6. Project Integration Management

Agreements

Agreements are used to define initial intentions for a project. Agreements may take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLA), letters of agreement, letters of intent, verbal agreements, email, or other written agreements. Typically, a contract is used when a project is being performed for an external customer.

4.6 Perform Integrated Change Control

Process of reviewing change requests, approving and managing changes to deliverables, changing project documents and the project management plan, and communicating these decisions · The key benefit is that change requests are reviewed in order to see the overall effects of the project, including risks. · Change control begins when the project starts and goes through closure. It's the project manager's responsibility to oversee this process. · Changes can be requested by any stakeholder associated with a project. · Once the baselines are established, they should be formally controlled by the Perform Integrated Change Control process. · Each change also needs to be written out and entered into the change or configuration management system. · Every change request also needs to be dispositioned, either by being approved, deferred, or rejected. This is done by the project manager or sponsor who is identified in the project management plan, or by organizational procedures. · There may also be a Change Control Board, which is responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project. And for recording and communicating such decisions. · Perform Integrated Change Control is an important process to remember, and it's often asked about on the exam. · Changes on a project shouldn't be made in a vacuum. If they were, there's a risk that the effects wouldn't be identified and implemented in the project. (Example of Vacuum - I was once working on a project where we were transferring technology to two different contract manufacturers. I was visiting one site, and while I was watching the team build our product, I noticed something was wrong. When I asked why they were performing the process so differently, they said a colleague of mine told them to make the change. What this manager failed to do was tell the other site to make the same change, so the sites were following different processes. Luckily, we were able to reverse the change and both sides were back on the same page. But this is a perfect example of making a decision in a vacuum.) Inputs: · The project management plan is a first input to this process because it has the change management plan and configuration management plan. Plus three baselines, scope, cost, and schedule. · Next are the project documents, which may include the basis of estimates, the requirements traceability matrix, and the risk report. · Work performance reports are then input to this process because they include resource availability, schedule, and cost data, and earn value management reports. Or burn-up or burn-down charts. These may also result in change requests being submitted to the process. · Another input are the change requests submitted from the monitor and control and executing processes. EEFs and OPAs should also be considered for this process. Tools & Techniques · One tool and technique that hasn't been mentioned before are change control tools. Configuration and change management use either manual or automated tools to track changes: -Configuration management focuses on making sure version control is maintained. (For example Config. management - the project management plan is approved at version one. Each time it's revised, the version changes to 1.1, 1.2 and so on.) - Change management keeps track of each change and its disposition. · Next is data analysis, which looks at alternatives and cost benefit analyses. There are a few techniques used in decision making: -One is autocratic decision making, when one person decides. -Another is multicriteria decision analysis, which uses a decision matrix for a systematic approach to evaluating changes. - There's also voting, which uses either unanimity, majority, or plurality to decide whether to approve or deny the request. · The final tool and technique are meetings with the Change Control Board. They decide what to do with a change request. Outputs: · Now let's talk about two critical outputs to this process: 1. The first one is the approved change request 2. The second is a change log which documents all changes regardless of the disposition. · You need to make sure the project management plan is reviewed and updated as needed.

Perform Integrated Change Control

Process of reviewing change requests, approving and managing changes to deliverables, changing project documents and the project management plan, and communicating these decisions · The key benefit is that change requests are reviewed in order to see the overall effects of the project, including risks.

Business Case

The business case describes the necessary information from a business standpoint to determine whether the expected outcomes of the project justify the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost benefit analysis are contained in the business case to justify and establish boundaries for the project. The approved business case, or similar, is the business document most commonly used to create the project charter. The business case is created as a result of one or more of the following: -Market Demand -Organizational Need -Customer Request -Technological Advance -Legal Requirement -Ecological Impacts -Social Need

Direct and Manage Project Work

The process of leading and performing the work in the project management plan and implementing approved changes to achieve the project's objectives (For example, a bridge, a database, or a new gaming system.)

Progressive Elaboration

This is an iterative process, where the plan is revised as more detailed information and estimates are discovered. (It's like writing a research paper. You start with the information you know as of right now. But as you gather more information or facts, the paper gets revised until you reach a final copy.) · Progressive Elaboration is a popular exam question, so be able to identify the definition when you see it.

Develop Project Charter

a document is created that formally approves the project, assigns the project manager, and grants them the authority to use resources.

