PMP Exam Preparation Course - Presentation 4

Chapter – 4
Project Integration Management
Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

PMP Project Integration Management
 Session Objectives:
 To know processes in project Integration Management.
 How to Develop Project Charter.
 How to Develop Project Management Plan.
 How to Direct and Manage Project Work.
 How to Monitor and Control Project Work.
 How to perform Integrated Change Control.
 How to Close the Project / Phase.

Monitoring
Initiating Planning Executing Closing
and Control
4.3 Direct &
4.5Monitor &
Manage
Control
Project Project Work
4.2 Develop Work 4.7 Close
4.1 Develop
Project
Project
Manageme
Project or
Charter 4.6 Perform Phase
nt Plan 4.4 Manage
Integrated
Project Change
Knowledge Control

• Ensures proper coordination among project management process

groups.
• Helps in decision making to meet or exceed stakeholders’ expectations.
Tools
Techniq
ues
Processes
Integration
 What is the main role of Project Manager?

 “Integrator” by perform integration management And “Communicator”.
 Means to pull all the pieces of the project together into a

cohesive Whole
 The project manager is ultimately responsible for the project
as a whole.
 Think about Integration as Balancing all the processes in knowledge area
 Integration includes characteristics of unification, consolidation,

communication, and interrelationship

Trends and Emerging Practices
 Evolving trends in integration processes include but are not limited to:
 Use of automated tools
 Use of visual management tools
 Project knowledge management
 Expanding the project manager’s responsibilities
 Hybrid methodologies

Tailoring Considerations
 Tailoring Considerations include:
 Project life cycle
 Development life cycle

 Management approaches
 Knowledge management
 Change
 Governance
 Lessons learned
 Benefits

Adaptive/Agile Environment Considerations
Iterative and agile approaches promote the engagement of
team members as local domain experts in integration
management
The team members determine how plans and components

should integrate
The project manager’s focus is on building a collaborative

decision-making environment and ensuring the team has
the ability to respond to changes

Mapping with ECO
Domain 2: Processes
oTask 1: Execute Project with the Urgency Required to Deliver
Business Value
oTask 9: Integrate Project Planning Activities
oTask 10: Manage Project Changes
oTask 12: Manage Project Artifacts
oTask 13: Determine Appropriate Project Methodology /Methods and
Practices
oTask 16: Ensure Knowledge Transfer for Project Continuity
oTask 17: Plan and Manage Project/Phase Closure or Transitions

Relation Between Processes Group & Knowledge Area
Initiating Planning Executing M&C Closing

Integration
Scope Scope
Time Time
Cost Cost
Quality
Human Resource
Communication
Risk
Procurement
Stakeholder

4.1 Develop Project Charter
oThe 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.
oThe Key benefits are:
oProvide direct link between the project and the strategic
organization objectives
oCreates a formal record of the project
oShows the organizational commitment to the project
Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com ECO-Domain

\Selfelearn 2: Task 1,10,12,13,16
+201551127600 +249123009776
oProject Charter is the document authorizing the Project
oProject Manager is identified.
oProvides Project Manager with the authority to use resources to the
project.
oIs issued by project initiator/sponsor (external to project), who is
funding the project.
oProject Manager participates in developing Project Charter.
oA project charter is not considered to be a contract because there
is no consideration or money promised or exchanged in its creation

Inputs Business documents Expert judgment Project Charter
Tools and Techniques
Outputs
1.Business Case 2.Data gathering Assumption log
2. Agreements
3.Interpersonal
3. Enterprise and team skills
environmental
factors 4.Meetings
4. Organizational
process assets

Inputs
1. Business Documents
• Business Case: (refer to Project Selection Methods)
Market Demand
Organizational Need
Customer Request
Technological Advancement
Legal Requirement
Social Need
Ecological Impact
Includes :Business needs(objectives). Product Scope Description,
Strategic Plan.
2. Agreements (if applicable).
3. Enterprise Environmental Factors.
4. Organizational Process Assets.

