evaluate the project and product quality 3) Scope Objectives: The criteria used to evaluate the scope, and evidence that the completion criteria were met 4) Schedule Objectives

Change Requests, Changes, and Different Types of Changes

After comparing planned results with actual results, change requests may be issued to expand, adjust, or reduce project scope, product scope, or quality requirements. Change requests may then make it necessary to collect and document new requirements. Changes can impact the PM plan, project documents, and/or product deliverables. Any project stakeholder may request a change and process it for review and disposition via the Perform Integrated Change Control process. The types of changes seen in a change request include: -Corrective Action: Realigns the performance of the project work with the PM plan (correct an error). -Preventive Action: Ensures the future performance of the project work is aligned with the PM plan (prevent the error). -Defect Repair: Modifies a nonconforming product or product component.

What happens during the administrative closure of the project or phase?

Any suggestions for improving or updating the policies and procedures of the organization are collected and sent to the appropriate organizational unit.

The Lessons Learned Register includes:

Causes of issues, updates of the statement of work to reflect training and learning requirements, and reasoning behind the corrective action chosen. The impact, recommendations, and proposed actions with a situation. Thereafter, the Lessons Learned Register is used as an input and is 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.

Configuration Management Plan

Describes how information about the items of the project and which items will be recorded and updated so that the results of the project remain consistent.

What triggers the initiation of a project?

Either internal or external business needs which can lead to a needs analysis, feasibility study, or business case that the project can address,

Schedule Forecasts

Estimates or predictions of conditions and events in the project's future based on information and knowledge available at the time of the forecast. Check Schedule Forecasts during the Monitor and Control Project Work Process to determine if our project is within tolerance ranges for schedule and, if not, identify change requests that are necessary to fix that.

Burn-Down Charts: actual work line and ideal work line

If the actual work line is above the ideal work line, it means there is more work left than originally thought. In other words, the project is behind schedule. However, if the actual work line is below the ideal work line, there is less work left than had been predicted and the project is ahead of schedule.

Subsidiary Management Plans

Includes 1. Scope Management Plan 2. Requirements Management Plan 3. Schedule Management Plan 4. Cost Management Plan 5. Quality Management Plan 6. Resource Management Plan 7. Communications Management Plan 8. Risk Management Plan 9. Procurement Management Plan 10. Stakeholder Engagement Plan

Key Benefit of the Manage Project Knowledge Process

Leveraging prior knowledge to improve outcomes and creating new knowledge to support future projects.

Monitor and Control Project Work Process Concepts

Monitoring involves collecting, measuring, and assessing measurements and trends to improve processes. Continuous monitoring provides insight into the status of the project and identifies areas that need attention. Controlling involves determining corrective or preventive actions that return the project to a healthy path and following up on action plans to determine if actions resolved issues.

The 5 Inputs for the Direct and Manage Project Work process

Once again, inputs should be tailored to fit the needs of the project. The 5 inputs for the Direct and Manage Project Work process are: 1. Project Management Plan: The PM plan defines the basis of all project work and how the work will be performed. The PM plan is a critical input when directing and managing project work. 2. Project Documents: Provide the foundation of our project that communicates and binds stakeholders together to achieve a common purpose. There are a series of project documents that are necessary to Direct and Manage Project Work, including: -The Change Log: A comprehensive list of changes submitted during the project. The Change Log is valuable to review the status of all change requests. -Lessons Learned Register: A record of knowledge gained throughout the project that shows how project tasks were addressed or should be addressed in the future to improve performance. This also helps avoid repeating mistakes. The Lessons Learned Register also helps identify where to set rules or guidelines so that the team's actions are aligned. -Milestone List: Identifies all significant points or events in the project and indicates whether the milestone is mandatory or optional. The Milestone List is valuable to reference the scheduled dates for specific milestones. -Project Communications: As the PM, we must ensure efficient and effective communication between the project team and the stakeholders. For the Direct and Manage Project Work process, it is necessary to reference project communications including performance reports, deliverable status, and other information generated by the project. -Project Schedule: Helps answer the questions: Who's doing what, and when? The project schedule presents linked work activities with their planned durations, resources allocated, and planned start and finish dates. -Risk Register: A repository with details of all identified individual project risks. The Risk Register is valuable to track threats and opportunities that might affect project execution. -Risk Report: A progressively-developed Risk Report provides information on sources of overall project risk and summary information on individual project risks. -Requirements Traceability Matrix: Links product requirements to the deliverables that satisfy them and focuses on final outcomes. The Requirements Traceability Matrix provides a structure for managing changes to the project scope. 3. Organizational Process Assets: Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization. These include organizational standard policies, processes, & procedures, issue & defect management procedures, performance measurement databases, change control & risk control procedures, and project information from other projects. 4. Approve Change Requests: Throughout the life of the project, we may need to modify a document, deliverable, or baseline. To do so, the change request must go through the perform integrated change control process for approval. Approved change requests will contain either a corrective action, a preventive action, or the repairing of a defect. These change requests need to be scheduled and implemented by the project team. They can impact any area of a project or project management plan. 5. Enterprise Environmental Factors: Any conditions not under the immediate control of the team (either internal or external to the organization) that can impact project success. This includes things such as stakeholder availability, internal policies and framework, the organization's infrastructure, and stakeholder risk thresholds (which includes things like allowable cost overrun percentage, influence levels, and impact and interest assessments).

