Project Integration Management 6th Edition Feb18th

PMP F2F
Study
Group #1
PMP Certification – how do you become certified?
• Education and Experience

• You need to have a minimum combination of education and project experience
• Code of professional conduct

• You need to agree to adhere to the PMP code of professional conduct
• Application
• You need to apply to PMI, who will validate your application
• Examination
• You need to pass a 4-hour, 200-question multiple-choice examination
2 © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Education & Experience
Category 1 Category 2
Education & Qualification Baccalaureate or global High school diploma or

equivalent university degree equivalent secondary school
credential
Experience (hours) 4500 hours 7500 hours

(2-3 years) (4-5 years)
Experience (months) 36 non-overlapping months 60 non-overlapping months

within 8 years within 8 years
Project
3 Management
© Copyright Education
2012 Hewlett-Packard Development 35 contact
Company, L.P. The information contained herein is subject tohours
change without notice. 35 contact hours
Application
• Your application to PMI:
• Completed application (your name on the application must match the identification you will use for the exam)
• Experience verification forms (one per project):

• Employer Project start/completion dates (non-overlapping months)
• Project title
• Your role in the project
• Project contact
• Number of hours spent in each of the five process areas
• Summary of project tasks that you led
• PM education form
• The test material and examination fee (approx $550)
Framework
1- Introduction
© Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
Project Definition
A PROJECT is a temporary
endeavor undertaken to create a
unique product, service or result.
[Progressive elaboration]
Project Management Definition
PROJECT MANAGEMENT “is the

application of knowledge, skills, tools, and
techniques to project activities to meet the
project requirements.”
“This application of knowledge requires the

effective management of the project
management processes”
Program, Portfolio, and PMO Definitions
A PROGRAM is a group of related projects managed in a

coordinated way to obtain benefits not available from
managing them individually.
A PORTFOLIO is a collection of projects or programs and

other work that are grouped together to effectively manage
that work to meet strategic business objectives.
A PROJECT MANAGEMENT OFFICE (PMO) is an

organizational unit to centralize and coordinate
management of projects and programs.
The project manager's sphere of influence
The project manager's sphere of influence:
Project managers fulfill numerous roles within their sphere of
influence. These roles reflect the project manager's capabilities and
are representative of the value and contributions of the project
management profession.
Project manager competences:

• Technical project management. The knowledge, skills, and behaviors related
to specific domains of project, program, and portfolio management. The
technical aspects of performing one's role.
• Leadership. The knowledge, skills, and behaviors needed to guide, motivate,
and direct a team, to help an organization achieve its business goals.
• Strategic and business management. The knowledge of and expertise in the
industry and organization that enhanced performance and better delivers
business outcomes.
Project Lifecycle and staffing
• Series of phases that a project passes through from initiation to closure.
• Starting the project
• Organizing and preparing
• Carrying out the project work
• Closing the project
Project Phases
A project may be divided into any number of phases. A project phases is
a collection of logically related project activities that culminates in the
completion of one or more deliverables.
Projects can be single, or overlapping or multiple.
Project Management Processes
Inputs, Tools & Techniques and Outputs
A process is a set of interrelated actions and activities performed to

achieve a pre-specified project, result, or service.
Each process is characterized by its: inputs the tools and techniques