Tools and Techniques Output
 Expert Judgment 1. Project Charter
Other Business Units
Consultants
2. Assumption log
Stakeholders
Subject Matter Experts
PMO
 Data Gathering
 Brainstorming, Focus group,
Interviews
 Interpersonal and team skills
 Facilitation, Conflict and
Meeting management
 Meetings

Contains of Project Charter: (example)

1. Title and High-level project description.
2. Assigned project manager and authority.
3. Purpose / justification.(Business Case)
4. Measurable Project objectives and success criteria.
5. High-Level Stakeholders
6. High-level requirements.
7. High-Level Risks.
8. High-Level assumption.
9. Summary of Milestone Schedule.
10. Summary budget.
11. Project approval requirements.
12. Name and authority of the sponsor.

Contains of Project Charter In Agile:

1. In Hybrid or Agile approach may contain less information if there
is more uncertainty about requirements or the product deliverables at
the beginning of the project
2. Description of the governance of the project may contain different
information (product owner with authority to make decision instead
of control change board)
3. The basics of the charter remain.

Project Selection Methods
Project Selection Methods:(Involved in Business Case)

1. Benefit Measurement Method(Comparative approach)
 Murder board.
 Peer review.
 Scoring Model.
 Economic Model. (explained in the Next Slide)
2. Constrained optimization Method( Mathematical Approach)
 Linear Programing.
 Integer Programing.
 Dynamic Programing.
 Multi Objective Programing.

Economic Model:
 Present value:
 Convert a future cache flow into a value today.
 PV allows us to directly compare two future cash flows.
 Net present value:
 Total Benefit ( revenue or income) – total Cost over time.
 The greatest NPV is chosen between many projects.
 Internal rate of return:
 Like a bank interest.
 The project with highest IRR will be chose.
 Payback period:
 Refer to length of time it takes for the organization to recover the
capital.
 The project with lowest payback will be chose.

Economic Model:
 Cost Benefit Analysis :
 Benefit / Cost ratio.(< or > or = 1)
 Benefit means revenue or Income NOT Profit.
 The project with greatest ratio will be chose.
Example:
 1.7 ratio means the Benefit is 1.7 times the Cost

Definitions of some accounting terms.
• Opportunity Cost:
• The loss of potential future return of the second best
project not selected.
• Sunk Cost:
• Sunk costs are expanded costs.
• Law of Diminishing Return:
• State that after a certain point, adding more input will not a
produce a proportional increase in productivity.
• Working Capital:
• Is the amount of money the company has available to
invest, including investment in projects.

Definitions of some accounting terms.
• Depreciation:
• Large asset purchased by a company lose value over time
• There are two forms of Depreciation:
1. Straight Line Depreciation.
• The same amount of depreciation is taken each year.
2. Accelerated Depreciation
• Depreciates faster than straight line depreciation
• Ex. 180$ for 1st yaer,150 for 2st year, etc.

4.2 Develop Project Management Plan
 Project Management Plan contents vary upon application area.
 It is progressively elaborated.
 Explains how plan is executed, monitored and controlled and closed.
 Describes how to define, develop, integrate and coordinate subsidiary plans.
 Project Management Plan baseline is revised and updated through Integrated
Change Control Process. *
Only Project Management Plan should be approved by Sponsor,
Management, Project team and other stakeholder before going to the
Execution process.
 (not each components of project management plane)
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ECO-Domain +201551127600 +249123009776
In Agile/ Hybrid may not have any or all of these plans
documented as separate deliverables. (not absent but
incorporated with other artifacts)
➢Example product backlog and release roadmaps : Incorporate scope,
schedule, and risk management plans.
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ECO-Domain +201551127600 +249123009776
Inputs Project Charter Expert Judgment Project Management
Outputs
Outputs Plan
Data gathering
from Other Processes
3.Enterprise
Interpersonal and
Environmental Factors team skills
4.Organizational Process Meetings
Assets

Inputs
1. Project Charter.
2. Outputs from planning processes.
3. Enterprise Environmental Factors.
4. Organizational Process Assets.
Tools and Techniques
1. Expert Judgment
2. Data gathering
3. Interpersonal and team skills
4. Meetings
Output
1. Project Management Plan

• Project Management Plan integrates and consolidates the

subsidiary management plans and baselines from planning
processes.
• Project Management Plan Processes Contain:
• Level of implementing of the processes.
• Descriptions of Tools and Techniques selected for use.
• How work is executed.
• How Change is Monitored and Controlled.

