PMP Chap4-Project Integration Management Details: Part-2

By: Anand Bobade (nmbobade@gmail.com)
Develop Project
Charter
Develop Project
Management
plan
Direct and
Manage Project
work
Monitor &
Control Project
Work
Perform
Integrated
change Control
Close Project or
phase
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• Sample Questions
Initiating Planning Executing Monitoring & Controlling Closing
Chapter 4 :
Project Integration Management
(Part 2)

4.4 Monitor and Control Project Work
Monitor and Control Project Work definition
Monitor and Control Project Work - ITTO
What is Forecasting?
What are Analytical techniques?
What is Work Performance Reports?
Data flow diagram
Review
Self Assessment

4. Integration Management processes
4.1 Develop Project Charter:
Formally authorizes a project, and provide the project
manager with the authority to apply organizational
resources to the project activities.
4.2 Develop Project Management plan:
The process of defining, preparing, coordinating and
integrating all subsidiary plans.
4.3: Direct and Manage Project work:
Carrying out the project management plan by
performing the activities included in it

4. Integration Management processes
4.4 Monitor & Control Project Work:
Tracking, reviewing, and reporting the progress to meet
the performance objectives defined in the project
management plan
4:5 Perform Integrated change Control:
The process of reviewing all change requests,
approving changes and managing changes to
deliverables, OPA, project documents & PMP.
4.6 Close Project or phase:
Finalizing all project activities to formally close the
project

Continuous
improvement
(Analyze
variance &
recommend)
Continuously
Monitor Project
work (Resources,
Task status, risks,
changes )
Collect project status
data & measure against
schedule (Schedule
Variance, Schedule
Performance Index &
Earn Value)

Tracking, reviewing, & reporting progress to
meet performance objectives defined in PMP
It allows stakeholder to understand current state of
project, steps taken, budget, schedule & scope
forecasts.
Progress
Tracking Reviewing Reporting
Performance Objective
To meet

Monitoring:
• Colleting information
• Measuring information
• Comparing planned Vs actuals
• Evaluating trends
• Distributing information
Controlling:
• Analyzing variances
• Assessing & Forecasting trends
• Assessing alternatives
• Recommending corrective actions
• Recommending preventive actions
Comparing Assessing Documenting Forecasting Communicating

Comparing actual project performance against the
project management plan.
Assess performance to determine whether any
corrective or preventive actions are indicated.
Identify new risks. Analyse, track, & monitor existing
project risks. Ensure risk response is executed.
Maintain an accurate, timely information base (status
reports)

Provide information (not data) to support status
reporting, progress measurement, and forecasting.
Provide forecasts to update current cost and current
schedule information.
Monitor implementation of approved changes as they
occur.
Provide appropriate reports on project progress.

Inputs:
• Project management
plan
• Schedule forecast
• Cost forecast
• Validate changes
• Work perf. information
• Enterprise Env. Factors
• Org. process assets
Tools &
Techniques:
• Expert Judgment
• Analytical techniques
• Project Management
Information System
• Meetings
Outputs:
• Change
request
• Work perfor.
data reports
• PMP update
• Project
document
updates
What you can not measure, you can not manage
4.4 Monitor and Control Project Work->TTIO

PMP Schedule forecast Cost forecast Validated Changes
4.4 Monitor and Control Project Work -> Input
Work performance
information
Enterprise
Environmental
Factors
Organizational
process Assets

4.4 Monitor & Control Project Work-> Input->PMP
Project
management plan
Describes how project will be executed, monitored and
controlled.
Provide subsidiary plans & guidelines to analyze
variance against all baselines.
Scope Baseline Schedule baseline Cost Baseline
Describes tools & process for variance analysis, forecasting etc.
Provide reporting templates & communication details.