that can be applied, and the resulting outputs.
PMBOK Chapter layout Develop Project Charter
Project Management Processes
• Initiating
Processes performed to define a new project or new phase of an existing project by
obtaining authorization to start the project or phase.
• Planning
Processes required to establish the scope of the project, refine the objectives and
define the course of actions required to obtain the objectives that the project was
undertaken to achieve.
• Executing
Processes performed to complete the work defined in the project management plan to
satisfy the projects specifications.
• Monitoring and Controlling
Processes required to track, review and regulate the progress and performance of the
project; identify and areas in which changes to the plan are required.
• Closing
Processes performed to finalize all activities across all Process Groups to formally
close the project or phase.
Project Management Process Interactions
Process Groups and Knowledge Areas Mapping
Process Groups
Knowledge Areas Initiating Planning Executing Monitoring and Controlling Closing
Direct and Manage Project Work Monitor and Control Project Work
Project Integration Management Develop Project Charter Develop Project Management Plan Close Project or Phase
Manage Project Knowledge Perform Integrated Change Control
Plan Scope Management
Validate Scope
Collect Requirements
Project Scope Management
Define Scope
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Project Schedule Management Sequence Activities Control Schedule
Estimate Activity Durations
Develop Schedule
Plan Cost Management
Project Cost Management Estimate Costs Control Costs
Determine Budget
Project Quality Management Plan Quality Management Manage Quality Control Quality
Acquire Resources
Plan Human Resource Management
Project Human Resource Management Develop Team Control Resources
Estimate Activity Resources Manage Team
Project Communications Management Plan Communications Management Manage Communications Monitor Communications
Plan Risk Management
Identify Risks
Project Risk Management Perform Qualitative Risk Analysis Implement Risk Responses Monitor Risks
Perform Quantitative Risk Analysis
Plan Risk Responses
Project Procurement Management Plan Procurement Management Conduct Procurements Control Procurements
Project Stakeholder Management Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement Monitor Stakeholder Engagement
Common Outputs in diff
Project Integration Management process groups in GREEN txt
Project Integration Management. Project Integration Management includes the processes and activities to identify, define, combine, unify,

and coordinate the various processes and project management activities within the Project Management Process Groups.
Project Integration management is accomplished through:
Process Process Name Main Output

Group
Initiating 4.1 Develop Project Charter Project Charter/Assumption log
Planning 4.2 Develop Project Management Plan Project Management Plan
Executing 4.3 Direct and Manage Project Work Deliverables, Work Performance data, Change
Requests, Project Mgmt Plan Updates, Project
4.4 Manage Project Knowledge
Document updates
Monitoring and 4.5 Monitor and Control Project Work Change Requests, Work Performance data, Project
Controlling Mgmt Plan Updates, Project Document updates
4.6 Perform Integrated Change Control Approved Change Requests, Change Log, Project
Mgmt Plan Updates, Project Document updates
Closing 4.7 Close Project or Phase Final Product, Service or Result Transition
Project Integration Mgmt
Key Inputs, Tools & Techniques, Outputs
4.1 Develop Project Charter (Initiating)
Key Inputs Tools & Techniques Key Outputs
• Project Statement of Work • Expert Judgment • Project Charter
• Business Case • Facilitation Techniques
• Agreements
• Enterprise Environmental
Factors
• Organizational Process Assets
4.2 Develop Project Management Plan (Planning)

• Project Charter • Expert Judgment • Project Management Plan
• Outputs from Other Processes • Facilitation Techniques
Factors
4.3 Direct and Manage Project Work (Executing)
• Project Management Plan • Expert Judgment • Deliverables
• Approved Change Requests • Project Management • Work Performance Data
• Enterprise Environmental Information System • Change Requests
Factors • Meetings • Project Management Plan
• Organizational Process Assets Updates
• Project Documents Updates
4.4 Manage Project Knowledge (Executing)

• Project Management Plan • Expert Judgment • Lessons learned register
• Project Documents • Project Management • Project Management Plan
• Enterprise Environmental Information System Updates
Factors • Interpersonal and team skills • Organizational Process Assets
4.5 Monitor and Control Project Work (Monitoring & Controlling)

• Project Management Plan • Expert Judgment • Change Requests
•Schedule Forecasts • Analytical Techniques • Work Performance Reports
•Cost Forecasts • Project Management • Project Management Plan
•Validated Changes Information System Updates
•Work Performance • Meetings • Project Documents Updates
Information
Factors
• Organizational Process
Assets
4.6 Perform Integrated Change Control (Monitoring & Controlling)
• Project Management Plan • Expert Judgment • Approved Change Requests
• Work performance Reports • Meetings • Change Log
• Change Requests • Change Control Tools • Project Management Plan
• Enterprise Environmental Updates
Factors • Project Documents Updates
4.7 Close Project or Phase (Closing)

