Project Management - Chapter 4

Innovation Throughout
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Project Integration Management
by
Sunil Agrawala,PMP
23-Jan-11 sunil@bharticonsulting.com
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Purpose of Session
•What is Project Integration Management
•Role of a Project Manager
•Project Selection Methods
•Project Integration Management Knowledge Area includes
following processes:
•Develop Project Charter
•Develop Project Management Plan
•Direct and Execute Project Execution
•Manage Project Knowledge
•Monitor and Control Project Work
•Perform Integrated Change Control
•Close Project or Phase
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•Project Integration Management involves unification,
consolidation, articulation and integrative actions that are
crucial for successfully completing the Project.
• The Project Integration Management is a high level work

that Project manager does and it involves managing
interdependencies among the other knowledge areas.
•Use of decision making to meet/exceed stakeholder

expectations
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Project Integration Management is about:
• Ensuring that the deliverable due dates of the product, service, or result; project life
cycle; and the benefits management plan are aligned;
• Providing a project management plan to achieve the project objectives;
• Ensuring the creation and the use of the appropriate knowledge to and from the
project as necessary;
• Managing the performance and changes of the activities in the project management
plan;
• Making integrated decisions regarding key changes impacting the project;
• Measuring and monitoring the project’s progress and taking appropriate action to
meet project objectives;
• Collecting data on the results achieved, analysing the data to obtain information, and
communicating this information to relevant stakeholders;
• Completing all the work of the project and formally closing each phase, contract, and
the project as a whole; and
• Managing phase transitions when necessary.
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Roles of PM, Project Team & Sponsor
•The Key role of the Project Manager is to Perform

Integration. Integration should never be delegated.
•Other project management functions can be delegated to

specialists
•The Key role of the Project Team is to concentrate on

completing the Project Activities.
•The Key role of the Project Sponsor is to protect the Project

Team from unnecessary changes and loss of resources.
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Key Concepts and Emerging Trends
• The PM should not delegate integration management
• Project size and complexity affect how formal and sophisticated

integration management needs to be
• Increased availability and use of automated tools is a trend that PMs

must deal with
• An increasingly mobile work force makes capturing and sharing

knowledge a much greater challenge
• Another trend is a greater involvement in pre-project work for PMs

(business case and benefits management plan)
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Consideration for Adaptive/Agile
The use of agile methods has increased significantly
Agile methods provide more flexibility for projects with:
 A high degree of change and uncertainty
 Wide variation in stakeholder expectations
Agile approaches delegate control to the project team
 Helps build collaborative decision making
 Increases flexibility to respond to changes
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Project Selection Method

•Financial Analysis of Projects
•Financial considerations are often an important consideration
in selecting projects
•Various methods to select projects include:

•Non-Discounted Methods – Payback period, Present
Value, Accounting Rate of Return (ARR), Benefit Cost
Ratio,
•Discounted Methods - Net present value (NPV), Internal