It is performance data collected from various controlling
processes.
Analysed in context, and integrated based on relationships
across various areas.
Work Performance
Information
4.4 Monitor & Control Project Work-> Input->WPI
20/100 deliverables
are validated
320/500 test cases
are executed
Risk response
is not effective
Monitor & Control
Project work
Validate Scope
Control quality
Control Risks
Direct & Manage
Project work

Work Performance
Information
(SPI, CPI, CV, SV)
4.4 Monitor & Control Project Work-> Input->WPI
Monitoring & Controlling PG-> Control Process
Validate Scope Control Scope Control
Schedule
Control Cost Control Quality
Control
Communication
Control Risks Control
Stakeholder Eng.
Control
Procurements
Monitoring & Controlling
PG-> Monitor & Control
Project work
Work Performance
Information

4.4 Monitor & Control Project Work->Input->Schedule & Cost Forecast
Schedule
forecast
Cost forecast
Monitor & Control Project work is critical process for Project
manager where, he uses all collected WPI, cost & schedule
forecasts to perform the integrated analysis.
Both are explicit inputs to emphasize their importance in
analysis & EVM (Earn value management) calculations.
But collectively, you can say project is ahead of
schedule, hence you are spending more. So, PM
should control the spending & get project on
agreed schedule.
If Schedule forecast says you
are ahead of schedule,
project looks health looks
good.
If Cost forecast says you are
over budget, then project
heath looks bad.

It is output of control schedule process.
Derived from progress against the schedule baseline &
calculated “Estimate To Complete (ETC)”.
Schedule forecast
Schedule forecast
Estimate To
Complete (ETC)
Schedule
Variance (SV)
Schedule
Performance Index
(SPI).
4.4 Monitor & Control Project Work->Input->Schedule Forecast
Control Schedule
Monitor & Control
Project work

It is a output of control cost process.
Derived from progress against the cost baseline and computed
estimates to complete (ETC).
Cost forecast (ETC,
BAC)
4.4 Monitor & Control Project Work-> Input->Cost Forecast
Control Cost
Cost forecast
Estimate To
Complete (ETC)
Cost Variance
(CV)
Cost Performance
Index (CPI).
Monitor & Control
Project work

4.4 Monitor & Control Project Work->Input->Validated Changes
Validated Changes
A validated change provides the necessary data to
confirm that change was appropriately executed.
Approved changes that result from the Perform
Integrated Change Control process require validation.
Monitor & Control
Project workControl quality
Approved CR
review
Analytical
Techniques
Validated
Changes
Work performance
Reports
Deliverables
Ensure changes
were appropriately
implemented.

4.4 Monitor and Control Project Work -> Input -> EEF & OPA
Enterprise Environmental Factors:
• Government or industry standards. Work
Authorization system. Stakeholder Risk tolerance.
PMIS.
Organizational Process Assets:
• Communication, Financial control procedures,
Change control, Issues & defects, Risk control,
Process measurement DB & Lesson learned.

Expert Judgment
Analytical
Techniques
PMIS Meetings
4.4 Monitor & Control Project Work -> Tools and Techniques

4.4 Monitor & Control Project Work->T&T->Expert Judgment
Expert Judgment
Used by Project Management team to interpret the
information provided by monitor & control process.
Schedule /finance Expert Tools Experts
Forecasting experts
EVM / Performance
management experts
Expertise provided by:
Review WPI coming from all control processes.
Discuss action required to ensure project performance matches
expectations.
Discuss work performance data which may lead to raising a change request.

Analytical
Techniques
Used to evaluate, analyze or forecasts potential
outcomes based on the variances of the project
variables.
4.4 Monitor & Control Project Work->T&T->Analytical Techniques
Grouping method Causal Analysis Root Cause Analysis
Regression analysis Fault tree analysis (FTA)
Failure mode and effect
analysis (FMEA)
Forecasting methods Variance Analysis Trend Analysis
Earned Value
Management
Reserve Analysis