4.1 Develop Project Charter

is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. The key benefits of this process are that it provides a direct link between the project and the strategic objectives of the organization, creates a formal record of the project, and shows the organizational commitment to the project. This process is performed once or at predefined points in the project. · In the case of external projects, a formal contract is typically the preferred way to establish an agreement. A project charter may still be used to establish internal agreements within an organization to ensure proper delivery under the contract. · The approved project charter formally initiates the project. · A project manager is identified and assigned as early in the project as is feasible, preferably while the project charter is being developed and always prior to the start of planning. · The project charter can be developed by the sponsor or the project manager in collaboration with the initiating entity. · This collaboration allows the project manager to have a better understanding of the project purpose, objectives, and expected benefits. This understanding will better allow for efficient resource allocation to project activities. · The project charter provides the project manager with the authority to plan, execute, and control the project. · Projects are initiated by an entity external to the project such as a sponsor, program, or project management office (PMO), or a portfolio governing body chairperson or authorized representative. · Projects are initiated due to internal business needs or external influences. · These needs or influences often trigger the creation of a needs analysis, feasibility study, business case, or description of the situation that the project will address. · Chartering a project validates alignment of the project to the strategy and ongoing work of the organization. · A project charter is not considered to be a contract because there is no consideration or money promised or exchanged in its creation. · The first process with any integration knowledge area is Develop Project Charter. · As a project manager, it's imperative to have an approved charter before the project starts. After all, the charter is what appoints a project manager and officially kicks off the project. · In Develop Project Charter, a document is created that formally approves the project, assigns the project manager, and grants them the authority to use resources. · The key benefits for a project charter are: - the creation of a formal record of the project. -It's a direct way for senior management to formally accept and commit to the project. - The charter validates the alignment of the project to the strategy and ongoing work of the organization. · Remember, the sponsor develops a charter, but it's recommended that the project manager be identified while it's being drafted, so they can gain an understanding of the purpose and objectives, and to assist with the development process. · If the work will be completed by an external organization, it's detailed in a formal contract. Inputs: · The business documents, which are comprised of the business case and the benefits management plan, are used to develop the charter and include information that helps the organization make a decision on whether a project will bring value to the company. (Examples of these might include a cost-benefit analysis and what the need is, such as a customer request or a regulatory requirement, and project selection methods.) The next input is agreements, also known as contracts. You might see either term on the exam and they mean the same thing. Other forms of agreements are memos of understanding, service-level agreements, and email. There's even verbal agreements. · The other inputs, EEFs and OPAs, should also be considered. Tools & Techniques: - The first one is expert judgment, which are your subject matter experts. These are the people you go to when you need an expert in a particular field. They might have a special skill, education, or training. Your choice of experts are dependent on the question or information that's needed. It's like asking a carpenter about kitchen cabinets. -The second tool and technique is data gathering, which has a broad application within the project management processes and guides the development of the project charter. Examples of data gathering are brainstorming, where everyone throws out ideas, and then there's focus groups and, finally, interviews. Another is interpersonal and team skills, which includes conflict management, facilitation skills, and meeting management. All of these require you to be a good communicator and to be organized. - The last tool and technique is meetings. Any time you're trying to get information, it's best done in-person, typically face-to-face. For the charter, the purpose of these meetings is to gather high-level information about the project, like the project objectives, deliverables, and milestones. Remember, all of these are high-level. The detail will come later when we discuss scope and schedule. Outputs: · Once you've created the charter, it becomes an output from this process. The charter includes essential information about the project, which might include the purpose or justification for the project, a pre-approved budget, maybe a stakeholder or two, and, most importantly, it assigns the project manager. · The final output from this process is the assumption log. This captures the high-level assumptions and constraints throughout the life of the project. · The business case and the benefits management plan are sources of information about the project´s objectives and how the project will contribute to the business goals. Although the business documents are developed prior to the project, they are reviewed periodically.