rate of return (IRR)
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•Payback Period •Example
•The payback period is the •You have 2 project
amount of time it will take options to choose from.
to recoup, in the form of Project A with a payback
net cash inflows, the net period of 5 years and
dollars invested in a Project B with a payback
project period of 4 years
•When the cumulative •Which project option will
benefits become equal to you choose using Payback
the cumulative costs Period as the selection
•Shorter the payback method?
period, better it is •Project B
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•Accounting rate of return •Example
(ARR) •You have 2 project
•This method estimates the relationship options to choose from.
between the average annual profits earned Project A with an ARR of
by a project and the investments made in 15% and Project B with an
the project ARR of 20%
•Accounting Rate of Return = (Average •Which project option will
Annual Profit/Initial Investments) * 100 you choose using Payback
•A project is accepted when the actual Period as the selection
ARR is higher than the minimum desired method?
ARR •Project B
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•Net Present Value (NPV) •Example
•Net present value (NPV) is a method of •You have 2 project options
calculating the expected net monetary to choose from. Project A
gain or loss from a project by discounting with an NPV of $ 50,000 and
all expected future cash inflows and 3 years to complete and
outflows to the present point in time Project B with an NPV of
$75,000 and 5 years to
•Projects with a positive NPV should be complete
considered if financial value is a key •Which project option will
criterion you choose using NPV as the
selection method?
•The higher the NPV, the better •Project B
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Example of NPV
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•Internal Rate of Return (IRR) •Example
•It is the discount rate at which the •You have 2 project
present value of all future cash flows options to choose from.
becomes equal to the initial investment Project A with an IRR
•It is also the discount rate at which the of 15% and Project B
NPV becomes zero with an IRR of 25%
•Projects with higher IRR value are
considered better than with lower IRR •Which project option
value will you choose using
•Usually, firms set the cut-off rate for IRR as the selection
accepting the projects. The projects, method?
which have higher IRR than the cut-off
rate, are accepted •Project B
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•Benefit-Cost Ratio •Example
•You have 2 project options to choose
•A benefit cost Ratio of from. Project A with a Benefit-Cost
more than 1 means that Ratio of 2.5 and Project B with a
benefits are greater than the Benefit-Cost Ratio of 1.5
costs.
•Which project option will you choose
using BCR as the selection method?
•Project A
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Process Initiating Planning Executing Monitoring Closing
Group &
Controlling
Knowledge Area
Project 4.1 4.2 4.3 Direct 4.5 Monitor 4.7
Integration Develop Develop and and Close
Management Project Project Manage Control Project
Charter Managem Project Project or
ent Plan Execution Work Phase
4.4 Manage 4.6 Perform

Project Integrated
Knowledge Change
Control
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Develop Project Charter

•Project Charter –
Part of Project Initiation
Issued by the project initiator/sponsor (external)
Document that formally authorizes a project
Provides the project manager with the authority. Identify and assign
the project manager as early as feasible, preferably while the project
charter is being developed
Documents business needs and the new product, service, or result that
is intended to satisfy those requirements
It is broad enough to be not requiring any change during execution

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Project Charter - Content

• The Project Charter, either directly or by reference to other
documents should address:
Requirements that satisfy the customer, sponsor, and other
stakeholder needs, wants and expectations
Business Needs, high-level project description or product
requirements
Project purpose or Justification
Assigned Project Manger and authority level
Summary milestone schedule
Stakeholder influences
Functional organizations and their participation
Organizational, environmental and external assumptions / constraints
Business case justifying the project, including ROI
Summary budget
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Develop Project Charter

Inputs Tools Outputs
Business documents Expert judgment Project charter
Agreements Data gathering Assumption log
EEF Interpersonal and team skills
OPA Meetings
Note: EEF = Enterprise Environmental Factors

OPA = Organizational Process Assets
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Inputs to Develop Project Charter
Business documents: Includes the following.

 Business case: describes business need and cost-benefit analysis.
 Benefits management plan: the who/how/when of benefits planning.
Agreements: Defines initial intentions. A contract is used for external customers.

An MOU or similar may be used for internal projects.
EEF/OPA: Factors that influence success (culture, marketplace, risk thresholds).

Also, standard procedures, templates, historical information, lessons learned.
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Tools for Develop Project Charter

• Expert judgment:
 Assesses accuracy of technical and management information.
 Is a tool for 35 of 49 processes.
• Data gathering:
 Brainstorming for generating ideas/information for the charter.
 Focus groups to gather information from experts and other stakeholders.
 Interviewing to obtain information on high-level requirements…
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Tools for Develop Project Charter

• Interpersonal and team skills:
 Conflict management (align stakeholders on key info: description,

objectives, high-level requirements).
 Facilitation to assist a group with participation, mutual understanding…
 Meeting management to ensure effective/productive meetings (agendas, the

right stakeholders invited, action items, and minutes).
• Meetings: Held with appropriate stakeholders and experts to generate the

information for the charter.
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Outputs of Develop Project Charter

