Download - 10- Project Integration Management
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 1/54
ro ec n egra onManagement
Mohamed Seleam, PMP, PMI-RMP, PMI-SP
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 2/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 3/54
3
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 4/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 5/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 6/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 7/54
Project statement of work ( SOW )
The SOW is a narrative description of products or services to be delivered by the project.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 8/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 9/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 10/54
.• 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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 11/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 12/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 13/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 14/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 15/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 16/54
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?
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 17/54
Develop project charter
The process of developing a document that formallyauthorizes a project or a phase and documentinginitial requirements that satisfy stakeholders’ needsand expectation.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 18/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 19/54
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 20/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 21/54
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 22/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 23/54
Monitor and control project work
The process of tracking, reviewing, and regulating the progress to meetthe performance objectives defined in the project management plan.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 24/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 25/54
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 26/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 27/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 28/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 29/54
Questions
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 30/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 31/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 32/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 33/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 34/54
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 35/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 36/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 37/54
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 38/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 39/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 40/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 41/54
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 42/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 43/54
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 44/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 45/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 46/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 47/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 48/54
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.
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 49/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 50/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 51/54
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
General Principles and Guidelines
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 52/54
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
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 53/54
Exam (3)
60 Min
8/10/2019 10- Project Integration Management
http://slidepdf.com/reader/full/10-project-integration-management 54/54
Thank you