projct integeration management
DESCRIPTION
Projct Integeration ManagementTRANSCRIPT
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
2CAPM Certification Examination Training Material Version 5.0 Copyright © 2013 by PMI Mumbai Chapter. All rights reserved.
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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10CAPM Certification Examination Training Material Version 5.0 Copyright © 2013 by PMI Mumbai Chapter. All rights reserved.
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
Develop Project Charter 4.1.1
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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)
2. Facilitation Techniques
- Have broad application in project management process and help with guide lines
- The Techniques include
• Brainstorming
• Conflict resolution
• Problem solving
• Meeting management
Develop Project Charter 4.1.2
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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”
Develop Project Charter 4.1.3
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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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Inputs Tools and Techniques Outputs
PMBOKDevelop Project Management Plan
1. Project Charter
2. Outputs from other
planning processes
3. Enterprise
environmental factors
4. Organizational
process assets
1. Expert judgment
2. Facilitation Techniques
1. Project Management
Plan
Creating a document that formally authorizes a project or phase and empowers the Project Manager
17CAPM Certification Examination Training Material Version 5.0 Copyright © 2013 by PMI Mumbai Chapter. All rights reserved.
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
Tools and Techniques
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.
Develop Project Management Plan 4.2.2
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PMBOK
Tools and Techniques
2. Facilitation Techniques
- Have broad application in project management process and
help with guide lines
- The Techniques include
• Brainstorming
• Conflict resolution
• Problem solving
• Meeting management
Develop Project Management Plan 4.2.2
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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
Develop Project Management Plan 4.2.3
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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.
Develop Project Management Plan 4.2.3
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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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Inputs Tools and Techniques Outputs
PMBOKDirect and Manage Project Work
1. Project Management
Plan
2. Approved Change
Requests
3. Enterprise
environment factors
4. Organizational
process assets
1. Expert judgment
2. Project Management
Information System
3. Meetings
1. Deliverables
2. Work Performance
Data
3. Change Requests
4. Project Management
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
Tools and Techniques
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.
Direct and Manage Project Work 4.3.2
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PMBOK
Tools and Techniques
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
Direct and Manage Project Work 4.3.2
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PMBOK
Tools and Techniques
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.
Direct and Manage Project Work 4.3.2
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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.
Direct and Manage Project Work 4.3.3
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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.
Direct and Manage Project Work 4.3.3
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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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Inputs Tools and Techniques Outputs
PMBOKMonitor and Control Project Work
1. Project Management
Plan
2. Schedule forecasts
3. Cost forecasts
4. Validated changes
5. Work performance
information
6. Enterprise
environmental factors
7. Organizational
process assets
1. Expert judgment
2. Analytical Techniques
3. Project Management
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
Monitor and Control Project Work 4.4.1
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PMBOK
Tools and Techniques
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
Monitor and Control Project Work 4.4.2
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PMBOK
Tools and Techniques
2. Analytical Techniques
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
Monitor and Control Project Work 4.4.2
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PMBOK
Tools and Techniques
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
Monitor and Control Project Work 4.4.2
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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.
Monitor and Control Project Work 4.4.3
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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
42CAPM Certification Examination Training Material Version 5.0 Copyright © 2013 by PMI Mumbai Chapter. All rights reserved.
Perform Integrated Change Control
Control Scope
Control Schedule
Control Costs
Control Quality...
ICC
Change Request Path
Approval / RejectionFor Implementation
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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
Perform Integrated Change Control
44CAPM Certification Examination Training Material Version 5.0 Copyright © 2013 by PMI Mumbai Chapter. All rights reserved.
Inputs Tools and Techniques Outputs
PMBOKPerform Integrated Change Control
1. Project Management
Plan
2. Work performance
reports
3. Change requests
4. Enterprise
environmental factors
5. Organizational
process assets
1. Expert judgment
2. Meetings
3. Change control tools
1. Approved Change
Requests
2. Change Log
3. Project Management
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.
Perform Integrated Change Control 4.5.2
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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.
Perform Integrated Change Control 4.5.3
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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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Inputs Tools and Techniques Outputs
PMBOKClose Project or Phase
1. Project Management
Plan
2. Accepted Deliverables
3. Organizational
process assets
1. Expert judgment
2. Analytical Techniques
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
2. Analytical Techniques
– 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.
Close Project or Phase 4.6.2
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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
Close Project or Phase 4.6.3
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