• Project charter: A formal document authorizing the project and
providing the following high-level information:
 Project purpose and business/customer needs
 Project objectives and success criteria
 High-level requirements
 High-level risks, budget, and milestone schedule
 Stakeholder list (those known at this point)
 Approval requirements (acceptance criteria and who signs off on the project)
 Name and authority of the PM
 Name and authority of the sponsor
Note: The charter promotes a common understanding of objectives, key deliverables, and
roles/responsibilities
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Outputs of Develop Project Charter

• Assumption log: Used throughout the entire project.
 At this point, high-level strategic assumptions and constraints would

already be recorded in the business case.
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Develop Project Management Plan

•Includes the actions necessary to define, prepare, integrate and coordinate
all subsidiary plans into a project management plan
•Project management plan defines how the project is executed, monitored

and controlled, and closed.
•Project Management Plan documents the collection of outputs of the

planning process of the Planning Process Group
•Integrative and iterative activity

•Project Management Plan is progressively elaborated by updates and
monitored & controlled by Integrated Change Control Process
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• Is part of the planning process group
• Defines how the project will be executed, monitored, controlled, and

closed
• Creates a comprehensive plan by integrating all detailed subsidiary

plans:
• Scope Schedule Cost Quality Resource
• Communication Risk Procurement Stakeholder
• Is developed by the entire team, not just the PM
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• Guides execution and control of a project
• The completed plan must be presented to appropriate stakeholders

for approval to proceed
• Changes to the plan must be approved using the integrated change

control process
• Provides the guide for performing all project work
• Forms the baseline against which any changes are made
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Project charter Expert judgment Project management plan
Outputs from other Data gathering

processes
OPA Meetings
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Inputs to Develop Project Management Plan
Project charter: The output of the previous process often becomes

an input to the next process (starting point for early planning)
Outputs from other processes:

 The project plan is a collection of detailed subsidiary plans
 Scope, schedule, cost, quality, resources, communication, risk, procurement, and

stakeholders
EEF/OPA:
 Factors that may influence success (organizational structure, governance, and
personnel system)
 Standard procedures, templates, historical information, lessons learned

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Tools for Develop Project Management Plan
• Expert judgment:
 Assesses accuracy of information used in developing the plan
 Helps with tailoring the plan as well as technical and management details
• Data gathering:
 Brainstorming and checklists (gathering ideas and using standardized checklists
for the project management plan, if they exist)
 Focus groups and interviews (used to discuss the project and obtain specific
information from designated stakeholders)
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Tools for Develop Project Management Plan
Interpersonal and team skills:

 Conflict management (aligning stakeholders about the project management plan)
 Facilitation (promotes participation, mutual understanding, consideration of all
ideas, and buy-in)
 Meeting management (running effective project planning meetings)
Meetings: Kick-off meetings are held at different times.

 For small projects: same team performs planning and executing; kick-off occurs
during planning
 For large projects: core group does most of the planning; remainder of the team
joins for kick-off at the start of executing
 For multi-phase projects: kick-off meeting at the beginning of each phase
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Outputs of Develop Project Management Plan
Project management plan. A formal, approved document used to guide

execution and control of the project
Is distributed as defined in the communication plan and contains the

following:
 Scope management plan
 Requirements management plan
 Schedule management plan
 Cost management plan
 Quality and process improvement plans

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Outputs of Develop Project Management Plan
Information contained in the project plan (continued):
• Resource management plan
• Communication management plan
• Risk management plan
• Procurement management plan
• Stakeholder management plan
• Baselines: Scope, schedule, cost
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Few New Terms

•Work Authorization System
A System for authorizing work, i.e. notifying team members or contractors
that they may begin work on a project work package or a project activity
•Corrective Action
Any action taken to bring expected future project performance in line with
the Project Management Plan.
•Preventive Action
While corrective action involves implementing actions to deal with actual
deviations from the performance baselines, preventive action deals with
anticipated or possible deviation from performance baselines.
•Defect Repair
Action taken to repair the identified defects or replace the defective
component
•Change Control System
A collection of formal, documented procedures, paperwork, tracking systems
for authorizing changes.
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Direct & Manage Project Execution