Close Project or Phase

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

Monitor and Control Project Work

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

Manage Project Knowledge

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

4.7 Close Project or Phase

· Close Project or Phase is the process of finalizing all activities for the project, phase, or contract. · The key benefits of this process are the project or phase information is archived, the planned work is completed, and organizational team resources are released to pursue new endeavors. · This process is performed once or at predefined points (Phases) in the project · Closing a project or phase is a formal process that ensures all the project activities have been completed. · It's the project manager's responsibility to make sure the project objectives identified in the project management plan have been met. · Once the Project Manager verify this, then the project either moves on to the next phase or the project result gets formally signed off and handed over to the owner. Then all the project documents are archived and resources are released. · If a project was terminated earlier than planned, closing out the project allows the project manager to discuss these actions with the stakeholders and to document the reasons. Inputs: The list of inputs for this process is long: -It starts with the project charter - The charter provides the project's success criteria and identifies who will sign off on the project. -The project management plan has details about the work that was done. -Project documents are next, and the list is extensive so I'll only discuss a few of them. But be sure to go back and review the entire list. -There are several logs which include the assumption, change, and issue logs. -There's also the milestone list, the basis of estimates, and project communications. -There's a lessons learned register which has been updated throughout the project. -One of the key inputs to this process is accepted deliverables. This can be the actual product you created, or approved product specifications, delivery receipts, and work performance documents. -Business case and the benefits management plan which provide details on the business need and target benefits of the project. -The procurement documents and agreements. The agreements tell you how to formally close out procurements and the procurement documentation needs to be collected and archived. -The last input is organizational process assets. This has a project or phase closure guidelines and the configuration knowledge base or project documents are stored. Tools & Techniques · There are three tools and techniques for this process and they are ones you've seen in other processes: 1. Expert judgment which pools in people who may have information needed to close a project or phase, like legal or auditors. 2. Data analysis which use techniques like document analysis, regression and trend analysis, or variance analysis. 3. Meetings is the last one. It's used to collect all the information we've discussed in project or phase closure, like confirming all the project deliverables have been accepted. Lessons learned are collected and check in to see if the stakeholders are satisfied. Outputs: For outputs: -You need to update you project documents -Provide a summary report on how the project performed. -One other output is the final product, service, or result transition which is the formal handover to either a different group or organization so they can operate, maintain, and support it through it's life cycle. · This process is centered on making sure the project objectives have been met. It's also about officially closing the project and storing project documents so they're available for future reference.

4.3 Direct and Manage Project Work

· Have you ever since an orchestra perform? You might have noticed the conductor who stands in front waving a baton, leading and directing the orchestra. When it comes to projects, the project manager is equivalent to being a conductor. · The Project Manager has to direct and manage the work that was defined in the project plan. · In the planning process group, you created the project management plan, which detailed all the work needed for your project. · The direct and manage project work process is where you actually build the items that you detailed in your plan. · Direct and Manage Project Work - The process of leading and performing the work in the project management plan and implementing approved changes to achieve the project's objectives (For example, a bridge, a database, or a new gaming system.) · You also collect work performance data, generate change requests, and perform any work resulting from approved changes Inputs: · It's important to note that this is an iterative process. As you're directing and managing the work, you'll generate performance data which will tell you if you're meeting your targets. If not, you may generate a change request to bring the project back to plan. · You'll see that change requests are an output of this process, but approved change requests are an input. So that's why it's an iterative process. Remember only approved change requests get acted upon. You might see a question on the exam about this. · The other inputs, project management plan, EEFs, and OPAs are all common inputs and should be considered in this process. · Another input is project documents: -Change log -Lessons learned risks -Risk registers -Project schedule with a milestone list -Project communications -Requirements traceability matrix Tools & Techniques: · Expert judgment, project management information system, and meetings are all common tools and techniques. Outputs: · One output from this process are deliverables. This is the actual product, result, or capability that was completed so the project, phase or process can be completed. · Another output is work performance data, which are the raw measurements generated from the work being performed before it's been analyzed. (For example, a measurement was half an inch.) · The next output is an issue log. As you're managing the project, there will be occasions where problems, inconsistencies, or conflicts occur that you'll need to address immediately, before they impact the project. The issue log is where you capture these items. · One more output is change requests. Change requests may be generated for a number of reasons: -For instance, corrective and preventive action helps realign the performance of the project work with the project management plan. -Defect repair, to modify a non-conforming product or product component. -Updates to any of the formally controlled project documents. -The project management plan -Project documents updates.

