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IPR Acknowledgement
The materials in this course are based on the text, A Guide to the Project Management Body of Knowledge (PMBOK® Guide),
Sixth edition, Project Management Institute, Inc. 2017.
Project Management Professional (PMP)® is a global credential offered by PMI® Inc.
PMI®, PMP® & PMBOK® are registered marks of Project Management Institute, Inc.
Edureka is a globally recognized brand of Brain4ce Education Solutions, Global Registered Education Provider of PMI®
(G.R.E.P. #4021).
Note: Images in the materials are all based on the text, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth edition, Project Management
Institute, Inc. 2017. All rights reserved.

Course Outline
Introduction to PMP® Certification
The Project Environment
Role of the Project Manager
Project Integration Management
Project Scope Management
Project Schedule Management
Project Cost Management
Project Quality Management
Project Resource Management
Project Communication Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management

Topics
▪ Integration Management
▪ Develop Project Charter
▪ Develop Project Management Plan
▪ Manage Project Knowledge
▪ Direct and Manage Project Work
▪ Monitor & Control Project Work
▪ Perform Integrated Change Control
▪ Close Project or Phase
▪ Trends & Emerging Practices
▪ Tailoring Considerations
▪ Considerations for Agile/Adaptive Environments

Objectives
After completing this module, you should be able to:
• Apply best practices to initiate, plan, execute, monitor/control and close a
project
• Integrate various areas of a project
• Manage knowledge in a project

Introduction

What is Project Integration Management?
Integration of Subsidiary Project Management Plans i.e. output of other 9 knowledge areas


Decoding Project Integration Management
Develop Project Plan (Develop Do Check (Monitor &
Charter Project Management (Direct & Manage Project
Control
Work &
Plan) Manage Project Knowledge) Project Work)
Act
Change (Integrated (Decision Point
Change Control for PM and
Process) Team)
Close (Close
Project or
Phase)

Process Deep Dive:
Develop Project Charter
Inputs, Tools and Techniques and Outputs
Process Group: Initiating
Knowledge Area: Project Integration Management

Develop Project Charter
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.
When How
At the very beginning of the By providing senior
Project Life Cycle management the opportunity
– before any substantial to formally accept and commit
project planning. to the effort.

Develop Project Charter - Components
Inputs Tools & Techniques Outputs
▪ Business documents ▪ Expert judgement ▪ Project charter
• Business case ▪ Data gathering ▪ Assumption log
• Benefits management plan • Brainstorming
▪ Agreements • Focus groups
▪ Enterprise environmental factors • Interviews
▪ Organizational process assets ▪ Interpersonal and team skills
• Conflict management
• Facilitation
• Meeting management
▪ Meetings
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Fig 4-3 Page 75

Develop Project Charter – Inputs
Business Case
• Defines necessary information to determine whether or not the project is worth the required investment
• Projects are typically authorized as a result of one or more of the following strategic considerations:
Strategic Opportunity / Customer Market Technological Advance Legal Environmental Social

Business Need Request Demand Requirement Consideration Need
• Another input is the Benefits Management Plan

Building Business Case
▪ Determine Cost Benefit Analysis of the recommended solution using one or more financial valuation
techniques given below:
▪ Benefit Cost Ratio & Return on Investment

• BCR = Revenue/Investment
• For example, if expected revenue over a period of time $110000 & investment is $100000, then BCR
= 1.1
• For the exam: For project ‘Go’ decision (selection), BCR should be more than 1
• ROI = Returns/Investment = (Revenue - Investment) / Investment
• In the above example, ROI = 0.1
• For the exam: For project ‘Go’ decision, ROI should be positive
• Among a portfolio of projects, those with higher BCR or ROI should be selected

▪ Other method for financial analysis:
▪ Payback period & opportunity cost

• A project that pays back the investment in the shortest time is considered worthy. The amount
invested is not relevant
• Opportunity cost is the option that would have fetched maximum return if another project was
selected. For example, if project A would make $100000, B $200000, C $300000 & A was selected,
then opportunity cost is$300000
• In real situations, multiple aspects are considered rather than selection based on just one method.
In addition, competitiveness, competency, bias, preferences & priorities also influence project
selection decisions
• Note: Investment (or a portion of it) which does not get recovered is known as sunk costs

▪ Net Present Value (NPV)

NPV is a direct measure of how well a project will meet organization’s financial goal.
• Difference between the Present Value (PV) of Cash Inflow (Revenue) and Cash Outflow over a
period of time.
• NPV compares the value of a dollar today to the value of that same dollar in the future, taking
inflation and returns into account. For example, a commodity which costs $2000 today (PV) might
cost $2500 in 2 years (FV Future Value)
• FV = PV (1 + i)^n, i = interest rate, n = number of periods

▪ Example: Assuming an annual interest rate of 10%

Year Investment Investment Returns (FV) Returns @PV
1 65200 59272
2 96000 79338
213000
3 73100 54921 (sum of all PVs minus
4 55400 37838 initial investment)
Total 231372
Minus -213000
NPV 18372
A positive NPV is worth selecting the project. Among several projects, the one with the highest NPV should be
preferred. In the above example, NPV is positive.

▪ IRR Internal Rate of Return

• As interest rate increases, NPV reduces
• At a certain point, NPV will become 0. That rate at which this occurs is called IRR
• Although NPV tells us the value of a money for a future date based on its calculation using inflation & interest rate,
there is drawback. We have to guess what inflation and interest rates will be in future. IRR solves the problem of
making a guess by bringing in the concept of the "discount rate". This means at which rate the given amount of
money today will be equal to the given amount of money in future. The definition of IRR is the discount rate at which
the "project inflows (revenue) and project outflows (costs) are equal. The formula to calculate IRR is :
IRR = Discount rate at which the project inflows and project outflows are equal.
• Among several projects, the one with the highest IRR should be preferred

Agreement
▪ To define initial intentions for a Project. Agreements may take the form of:
• Contracts
• Memorandums of understanding (MOUs)
• Service Level Agreements (SLA)
• Letter of agreements
• Letters of intent
• Verbal agreements
• Email or other written agreements

EEF and OPA
▪ EEFs and OPAs that can influence the Develop Project Charter process may include (but not limited to):
Enterprise Environmental Factors Organizational Process Assets