Analytical
Techniques
Grouping method:
• Processing & analysing statistical data by
grouping data based on some observation,
analysis or predefined criteria's.
E.g.:
• Tasks behind planed schedule more than 25%.
• Completed activities.
• Completed Milestones.
Causal Analysis seeks to identify & understand
reasons behind current situation & hence
enabling focus of change activity. Focuses on root
cause.
E.g.: The problem - The vehicle will not start.
•Why-The battery is dead. (First why)
•Why-The alternator is not functioning. (Second why)
•Why-The alternator belt has broken. (Third why)
•Why-The alternator belt was beyond its life & not replaced. (4th why)
•Why-The vehicle was not maintained according to schedule. (5th why,
a root cause)
More details in
Quality
management
Knowledge area

Analytical
Techniques
Fault tree analysis (FTA) is a top down failure
analysis in which, an undesired state of a system
is analysed using Boolean logic.
Failure mode and effect analysis (FMEA):
It is a systematic technique for failure analysis. It
involves reviewing components to identify failure
modes, their causes and effects.
Variance analysis measures the difference
between the actual performance and the
performance baseline.
Trend Analysis is a mathematical technique
that uses historical results to predict future
outcome. This is achieved by tracking variances
in cost and schedule performance.
More details in
Quality
management
Knowledge area

Analytical
Techniques
Forecasting methods:
• Process of making predictions of future based
on past & present data and analysis of trends.
Earned Value Management (EVM):
• Performance measurements method.
• It integrates project scope, cost & schedule to
measure project performance & progress.
Reserve Analysis:
• Involving review of PMP to determine risks
which mandate reserve for mitigation, &
accordingly estimate the reserve.
More details in
cost management
Knowledge area
More details in
Risk management
Knowledge area

4.4 Monitor & Control Project Work->T&T->PMIS
Project
Management
Information
System
It’s collection of tools that helps Project Manager & project
management team to perform project management activities;
and efficiently manage the project.
It automates information gathering and reporting on key
performance indicators (KPI).
Scheduling
Resource
management
Change control tool
Procurement
management
Project records
management
Cost management
Performance
reporting
Forecasting (SPI,
CPI)
PMIS
MS-Share point with MS-
Project
HP-Project Portfolio
Management

4.4 Monitor & Control Project Work->T&T->PMIS

4.3 Direct & Manage Project Work->T&T-> Meetings
Meetings
Meeting Types
Project
performance
analysis meeting
with project
management team
Project
Forecasting
meeting with
project
management team
Decision making
(Steering
committee, CCB
meetings)
Should have well defined Agenda, Objective & timeframe.
Most effective when all participants are face to face.
Meetings should not be mixed
Minutes of the meeting should be document and stored.

Change Request Work Performance
Reports
PMP update Project Document
Updates
4.4 Monitor and Control Project Work -> Output

It is representation of work performance information compiled
in Project documents/ reports.
Work Performance
Reports
4.4 Monitor & Control Project Work->Output->WPR
Burn down
Chart
S-Curve Bar Charts
Histograms Tables Run Charts.
Status reports Memos
Justifications Information notes
Recommandations Updates
Decisions
Actions
Awareness

Work Performance
Reports
4.4 Monitor & Control Project Work->Output->WPR
Manage Project
Team
Manage
Communication
Perform
Integrated
Change Control
Procurement
Monitoring & Controlling PG->
Monitor & Control Project
work
Monitoring & Controlling PGExecuting PG
Work Performance
Reports

4.4 Monitor and Control Project Work -> Output-> CR
Change Request
As a result of comparing planned results to actuals, CR may be
raised.
CR may expand, adjust or reduce the project scope, quality,
schedule or cost baselines.
CR can be Corrective, preventive or Defect repairs.
Scope
Baseline
Schedule
baseline
Cost Baseline
Monitor & Control Project
work

4.4 Monitor and Control Project Work -> Output
PMP updates
Any subsidiary planes and Baselines that are
subject to formal Change control Process.
Project document
updates
All documents subject to formal Change
control Process.

