Projct Integeration Management

1CAPM Certification Examination Training Material Version 5.0 Copyright © 2013 by PMI Mumbai Chapter. All rights reserved.

CAPM Certification Examination Training Material Version 5.0 Copyright © 2013 by PMI Mumbai Chapter. All rights reserved.

4 Project Integration Management


PMBOKIntroduction

Project Integration Management

Covers processes and activities needed to identify, define, combine,

unify and coordinate various processes and project management

activities within the Project Management Process Groups

Includes characteristics of unification, consolidation, articulation

and integrative actions crucial to achieving Project Objectives(meet

customer requirements and manage expectations of stakeholders)

Making choices on resources allocation and tradeoffs amongst

competing objectives and alternatives, anticipating potential issues,

and overall coordination of Project

Serves as Centralized control for managing changes and their

interdependencies among the Project Management Knowledge Areas

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PMBOKIntroduction

Project Integration Management

Examples of Integration:

– Scope change affecting cost, time, quality, risk, resources

– Deliverables with ongoing operations or strategic plans

– Integrative nature of Projects reflected in preparing WBS,

budgeting, scheduling, hiring, project monitoring, risk analysis etc.

Integration is primarily an ‘iterative’ process

Project Manager/ Team must address each process and decide level

of implementation

Project Manager’s job is to integrate all the pieces of the Project and

ensure and deliver ‘cohesive whole’(project), faster and cheaper

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Project Management Process Groups

Initiating Planning ExecutingMonitoring and

ControllingClosing

PMBOKProject Integration Management

1. Develop

Project Charter

2. Develop

Project

Management

Plan

3. Direct and

Manage Project

work

4. Monitor and

Control Project

Work

5. Perform

Integrated

Change Control

6. Close Project

or Phase

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PMBOKIntroduction

Project Integration Management Processes

1. Develop Project Charter

The process of developing documentation that formally authorizes the existence

of a project and 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 and

integrating them into a comprehensive project management plan. The project’s

integrated baselines and subsidiary plans may be included within the project

management plan.

3. Direct and Manage Project Work

The process of leading and performing work defined in the project management

plan and implementing approved changes to achieve the project objectives.

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PMBOKIntroduction

Project Integration Management Processes

4. Monitor and Control Project Work

The process of tracking, reviewing and reporting project progress against

the performance objectives defined in the project management plan

5. Perform Integrated Change Control

The process of reviewing all the change requests, approving changes, and

managing changes to deliverables, Organizational Process assets, project

documents and the project management plan; and communicating their

disposition.

6. Close Project or Phase

The process of finalizing all activities of the project management process

groups to formally close the project or phase

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PMBOK

Inputs

• What is Project Charter?

– An approved document that formally authorizes Project

– The project charter should be authored by sponsoring entity. It is a direct way for

the senior management to formally accept and commit to the project.

– PM is assigned at the earliest feasible, should always be assigned before start of

planning /during charter development

– Authorizes PM to plan and execute the project through application of

organizational resources

– Initiator /Sponsor external to project organization at a level appropriate to funding

the project

• What Project Charter should contain?

– High Level Requirements of customer, sponsor, stakeholder

Develop Project Charter 4.1

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PMBOK

Inputs

– Business needs, new product, services or result

– Project justification and alignment with strategic plan

– Measurable project objectives and related success criteria

– Assumptions and Constraints

– High level project description and boundaries

– High Level Risks

– Summary milestone schedule

– Summary budget

– Stakeholder list

– Project approval requirements (i.e. what contributes project success, who

decides the project is successful and who signs off the project)

– Assigned PM, responsibility and authority level

– Name and authority of the sponsor or other person(s) authorizing the project

Develop Project Charter 4.1

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Inputs Tools and Techniques Outputs

PMBOKDevelop Project Charter

1. Project Statement of

work

2. Business Case

3. Agreements

4. Enterprise

environment factors

5. Organizational

process assets

1. Expert judgment

2. Facilitation Techniques

1. Project Charter

Creating a document that formally authorizes a project or phase and empowers the Project Manager

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PMBOK

Inputs

1. Project Statement of Work(SOW)– Provided by initiator/sponsor for internal projects;– Part of bid document from customer for external projects– Indicative of business needs (market demand), product– scope description (product requirements) and strategic plan

