10- Project Integration Management

8/10/2019 10- Project Integration Management

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ro ec n egra onManagement

Mohamed Seleam, PMP, PMI-RMP, PMI-SP



What Is Project Integration Management?

Project Integration Management

•includes the processes and activities needed to identify,define, combine, unify, and coordinate the various

processes and project management activities with theProject Management Process Groups

•Primarily concerned with effectively integrating the

processes among the Project Management ProcessGroups



3



Project Integration ManagementProcesses

1. Develop Project Charter: The process of developing a document that formally

authorizes the existence of a project provides the project manager with the

authority to apply organizational resources to project activities.

2. Develop Project management Plan: The process of defining, preparing, and

coordinating all subsidiary plans to integrate them into a comprehensive

project management plan.

3. Direct and manage Project Work: The process performing the work defined

in the project management plan to achieve the project’s objectives.



Project Integration ManagementProcesses

4. Monitor and Control Project Work: The process of tracking, reviewing, and regulating

the progress to meet the performance objectives defined in the project management

plan.

5. Perform Integrated Change Control: The process of whereby modifications to

documents, deliverables, or baselines associated with the project are identified,

documented, approved, or rejected.

6. Close Project or Phase: The process of finalizing all activities across all the project

management process groups to formally complete the project or phase



Business case

This document provides the necessary informationfrom a business standpoint to determine whether ornot the project is worth the required investment.

•Market demand

•Organizational need

•Customer request

•Technological advance

•Legal requirement

•Social need



Project statement of work ( SOW )

The SOW is a narrative description of products or services to be delivered by the project.



Project charter

• The project charter documents the business needs, current understanding

of the customer’s needs and the new product, service, or result that it isintended to satisfy, such as :

• Project purpose or justification

• Measurable project objectives and related success criteria

• High-level requirements• High-level project description

• High-level risks

• Summary milestone schedule

• Summary budget

• Project approval requirements

• Assigned project manager

• Name and authority of the sponsor



project management plan

project management plan

The project management plan integrates and consolidates allof the subsidiary management plans and baselines from theplanning processes and includes but not limited to :

• The life cycle selected for the project and the processesthat will be applied to each phase

• Results of the tailoring by the project management team as follows:

A) project management processes selected by the project management

team.

b) level of implementation of each selected process.

c) descriptions of the tools & techniques to be used for accomplishingthose processes.

d) haw the selected processes will be used to manage the specificproject, including the dependencies and interactions among thoseprocesses, and the essential inputs & outputs.



.• How work will be executed to accomplish the project objectives.

• A change management plan that documents haw changes will bemonitored and controlled.

• A configuration management plan that documents howconfiguration management will be performed.

• How integrity of the performance measurement baselines will be maintained.

• Needs and techniques for communications among stakeholders.• Key management reviews for content, extent, and timing to

facilitate addressing open issues and pending decisions.



Enterprise Environmental Factors

Enterprise Environmental Factors

Any and all of the enterprise environmental factorsand systems of an organization that surround andinfluence the success of the project must be

considered; includes items such as:

•Organizational culture and structure•Governmental or industry standards•Infrastructure•Stakeholder risk tolerances•Project management information systems



Organizational Process Assets

Organizational Process Assets

• Any or all process-related assets, from any or all of the organizationsinvolved in the project that are or can be used to influence the project'ssuccess

•These process assets include formal and informal plans, policies,

procedures, and guidelines

•The process assets also represent the organization's learning andknowledge from previous projects

•Could be grouped into two categories:

•Organization's processes and procedures for conducting work

•Organizational corporate knowledge base for storing and retrievinginformation



Configuration Management System

Configuration Management System

A subsystem of the overall project management system; it is a collectionof formal documented procedures used to apply technical andadministrative direction and surveillance to:

•Identify and document the functional and physical characteristics ofa product, service, result, or component•Control any changes to such characteristics•Record and report the change and its implementation status•Support the audit of the products, services, results, or componentsto verify conformance to requirements

•It includes the documentation, tracking systems, and defined approvallevels necessary for authorizing and controlling changes

•In most application areas, the configuration management systemincludes the Change Control System



Change Control System

Change Control System

Collection of formal, documented procedures that define howproject deliverables and documentation are controlled, changedand approved; specialized change control systems exist for:

•Project Scope change control•Schedule change control•Cost change control

•Contract change control

Subset of the configuration management system



Integrated Change Control

Integrated Change Control

•Process of reviewing all change requests, approving changes and controlling changesto deliverables and organizational process assets.