4.4 Monitor & Control Project Work-> Process differences
• Focus on execution
• Focus on work completion
• PM needs directing & delegating skills
Direct & Manage
• Focus on monitoring & controlling
• Ensure work is done in right way
• PM needs oversight & correction skills
Monitor & Control

4.4 Monitor and Control Project Work -> Process Flow

4.4 Monitor and Control Project Work -> Quick Review
What is monitor and control project work.
How it is different from Direct and Manage
project work.
What is schedule forecast?
What is Cost forecast?
What is use of validate changes?
What are the different analytical techniques?
What are work performance reports?

1. Which process allows stakeholder to understand the current state of the project,
steps taken, budget, schedule and scope forecasts.
• Direct and Manage Project work
• Monitor & Control Project Work
• Perform Integrated Project work
• Close Project or phase
2. Identify which is not the function of Monitor & Control Project Work process
• Comparing actual project performance against the project management plan;
• Assessing performance to determine whether any corrective or preventive actions are indicated, and
the recommending those actions as necessary;
• Generate project data ( Cost, schedule, progress and quality)
• Monitoring implementation of approved changes as they occur
3. Select the Tools and Techniques of Monitor & Control Project Work process
• Expert Judgment, Analytical techniques, Project Management Information System & Meetings
• Expert Judgment, Analytical techniques & Meetings
• Expert Judgment, Analytical techniques, Brainstorming & Meetings
• Expert Judgment, Analytical techniques, Brainstorming, Forecasting & Meetings
4.4 Monitor and Control Project Work -> Question

4. Select which are true about PMIS:
•Automated tool suite, such as a scheduling software tool,
•Configuration management system
•Information collection and distribution system
•Web interfaces to other online automated systems.
•All of above
5.Information Exchange, Brainstorming, Option evaluation or Design, Decision making
are type of:
•Meeting
•Expert Judgment
•Reporting
•Brainstorming
6. Derived from progress against the schedule baseline & computed ETC. It is typically
expressed in terms of SV & SPI
•Schedule Forecast
•Cost Forecast
•Earn value
•Work Performance information

7. It is typically expressed in terms of CV & CPI. EAC can be compared to the BAC
to see it project is within tolerance.
• Schedule Forecast
• Cost Forecast
• Earn value
• Work Performance information
8. Regression analysis, Grouping method, Causal Analysis & Root cause analysis
are:
• Analysis Techniques
• Forecasting techniques
• Brainstorming techniques
• PMIS software functions
9. Status reports, Memos, Justifications, Information notes, Recommendations
are examples of which report:
• Forecasting Reports
• Work Performance reports
• Project status report
• Project closure report

Answers:
• B
• C
• A
• E
• A
• A
• B
• A
• B

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• Sample Questions

4.5 Perform Integrated Change Control
Perform Integrated Change Control definition
Key Terms
Change request process
Perform Integrated Change Control - ITTO
What is Change Control board?
What Change control system?
What is Configuration Management System?
Data flow diagram
Review
Self Assessment

Perform Integrated Change
Control Process
Any stakeholder can request changes on the project
Project
sponsor
Always look at project
objective.
Coordinate changes across
the project.
Ensure changes are
controlled.

Reviewing all CR’s, approving changes & managing
changes to deliverables, OPA, project documents & PMP
It allows documented changes within project to be
considered in a integrated fashion while reducing a
project risk.
Reviewing &
approving CR’s
Managing changes Communicating
CR’s

4.5 Perform Integrated Change Control -> CR Process
Submit CR to PM
Evaluate CR
• Approve or Reject
Detailed evaluation
• Impact /Options
Analysis
• Recommendations
Present in CCB
• Reject /Approve
• Defer
Update plan &
documents,
communicate
Implement
Change
(Execution -
D&M)
Communicate to
Stakeholder

4.5 Perform Integrated Change Control -> Key terms
Change Control
Board (CCB)
Change Control
Change Control
System (CCS)
Change Control Tools
Configuration
Management System