• Project Management Plan • Expert Judgment • Final Product, Service or Result
• Accepted Deliverables • Analytical Techniques transition
• Organizational Process Assets • Meetings • Organizational Process assets
Updates
Summary of Integration “Must Knows”
• The Key Inputs, Tools & Techniques, and Outputs for all processes
• General attributes of organizational process assets
• General attributes of organizational environmental factors
• Characteristics of the project charter, how it is used, who creates it, and how project management uses it
• Characteristics of project selection techniques and their importance
• Characteristics and components of a project management plan
• What assumptions and constraints are as they relate to a project
• Characteristics and importance of a baseline
• Characteristics of a Project Management Information System
• Characteristics of a work authorization system
• How to correctly interpret stakeholder requests for project changes
• Differences between requested changes and approved changes
• Characteristics of a change control system
• Characteristics of a configuration management system
• Important considerations of closing a project such as product verification, lessons learned , updating of records, reporting,
archiving, and formal acceptance of components
• The definition and importance of lessons learned
• How to close a project and the documentation required to do so
Details for Each Process
4.1 Develop Project Charter
4.1 Develop Project Charter (Initiating process group)

• Project Statement of Work • Expert Judgment • Project Charter
• Business Case
• Agreements
4.1 Develop Project Charter - Overview
• 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
• Key Benefits: well defined project start, boundaries, formal record of project and direct way for Snr mgmt to formally accept and
commit to a project - validates alignment of project to the strategy and ongoing work of the organization
o An approved project charter formally authorizes and initiates the project
o It establishes formal partnership between the performing and requesting organizations
o It documents initial requirements that meet the stakeholder’s needs and expectations
o The project manager (PM) is identified and assigned as early as possible (while the project charter is being developed and prior to the start
of the planning activities).
o The project charter authorizes the PM the allocation of resources to the project activities
o It should be authored by the sponsoring entity with the PMs participation.
o It is signed off by the key stakeholders
o The project charter provides the PM with the authority to plan and execute the project
o If there is no charter, there is no project
o The project initiator should be at a level appropriate to fund and resource the project
o Projects are driven by internal business needs or external influences
o The project must align with strategic goals
o The project charter is NOT considered to be a contract (there is not money promised or exchanged in its creation)
24
4.1 Develop Project Charter
Data Flow Diagram 5.1
Plan Scope
Management
Project Initiator /
Sponsor
5.2
Collect
Requirements
5.3
• Agreement Define Scope
• Project statement of work 4,1 • Project Charter
• Business case Develop Project
6.1
Charter
Plan Schedule
Management
• Organizational process
assets 7.1
• Enterprise 4.2 Plan Cost
Environmental Factors Develop Project Management
Management
Plan 11.1
Enterprise / Plan Risk
Organization Management
13.1
Identify
Stakeholders
4.1.1 Develop Project Charter - Inputs (Page 1 of 2)
4.1.1.1 Project Statement of Work (SOW):
• A narrative description of products, services, or results to be delivered by a project.
o For internal projects, this is provided by the sponsor or initiator based on business needs or product/service requirements.
o For external projects, this can be received from the customer as part of the bid document or as part of a contract.
• It includes:
o Business need
o Description of product scope
o Strategic plan
4.1.1.2 Business Case:

• Describes the necessary information from a business standpoint to determine if a project is worth the required investment. Commonly
used for decision making by Mgrs or Executives above project level
• Includes the Business Need and the Cost Benefit analysis, and it can be created as the result of
o Market Demand o Legal Requirement
o Organizational Need o Ecological Impacts
o Customer Request o Social Need
o Technological Advance
4.1.1 Develop Project Charter - Inputs (Page 2 of 2)
4.1.1.3 Agreements
• Used to define initial intentions of project. May take the form of contracts, memorandums of understanding (MOU), service
Level agreements (SLA), letters of agreement, letters of intent, verbal agreements, email, or other written agreements. Typically
use contracts with external customers
4.1.1.4 Enterprise Environmental Factors (Influence): included but not limited to

• Governmental or industry standards or regulations
• Organizational culture and structure, and
• Marketplace conditions
4.1.1.5 Organizational Process Assets (Influence): can include but not limited to
• Organizational standard processes, policies, process definitions
• Templates
• Historical information and lessons learned
4.1.2 Develop Project Charter – Tools & Techniques
4.1.2.1 Expert Judgment:
• used to assess the inputs used in developing the project charter. Expert Judgment is applied to all technical and management details and
can be provided by:
o other units within the organization
o consultants
o stakeholders, including customers or sponsors
o Professional and technical associations
o industry groups
o subject matter experts (SME’s)
o Project management office (PMO)
4.1.2.2 Facilitation Techniques