Project Integration Management

· Includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. · Integration management is what ties all the knowledge areas together · In the PMBOK Guide, the integration knowledge area is discussed first because it's the thread that's weaved through all the processes keeping them together · It's called integration because when a change is made to the project, it has to be integrated into other areas of the project. For instance, if you change scope, it may affect cost, quality, time, resources, risk, or other knowledge areas. It's important for a project manager to be aware of these changes and to coordinate them throughout the rest of the knowledge areas. · Project integration is also about: -Providing a project management plan so project objectives can be met - Managing phase transitions when necessary -It manages the performance and changes to the activities in the project management plan while making decisions about changes impacting the project -It includes collecting and analyzing data -Communicating the results to relevant stakeholders. - It's about completing all the project work and closing out each phase, contract, and the project as a whole. The project Integration Management processes are: 4.1 - Develop Project Charter 4.2 - Develop Project Management Plan 4.3 Direct and Manage Project Work 4.4 Manage Project Knowledge 4.5 Monitor and Control Project Work 4.6 Perform Integrated Change Control 4.7 Close Project or Phase In the graph attached, you can see all the different Project Integration Management Processes. There are inputs, tools and techniques, and outputs (also known as ITTOs). You'll notice that the outputs are now the inputs to one or more of the other processes. (Example for ITTOs: Making a recipe - Inputs are your ingredients - Tools & Techniques is cooking - frying - Outputs is your final product - Fried Chicken; yummy) Basically, inputs are the information you need going in> Tools and Technique help you transform the inputs > Then, you end up with an output (a take away) As you can see, the integration management knowledge area is the glue that keeps the whole project together. As a project manager, it's important to be aware of the processes that fall into this knowledge area.

4.4 Manage Project Knowledge

· Manage Project Knowledge is the process of using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning. · The key benefits of this process are that prior organizational knowledge is leveraged to produce or improve the project outcomes, and knowledge created by the project is available to support organizational operations and future projects or phases. This process is performed throughout the project. · In the Manage Project Knowledge process, the idea is to leverage your existing knowledge. · This can create new knowledge, used to help with project outcomes, or be used elsewhere in the organization. Explicit & Tacit Knowledge: · Now knowledge can be split into two different categories: 1. The first is Explicit Knowledge, and is easy to express, such as words, numbers, or pictures. 2. The second is Tacit Knowledge - isn't as easy to express because it's personal to the individual. (For example, beliefs, insights, and experience.) · Organizations want to take advantage of Explicit and Tacit Knowledge before, during, and after the project, so they can take steps to document as much of the information as possible. · It's also important, to have an environment that encourages the sharing of Tacit information. Inputs: · The first input is project documents: -a lessons learned register -project team assignments -resource breakdown structure -takeholder register · Next are the project deliverables, which are usually tangible, and come from the work done by the team. · The other inputs, project management plan, EEF's and OPA's are all common inputs, and should be considered when thinking about project knowledge. Tool & Technique: · Expert judgment is a critical tool and technique, because the experts are the ones with the knowledge you need. · Knowledge management is another tool and technique that's important because, this is how to get people together to create new knowledge (Examples of this might include: Networking, meetings, and discussion forums.)Another great way to share knowledge is shadowing. This is when one person follows another for a period of time, and learns what that person does. · Similar to knowledge management, information management is used to connect people to new and historical knowledge. (Examples may include lessons learned, library services, and the PMIS, which provides access to a document management system.) · Finally, the last tool and technique is interpersonal and team skills. This might be networking, and political awareness, which requires active listening. It also includes facilitation and leadership. Outputs: · One of the key outputs to this process, is the lessons learned register. This captures issues, challenges, risks, and what went well or needs improvement with the project. This register is then transferred to a lessons learned repository, so other teams can benefit from it. Project management plan updates and organizational process updates are the last outputs

4.2 Develop Project Management Plan

· Once you've created a project charter, the next process step is creating the Project Management Plan, also known simply as The Plan. · You start drafting the Project Management Plan immediately after the project charter has been approved. · The Project Management Plan provides all the information you need to manage and execute your project, including how to monitor it and control it up to closure. · The Project Management Plan is often reviewed and revised through what is called Progressive Elaboration. · Progressive Elaboration - This is an iterative process, where the plan is revised as more detailed information and estimates are discovered. (It's like writing a research paper. You start with the information you know as of right now. But as you gather more information or facts, the paper gets revised until you reach a final copy.) · Progressive Elaboration is a popular exam question, so be able to identify the definition when you see it. Inputs: -A key input is the Project charter, which was an output from the Develop Project Charter process. - Another input will the plans from the other processes, like quality management and scope. - You should always consider EES and OPAS when developing the Project Management Plan, because there's valuable historical information that might helpful to your project. The tools and techniques: - including expert judgment, data gathering, interpersonal and team skills, and meetings may look familiar from the Develop Project Charter process. -The only change is that checklists are added to data gathering as an option. A checklist can be used to ensure all required information is captured in a Project Management Plan. Outputs: -The only output from this process is the Project Management Plan.

