Atoha PMPPRO S2 - Integration

INTEGRATION
Session 2
4.1 Develop Project Charter [I] The process of developing a document that
formally authorizes the existence of a project and provides the project
manager with the authority to apply organizational resources to project
activities.
4.2 Develop Project Management Plan [P] The process of defining,
preparing, and coordinating all plan components and consolidating them
into an integrated project management plan.
4.3 Direct and Manage Project Work [E] The 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 Manage Project Knowledge [E] The process of using existing knowledge
Chapter 4
and creating new knowledge to achieve the project’s objectives and
contribute to organizational learning.
4.5 Monitor and Control Project Work [M&C] The process of tracking,
reviewing, and reporting overall progress to meet the performance
PROJECT INTEGRATION MANAGEMENT objectives defined in the project management plan.
includes the processes and activities to identify, define, 4.6 Perform Integrated Change Control [M&C] The process of reviewing all
combine, unify, and coordinate the various processes and change requests; approving changes and managing changes to deliverables,
project management activities within the Project OPAs, project documents, and the project management plan; and
communicating the decisions.
Management Process Groups.
4.7 Close Project or Phase [C] The process of finalizing all activities for the
project, phase, or contract
2
PROJECT MANAGEMENT PROCESS GROUPS
Project Management Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Controlling Closing
4. Integration 4.1 Develop Project 4.3 Direct and Manage Project Work 4.5 Monitor and Control Project Work 4.7 Close Project
4.2 Develop Project Management Plan
Management Charter 4.4 Manage Project Knowledge 4.6 Perform Integrated Change Control or Phase
5.1 Plan Scope Management
5. Scope Management 5.2 Collect Requirements 5.5 Validate Scope
5.3 Define Scope 5.6 Control Scope
5.4 Create WBS
6.1 Plan Schedule Management
6.2 Define Activities
6. Schedule Management
6.3 Sequence Activities 6.6 Control Schedule
6.4 Estimate Activity Durations
6.5 Develop Schedule
7.1 Plan Cost Management
7. Cost Management 7.2 Estimate Costs 7.4 Control Costs
7.3 Determine Budget
8. Quality Management 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9.3 Acquire Resources
9.1 Plan Resource Management
9. Resource Management 9.4 Develop Team 9.6 Control Resources
9.2 Estimate Activity Resources
9.5 Manage Team
10. Communications
10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
Management
11.1 Plan Risk Management
11.2 Identify Risks
11. Risk Management 11.3 Perform Qualitative Risk Analysis 11.6 Implement Risk Responses 11.7 Monitor Risks
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12. Procurement
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
Management
13. Stakeholder
13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement 3
Management
PROJECT INTEGRATION
MANAGEMENT
Includes the processes and activities to identify, define,
combine, unify, and coordinate the various processes and
project management activities within the Project
Management Process Groups. In the project management
context, integration includes characteristics of unification,
consolidation, communication, and interrelationship. These
actions should be applied from the start of the project
4
through completion.
PROJECT INTEGRATION Projects and project management are integrative by nature.
The links among the processes in the Project Management
MANAGEMENT (cont.) Process Groups are often iterative.
Project Integration Management is specific to project

managers. Whereas other Knowledge Areas may be
managed by specialists, the accountability of Project
Integration Management can NOT be delegated or
transferred 5
4.0 Project Selection
What happens before a project is chartered?
6
4.0 PROJECT SELECTION
i A project manager is not typically involved in project selection.
The reasons a project is selected and the value it is expected to bring to an organization indicate its significance to
the company.
The project manager needs to know if the project was selected because it will establish a new area of business, if it
is being implemented to meet regulatory or compliance requirements, or if it was chosen because it was the least
expensive or most feasible solution to a problem. The reasons a project was selected can impact which constraints
are most flexible, and knowing this information will influence how the project manager plans and manages the
project. A project manager must keep the reasons the project was selected in mind throughout the project to
ensure the objectives are achieved.
4.0 PROJECT SELECTION 7

4.0 PROJECT SELECTION (cont.)
i Present Value (PV)
Present value means the value today of future cash flows, and it can be calculated using the following formula:
PV = FV / (1+r)^n
- FV = future value
- r = interest rate
- n = number of time periods
Question: Is the present value of $300,000 to be received three years from now, with an expected interest rate of
10 percent, more or less than $300,000?
Answer: Less. You can put an amount of money less than $300,000 in the bank and in three years have $300,000.
To perform the calculation: $300,000/(1 + 0.1)^3= $300,000/1.331 = $225,394.

