PMP s4 2013 v51 Integration

Target: PMP Certification
1
Copyright Narciss Popescu PMP Exam Preparation
I Project Integration Management
4.1 Develop Project Charter

4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
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1 DEVELOP PROJECT CHARTER I
INPUTS OUTPUTS
» Project statement of work Project charter »
» Business case
» Agreements
» Enterprise Environment
Factors
» Organizational Process TOOLS & TECHNIQUES
Assets
 Expert judgement
 Facilitation techniques
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Copyright Narciss Popescu
7 Questions when a project is started
1. Which is the customer business need?

2. Which is the organizational business case?
3. Do we know the project scope and boundaries?
4. Do we know the Project Constraints?
5. What about the Assumptions?
6. Who what should approve/validate/review?
7. Which are the project deliverables?

Develop Project Charter: Inputs
Project Statement of Work (SOW)

 A narrative description of products, services, or results to be delivered
by a project
 The SOW references the following:
 Business need
 Product scope description
 Strategic plan

Business case
 Typically contains the business need and cost-benefit analysis
 Can be a result of:
 Market demand
 Organizational need
 Customer request
 Technological advance
 Legal requirement
 Ecological impacts
 Social need

Agreements
 Contracts
 MoU – memorandums of understanding
 SLA – service level agreements
 Written agreements
 Letters of intent
 Verbal agreements

Enterprise Environmental Factors

 Governmental standards, industry standards, or regulations (e.g.
codes of conduct, quality standards or worker protection standards)
 Organizational culture and structure
 Marketplace conditions

Organizational Process Assets

 Organizational standard processes, policies, and process definitions
 Templates (e.g., project charter template)
 Historical information and lessons learned knowledge base

Develop Project Charter: Tools and Techniques
Expert judgement
 It is used to assess the inputs
 Forms of expert judgement
 Other units within the organization
 Consultants
 Stakeholders, including customers or sponsors
 Professional and technical associations
 Industry groups
 Subject matter experts (SME)
 Project management office (PMO)

Develop Project Charter: Tools and Techniques
Facilitation Techniques
 Brainstorming
 Conflict resolution
 Problem solving
 Meeting management
 Delphi technique

Develop Project Charter: Output
Project charter
 May be created by the future project manager
 But it issued by the project initiator or sponsor
 Should be broad enough so it does not need to change as project
progresses
 It is an internal document of the performing organization
 It is a „contract” between the project manager and the performing
organization

Project charter benefits

 Magic 3 Objectives:
1. Formally authorizes the existence of a project (eg: internal accounting
unique code)
2. Formally name a project manager
3. Establish the project manager authority to apply organizational resources
to project activities
 Other benefits:
4. It links the project to the ongoing work of the organization
5. It provides a high level risk idnetification
6. It synthesize project constraints and assumptions known at this stage

Project charter
It contains:
 Project purpose or justification
 Measurable project objectives and related success criteria
 High-level requirements
 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 constitutes project success, who decides the project is
successful, and who signs off on the project)
 Assigned project manager, responsibility, and authority level
 Name and authority of the sponsor or other person(s) authorizing the project charter
Project charter
 Business need vs Customer’s need
 Business need vs Business case
 Why the „develop project charter” process is an integration process?

A 13 steps project charter template example

1. Project title and project unique code
2. Project short description
3. Business case (including Business Need and Customer Business Need)
4. Project high level scope
5. Product description/deliverables
6. Resource preassigned
7. Stakeholders and their requirements
8. Assigned project manager and his authority level
9. Project approval requirements
10. Assumptions
11. High level risks
12. Constraints
13. Sponsor approval
1. Project title and project unique code

PROJECT
2. Project short description
3. Business case
4. Project high level scope OBJECTIVES
5. Product description/deliverables
6. Resource preassigned
7. Stakeholders and their requirements
PEOPLE & AUTHORITY
8. Assigned project manager and his authority level
9. Project approval requirements
10. Assumptions
UNCERTAIN
11. High level risks
12. Constraints CONSTRAINTS
13. Sponsor approval APPROVAL
Hints for exam:

1. First of all, identify the project scope and project boundaries
2. Identify who is the customer of the project
3. Remember: the project charter is an internal document of the performing organization
4. A project without a project charter does not exist internally

Case Study - Develop Project Charter
The management of the PMA Company has decided that the support activities for
the applications of an existing customer (ACCESS company) to be taken over by
PMA Romanian site. At this moment these services are delivered by PMA Sweden.
Develop a project charter for this project

2 DEVELOP PROJECT MANAGEMENT PLAN I
INPUTS OUTPUTS
» Project charter Project Management Plan »
» Outputs from other
processes
» Enterprise Environment
Factors
» Organizational Process TOOLS & TECHNIQUES
Assets
 Facilitation techniques
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Develop Project Management Plan
 The process of defining, preparing, and coordinating all subsidiary

plans and integrating them into a comprehensive project management
plan
 The key benefit of this process is a central document that defines the
basis of all project work

Develop Project Management Plan: Inputs
Outputs form other processes

 Any baselines and subsidiary plans that are an output from other
planning processes are inputs to this process.
 In addition, changes to these documents may necessitate updates to
the project management plan.