Purpose of PIM

PIM enables us to pool together the processes and activities of a project by identifying, defining, combining, and coordinating them. PIM allows us to combine work from all Knowledge Areas and ensure that resources, deadlines, and the project life cycle are aligned. It brings together various factors, such as cost and scope, to form a whole

The 8 Inputs for the Close Project or Phase process

The 8 Inputs for the Close Project or Phase process are: 1. Accepted Deliverables: Deliverables that meet the acceptance criteria are formally signed off and approved by the customer or sponsor. These are called Accepted Deliverables and can include approved project specifications, delivery receipts, and work performance documents. Partial or interim deliverables can also be considered inputs for phase or cancelled projects. 2. The Project Management Plan: The PM plan defines project benefits as well as how all project work should be completed. The PM plan is a critical input when closing the project or phase. 3. Procurement Documentation (stuff related to contracts I think): Includes information on contract schedule, scope, quality, and cost performance, as well as contract change documentation, payment records, and inspection results. We should consider including "as-built" plans or drawings (a revised drawing created and submitted by a contractor after a construction project is finished), manuals, troubleshooting and other technical documentation in this activity. All this information can be used as lessons learned and to evaluate contractors for future projects. 4. Business Documents: As the PM, we need to ensure that the project was completed according to the Business Documents, which identify project objectives and how the project should go about reaching the business goal. These Business Documents include: -Business Case: Used to determine if the outcomes from the economic feasibility study used to justify the project were met or not. -Benefits Management Plan: Used to measure whether the benefits of the project were achieved as planned (similar to business case honestly) 5. Organizational Process Assets, such as: -Project or Phase Closure Guidelines or Requirements, which will be used to ensure that the project is being closed appropriately through formal processes. These guidelines may require items like lessons learned, final project audits, project evaluations, product validations, acceptance criteria, contract closure, resource reassignment, team performance appraisals, and knowledge transfer. -Configuration Management Knowledge Base: Will help us determine whether or not the product of our project conforms to the requirements contained in the versions and baselines of all official organizational standards, policies, procedures, and any project documents. For example, a configuration management knowledge base will help us make sure that network and/or security requirements have been met for the project. 6. Project Documents: Check these Project Documents during the Close Project or Phase process to: -Lessons Learned Register: Will help the team identify good practices for future projects -Assumption Log: May help identify any items that have not been closed or managed. -Basis of Estimates: Helps evaluate the business value of the project by checking to see all the deviations that happened during the project from the planned duration, cost, and resource estimates. -Change Log: Helps us review all the changes and their status made throughout the project. -Issue Log: Make sure that all issues have been addressed either in or by the Close Project or Phase process before moving on. If not, then the open issues should be included in the Transition Plan. -Milestone List: Good to reference to make sure any mandatory milestones have been met and to see if they were met by their scheduled date or not (Note: The Milestone List also contains milestones that are optional). -Project Communications: To review all of the communications that have been created throughout the project. -Quality Control Measurements: Check to see if the project demonstrated compliance with the quality requirements. Quality Control Measurements document the results of Control Quality Activities so we an be sure that the project's objectives satisfy the stakeholders' expectations. Quality Reports: Provide a summary of findings from the Control Quality process, including quality management issues and recommendations for improvements. Check Quality Reports to make sure that all quality assurance issues were managed or escalated by the team. -Requirements Documentation: Checks to see if the individual requirements met the business need for the project and helps demonstrate compliance with the project scope. -Risk Register: The repository with details of all identified individual project risks. The Risk Register is a valuable reference on risks that have occurred throughout the project. The Risk Register can be referenced when we close the project or phase to make sure that all risks have been closed. -Risk Report: Provides information on sources of overall project risk and summary information on individual project risks. Use the Risk Report to check that there are no open risks at the end of the project. 7. Agreements (Contracts): Agreements are mutually binding contracts that include and are used to define steps for closing procurement according to the conditions of the contract. 8. Project Charter: Use the Project Charter to see if the project accomplished its objectives. The Project Charter documents the project's success and requirements for project approval, and it designates who will sign off on the finished product.

Project Management Plan

The blueprint for completing your project on time and on budget while minimizing waste and giving stakeholders quality results.

Where are high-level strategic and operational assumptions & constraints normally identified?

The business case before the project charter is initiated, and will flow into the project charter.

