Project Management 2

Project Integration Management
PMP Prep Course – PMBOK 5th Edition – Version 1.0
PMP Study Group
©2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
Project Integration Management Definition
A subset of project management that includes:
“The processes and activities needed to

identify, define, combine, unify, and coordinate the
various processes and project management
activities within the Project Management Process
Groups.”
PMBoK® Guide, 5th Edition, p. 63
©2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 2
Project Integration Management is . . .
Primarily concerned with effectively integrating the

processes among the Project Management Process
Groups that are required to accomplish project
objectives within an organization’s defined procedures.
Project Integration Management Processes
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
Develop Project Charter Process
Project Management Process Groups

Knowledge Area
Monitoring &
Initiating Planning Executing Closing
Controlling
4.4 Monitor and

Control Project
4.2 Develop 4.3 Direct and Work 4.6 Close
4. Project 4.1 Develop
Project Manage Project or
Integration Project
Management Project 4.5 Perform Phase
Management Charter
Plan Work Integrated
Change
Control
Across Project Management Process Groups
4.1 Develop Project Charter

Definition: “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 the project activities”
4.1 Develop Project Charter Data Flow Diagram
4.1.1 Develop Project Charter Inputs

A narrative description of product or services to be supplied by the project:
Project Business need
4.1.1.1 Statement of
Work Product scope description
Strategic plan
The facts that determine whether the project is worth the investment to achieve
the project objectives:
4.1.1.2 Business Case
Used to justify spending organizational assets (resources, time, money, etc.)
Used to select projects from among a list of potential projects
Define the goal of the project. Agreements can be formal or informal:
Contract
SLA’s
4.1.1.3 Agreements
Letter of Intent and Memorandums
eMails
Verbal agreement
4.1.1 Develop Project Charter Inputs

External and internal environmental conditions that influence the project:
Government or industry standards
Enterprise Organization culture
4.1.1.4 Environmental
Factors Organization structure
Existing infrastructure
Marketplace conditions
Process related assets (such as plans, policies, procedures and guidelines) that
can be used for the project.
Organizational The organization’s standard and established policies and procedures
4.1.1.5
Process Assets
Document and report templates
Historical information (including lessons learned)
Enterprise Environmental Factors - Example
Organizational Process Assets - Example
Project Selection Methodologies
Benefit Measurement Constrained Optimization

Methods Methods
Compare and contrast projects Mathematically model the project
against each other outcomes
Murder Board Constrained Optimization Models:
Peer Review Linear Programming
Scoring Models Integer Programming
Dynamic Programming
Economic Models:
Multi-objective programming
Present Value and Net Present Value
Internal Rate of Return
Payback
Benefit Cost Ratio
4.1.2 Develop Project Charter Tools and

Techniques
Expertise provided by any group or individual with specialized knowledge or
training:
Within the organization
Expert Consultants
4.1.2.1
Judgment
Professional associations and industry groups
Subject matter experts (SME)
Project Management Office (PMO)
Used to guide the development of the charter:

Brainstorming
Facilitation
4.1.2.2 Problem Solving
Techniques
Conflict Resolution
Meeting Management
4.1.3 Develop Project Charter Outputs
Formally authorizes the project

Provides the Project Manager with the authority to apply organizational
resources to project activities
4.1.3.1 Project Charter The project charter is issued by the project sponsor:
Sponsor can be an individual or a project portfolio steering committee or
the Project Management Office
The sponsor must have the authority to fund the project
The Project Charter