• These have broad application in the project management processes. Here they are used to guide the development of the project charter.
Examples include:
o Brainstorming, conflict resolution, problem solving, meeting management etc.
4.1.3 Develop Project Charter – Outputs
4.1.3.1 Project Charter:
• Documents business needs, assumptions, constraints, the understanding of the customer’s needs/requirements and the new
product, service, or result that is intended to satisfy, such as:
o project purpose or justification
o measurable project objectives and related success criteria
o high-level requirements
o assumptions and constraints
o high-level project description and boundaries
o high-level risks
o summary milestone schedule
o summary budget
o stakeholder list
o project approval requirements (what constitutes success, who decides project is successful and who signs off)
o assigned project manager, responsibility, authority level
o name and authority (or others authorizing the project charter)
4.1 Develop Project Charter – Exam Notes (Page 1 of 5)
Example of Project Charter
TABLE OF CONTENTS
1 PROJECT CHARTER PURPOSE 6 PROJECT STRUCTURE APPROACH
2 PROJECT EXECUTIVE SUMMARY 7 PROJECT TEAM ORGANIZATION PLANS
3 PROJECT OVERVIEW 8 PROJECT REFERENCES
4 PROJECT SCOPE 9 APPROVALS
− 4.1 Goals and Objectives 10 APPENDICES
− 4.2 Departmental Statements of Work (SOW) − 10.1 Document Guidelines
− 4.3 Organizational Impacts − 10.2 Project Charter Document Sections
− 4.4 Project Deliverables Omitted
− 4.5 Deliverables Out of Scope
− 4.6 Project Estimated Costs & Duration
5 PROJECT CONDITIONS
− 5.1 Project Assumptions Document
− 5.2 Project Issues
− 5.3 Project Risks
− 5.4 Project Constraints
4.1 Develop Project Charter – Exam Notes (Page 2 of 5)
Kickoff Meeting
• Schedule a Kickoff meeting
o Officially starts a project (usually beginning of planning/executing)
o During planning, it can help establish what to expect for the product
o During execute, it can help set expectations to the team members
o Should include anyone with a key role in the project
Key Definitions: Assumptions and Constraints

• Assumptions are ….
o factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration
• Constraints are
o the state, quality or sense of being restricted to a given course of action or inaction.
4.1 Develop Project Charter - Exam Notes (Page 3 of 5)
Inputs: Project Selection Methods

• There are number of ways to select which project to initiate . The projects considered before a particular
project was chosen, as well as the process used to select the project may influence ho the project is planned
and managed,
• You, need to know the following 2 categories of project selection methods and their subsets
1. Benefit Measurement Method (Comparative Approach)
• Peer Review
• Scoring Models
• Economic Models (see details on next page)
2. Constrained Optimization Methods (Mathematical models )
• Linear programming
• Integer programming
• Dynamic programming
• Multi-objective programming
Inputs: Project Selection Methods cont….
• Economic Models (Note: will not have to calculate any of these for the exam, but you need to
know the definition )
• Present Value (PV) = the value today of future cash flow
• WATCH: PV also stands for Planned Value (covered in Cost Management section).
• Net Present Value (NPV) = present value of the total benefits (income or revenue) minus the costs over time.
• Useful because it allows for a comparison of many projects to select the best project
– Select the project with highest NPV
• Internal Rate of Return = The rate at which the project inflows (revenues) and project outflows (costs) are equal
(IRR) – Select the highest percentage
• Payback Period = the period of time it takes to recover investment in the project before profits can start
accumulating
– Select the shortest period
• Benefit Cost Ratio (BCR) = compares benefits to costs of different options (i.e. costing projects & determining the work to
be done
– BCR greater than 1 means the benefits are greater than the costs
– BCR less than 1 means the costs are greater than the benefits
– BCR of 1 means the costs and benefits are equal
• Return On Investment – Select the highest dollar amount or percentage
33 (ROI)
Other Accounting Terms referred to in project selection methods