Project Management Plan Processes Contain:

 How Configuration Management is performed.
 How Performance measurement baselines are maintained.
 How communications are established.
 How Risks are managed.
 How Quality is managed.

Parts of the Project Management Plan.
1. Subsidiary Management Plans:
Requirement Management Plan.
Scope Management Plane.
Schedule Management Plan.
Cost Management Plan.
Quality Management Plan.
Process Improvement Plan
Configuration Management Plan
Change Management Plan.
Resource Management Plan.
Communication Management Plan.
Risk Management Plan.
Procurement Management Plan
Stakeholder Management Plan

Parts of the Project Management Plan.
2. Project Baselines:
Scope Baseline.
Schedule Baseline.
Cost Performance Baseline.
These 3 above are called Performance Measurement Baseline.

Requireme
Stakeholde
nt MP Scope
r MP
MP
Resource Schedule
MP MP
Communic Cost
ation MP PM MP
Plan
Quality
Risk MP
MP
Process
Procurem
Improveme
ent MP nt Plan
Change Configura
MP tion MP

 Project Documents: (not part of Project Plan)

 Continuously updated through out project.
 Created by project manager for his own need.
 May Contain:
 Project charter.(shown to Sponsor)
 Statement of work.(shown to Sponsor)
 Contract. .(shown to Sponsor)
 Requirement Document.
 Project Logs(issue, Assumption, Constrain,..etc.).
 Risk Register.
 Stakeholder Register.

PM Plan & Project Documents
PMP

• Kickoff Meeting:
• The end effort in the Develop project management plan process.
• Attended by Key parties involved in the project.
• The purpose is to make sure everyone is on the same page and
introducing those involved in the project.
• The meeting my review such items as project milestone, project risks,
the communication management plan and the meetings schedule.
• In the small project, kickoff Meeting done in the Planning Process
Group
• In the Larges projects, kickoff Meeting done in the Executing
Process Group

4.3 Direct & Manage Project Work
• The Process includes Project management activities and Project

activities that deliver products/services as defined in Scope Statement.
• Perform activities to accomplish project objectives.
• Spend funds to accomplish project objectives.
• Staff, train and manage project team.
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ECO-Domain +201551127600 +249123009776
 The activities are include but not limited to:

 Obtain, bids and offers/proposals.
 Manage sellers.
 Obtain and manage resources.
 Implement planned methods and standards.
 Collect & document lessons learned.
 Manage risks & implement risk responses project team.
 Adopt approved changes into project’s subsidiary plans
 Manage and implement change requests, corrective actions, preventive
actions and defect repairs
 Establish and manage communication channels
 Collect project data and report cost, schedule, quality progress.

Inputs Project Management Expert Judgment Deliverables
Outputs
Plan Work Performance Data
Project Management
Project Documents Issue Log
Information System
Approved Change Change Requests
Requests Meetings
PM Plan Updates
4. Enterprise
Environmental Factors Project Document
Updates
5. Organizational
Process Asset OPA updates

Inputs
2. Project Documents
3. Approved Change Requests
4. Enterprise Environmental Factors
5. Organizational Process Asset
Tools and Techniques

1. Expert Judgment
2. Project Management Information System
3. Meetings

Outputs
1. Deliverables.*
2. Work Performance Data.
Project Schedule Status Data.
Project Cost Status Data.
Resource Utilization Data.
3. Issue Log
4. Change Requests. *
5. Project Management Plan updates.
6. Project Documents updates.
7. OPA updates

• Project Management Information System:

• Parts of Enterprise Environmental Factors.
• Is a method to gather , integrate & disseminate what & how project is
done.
• Help the project manager know how the project is going.
• Example:
• Schedule Software Tools.
• Configuration Management System.
• Addressing Controlling evolution of project Documentation.
• Working Authorization System.
• Used to coordinate when & in what order the work is performed.