i Net Present Value (NPV)
is the present value of the total benefits (income or revenue) minus the costs over many time periods.
Generally, if the NPV is positive, the investment is a good choice - unless an even better investment opportunity
exists. The project with the greatest NPV is typically selected.
Question. An organization has two projects from which to choose. Project A will take three years to complete and
has an NPV of $45,000. Project B will take six years to complete and has an NPV of $85,000. Which one is a better
investment?
Answer. Project B. The number of years is not relevant, as that would have been taken into account in the
calculation of the NPV.

i Internal Rate of Return (IRR)
To understand this concept, think of a bank account. You put money in a bank account and expect to get a return -
for example, 1 percent. You can think of a project in the same way. If a company has more than one project in
which it could invest, the company may look at the returns of the different projects and then select the project
with the highest return. The project with higher IRR number is better.
Question. An organization has two projects from which to choose: Project A with an IRR of 21 percent and Project
B with an IRR of 15 percent. Which one is a better option?
Answer. Project A

i Payback Period.
This term refers to the length of time it takes for the organization to recover its investment in a project before it
starts accumulating profit. The project with the shorter payback period is the best choice.
Question. There are two projects from which to choose: Project A with a payback period of six months and Project
B with a payback period of 18 months. Which one should the organization select?
Answer. Project A
In some cases, the best choice might be a project that has a longer payback period but various other advantages!

i Cost-Benefit Analysis
Cost-benefit analysis compares the expected costs of a project to the potential benefits it could bring the
organization. (For project selection purposes, benefits are the same as revenue. Remember that revenue is not the
same as profit.) Benefit-cost ratio (BCR), which can be expressed as a decimal or a ratio. A BCR is greater than 1
means the benefits are greater than the costs. A BCR is less than 1 means the costs are greater than the benefits. A
BCR = 1 means the costs and benefits are equal.
Question. What does a benefit-cost ratio of 1.7 mean?
A. The costs are greater than the benefits. C. Profit is 1.7 times the costs.
B. Revenue is 1.7 times the costs. D. Costs are 1.7 times the profit.
Answer. B. The benefits, or revenue, the project brings to the organization are 1.7 times the cost of the initiative.
Remember, the benefit-cost ratio calculation is looking at revenue, not the smaller figure of profits.
Note 1: Max (BCR > 1) will be chosen to deploy.
Note 2: BCR # CBR
i Opportunity Cost
This term refers to the opportunity given up by selecting one project over another. This does not require any
calculation. See the following example:
Question. An organization has two projects to choose from: Project A with an NPV of $45,000 and Project B with an
NPV of $85,000. What is the opportunity cost of selecting Project B?
Answer $45,000
The opportunity cost is the value of the project not selected.

i Sunk Costs
Sunk costs are expended costs.
Accounting standards say that sunk costs should not be considered when deciding whether to continue
with a troubled project.
Question. An organization has a project with an initial budget of $ 1,000,000. The project is half complete, and it
has spent $2,000,000. Should the organization consider the fact that it is already $1,000,000 over budget when
determining whether to continue with the project?
Answer. No. The money spent is gone.

i Law of Diminishing Returns
This law states that after a certain point, adding more input (for example, programmers) will not produce a
proportional increase in productivity (such as modules of code per hour). A single programmer may produce at a
rate of 1 module per hour. With a second programmer, the two may produce at a rate of 1.75 modules per hour
(0.75 increase). With a third programmer, the group may produce at a rate of 2.25 modules per hour (0.5 increase).
This disparity may be due to many factors. For example, additional coordination is required as more programmers
are added to a project.

i Depreciation
Large assets, such as equipment, lose value over time. Accounting standards call this depreciation. Several
methods are used to account for depreciation. There are 2 forms of depreciation:
* Straight-line depreciation: the same amount of depreciation is taken each year.
Example: A $ 1,000 item with a 10-year useful life and no salvage value (the value of an item at the end of its life)
would be depreciated at $100 per year.
* Accelerated depreciation: depreciates faster than straight-line depreciation. There are 2 forms:
» Double declining balance
» Sum of the years digits
Example: A $ 1,000 item with a 10-year useful life and no salvage value (the value of an item at the end of its life)
would be depreciated at $180 the first year, $150 the second, $130 the next, and so on.