The Project Charter addresses:
Project purpose or justification Business Needs
• Market Demand
Measurable objectives and success criteria
• Organizational Need
High level requirements • Customer Request
Assumptions and Constraints • Technological Advance
High level project description • Legal Requirement
•Ecological Impacts
High level risks • Social Need
Summary milestone schedule
PMBoK® Guide, 5th Edition, p.69
Summary budget
Stakeholder list
Project approval requirements
Assigned Project Manager
Sponsor(s) of the project with authority level
The Project Charter (cont’d)
The project cannot be started without a charter because

the charter:
Formally recognizes the existence of the project
Gives the project manager the authority to spend money and
commit resources.
Provides the high level requirements and expectations
Links the project to the organization’s ongoing work
4.1 Develop Project Charter Miscellaneous Facts
Who can issue the A project initiator or sponsor external to the project at an
Project Charter? organizational level appropriate to funding the project.
Market demand
Organizational need
What factors are Customer request
projects taken to Technological advance
address? Legal or regulatory requirement
Ecological impacts
Social need
4.1 Develop Project Charter Terms

Factors that are considered to be true, real or certain without proof or
demonstration.
Assumptions Assumptions need to be identified, documented and validated
Part of progressive elaboration of the project
Factors that limit the project team’s options to complete the project and
Constraints produce the required deliverables
Opportunity Cost The benefit ($$$$) lost by selecting another project
Money already spent that cannot be recovered

Sunk Cost
Sunk costs are not considered when deciding whether to continue an effort
Law of Productivity and resources are not linked in a 1:1 relationship
Diminishing At some point adding resources does not yield a corresponding increase in
Returns productivity
The funds available for use by an organization
Working Capital
Calculated by subtracting current liabilities from current assets
Accounts for the fact that assets lose value over time.
Types of depreciation:
Depreciation Straight line
Accelerated
Practice Question:
Inputs for a Project Charter include all of the following EXCEPT:
A. Detailed schedule
B. Product scope description
C. Organizational need
D. Strategic plan
Develop Project Management Plan Process

Knowledge Area
Monitoring &
Controlling
4.4 Monitor and

Control Project
Integration Project
Management Charter
Plan Execution Integrated
Change
Control

Definition: “The process of defining, preparing, and coordinating
subsidiary plans and integrating them into a
comprehensive project management plan.”
PMBoK® Guide, 5h Edition, p. 72

Data Flow Diagram
4.2.1 Develop Project Management Plan Inputs

4.2.1.1 Project Charter Defined in Section 4.1.3.1
Outputs from
4.2.1.2 Planning Defined in Sections 5 through 13
Processes
Government of industry standards

Project Management Information System (PMIS)
Enterprise Organizational structure
4.2.1.3 Environmental
Factors Organizational culture
Existing infrastructure
Personnel administration policies and guidelines
Standardized guidelines, work instructions, proposal evaluation criteria, and
performance measurement criteria
Project management plan template
Organizational Change control procedures
4.2.1.4
Process Assets
Project files from previous projects
Historical information and lessons learned from previous projects
Configuration management
4.2.2 Develop Project Management Plan Tools &

Techniques
When developing the project management plan use expert judgment to:
Decide which processes are needed for the project and to what degree do
they need to be applied
Expert
4.2.2.1 Determine resources needed and the level of involvement to complete the
Judgment
project work the plan
Develop the technical details to be included in the plan
Prioritize work to ensure resources are allocated appropriately
Facilitation
4.2.2.2 Used to guide developing the project management plan.
Techniques
4.2.3 Develop Project Management Plan Outputs

Integrates and consolidates all of the subsidiary management plans and baselines
from the planning processes. It documents the outputs of the subsidiary
management plans.
It includes:
Project management processes selected by the project management team
The level of implementation of each selected process
The tools and techniques to be used to accomplish the selected processes
Project
4.2.3.1 Management How the selected processes will be used to manage the project
Plan How work will be executed to accomplish the project objectives
How changes will be monitored and controlled
How configuration management will be performed
How integrity of performance baselines will be maintained and used
The need and technique for communication among stakeholders
The selected project life cycle and associated project phases
Key management reviews for content, extent and timing
The Project Management Plan must have:
Buy in from all stakeholders
Approved (with signatures)
Realistic
Formal
The Project Management Plan
Projects are managed to baselines:
Schedule Baseline
Cost Baseline
Scope Baseline
4.2 Develop Project Management Plan Terms