Project Practices in Integration

· Project Integration Management is specific to project managers. Whereas other Knowledge Areas may be managed by specialists (e.g., cost analysis, scheduling specialists, risk management experts), the accountability of Project Integration Management cannot be delegated or transferred. · The project manager is the one who combines the results in all the other Knowledge Areas and has the overall view of the project. The project manager is ultimately responsible for the project as a whole. · The links among the processes in the Project Management Process Groups are often iterative. For example, the Planning Process Group provides the Executing Process Group with a documented project management plan early in the project and then updates the project management plan if changes occur as the project progresses. · With integration management, the project manager is responsible for collecting the results from all the other knowledge areas. · To start, there are automated tools - The use of a project management information system, or PMIS, allows a project manager to collect, analyze, and use the information gathered from the project to meet objectives and realize project benefits. The PMIS can be a manual filing system where you file project documents into a filing cabinet, or it can be electronic. · Visual management tools can display information to the team in a timely manner and pretty much instantly convey the state of the project through charts and graphs. · War rooms provide wall space to hang project documents. And scrum teams also use what's called a scrum task board. · Project managers need to be able to capture the project knowledge gained from each team member so that it can be useful to the current and future projects. · Just as organizations are evolving, so is project management with the use of hybrid methodologies. · This is a mix of traditional project management with, say, Agile or business analysis. Depending on the project, you might also consider an Agile or adaptive environment. Both are great for working on projects that have frequent changes or unclear requirements. · In traditional project management, the project manager is responsible for creating the project management plan which details what the team will do, how to do it, and when. · In Agile or adaptive environments, instead of the project manager doing this work, the team members are considered the local domain experts, and they're responsible for the detailed product planning and delivery. Because a project manager isn't working on the planning and delivery with Agile projects, they're free to work on team collaboration and decision making and making sure the team can respond to changes. · The role of the project manager is also evolving. They're more involved in the initiating activities like developing a business case and benefits management plan. · They also take a more active role in engagement and identification of stakeholders.

4.5 Monitor and Control Project Work

· is the process of tracking, reviewing, and reporting the overall progress to meet the performance objectives defined in the project management plan. · The key benefits of this process are that it allows stakeholders to understand the current state of the project, to recognize the actions taken to address any performance issues, and to have visibility into the future project status with cost and schedule forecasts. This process is performed throughout the project · In this process, you're looking at the performance of the project plan to see if you're still on target with timelines and budgets. If there is a discrepancy, then it gets reported. · What's great is that stakeholders will know the current state of the project and can take steps to modify the budget, schedule and scope if cost and schedule forecast show a change needs to be made. · This process also allows you to compare the work you've planned with the work you actually completed - planned vs. actuals · If there is a variance, you make changes to bring them back to what you planned. For instance, if you're behind schedule you might decide to add resources or cut scope so a change request would need to be generated. This process continues until all the work is done. Inputs: · Now there are several inputs to this process: -The first is the project management plan. -The next are project documents that might include the schedule and cost forecast, which tell you how the project is performing. -Assumption and issue logs -Quality and risk registers. · Remember when we collected work performance data? Well, this data is then turned into work performance information, which is our next input. Work performance information is data that's been converted into useful content that can be reviewed and reveal what changes need to be made to the project. · Agreements are another key input, because the project manager needs to make sure the procurements are performing as planned. · Last two inputs, it's always important to review EEFs and OPAs before proceeding. Tools & Techniques: · Now there are four tools and techniques for this process: 1. The first one is expert judgment. It's important to consult with your experts when you have discussions about project performance. 2. Data analysis techniques can also be used to determine a course of action for your project. Some examples include alternatives analysis, which looks at what the corrective actions will be when there is a deviation. -Root cause analysis gets to the heart of the problem. -Earned value analysis, which is used to determine how the project is performing. 3. Once the data is analyzed, the team needs to make a decision on making corrective actions. - Voting is a method used to make decisions based on unanimity, majority and plurality. 4. The last tool and technique is meetings. These may be held face to face, virtually, and can be formal or informal. They may include the project team and stakeholders. Outputs: · There are four outputs to this process: 1. The first one is change request. Anytime you're performing a variance analysis and discover a difference, you'll likely submit a change request to bring the process back to where you planned. These changes may include corrective action, preventive action and defect repair. 2. Work performance reports are another output and are generated from work performance information. These reports can be either physical or electronic, and they're intended to generate decisions, actions or awareness. Examples of these reports include status reports, dashboards, heat reports, and stoplight charts. 3. The project management plan 4. Project documents updates. As you monitor and control the project changes are bound to happen. So reviewing these documents is critical to keeping them aligned. Often project managers are caught unaware of variances in their projects. Sometimes this happens for unexpected risks, but on occasion it's because they didn't monitor and control their project.