▪ Governmental Standards or Industry
▪ Organizational Standard Policies,
Standards
Processes and procedures
▪ Legal and regulatory requirements
▪ Portfolio, program and Project
▪ Marketplace conditions
governance
▪ Organizational Culture
▪ Monitoring and reporting methods
▪ Political Climate
▪ Templates (Project Charter)
▪ Organizational governance
▪ Historical Information
framework
▪ Lessons Learned (From past projects)
▪ Stakeholders’ expectations and risk
thresholds

Develop Project Charter – Tools & Techniques
▪ Expert Judgment - Expertise is provided by
• Any group or individual with specialized knowledge
• Or training in organizational strategy,
• Benefits management,
• Technical knowledge,
• Duration,
• Budget,
• Risk
▪ Data gathering
• Brainstorming,
• Focus groups,
• Interviews

Develop Project Charter – Tools & Techniques
▪ Interpersonal & team skills
• Conflict management,
• Facilitation,
▪ Meetings
• With key stakeholders to identify project objectives, success criteria, key deliverables, high level
requirements, summary milestones, other summary information

Develop Project Charter – Output
▪ Project Charter - Issued by Project Sponsor that formally authorizes the existence of a project. Includes the
following information
• Project purpose
• Measurable project objectives and related success criteria
• High-level requirements
• High-level project description, boundaries and key deliverables
• Overall project risk
• Summary milestone schedule
• Preapproved financial resources
• Key stakeholder list
• Project approval requirements
• Project exit criteria
• Assigned project manager responsibility and authority level and
• Name and authority of the sponsor authorizing the project charter
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 81

Develop Project Charter – Outputs
▪ Assumptions log
• This has the high level strategic assumptions & constraints initially, and is updated throughout the
project with more lower level assumptions

Quiz
Q
Q. Which of the following is not included in the Project Charter?
a. Budget summary
b. Project schedule
c. High level product requirements
d. The purpose of the project

Answers
A
Q. Which of the following is not included in the Project Charter?
a. Budget summary
b. Project schedule
c. High level product requirements
d. The purpose of the project
Answer :B
Explanation
Project schedule is develop during the detailed project planning which is done after project charter is
created.

Quiz
Q
Q. All the following are key characteristics of a project charter except:
a. It is a useful document to bid for a project
b. It formally authorizes a project or a phase
c. It provides authority to the project manager to use recourses of the organization for the project
d. Projects are authorized by someone at a level that is appropriate to funding the project

Answers
A
Q. All the following are key characteristics of a project charter except:
a. It is a useful document to bid for a project
b. It formally authorizes a project or a phase
c. It provides authority to the project manager to use recourses of the organization for the project
d. Projects are authorized by someone at a level that is appropriate to funding the project
Answer : A
Explanation
Project charter is an internal document which must not be shared with anyone outside the organization.
Project charter is generally created after an organization has won the bid.

Quiz
Q
Q. Who issues the project charter?
a. The customer
b. The project manager
c. Any stakeholder
d. The performing organization’s higher management

Answers
A
Q. Who issues the project charter?
a. The customer
b. The project manager
c. Any stakeholder
d. The performing organization’s higher management
Answer : D
Explanation
Any one from the higher management team of the performing organization.

Quiz
Q
Q. When preparing a project charter, you are keen to determine how business objectives are related to the
project. What should you do?
a. Refer to the business case to check business objectives, update it and submit to the sponsor
b. Identify how the project is related to the business objectives from the business case
c. Go through agreements related to the project
d. Review business cases of similar past projects

Answers
A
Q. When preparing a project charter, you are keen to determine how business objectives are related to the
project. What should you do?
a. Refer to the business case to check business objectives, update it and submit to the sponsor
b. Identify how the project is related to the business objectives from the business case
c. Go through agreements related to the project
d. Review business cases of similar past projects
Answer : B
The business case documents the business needs and objectives related to the project.

Quiz
Q
Q. Which statement below is the best description of facilitation which is an interpersonal and team skill?
a. Facilitations are conversational and not like interviews
b. Facilitation guides a group in an effective manner, for example, to obtain buy-in
c. Facilitation results in idea generation in a short time
d. Facilitation is a conflict management approach

Answers
A
Q. Which statement below is the best description of facilitation which is an interpersonal and team skill?
a. Facilitations are conversational and not like interviews
b. Facilitation guides a group in an effective manner, for example, to obtain buy-in
c. Facilitation results in idea generation in a short time
d. Facilitation is a conflict management approach
Answer : B
Explanation
A facilitator guides a group towards effective participation and understanding, resulting in decision buy-in
and actions.

Process Deep Dive:
Develop Project Management Plan
Process Group: Planning

Develop Project Management Plan
The process of documenting the actions necessary to define, prepare, integrate and coordinate all subsidiary
plans.
When How
At the very beginning of the By providing comprehensive
Project Life Cycle to kick-start plan that serves as a
substantial project planning. foundation for project work.

Develop Project Management Plan - Components
Inputs Tools & Techniques Outputs Outputs
▪ Project charter ▪ Expert judgement ▪ Project management plan
▪ Outputs from other processes ▪ Data gathering
▪ Enterprise environmental factors • Brainstorming
▪ Organizational process assets • Checklists
• Focus groups
• Interviews
▪ Interpersonal and team skills
• Conflict management
• Facilitation
▪ Meetings

Develop PM Plan – The Logical Sequence
Project
Management Plan
Total : • Change management plan

9 subsidiary plans • Configuration management plan
3 baselines • Performance measurement
baseline
• Project life cycle
• Development approach
• Management reviews
“Additional Components”
created in this process

Develop Project Management Plan - Inputs
Enterprise Environmental Organizational Process
Project Charter
Factors (EEF) Assets (OPA)
Organizational
Governmental/Industry
Complexities of the Policies/Process/Procedures
Standards
Project
Change control
High level Legal/regulatory
procedures
Boundaries requirements
Starting Point for Initial Plan templates,

Vertical market and monitoring/reporting
Planning focus area knowledge methods, risk control,
communication needs
Organizational governance
Information from
Infrastructure similar past projects
Historical
Organizational cuture, information &
structure, lessons learned
management, repository
sustainability

Develop PM Plan - Tools & Techniques
Expert Judgment
• Expertise is provided by any group or individual with specialized knowledge or training in planning elements

Data Gathering
▪ Brainstorming (idea generation & analysis in a short time led by a facilitator)
▪ Checklists: organization or industry specific
▪ Focus groups
▪ Interviews
Interpersonal & Team Skills
▪ Conflict management
▪ Facilitation
▪ Meeting management

