Session 22 4th edition PMP
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Project Integration Management involves five key processes: 1. Develop Project Charter - Defines the project. 2. Develop Project Management Plan - Guides how the project will be executed. 3. Direct and Manage Project Execution - Performing the work outlined in the plan. 4. Monitor and Control Project Work - Tracking progress and addressing issues. 5. Perform Integrated Change Control - Reviewing and approving/managing changes. These processes span the project lifecycle from initiating to closing and involve balancing the project's scope, schedule, costs, quality, resources, risks, procurements and stakeholder engagement.
Session 22 4th edition PMP
- 2. • Process Groups & Knowledge Areas Mapping Knowledge Area Process Initiating Planning Executing Monitoring & Control Closing Integration Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project Scope Collect Requirements Define Scope Create WBS Verify Scope Control Scope Time Define Activities Sequence Activities Estimate Activities Resources Estimate Activities Duration Develop Schedule Control Schedule Cost Estimate Costs Determine Budget Control Costs Quality Plan Quality Perform Quality Assurance Perform Quality Control Human Resource Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team Communication Identify Stakeholders Plan Communications Distribute Information Manage Stakeholders Expectations Report Performance Risk Plan Risk Management Identify Risk Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Response Monitor and Control Risks Procurement Plan Procurements Conduct Procurements Administer Procurements Close Procurements
- 3. Project Integration Management Knowledge Area Process Initiating Planning Executing Monitoring & Contol Closing integration • Develop Project Charter • Develop Project Management Plan • Direct and Manage Project Execution • Monitor and Control Project Work • Perform Integrated Change Control • Close Project Enter phase/ Start project Exit phase/ End project Initiating Processes Closing Processes Planning Processes Executing Processes Monitoring & Controlling Processes
- 4. Execute Plan + Implement approved changes Direct & Manage Project Execution Changes (produce and implement) -Corrective Action: FORMAL documented direction/activity to bring future work in line with plan. -Preventive Action: reduce probability of negative consequences associated with Risks Defect Repair: - formal document identification of a defect & recommendation to replace or repair.
- 5. Direct & Manage Project Execution • The process of performing the work defined in the project management plan to achieve the project’s objectives. Inputs 1. Project management plan 2. Approved change request 3. Enterprise environmental factors 4. Organizational process assets Tools & Techniques 1. Expert judgment 2. Management information system Outputs 1. Deliverables work 2. Performance information 3. Change requests 4. Project management plan updates 5. Project document updates
- 7. • Process Groups & Knowledge Areas Mapping Knowledge Area Process Initiating Planning Executing Monitoring & Control Closing Integration Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project Scope Collect Requirements Define Scope Create WBS Verify Scope Control Scope Time Define Activities Sequence Activities Estimate Activities Resources Estimate Activities Duration Develop Schedule Control Schedule Cost Estimate Costs Determine Budget Control Costs Quality Plan Quality Perform Quality Assurance Perform Quality Control Human Resource Develop Human Resources Plan Acquire Project Team Develop Project Team Manage Project Team Communication Identify Stakeholders Plan Communications Distribute Information Manage Stakeholders Expectations Report Performance Risk Plan Risk Management Identify Risk Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Response Monitor and Control Risks Procurement Plan Procurements Conduct Procurements Administer Procurements Close Procurements
- 8. Monitor & Control Project Work 1-Comparing actual project performance against the project management plan. 2 - Assessing performance to determine whether any corrective or preventive action are indicated. Analyzing, tracking, and monitoring project risk. 3 - Maintaining an accurate, timely information base concerning the project’s products. Providing forecasts to update current cost and schedule information. 4- Monitoring implementation of approved change when and as they occur
- 9. Monitor & Control Project Work • The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. Inputs 1. Project management plan 2. Performance reports 3. Enterprise environmental factors 4. Organizational process assets Tools & Techniques 1. Expert judgment Outputs 1. Change requests 2. Project management plan updates 3. Project document updates
- 10. Monitor and Control Project Work Data Flow Diagram
- 11. 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?
- 12. Perform Integrated Change Control • The process of reviewing all change requests, approving changes and managing changes to deliverables, organizational process assets, project documents and the project management plan. Inputs 1. Project management plan 2. Performance reports 3. Enterprise environmental factors 4. Organizational process assets Tools & Techniques 1. Expert judgment Outputs 1. Change requests 2. Project management plan updates 3. Project document updates
- 13. Perform Integrated Change Control Data Flow Diagram
- 14. -Satisfy completion or exit criteria for project or phase. -Transfer products, services or results to next phase or stage -Verify and document the project deliverables -Formalize acceptance by customer or sponsor. - Collect & ARCHIVE PROJECT RECORDS. - AUDIT success and failure - Gather & document LESSONS LEARNED. -Archive project information for future use Closing Project or Phase
- 15. Closing Project or Phase • The process of of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. Inputs 1. Project management plan 2. Accepted deliverables 3. Organizational process assets Tools & Techniques 1. Expert judgment Outputs 1. Final product, service or result 2. Organizational process assets updates
- 16. Close Project or Phase Data Flow Diagram
- 17. 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
- 18. General Principles and Guidelines • 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
- 19. QUESTIONS?
- 20. • 1- a project manager has made a change to the project what should she do NEXT? A-Assign resources B-Revise the project management plan and /or project documents C- evaluate impact D- request change control board involvement
- 21. • 2-which of the following best describes the project managers role as an integrator? A- help team members become familiar with the project B- put all the pieces of a project into a cohesive whole C- put all the pieces of a project into a program D- Get all team members togather into a cohesive whole
- 22. 3-in the process of reviewing the status of your team work assignments, you learn that the project has fallen behind schedule by one week. The project has high visibility within the organization and is completely date- driven. The project finish date is still two months out and you think you can recover the time over the next month or so. What is the best course of action for reporting the project status? A- report the project on schedule . This is not a significant slippage and there is still time to recover. B- report the project on schedule. Most project management plans are not accurate to less than one or two weeks anyway C- report the project one week behind schedule and include recommended corrective actions D- report the project one week behind schedule and then issue a new report next week showing the problem fixed.
- 23. 4-a team member notifies you . After the fact , that she has added extra functionality to the project . There was no impact on the cost or schedule . What should be done as a result of this change? A- inform the customer B- make sure marketing is aware of the change C-understand what functionality was added D- implement change control processes to track the change
- 24. • 5- you are in the middle of a new product development project for your publicly traded company when you discover that the previous project manager made 3.000.000 $ payment that was not approved in accordance with your company policies. Luckily, the project cost performance index ( CPI) is 1.2 what should you do? • A- contact your manager • B- put payment in an escrow account • C- bury the cost in the larger cost center available • D- ignore the payment
- 25. • 6-your company is in competition to win a major project for the government of a country. Your contacts in that country inform you that you must make a large payment to the foreign minister to be considered for the project. What should you do? A- inform your company's management, and ask for direction B- do not make the payment C- have the local contact make the payment D- make the payment
- 26. Thank you