• Opportunity Costs = opportunity lost by selecting one project over another
• Sunk Costs = Expended costs
• Law of Diminishing = after certain point adding more input (e.g. resources) will not produce a
Returns proportional increase in productivity
• Working Capital = current assets minus current liabilities for an organization (or the amount of
money company has to invest
• Depreciation = Large assets lose value over time. There are 2 types
• Straight line depreciation (same amount taken for depreciation each yr)
• Accelerated depreciation - for Exam you need to know there are 2 forms of
Accelerated Depreciation (do not have to know formulae nor what these 2 forms
mean:
• Double Declining Balance
• Sum of Years Digits
4.2 Develop Project Management Plan
4.2 Develop Project Management Plan (Planning process group)

• Project Charter • Expert Judgment • Project Management Plan
• Outputs from Other
Processes
The process of defining, preparing, and coordinating all subsidiary plans and integrating them
into a comprehensive project management plan
Key Benefit: a central document that defines the basis of ALL project work
• The Project Management Plan defines how the project is executed, monitored and controlled, and
closed
• It is progressively elaborated by updates, and is controlled and approved through the Perform
Integrated Change Control process
4.2 Develop Project Management Plan - Overview
• The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a
comprehensive project management plan
• Key Benefit: a central document that defines the basis of ALL project work
• The Project Management Plan defines how the project is executed, monitored and controlled, and closed
• It is progressively elaborated by updates, and is controlled and approved through the Perform Integrated
Change Control process
4.2.1 Develop Project Management Plan – Inputs (Page 1 of
2)
4.2.1.1 Project Charter
• See section 4.1.3.1 (slide 19)
• Notes: the size of the project charter varies depending on complexity of the project and the information known at the time of
creation. At a minimum the project charter should define the high level boundaries of the project
4.2.1.2 Outputs from previous processes

• Includes any baselines, subsidiary plans that are an output from other planning processes and any changes to these documents
4.2.1.3 Enterprises Environmental Factors

Can influence. Include but not limited to:
• Governmental or industry standards
• Project management body of knowledge for vertical market and/or focus area
• Organizational structure, culture, management practices
• Infrastructure (e.g. existing facilities, capital equipment)
• Personnel administration (e.g. hiring, termination guidelines, employee performance reviews, employee development and
training records)
4.2.1 Develop Project Management Plan – Inputs (Page 2 of
2)
4.2.1.4 Organizational Process Assets
Can influence. Include but not limited to:
• Standardized guidelines, work instructions, proposal evaluation criteria, performance measurement criteria
• Project Management Plan Template including:
o Guidelines and criteria for tailoring the organization’s set of the standard processes to satisfy the specific needs of the project
o Project closure guidelines or requirements such as the product validation criteria and acceptance criteria
o Change control procedures, including the steps required to modify official organization policies, plans, standards, procedures
or project documents
o Project files from previous projects (e.g. scope, cost, schedule, performance measurement baselines, project calendras,
project schedule network diagrams, risk registers)
o Historical information and lessons learned knowledge base
o Configuration Mgmt knowledge base containing the versions and baselines of all of all official organization standards,
policies and procedures & any project documents.
4.2.2 Develop Project Management Plan – Tools &
Techniques
4.2.2.1 Expert Judgment
• Tailor the process to meet project needs
• Develop the technical and management details needed to perform the project work and are included in the
project management plan
• Determine resources/skill levels to perform project work
• Define level of configuration management to apply
• Determine which project documents will be subject to formal change control process
• Prioritize project work to ensure resources are allocated to the appropriate work at the appropriate time
4.2.2.2 Facilitation Techniques

• Described in section 4.1.2.2 (slide 18)
4.2.3 Develop Project Management Plan – Outputs (Page 1 of 2)
4.2.3.1 Project Management Plan:
• Describes how the project will be executed, monitored and controlled.
• It integrates and consolidates all the subsidiary plans and baselines from the planning processes.
• Project baselines include, but not limited to:
o Scope Baseline
o Schedule Baseline
o Cost Performance Baseline
• Subsidiary plans include, but are not limited to:
o Scope management plan
o Requirements management plan
o Schedule management plan
o Cost management plan
o Quality management plan
o Process improvement plan
o Human resource management plan
o Communications mgmt. plan
o Risk management plan
o Procurement management plan
o Stakeholder Management Plan
4.2.3 Develop Project Management Plan – Outputs (Page 1 of 2)
4.2.3.1 Project Management Plan cont…
• Other things that may be included in the project management plan:
o Lifecycle selected for the project and the processes that will be applied to each phase
o Details of the tailoring decisions specified by the project management team:
o Project management processes selected by the project management team
o Level of implementation for each of the selected processes
o Descriptions of the tools and techniques to be used for accomplishing those processes
o Description of how the selected processes will be used the manage the specific project, including the
dependencies and interactions among those processes and the essential inputs and outputs
o Description of how work will be executed
o Change Management plan – how changes will be monitored and controlled
o Configuration Mgmt plan – how configuration mgmt will be performed
o Description of how the integrity of the project baselines will be maintained
o Requirements and techniques for communication among stakeholders
o Key management reviews for content – the extent of and timing to address open issues and decisions
4.2 Develop Project Management Plan – Exam
NotesManagement Plan Hierarchy
Project
Project Management Plan
Scope Schedule Cost Quality Human Communications Risk Procurement