Persons and organizations, such as customers, sponsors, performing
organizations and the public, that are actively involved in the project, or whose
Stakeholder interests may be positively or negatively affected by execution or completion of
the project. They may also exert influence over the project and its deliverables.
Documents not part of the project management plan that are used to manage
the project such as:
Project Charter
Project
Documents Contracts, Agreements, Statements of Work, etc.
Work Performance Reports
Risk and Issue Logs
A meeting of all parties to the project (customers, sellers, project team, senior
management, agencies, functional management, sponsor) to make certain
everyone is familiar with the details of the project and the people working on the
Kickoff Meeting project.
It is held at the end of the planning process group, just before beginning work on
the project.
Practice Question:
As Project Manager your concern is to ensure the project

management plan integrates the following:
A. Subsidiary management plans

B. Outputs from the PMBOK planning processes
C. Life cycles selected and the processes applied to each phase until
project closure
D. All of the above
Direct and Manage Project Execution Process

Knowledge Area
Monitoring &
Controlling
4.4 Monitor and

Control Project
Integration Project
Management Charter
Plan Work Integrated
Change
Control

Definition: “The process of leading and performing the work defined
in the project management plan and implementing
approved changes to achieve project objectives.”

Data Flow Diagram

Directing and managing project work involves:
Performing activities to accomplish project requirements
Creating project deliverables
Staffing, training and managing project team members
Obtaining, managing, and using resources (materials, tools, equipment and facilities)
Implementing the planned methods and standards
Establishing and managing project communication channels (external and internal)
Issuing change requests (corrective, preventive and defect repair)

Directing and managing project work involves: (continued)
Managing risk and implementing risk response activities
Managing sellers and suppliers
Including approved changes into the project’s scope, plans and environment
Generating project data ( cost, schedule, quality and progress) for reporting and
forecasting
Implementing approved process improvement activities
Managing stakeholders
Documenting lessons learned
4.3.1 Direct and Manage Project Work Inputs

Project Management
4.3.1.1 See Section 4.2.3.1
Plan
Corrective Actions
Approved Change
4.3.1.2 Preventive Actions
Requests
Defect Repairs
Organizational, company or customer culture and structure
Enterprise Existing infrastructure
4.3.1.3 Environmental Personnel administration policies and guidelines
Factors Stakeholder risk tolerances
Project Management Information System (PMIS)
Standardized guidelines and work instructions
Communication requirements and policies
Organizational Issue and defect management procedures
4.3.1.4
Process Assets Process measurement database
Files and information from previous projects
Issue and defect management database
4.3.2 Direct and Manage Project Work Tools &

Techniques
4.3.2.1 Expert Judgment Previously defined
Project Management
4.3.2.2 Information System Previously defined
(PMIS)
Meetings are held to discuss topics pertinent to the project:
Information exchange
4.3.2.3 Meetings Problem solving
Option evaluation
Decision making
4.3.3 Direct and Manage Project Work Outputs
4.3.3.1 Deliverables
Raw data on the activities being performed to accomplish the project work. This
typically includes, but is not limited to:
Start and finish dates of activities
Deliverables that have been completed and those not completed
Work Costs authorized and incurred
4.3.3.2 Performance
Percent physically complete of the in-progress schedule activities
Data
Documented lessons learned posted to the lessons learned knowledge base
Resource utilization detail
Number of defects
Number of change requests
4.3.3 Direct and Manage Project Work Outputs

(cont’d)
Corrective Action
Change Preventive Action
4.3.3.3
Requests Defect Repair
Documentation Updates
Project
4.3.3.4 Management Subsidiary project plans
Plan Updates
Project Requirements
4.3.3.5 Document Stakeholder Register
Updates Risks Register
4.3 Direct and Manage Project Work Terms
An action to bring expected future project performance into conformance with

Corrective Action the project management plan
An action to ensure the future project performance does not deviate from the
Preventive Action project management plan.
An imperfection or deficiency in a project component where that component

Defect does not meet its requirements or specifications and needs to be either repaired
or replaced.
Defect Repair The action to modify a defective product or product component.
The learning gained from the process of performing the project. Also considered
Lessons Learned a project record to be included in the lessons learned knowledge base.
4.3 Direct and Manage Project Work Terms