Meetings
▪ Using effective meeting management
▪ Kick-off meeting usually happens at end of planning & before execution begins
▪ Can also occur at start of planning for small projects
▪ Or at execution start for large projects
▪ And at start of each phase in multiphase projects

Develop PM Plan - Outputs
Project Management Plan
✓Scope Baseline
✓Scope management plan ✓Schedule Baseline
✓Requirements management plan ✓Cost Baseline
✓Schedule management plan ✓Performance Measurement
✓Cost management plan Baseline
✓Quality management plan
✓Process improvement plan
Project
✓Resource Management Plan
Management Plan
✓Communication management plan
✓Procurement management plan
✓Stakeholder Engagement Plan
✓Risk Management Plan
✓Change Management Plan
✓Configuration Management
✓Project Life Cycle Plan
✓Development Approach
✓Management Reviews

Defines
How The Knowledge

How The Project Is
Areas Are
Executed
Manage
Monitored
Coordinated
Controlled
Integrated
Closed

Develop PM Plan - Outputs
Project Management Plan and Project Documents
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Table 4-1 Page 89

Quiz
Q
Q. Project Integration is done by the:
a. Entire project team
b. Project Manager
c. Organization’s Management
d. Sponsor

Answers
A
Q. Project Integration is done by the:
a. Entire project team
b. Project Manager
c. Organization’s Management
d. Sponsor
Answer : B
Explanation
For all the processes under Project Integration Management, key responsibility lies with Project Manager.

Quiz
Q
Q. Your boss asks you to start working on a project whose charter has not yet been approved. As a
Project Manager, what is the first thing that you should do?
a. Start working only on the tasks that are critical and would impact the schedule
b. Ask for an email approval from your boss
c. Continue on your projects that have an approved charter
d. Explain to your boss the consequences of proceeding without the approval on the charter

Answers
A
Q. Your boss asks you to start working on a project whose charter has not yet been approved. As a
Project Manager, what is the first thing that you should do?
a. Start working only on the tasks that are critical and would impact the schedule
b. Ask for an email approval from your boss
c. Continue on your projects that have an approved charter
d. Explain to your boss the consequences of proceeding without the approval on the charter
Answer : D
Explanation
Following the process is most important activity that project manager must stick to. If the charter is not yet
approved, project manager must explain his superiors the consequences of the same.

Quiz
Q
Q. You are currently managing a project when your boss tells you about a new, very high value project
your company will be starting in next 2 months’ time. What is the first thing you should do?
a. Try to crash your project so that the resources can be available for the larger project
b. Ask management how it impacts your current project
c. Review your project resource requirements
d. Evaluate how skills from your team can be useful to the new project

Answers
A
Q. You are currently managing a project when your boss tells you about a new, very high value project
your company will be starting in next 2 months’ time. What is the first thing you should do?
a. Try to crash your project so that the resources can be available for the larger project
b. Ask management how it impacts your current project
c. Review your project resource requirements
d. Evaluate how skills from your team can be useful to the new project
Answer : B
Explanation
Since no additional information is available, before you react to the news, you must find out is it really going
to impact your project or not.

Quiz
Q
Q. Which of the following is not an input to Develop Project Management Plan process?
a. Project Charter
b. Requirements Documentation
c. Enterprise Environmental Factors
d. Organizational Process Assets

Answers
A
Q. Which of the following is not an input to Develop Project Management Plan process?
a. Project Charter
b. Requirements Documentation
c. Enterprise Environmental Factors
d. Organizational Process Assets
Answer : B
Explanation
Requirements documentation are created before creating the scope baseline. It is not an input to the
Develop Project Management Plan process.

Quiz
Q
Q. Develop Project Management Plan can be BEST described as the process to:
a. Define and document stakeholders' needs to meet the project objectives
b. Develop a detailed description of the project and product
c. Document actions to define, prepare and coordinate all subsidiary plans
d. Identify and document the specific actions to be performed to produce the project deliverables

Answers
A
Q. Develop Project Management Plan can be BEST described as the process to:
a. Define and document stakeholders' needs to meet the project objectives
b. Develop a detailed description of the project and product
c. Document actions to define, prepare and coordinate all subsidiary plans
d. Identify and document the specific actions to be performed to produce the project deliverables
Answer : C
Explanation
As per the definition given in PMBOK® guide.

Quiz
Q
Q. As a project manager, when would it be most appropriate to hold a project kick-off meeting?
a. After initiation is completed
b. After completion of initial planning
c. Either after completion of initiation or initial planning, depending on project size
d. Only at the start of the first phase in a multi-phase project

Answers
A
Q. As a project manager, when would it be most appropriate to hold a project kick-off meeting?
a. After initiation is completed
b. After completion of initial planning
c. Either after completion of initiation or initial planning, depending on project size
d. Only at the start of the first phase in a multi-phase project
Answer : C
Explanation
In smaller projects, kick-off occurs after initiation is completed. In a multi-phase project, this is usually
scheduled at the start of every phase.

Process Deep Dive:
Direct and Manage Project Work
Process Group: Executing

Direct and Manage Project Work
The process of leading Project team in performing the work as detailed in the Project Management Plan and
implementing approved changes.
When How
Through out the Project Life By providing leadership and
Cycle. management expertise to the
project team to carry out the
work.

Direct and Manage Project Work - Key Activities

Direct & Manage Project Work - Components
Inputs Tools & Techniques Outputs Outputs
▪ Project management plan ▪ Deliverables
▪ Expert judgement
▪ Any component ▪ Work performance data
▪ Project management information system ▪ Issue log
▪ Project documents
• Change log
▪ Meetings ▪ Change requests
▪ Project management plan updates
• Lessons learned register
• Any component
• Milestone list
▪ Project documents updates
• Project communications
▪ Activity list
• Project schedule • Assumption log
• Requirements traceability matrix • Lessons learned register
• Risk register • Requirements documentation
• Risk report • Risk register
▪ Approved change requests • Stakeholder register
▪ Organizational process assets updates
▪ Enterprise environmental factors
▪ Organizational process assets

Direct & Manage Project Work - Inputs
▪ Project Management Plan
▪ Change Log (in which information and status of all changes are logged)
▪ Lessons Learned Register (in which project lessons are continuously captured)
▪ Milestones list
▪ Project communications (various project reports)
▪ Project schedule (in detail)
▪ Requirements traceability matrix (which links deliverables to requirements)
▪ Risk register (a list of all identified risks along with their analysed information)
▪ Risk report (information about sources of overall project risks and summary of individual risks)