2. Business Case– Need and cost benefit analysis justifying the project

3. Agreements- Input when the project is external

4. Enterprise Environment FactorsFactors like but not limited to:– Organizational infrastructure– Government or Industry standards– Marketplace conditions

Develop Project Charter 4.1.1

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PMBOK

Inputs

5. Organizational Process Assets

Factors like but not limited to

– Organizational Policies, processes and procedures

– Templates (project charter template, etc)

– Historical Information and Lessons Learned knowledge base


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PMBOK

Tools and Techniques

1. Expert judgment

Can be from many sources but not limited to:

- Other units within organization

- Consultants

- Stakeholders, including customers or sponsors

- Professional and technical associations

- Industry groups

- Subject Matter Experts

- Project Management Office (PMO)


- Have broad application in project management process and help with guide lines

- The Techniques include

• Brainstorming

• Conflict resolution

• Problem solving

• Meeting management


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PMBOK

Outputs

1. Project Charter

“A document issued by the project initiator or sponsor that

formally authorizes the existence of a project or phase, and provides

the project manager authority to apply organizational resources to

project activities”


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PMBOKDevelop Project Charter

©Project Management Institute. A Guide to the Project Management Body of Knowledge(PMBOK® Guide) – Fifith Edition

4.1

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PMBOK

Introduction

• It is the process of defining, preparing and coordinating all Subsidiary Plans

and integrating them into a comprehensive project management plan.

• Documents collection of outputs of all the planning processes of the Planning

Process Group including the processes selected and implementation

guidelines.

• Defines how project will be executed, monitored, controlled and closed

• Content varies depending upon application are and complexity of Project

• It is developed through series of integrated processes extending through

project closure.

• Progressively elaborated by updates and controlled and approved through the

Perform Integrated Change Control process

Develop Project Management Plan 4.2

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PMBOKDevelop Project Management Plan

1. Project Charter

2. Outputs from other

planning processes

3. Enterprise

environmental factors

4. Organizational

process assets

1. Expert judgment


1. Project Management

Plan

Creating a document that formally authorizes a project or phase and empowers the Project Manager


PMBOK

Inputs

1. Project CharterAt the minimum it defines the high level boundaries of the project and

provided a starting point for initial planning through out the initiating process group

2. Outputs from Planning ProcessesAny baselines and subsidiary management plans from the other planning

processes become an input and integral part of project management plan

Develop Project Management Plan 4.2.1

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PMBOK


1. Expert judgment

– The expert judgment is utilized to

• Tailor the process to meet the project needs

• Develop Technical and management details to be included in the plan

• Determine resources and skill levels needed to perform the project work

• Define the level of configuration management to apply on the project

• Determine which project documents shall be subjected to formal change control

process

• Prioritize the work in the project to ensure the project resources are allocated to

the appropriate work at the appropriate time.


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PMBOK



- Have broad application in project management process and

help with guide lines

- The Techniques include

• Brainstorming

• Conflict resolution

• Problem solving

• Meeting management


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PMBOK

Outputs

1. Project Management Plan

- Project baselines include but are not limited to:• Scope baseline• Schedule baseline• Cost baseline

- Subsidiary Plans include but are not limited to : • Scope management plan, • Requirements management plan• Schedule management Plan• Cost Management Plan• Quality Management Plan• Process Improvement Plan• Human resource management plan• Communications management plan• Risk management Plan,• Procurement management• Stakeholder management Plan


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PMBOK

Outputs• Project Management Plan- Other plans and documents :

• Lifecycle that is selected for the project and the process that will be applied to each phase.

• A Change management plan that documents how changes will be monitored and controlled

• Configuration management plan• Key management review for content, the extent of, and timing to

address, open issues and pending decisions.


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PMBOKDevelop Project Management Plan

©Project Management Institute. A Guide to the Project Management Body of Knowledge(PMBOK® Guide) – Fifth Edition

4.2

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PMBOK

Introduction

• It is the process of leading and performing the work defined in Project Management Plan

and implementing approved changes to achieve the project objectives

• The activities include but not limited to:- Perform activities to accomplish project objectives- Creating project deliverables to meet the planned project work- Provide, train and manage team members assigned to the project- Obtain, manage and use resources including materials, tools, equipment, and facilities.- Implement the planned methods and standards- Establish and manage project communication channels, both internal and external- Generate work performance data such as cost, schedule, technical and quality progress, and status

to facilitate forecasting- Issue change requests and implement approved changes into the project’s scope, plan and

environment- Manage risks and implement risk response activities- Manage sellers and suppliers- Manage stakeholders and their engagement- Collect and document lessons learnt and implement approved process improvement activities