4.1 Develop Project Charter
The process of developing a document that formally authorizes the existence of a project and provides the
project manager with the authority to apply organizational resources to project activities.
17
4.1 DEVELOP PROJECT CHARTER
The process of developing a document that formally authorizes the
? existence of a project and provides the project manager with the
authority to apply organizational resources to project activities.
1/ It provides a direct link between the project and the strategic

objectives of the organization
2/ Creates a formal record of the project
3/ Shows the organizational commitment to the project
This process is performed once or at predefined points in the project.
Business documents Expert judgment Project charter

Agreements Data gathering Assumption log
Enterprise environmental
Interpersonal and team skills
factors
Organizational process assets Meetings
INPUTS TOOLS & TECHNIQUES OUTPUTS
4.1 DEVELOP PROJECT CHARTER 18

4.1 DEVELOP PROJECT CHARTER (cont.)
i The project charter establishes a partnership between the performing and requesting organizations.
External projects, a formal contract is typically the preferred way to establish an agreement.
A project charter may still be used to establish internal agreements within an organization to ensure proper delivery under the contract
The approved project charter formally initiates the project.
A project manager is identified and assigned as early in the project as is feasible, preferably while the project charter is being developed and always prior
to the start of planning
The project charter can be developed by the sponsor or the project manager in collaboration with the initiating entity.
The project charter provides the project manager with the authority to plan, execute, and control the project
Projects are initiated by an entity external to the project such as a sponsor, program, or project management office (PMO), or a portfolio governing body
chairperson or authorized representative.
The project initiator or sponsor should be at a level that is appropriate to procure funding and commit resources to the project.
A project charter is NOT considered to be a contract because there is no consideration or money promised or exchanged in its creation.

4.1 DEVELOP PROJECT CHARTER - INPUTS
1
Business Documents Business case (*) Used to create the project charter and for decision maker
(managers or executives above the project level)
- The project manager does NOT update or modify the
determine whether the expected outcomes of the project justify the required investment.
business documents. (may make recommendations)
- They are NOT project documents; Use the business need and the cost benefit analysis to justify and establish boundaries for the
project.
Benefits management plan describes how and when the benefits of the project will be delivered
describes the mechanisms that should be in place to measure those benefits
key elements of the benefits: Target benefits, Strategic alignment, Timeframe for realizing benefits,
Benefits owner, Metrics, Assumptions, Risks,…
makes use of the data in the business case and needs assessment.
Development and maintenance of the project benefits management plan begins early in the project
life cycle and is an iterative activity.
2 contracts, memorandums of understanding (MOUs), service level agreements (SLA), letters of agreement, letters of intent,
Agreements (*) verbal agreements, email, or other written agreements. (a contract is for an external customer)
Are used to define initial intentions for a project The business case is created as a result of one or more of the following:
• Market demand (e.g., an automobile manufacturer authorizing a project to build more fuel-efficient cars in response to
Maybe NOT have before start a project
gasoline shortages),
• Organizational need (e.g., due to high overhead costs, a company may combine staff functions and streamline processes
to reduce costs),
3
• Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park),
Enterprise environmental factors • Technological advance (e.g., an airline authorizing a new project to develop electronic tickets instead of paper tickets
based on technological advances),
• Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials),
4
Organizational process assets • Ecological impacts (e.g., a company authorizing a project to lessen its environmental impact), or
• Social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide potable water
systems, latrines, and sanitation education to communities suffering from high rates of cholera).

4.1 DEVELOP PROJECT CHARTER – TOOLS & TECHNIQUES
1
Expert Judgment provided by group/person with specialized education, knowledge, skill, experience, or training
judgment provided based upon expertise • Organizational strategy,

(application area, Knowledge Area, discipline, industry,…) • Benefits management,
• Technical knowledge of the industry and focus area of the project,
as appropriate for the activity being performed • Duration and budget estimation, and
• Risk identification
2 Brainstorming identify a list of ideas in a short period of time.

Data Gathering
comprises two parts: idea generation and analysis.
gather data and solutions or ideas … when developing the project charter.
Focus groups (*) SME/Prequalified stakeholder Bring people … to learn about the perceived project risk, success
criteria,…
Interviews obtain high-level requirements, assumptions or constraints, approval criteria, from stakeholders by
talking directly. (1:1, 1:N, N:1)
3
Interpersonal And Team Skills Conflict management bring stakeholders into alignment on the objectives, success criteria, high-level requirements, project
description, summary milestones, and other elements of the charter.
Facilitation (*) All contributions are considered, that conclusions or results have full buy-in according to the decision
process established for the project.
Meeting Management preparing the agenda, ensuring that a representative for each key stakeholder group is invited, and
preparing and sending the follow-up minutes and actions.
4 are held with key stakeholders to identify the project objectives, success criteria, key deliverables, high-level
Meetings requirements, summary milestones, and other summary information.