4.4 Manage Project Knowledge
• The Process of using existing knowledge and creating new knowledge to
achieve the project’s objectives and contribute to organizational learning.
• The key benefits of this process are that prior organizational knowledge
is leveraged to produce or improve the project outcomes, and knowledge
created by the project is available to support organizational operations
and future projects or phases
• Knowledge management is concerned with managing both tacit and
explicit knowledge for two purposes: reusing existing knowledge and
creating new knowledge
• Documenting lessons learned is a professional responsibility
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ECO-Domain +201551127600 +249123009776
Inputs Project Management Expert Judgment Lessons learned register
Outputs
Plan PM Plan Updates
Knowledge
Project Documents OPA updates
management
Deliverables
Information
4. Enterprise Management
Environmental Factors
5. Organizational Interpersonal and
Process Asset team skills

Inputs Tools and Techniques
1. Project Management Plan 1. Expert Judgment
2. Project Documents 2. Knowledge management
• Lessons learned register 3. Information Management
• Project team assignments 4. Interpersonal and team skills
• Resource breakdown structure • Active listening
• Source selection criteria • Facilitation
• Stakeholder register • Leadership
3. Deliverables • Networking
4. Enterprise Environmental • Political awareness
Factors Outputs
5. Organizational Process Asset
1. Lessons learned register
2. PM Plan Updates
3. OPA updates

• Tools & Techniques Overview.
1. Knowledge management
• Knowledge management tools and techniques connect people so they can work
together to create new knowledge, share tacit knowledge, and integrate the knowledge
of diverse team members
• Such as Networking
• Communities of practice
• Meetings
• Work shadowing
• Storytelling
• Knowledge fairs and cafés
• Training that involves interaction between learners

• Lesson Learned on the Project:

4.5 Monitor & Control Project Work
oIs the process of tracking, reviewing, and reporting the overall

progress to meet the performance objectives defined in the project
management plan
oThe Process includes the activities required to monitor and control
the project as desired.
oThe activities are include but not limited to:
➢Comparing actual project performance against project plan.
➢Assess and implement needed corrective / preventive actions.
➢Analyzing and tracking and monitoring project risks and implementing risk
responses accordingly.
➢Monitoring Implementation of approved changes.
➢Ensuring that the project stays aligned with the business needs.

ECO-Domain +201551127600 +249123009776
1.Project Management Expert Judgment Work Performance

Inputs
Outputs
Plan Reports
Data analysis
Project Documents Change Requests
Work Performance Decision making PM Plan Updates
Information Meetings Project Document
Agreements Updates
Enterprise
Organizational Process
Assets

Inputs Tools and Techniques
1. Project management plan 1. Expert Judgment.
2. Project documents
2. Data analysis
• Assumption log
• Basis of estimates 3. Decision making.
• Cost forecasts 4. Meetings.
• Issue log Outputs
• Lessons learned register
1. Change Requests.
• Milestone list
• Corrective Action
• Quality reports
• Preventive Action
• Risk register
• Defect Repair
• Risk report
• Schedule forecasts
2. Work performance Report.
3. Work performance information 3. Project Management Plan
4. Agreements Updates.
5. Enterprise environmental factors 4. Project Document Updates.
6. Organizational process assets

 Tools & Techniques Overview:
1. Data analysis
➢ Alternatives analysis
➢ Cost-benefit analysis
➢ Earned value analysis
➢ Root cause analysis
➢ Trend analysis
➢ Variance analysis

4.6 Perform Integrated Change Control
 This process includes the change management activities:
1. Identifying the change need or change occurred.
2. Ensuring only approved changes are implemented.
3. Reviewing and approving change requests.
4. Managing approved changes.
 The Objectives of Configuration & Change Management Systems are:

 Adopts method to identify and request changes to establish baselines and
assess these changes
 Provides opportunities to validate and improve the project by assessing the
impact of all change requests
 Provides the method to consistently communicate all approved and rejected
changes to all stakeholders/team members

ECO-Domain +201551127600 +249123009776
 The activities of Configuration Management System are:

 Configuration Identification
Selection and identification of a configuration item.
 Configuration Status Accounting
Information is recorded and reported as to when appropriate
data about configuration item should be provided
 Configuration Verification and Audit
 Ensuring the composition of configuration items are correct
& corresponded changed are registered, assessed, tracked and
correctly implemented.

• Configuration Control:
• Is focused on the specification of both deliverables & the processes.
• Change control
• Is focused on identifying, documenting and controlling changes to the
project and product baseline.