Inputs for the Perform Integrated Change Control process

The inputs tell us the information we need to make informed decisions about implementing changes indicated by an approved change request. The Inputs for the Perform Integrated Change Control process are: 1) Change Requests: Change Requests can come from almost any process for executing or monitoring & controlling the project. The requests can be for preventive or corrective action, repairs for defects, or updates to documents or deliverables. Change Requests that have an impact on project baselines should include information about the cost of changes in schedule dates, resources, and risks. 2) Project Management Plan: The PM plan defines the basis of all project work and how the work will be performed. The following components of the PM plan should be considered a critical input when performing integrated change management: -Change Management Plan: Provide direction for managing the change control process, including establishment of the change control board (CCB) and their roles and responsibilities. -Configuration Management Plan: Describes the configurable (updatable) items of the project as well as identifies the Items that will be recorded and updated so that the product of the project remains consistent and operable. -Scope Baseline: The approved version of the scope statement, work breakdown structure (WBS), and its associated WBS dictionary. The Scope Baseline component of the PM plan Is used as a component when comparing planned results to actual results. -Schedule Baseline: The approved schedule model. The Schedule Baseline component of the PM plan Is used as a component when comparing planned results to actual results. -Cost Baseline: The Cost Baseline is the approved version of the time-phased project budget (excluding any management reserves). The Cost Baseline component of the PM plan is used to assess the impact of the changes to the project cost. 3) Project Documents: They provide the foundation of our project that communicates and bind stakeholders together to achieve a common purpose. For the Perform and Integrated Change Control process, we are concerned with: -Basis of Estimates: Check the Basis of Estimates to find out how the duration, cost, and resources estimates were calculated in order to determine the impact of the change in time, budget, and resources. -Requirements Traceability Matrix: Links product requirements to the deliverables that satisfy them and focuses on final outcomes. The Requirements Traceability Matrix provides a structure for managing change and assesses the impact of the change on the project scope. -Risk Report: The progressively developed risk report provides information on sources of overall project risk and summary information on individual project risks involved by the change requested. 4) Work Performance Reports: Throughout a project, a significant amount of data is collected, analyzed, and transformed. Work performance data is described as raw observations and measurements that are identified as the project work is being carried out. Work Performance Data is collected and analyzed in the Perform Integrated Change Control process to compile work performance information. The information is combined, recorded, and distributed in physical or or electronic form to called work performance reports to create awareness and lead to decisions or actions. These reports include information on resource availability, schedule and cost data, earned value management (EVM), and burnup or burndown charts. 5) Enterprise Environmental Factors, such as: -Legal Restrictions: May limit what can be changed about the project, and include things like country or local regulations, including labor laws. -Government or Industry Standards: These could also limit the things that could be changed for our project. They include product, quality, safety, and workmanship rules. -Legal and Regulatory Requirements: May provide a framework for the changes we'll be making in the project. They may include guidelines for employee well-being, environment protection, and recycling. -Governance Framework -Contracting and Purchasing Constraints: May also impact change control if it involves a supplier of any sort. Contrasting and Purchasing Constraints can include short supply of materials, vendors, or workers. 6) Organizational Process Assets (OPAs): OPAs are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include: -Change Control Procedures: These should be taken into account since they will govern the way any changes to the project happen. These procedures can include the steps by which organizational standards, policies, plan, procedures, or project documents will be modified, and how any changes will be approved and validated. -Procedure for Approving and Issuing Change Authorizations: These are often taken into account since the PM often doesn't authorize changes to the project. As the PM, we should understand who authorizes changes and how it's done in the organization we're doing the project for. -Configuration Management Knowledge Base: Can contain the versions and the baselines of all official organizational standards, policies, procedures, and any project documents. These will provide templates and structure for making any changes.

Purpose of a Preventive Action Change Request

To ensure that the future performance of the project work is aligned with the project management plan.

5 Trends and Emerging Practices in Project Integration Management

1. Automated Tools - The volume of data and information might make it necessary that we use automated tools such as Project Management Information System (PMIS) to input and collect ticket tracking, labor time reporting, project progress, to assign tasks, etc. 2. Visual Management Tools - An emerging technique that helps us easily capture and oversee project elements. One example is the use of visual boards that represent performance on each milestone and deliverable, and their status when they're completed. These boards are good ways to communicate with stakeholders and display real-time project updates. 3. Project Knowledge Management - The workforce is temporary and needs a defined way of identifying knowledge throughout the project. There's an increase in specialized tasks in most industries and it's important that stakeholders document how each deliverable is produced and the procedures involved to transfer knowledge to all stakeholders. 4. Expanding the Responsibilities: We're asked to do more than usual these days, from developing the project business case to managing benefits. We need to make sure that we identify and engage all stakeholders and ensure outcomes are aligned with the organization's business strategy. 5. Hybrid Methodologies: Project Management methods are evolving to include new hybrid methodologies. These successful new practices use agile and other iterative methods, business analysis techniques for requirements management, tools to identify complex project elements, and organizational change management methods.

The Outputs for the Close Project or Phase process

1. Final Product, Service, or Result Transition: The Final Product, Service, or Result Transition means that once a product, service, or result is produced by our project, it may be handed to a different group or organization that will operate on it throughout its life cycle. 2. Final Report: In the Final Report, objectives from the project charter are reviewed and evidence of meeting them is documented. The Final Report shows evidence of completion, quality and schedule objectives, actual costs and reasons for variance, and a summary of how the final product, service, or results, achieved the overall goals of the project. 3. Organizational Process Assets (OPAs): The following OPA's may be updated as a result of the Close Project or Phase process: -Project Documents: Can be updated in order to sum up the finalization of certain project factors. Some examples include the PM plan, and scope, cost, schedule, and project calendars, as well as change management documentation. -Operational and Support Documents: Include documents required for an organization to maintain, operate, and support the product or service delivered by the project. These may be new documents or updates to existing documents. -Project or Phase Closure Documents: Consist of formal documentation that indicates completion of the project or phase and the transfer of the completed project or phase deliverables to others, such as an operations group or to the next phase. -Lessons Learned Repository: Will be updated to help plan future projects with a higher level of accuracy. 4. Project Document Updates: Because of the Close Project or Phase process, some project documents will need to be updated and all documents may be marked as final versions for project closure. Of particular interest is the lessons learned document (literally mentioned in the OPAs section but ok lmao), which is finalized to include final information on project closure.

Configuration Management & Change Management

Configuration Management deals with modifications made to the product or the processes used to make the product. Change Management, on the other hand, deals with changes made to the project baselines. If we notice that things need to be changed in a certain process or deliverable, we can make changes happen by using the following configuration control activities: -Configuration Item Identification: Identifies and chooses items that are used for the configuration of the project. Through Configuration Item Identification, projects and documents are labeled, changes are managed, and accountability is maintained. -Configuration Item Status Accounting: An activity that accounts records and reports about each configuration item. -Configuration Item Verification and Audit: Makes sure that the project's configuration items are request and that changes are requested, approved, tracked, and implemented. This ensures that they are in line with configuration documents. Conversely, the following change control activities identify, document, an approve or reject changes to project documents, deliverables, or baselines. The PM should: -Identify changes to be made for processes or project documents -Document changes in proper change requests -Decide on changes (with the rest of the CCB; this Is more the project sponsor's role than ours). -Track changes to verify that the changes are registered, assess, and approve. This info should then all be communicate to the stakeholders.