Outputs form other processes O

 Communications management plan  Schedule management plan
 Cost management plan  Scope management plan
 Human resource plan  Stakeholder management plan
 Procurement management plan  Cost baseline
 Process improvement plan  Schedule baseline
 Quality management plan  Scope baseline
 Requirements management plan  Project management plan updates
 Risk management plan

Enterprise Environmental Factors

 Governmental or industry standards;
 Project management information system (e.g., an automated tool, such
as a scheduling software tool, a configuration management system, an
information collection and distribution system, or web interfaces to
other online automated systems)
 Organizational structure, culture, management practices
 Infrastructure (e.g., existing facilities and capital equipment)
 Personnel administration (e.g., hiring and termination guidelines,
employee performance reviews, and employee development and
training records)

Organizational Process Assets

 Project management plan template, including:
 Guidelines and criteria for tailoring the organization’s set of standard
processes to satisfy the specific needs of the project
 Project closure guidelines or requirements such as the product
validation and acceptance criteria
 Change control procedures, including the steps by which official
organization standards, policies, plans, and procedures, or any project
documents will be modified and how any changes will be approved
and validated
 Historical information and lessons learned knowledge base

Develop Project Management Plan: Output
Project Management Plan

 A formal, approved document or collection of documents used to
manage project execution, monitoring and controlling and closing
 It is created by the project manager with the help of the team
 It should have input from stakeholders and executive management
 It is updated and revised through the Integrated Change Control
process
 It documents the collection of all planning processes from the
Planning Process Group
 It should be approved before execution by executive management,
as well as by project team
 It may evolve and change during execution
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 Baselines plans include, but  Subsidiary plans include, but

are not limited to: are not limited to:
 Scope baseline  Scope management plan
 Schedule baseline  Requirements management plan
 Cost baseline  Schedule management plan
 Cost management plan
 Quality management plan
 Process improvement plan
 Human resource management plan
 Communications management plan
 Risk management plan
 Procurement management plan
 Stakeholder management plan
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 Other things can be included:

 Life cycle selected for the project and the processes that will be applied to each phase;
 Details of the tailoring decisions specified by the project management team as follows:
 Project management processes selected by the project management team
 Level of implementation for each selected process
 Descriptions of the tools and techniques to be used for accomplishing those
processes
 Change management plan that documents how changes will be monitored and
controlled;
 Configuration management plan that documents how configuration management will
be performed;
 Requirements
 Key management reviews for content, the extent of, and timing to address, open issues
and pending decisions.
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 It answers to the question „How?”

 Summary
 3 baselines
 13 management plans
 Project Management Plan vs Project Documents
 What is a baseline?
 What is a Kick-Off Meeting?
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Develop Project Management Plan: Flow diagram
 Enterprise Environmental Factors
 Organizational Process Assets
Organization
a
Develop
project  Project charter
charter Develop
Project  Project Management Plan
management
plan
Other
processes  Communications management plan
 Cost management plan
 Human resource plan
 Procurement management plan
 Process improvement plan
 Quality management plan
 Requirements management plan
 Risk management plan
 Schedule management plan
 Scope management plan
 Stakeholder management plan
 Cost baseline Other
 Schedule baseline planning,
 Scope baseline controlling
 Project management plan updates
and closing
processes
3 DIRECT AND MANAGE PROJECT WORK I
INPUTS OUTPUTS
» Project management plan Deliverables »
» Approved change requests Work performance data »
» Enterprise Environment Change requests »
Factors Project management plan
» Organizational Process updates »
Assets TOOLS & TECHNIQUES Project documents updates »
 Project management information
system
 Meetings
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Direct and Manage Project Work
 Perform activities to accomplish project objectives

 Create project deliverables to meet the planned project work
 Train, and manage the team members assigned to the project
 Obtain, manage, and use resources including materials, tools, equipment, and facilities
Carry out the project
 Implement the planned methods and standards
 Establish and manage project communication channels
management plan
 Generate work performance data, such as cost, schedule, technical and quality
progress, and status to facilitate forecasting
 Issue change requests and implement approved changes
 Manage risks and implement risk response activities
 Manage sellers and suppliers
 Manage stakeholders and their engagement
 Collect and document lessons learned and implement approved process improvement
activities