An estimate, expressed as a percent, of the amount of work that has been
completed on an activity or a work breakdown component.
50/50 Rule: Task is 50% complete when it starts and gets credit for the
remaining 50% upon completion
Percent Complete
20/80 Rule: Task is 20% complete when it starts and gets credit for the
remaining 80% upon completion
0/100 Rule: A task does not get credit for partial completion, only full
completion
A unique and verifiable product, result or capability to perform a service that

Deliverable must be produced to complete a process, phase or project.
Practice Question:
As the Project Manager for Go Green Airlines you know that you
need to manage Project Execution. Which is the best response to,
define Direct and Manage Project Execution?
A. Project Charter
B. Quality Management Plan
C. Perform activities to accomplish project requirements
D. Managing people doing the work and implementing approved
changes
Monitor and Control Project Work Process

Knowledge Area
Monitoring &
Controlling
4.4 Monitor and

Control Project
Integration Project
Management Charter
Change
Control

Definition: “The process of tracking, reviewing, and reporting the
progress to the meet the performance objectives defined
in the project management plan.”

Data Flow Diagram
4.4.1 Monitor and Control Project Work Inputs
4.4.1.1 Project Management Plan Described in Section 4.2.3.1
Described in Section 6.7.3.2

4.4.1.2 Schedule Forecasts Can be expressed in Earned Value terms or variances of planned
finish dates vs. forecasted finish dates
4.4.1.3 Cost Forecasts Can be expressed in Earned Value terms or variances of planned vs.
actual expenditures and forecasted final costs

4.4.1.4 Validated Changes
Ensures approved changes were implemented
Work Performance Analyzed data is transformed into information that can be used for
4.4.1.5
Information decision making
4.4.1 Monitor and Control Project Work Inputs

Government or industry standards
Enterprise Environmental Company work authorization system
4.4.1.6
Factors Stakeholder risk tolerances
Project Management Information Systems
Organization communication requirements
Financial controls procedures
Organizational Process Issue and defect management procedures
4.4.1.7
Assets Risk control procedures
Process measurement database
Lessons learned database
4.4.2 Monitor and Control Project Work Tools &

Techniques
Previously defined
4.4.2.1 Expert Judgment
Used to forecast outcomes:

Regression analysis
Root Cause Analysis
Failure Mode Effect Analysis
4.4.2.2 Analytical Techniques
Fault Tree Analysis
Earned Value Management
Variance Analysis
4.4.3 Monitor and Control Project Work Outputs

Corrective action
4.4.3.1 Change Requests Preventive action
Defect repair
Project documents that report work performance information that is used to

Work Performance communicate project progress and generate decisions or activity.
4.4.3.2
Reports
Schedule Management Plan

Project Management Cost Management Plan
4.4.3.3
Plan Updates Quality Management Plan
Baselines: Scope, Schedule, Cost
Forecasts
Project Document
4.4.3.4 Performance Reports
Updates
Issues log
4.4 Monitor and Control Project Work Terms

A management methodology for integrating scope, schedule and resources and
for objectively measuring project performance and progress:
Earned Value Performance is measured by determining the budgeted cost of work
Management performed (the earned value) and comparing it to the actual cost of worked
performed (the actual cost)
Progress is measured by comparing the earned value to the planned value
An approved plan for the project work against which project execution is
compared and deviations are measured for management control. The project
Performance measurement baseline typically integrates scope, schedule, and cost
Measurement parameters of a project, but may also include technical and quality
Baseline parameters.
The project baseline may be changed by formally approved changes
Practice Question:
If a Project Manager is concerned with the process of tracking,
reviewing and regulating the progress to meet performance
objectives as defined in the project management plan, which
should she/he concentrate on:
A. Communication plan
B. Continuous monitoring
C. Project management information system
D. Scope management plan
Perform Integrated Change Control Process

Knowledge Area
Monitoring &
Controlling
4.4 Monitor and

Control Project
Integration Project
Management Charter
Change
Control

Definition: “The process of reviewing all change requests, approving
changes, and managing changes to the deliverables,
organizational process assets, project documents, and the
project management plan and communicating their
disposition.”