Tailoring Considerations

Every project is unique and talking with other project managers, business leaders, and key stakeholders to determine the degree of vigor that should be applied to the various project integration management processes. Here are some tailoring considerations (questions) discussed in the PMBOK Guide. 1. Project Life Cycle: -What is an appropriate project life cycle? -What phases should comprise the project life cycle? 2. Development Life Cycle -What type of development approach (predictive, adaptive, incremental, iterative, or hybrid) is appropriate? 3. Knowledge Management -How will knowledge be managed in the project to foster a collaborative working environment.? It's best to have a collaborative environment with frequent team checkpoints and knowledge sharing sessions. 4. Change -How will change be managed in this project? 5. Governance -What are the project status report requirements for control boards, committees, and other stakeholders who are part of the project? .6. Lessons Learned (such as what went right, what went wrong, and recognition of good performance) -What information should be collected throughout and at the end of the project? How will this be made available to future projects? 7. Benefits (such as an increase in productivity, a reduction of costs, an improvement in response time, etc.) -When and how should benefits be reported? At the end of the project or at the end of each iteration or phase?

Explicit & Tacit Knowledge

Explicit knowledge can be expressed in words, pictures, or numbers and can be stored in media such as textbooks or web pages. Explicit knowledge is easy to communicate and distribute in technical documents such as user guides. Tacit knowledge, on the other hand, consists of a person's beliefs or insights and is harder to express. Tacit knowledge is intuitive and is rooted in experience or practice.

Project Integration Management Processes

Initiating Process Group 1. Develop Project Charter Planing Process Group 2. Develop Project Management Plan Executing Process Group 3. Direct and Manage Project Work 4. Manage Project Knowledge Monitoring and Controlling Process Group 5. Monitor and Control Project Work 6. Perform Integrated Change Control Closing Process Group 7. Close Project or Phase Remember, all 7 of these can also be assigned to one of the 5 process groups of Initiating, Planning, Executing, Monitoring & Controlling, and Closing. Remember, while these processes are presented as discrete processes with defined interfaces, in practice they overlap and interact in ways that cannot be completely detailed in the PMBOK Guide.

The 4 Tools and Techniques used for the Develop Charter Process

Just like for inputs and outputs, the tools and techniques used at any point should be tailored to fit the needs of the project. The 4 tools and techniques for the develop project charter process are: 1. Interpersonal and Team Skills: As a leader, we will need to interact with team members and other stakeholders effectively, leveraging a variety of interpersonal and team skills like: -Conflict Management: Will help bring stakeholders to agreement on the project objectives, success criteria, description, and other elements of the charter. -Facilitation: Ensures balanced participation and mutual understanding. All contributions are considered and the group is effectively guided to full buy-in on a successful conclusion. -Meeting Management: The ability to manage meetings effectively by preparing an agenda, ensuring appropriate participants are present, starting and ending on time, and sending the follow-up minutes/other after-meeting actions. This will ensure each meeting meets its objectives and the project charter will be properly developed, unified, and agreed upon. 2. Meetings: Holding meetings, whether face-to-face, virtual, formal, or informal, allows stakeholders to identify and discuss topics like the project objectives, success criteria, key deliverables, high-level requirements, and milestones. 3. Expert Judgement: Use this to find the right people to help you with your project. Get advice from those with experience in organizational strategy, benefits, management, technical knowledge of an industry, budgets, and risk identification. These experts will help with developing the scope, financials, milestone task summary, assumptions & constraints, technical aspects (enterprise, security, etc.), and risk identification. 4. Data Gathering: Use data gathering techniques from project team members, subject matter experts, and appropriate stakeholders to better understand the project purpose and business objectives. These data gathering techniques can include: -Interviews: Perform interviews with specific stakeholders to gather high-level requirements, assumptions and/or constraints, approval criteria, and other information. -Brainstorming: Brainstorm ideas and gather data and solutions needed to develop the project charter. -Focus Groups: Discuss the perceived project risks, success criteria, and other topics as part of focus groups.

The 2 Outputs for the Develop Project Charter Process

Just like the inputs, the outputs should be tailored to fit the needs of the project. The 2 outputs for the Develop Project Charter Process are: 1. The Project Charter: This is the main output for the Develop Project Charter Process (duh). The project charter describes the project purpose and shows how it is aligned to the overall strategy and the ongoing work of the organization. The project charter documents the high level information on the project and the product, service, or result that the project will produce. The project charter identifies us as the PM and gives us the authority to plan, execute, and control the project, as well as the ability to use organizational resources. The project charter is issued by a project initiator (normally called the project sponsor), who formally authorizes the existence of the project. 2. Assumption Log (should be called assumptions and constraints log tbh): An assumption is a factor in the planning process that is considered to be true or certain without needing proof of demonstration. The assumption log is used to record assumptions and constraints (limiting factors that affect the execution of the project) throughout the project life cycle. Broad assumptions and constraints are normally identified in the business case prior to initiation of the Develop Project Charter Process, but are formalized into a log here. Typical high-level assumptions and constraints include the organization's market, how competition and strategic forces may impact the project, environmental factors (such as location and climate) and organizational culture. Typical lower-level assumptions and constraints include a predetermined budget or fixed milestones. As more detailed assumptions are generated throughout the project (such as defining technical specifications, estimates, the schedule, risks, and others), they are added to the assumptions log. These outputs will often be used as an input to future processes done in the project.