Approved Change Requests
• The following three activities coincide during project execution.
To bring future project performance back into

Corrective Corrective Actions
Actions
alignment with the project plan
Preventive Actions To avoid negative risks within the project

Preventive Defect
Actions Repairs
To modify a nonconforming product or product
Defect Repairs
component

EEF and OPA
▪ EEFs and OPAs that can influence the Plan Scope Management process may include (but not limited to):

▪ Organizational culture, structure, ▪ Organizational standard policies, processes,
management practices, sustainability procedures
▪ Infrastructure ▪ Issue and defect management procedures
▪ Stakeholder risk thresholds and databases
▪ Performance measurement databases
▪ Change and risk control procedures
▪ Information from previous projects

Direct & Manage Project Work - Tools & Techniques
Expert Judgment
▪ Expertise is provided by any group or individual with specialized knowledge or training in organizational
governance, technical knowledge, budget, legal & procurement

Project Management Information System (PMIS)®
▪ A subset of Enterprise Environmental Factors, provides access to tools such as:

• Scheduling tool
• Configuration management system
• Information collection and distribution system
• Interface to other online systems
▪ Used for schedule control, configuration management and document management & control

Meetings
▪ To discuss and address pertinent topics of the project. Meetings tend to be one of following types:
• Kickoff
• Technical
• Sprint
• Iteration planning
• Scrum daily standup
• Steering group
• Problem solving
• Progress update
• Retrospectives

Direct & Manage Project Work - Outputs
Deliverables
▪ A unique and verifiable product, result or capability to perform a service
▪ A tangible or intangible object produced as a result of work done

Work Performance Data
▪ Raw observations and measurements identified during activities being performed
▪ May include work completed, activity start & finish date, actual cost, technical performance measures etc.
▪ Number of story points completed
Deliverable Actual Duration Actual Cost

User interface ready 7 Days $450
Compound Wall 5 Days $500
Testing complete 4 Days $700

Issue log
▪ All project issues are logged and tracked
▪ Created in this process for the first time
Issue type Raised by Raised on Description Priority Assigned to Target date Final solution
Materials Jane 12-Oct-2017 Material delay is High Kane 16-Oct-2017

impacting WP10
progress

Change Request
▪ A formal proposal to modify any document, deliverable or baseline

▪ Can be externally or internally initiated
▪ May include:
• Corrective action
• Preventive action
• Defect repair
• Updates
– Changes to scope, schedule or cost baselines
– Changes to any plans or documents
OPA Updates
▪ Any organizational process assets may be updated as a result of this process

Updates to Project Management Plan and Project Documents
Project Management Plan Project Documents
• Any component of the plan • Activity list

• Assumptions log
• Requirements documentation
• Risk register
• Stakeholder register (list of
project stakeholders)

Quiz
Q
Q. Which of the following is not an output of Direct and Manage Project Work:
a. Work Performance Data
b. Change Log
c. Change Requests
d. Deliverables

Answers
A
Q. Which of the following is not an output of Direct and Manage Project Work:
a. Work Performance Data
b. Change Log
c. Change Requests
d. Deliverables
Answer : B
Explanation
Change log is not an output here but change request is.

Quiz
Q
Q. For the project you are managing, you regularly meet your project team and share data with them. In one of
the meetings, you focused on number of change requests. It is an example of:
a. Key performance indicators
b. Technical Measurements
c. Work performance data
d. Raw observations

Answers
A
Q. For the project you are managing, you regularly meet your project team and share data with them. In one of
the meetings, you focused on number of change requests. It is an example of:
a. Key performance indicators
b. Technical Measurements
c. Work performance data
d. Raw observations
Answer : C
Explanation
Number of change requests without any analytical information such as trend analysis, whether
proportionately higher or lower, is just a raw data which is a part of work performance data.

Process Deep Dive:
Manage Project Knowledge
Process Group: Executing

Manage Project Knowledge
Using existing knowledge & creating new knowledge to achieve project objectives
When How
Through out the Project Life By creating &

Cycle. leveraging/reusing knowledge

Manage Project Knowledge – Concepts & Key Activities
▪ Explicit knowledge
• Can be documented/codified
• Might not be easy to apply/interpret due to lack of context
▪ Tacit knowledge
• Difficult to express & personal (know-how, experience, etc.)
• Has context but not easy to codify
▪ An atmosphere of trust motivates sharing of knowledge which requires a mix of
• Knowledge management tools (for people interactions) &
• Information management tools (to codify)
▪ Key activities
• Knowledge sharing
• Knowledge integration

Manage Project Knowledge – Components
▪ Project management plan ▪ Expert judgement ▪ Lessons learned register
• All components ▪ Project management plan
▪ Knowledge management
▪ Project documents updates
▪ Information management
• Lessons learned register • Any component
• Project team assignments
▪ Interpersonal and team skills ▪ Organizational process assets
• Resource breakdown structure ▪ Active listening updates
• Source selection criteria • Facilitation
• Stakeholder register • Leadership
▪ Deliverables • Networking
▪ Enterprise environmental factors • Political awareness

Manage Project Knowledge – Inputs
▪ Project management plan
▪ Lessons learned register
▪ Project team assignments (team members & responsibilities)
▪ Resource breakdown structure
▪ Stakeholder register
▪ Deliverables

Manage Project Knowledge – Inputs
EEF and OPA
▪ Organizational, stakeholder & customer ▪ Organizational standard policies,

culture processes & procedures
▪ Geographic distribution of facilities ▪ Personnel administration
▪ Organizational knowledge experts ▪ Organizational communication
▪ Legal & regulatory requirements
requirements/constraints ▪ Formal knowledge/information sharing
procedures

Manage Project Knowledge – Tools & Techniques
Expert Judgment
▪ Related to
• Knowledge & information management & tools
• Organizational learning
• Relevant information from other projects

Knowledge Management
▪ To connect people for creating new knowledge, share tacit knowledge & integrate team knowledge.
▪ Tools depend on innovation in project, complexity & diversity of disciplines in project, can be face to face (effective for trust) or
virtual (once trust established)
• Networking, including social & online forums
• Practice/interest communities & special interest groups
• Meetings (virtual also)
• Work shadowing & reverse shadowing
• Discussion forums like focus groups
• Seminars & conferences knowledge sharing events
• Problem solving & learning review workshops
• Story telling
• Creativity & idea management techniques
• Knowledge fairs and cafes
• Training involving interaction between learners