4.5 Perform Integrated Change Control -> Key terms
Change Control Board (CCB):
A formally chartered group responsible for reviewing,
evaluating, approving/rejecting changes to project.
Also, responsible for recording & communicating.
Change Control Board
Change Approver
(Matrix should be defined in PMP-
change control plan)
Change Control Board
Responsible Authority
Customer or Sponsor
Project Manager (small
changes as agreed in PMP)
Change Request can be:
Approved Denied
Returned for
info
Delayed

4.5 Perform Integrated Change Control-> Key Terms
Change Control :
A process whereby modifications to documents,
deliverables or baselines are identified, documented,
approved or rejected. It is synonymous to Perform
Integrated Change Control process name.
Change Control system (CCS):
A set of procedures that describes how modifications
to the project deliverables and documentation are
managed and controlled.
Change Control Tools:
Manual or automated tools to assist with change &
configuration management. At least tools should
support activities of the CCB.

Examples of Change Control Tools:
Microsoft SharePoint HP Portfolio Management
Project Manager:
Define formal change process Ensure proper documentation
Ensure changes are introduced
in a controlled & coordinated
manner.

Configuration Management System (CMS):
A subsystem of the project management system.
It is a set of procedures used to apply technical &
administrative direction and scrutiny to identify &
document changes to product characteristics.
• functional & physical characteristics of a product.
Identify &
document
• Any changes to such characteristics.Control
• Each change & its implementation status.
Record &
report
• Product audit to verify conformance to requirements.Support

VSS – Visual Source
Safe
CVS- Concurrent
version system
Rational Clear Case
Examples of Configuration management system:
Change Control System
(CCS)
Configuration Management
System (CMS)
Other Project Management
Systems/ Tools
PMIS

• Infrastructure upgrade project for Bank
• Bank Locations : 20
• Upgrades : Servers, PC’s/Laptops, Operating Systems & Software's
(Local Payroll software, queuing software, Licenses etc),
Configuration
Management
System (CMS)
Example:
• Different Bank locations has severs with different configurations
• Software's with different version.
• Some Customized software's
Challenges:
• To document existing functional & physical characteristics of a products
(Servers, PC’s, software versions etc)
• Record & report each change & its implementation status.
Team will
use CMS
• track different versions of the Hardware, software during the upgrade.
• Allow teams to work simultaneously on the multiple locations.
• Provide data for Auditing & reporting status.
CMS will

CMS is a Version Control System for the Product of the Project.
Configuration
identification.
• Configuration
item are
identified
• Products and
documents are
labelled
• Accountability is
maintained.
Configuration status
accounting.
• Listing of
approved
configuration
• Status of
proposed
changes
• Implementation
status
Configuration
verification and audit.
• Ensure
corresponding
changes are
registered
• Changes are
assessed,
approved &
tracked
• Changes
correctly
implemented

• Focused on identifying, documenting and controlling changes to the
project and the project baselines.
• A Change Management Plan documents how changes will be
monitored and controlled.
• Change Management Plan is a generic plan that guides the Project
Manager in terms of making any kind of change on the project.
Change Control System - CCS
• Configuration Control focuses on the specifications of both the
deliverables and the processes.
• A Configuration Management plan documents how configuration
management will be performed.
• Configuration Management Plan only guides you in making changes
which are specific to the Product Configuration.
Configuration Management System - CMS
4.5 Perform ICC -> Difference between CCS & CMS

Inputs:
• Project management
plan
• Work performance
reports
• Change requests
• Enterprise Env. Factors
• Org. process Assets
Tools
&Techniques:
• Expert Judgment
• Meetings
• Change control tools
Outputs:
• Approved
Change request
• Change log
• PMP update
• Project
document
updates
4.5 Perform Integrated Change Control->ITTO

Project
Management Plan
Work performance
reports
Change Request
Enterprise
Environmental Factors
Organizational process
assets
4.5 Perform Integrated Change Control -> Input