Data Flow Diagram

Integrated Change Control includes the following:
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, analyzing and approving requested changes
Managing the approved changes by regulating the flow of requested changes
Maintaining the integrity of baselines by releasing only approved changes
Reviewing and approving all recommended corrective and preventive actions
Controlling and updating the scope, cost, budget, schedule, and quality requirements
based on approved changes
Documenting the impact of requested changes
Validating defect repair
Controlling project quality to standards based on quality reports

The Project Manager should be concerned with:
Ensuring the change is beneficial

Determining if change is needed
Looking for alternatives to change
Minimizing the negative impact of change
Notifying stakeholders affected by the change
4.5.1 Perform Integrated Change Control Inputs

4.5.1.1 Project Management Plan Defined in Section 4.2.3.1
Work Performance
4.5.1.2 Defined in Section 4.4.3.2
Reports
Corrective Action
4.5.1.3 Change Requests Preventive Action
Defect Repair
Enterprise Environmental
4.5.1.4 Project Management Information System
Factors
Change control procedures

Change approval and authorization procedures
Organizational Process
4.5.1.5 Process measurement database
Assets
Project files
Configuration management knowledge base
4.5.2 Perform Integrated Change Control Tools &

Techniques
Change Control Board Meetings:

Roles and responsibilities defined in the change control procedures
Membership on the board will include major stakeholders
4.5.2.2 Meetings The customer may be included for projects being done under
contract
Reviews change requests
Approves or rejects change requests
Used to manage change requests and the final disposition of those

4.5.2.3 Change Control Tools requests.
Who can approve changes?
Project Sponsor who signed/approved the Project

Changes to Project Charter
Charter. The Project Manager can provide input.
Changes to Project Baselines The Change Control Board or Sponsor needs to be

or any Constraints involved. The Project Manager can recommend options.
Project Manager can make the change if the change is

Changes within the Project
within the Project Manager’s authority and does not
Plan
require changes to any project baselines.
The Steps for Making Changes
Evaluate for impact on

Evaluate impact the Project Constraints:
Create Options • Scope
• Quality
Get internal buy in • Schedule
Get customer buy in (if necessary) • Budget
• Resources
Approve or reject change • Risk
Adjust project management plan and baselines
Notify stakeholders affected by change
Manage project to the new project
management plan and baseline
4.5.3 Perform Integrated Change Control Outputs

Approved Change Requests
Corrective Actions
Approved Change Preventive Actions
4.5.3.1
Requests Defect Repair
Rejected Change Requests
Validated Defect Repair
4.5.3.2 Change Log Documents changes made during a project
Project Management
4.5.3.3
Plan Updates
Project Document
4.5.3.4
Updates
Approved Change Requests are INPUTS for

Directing and Managing Project Work
Configuration Management
A documented procedure used to apply technical and administrative
direction and surveillance to:
Identify and document the functional and physical characteristics of an item
or system
Control any changes to such characteristics
Record and report the change and its implementation status
Audit the items and system to verify conformance to requirements
4.5 Perform Integrated Change Control Terms
Providing the basis from which the configuration of products is defined

Configuration
and verified, products and documents are labeled, changes are
Identification
managed, and accountability is maintained.
Configuration Capturing, storing, and accessing configuration information needed to

Status Accounting manage products and product information effectively.
Configuration
Establishing that the performance and functional requirements defined
Verification and
in the configuration documentation have been met.
Auditing
All requested changes must be either accepted or rejected by some
authority within the project management team or an external
Change Control organization representing the initiator, sponsor, or customer.
Board Oftentimes a Change Control Board is established to approve and
reject changes. The roles and responsibilities of the Change Control
Board are defined in the configuration and change control procedures.
Practice Question:
A change control process should be created:
A. As needed per the project plan