Information Management
▪ To create information & connect people to information & to share explicit knowledge via
• Codifying methods
• Lessons learning register
• Library services
• Information gathering (web searches, articles)
• PMIS with document management systems

Interpersonal & Team Skills
▪ Active listening (for knowledge sharing)
▪ Facilitation
▪ Leadership (for knowledge management)
▪ Networking (for knowledge management)
▪ Political awareness

Manage Project Knowledge – Outputs
• Created in this process early in the project and maintained later; transferred to lessons learned
repository at end of project; can include
– Category, situation description
– Impact, recommendations, proposed actions
– Challenges, problems, risks, opportunities
▪ Project management plan updates
▪ OPA updates – as a result of codified new knowledge

Quiz
Q
Q. A project management team is deciding on a best practice approach for knowledge management for their
project. Which of the below options is the best approach?
a. Consider explicit knowledge only
b. Consider tacit knowledge only
c. Consider both explicit and tacit knowledge
d. Reuse existing knowledge and create new knowledge via knowledge sharing and integration using tools
and techniques of knowledge management and information management

Answers
A
Q. A project management team is deciding on a best practice approach for knowledge management for their
project. Which of the below options is the best approach?
a. Consider explicit knowledge only
b. Consider tacit knowledge only
c. Consider both explicit and tacit knowledge
d. Reuse existing knowledge and create new knowledge via knowledge sharing and integration using tools
and techniques of knowledge management and information management
Answer : D
Explanation
This is the best statement though C is also correct.

Quiz
Q
Q. A lesson learned register is being used as an input for managing ongoing knowledge management. It is initially
created by which process?
a. Manage project knowledge
b. Close project or phase
c. Direct and manage project work
d. Monitor and control project work

Answers
A
Q. A lesson learned register is being used as an input for managing ongoing knowledge management. It is initially
created by which process?
a. Manage project knowledge
b. Close project or phase
c. Direct and manage project work
d. Monitor and control project work
Answer : A
Explanation
Though the lessons learned register is an input to this process, it is output from this process initially. Being
an iterative process, it also appears as an input to this process.

Process Deep Dive:
Monitor and Control Project Work
Process Group: Monitoring and Controlling

Monitor and Control Project Work
The process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the
project management plan.
When How
Through out the Project Life By providing current project

Cycle during Monitoring & status, along with scope, time,
Controlling and budget forecasts.

Monitor and Control Project Work - Key Activities
▪ Comparing actual project performance against planned

▪ Assessing performance to determine whether any corrective or preventive actions
are indicated, and then recommending actions as necessary
▪ Ensure project remains aligned with business needs
▪ Maintain an accurate, timely information base concerning the project’s
product(s) and its associated documentation through project completion
Project Control ▪ Provide information to support status reporting, progress measurement and
forecasting
▪ Providing forecasts to update current cost and current schedule information.
▪ Monitoring implementation of approved changes as they occur
▪ Providing appropriate reporting on project progress and status to program
management

Monitor & Control Project Work - Components
▪ Project management plan ▪ Expert judgement ▪ Work performance reports
• Any component ▪ Data analysis ▪ Change requests
▪ Project documents • Alternatives analysis ▪ Project management plan
• Assumption log • Cost benefit analysis updates
• Basis of estimates • Earned value analysis • Any component
• Cost forecasts ▪ Project document updates
• Issue log • Root cause analysis
• Lessons learned register • Trend analysis • Cost forecasts
• Milestone list • Variance analysis • Issue log
• Quality reports ▪ Decision making • Lessons learned register
• Risk register • Risk register
• Risk report ▪ Meetings
• Schedule forecasts • Schedule forecasts
▪ Work performance information
▪ Agreements

Monitor & Control Project Work - Inputs
▪ Assumptions log
▪ Basis of estimates (for activity durations)
▪ Issue log
▪ Milestone list
▪ Quality reports (quality management issues, recommendations for process/project/product improvement,
corrective action recommendations for rework/defects/bug-repair/inspections, quality control findings)
▪ Risk register
▪ Risk report (information about sources of overall project risks and summary of individual risks)
▪ Agreements

Importance Of Schedule Forecast
Schedule Forecast
▪ Based on comparison of actual project progress with schedule baseline
▪ Used to determine if the project is still within defined tolerance ranges
▪ Provides variance between the planned finish date and forecasted finish date
▪ May result in raising a change request for any corrective or preventive action

Monitor & Control Project Work - Inputs
EEF and OPA
▪ EEFs and OPAs that can influence the process may include (but not limited to):

▪ Government/industry standards ▪ Organizational standard
▪ Infrastructure policies/processes/procedures
▪ Stakeholder expectations and risk ▪ Financial control procedures
thresholds ▪ Monitoring and reporting methods
▪ PMIS ▪ Issue/defect management Procedures
▪ Organizational knowledge base (process
measurement and lessons learned repository)

Monitor & Control Project Work - Tools & Techniques
Expert Judgment
▪ Related to
• Earned value analysis
• Interpreting & giving context to data
• Duration & cost estimation techniques
• Trend analysis
• Technical knowledge
• Risk management
• Contract management

Data Analysis
▪ Alternatives analysis is used to select one or more corrective and preventive actions in case of deviations
▪ Cost benefit analysis considers cost of corrective actions
▪ Trend analysis considers past results to forecast future slippages, helping to arrive at preventive actions in
advance

Data Analysis
▪ Earned value analysis provides an integrated perspective on scope, schedule & cost performance
▪ Variance analysis reviews differences between planned & actual performance (can also include resource rates
& utilization or other technical/non-technical metrics apart from cost & timelines. This can be done in all
knowledge areas, but in this process it is an integrated review leading to corrective & preventive actions

Decision Making
▪ Voting – collective decision or prioritization

• Unanimity: 100% agreement
• Majority: agreement from more than 50% voters
• Plurality: idea which receives largest votes in a collection of ideas
▪ Autocratic decision making – made by one individual on behalf of a group
▪ Multi-criteria decision analysis – decision based on several criteria (for example, risk levels) facilitating
prioritization

Meetings
▪ Project team members, stakeholders, user groups may decided to meet in any of the following format:
• Face to face
• Virtual
• Formal or informal