4.5 Perform Integrated Change Control -> Input -> PMP
Project
management plan
Describes how project will be executed, monitored and
controlled.
Provide information to compare CR against various
plans, baselines & project objectives.
Change Management plan :
Provide details about change management process,
procedure to be followed. Also, detailed about change
control system.
Scope Baseline Schedule baseline Cost Baseline

4.5 Perform Integrated Change Control -> Input -> WPR
Work Performance
Reports
It is representation of work performance information
compiled in Project documents/ reports.
Monitor & Control
Project work
WPR
Perform Integrated
Change Control
Burn down
Chart
S-Curve Bar Charts
Histograms Tables Run Charts.
Status reports
Memos
Justifications
Information notes
Recommandations
Updates
Current health of
the project shown
in WPR can impact
the CR analysis &
decision making.

4.5 Perform Integrated Change Control -> Input -> Change Request
Change Request
Formal proposal to modify any document, deliverables or baseline.
Monitoring & Controlling PG-> Control Process
Validate Scope Control Scope Control
Schedule
Control Cost Control Quality
Control
Communication
Stakeholder Eng.
Control
Procurements
Direct & Manage
Project work

4.5 Perform Integrated Change Control -> Input -> EEF & OPA
Enterprise
Environmental Factors
Change Control procedures.
Process of approving & issuing change authorization.
Configuration management.
Project Management Information System (PMIS)
Scheduling tool
Configuration
management system
Information collection
& distribution system
Organizational
process assets

Expert Judgment Meetings
Change Control
Tools
4.5 Perform Integrated Change Control -> Tools & Techniques

4.5 Perform Integrated Change Control -> T&T -> Expert Judgment
Expert Judgment
Experts discuss & analyze changes. They may be a
part of CCB, who decides the outcome of Change
Request.
Analysis Decision Making Coordination
Consultants
Stakeholders, including customers or sponsors,
Professional and technical associations,
Industry groups
Subject matter experts (SMEs)
Project management office (PMO)

4.5 Perform Integrated Change Control -> T&T -> Meetings
Meetings
Change control related meetings are conducted by CCB
(Analyze, Review, approve/Reject the Change)
CCB may also review Configuration Management
activities.
CCB decisions are formally documented & shared.
Decide on the
Change request
status (Approve
/ Reject)
Discuss
Change
request

4.5 Perform Integrated Change Control->T&T-> Change Control Tools
Change Control
Tools
Manual or automated tools to assist with change &
configuration management.
At least tools should support activities of the CCB.
Help record & Track change request via Change log.
Examples of Change Control Tools:
Microsoft SharePoint HP Portfolio Management

Approved Change
request
Change log PMP updates
Project document
updates
4.5 Perform Integrated Change Control -> Output

CR are processed according to Change Control System by PM, CCB
or assigned Team member. Approved CR will be implemented
through Direct & Manage Project work process.
Document the changes that occur during a project including
rejected changes.
Any subsidiary planes and Baselines that are subject to formal
Change control Process.
All documents subject to formal Change control Process.

4.5 Perform Integrated CC->Output->Approved CR
Approved Change
request
Direct and Manage
Project work Control Quality
Perform Integrated
change Control
Control
procurement
Review if change are implemented in deliverables as
per approved CR; resulting in Validated changes
For
implementation
Initiate
Procurement
related changes
CR are processed according to Change Control System.
Approved CR will be implemented through Direct & Manage
Project work process.

Change log
Document the changes that occur during a project including
rejected changes.
It can provide the list of all changes with current status of each
change request.
Change log
(following status accounting may differ as per company
methodology)
Entry is made when new change is initiated
Updated to reflected completion of analysis
Updated once shared with CCB
Updated with CCB decision
Updated when its under development/construction
Updated once quality control is completed
Updated as ‘Closed’ once change is completely implemented.Manage Stakeholder
Engagement

PMP updates
Any subsidiary planes and Baselines that are
subject to formal Change control Process.
Project document
updates
All documents subject to formal Change
control Process.