•The configuration management system with change control provides a standardized,effective, and efficient process to centrally manage changes with the project.•Every documented requested change must be either accepted or rejected by some

authority within the project management team or an external organization representingthe initiator, sponsor, or customer.•May include a Change Control Board (CCB) which is responsible for approving orrejecting change requests.

Change Control Board•Change Control Board (CCB) which is responsible for reviewing and approving orrejecting change requests•Chaired by the project manager (or designee)•Powers and responsibilities must be well defined• Agreed upon and approved by key stakeholders



Perform Integrated Change Control

Before push or ask the management for approval

• Do you know if there’s another alternative?

• Did you evaluate/investigate the effect/impact of each of the

options(on time and cost for example)?

• What’s the best option?

• Do you have the authority to change or do you have to go to CCB?



Develop project charter

The process of developing a document that formallyauthorizes a project or a phase and documentinginitial requirements that satisfy stakeholders’ needsand expectation.



Develop Project Charter

1. Project Statement

of Work

2. Business Case

3. Agreements

4. Enterprise

Environmental

Factors

5. Organizational

Process Assets

Inputs

1. Expert judgment

2. FacilitationTechniques

Tools & Techniques

1. Project Charter

Outputs





Develop Project Management Plan

1. Project Charter

2. Outputs from

Other Processes

3. Enterprise

Environmental

Factors

4. Organizational

Process Assets

Inputs

1. Expert judgment

2. FacilitationTechniques

Tools & Techniques

1. Project

Management

Plan

Outputs





Direct and Manage Project Work

1. Project

Management Plan

2. Approved Change

Requests

3. Enterprise

Environmental

Factors

4. Organizational

Process Assets

Inputs

1. ExpertJudgment

2. Project

managementinformationsystem

3. Meetings

Tools & Techniques

1. Deliverables

2. Work

Performance

Data3. Change

Request

4. Project

Management

Plan Updates

5. Project

Document

Updates

Outputs



Monitor and control project work

The process of tracking, reviewing, and regulating the progress to meetthe performance objectives defined in the project management plan.



Monitor and Control Project Work

1. Project

Management Plan

2. Schedule

Forecasts

3. Cost Forecasts

4. Validated

Changes

5. Work

Performance

Information6. Enterprise

Environmental

Factors

7. Organizational

Process Assets

Inputs

1. ExpertJudgment

2. Analytical

Techniques

3. ProjectManagementInformationSystem

4. Meetings

Tools & Techniques

1. Change

Request

2. Project

PerformanceReports

3. Project

Management

Plan Updates

4. ProjectDocument

Updates

Outputs





Perform Integrated Change Control

1. Project

Management Plan

2. Work

Performance

Reports3. Requested

Changes

4. Enterprise

Environmental

Factors

5. Organizational

Process Assets

Inputs1. Expert

Judgment

2. Change ControlMeetings

3. Change ControlTools

Tools & Techniques

1. Approved

Change

Requests

2. Change Log

3. Project

Management

Plan “Updates”

4. Project

Documents

Update

Outputs



Close project or phase

The process of finalizing all activities across all of the project

management process groups to formally complete the project or phase.



Close Project or phase

1. Project

Management Plan

2. AcceptedDeliverables

3. Organizational

Process Assets

Inputs

1. ExpertJudgment

2. Analytical

Techniques3. Meetings

Tools & Techniques

1. Final Product,

Service or

Result

Transition

2. Organizational

process Assets

“Updates

Outputs



Questions



1) Many more changes were made to the projectduring the project executing processes than had beenexpected. What is the BEST thing for the project

manager to do now?

a ) Wait until all changes known, print out a new schedule, andrevise the baseline.

B ) Make changes as needed, but maintain a schedule baseline.

C ) Make only the changes approved by management.

D ) Talk to management before any changes are made.



1) Many more changes were made to the projectduring the project executing processes than had beenexpected. What is the BEST thing for the project

manager to do now?

a ) Wait until all changes known, print out a new schedule, andrevise the baseline.

B ) Make changes as needed, but maintain a schedule baseline.

C ) Make only the changes approved by management.

D ) Talk to management before any changes are made.



2 ) Which of the following BEST describes what a projectcharter may be used for when the work is beingcompleted?