Management Management Management Management Resource Management Plan Management Management
Plan Plan Plan Plan Mgmt Plan Plan Plan
Requirements Process
Management Improvement
Plan Plan
4.3 Direct and Manage Project Work
4.3 Direct and Manage Project Work (Executing)

• Project Management Plan • Expert Judgment • Deliverables
• Approved Change Requests • Project Management • Work Performance Data
• Enterprise Environmental Information System • Change Requests
Factors • Meetings • Project Management Plan
• Organizational Process Updates
Assets • Project Documents Updates
4.3 Direct and Manage Project Work – Overview (Page 1 of
2)
• The process of leading and performing the work defined in the project management plan and implementing approved changes
to achieve the project’s objectives.
• Key Benefit is that it provide overall management of the project work
• activities include, but are not limited to:
o Perform activities to accomplish project objectives
o Create project deliverables
o Provide, train, and manage the team members
o Obtain/manage and use materials/tools/equipment/facilities
o Implement planned methods/standards
o Establish/manage communication between internal / external channels
o Generate work performance data such as cost/schedule/progress/status for forecasting
o Issue change requests and implement approved changes in scope/plans/environment
o Manage risk and risk response
o Manage sellers and suppliers
o Manage stakeholders and their engagement
o Collect/document lessons learned, implement improvements
4.3 Direct and Manage Project Work - Overview (Page 2 of
2)
• The project management and the project team direct the performance the planned activities. The PM should
also manage and unplanned activities and manage the course of action
• During project execution, work performance data is collected and appropriately actions and communicated –
this includes information about completion status of deliverables and other relevant information about
project performance.
• Also requires review of the impact of all project changes and the implementation of approved changes
covering:
o Corrective Action – An intentional activity that realigns the performance of the project work with the
project management plan
o Preventive Action - An intentional activity that ensures the future performance of the project work is
aligned with the project management plan
o Defect Repair – An intentional activity to modify a non-conforming product or component
4.3 Direct and Manage Project Work – Exam Notes
Also good to know…
Work Authorization System