4.5 Perform Integrated Change Control -> Process Flow

4.5 Perform Integrated Change Control -> Quick Review
What is Integrated change control?
What is Change Request?
What is difference between Change
Request & approved change request?
What is Change log?
What are change control tools?

4.5 Perform Integrated Change Control -> Question
1. Name the process is, which allows documented changes within the project to be
considered in a integrated fashion while reducing a project risk, which often arises from
changes made without considering to the overall project objectives or plans.
•Change Control Board
•Project Integration Management
•Perform Integrated Change Control
•Change control Process
2. Which input to the Direct and Manage Project Execution process contains the documented
and authorized changes to adjust the scope of the project?
•Approved corrective actions
•Approved preventive actions
•Approved change requests
•Approved defect repair
3. A formally chartered group responsible for reviewing, evaluating, approving, delaying, or
rejecting changes to the project, and for recording and communicating such decisions.
•Project Team
•Change Management group
•Change Control Board
•Steering Committee

4. Ensure the composition of a project’s configuration items is correct and that corresponding
changes are registered, assessed, approved, tracked, and correctly implemented. This ensures
the functional requirements defined in the configuration documentation have been met :
•Configuration identification.
•Configuration status accounting.
•Configuration verification and audit.
•all of above
5. Change Control procedures, Processed of approving & issuing change authorization, process
measurement data, Project documents. Configuration management knowledge base are part
of:
•Enterprise Environmental Factors
•Organizational Process Assets
•Project Management Information system
•Project Management Plan
6. Approved CR will be implemented by:
•Direct and Manager process groups
•Direct and Manage Project work
•Monitor & Control Project Work
•Perform Integrated Project work

Answers:
C
C
C
C
B
A

4.6 Close Project or Phase
Close Project or Phase process definition
Close Project or Phase - ITTO
What is difference between Close Project & close
Phase
What are accepted deliverables?
Contract vs Project closure.
Data Flow diagram
Review
Self Assessment

Hospital Opening Ceremony
Hospital construction work is completed
Medical equipment installation is completed
Staff has been Training to use medical equipment
Operational Team has been Trained to use/ operate facilities
Project is ready to be Closed.

Finalizing
all
activities
The process of finalizing all activities across all of the PMP Groups
to formally complete the project or phase.
It provides lesson learned, the formal ending of the project work,
and release of organization resources to pursue new endeavors.
Project
Phase

Reviewing all prior information from the previous phase closures.
Reviews scope baseline to ensure completion before considering
the project closed.
Ensure all project work is completed & project has met its
objectives.
Establishes the procedures to investigate & document reasons for
actions taken if a project is terminated before completion.
For successful closure, PM has to engage all concern stakeholders.
Project Managers focuses on:

Process includes all planned activities necessary for administrative
closure of the project or phase.
Actions and activities includes:
Satisfying completion or exit criteria.
Transfer project’s products or services to operations.
Collect project or phase records
Audit project success or failure
Gather lessons learned
Archive project information

Input
• Project
management
plan
• Acceptable
deliverables
• Organizational
process assets
Tools and
Techniques
• Expert Judgment
• Meetings
• Analytical
Techniques
Outputs
• Final product or
service or result
transition
• Organizational
process assets
updates
4.6 Close Project or Phase->TTIO

4.6 Close Project or Phase -> Input
Project
management plan
Acceptable
Deliverables
Organizational
process assets

PMP becomes the agreement between the project manager &
sponsor, defining what constitutes the project completion.
Approved product specifications, delivery receipts, & work
performance documents. Partial or interim deliverables may also
be included for phased or cancelled projects.
Project or phase closure guidelines. Historical information &
lessons learned knowledge base.
4.6 Close Project or Phase -> Input

Expert
Judgments
Meetings
Analytical
Techniques
4.6 Close Project or Phase -> Tools & Techniques

