PMP 11 Project Integration

Project Integration Management
Based on PMBOK 5th Edition
Waleed El-Naggar, MBA, PMP
https://www.facebook.com/waleed.naggar
Agenda

What is Project Integration 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
https://www.facebook.com/waleed.naggar 2
PMP - Project Integration Management
Includes the processes and activities needed to

identify, define, combine, unify, & coordinate the various groups. processes & project management activities within the project management process Includes characteristics of unification,
consolidation, articulation & integrative actions
that are crucial to project successful completion

PMP - Project Integration Management https://www.facebook.com/waleed.naggar 3
Primarily concerned with effectively integrating

the processes among the project management process groups that are required to accomplish project objectives within an organizations defined procedures.

Primarily effectively concerned integrating with the processes among the project management process groups that within are an required to
accomplish project objectives

organizations
defined procedures.
Project
Integration Management
Overview
4.1 Develop Project Charter
The project charter is the document that formally

authorizes a project, and provide the project manager with the authority to apply organizational resources to the project activities. The key benefit is a well-defined project start and project boundaries, creation of a formal record of the project & a direct way for senior management
to formally accept and commit to the project.

Develop
Project
Charter
Data Flow
Develop Project Charter: Inputs

1. Project Statement of Work (SOW): A written description of the deliverables supplied by the project. It references the following:

Business Need Product Scope Description Strategic Plan


2. Business Case, describes the necessary information
from a business standpoint to determine whether or not the project is worth investment. Its usually a result of one of the following:

Market Demand Organizational Need Customer Request
Legal Requirement Ecological (Environmental) Impact Social Need

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Technological Advance

3. Agreements: contracts, Service Level Agreements
(SLA), letter of agreements, letter of intents, etc.
4. Enterprise Environmental Factors

5. Organizational Process Assets
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Develop Project Charter: T & T

1. Expert Judgment, knowledgeable and experiences persons (groups) from many sources including:
Other units within the organization Consultants Different Stakeholders (including the customer) Professional and technical associations
Industry groups
Subject Matter Experts Project Management Office
2. Facilitation Techniques
Develop Project Charter: Outputs

1. Project Charter, usually includes
Project Purpose/Justification Measurable Project Objectives High-level requirements Assumptions and Constraints High level project description and boundaries High level Risks Summary budget & milestones Initial Stakeholder List Project Approval Requirements Assigned Project Manager Name and Authority of the sponsor
Sample Project Charter
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4.2 Develop Project Management Plan

The process of defining, preparing, coordinating
and integrating all subsidiary plans.
The key benefit is a central document that

defines the basis of all project work.
Project Plan defines how the project will be

executed, monitored and controlled, and closed.
17
Develop Project
Management Data Flow
18
Develop Project Management Plan: Inputs

1. Project Charter 2. Outputs from other planning processes 3. Enterprise Environmental Factors 4. Organization Process Assets
19
Develop Project Management Plan: T & T

1. Expert Judgment, knowledgeable and experiences persons (groups).
2. Facilitation Techniques
20
Develop Project Management Plan: Output

1. Project Management Plan, includes:
Scope Baseline Schedule baseline HR management Plan Communication Plan
Cost Baseline
Scope Management Plan Requirements Management Plan Cost Management Plan
Stakeholder Plan
Management
Risk Management Plan Procurement Plan Process Improvement Plan
Quality Management Plan

4.3 Direct and Manage Project Work

The process of performing the work defined in the project plan to achieve the project's objectives. It includes but are not limited to:
Activities to accomplish requirements Create project deliverables Staff, train & manage project team members Establish and manage project communication channels Generate project data (e.g. cost, schedule, technical and quality progress) Issue change requests Manage risks Manage sellers and suppliers
Direct and Manage Project Work (2)

Direct and Manage Project Work also required review of the impact of all project changes and the implementation of approved changes:
Correct action: to realign the performance of the
project work to the project plan
Preventive action: to ensure future performance to

align with project plan
Defect repair: to modify a non-conforming deliverable

Direct and Manage Project Work: Data Flow Diagram

Direct & Manage Project Work: Inputs

1. Project Management Plan
2. Approved Change Requests 3. Enterprise Environmental Factors
4. Organization Process Assets
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Direct & Manage Project Work: T & T

1. Expert Judgment
2. Project Management Information Systems 3. Meetings
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Direct & Manage Project Work: Output

1. Deliverables
2. Change Requests (corrective actions, preventive
actions, defect repair, Updates)

3. Project Management Plan updates 4. Project Documents Updates (Requirements document, project logs, risk register, stakeholder register, etc.)
Direct & Manage Project Work: Output

5. Work Performance Data, includes
Schedule progress showing status information (SPI, CPI, ETC, etc.) Which Deliverables are completed and which are not. Extent to which quality standard are met.
Costs authorized and incurred.

Lessons learned.
Resource utilization detail.