B. By the steering committee
C. As a formal documented procedure
D. Only if changes are expected
Close Project Phase Process

Knowledge Area
Monitoring &
Controlling
4.4 Monitor and

Control Project
Integration Project
Management Charter
Change
Control
4.6 Close Project or Phase

Definition: “The process of finalizing all activities across all of the
Project Management Process Groups to formally
complete the project or phase”
4.6 Close Project or Phase Data Flow Diagram
4.6.1 Close Project or Phase Inputs
Project Management
4.6.1.1 Described in Section 4.2.3.1
Plan
Accepted
4.6.1.2 Scope Verification: Formal acceptance of the completed project deliverables
Deliverables
Closure guidelines, requirements and procedures

Organizational
4.6.1.3 Historical information
Process Assets
Lessons learned database
4.6.2 Close Project or Phase Tools and

Techniques
Analytical
4.6.2.2 Described in Section 4.4.2.2
Techniques
Lessons Learned
4.6.2.3 Meetings User Groups
Review Meetings
4.6.3 Close Project or Phase Outputs
Final Product, Transition of the project’s (or phase’s) product or result to:
4.6.3.1 Service, or Result The ongoing organization, or
Transition The next phase of the project
Lessons Learned
Organizational Corporate Knowledge Base
4.6.3.2 Process Assets Project Files
Updates Project or phase closure documents
Historical information
Practice Question:
Once the project is complete, the complete set of project records

should be sent to the:
A. Project archives
B. Every stakeholder on the team
C. Document Imaging system
D. Project sponsor
Good Luck!!

Project Management 2

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Project Management 2

Uploaded by

Copyright:

Available Formats

Project Integration Management

PMP Prep Course – PMBOK 5th Edition – Version 1.0

PMP Study Group

Project Integration Management

Project Integration Management Definition

A subset of project management that includes:

“The processes and activities needed to

Project Integration Management is . . .

Primarily concerned with effectively integrating the

Project Integration Management Processes

4.1 Develop Project Charter

4.2 Develop Project Management Plan

4.3 Direct and Manage Project Work

4.4 Monitor and Control Project Work

4.5 Perform Integrated Change Control

4.6 Close Project or Phase

Develop Project Charter Process

Project Management Process Groups

4.4 Monitor and

Across Project Management Process Groups

4.1 Develop Project Charter

PMBoK® Guide, 5th Edition, p. 66

4.1 Develop Project Charter Data Flow Diagram

PMBoK® Guide, 5th Edition, p. 67

4.1.1 Develop Project Charter Inputs

4.1.1 Develop Project Charter Inputs

Enterprise Environmental Factors - Example

Organizational Process Assets - Example

Project Selection Methodologies

Benefit Measurement Constrained Optimization

4.1.2 Develop Project Charter Tools and

Used to guide the development of the charter:

4.1.3 Develop Project Charter Outputs

Formally authorizes the project

The Project Charter

The Project Charter (cont’d)

The project cannot be started without a charter because

4.1 Develop Project Charter Miscellaneous Facts

4.1 Develop Project Charter Terms

Opportunity Cost The benefit ($$$$) lost by selecting another project

Money already spent that cannot be recovered

Inputs for a Project Charter include all of the following EXCEPT:

Develop Project Management Plan Process

Project Management Process Groups

4.4 Monitor and

Across Project Management Process Groups

4.2 Develop Project Management Plan

PMBoK® Guide, 5th Edition, p. 72

4.2 Develop Project Management Plan

PMBoK® Guide, 5th Edition, p. 73

4.2.1 Develop Project Management Plan Inputs

Government of industry standards

4.2.2 Develop Project Management Plan Tools &

4.2.3 Develop Project Management Plan Outputs

The Project Management Plan must have:

Buy in from all stakeholders

Approved (with signatures)

The Project Management Plan

Projects are managed to baselines:

4.2 Develop Project Management Plan Terms

As Project Manager your concern is to ensure the project

A. Subsidiary management plans

Direct and Manage Project Execution Process