• Is part of the executing process group
• Involves performing the planned work and implementing

approved changes
• Some activities belong to the PM, others belong to team members
• Collects work performance data:

 Describes the actual status of required deliverables
 Is collected and fed into the performance reporting process
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Some of the actions performed while executing the project plan:
 Lead, manage, and/or perform planned activities
 Acquire resources, develop and manage the team
 Manage quality, implement risk responses, conduct procurements
 Manage information and communication
 Implement and manage the impact of approved changes
 Generate project data for status reports and forecasts
 Manage stakeholder engagements
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Project management plan Expert judgment Deliverables
Project documents Project Work performance data

management
information system
Approved change requests  Meetings Issue log
From Integrated Change Control
EEF Change requests  To Integrated
Change Control Process
OPA Project management plan updates
Project documents updates
OPA updates
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Inputs to Direct & Manage Project Execution
• Project management plan: Provides the foundation for executing the work of
the project
• Project documents:
 Milestone list, change log, lessons learned register
 Communications (performance reports, status of deliverables)
 Schedule status, risk register, and risk report
 Requirements traceability matrix (links requirements to deliverables)
• Approved change requests:
 Previously approved changes that may expand or reduce project scope
 The team must manage the implementation of the change
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Inputs to Direct & Manage Project Execution
• EEF:
 Factors that may influence success
 Organizational structure and infrastructure
 Stakeholder risk tolerance
• OPA:
 Standard policies, processes, and procedures
 Issue and defect management procedures
 Change control procedures
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Tools for Direct & Manage Project Execution

• Expert judgment: Expertise of the PM and the team
• Project management information system:
 Provides access to information collection and distribution systems
 Also provides access to automated information systems for change control,
scheduling, budgeting, etc.
• Meetings. PMI identifies various types of meetings:
 Kick-off, technical, and problem solving
 Sprint planning, scrum daily standups, steering group, and retrospective
 All meetings should have a: clearly defined purpose, agenda, time frame,
and be documented with minutes
 Face-to-face meetings are considered ideal
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Output of Direct & Manage Project Execution

• Deliverables: Any unique verifiable product, result, or capability that must be
completed as part of the project plan
• Work performance data: Raw measurements of the actual status of the work
 Data are collected and fed to various control processes for interpretation.
Examples include:
 Actual costs and durations
 Actual start and finish dates
 Number of defects
 Number of change requests
• Issue log: Created for the first time from this process; records and tracks all
project issues and unexpected problems
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• Change requests: Used to modify procedures, scope, schedule, cost, or quality
 Change requests may lead to the use of:
 Corrective actions
 Preventive actions
 Defect repairs
 Read and know the following:
 For the exam, be aware of “situational” questions in which various
parties (senior manager, customer, etc.) want a change to the project.
The appropriate first response is to evaluate the impact of the change
Important!!
and meet with the team to discuss alternatives. Common incorrect
choices often involve meeting first with management or the customer.
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• Project Management Plan, Project Documents, and OPA Updates:
 When there are changes, the project plan, other documents, or

organizational processes may require updates.
 Any item that ends with the word “updates” is always an output.
 Examples of changes to the project plan include: Scope, schedule, cost,

quality, etc.
 Examples of other documents that may be changed include: Issue logs, risk
register, stakeholder register, etc.
 OPA updates could involve any standard procedures, checklists, or new

lessons learned.
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Manage Project Knowledge

• Is part of the executing process group
• Uses existing knowledge and creates new knowledge to:
 Accomplish project objectives
 Contribute to organizational learning
• Key benefits: improve current and future outcomes
• Two types of knowledge:
 Explicit: easily captured using words, pictures, and numbers
 Tacit: resides in the minds of experts; harder to capture; an
atmosphere of trust helps improve sharing of tacit knowledge
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Manage Project Knowledge