4.4 Monitor and Control Project Work

Tracking, reviewing, and reporting the progress to
meet the performance objectives.
Corrective and preventive actions are taken to

control the project performance to resolve/prevent deviation between project results and project plan.
What you can not measure, you can not
manage
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Monitor and Control Project Work (2)

Compares actual project performance against the project management plan. Assesses performance to decide whether any corrective or preventive actions are needed Analyzes, tracks, and monitors project risk. Maintains an accurate and timely information on the projects deliverables(s). Provides cost and schedule forecasts.
Monitors the implementation of approved changes when and as they occur.

Monitor & Control Project Work: Inputs

2. Schedule Forecasts (ETC)
3. Cost Forecasts (ETC, BAC)

4. Validated Change Requests (including corrective
and/or preventive actions and defect repair)

5. Work Performance Information (SPI, CPI, CV, SV, etc.)
Monitor & Control Project Work: Inputs

6. Enterprise Environmental Factors (Government
or industry standards, work authorization system, stakeholder risk tolerances, etc.)
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Monitor & Control Project Work: T & T

1. Analytical Techniques
Regression Causal Analysis Root Cause Analysis Forecasting methods (time series, scenario building, etc.) Fault tree analysis (FTA) Reserve Analysis Failure mode and effect analysis (FMEA) Trend Analysis Earned Value Management Variance Analysis Forecasting methods
Monitor & Control Project Work: T & T (2)

2. Expert Judgment
3. Project Management Information Systems 4. Meetings
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Monitor & Control Project Work: Output

1. Change Requests 2. Work Performance Reports 3. Project Management Plan Updates
4. Project Documents Updates
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4.5 Perform Integrated Change Control

The process of reviewing all change requests, approving changes & managing changes to: the deliverables, organizational process assets, project documents & the project management plan. Change Control Board (CCB) is responsible for approving
or rejecting change requests

Roles and responsibilities of CCB are defined within
configuration control and change control procedure

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Perform Integrated Change Control: Input

1. Project Management Plan 2. Work Performance Reports 3. Change Requests
4. Enterprise Environmental Factors

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Perform Integrated Change Control: T & T
1. Expert Judgment
2. Meetings
3. Change Control Tools
41
Perform Integrated Change Control: Output

1. Approved/Rejected Change Requests 2. Change Log 3. Project Management Plan Updates
4. Project Documents Updates
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Quiz:
Which of the following is NOT part of change control system: A. Approval B. Change control board
C. Project Management Information System

D. Stakeholder analysis
4.6 Close Project

1. The process of finalizing al activities across all of the project management process groups to formally close the project or phase 2. Provide lessons learned, formal ending of
project work and release of organization

resources to pursue new endeavors.
44
Close Project Data Flow
45
Close Project: Inputs

2. Accepted Deliverables
3. Organizational Process Assets (lessons learned, project documents, Acceptance records, etc.)
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Close Project: T & T

1. Expert Judgment 2. Analytical Techniques 3. Meetings
47
Close Project: Outputs

1. Final Product, Service, or Result Transition 2. Organizational Process Assets Updates (Project
files, closure documents, historical information,

etc.)
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Thank you
49

PMP 11 Project Integration

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Project Integration Management

Based on PMBOK 5th Edition

Waleed El-Naggar, MBA, PMP

PMP - Project Integration Management

Project Integration Management

Includes the processes and activities needed to

consolidation, articulation & integrative actions

that are crucial to project successful completion

Project Integration Management

Primarily concerned with effectively integrating

PMP - Project Integration Management

Project Integration Management

accomplish project objectives

PMP - Project Integration Management

4.1 Develop Project Charter

The project charter is the document that formally

to formally accept and commit to the project.

PMP - Project Integration Management

PMP - Project Integration Management

Develop Project Charter: Inputs

Business Need Product Scope Description Strategic Plan

PMP - Project Integration Management

Develop Project Charter: Inputs

Market Demand Organizational Need Customer Request

Legal Requirement Ecological (Environmental) Impact Social Need

PMP - Project Integration Management

Develop Project Charter: Inputs

4. Enterprise Environmental Factors

PMP - Project Integration Management

Develop Project Charter: T & T

Develop Project Charter: Outputs

PMP - Project Integration Management

Sample Project Charter

PMP - Project Integration Management

4.2 Develop Project Management Plan

The key benefit is a central document that

Project Plan defines how the project will be

PMP - Project Integration Management

Management Data Flow

PMP - Project Integration Management

Develop Project Management Plan: Inputs

PMP - Project Integration Management

Develop Project Management Plan: T & T

PMP - Project Integration Management

Develop Project Management Plan: Output

Risk Management Plan Procurement Plan Process Improvement Plan

Quality Management Plan

4.3 Direct and Manage Project Work

Direct and Manage Project Work (2)

Preventive action: to ensure future performance to

Defect repair: to modify a non-conforming deliverable

Direct and Manage Project Work: Data Flow Diagram

Direct & Manage Project Work: Inputs

4. Organization Process Assets

PMP - Project Integration Management

Direct & Manage Project Work: T & T

PMP - Project Integration Management

Direct & Manage Project Work: Output

actions, defect repair, Updates)

Direct & Manage Project Work: Output

Costs authorized and incurred.

Resource utilization detail.

4.4 Monitor and Control Project Work