4.1 DEVELOP PROJECT CHARTER – OUTPUTS
1
Project Charter (*) high-level information on the project and on the product, service, or result the project is intended to satisfy
document issued by the project initiator or sponsor

• Project purpose;
formally authorizes the existence of a project • Measurable project objectives and related success criteria;
• High-level requirements;
provides the project manager with the authority to apply • High-level project description, boundaries, and key deliverables;
organizational resources to project activities • Overall project risk;
• Summary milestone schedule;
high-level information on the project and on the product, • Preapproved financial resources;
service, or result • Key stakeholder list;
• Project approval requirements
provides a direct link between the project and the strategic • Project exit criteria
objectives of the organization • Assigned project manager, responsibility, and authority level; and
• Name and authority of the sponsor or other person(s) authorizing the project charter.
ensures a common understanding by the stakeholders of the key deliverables, milestones, and the roles and
responsibilities of everyone involved in the project
2 High-level strategic and operational assumptions and constraints are normally identified in the business case
Assumption Log BEFORE the project is initiated and will flow into the project charter
is used to record all assumptions and constraints throughout
Lower-level activity and task assumptions are generated throughout the project such as defining technical
the project life cycle
specifications, estimates, the schedule, risks,…

4.1 DEVELOP PROJECT CHARTER – OUTPUTS
1
Project Charter (*)

4.2 Develop Project Management Plan
The process of defining, preparing, and coordinating all plan components and consolidating them into an
integrated project management plan.
24
4.2 DEVELOP PROJECT MANAGEMENT PLAN
The process of defining, preparing, and coordinating all plan
? components and consolidating them into an integrated project
management plan.
1/ the production of a comprehensive document that defines the basis

of all project work and how the work will be performed.
This process is performed once or at predefined points in the project.
Project charter Expert judgment Project management plan

Outputs from other processes Data gathering
factors
Organizational process assets Meetings
4.2 DEVELOP PROJECT MANAGEMENT PLAN 25

4.2 DEVELOP PROJECT MANAGEMENT PLAN (cont.)
i The project management plan:
• defines HOW the project is executed, monitored and controlled, and closed.
• may be either summary level or detailed.
• should be robust enough to respond to an everchanging project environment. This agility may result in more
accurate information as the project progresses. (progressively elaborated/iterative)
• should be baselined; that is, it is necessary to define at least the project references for scope, time, and cost, so that
the project execution can be measured and compared to those references and performance can be managed.
• (Before the baselines are defined) may be updated as many times as necessary. NO formal process is required at
that time.
• But, once it is baselined, it may ONLY BE CHANGED through the Perform Integrated Change Control process.
• change requests will be generated and decided upon whenever a change is requested. This results in a project
management plan that is progressively elaborated by controlled and approved updates extending through project
closure.
• Projects that exist in the context of a program or portfolio should develop a project management plan that is
consistent with the program or portfolio management plan.

4.2 DEVELOP PROJECT MANAGEMENT PLAN - INPUTS
1
Project Charter (*) uses the project charter as a starting point for initial project planning
document issued by the project initiator or sponsor The type and amount of information in the project charter varies depending on the complexity of the project and
the information known at the time of its creation.
formally authorizes the existence of a project
provides the project manager with the authority to apply

organizational resources to project activities
high-level information on the project and on the product,

service, or result (minimum)
provides a direct link between the project and the strategic

objectives of the organization
2
OUTPUTS FROM OTHER PROCESSES (*) are integrated to create the project management plan.
- In first round, there is almost nothing in the outputs of other processes. Project management plan will include
Outputs from many of the other processes described in development approach, life cycle, and how you will plan for each knowledge areas
chapter 5 through chapter 13 - Later, there are all detailed information that are integrated to create the project management plan.
Subsidiary plans and baselines that are an output from other
planning processes (changes to these documents may
necessitate updates to the project management plan)
3
Enterprise environmental factors
4
Organizational process assets

4.2 DEVELOP PROJECT MANAGEMENT PLAN – TOOLS & TECHNIQUES
1
judgment provided based upon expertise

(application area, Knowledge Area, discipline, industry,…) Brainstorming identify a list of ideas in a short period of time.
as appropriate for the activity being performed comprises two parts: idea generation and analysis.
gather data and solutions or ideas … when developing the project charter.
2
Data Gathering Checklists standardized checklists available based in their own experience or use checklists from the industry. A
checklist may guide the project manager to develop the plan or may help to verify that all the
required information is included in the project management plan.
Focus groups (*) Bring people … to learn about the perceived project risk, success criteria,… SME/prequalified
(more conversational way than a 1:1 interview)
Interviews obtain high-level requirements, assumptions or constraints, approval criteria, from stakeholders by
talking directly.
3
Interpersonal And Team Skills Conflict management bring diverse stakeholders into alignment on all aspects of the project management plan.
Facilitation (*) ensures that there is effective participation, that participants achieve a mutual understanding, that
all contributions are considered, and that conclusions or results have full buy-in according to the
decision process established for the project
Meeting Management is necessary to ensure that the numerous meetings that are necessary to develop, unify, and agree
on the project management plan are well run.
4 are used to discuss the project approach, determine how work will be executed to accomplish the project
Meetings objectives, and establish the way the project will be monitored and controlled.
The project kick-off meeting is usually associated with the end of planning and the start of executing