The 4 Inputs for the Develop Project Management Plan Process

Once again, not all of the following inputs will be used. It's important to tailor the process to the project accordingly. The 4 inputs for the Develop Project Management Plan process are: 1. The Project Charter: The approved project charter indicates the start of project planning and provides, at a minimum, the high-level information about the project. The project charter can be elaborated in the various components of the project management plan. 2. Outputs From Other Processes: Subsidiary plans and baselines are developed as outputs from other planning processes to create the project management plan. 3. Enterprise Environmental Factors: Can include things such as stakeholder availability, internal policies and framework, the organization's structure/culture & infrastructure, governance/industry standards, legal & regulatory requirements, project management bodies of knowledge, and stakeholder risk thresholds. 4. Organizational Process Assets: A few OPAs to consider for the process are: -Organizational Standard Policies, Processes, and Procedures, -Monitoring and Reporting Methods, -Historical Information and Lessons Learned -Project Information from Other Projects -Templates -Change Control Procedures

The 7 Outputs for the Direct and Manage Project Work Process

Once again, outputs will be tailored to fit the needs of the project. The 7 Outputs for the Direct and Manage Project Work Process are: 1. Organizational Process Updates: Mau include company database with asset information, new sever addresses, procedure tables, lessons learned, or correction methods. 2. Project Management Plan Updates: Any component of the PM plan may require a change request as a result of the Direct and Manage Work Process. 3. Deliverables: A deliverable is any unique and verifiable product, result, or capability that is required to complete a process, phase, or project. Typically, deliverables are outcomes o the project and include components of the PM plan. Change control (if necessary) should be applied when the first versions of a deliverable are complete so that if there are any defects with the deliverable, they will be identified early. 4. Issue Log: An Issue Log documents problems or inconsistencies that occur unexpectedly and require action from you or your team so they don't impact project performance. An example of issues that might show up in an issue log are matters which have opposing views or disagreements, such as a risk event and how it should/must be dealt with. The Issue Log helps the PM effectively track and manage issues and shows that they are being investigated properly. 5. Work Performance Data: Often, work performance data is viewed as the lowest level of detail from which information is derived from processes. Data is gathered through the execution of work and passed to controlling processes for further analysis. Examples of Work Performance Data include work completed, KPIs, technical performance measures, start and finish dates of scheduled activities, story points completed, deliverable status, schedule progress, and the number of changes requests, defects, actual cost incurred, and actual durations. 6. Project Document Updates: Activity lists, assumption logs (which also includes constraints), lessons learned registers, requirements documentation, risk registers, and stakeholder registers can all be involved in project document updates. -Activity Lists: Can be updated with additional or or modified activities to be performed to complete project work. -Requirements Documentation: Should be updated with newly identified requirements and progress on meeting requirements. 7. Change Requests: Change Requests are used to change any aspect of a project including scope, products, documents, deliverables, baselines, cost, or schedule. A change request can come from almost any process involved in executing, monitoring, or controlling the project. When changes are found while project work is being performed, change requests can be submitted to modify project policies or procedures. Any project stakeholder may request a change for review through the Perform Integrated Change Control Process. Types of changes include corrective action that realigns the performance of project work with the PM plan, preventive action that ensures future work is aligned with the PM plan, defect repair to modify a nonconforming product, or updates to change or modify project documents.

The 3 Tools and Techniques used for the Direct and Manage Project Work Process

Once again, the tools and techniques used should be tailored to fit the needs of the project. The 3 Tools and Techniques used for the Direct and Manage Project Work Process are: 1. Project Management Information System (PMIS): Use a Project Management Information System to gather and report on work performance data and Key Performance Indicators (KPIs). Typically, this system consists of one or more software tools such as a scheduling tool, work authorization system, configuration management system, and information collection & distribution system. A PMIS can vary from something as simple as a file system that contains Microsoft Excel documents to full-blown enterprise PMIS. 2. Meetings: Use meetings (face-to-face, virtual, formal or informal) to bring project team members and other project stakeholders together for technical meetings, sprint or iteration planning meetings, scrum daily standups, steering meetings, problem-solving meetings, progress updates with key stakeholders, and retrospectives with the full project team. 3. Expert Judgement: Use Expert Judgement to find the right people to help us with our project. Get advice from those with experience in the technical knowledge on the industry and project, legal and procurement experience, legislation and regulation knowledge, and organizational governance. These experts will help when issues or other pivotal events happen that may impact the project work.

The 3 Outputs for the Manage Project Knowledge Process

The 3 Outputs for the Manage Project Knowledge Process are: 1. Lessons Learned Register:(Part of Project Documents though): A Lessons Lessons Learned Register provides information on effective knowledge management practices. The Lessons Learned Register includes lessons learned that will improve performance on projects and is recorded as the lessons occur. Lessons learned entries can identify issues that can be addressed by changes to procedures for solutions, challenges, problems, risks, and opportunities. At the end of a project, the information is transferred to an organizational process asset called a "Lessons Learned Repository". 2. Organizational Process Assets Updates: All projects create new knowledge, and to make organizational process assets updates, knowledge embedded in process improvements is changed to reflect the current needs of the project. 3. Project Management Plan Updates: For PM plan updates, we can update components of the PM plan to improve the effectiveness of the plan. Any changes to the PM plan should go through the organization's change control process via a change request.

The 3 Outputs for the Perform Integrated Change Control process

The 3 Outputs for the Perform Integrated Change Control process are: 1) Approved Change Requests: This is the main output for this process. Through the Perform Integrated Change Control process, we can review approved change requests that were an output of the Direct and Manage Project Work process. Change requests are processed by the PM, CCB, or an assigned team member in accordance to the Change Management Plan. 2) Project Document Updates: Project documents may also be changed because of the Perform Integrated Change Control process. The Change Log is used to document changes that occur during a project. 3) PM plan Updates: We can change any component of the PM plan by using the Perform Integrated Change Control process. Changes to baselines should be made only from the last baseline forward.