Direct and Manage Project Work 4.3

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PMBOKDirect and Manage Project Work


Plan

2. Approved Change

Requests

3. Enterprise

environment factors

4. Organizational

process assets

1. Expert judgment


Information System

3. Meetings

1. Deliverables

2. Work Performance

Data

3. Change Requests


Plan Updates

5. Project Documents

Updates

It is a process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s

objectives

4.3

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PMBOK

Inputs

1. Project Management Plan– Subsidiary plans related to project work– Scope management plan– Requirements management plan– Schedule management plan– Cost management plan– Stakeholder management plan

2. Approved Change Requests– These are output of Perform Integrated Change Control process– Are approved by Change Control Board (CCB)– Approved change may be a corrective action, preventive action or defect

repair– Are scheduled and implemented by the project team– May impact any project area or project management plan– May result in modification of policies, procedures, scope, cost, schedules

and budgets

Direct and Manage Project Work 4.3.1

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PMBOK


1. Expert judgment

– The expert judgment is utilized to

• Asses the inputs needed to direct and manage execution of the Project Management

Plan.

• Applied to all technical and management details

• Provided by project manager and project management team using specialized knowledge

or training

• Additional expertise can be sourced from

– Other units within the organization

– Consultants and other Subject Matter Experts

– Stakeholders including customers, suppliers and sponsors

– Professional and Technical associations.


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PMBOK


2. Project Management Information System

• It is a part of the enterprise environmental factors

• Provides access to tools like scheduling tool, work authorization

system, configuration management system, information

collection and distribution system, interfaces to other online

automated systems


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PMBOK


3. Meetings• Used to discuss and address the pertinent topics of the project during the process

• Attended by project team, project managers and stakeholders based on topic

• Meetings tend to be one of three types

– Information Exchange

– Brainstorming, option evaluation or design

– Decision making

• Meeting types should not be mixed as best practice

• Meetings should have appropriate agenda, well time framed and minutes should

be recorded

• Face to face meeting may be substituted by audio bridges and virtual conferences

with adequate prior preparation.


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PMBOK

Outputs

1. Deliverables

– A deliverable is any unique and verifiable product, result or capability to

perform a service that is required to be produced to complete a process,

phase or project

– Deliverables are typically tangible components completed to meet the project

objectives and can include the elements of project management plan.

2. Work Performance Data

– These are the raw observations and measurements performed during

execution of work

– Includes work completed, KPI, technical performance measures, start and

finish dates of scheduled activities, number of change requests, number of

defects, actual cost, actual duration etc.


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PMBOK

Outputs

3. Change Requests

- It is a formal proposal to modify any document, deliverable or baseline.

- May be initiated internally, externally, direct or indirect, optional or

mandatory, statutory etc.


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PMBOK

Introduction

• It is the process of tracking, reviewing and reporting the progress to

meet the performance objectives defined in the project management

plan.

• It allows the stakeholders to understand the health of the project for

timely action.

• Monitoring: – Includes collecting, measuring and distributing performance information,

and assessing measurements and trends to effect process improvements.

• Controlling : – Includes determining corrective or preventive actions or re-planning and

following up on action plans to determine whether the action taken resolved the performance issue.

Monitor and Control Project Work 4.4

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PMBOKMonitor and Control Project Work


Plan

2. Schedule forecasts

3. Cost forecasts

4. Validated changes

5. Work performance

information

6. Enterprise


7. Organizational

process assets

1. Expert judgment

2. Analytical Techniques


information system

4. Meetings

1. Change requests

2. Work performance

reports

3. Project management

plan updates

4. Project documents

Updates

It is a process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s

objectives

4.4

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PMBOK

Inputs

1. Project Management Plan – Including subsidiary plans and baselines

2. Schedule Forecasts– These are derived from progress against the schedule baseline and computed time estimate

to complete (ETC)

– Typically expressed in terms of Schedule variance(SV) and Schedule performance Index

(SPI)

– For projects not using earned value management, variances against the planned finish

dates and forecasted finish dates are provided

3. Cost Forecasts– These are derived from progress against the cost baseline and computed time estimate to

complete (ETC)

– Typically expressed in terms of cost variance(CV) and cost performance Index (CPI)

– Estimate at Completion (EAC) is compared with Budget at completion (BAC) to asses the costs.