A ) To make sure all the team members are rewarded.

B ) To help determine if a scope change should be approved.

C ) To assess the effectiveness of the change control system.

D ) To make sure that all the documentation on the project is completed.



2 ) Which of the following BEST describes what a projectcharter may be used for when the work is beingcompleted?

A ) To make sure all the team members are rewarded.

B ) To help determine if a scope change should be approved.

C ) To assess the effectiveness of the change control system.

D ) To make sure that all the documentation on the project is completed.





3 ) You are assigned as the project manager in the middle ofthe project. The project is within the baselines, but thecustomer is not happy with the performance of the project.

What is the FRIST thing you should do?

A ) Discuss it with the project team.

B ) recalculate baselines.

C ) renegotiate the contract.

D ) Meet with the customer.



4 ) What is the BEST technique to ensure theproject work is really complete?

A ) Final performance reporting.

B ) procurement audits.

C ) Archive records.

D ) Formal acceptance.





5 ) A change control system should be created:

A ) As needed on the project.

B ) By management.

C ) As a formal document procedure.

D ) by the team.



5 ) A change control system should be created:

A ) As needed on the project.

B ) By management.

C ) As a formal document procedure.

D ) by the team.



6 ) During what part of the project managementprocess is MOST of the project’s budget expended?

A ) Project planning.

B ) project executing.

C ) project monitoring and controlling.

D ) project closing.





7 ) An activity needs more time because an identified risk hasoccurred. The project manager determines that there is enoughreserve to accommodate the change. Who needs to approve

the change?

A ) Management.

B ) Project manager.

C ) Team member.

D ) Functional manager.





8 ) What describes the process of creating a coherent,consistent document that can be used to guide all the work inboth project executing and project monitoring and controlling?

A ) Risk management.

B ) Develop project management plan.

C ) Develop project charter.

D ) Plan quality.



8 ) What describes the process of creating a coherent,consistent document that can be used to guide all the work inboth project executing and project monitoring and controlling?

A ) Risk management.

B ) Develop project management plan.

C ) Develop project charter.

D ) Plan quality.

9 ) The six month project has 300 work packages and a U S



9 ) The six-month project has 300 work packages and a U.S.$600000 budget. Three months into the project, 150 workpackages are completed and U.S. $300000 has been spent.Which of the following is CORRECT?

A ) The project is on time and on budget.

B ) The project manager should reevaluate cost performance but not worryabout time.

C ) The project needs 50 more work packages to be completed to be on time.

D ) There is not enough information.

9 ) The six month project has 300 work packages and a U S



9 ) The six-month project has 300 work packages and a U.S.$600000 budget. Three months into the project, 150 workpackages are completed and U.S. $300000 has been spent.Which of the following is CORRECT?

A ) The project is on time and on budget.

B ) The project manager should reevaluate cost performance but not worryabout time.

C ) The project needs 50 more work packages to be completed to be on time.

D ) There is not enough information.



10 ) The role of the project manager relating tointegration is MOST appropriately described as :

A ) Ensuring that the various project elements are properly coordinated.

B ) Ensuring that the team members work together.

C ) Ensuring that the stakeholders’ role is integrated with the rest of theteam.

D ) Ensuring that the management’s role is integrated into the everyday working of the project.



10 ) The role of the project manager relating tointegration is MOST appropriately described as :

A ) Ensuring that the various project elements are properly coordinated.

B ) Ensuring that the team members work together.

C ) Ensuring that the stakeholders’ role is integrated with the rest of theteam.

D ) Ensuring that the management’s role is integrated into the everyday working of the project.

Professional and Social Responsibility



Professional and Social Responsibility

•This knowledge accounts for many of the PMP 200 questions

•No PMBOK ® Guide coverage

•General types of questions:

•Legal, ethical behavior

•PMI ® Code of Ethics

•Cross-cultural projects

PMBOK ® Guide No reference)

General Principles and Guidelines




Do the right thing!

Behave in an honest, open manner

Solve problems, do not hide them

Do not violate local laws

Do not accept bribes or favors

Disclose potential conflicts of interest





Keep people informed

Do not change standards or requirements after the fact

Attempt to resolve problems at the level they occur, i.e.do not immediately escalate!

Make accurate, honest reports

Make decisions on the basis of facts; not hearsay,assumptions, or opinions



Exam (3)

60 Min



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