The 3 Tools and Techniques for the Close Project or Phase process

The 3 Tools and Techniques for the Close Project or Phase process are: 1. Data Analysis: Use Data Analysis techniques to organize, assess, and evaluate data and other information to verify that the information recorded over the project is acceptable for project closure. Data Analysis can be also improve planning on future projects. Consider these Data Analysis Methods when closing out the project: -Document Analysis: Identifies and shares lessons learned for future projects -Regression Analysis: Examines relationships between project variables that contribute to outcomes. -Trend Analysis: Can validate the modules used in the organization and dictate adjustments for future projects. -Variance Analysis: Improves the metrics of an organization by comparing what was initially planned with the result. 2. Expert Judgement: Get advice from those with experience in management control, audit, legal and procurement, and legislation and regulation. These experts will help identify the various parts of the project that should have attention for the project to be closed. The experts will also contribute during the lessons learned sessions. 3. Meetings: These meetings can be close-out meetings to confirm that project deliverables have been accepted and that exit criteria have been met; customer wrap-up meetings to evaluate stakeholder satisfaction; or meetings to gather information for lessons learned.

The 4 Outputs for the Monitor and Control Project Work process:

The 4 Outputs for the Monitor and Control Project Work process are: 1) Change Requests: Used to change any aspect of our project. A change request can come from almost any process involved in executing or monitoring and controlling the project. 2) Project Document Updates (which will be detailed in the change log since these updates are changes): Cost Forecasts, The Issue Log (new issues raised), The Lessons Learned Register (effective responses for variances and corrective are noted) , The Risk Register, and Schedule Forecasts may all need updates. 3) Project Management Plan Updates (Any changes to the overall PM plan should go through the organization's change control process via a change request). 4) Work Performance Reports: Examples include status reports and progress reports. Work performance reports can also contain detailed information like earn value graphs, reserve burn-down charts, trend lines & forecasts, defect histograms, contract performance information, and risk summaries.

The 4 Tools and Techniques Used for the Develop Project Management Process

The 4 Tools and Techniques used for the Develop Project Management Process are: 1. Data Gathering: Use data gathering techniques from project team members, subject matter experts, and appropriate stakeholders to obtain relevant information for the project management plan. Includes: -Brainstorming: Brainstorm ideas and solutions about the project approach. -Focus Groups: Discuss the PM approach and the integration of the different parts of the PM plan in focus groups. -Interviews: Perform interviews with specific stakeholders to gather specialized information to develop any part of the plan or project document. -Checklists: Reference industry checklists or your organization's standardized checklists, if available, to ensure all the required information is included. 2. Meetings: By holding meetings (face-to-face, virtual, formal, or informal), stakeholders can voice their perspectives on how work will be executed and establish the way the project will be monitored and controlled. At the end of the planning phase and start of the executing phase, a project kick-off meeting communicates to project stakeholders the objectives of the project, explains the roles of each stakeholder, and gains the commitment of the team. 3. Interpersonal and Team Skills: As a leader, we will need to interact with team members and other stakeholders effectively, leveraging a variety of interpersonal and team skills. These include: -Conflict Management -Facilitation -Meeting Management These 3 have essentially the same definitions as they did in the tools and techniques used for the develop project charter section. 4. Expert Judgement: Use expert judgement to find the right people to help us with our project. We will get advice from those with experience in tailoring PM processes to meet needs, developing additional components of the PM plan, and determining the tools and techniques we'll need for success. We can find people to help us determine the resources we'll need to perform project work and to prioritize that work to ensure resources are assigned appropriately. Experts will also help define the configuration management to apply and also determine the documents that are subject to the change control processes.

The 4 Tools and Techniques used for the Manage Project Knowledge Process

The 4 Tools and Techniques used for the Manage Project Knowledge Process are: 1. Knowledge Management: For effective knowledge management, the PM can't force can't force people to share what they know. Therefore, there should be an atmosphere of trust so that people are motivated to share their knowledge. It's important for the PM to create connections between people so they work together and create new knowledge, share tacit knowledge, and integrate diverse knowledge among team members. We'll find that face-to-face interactions are effective for building trusting relationships.When trust is established, virtual interactions can maintain relationships. Methods of Knowledge Management include networking, communities of practice (COPs) or special interest groups, work shadowing, discussion forums, and seminars/conferences. 2. Interpersonal and Team Skills: As a leader, we need to interact with team members and other stakeholders effectively, leveraging a variety of interpersonal and team skills such as: -Active Listening: Listen actively to what people say and then paraphrase back to them. This helps reduce misunderstandings an improves communication and knowledge sharing. -Facilitation: Ensure balanced participation and mutual understanding through facilitation. Consider all contributions and effectively guide the group to a full buy-in on a decision, solution, or conclusion so that everyone feels like they're on board with what is happening in the project. -Leadership: Involves the ability to guide, direct, and motivate the team. We need to be able to communicate the vision and inspire and inspire the project team to focus on the appropriate knowledge and objectives. -Political Awareness: Obtaining political awareness of who wields power and influence—both formal and informal—in an organization. Obtaining political awareness enhances communications based on the project environment and the organization's political environment. 3. Information Management: Effective Information Management happens when knowledge is shared using knowledge management tools in which people document their knowledge so that it may be shared accurately. Information Management tools incluDe lessons learned registers, library services, and a project management information system (PMIS). 4. Expert judgement: Use Expert Judgement to find the right people to help us with our project. We will get advice from those with experience in knowledge management and organizational learning. These experts will help us to elicit project knowledge which could improve project processes or solve issues.