Change request has to be initiated if it is not in tolerance limits.

Monitor and Control Project Work 4.4.1

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PMBOK

Inputs

4. Validated Changes– A validated change provides the necessary data to confirm that the change

was appropriately executed

5. Work Performance Information

– The performance data collected from various controlling processes is

analyzed in context and integrated based on relationships across areas to

generate Work Performance Report


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PMBOK


1. Expert judgment

– The expert judgment is utilized by the project management team to

– Interpret the information provided by monitor and control processes

– Determine the actions required to control the project performance


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PMBOK



These are applied to forecast potential outcomes of the possible

variation of variables in project and environmental factors and their

relationships with other variables and may include

– Regression analysis

– Root cause analysis

– Forecasting methods ( e.g. time series, scenario building, simulation)

– Trend Analysis

– Earned value management

– Variance analysis


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PMBOK


3. Project Management Information System

– It is a part of the enterprise environmental factors

– Provides access to tools like scheduling tool, work authorization

system, configuration management system, information collection

and distribution system, interfaces to other online automated

systems

4. Meetings

– Meetings may be face to face, virtual, formal or informal

– May include project team members and stakeholders

– May be in the forma of user groups and review meetings


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PMBOK

Outputs

1. Change Requests– These may be issued to expand, adjust, or reduce project scope, product scope, or

quality requirements and schedule or cost baselines.– These are formal requests that may be initiated internally, externally, direct or indirect,

optional or mandatory, statutory etc.– Approved Change Requests

1. These are output of Perform Integrated Change Control process

2. Are approved by Change Control Board (CCB)

3. Approved change may be a corrective action, preventive action, defect repair and/ or updates

4. Are scheduled and implemented by the project team

5. May impact any project area or project management plan

6. May result in modification of policies, procedures, scope, cost, schedules and budgets

2. Work Performance Reports– Contain work performance information in physical or electronic form– These are subset of project documents and may include work performance metrics– Facilitate recording and distribution of work performance information– Generate informed decisions in timely manner.


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PMBOK

Introduction

• Integrated change control process ensures that any change to the project

deliverables, project management plan including its subsidiary plans, baselines

and or organizational process assets is made only after comprehensive review

of impact on other deliverables, plans and baselines with identification of

potential risks and provision appropriate actions to manage the same.

• It is conducted from project inception through completion and is ultimate

responsibility of the project manager

• Change requests are subjected to processes specified in the change control

and configuration control systems

• Change request process may require information on estimated time impact and

estimated cost impact

Perform Integrated Change Control 4.5

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PMBOK

Introduction

• Change requests may be rejected and it is ensured that only approved changes

are incorporated in the revised baseline.

• Change Control board (CCB) is a formally chartered group responsible for

reviewing, evaluating, approving, delaying or rejecting changes to the project and

for recording and communicating such decisions

• Customer or sponsor approval may be required after CCB approval unless they

are part of the CCB

• Configuration control is focused on the specification of both the deliverables

and processes

• Change control is focused on identifying, documenting and approving or

rejecting the changes to project documents, deliverables and baselines.

Perform Integrated Change Control 4.5

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What is Configuration Management?

It involves activities like:– Configuration Identification

Products and documents are labeled and changes are managed

– Configuration Status Accounting

Capturing , storing and accessing configuration information

– Configuration Verification and Auditing

Establishing that the performance and functional requirements

defined in the configuration documentation have been met

Perform Integrated Change Control



Control Scope

Control Schedule

Control Costs

Control Quality...

ICC

Change Request Path

Approval / RejectionFor Implementation


What is Change Control System?

Impact Analysis (Specific)

Impact Analysis (Project)

Change Implementation

Follow up and Verification

Change RequestControl Group

Change ControlBoard

Execution Group

Change ControlBoard

Project Stakeholder

Recommendations

Decision

Open

Closed Change Request

CMDB




PMBOKPerform Integrated Change Control


Plan

2. Work performance

reports

3. Change requests

4. Enterprise


5. Organizational

process assets

1. Expert judgment

2. Meetings

3. Change control tools

1. Approved Change

Requests

2. Change Log


Plan Updates

4. Project Documents

Updates

Process to manage changes to project artifacts like Deliverables, Plans, baselines, Documents, Process Assets, etc.

