Chapter 4 PMP Study

Dr.
Ahmed AbdelHady - PMP Preparation Course (6th Edition)
Chapter 4 – Integration Management

Pages (69 – 128) / PMBOK 6th Edition
Dr. Ahmed AbdelHady - PMP Course 6th Edition – 00966-541541970 – 002-01093674327 – Ahmedah251@gmail.com
1- Develop Project Charter (Initiating Process)
2- Develop Project Management Plan (Planning Process)
3- Direct & Manage Project Work (Executing Process)
4- Manage Project Knowledge (Executing Process)
5- Monitor & Control Project Work (M&C Process)
6- Perform & Integrated Change Control (M&C Process)
7- Close Project or Phase (Closing Process)
SOW, Business Documents, Project Charter, All Plans, All Baselines, Project Management Plan, Project
Agreements, EEF, OPA Business Documents, Project Documents Documents, Approved CR, EEF, OPA
4.1- Develop 4.2- Develop Project 4.3- Direct & Manage

Project Charter Management Plan Project Work
Input
Approved CR
Project Charter, Assumption Log Project Management Plan Issue Log
4.4- Manage Lesson

Deliverables Learned Change Requests (CR) Work Performance Data
Project Knowledge Register Input To All M&C
Input Processes
Approved CR 4.6- Perform & Integrated Work Performance Information
8.3- Control Quality
Verified Deliverables Rejected CR Change Control
Input Input
Input Input
Change Log Change Requests 4.5- Monitor &
5.5- Validate Scope
Formal Accepted Deliverables Work Performance Report
Control Project Work
Input 10.2- Manage Communication
4.7- Close Project or Phase Final Product, Final Report
11.7- Monitor Risk
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.
Business Documents
1- Business Case (Feasibility Study) (Include Business Needs) (Give Reason to Start the Project)
2- Benefits Management Plan
Business Documents are:

- Pre-Project Work
- Provided by Sponsor or others NOT PM
- PM can not modify any of them, just Recommend to Sponsor
- Including, Assumptions, Constraints, Risks, Roles, Responsibilities, Milestones, Stakeholders
Assumption Log:
- Including the low level (Detailed) Assumptions & Constraints throughout the project life cycle
- High level of Assumptions & Constraints are mentioned in Business Case then in Project Charter
Project Charter ‫ميثاق المشروع‬

Issued by the project Sponsor that formally authorizes the existence of a project and provides the
project manager with the authority to apply organizational resources to project activities.
Project Charter Contents:

- Project purpose
- Measurable project objectives and related success criteria
- High-level requirements
- High-level project description & key deliverables
- Overall project risk
- Summary milestone schedule
- Preapproved financial resources
- Key stakeholder list
- Project approval requirements & who signs off on the project
- Project exit criteria to close or to cancel the project or phase
- Assigned project manager, responsibility, and authority level; and
- Name and authority of the Sponsor or Other Person(s) authorizing the project charter.
Note: Project Charter can be modified ONLY by Sponsor NOT PM
Defining, preparing, and coordinating all plan components and consolidating them into an integrated
project management plan. The key benefit of this process is the production of a comprehensive
document that defines the basis of all project work and how the work will be performed. This process is
performed once or at predefined points in the project.
3- Direct & Manage Project Work (Executing Process)
Leading and performing the work defined in the project management plan and implementing
approved changes to achieve the project’s objectives. The key benefit of this process is that it
provides overall management of the project work and deliverables, thus improving the probability of
project success. This process is performed throughout the project.
Using existing knowledge and creating new knowledge to achieve the project’s objectives &
contribute to organizational learning. The key benefits of this process are that to improve the project
outcomes, & knowledge created by the project being available to support organizational operations
& future projects or phases. This process is performed throughout the project.
T&T
1- Knowledge Management: ‫إدارة المعرفة‬
People can work together to create new knowledge, share Tacit knowledge, and integrate the
knowledge of All team members (Ideas, Believes, Experiences)
‫يستطيع اعضاء الفريق مشاركة المعرفة وزيادة المعرفة لدي باقي الفريق‬
Seminars & Conferences & Workshops & Forums & Meeting
‫ االفكار – شئ غير مادي يتم تناقله عن طريق المحادثات‬- ‫تتضمن الخبرات – المعتقدات‬
2- Information Management: ‫إدارة المعلومات‬
People are effective for sharing simple, unambiguous/Clear Explicit knowledge (Photos,
Numbers, Lessons Learned Register)
‫يستطيع اعضاء الفريق بشكل فعال مشاركة المعلومات بشكل بسيط وواضح‬
ً‫ االرقام – سجل الدروس المستفادة – شئ مادي يتم تناقله عن طريق العمل سويا‬/ ‫تتضمن الصور – الورقيات‬
OUTPUTS
1- Lessons Learned Register: ‫سجل الدروس المستفادة‬
Lessons Learned Register includes:

A- Problems & Its Solutions
B- Situations
C- Recommendations
- Lessons Learned Register is output at Early stage of the project, & Input in almost next processes for
updating
- All Team is working in preparing the Lessons Learned Register
- Lessons Learned Register may include Videos, Photos,…
- At the end of a project or phase, the information is transferred to an organizational process asset
OPA called a lessons learned repository ‫قاموس الدروس المستفادة‬
Tracking, Reviewing, & 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/define 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.
Definitions: ‫تعريفات‬
1- Monitor: is Collecting, Measuring, Evaluating the Performance

‫ هي تجميع معلومات وقياس وتقييم االداء لتحسينه ولفت النظر الي اماكن المشاكل‬:‫المراقبة‬
2- Control: is determine Corrective or Preventive Actions & Re-Planning & Follow up

‫ هو تحديد االجراءات التصحيحية او الوقائية او اعادة التخطيط ثم عمل متابعة لهذه االجراءات وكيف يتحسن االداء‬:‫التحكم‬
3- Preventive Action: Ensures the future performance of the project work is aligned with the project
management plan – Part of Change Request
‫ هو لضمان ان االداء المستقبلي العمال المشروع يتماشي مع خطة ادارة المشروع – تتم عن طريق اصدار طلب تغيير‬:‫االجراء الوقائي‬
4- Corrective Action: Re-aligns the performance of the project work with the project management
plan – Part of Change Request
‫ هو العادة توجيه اداء اعمال المشروع لكي يتماشي مع خطة ادارة المشروع – تتم عن طريق اصدار طلب تغيير‬:‫االجراء التصحيحي‬
5- Defect Repair: Modifies a nonconforming product or product component

Part of Change Request
‫) – تتم عن طريق‬Validate Scope ‫ هو تعديل في مكونات المنتج المرفوض من المالك او المعنيين ذو الصلة (في مرحلة الـ‬:‫اصالح العيوب‬
‫اصدار طلب تغيير‬
6- Perform Integrated Change Control (M&C Process)
Reviewing all change requests; Approving/Rejecting changes. The key benefit of this process is that it
allows for documented changes within the project to be considered in addressing overall project risk.
This process is performed throughout the project.
6- Perform Integrated Change Control (M&C Process)
Definitions:
1- Change Management Plan:

Provides the direction for managing the change control process and documents the roles &
responsibilities of the change control board (CCB)
CCB ‫ توضح كيفية إصدار طلبات التغيير ومسؤليات وأدوار اعضاء لجنة البت في التغيير‬:‫خطة إدارة التغيير‬
2- Configuration Management Plan:

Describes the configurable items of the project and identifies the items that will be recorded &
updated so that the product remains consistent and operable
‫ تقوم بتسجيل وشرح التغييرات المطلوبة لتعديل مواصفات المنتج حتي يستمر المنتج صالح‬:‫خطة إدارة التهيئة‬
‫‪Chapter 4 – Integration Management‬‬
‫)‪6- Perform Integrated Change Control (M&C Process‬‬
‫‪Notes:‬‬
‫‪ -‬تدخل جميع ال ‪ Change Request‬الي عملية ال ‪ Perform Integrated Change Control‬ليتم عمل التقييم من خالل اللجوء‬
‫الي دراسة عدة مرادفات ‪ Alternatives‬ولها يتم دراسة التكلفة والمكاسب من كل مرادف ‪ Cost-Benefits‬وبعد ذلك يتم أخذ‬
‫قرار بالتصويت او بقرار الفرد الواحد ليكون طلب التغيير إما ‪ Approved‬أو ‪Rejected‬‬
‫‪ -‬في جميع االحوال (‪ )Approved / Rejected‬يتم تسجيل طلب التغيير في سجل التغيير ‪ Change Log‬بعد الخروج من ‪CCB‬‬
‫‪ -‬يتم إدخال الـ ‪ Approved Change Requests‬الي عملية الـ ‪ Direct & Manage Project Work‬للتنفيذ‬
‫‪Control Quality‬‬
‫للمتابعة‬ ‫‪ -‬يتم إدخال الـ ‪ Approved Change Requests‬الي عمليات‬
‫‪Control Procurements‬‬
‫‪ -‬الحظ ان اعضاء لجنة البت في التغيير ‪ CCB‬تم ذكر اسمائهم في الـ ‪ Project Management Plan‬وتم اعتماده في البداية‬
‫‪ -‬الحظ انه يجب اخذ موافقة الـ ‪ Sponsor‬علي التغيير بشكل رسمي في حالة انه ليس عضو بلجنة الـ ‪CCB‬‬
‫‪Dr. Ahmed AbdelHady - PMP Course 6th Edition – 00966-541541970 – 002-01093674327 – Ahmedah251@gmail.com‬‬
Steps of Change Request: ‫خطوات اصدار طلب التغيير‬
1- Receive Formal Change Request from SH