• Could be formal or informal
• Ensures work is done as planned
• Helps ensure right work in right order at right time by right people
• Helps control project cost
• Can help minimize or eliminate gold plating
4.4 Manage Project Knowledge
4.4 Manage Project Knowledge (Executing)
• Project Management Plan • Expert Judgment • Lessons learned register
• Project Documents • Project Management • Project Management Plan
• Enterprise Environmental Information System Updates
Factors • Interpersonal and team skills • Organizational Process Assets
Manage Project Knowledge is 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 is commonly split into
• “explicit” (knowledge that can be readily codified using words, pictures, and numbers)
• “tacit” (knowledge that is personal and difficult to express, such as beliefs, insights, experience, and “know-how”).
Knowledge management is concerned with managing both tacit and explicit knowledge for two purposes: reusing existing knowledge and
creating new knowledge. The key activities that underpin both purposes are knowledge sharing and knowledge integration.
4.5 Monitor and Control Project Work
4.4 Monitor and Control Project Work (Monitoring & Controlling proc group)
• Project Management Plan • Expert Judgment • Change Requests
• Schedule Forecasts • Analytical Techniques • Work Performance Reports
• Cost Forecasts • Project Management • Project Management Plan
• Validated Changes Information System Updates
• Work Performance
Information
4.5 Monitor and Control Project Work - Overview
• Is the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the
project management plan.
• Key Benefit: allows stakeholders to understand the current status of the project, the steps taken, the budget, schedule and scope
forecasts
• Monitoring is performed throughout the project and provides insight into the health of the project. Includes:
o Collecting, measuring and distributing performance information (actuals vs plan)
o Assessing measurements and trends to determine if any corrective or preventive actions need to be taken
o Maintains an accurate and timely information base re the project’s products and the associated documentation
o Providing information to support status reporting, progress measurement and forecasting
o Monitor implementation of approved changes
o Providing appropriate reporting on project progress and status to program management when project is part of overall
program
4.6 Perform Integrated Change Control
4.5 Perform Integrated Change Control (Monitoring & Controlling proc group)
• Project Management Plan • Expert Judgment • Approved Change
• Work performance Reports • Meetings Requests
• Change Requests • Change Control Tools • Change Log
• Project Management Plan
Updates
4.6 Perform Integrated Change Control - Overview
• Is 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.
• Key Benefit of this process is that it allows for documented changes within the project tobe considered in an integrated way,
while reducing project risk (which often arises from changes made without consideration to the overall project objectives or
plans).
• This process is conducted throughout all phases of the project – from inception thru completion and is the ultimate
responsibility of the project manager.
• Any project stakeholder may request a change, and even if they start off verbally they should put in writing and entered into the
change management and/or configuration management system
• Approval/Rejection is by person(s) identified in the project management plan or by organizational procedures.
• The key is to continually manage all changes via rejection or approval and then integrate them into the plan and the revised
baseline – i.e. they are document and go through a Change Control Board (CCB)
o CCB = a formally chartered group responsible for reviewing, evaluating, approving, delaying or rejecting the change request
and for communicating and recording the decisions.
• Some of the configuration management activities included in the Perform Integrated Change Control process are:
o Configuration Identification
o Configuration Status Accounting
o Configuration Verification and Audit
4.6 Perform Integrated Change Control – Exam Notes
Configuration Management
• is a process used to control product features and details through change control.
• 3 main goals of a configuration management system:
o To develop a consistent process to evaluate changes
o To create an environment to review/approve appropriate changes to modify the project for the
better
o To establish communication standards so the project management team can communicate
those changes to appropriate stakeholders
4.6 Perform Integrated Change Control – Exam Notes
Configuration Management Example
HP Pavilion
ASPMI
Intel(R) 1GB ATI LightScribe

750GB HDD 8GB Memory Core(TM) i7- Windows 7 Radeon HD 16X max.
920 processor 4650 DVD+/-R/RW
Maxtor Elite Seagate Envy

125679-002 156732-001
Revision B Revision A
Changes from
Rev A to Rev B
4.7 Close Project or Phase
4.6 Close Project or Phase (Closing process group)