Inputs Project Management Expert Judgment Approved Change
Outputs
Plan Requests
Change Control Tools
Project Documents PM Plan Updates
Work Data analysis Project Document
Performance Reports Decision making Updates
Change Requests Meetings
Enterprise
Assets

Inputs  Outputs
1. Project Management Plan 1. Approved change requests
2. Project Document 2. Change log
3. Work Performance Reports
4. Change Requests Updates
5. Enterprise Environmental Factors
4. Project Document Updates
6. Organizational Process Assets
 Tools and Techniques
1. Expert Judgment
2. Change Control tools.
3. Data analysis
4. Decision making
• Voting
• Autocratic decision making
• Multi-criteria decision analysis
5. Meetings

oThe Process for Making Change:
1. Evaluate the Impact.
2. Create Option.
3. Get the change request approved /reject Internally.
4. Get customer buy-in (if required)

 T&T Overview:
1. Change Control Tools
• Tools should support the following Configuration management
activities
➢ Identify configuration item
➢ Record and report configuration item status
➢ Perform configuration item verification and audit
• Tools should support the following Change management
activities as well:
➢ Identify changes.
➢ Document changes.
➢ Decide on changes.
➢ Track changes.

 Changes can grouped into two group:

 Changes affect the baselines, policies and procedures, charter, or contracts, or
statements of work (Need the Control Change Board- Approval by
Sponsor)
 Changes not affect the above artifact (Project Manager may approve)
Agile Change Management

 Delegate much of the decision-making authority to the product owner
for Changes that would not significantly alter the outcome or benefits of
the project.
 The product owner is typically given a description of business benefits to
deliver within a firm budget and timeline, if changes more than that will
escalate for the sponsor
 Daily small changes come with building something new or complex are
managed within the team

4.7 Close Project or Phase
• Is the process of finalizing all activities for the project, phase,

or contract.
• The activities in this process include:
• Activities necessary to satisfy completion or exit criteria.
• To transfer products/services to next phase or operations.
• To collect project/phase records, lessons learned, audit project

success/failure, archive project information for future use.
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ECO-Domain +201551127600 +249123009776
Project charter Expert Judgment Project documents
Outputs
Inputs

Project Management updates
Data analysis
Plan Final Product, Service
Project Documents
Meetings and Result Transition
Accepted Deliverables Final Report
Business Documents Organizational Process
Assets Updates
Agreements
Procurement
documentation
Assets

Inputs Outputs
1. Project charter 1. Project documents updates
2. Project Management Plan • Lessons learned register
3. Project Documents 2. Final Product, Service, or
4. Accepted Deliverables Result Transition.
5. Business Documents 3. Final report
6. Agreements 4. Organizational Process
7. Procurement documentation Assets updates.
Project files.
8. Organizational Process Assets Project / Phase closure documents.
Tools and Techniques Historical Information.
1. Expert Judgment.
2. Data analysis
3. Meetings

To Sum Up..
 We know processes in project Integration Management.
 We know how to Develop Project Charter.
 We know how to Develop Project Management Plan.
 We know how to Direct and Manage Project Execution.
 We know how to Manage Project Knowledge.
 We know how to Monitor and Control Project Work.
 We know what is Integrated Change Control.
 We know how to Close the Project.

PMP
Questions?
THANK YOU

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Chapter – 4

Project Integration Management

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

• Ensures proper coordination among project management process

 What is the main role of Project Manager?

 Means to pull all the pieces of the project together into a

 Integration includes characteristics of unification, consolidation,

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

 Development life cycle

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The team members determine how plans and components

The project manager’s focus is on building a collaborative

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Initiating Planning Executing M&C Closing

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Inputs Business documents Expert judgment Project Charter

Tools and Techniques

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Contains of Project Charter: (example)

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Contains of Project Charter In Agile:

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Project Selection Methods:(Involved in Business Case)

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Inputs Project Charter Expert Judgment Project Management

Tools and Techniques

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• Project Management Plan integrates and consolidates the

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Project Management Plan Processes Contain:

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Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

 Project Documents: (not part of Project Plan)

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

• The Process includes Project management activities and Project

• Perform activities to accomplish project objectives.

• Spend funds to accomplish project objectives.

• Staff, train and manage project team.

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn 2: Task 1,10,12,16,17

 The activities are include but not limited to:

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776

Inputs Project Management Expert Judgment Deliverables

Eng. Adulaziz Gasim,MBA,PMP,PMI-RMP www.Selfelearn.com \Selfelearn +201551127600 +249123009776