Monitor & Control Project Work - Outputs
Change Request
▪ As a result of comparing planned results to actual results, change requests may be issued to expand, adjust or
reduce:
• Project scope
• Product scope
• Quality requirements
• Schedule or Cost baselines
▪ May include:
• Defect repair

Work Performance Reports
▪ Physical or electronic representation of work performance information
▪ Intended to generate decisions, actions or awareness
▪ A subset of project documents
▪ Examples of work performance reports

• Statuts reports
• Memos
• Justifications
• Information notes
• Recommandations

• Any component • Schedule and cost forecasts

• Risk register
• Issue log

Quiz
Q
Q. Monitor and Control Project Work produces all of the following except:
a. Technical performance measurement
b. Validated changes
c. Actual decisions
d. Workarounds to deal with a risk

Answers
A
Q. Monitor and Control Project Work produces all of the following except:
a. Technical performance measurement
b. Validated changes
c. Actual decisions
d. Workarounds to deal with a risk
Answer : B
Explanation
Validated changes is not an output here.

Quiz
Q
Q. Work Performance Report includes all of the following except:
a. Progress of deliverables
b. Cost variance
c. Completed deliverables
d. Status of an initially identified risk

Answers
A
Q. Work Performance Report includes all of the following except:
a. Progress of deliverables
b. Cost variance
c. Completed deliverables
d. Status of an initially identified risk
Answer : D
Explanation
Status of an initially identified risk will be available in risk register. Work performance reports will showcase
the overall progress of the project.

Quiz
Q
Q. Which of the following you should not document in Monitor and Control Project process?
a. Workarounds that you used to deal with a risk
b. Work completed
c. Estimated cost required to complete the remaining work
d. Project priorities

Answers
A
Q. Which of the following you should not document in Monitor and Control Project process?
a. Workarounds that you used to deal with a risk
b. Work completed
c. Estimated cost required to complete the remaining work
d. Project priorities
Answer : D
Explanation
Project priorities are documented in detailed project management plan. It is not a result of monitoring and
controlling activities.

Quiz
Q
Q. When controlling a project, you are attempting to select the best set of actions to correct and prevent a few
deviations from the project plan. What is this technique known as?
a. Variance analysis
b. Alternatives analysis
c. Root cause analysis
d. Final analysis

Answers
A
Q. When controlling a project, you are attempting to select the best set of actions to correct and prevent a few
deviations from the project plan. What is this technique known as?
a. Variance analysis
b. Alternatives analysis
c. Root cause analysis
d. Final analysis
Answer : B
Explanation
Though variance analysis also attempts to find out the actions after the initial comparison step, alternatives
analysis proposes the best possible isolated or combined actions. Final analysis is not a technique at all.

Process Deep Dive:
Perform Integrated Change Control
Process Group: Monitoring and Controlling

The process of reviewing all change requests; approving and managing changes to deliverables, organizational
process assets, project documents, and the project management plan; and communicating their disposition.
When How
As and when needed, through Allows documented and

out the Project Life Cycle. controlled changes to project
elements.

• Key steps to process a change request
Approved Changes Direct & Manage
Change Requested Project Work
by Stakeholder
Perform Integrated Change Control Process
Document request in Analyze impact on Review by

Change Control
Change/Configuration other project Board
Management System variables
Rejected Changes
• Changes can be deferred also. This process is not required until baselines are established. Customer &
sponsor may also have to approve. Project management plan will specify the approval process, whether done
by individual or board, etc.

Perform Integrated Change Control - Key Activities
Changes may be requested by any stakeholder involved with the project.

Perform Integrated Change Control - Components
▪ Project management plan ▪ Expert judgement ▪ Approved Change requests
• Change management plan ▪ Change control tools ▪ Project management plan updates
• Configuration management plan ▪ Data analysis • Any component
• Scope baseline • Alternatives analysis ▪ Project document updates
• Schedule baseline • Cost benefit analysis • Change log
• Cost baseline ▪ Decision making
▪ Project documents • Voting
• Basis of estimates • Autocratic decision making
• Requirements traceability matrix • Multi-criteria decision analysis
• Risk report ▪ Meetings
▪ Work performance reports
▪ Change requests

Perform Integrated Change Control - Inputs
• Basis of estimates
• Requirements traceability matrix
• Risk report
• Work performance reports
• Change requests

Work Performance Reports
▪ Physical or electronic representation of work performance information
▪ Reports of particular interest to the Change Control:

• Resource availability
• Schedule data
• Cost data
• Earned Value Management (EVM) reports
• Burnup & burndown charts

Change Request
▪ Change requests raised by stakeholder(s) to expand, adjust or reduce:

• Project scope
• Product scope
• Quality requirements
• Schedule or Cost baselines
▪ May include:
• Defect repair

EEF and OPA
▪ EEFs and OPAs that can influence the process may include (but not limited to):
Enterprise Environmental Factors OPA

▪ Legal restrictions ▪ Change control procedures
▪ Government/industry standards ▪ Configuration management database
▪ Legal/regulatory requirements
▪ Organizational governance
framework
▪ contracting and purchasing
constraints

Perform Integrated Change Control - Tools & Techniques
Expert Judgment
▪ Expertise is provided by any group or individual with specialized knowledge or training in organizational
governance, technical knowledge, budget, legal & procurement

▪ Meetings
• In context of Change, are usually referred to as Change Control meetings.
• A Change Control Board (CCB) is responsible for meeting and reviewing the change request and
approving or rejecting those requests.
▪ Data Analysis
• Alternatives analysis
• Cost benefit analysis
▪ Decision making

Change Control Tools
▪ Use of manual or automated tools to facilitate configuration and change management.