The 5 Inputs for the Manage Project Knowledge Process

The 5 Inputs for the Manage Project Knowledge Process are: 1. Project Documents, such as: -Lessons Learned Register: A record of knowledge gained throughout the project that shows how project tasks were addressed or should be addressed in the future to improve performance. The Lessons Learned Register is valuable as a reference to provide information on effective knowledge management for current and future projects. -Project Team Assignments: The Project Team consists of individuals who support the project manager in performing the project work. Documentation of the project team assignments may offer information may offer information on the types of competencies and experience available for the project—as well as knowledge that may be missing. -Resource Breakdown Structure: A hierarchical representation of resources by category and type. This should be referenced for additional details regarding the composition of the team and may help us to understand what knowledge is available and what knowledge is missing. -Stakeholder Register: Contains details about the identified stakeholders to help understand the knowledge they may have. 2. Deliverables: A deliverable can be an outcome of the project or may be portions of the PM plan. Since deliverables are affected by the knowledge used to produce them, understanding the deliverables helps to define the knowledge we will need to manage during the project. 3. Project Management Plan: The PM plan defines the basis of all project work an how the work will be performed. The PM plan is a critical input when managing project knowledge, which can be found in any component of the PM plan and subsidiary plans. 4. Enterprise Environmental Factors, including -Organizational, Stakeholder, and Customer Culture (includes the value place on learning and social behavioral norms). -Geographic Distribution of Facilities and Resources (helps determine methods for gaining and sharing knowledge) -Organizational Knowledge Experts -Legal and Regulatory Requirements or Constraints (include how to handle confidential project information). 5. Organizational Process Assets, including: -Organizational Standard Policies, Processes, and Procedures (determines the way knowledge is collected and communicated. -Personnel Administration (can include employee development and training records as well as competence frameworks that include knowledge-sharing behaviors) -Organizational Communication Requirements (such as formal or rigid communication to share information. Informal communication is more effective for creating new knowledge and integrating knowledge knowledge across diverse stakeholder groups). -Knowledge-Sharing and Information-Sharing Procedures (include learning reviews before, during, and after projects and project phases. Examples of this are identifying, capturing, and sharing lessons learned from the current project and previous ones).

The 6 Inputs for the Monitor and Control Project Work process:

The 6 inputs for the Monitor and Control Project Work process are: 1) Project Documents: These provide the foundation for our project, as well as communicate and bind stakeholders together to achieve a common purpose. Project documents include an Assumption Log, an Issue Log, a Basis of Estimates, Cost Forecasts, a Lessons Learned Register, a Milestone List, Quality Reports, a Risk Register, a Risk report, and Schedule Forecasts. 2) Agreements (specifically, Procurement Agreements): Procurement agreements are mutually binding documents that include terms and conditions, and may also incorporate other buyer requests. If our project is outsourcing any work, we should oversee the contractor's work to make sure all agreements meet the project needs and adhere to procurement policies. 3) Organizational Process Assets (this one is appearing very often), such as: -Organizational Standard Policies, Processes, and Procedures -Financial Controls Procedures: By referencing Financial Controls Procedures, we can ensure our project is getting the budget it needs in the right way. Financial Controls Procedures can include things such as required expenditure and disbursement reviews, accounting codes, and contract provisions. -Monitoring and Reporting Methods -Issue Management Procedures: Dictates the way that issues are tracked and resolved through monitoring and controlling. Some examples include issue controls. issue identification and resolution, and action item tracking. -Defect Management Procedures: Ensures that problems with a product are being handled appropriately. -Organizational Knowledge Base: May include process measurement and the Lessons Learned Repository. 4) Enterprise Environmental Factors: Such as -Project Management Information System (PMIS): A Project Management Information System monitors our scheduling, cost resourcing tools, performance indicators, databases, project records, and financials, an will be a useful tool in monitoring and controlling our project. -Infrastructure: Provides avenues for proper monitoring. -Stakeholders' Expectations and Risk Thresholds: These are primary factors to measure our project performance against. -Government or Industry Standards 5) Work Performance Data: Raw observations and measurements identified as project work is being carried out. This data is then compared to the budget and other plans to determine if we are on pace in all appropriate categories, such as budget, scope, quality, etc. Then, based on the degree of variance from the PM plan, we and our team can take preventive or corrective action. 6) Project Management Plan: The PM plan defines the basis of all project work and how the work will be performed. The PM plan is a critical input when monitoring and controlling project work.

Timing of the Close Project or Phase process

The Close Project or Phase process is part of the Closing process group (as well as the Project Integration Management process group), and it happens at the time in the life cycle were the goal is to formally complete or close a project, phase, or contract. The Close Project or Phase process is performed once or at predefined points in the project (if the project is done by phase).

Develop Project Charter (Initiating Process Group) Purpose

The Develop Project Charter Process is a guide for developing a document that gives you the authority to use the organization's resources for project activities. The project charter also serves as a formal record of activities and links the organization's strategy to the project itself.

When to use the Develop Project Charter Process

The Develop Project Charter process is used at the time in the life cycle when a new project or a new phase of an existing project is defined by obtaining authorization to start the project. Therefore, this process can be performed at least just once at the beginning of the project, but can also be performed again at predefined points in the project.