‫ استالم طلب التغيير الرسمي (مكتوب) من المعنيين‬-1
2- Meeting with SH to Understand Reasons & Requirements
‫ عمل إجتماع مع طالب التغيير لفهم االسباب والمطلوب‬-2
3- Analyzing the Impacts of CR on Constraints by PM & Team
‫ تحليل طلب التغيير وتأثيره علي ثوابت المشروع بواسطة مدير المشروع والفريق‬-3
4- Meeting with SH to inform him about the impacts
‫ عمل إجتماع مع طالب التغيير لتوضيح التأثير علي المشروع‬-4
5- Send Change Request to CCB
‫ ارسال طلب التغيير الي لجنة البت في التغيير‬-5
6- Send request to Sponsor (if Sponsor is NOT part of CCB)
‫ ارسال طلب الي الممول للموافقة في حالة انه ليس عضو بلجنة البت‬-6
7- After CR Approval of CCB/Sponsor …. Record in Change Log
‫ يتم تسجيله في سجل التغيير‬....... ‫ الممول‬/ ‫ بعد الموافقة علي طلب التغيير بواسطة لجنة البت‬-7
8- Update Project Management Plan (Start from smaller Contents as baselines)
)Baselines ‫ تحديث خطة إدارة المشروع (نبدأ من االجزاء االصغر مثل الـ‬-8
9- Inform Key Stakeholders
‫ إبالغ المعنيين االساسيين بالتغيير‬-9
10- Implement the Approved CR by team
‫ تنفيذ التغيير بواسطة الفريق‬-10
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 & releasing team. This
process is performed once or at predefined points in the project.
‫ مدير المشروع الزم يراجع الـ‬-

Project Management Plan -
‫جي ًد قبل االغالق‬
‫ منفردة‬Phase ‫ االغالق االفضل هو الذي يكون لكل‬-
‫ عند االغالق البد من التأكد انه لدينا‬-

(Formal) .. From Validate Scope Process Final Accepted Deliverables
‫ يتم التأكد من جميع االعمال والمدفوعات وتسريح‬-

‫ في المدخالت‬EEF ‫الحظ اليوجد‬ ‫العمالة والمعدات والمواد قبل انهاء االغالق‬
T&T (Data Analysis)
1- Document Analysis: ‫تحليل المستندات‬

Lead to collect lessons learned to be used in Future
‫تحليل جميع المستندات الخراج الدروس المستفادة لالستفادة منها بالمشروعات بالمستقبل‬
2- Regression Analysis: ‫تحليل االنحدار‬

Analysis interrelationship between different variables to improve the performance in Future
‫) لتحسين االداء بالمستقبل‬Scatter Diagram( ‫تحليل العالقة بين متغيرات المشروع‬
3- Trend Analysis: ‫تحليل االتجاه‬

Evaluate the performance over time to implement adjustment in Future projects
‫تقييم االداء بمرور الوقت لعمل ضبط اكثر للمشروعات بالمستقبل‬
4- Variance Analysis: ‫تحليل التباين‬