▪ Selection of tools based on the needs of the project stakeholders
▪ Change Control Tools help manage organization's requirements, documents, assets and processes and
ensures the integrity of associated data
▪ Tools should support the following configuration management activities:
• identification of configuration items
• recording & reporting their status
• performing their verification & audit
▪ Tools should support change identification, documentation, decision process & tracking

Perform Integrated Change Control - Outputs
Approved Change Requests
▪ Change requests approved by Change Control Board (CCB) will be implemented through the Direct and
Manage
▪ Project Work process
▪ Approved change requests can be any of the following nature:

Perform Integrated Change Control - Outputs
• Any component • Change log

Quiz
Q
Q. All of the following statements are true regarding change except:
a. Change requests can affect one or more project objectives
b. Change requests indicate loopholes in planning and project team should review project plan
c. Change requests can arise at any time during the project
d. Key responsibility of influencing factors that that cause change requests lies with project manager

Answers
A
Q. All of the following statements are true regarding change except:
a. Change requests can affect one or more project objectives
b. Change requests indicate loopholes in planning and project team should review project plan
c. Change requests can arise at any time during the project
d. Key responsibility of influencing factors that that cause change requests lies with project manager
Answer : B
Explanation
Change request may be the result of change in business priorities or to accommodate some unforeseen
requirements or to minimize impact of some uncontrollable variable. Among the given options, this option is
the odd one out.

Quiz
Q
Q. You are the project manager for a project where customer has asked for a minor change in scope when almost
60% of the work is completed. In customer's opinion, the cost and schedule will not be impacted with this
change. Which of the following actions you will take?
a. Implement the change after informing affected stakeholders
b. Call for a team meeting to check if customer’s opinion is correct or not
c. Submit the change request to Change Control Board
d. Report this matter to senior management informing them about negative impact on the project

Answers
A
a. Implement the change after informing affected stakeholders
b. Call for a team meeting to check if customer’s opinion is correct or not
c. Submit the change request to Change Control Board
d. Report this matter to senior management informing them about negative impact on the project
Answer : B
Explanation
You may do all of the actions mentioned here but the first action should be to evaluate the impact of change
request on other project variables, before submission to the change control board

Quiz
Q
Q. . You are the project manager for a project where customer has asked for a minor change in scope when
almost 60% of the work is completed. In customer's opinion, the cost and schedule will not be impacted with
this change. Which of the following actions you will take?
a. Document the changes and present at the next monthly meeting
b. Check if any other functionality is affected due to this change or not
c. Document the changes and submit a change request
d. Pure technical changes need not be tracked

Answers
A
a. Document the changes and present at the next monthly meeting
b. Check if any other functionality is affected due to this change or not
c. Document the changes and submit a change request
d. Pure technical changes need not be tracked
Answer : C
Explanation
No matter what the situation is, the process must be followed. If it was an instant decision at a critical
juncture, project manager must ensure that process is followed and changes are documented and
communicated appropriately.

Quiz
Q
Q. When reviewing a change request, the change control board lead authorizes the change after taking inputs
provided by the other members. What approach was used here?
a. Plurality voting
b. Unanimous voting
c. Autocratic decision making
d. Multi-criteria decision analysis

Answers
A
Q. When reviewing a change request, the change control board lead authorizes the change after taking inputs
provided by the other members. What approach was used here?
a. Plurality voting
b. Unanimous voting
c. Autocratic decision making
d. Multi-criteria decision analysis
Answer : C
Explanation
A single person made the decision to approve on behalf of the group irrespective of their inputs

Process Deep Dive:
Close Project or Phase
Process Group: Closing

Close Project or Phase
The process of finalizing all activities across all of the Project Management Process Groups to formally complete
the project or phase.
When How
At end of a phase or Project. By formally marking end of the

project or phase.

Close Project or Phase – Key Activities
Administrative Closure
▪ Satisfy completion/exit criteria of project/phase

• Ensure all documents/deliverables up-to-date & issues resolved
• Confirm delivery & formal acceptance of deliverables by customer
• Ensure all costs charged to project
• Close project accounts
• Release personnel
• Deal with excess project material
• Reallocate project facilities, equipment & other resources
• Elaborate final project reports as required by organizational policies

▪ Completion of contractual agreements

• Confirm formal acceptance of seller work
• Finalize open claims
• Update records reflecting final results
• Archive information for future use

▪ Other
• Collect project/phase records
• Audit project success/failure
• Manage knowledge sharing and transfer
• Identify lessons learned
• Archive project information for future use
▪ Transfer of products/services/results to next phase/production/operations
▪ Collect improvement suggestions or update organizational policies/procedures
▪ Measure stakeholder satisfaction

Close Project or Phase - Components
▪ Project charter
▪ Expert judgement ▪ Project document updates
▪ Project management plan
• All components ▪ Data analysis • Lessons learned register
• Assumption log • Document analysis ▪ Final product, service or result transition
• Basis of estimates
• Change log • Regression analysis ▪ Final report
• Issue log
• Lessons learned register • Trend analysis ▪ Organizational process assets updates
• Milestone list
• Project communications • Variance analysis
• Quality control measurements
• Quality reports ▪ Meetings
• Requirements documentation
• Risk register
• Risk report
▪ Accepted deliverables
▪ Business documents
• Business case
• Benefits management plan
▪ Agreements
▪ Procurement documentation

Close Project or Phase – Inputs
▪ Project Charter
• Has project success criteria, approval requirements for closure & who will sign off
▪ Business case
▪ Benefits management plan
▪ Agreements (has requirements for formal closure)
▪ Procurement documentation
• All relevant & contract performance information, for lessons learned & future contractor evaluation

Close Project or Phase – Inputs
▪ Assumptions log
▪ Basis of estimates
▪ Change log
▪ Issue log
▪ Milestone list
▪ Project communications
▪ Quality control measurements
▪ Quality reports
▪ Requirements documentation
▪ Risk register
▪ Risk report

Close Project or Phase - Inputs
Accepted Deliverables
▪ Documented acceptance criteria

▪ All deliverables that have met:
• Approved product specifications
• Delivery receipts
• Work performance documents
▪ Partial or interim deliverables may also be included for cancelled or terminated projects

Close Project or Phase - Inputs
Organizational Process Assets
▪ The organizational process assets that can influence Close Project or Phase process include but are not limited
to:
OPA
▪ Closure guidelines/requirements
▪ Configuration Management knowledge
base

Close Project or Phase – Tools & Techniques
Expert Judgement
▪ Expertise is provided by any group or individual with specialized knowledge or training in management
control, audit, legal & procurement, and legislation & regulations

Data Analysis
▪ Document analysis
• For lessons learned, knowledge sharing & organizational process improvement
▪ Regression analysis
• To analyse relationships between project variables which contributed to project outcomes, for future
project performance improvements
▪ Trend analysis
• To validate models used in the organization & adjust them for future projects
▪ Variance analysis
• This can improve the metrics of the organization by comparing the initial plan with the end result