Direct and Manage Project Work: Inputs
Approved change requests

 There are updated in the project management plan
=> Project management plan updates »
 There are implemented as part of the project management plan
=> Deliverables »
 The impact of their implementation is reviewed
=> Change requests »

Direct and Manage Project Work: Inputs
Approved change requests

 Corrective action
 Preventive action
 Defect repair

Direct and Manage Project Work: T&T
Project Management Information System

 Part of EEF
 Provides access to different tools:
 Scheduling tool
 Work authorization system
 Configuration management system
 Information collection and distribution system
 Interfaces to other online automated systems

Direct and Manage Project Work: T&T
Meetings
 Information exchange
 Brainstorming, option evaluation, or design
 Decision making

Direct and Manage Project Work: Outputs
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.
 There are typically tangible components completed to meet the project
objectives and can include elements of the project management plan.

Work Performance Data

 Raw observations and measurements
 Subject for further analysis
 Examples of work performance data:
 work completed
 start and finish dates of schedule activities
 number of change requests
 number of defects
 actual costs
 actual durations

Change Requests
 A change request is a formal proposal to modify any document,
deliverable, or baseline
 Change requests categories:
 Direct/Indirect
 Externally/Internally initiated
 Optional/contractually mandated
 Change requests types:
 Corrective action
 Preventive action
 Defect repair
 Updates

Project Management Plan Updates

 As result of an approved change request
 Especially the project baselines but not limited to these

Project Documents Updates

 Examples of PD updates:
 Requirements documentation
 Project logs (issues, assumptions, etc.)
 Risk register
 Stakeholder register

Project Management Plan vs Project Documents

4 MONITOR AND CONTROL PROJECT WORK I
INPUTS OUTPUTS
» Project management plan Change requests »
» Schedule forecasts Work performance
» Cost forecasts reports »
» Validated changes Project management plan
» Work performance updates »
information TOOLS & TECHNIQUES Project documents updates »
» Enterprise Environmental
Factors  Expert judgment
» Organizational Process  Analytical techniques
Assets  Project management information
system
 Meetings
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Monitor and Control Project Work
 Tracking, reviewing, and reporting the progress to meet the

performance objectives defined in the project management plan
 Measuring the gap between the baselines and actuals
 Taking actions to shorten the gaps when needed

Monitor and Control Project Work: Inputs
Validated changes
 A validated change provides the necessary data to confirm that the
change was appropriately executed

Monitor and Control Project Work: Inputs
Work Performance Information

 It is the performance data collected from various controlling processes,
analyzed in context
 Example:
 Status of deliverables
 Implementation status for change requests
 Forecasted estimates to complete
Monitor and Control

Work Controlling processes Work Project Work Work
Performance Performance Performance
Data Information Reports

Monitor and Control Project Work: T&T
Analytical Techniques
 Used to forecast potential outcomes
 Examples:
 Regression analysis
 Grouping methods
 Causal analysis
 Root cause analysis
 Forecasting methods (e.g., time series, scenario building, simulation, etc.)
 Reserve analysis
 Trend analysis
 Earned value management
 Variance analysis

Monitor and Control Project Work: T&T
Analytical Techniques
 Examples:
 Failure mode and effect analysis (FMEA)
 Fault tree analysis (FTA)

Monitor and Control Project Work: Outputs
Work Performance Reports

 Examples:
 Status reports
 Memos
 Justifications
 Information notes
 Recommendations

Monitor and Control Project Work: Outputs
Project Documents Updates

 Examples:
 Schedule and cost forecasts
 Work performance reports
 Issue log

5 PERFORM INTEGRATED CHANGE CONTROL I
INPUTS OUTPUTS
» Project management plan Approved change requests »
» Work performance Change log »
Reports Project management plan
» Change requests updates »
» Enterprise Environmental Project documents updates »
Factors TOOLS & TECHNIQUES
» Organizational Process
Assets  Expert judgment
 Meetings
 Change control tools
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Perform Integrated Change Control
It concerns with:
 Reviewing all change requests
 Evaluating the change requests
 Approving/rejecting changes
 Managing changes to deliverables, organizational process assets,
project documents and the project management plan
 Communicating the decisions and the change requests updates

 It is the ultimate responsibility of the project manager

 Configuration control is focused on the specification of both the
deliverables and the processes
 Change control is focused on identifying, documenting, and
approving or rejecting changes to the project documents, deliverables,
or baselines
 Configuration management activities
 Configuration identification
 Configuration status accounting
 Configuration verification and audit