Experts ensures Project or phase closures is performed to
appropriate standards. Expertise is available through – other PM
within organization, PMO, Professional or Technical associations.
Examples of Analytical techniques uses are: Regression analysis,
Trend analysis.
This may include project team members and other stakeholders,
involved in or affected by the project.
Types of meetings include, but are not limited to lessons learned,
closeout, user group, and review meetings.
4.6 Close Project or Phase -> Tools & Techniques

4.6 Close Project or Phase -> Output
Final product or
service or result
transition
Organizational
process assets
updates

4.6 Close Project or Phase -> Output
Final product or
service or result
transition
Organizational
process assets
updates
This output refers to Transition of Final product, service or result that
project was Authorized to produce.
In case of a phase closure, it refers to intermediate product, service or
result of that phase.
Project files: PMP; scope, cost, schedule, and project calendars; risk & other
registers; CM documentation; planned risk response actions; and risk impact.
Project or phase closure documents: formal documentation that indicates
completion of the project or phase & the transfer of the completed project or
phase deliverables to others.
Historical information : that has been recommended for use by future projects.

4.6 Close Project or Phase -> Contract closure
A contract is closed upon reaching the end of the contract, or when a contract is
terminated before the work is completed.
Termination is usually done by buyer – if the work is no longer required, or if the work
performed is not acceptable.
The seller may still need to be compensated for the work completed, as per clauses in
contract.
In multi-phase projects, Close Procurements closes appropriate contract(s) for that
phase of project. Thus, process may be repeated many times in a project.
Unresolved claims may be subject to litigation after Close Procurements is completed.
A complete set of indexed contract documentation is prepared – Output of Close
Procurements.

4.6 Close Project or Phase -> Contract vr. Project closure
Procurement Closure may be done multiple times ( once for each
contract) during the lifecycle of a project.
Administrative Closure is only done once per phase, or for the
entire project.
Project closure is not complete without procurement closure.
Product acceptance is carried out using the Close Project or
Phase process.
The contracts are closed using each Close Procurement process.

4.6 Close Project or Phase -> Process Flow

4.6 Close Project or Phase -> Quick Review
How to close Project or phase?
What is successful project closure?
Importance of Lesson Learned.
What is Transition of product to
operations.
What is difference between contract &
project closure.

1. All of the following are outputs of the close project process except:
A. Historical information
B. Project management plan updates
C. Project closure documents
D. Formal acceptance documentation
E. Project files
2. Your project is coming to an end, and you are in the process of listing the activities that must be
performed to close out the project. Which of the following should be performed during the closing
processes?
A. Seek legal counsel from the company’s attorney prior to closing
the project
B. Request final inspection reports for all vendor supplied products
C. Issue a formal notice of project completion to sellers
D. Issue payment schedules and requests
3. Which of the following documents formally indicates that the customer or sponsor has officially
accepted the project deliverables?
A. Historical information
B. Formal acceptance documentation
C. Project closure documents
D. Project files
4.6 Close Project or Phase -> Question

4. Which of the following statements are FALSE regarding the relationship between project phase and
project life cycles?
A. Collectively, the project phases are known as the project life
cycle
B. The conclusion of project phase is generally marked by a review
of key deliverables and current project performance
C. Project phase-end reviews are often called phase-exits
D. Each project phase is marked by the completion of one or more
milestones
5.What is the correct order of performing the processes?
A. Perform Quality Control, Close Project or Phase, Close Procurements
B. Verify Scope, Perform Quality Control, Close Project or Phase, Close Procurements
C. Perform Quality Control, Verify Scope, Close Project or Phase
D. Verify Scope, Perform Quality Control, Close Procurements Correct
6. Who can authorize the closure of a project?
A. Sponsor
B. Project Manager
C. Functional Manager
D. Customer

Answers:
1. B
2. C
3. B
4. D
5. C
6. A

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PMP Chap4-Project Integration Management Details: Part-2

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PMP Chap4-Project Integration Management Details: Part-2