Meetings
▪ To confirm deliverables acceptance, whether exit criteria met, formalize contract completion, evaluate
stakeholder satisfaction, gather lessons learned, transfer knowledge & information, celebrate success
▪ Project team members, stakeholders, user groups may decided to meet in any of the following format:
• Face to face
• Virtual
• Formal or informal
▪ Types of meetings include but not limited to:
• Lessons learned
• Closeout
• Customer wrap-up
• Celebration

Close Project or Phase – Outputs
Final Product, Service or Result transition
▪ Transition of the final product, service or result that the project was authorized to produce
▪ In case of phase closure, the intermediate product, service or result
Final Report
▪ Project/phase summary
▪ Objectives, evidence & evaluation of scope for having met completion criteria
▪ Quality criteria & evaluation, delivery dates & variances
▪ Cost objectives with range, actuals & variances
▪ Validation summary of the project outputs

Close Project or Phase – Outputs
Updates to Organizational Process Assets
▪ The organizational process assets that are updated as a result of the Close Project or Phase process include
but are not limited to shown in the picture
▪ Operational or support documents can include phase, transfer & customer acceptance documents; reasons,
transfer & next steps documents in case project was terminated
OPA
▪ Operational and support documents
▪ Lessons learned repository
▪ Project or Phase Closure Documents

Quiz
Q
Q. Historical Information is very important for planning on future projects. When are the historical documents
archived?
a. During Planning
b. During Executing
c. During Closure
d. Throughout the project

Answers
A
Q. Historical Information is very important for planning on future projects. When are the historical documents
archived?
a. During Planning
b. During Executing
c. During Closure
d. Throughout the project
Answer : C
Explanation
Historical information is archived during project closure but lessons learned are documented throughout the
project. Terminology is the important point to understand in this question.

Quiz
Q
Q. During Close Project or Phase process, you invite the stakeholders to document lessons learned in the project.
Stakeholders were not happy with the project performance as the project failed to meet it’s timeline and thus
resulted in cost overrun. Since you received a lot of negative feedback, you would do all of the following except:
a. Distribute the relevant lessons learned to client and vendors
b. Mark them as confidential and do not share with anyone
c. Send them to the sponsor and ask for advice on further actions
d. Store accordingly for future reference

Answers
A
Q. During Close Project or Phase process, you invite the stakeholders to document lessons learned in the project.
Stakeholders were not happy with the project performance as the project failed to meet it’s timeline and thus
resulted in cost overrun. Since you received a lot of negative feedback, you would do all of the following except:
a. Distribute the relevant lessons learned to client and vendors
b. Mark them as confidential and do not share with anyone
c. Send them to the sponsor and ask for advice on further actions
d. Store accordingly for future reference
Answer : B
Explanation
Tricky question where you may have to do all but from all the options given, this one is the most unlikely
action.

Quiz
Q
Q. To formally close a project, you begin to review the project deliverables and prepare a checklist of project
requirements. In which of the following document you can find the requirements for formal completion of the
project:
a. Project plan
b. Contract terms and conditions
c. Work breakdown structure
d. Charter

Answers
A
Q. To formally close a project, you begin to review the project deliverables and prepare a checklist of project
requirements. In which of the following document you can find the requirements for formal completion of the
project:
a. Project plan
b. Contract terms and conditions
c. Work breakdown structure
d. Charter
Answer : B
Explanation
Contract with customer will state clearly what results will call the project as successfully complete.

Quiz
Q
Q. During closure of a project, you have documented the evidence of completion criteria being met, cost
objectives along with related cost data (planned and actual) and variations in the final report. What else should
you document in this report?
a. Lessons learned from the project
b. Details of operational and support arrangements
c. Information about planned and achieved business benefits, and post-project benefit estimates
d. A transition sign-off between the project and operation managers

Answers
A
Q. During closure of a project, you have documented the evidence of completion criteria being met, cost
objectives along with related cost data (planned and actual) and variations in the final report. What else should
you document in this report?
a. Lessons learned from the project
b. Details of operational and support arrangements
c. Information about planned and achieved business benefits, and post-project benefit estimates
d. A transition sign-off between the project and operation managers
Answer : C
Explanation
Note that the final report is a summary of project performance. Sign-off, operational arrangement details
and lessons related documents exist and may be referred from this report.

Additional Concepts

Key Concepts
▪ Integration Management to be done only by the PM, others areas can be handled by other managers

Trends & Emerging Practices
▪ Use of automated tools & visual management tools
▪ Project knowledge management
▪ Additional responsibilities of PM
▪ Hybrid methodologies

Tailoring Considerations
▪ Project lifecycle & development life cycle
▪ Management approach
▪ Knowledge management
▪ Change & governance
▪ Lessons learned
▪ Benefits

Considerations for Agile/Adaptive Environments
▪ Detailed product planning and delivery can be given to the team, while PM handles integration.
▪ Collaborative decision making & ensuring team's ability to respond to changes

Assignment
Q1: Practice writing a project charter for a project as per your understanding from this module.
Q2: What mechanisms will you establish to properly manage knowledge in a project? What might be the real life
challenges? Identify all possible best practices you can based on your understanding from your module.
Q3: Practice some of the techniques related to project monitoring and control and record your observations
about their effectiveness based on the situation being monitored and controlled.
Q4: Based on your understanding of project closure, reflect on the sequence of various closure activities that
should be followed in a real life project. Carefully think which activities have to be necessarily done before
others, though for some of them the sequence may not really matter.

Summary


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How To Make The Best Use Of Live Sessions

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Project Management Professional (PMP)® is a global credential offered by PMI® Inc.

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• Integrate various areas of a project

• Manage knowledge in a project

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Process Group: Initiating

Knowledge Area: Project Integration Management

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Strategic Opportunity / Customer Market Technological Advance Legal Environmental Social

• Another input is the Benefits Management Plan

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▪ Benefit Cost Ratio & Return on Investment

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▪ Other method for financial analysis:

▪ Payback period & opportunity cost

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▪ Net Present Value (NPV)

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▪ Example: Assuming an annual interest rate of 10%

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▪ IRR Internal Rate of Return

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Enterprise Environmental Factors Organizational Process Assets

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Process Group: Planning

Knowledge Area: Project Integration Management

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Total : • Change management plan

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Starting Point for Initial Plan templates,

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▪ Brainstorming (idea generation & analysis in a short time led by a facilitator)

▪ Checklists: organization or industry specific

Interpersonal & Team Skills

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