• Project Management Plan • Expert Judgment • Final Product, Service or
• Accepted Deliverables • Analytical Techniques Result transition
4.7 Close Project or Phase - Overview
• The process of finalizing all activities across all of the Project Management Process Groups to formally
complete the project or phase.
• Key Benefit of the process is that it provides Lessons Learned, the formal ending of project work, and the
release of organization resources.
• Project Manager reviews all information from previous phase closures to ensure all project work is completed
and that the project has met all objectives. This is done by reviewing the scope baseline i.e. comparing the
project scope vs. the project management plan.
• The Close Project/Phase also establishes procedures to investigate and document the reasons for actions taken if
project is terminate before completion.
• To be successful must include all the proper stakeholders in the process.
• Closing actions & activities include:
o Meeting exit criteria
o Transitioning to the next phase or to production and/or operations
o Collect project records, audit records, lessons learned and
o Archived project information
Questions examples
1. All of the following are characteristics of the project charter EXCEPT:
A. It formally authorizes the existence of a project.
B. Projects are initiated by an entity external to the project. The project initiator or sponsor should be at the level that is appropriate
to procure funding and commit resources to the project.
C. It is used primarily to request bids for a project or a specific phase of a project.
D. It provides the project manager with the authority to apply organizational resources to project activities.
Answer: C. PMBOK® Guide, pages 75–77, Section 4.1
Develop Project Charter Develop Project Charter is 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. The key benefits
of this process are that it provides a direct link between the project and the strategic objectives of the organization, creates a formal
record of the project, and shows the organizational commitment to the project. This process is performed once or at predefined points
in the project.
2. Which of the following is NOT true about tools and techniques of Perform Integrated Change Control?
A. They include expert judgment.
B. They include change control meetings.
C. A change control board (CCB) is responsible for meeting and reviewing the change requests and approving, rejecting, or other
disposition of those changes.
D. They include project plan updates.
Answer: D. PMBOK® Guide, page 118, Section 4.6.2.1; and page 120, Section 4.6.2.5
Perform Integrated Change Control: Tools and Techniques
Expert Judgment : Expertise should be considered from individuals or groups with specialized knowledge of or training in the
following topics: •Technical knowledge of the industry and focus area of the project, •Legislation and regulations, •Legal and
procurement, •Configuration management and •Risk management.
Meetings: Change control meetings are held with a change control board (CCB) that is responsible for meeting and reviewing the
change requests and approving, rejecting, or deferring change requests. Most changes will have some sort of impact on time, cost,
resources, or risks. Assessing the impact of the changes is an essential part of the meeting. Alternatives to the requested changes
may also be discussed and proposed. Finally, the decision is communicated to the request owner or group.
The CCB may also review configuration management activities. The roles and responsibilities of these boards are clearly defined
and agreed upon by the appropriate stakeholders and are documented in the change management plan. CCB decisions are
documented and communicated to the stakeholders for information and follow-up actions.
4. You started your project closure activities after twelve months of project duration. If your project consists of three
phases, which of the following statements is correctly describing your project closure?
A. When closing the project, I will review only the information from the current phase closure to ensure that all
project work is completed
B. When closing the project, I will review the information from the current phase closure and the previous phase
to ensure that all project work is completed
C. When closing the project, I will review information from the current phase closure and all prior information
from the previous phase closures to ensure that all project work is completed and that the project has met its
objectives
D. None of the above
Answer: C. PMBOK® Guide, page 245, Section 4.7
CLOSE PROJECT OR PHASE Close Project or Phase is the process of finalizing all activities for the project,
phase, or contract. The key benefits of this process are the project or phase information is archived, the planned work
is completed, and organizational team resources are released to pursue new endeavors. This process is performed once
or at predefined points in the project.
When closing the project, the project manager reviews the project management plan to ensure that all project work is
completed and that the project has met its objectives.
Thank you

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PMP F2F

• Education and Experience

• Code of professional conduct

Education & Qualification Baccalaureate or global High school diploma or

Experience (hours) 4500 hours 7500 hours

Experience (months) 36 non-overlapping months 60 non-overlapping months

• Experience verification forms (one per project):

• The test material and examination fee (approx $550)

PROJECT MANAGEMENT “is the

“This application of knowledge requires the

A PROGRAM is a group of related projects managed in a

A PORTFOLIO is a collection of projects or programs and

A PROJECT MANAGEMENT OFFICE (PMO) is an

Project manager competences:

A process is a set of interrelated actions and activities performed to

Each process is characterized by its: inputs the tools and techniques

PMBOK Chapter layout Develop Project Charter

Project Integration Management. Project Integration Management includes the processes and activities to identify, define, combine, unify,

Process Process Name Main Output

4.2 Develop Project Management Plan (Planning)

4.4 Manage Project Knowledge (Executing)

4.5 Monitor and Control Project Work (Monitoring & Controlling)

4.7 Close Project or Phase (Closing)

4.1 Develop Project Charter (Initiating process group)

4.1.1.2 Business Case:

4.1.1.4 Enterprise Environmental Factors (Influence): included but not limited to

4.1.2.2 Facilitation Techniques

Key Definitions: Assumptions and Constraints

Inputs: Project Selection Methods

Other Accounting Terms referred to in project selection methods

4.2 Develop Project Management Plan (Planning process group)

4.2.1.2 Outputs from previous processes

4.2.1.3 Enterprises Environmental Factors

4.2.2.2 Facilitation Techniques

Project Management Plan

Scope Schedule Cost Quality Human Communications Risk Procurement

4.3 Direct and Manage Project Work (Executing)

Work Authorization System

Knowledge is commonly split into

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Maxtor Elite Seagate Envy

4.6 Close Project or Phase (Closing process group)

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