Develop Project Management Plan Process (Project Integration Planning & Project Planning)

The Develop Project Management Plan Process defines, prepares, and coordinates all plan components and consolidates them onto a single integrated plan. The Project Management Plan is the basis of all project work, detailing how the project will be executed, monitored and controlled, and closed. The plan will also be used to measure the project execution and manage project performance. Throughout the project life cycle, the outputs of other processes will enable us to update our project management plan with accurate details as many times as necessary. Subsidiary plans that pertain to other Knowledge Areas are created and are referenced throughout future processes. As the PM, we are the owner of the project management plan and we'll tailor it to meet project objectives. Taking the time to properly formulate the Project Management Plan reduces the chances for time-consuming, wasteful project revisions. The Develop Project Management Plan process is part of the Planning process group and happens at the time in the life cycle when you establish the scope of the project, refine objectives, and define how to achieve objectives. This is our time to measure twice and make sure our plan is clear and on target with the business objectives. When using a predictive approach (thus having a predictive life cycle), the Develop Project Management process happens only once. On the other hand, when using an adaptive approach (thus having an adaptive life cycle), we will make updates to the Project Management Plan at predefined points in the life cycle (including right before each iteration or sprint).

Timing of the Monitor and Control Project Work process

The Monitor and Control Project Work process is part of the Monitoring and Controlling Process Group (and the Project Integration Management group) and is the time in the life cycle where it is required for us to track, review, and regulate the progress and performance of the project; identify any areas in which changes too the plan are required, and initiate the corresponding changes. The Monitor and Control Project Work process is performed throughout the project.

The Tools & Techniques for the Perform Integrated Change Control process

The Tools & Techniques for the Perform Integrated Change Control process are: 1) Change Control Tools: Use Change Control Tools to facilitate configuration and change management. Configuration control is focused on the specification of both the deliverables and the processes, while change control is focused on identifying, documenting, an approving or rejecting changes to the project documents, deliverables, or baselines. Change Control Tools can be manual or automated tools that, at a minimum, support the activities of the CCB. 2) Decision Making, which takes into account these techniques: -Voting: Done using unanimity, majority, or plurality. -Autocratic: This refers to when only you decide whether to accept defer, or reject change requests without involving input from other team members. -Multicriteria Decision Analysis: Implements a decision matrix to take a systemic, analytical approach to evaluating requested changes. 3) Meetings: Use meetings to address topics, such as change control meetings with the CCB which assesses the impact of changes on time, cost, resources, and risks. The CCB reviews change requests and approves, rejects, or defers them. 4) Data Analysis: Consider the following Data Analysis techniques for this process: -Alternatives Analysis: Evaluates requested changes and decides which are accepted or rejected, and which should be modified in order to be accepted. -Cost-Benefit Analysis: Helps us to determine the best and most cost-effective corrective action In the event of project deviations. This seems like a part of Alternatives Analysis tbh 5) Expert Judgement: Use Expert Judgement to find the right people to help us with our project. We should get advice from those with experience in the technical aspect of the industry, as well as legislation and regulations, legal and procurement, configuration management, and risk management. These experts will help identify areas of the project that need to be changed and that can help make decisions with changes.

The 1 Output for the Develop Project Management Plan Process

The one output for the Develop Project Management Plan process is the Project Management Plan (the PM plan). The PM plan Describes how the project will be executed, monitored & controlled, and closed. It integrates all other management plans and baselines, and all information needed to manage the project. The PM plan outlines the specifications of all Project Knowledge Areas including scope, time, cost, and the overall size and depth of the project. The PM plan should be robust enough to respond to an ever-changing project environment. Once the PM plan is baselined, it can be changed only through the Perform Integrated Change Control process. The PM plan is progressively monitored by approved updates that extend through the end of the project.

Direct and Manage Project Work process (Executing Process Group & Project Integration Management) & its key benefit

The process that involves leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives. The Direct and Manage Project Work process ensures that the team is carrying out the planned project activities to complete deliverables and that approved changes are made. Resources are assigned to the work and their time and work is managed. The key benefit of this process is that it provides overall management for project success. The Direct and Manage Project Work process is part of the Executing Process Group and is the time in the life cycle when processes are performed to complete project work that satisfies the project requirements. This process is performed for the duration of the project work, since all of the project work during the execution phase needs to be directed and managed by the PM. Also, as the project team performs project work, work performance data is captured and analyzed. This data illustrates project performance as well as the completion status of deliverables. This information is a key input for other processes in the Monitoring and Controlling Process Group and for lessons learned. Work performance data and information gathered from the Direct and Manage Project Work process may trigger changes to the project management plan that should go through the Perform Integrated Change Control Process.

The 4 Inputs for the Develop Project Charter Process

To develop a well-written project charter, we need information about the organization, stakeholders, and project requirements. These can be in the form of documents or other ways. While using these inputs are considered best practice, we may not end up using all of them. It all depends on our tailoring process for a given project. The 4 inputs for the Develop Project Charter Process generally include: 1. Enterprise Environmental Factors (EEFs): Conditions not under the immediate control of the team that influence, constrain, or direct the project, program, or portfolio. This includes standards, laws and regulations, marketplace conditions, culture and politics, organizational governance, and stakeholder expectations (in which we can also learn the stakeholder's risk tolerance and thus determine the project's risk threshold, which expresses the degree of acceptance that each individual is willing to take). 2. Agreements: Mutually binding contracts that are used to define the initial intentions for a project. Agreements can take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLAs), letters of intent, or verbal agreements. 3. Business Documents (Business Case): As the PM, we need to ensure that the project charter captures the intent of business documents (the business case) which identify project objectives and how the project contributes to the business goal. As a reminder, the Business Case gives the business need and the cost-benefit analysis that justify and establish boundaries for the project. 4. Organizational Process Assets (OPA): A few to consider are "Organizational Standard Policies, Processes, and Procedures", "Portfolio, Program, and Project Governance Framework", "Monitoring and Reporting Methods", "Templates", and "Historical Information and Lessons Learned Repository"