Project management plan Expert judgment Lessons learned register
Project documents Knowledge management Project management plan

updates
Deliverables Information management OPA updates
OPA
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Inputs to Manage Project Knowledge
• Project management plan: All components of the plan are relevant to

managing knowledge.
• Project documents: Relevant documents include the following.
• Lessons learned register
• Team assignments (so you can ensure the right competencies and
experience are available)
• Resource breakdown structure (identifies resources by category and type)
• Stakeholder register (provides details about stakeholders)
• Deliverables: Knowing planned deliverables helps identify the types of
knowledge and expertise needed on the team.
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Inputs to Manage Project Knowledge
• EEF:
• Organizational structure and infrastructure
• Geographical distribution of resources
• Knowledge experts
• OPA:
• Standard policies, processes, and procedures
• Communication requirements
• Knowledge sharing procedures
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Tools for Manage Project Knowledge
• Expert judgment: Expertise provided by the PM and team
• Knowledge management: Connecting people so they can create and

share knowledge
• Networking, communities of practice, and meetings
• Work shadowing, seminars, conferences, and workshops
• Storytelling, knowledge fairs, and interactive training
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Tools for Manage Project Knowledge
• Information management (IM): Works well for connecting people to

explicit knowledge. Tools include:
• Documenting lessons learned and the resulting register
• Library services and published articles
• Web searches and project management information system
• Interpersonal and team skills:
• Active listening and facilitation
• Leadership
• Networking and political awareness
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Output of Manage Project Knowledge
• Lessons learned register: May include numerous types of information.

 The register is first created as an output here
 It is then used as an input and updated as an output to numerous
other processes throughout the project
 End of the project: information transferred to lessons learned
repository
 Types of information include:
 Category and description of what happened
 Impact, recommendations, and proposed actions
 Problems, risks, and opportunities
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Output of Manage Project Knowledge
• Project Management Plan and OPA Updates:
 When there are changes to the project, the project plan or OPA may
require updates
 Examples of changes to the project plan include: Scope, schedule,

cost, quality, etc.
 Examples of OPA that may be changed include:
 Documentation of new knowledge created
 Documentation of new lessons learned
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Monitor & Control Project Work
If everything is going exactly to plan, something

somewhere is going massively wrong!
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•Monitor & control Project work is the process of tracking, reviewing and
regulating the progress to meet the performance objective defined in the
Project Management Plan.
•Monitoring includes collecting, measuring, and disseminating performance

information, and assessing measurements and trends to effect process
improvements
•Monitoring is an aspect of project management performed throughout the

project.
• The results of the monitoring & control are recommended changes to the
project as well as recommended corrective actions, preventive actions and
defect repair.
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Is part of the monitoring and controlling process group
Involves tracking, reviewing, and regulating progress toward meeting

objectives
Monitoring collects data and interprets the status of the project
Controlling determines whether any responses are appropriate:
 Corrective action
 Preventive action
 Defect repairs
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• Compares actual versus planned performance (variance analysis)
• Determines/recommends preventive or corrective action
• Identifies risks, reports risk status, and ensures response plans are
implemented (new process = implement risk responses)
• Maintains a timely, accurate information base:
 Status reports: variances tracked on a periodic basis
 Progress reports: list of deliverables completed 3 PMI
reports
 Forecasts: predicting final cost and schedule outcomes
• Monitors the implementation of approved changes
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Project management plan Expert judgment Work performance reports
Project documents Data analysis Change requests
Work performance Decision making Project management plan updates

information
Agreements Meetings Project documents updates
EEF
OPA
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Inputs to Monitor & Control Project Work
• Project management plan: The project baselines provide the plan element for
variance analysis (plan vs. actual).
• Project documents: The following are useful for monitoring and controlling.
 Assumption log, basis of estimates, cost and schedule forecasts
 Milestone list, issue log, and lessons learned register
 Quality reports, risk reports, and risk register
• Work performance information: Data that have been interpreted and show
the status of the work and assist with decisions.
 What is the variance from the plan?
 What is the variance threshold (how much variance is acceptable)?
 Is preventive or corrective action required?
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Inputs to Monitor & Control Project Work

Agreements: Establish terms and conditions for outsourced work which must also be
monitored by the PM and team.
EEF/OPA:
 EEF:
 Government/industry standards
 Stakeholder expectations and risk tolerance
 Project management information system
 OPA:
 Standard procedures and financial controls
 Issue and defect management procedures
 Monitoring and reporting methods
 Lessons learned database
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Tools for Monitor & Control Project Work
• Expert judgment: Expertise used to correctly interpret the

information collected
• Data analysis: Includes the following techniques.