Compare the actual results with the initially planned to improve Organization metrics in Future
‫مقارنة النتائج بماهو مخطط له لتحسين قياسات الشركة بالمستقبل‬
OUTPUTS
1- Lessons Learned Register Updated: ‫تحديث سجل الدروس المستفادة‬
2- Final Product: ‫المنتج النهائي‬
- A product, service, or result, once delivered by the project, may be handed over to a different
group or organization that will operate, maintain, and support it throughout its life cycle
3- Final Report: ‫التقرير النهائي‬
Final report provides a Summary of the Project Performance:

- Summary level description of the project or phase
- Summary of the validation information for the final product, service, or result
- Summary of how the final product, service, or result achieved the business needs identified in the
business plan
- Summary of any risks or issues encountered on the project and how they were addressed
- Objectives of Scope, Schedule, Cost & Quality
Project Management 8.3- Control Quality
Follow-Up
Plan, Project Documents, 12.3- Control Procurements
Approved CR, EEF, OPA
Change Log
Input
4.3- Direct & Manage Input
Project Work Approved Rejected
Change Change
Output
Request Request
Deliverables
Output Output
Input
By Team 4.6- Perform & Integrated
8.3- Control Quality Change Control
& PM
Output
Verified Deliverables Prepare CR for
Change Request
Defect Repair
Input
By
Customer 5.5- Validate Scope Non-Accepted
/ Sponsor Deliverables
Output
Input Output
Formal Accepted
Deliverables
4.7- Close Project or Phase Final Product, Final Report
Dr. Ahmed AbdelHady - PMP Preparation Course (6th Edition)
Chapter Pages – PMBOK 6th Edition Status
1- Introduction 1 - 36 Done
2- Projects Environment 37 - 50 Done
3- PM Roles 51 - 68 Done
4- Integration 69 - 128 Done
5- Scope 129 - 172 Not Yet
6- Schedule 173 - 230 Not Yet
7- Cost 231 - 270 Not Yet
8- Quality 271 - 306 Not Yet
9- Resource 307 - 358 Not Yet
10- Communication 359- 394 Not Yet
11- Risk 395- 458 Not Yet
12- Procurement 459- 502 Not Yet
13- Stakeholder 503 - 536 Not Yet

Chapter 4 PMP Study

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Dr.

Ahmed AbdelHady - PMP Preparation Course (6th Edition)

Chapter 4 – Integration Management

1- Develop Project Charter (Initiating Process)

2- Develop Project Management Plan (Planning Process)

3- Direct & Manage Project Work (Executing Process)

4- Manage Project Knowledge (Executing Process)

5- Monitor & Control Project Work (M&C Process)

6- Perform & Integrated Change Control (M&C Process)

7- Close Project or Phase (Closing Process)

4.1- Develop 4.2- Develop Project 4.3- Direct & Manage

4.4- Manage Lesson

Business Documents are:

Project Charter ‫ميثاق المشروع‬

Project Charter Contents:

Note: Project Charter can be modified ONLY by Sponsor NOT PM

1- Knowledge Management: ‫إدارة المعرفة‬

2- Information Management: ‫إدارة المعلومات‬

1- Lessons Learned Register: ‫سجل الدروس المستفادة‬

Lessons Learned Register includes:

- All Team is working in preparing the Lessons Learned Register

- Lessons Learned Register may include Videos, Photos,…

1- Monitor: is Collecting, Measuring, Evaluating the Performance

2- Control: is determine Corrective or Preventive Actions & Re-Planning & Follow up

5- Defect Repair: Modifies a nonconforming product or product component

1- Change Management Plan:

2- Configuration Management Plan:

1- Receive Formal Change Request from SH

‫ مدير المشروع الزم يراجع الـ‬-

‫ منفردة‬Phase ‫ االغالق االفضل هو الذي يكون لكل‬-

‫ عند االغالق البد من التأكد انه لدينا‬-

‫ يتم التأكد من جميع االعمال والمدفوعات وتسريح‬-

T&T (Data Analysis)

1- Document Analysis: ‫تحليل المستندات‬

2- Regression Analysis: ‫تحليل االنحدار‬

3- Trend Analysis: ‫تحليل االتجاه‬

4- Variance Analysis: ‫تحليل التباين‬

1- Lessons Learned Register Updated: ‫تحديث سجل الدروس المستفادة‬

2- Final Product: ‫المنتج النهائي‬

3- Final Report: ‫التقرير النهائي‬

Final report provides a Summary of the Project Performance:

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