 Change management vs Configuration Management

 http://www.pmcommunity.ro/2014/04/configuration-management-partea-1-o-definitie-si-
exemple/

Perform Integrated Change Control: T&T
Meetings
 There are referring to the change control meetings
 CCB (Change Control Board)
 The roles and responsibilities of CCB are defined in the change management plan
 Some of the responsibilities:
 Reviewing the change requests
 Evaluating the change requests
 Approving, rejecting, delaying or other disposition of those changes
 Reviewing configuration management activities

Perform Integrated Change Control: T&T
Change Control Tools

 Tools dedicated for managing the change requests and the resulting
decisions

Change requests
Perform
Monitoring
Perform
Quality Direct and
and
Quality
Control Manage
Controlling
Control
processes* Project Work
Change requests Approved Change Validated

Direct and changes Monitor and
Manage
requests Control
Control
Approved Change Quality
Project Work Project Work
Perform requests
Integrated Approved Change
Change requests
Perform Change requests Control
Control
Quality
Procurements
Assurance
Change requests
status update
Manage Change requests

Stakeholder Change
Engagement Log
Change
requests
Change requests Planning
Manage Legend: process
Project Team
Executing
process
Change requests Plan

Conduct M&C
Procurement
Procurements process
Management
Copyright Narciss Popescu * except „Perform Integrated Change Control”
6 CLOSE PROJECT OR PHASE I
INPUTS OUTPUTS
» Project management plan Final product, service, or
» Accepted deliverables result transition »
» Organizational Process Organizational Process
Assets Assets updates »
TOOLS & TECHNIQUES

 Expert judgment
 Analytical techniques
 Meetings
58
Close Project or Phase
It covers:
 Actions and activities necessary to satisfy completion or exit criteria for
the phase or project
 Actions and activities necessary to transfer the project’s products,
services, or results to the next phase or to production and/or
operations
 Activities needed to collect project or phase records, audit project
success or failure, gather lessons learned and archive project
information for future use by the organization
 Release the ressources

Close Project or Phase: Outputs
Final Product, Service, or Result Transition

 It refers to the transition of the final product, service, or result that the
Final Product,
project was authorized to produce Service, or
Result
Transition
Verified
Direct and Accepted
Deliverables Control Deliverables Validate Close Project
Manage Project Deliverables
Quality Scope or Phase
Work
Change
requests
Perform
Change requests Integrated
Change requests Change
Control

Close Project or Phase: Outputs
Organizational Process Assets Updates

 Project files - for example, project management plan
 Project or phase closure documents - Project or phase closure documents,
consisting of formal documentation that indicates completion of the project or phase and
the transfer of the completed project or phase deliverables to others
 Historical information – issues, risks, lessn learned

4.1 Develop Project Charter

4.2 Develop Project Management Plan
4.3 Direct and manage Project Execution
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
62
Do you have Questions?
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If not...
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I have...
25 Questions
And You have 30 minutes
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Target: PMP Certification

4.1 Develop Project Charter

1. Which is the customer business need?

Copyright Narciss Popescu

Project Statement of Work (SOW)

Copyright Narciss Popescu

Copyright Narciss Popescu

Copyright Narciss Popescu

Enterprise Environmental Factors

Copyright Narciss Popescu

Organizational Process Assets

Copyright Narciss Popescu

Copyright Narciss Popescu

Copyright Narciss Popescu

Copyright Narciss Popescu

Project charter benefits

Copyright Narciss Popescu

Copyright Narciss Popescu

A 13 steps project charter template example

1. Project title and project unique code

Hints for exam:

Copyright Narciss Popescu

Develop a project charter for this project

Copyright Narciss Popescu

 The process of defining, preparing, and coordinating all subsidiary

Copyright Narciss Popescu

Outputs form other processes

Copyright Narciss Popescu

Outputs form other processes O

Copyright Narciss Popescu

Enterprise Environmental Factors

Copyright Narciss Popescu

Organizational Process Assets

Copyright Narciss Popescu

Project Management Plan

Project Management Plan

 Baselines plans include, but  Subsidiary plans include, but

Project Management Plan

 Other things can be included:

Project Management Plan

 It answers to the question „How?”

 Perform activities to accomplish project objectives

Copyright Narciss Popescu

Approved change requests

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Approved change requests

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Project Management Information System

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Work Performance Data

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Project Management Plan Updates

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Project Documents Updates

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Project Management Plan vs Project Documents

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 Tracking, reviewing, and reporting the progress to meet the

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Work Performance Information