 Alternatives analysis: used to select the preferred corrective actions
 Earned value analysis: integrates scope with schedule and cost performance
 Cost-benefit analysis: searches for the most cost effective solution
 Variance analysis: compares actual to planned outcomes
 Trend analysis: forecasting the future by analyzing the past results
 Root cause analysis: identifies the main reason for a problem
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Tools for Monitor & Control Project Work
• Decision making: Voting using one of the following methods.

 Unanimity (100% agreement)
 Majority (greater than 50% agreement)
 Plurality (relies on the largest voting block if below 50%)
• Meetings: Stakeholders using 2 types of meetings.

 User groups and review meetings
 Meetings may be face-to-face (preferred) or virtual
 Meetings may be formal or informal
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Output of Monitor & Control Project Work
• Work performance reports: Presentation of project information to

appropriate stakeholders
• Change requests: May be issued to adjust the project if deemed

necessary
 As always, changes may involve:
 Corrective action
 Preventive action
 Defect repairs
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Output of Monitor & Control Project Work
• Project Management Plan and Project Documents Updates:

 When there are changes to the project, the project plan or other documents
may require updates
 Examples of changes to the project plan include: Scope, schedule, cost,

quality, etc.
 Examples of other documents that may be changed include:
 Issue log and risk register
 Lessons learned register
 Schedule and cost forecasts
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Perform Integrated Change Control

•Perform Integrated Change Control Process is the process of reviewing all
change requests, approving & managing changes to the Project deliverables,
organizational process assets, project documents and the project management
plan.
•This process is performed from project inception through completion

•Process of Making Change
•Evaluate Impact
•Create Options
•Get Internal Buy in
•Get Customer Buy-in
•Revise Plan and Implement Approved Changes
•Change Control Board (CCB) – May be used as necessary
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It includes the following change management activities:
•Identifying that a change needs to occur or has occurred
•Influencing the factors that circumvent integrated change control so that only
approved changes are implemented
•Reviewing and approving requested changes
•Managing the approved changes when and as they occur, by regulating the flow
of requested changes
•Maintaining the integrity of baselines by releasing only approved changes for
incorporation into project products or services and maintaining their related
configurations and planning documentation
•Reviewing and approving all recommended corrective and preventive actions
•Controlling and updating the scope, cost, budget, schedule, and quality
requirements based upon approved changes.
•Documenting the complete impact of requested changes
•Validating defect repair
•Controlling project quality to standards based on quality reports
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Project management plan Expert judgment Approved change requests 
To Direct & Manage Work
Project documents Change control tools Project management plan updates
Work performance reports Data analysis Project documents updates
Change requests  Decision making
From Direct & Manage
EEF Meetings
OPA
1. Change request enters from direct/manage as an input to integrated change control

2. Change request evaluated/approved by integrated change control (slide 4-55)
3. Approved change is returned to direct/manage to be implemented (input #3, slide 4-26)
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Inputs to Perform Integrated Change Control
• Project management plan. Elements of the project plan which are especially
relevant to change control include:
 Project baselines (scope, schedule, and cost). Note: changes are made against these
baselines.
 Change management plan: how change control is managed and the role of the CCB.
 Configuration management plan: describes “configurable” items that must be
defined and then managed with on-going change control.
• Project documents: Relevant items include the following.