4.5

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PMBOK

Inputs

1. Project Management Plan – Elements of project management plan that may be used include but not limited to:

1. Scope management plan which contains procedure for scope changes

2. Scope baseline which provides product definition

3. Change management plan, which provides the direction form managing the change control

process and documents the formal change control board (CCB)

2. Work Performance Reports

– Performance reports pertaining to perform integrated change control process include

recourse availability, schedule and cost data and earned value management (EVM)

reports

3. Change Requests

– Change requests result from executing, monitoring and controlling processes

– Change requests may include corrective action, preventive action and defect repairs

Perform Integrated Change Control 4.5.1

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PMBOK

Tools and Techniques1. Expert Judgment

The sources for expert judgment include:

– Consultants

– Stakeholders including customers and sponsors

– Professionals and technical associations

– Industry groups

– Subject Matter Experts (SME)

– Project Management Office (PMO)

2. Meetings– For this process the meetings are usually referred to change control meetings in which;

• Change requests are discussed, reviewed, approved, disposed or rejected.

• Configuration management activities may also be reviewed

• CCB decisions are documented and communicated to the stakeholders for information and follow-up actions.

3. Change Control Tools– These facilitate configuration and change management

– Used to manage change requests through recording and tracking of requests, approvals through process flow

stages, implementation status and generation of reminders and alerts for timely action.


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PMBOK

Outputs

1. Approved Change Requests

– Are approved by Change Control Board (CCB) or by an assigned team member

– Are implemented through Direct and Manage Project Work process– Disposition of all change requests, approved or not is updated in change

log as a part of update to project documents2. Change Log

– Changes that occur during the project are documented– Impact of these changes on the project in terms of time, cost and risk are

also documented and information is distributed to the stakeholders– Rejected change requests are also recorded.


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PMBOK

Introduction

• Includes finalizing all activities completed across all Project

Management Process Groups to formally close the project or a project

phase, and transfer the completed or cancelled project as appropriate

• The Close Project process establishes procedures to:

- coordinate activities needed to verify and document the project deliverables,

- coordinate and interact to formalize acceptance of those deliverables and transfer of it to next phase or operations

- investigate and document reasons for actions taken if a project is terminated before completion

- Collect project or phase records, audit success and failures and archive records

Close Project or Phase 4.6

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PMBOKClose Project or Phase


Plan

2. Accepted Deliverables

3. Organizational

process assets

1. Expert judgment


3. Meetings

1. Final Product, Service

or Result Transition

2. Organizational

Process Asset

Updates

Process to finalize all activities for formally close project of phase.

4.6

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PMBOK

Inputs1. Project Management Plan

The project management plan becomes the agreement between the project manager and project

sponsor, defining what constitutes project completion – Elements of project management plan that may be used include but not limited to:

• Scope management plan which contains procedure for scope changes

• Scope baseline which provides product or service definition

• Change management plan, which provides the direction form managing the change control process and

documents the formal change control board (CCB)

2. Accepted Deliverables

N Accepted Deliverables my include:

• Product specifications

• Delivery receipts

• Work performance documents

• Partial or interim deliverables ( incase of phased or cancelled projects)

3. Organizational Process Assets

– Factors including but not limited to:

• Project or phase closure guidelines or requirements

• Historical and lessons learned knowledge base

Close Project or Phase 4.6.1

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PMBOK

Tools and Techniques1. Expert Judgment

– Applied when performing administrative closure activities

– To ensure project or phase closure is performed to appropriate standards

– Sources of expertise include but not limited to:

• Other project Managers within the organization

• Project Management Office (PMO)

• Professional and technical associations


– Examples of analytical Techniques used in project closeout are:

• Regression analysis

• Trend analysis

3. Meetings

– Meetings may include project team members and stakeholders

– May be face to face, virtual, formal or informal

– Types could be user groups, review, lessons learned and closeout etc.


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PMBOK

Outputs

1. Final Product, service or Result Transition– Output refers to the transition of final product, service or result that the

project was authorized to produce.– Incase of phase closure it is the intermediate product, service or result of

the phase.

2. Organizational Process Assets Updates

Elements including but not limited to:– Project Files

• Plans, baselines, calendars, registers, change management documentation, planned risk response actions and risk impact.

– Project or phase closure documents • Consisting of formal acceptance of the deliverables• Reasons for termination and status of deliverables if project or phase is

terminated


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