 Basis of estimates: knowing how cost and schedule estimates were derived helps
assess the potential impact of a change.
 Requirements traceability matrix: helps understand changes in scope.
 Risk report: helps understand potential risks associated with a change.
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Inputs to Perform Integrated Change Control
• Work performance reports: Covering cost, schedule, and earned value data
and resource availability
• Change requests: Are outputs with this single exception

 Change control is not needed unless a change has, in fact, been requested
• Enterprise Environmental Factors (EEF):

 Legal restrictions, government/industry standards, and governance
• Organizational Process Assets (OPA):

 Change control procedures and configuration management knowledge base
 Procedures for issuing change authorizations

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Tools for Perform Integrated Change Control
• Expert judgment: Appropriate experts must be on the CCB
• Change control tools: Manual or automated tools to manage change

requests
 Identify configuration items which will be subject to change control
 Record/report item status: keep status up to date on each item
 Perform item verification and audit: ensure items met requirements and changes
were handled correctly
 Change control steps include:
• Identify needed changes
• Document them as a change request
• Assess and decide (accept, reject, or defer)
• Track changes: document and communicate
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Tools for Perform Integrated Change Control
Data analysis: Includes the following.

 Alternatives analysis: involves the options to accept, reject, or defer
 Cost-benefit analysis: is the change worth its cost?
Decision making: Includes approaches for deciding on each change request.
 Voting: unanimity, majority, or plurality
 Autocratic: one individual decides
 Multi-criteria decision analysis: each change request is rated and scored
according to pre-determined criteria such as effect on cost, schedule, scope, risk,
…
Meetings: Change control meetings by the CCB to review change requests,
make a decision, and communicate the results.
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Output of Perform Integrated Change Control
Approved change requests: All changes must be approved or rejected

 Approved changes are implemented through the process for Direct and Manage
Project Work
 The disposition of all change requests must be documented in the change log
Project management plan updates: Any subsidiary plans or baselines are

updated, as appropriate
 When baselines are changed, they are revised looking forward; past performance
should never be altered!
Project documents updates: The change request log and any documents
subject to change control are updated as needed
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Close Project or Phase

•Close Project or Phase is the process of finalizing all activities across all the project
management process groups to formally complete the Project or phase and transfer
the completed or closed project.
•It establishes the procedures to coordinate and interact to formalize acceptance of

those deliverables by the customer or sponsor, and to investigate and document the
reasons for actions taken if a project is terminated before completion.
•Procedures adopted are:

•Administrative closure procedure
•Contract closure procedure
•The project is not closed when all the technical work is done but when it is formally
closed.
•The project should always be closed no matter the circumstance in which it was
stopped or terminated.
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• Is part of the closing process group
• Finalizes all activities across all process groups to formally close a
phase, project, or contract
• Results in lessons learned and archiving of important records
• For outsourced work:
 Confirms formal acceptance of the seller’s work
 Finalizes open claims
 Updates records
• Manages knowledge sharing and transfer
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• Review scope baseline to ensure all work has been completed and project
objectives have been met
• Formalize acceptance of deliverables (sign-off)
• Document circumstances if project is terminated before completion; consult all
appropriate stakeholders
• Administrative aspects of closure:
 Ensure exit criteria for phase or project have been met
 Ensure product, service, or result has been transferred to next phase,
production, or operations
 Collect and archive final records
 Document lessons learned and final performance outcomes
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Project charter Expert judgment Project documents updates
Project management plan Data analysis Final product, service, or result

transition
Project documents Meetings Final report
Accepted deliverables OPA updates
Business documents
Agreements
Procurement documentation
OPA
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Inputs to Close Project or Phase
Project charter: Contains success criteria, approval requirements, and who

signs off on the project.
Project management plan: All components of the plan are relevant to
closing.
Project documents: Relevant documents include the following.
 Assumption log, basis of estimates, and change log
 Issue log and lessons learned register (verifies no open issues remain)
 Milestone list (actual final milestone dates)
 Project communications, QC, and quality reports
 Requirements documentation (requirements that should have been met)
 Risk register and report (risks that occurred/assurance no open risks remain)
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Accepted deliverables: Deliverables that have been accepted as a result of

the Validate Scope process, Section 5.5.
Business documents:
 Business case: documents the business need and financial

justification
 Benefits management plan: outlines the target benefits of the project
Agreements: The contract designates the requirements for closing a formal

procurement.
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Procurement documentation: Information to be collected, indexed, and

filed includes the following.
 Scope, schedule, cost, and quality performance
 Change documentation, payment records, and inspection results
 As-built drawings and as-developed manuals/documents
 Technical documentation
OPA:
 Project or phase closure guidelines
 Configuration management knowledge base
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Tools for Close Project or Phase
Expert judgment: Ensures that closure uses correct standards

Data analysis:
 Document analysis
 Regression analysis: analyzes variables that affected project performance
 Trend analysis: validates any models used, e.g., scheduling or cost estimating
 Variance analysis: comparing planned outcomes to actual outcomes
Meetings: Used for any of the following.
 Confirm deliverables accepted/signed off, formalize contract completion
 Evaluate stakeholder satisfaction
 Document lessons learned, transfer knowledge, and celebrate success
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Output of Close Project or Phase
Project documents updates: All documents are updated and marked as final
versions
Final product, service, or result transfer: Transferring results to the next
step or phase
Final report: A summary of project performance.
 High-level project description
 Scope, schedule, cost, and quality: objectives, actual outcomes, and reasons for
variances
 Summary of risks/issues and how they were handled
 Validation of final outcomes and the formal acceptance process
 Summary of how the project met business needs
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Output of Close Project or Phase
OPA updates: Record keeping of the following.

 Project documents: archiving of files
 Operational and support documents: documentation to operate, maintain,

and support the product or service
 Project or phase closure documents showing:
 Completion of the project
 Transfer of deliverables
 Documentation if project terminated early
 Lessons learned repository
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Discussion & Quiz
Discussion & Quiz
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Project Management - Chapter 4

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Innovation Throughout

Project Integration Management

• The Project Integration Management is a high level work

•Use of decision making to meet/exceed stakeholder

Project Integration Management

Roles of PM, Project Team & Sponsor

•The Key role of the Project Manager is to Perform

•Other project management functions can be delegated to

•The Key role of the Project Team is to concentrate on

•The Key role of the Project Sponsor is to protect the Project

Key Concepts and Emerging Trends

• The PM should not delegate integration management

• Project size and complexity affect how formal and sophisticated

• Increased availability and use of automated tools is a trend that PMs

• An increasingly mobile work force makes capturing and sharing

• Another trend is a greater involvement in pre-project work for PMs

Consideration for Adaptive/Agile

The use of agile methods has increased significantly

Agile methods provide more flexibility for projects with:

 A high degree of change and uncertainty

 Wide variation in stakeholder expectations

Agile approaches delegate control to the project team

 Helps build collaborative decision making

 Increases flexibility to respond to changes

Project Selection Method

•Various methods to select projects include:

•Discounted Methods - Net present value (NPV), Internal

Project Selection Method

Project Selection Method

Project Selection Method

Project Selection Method

Project Selection Method

Project Selection Method

Project Integration Management

4.4 Manage 4.6 Perform

Develop Project Charter

It is broad enough to be not requiring any change during execution

Project Charter - Content

Develop Project Charter

Business documents Expert judgment Project charter

Agreements Data gathering Assumption log

EEF Interpersonal and team skills

Note: EEF = Enterprise Environmental Factors

Inputs to Develop Project Charter

Business documents: Includes the following.

 Benefits management plan: the who/how/when of benefits planning.

Agreements: Defines initial intentions. A contract is used for external customers.

EEF/OPA: Factors that influence success (culture, marketplace, risk thresholds).

Tools for Develop Project Charter

 Is a tool for 35 of 49 processes.

 Focus groups to gather information from experts and other stakeholders.

 Interviewing to obtain information on high-level requirements…

Tools for Develop Project Charter

 Conflict management (align stakeholders on key info: description,

 Facilitation to assist a group with participation, mutual understanding…

 Meeting management to ensure effective/productive meetings (agendas, the

• Meetings: Held with appropriate stakeholders and experts to generate the

Outputs of Develop Project Charter

Outputs of Develop Project Charter

 At this point, high-level strategic assumptions and constraints would

Develop Project Management Plan

•Project management plan defines how the project is executed, monitored