4.2 DEVELOP PROJECT MANAGEMENT PLAN – OUTPUTS
1
Project Management Plan
document that describes how the project will be
executed, monitored and controlled, and closed
integrates and consolidates all of the subsidiary

management plans and baselines,… to manage the
project.
The needs of the project determine which

components of the project management plan
Project management plan is one of the PRIMARY

documents used to manage the project.
These other documents are NOT part of the

project management plan; however, they are
necessary to manage the project effectively
19. Management reviews

Change Management Plan Configuration Management Plan
Describes how changes will be managed & controlled: With all the product and project documentation that
• Change control procedures (how and who) is part of managing a project and all the changes to
• The approval levels for authorizing changes this documentation that will occur throughout the life
• The creation of a change control board (CCB) to of the project, it is essential to have a plan for making
approve changes, as well as the roles and sure everyone knows what version of the scope,
responsibilities of those on the board (the CCB is schedule, and other components of the project
described later in this chapter) management plan is the latest version. This is the
• A plan outlining how changes will be managed and purpose of the configuration management plan. It
controlled defines the naming conventions, the version control
• Who should attend meetings regarding changes system, and the document storage and retrieval
• The organizational tools to use to track and control system, and details how you will manage the changes
changes to the documentation, including which organizational
• Information on reporting the outcome of change tools you will use in this effort.
requests
• The emergency change process
Change Control System Configuration Management System Work Authorization System

Many organizations have a change control system as Like the change control system, the configuration A subsystem of the overall project management
part of their project management information system management system is part of the project system. It is a collection of formal documented
(PMIS). This system includes standardized forms, management information system (PMIS). It contains procedures that defines how project work will be
reports, processes, procedures, and software to track the organizations standardized configuration authorized (committed) to ensure that the work is
and control changes. It is part of an organizations EEF. management tools, processes, and procedures that done by the identified organization, at the right
are used to track and control the evolution of the time, and in the proper sequence. It includes the
project documentation. steps, documents, tracking system, and defined
approval levels needed to issue work authorizations.

Project Management Plan Approval

Since the project management plan is a formal document that defines how the project will be managed, executed, and controlled
and includes items such as the project completion date, milestones, costs, etc., it typically requires formal approval by management,
the sponsor, the project team, and other key stakeholders. Formal approval means sign-off (signatures). If the project manager has
identified all stakeholders and their requirements and objectives, included the appropriate project and product scope in the plan,
and dealt with conflicting priorities in advance, getting the project management plan approved should be relatively straightforward.
Kickoff Meeting
Before the Develop Project Management Plan process can be completed and project executing can begin, a kickoff meeting should
be held. This is a meeting of the key parties involved in the project (customers, sellers, the project team, senior management,
functional management, and the sponsor). The purpose of this meeting is to announce the start of the project, to ensure everyone is
familiar with its details - including the project objectives and stakeholders roles and responsibilities and to ensure a commitment to
the project from everyone. In other words, the meeting is held to make sure everyone is on the same page. In addition to
introducing those involved in the project, the meeting may review such items as project milestones, project risks, the
communications management plan, and the meeting schedule.

4.3 Direct and Manage Project Work
The process of leading and performing the work defined in the project management plan and implementing
approved changes to achieve the project’s objectives.
32
4.3 DIRECT AND MANAGE PROJECT WORK
The process of leading and performing the work defined in the project
? management plan and implementing approved changes to achieve
the project’s objectives.
1/ that it provides overall management of the project work and

deliverables, thus improving the probability of project success.
This process is performed throughout the project.
Project management plan Expert judgment Deliverables

Project management
Project documents Work performance data
Information system
Approved change requests Meetings Issue log
Change requests
factors
Project management plan
updates
Project documents updates
updates
4.3 DIRECT AND MANAGE PROJECT WORK 33

4.3 DIRECT AND MANAGE PROJECT WORK (cont.)
i Direct and Manage Project Work:
• involves executing the planned project activities to complete project deliverables and accomplish established
objectives.
• is directly affected by the project application area.
• also requires review of the impact of all project changes and the implementation of approved changes: corrective
action, preventive action, and/or defect repair.
The project manager, along with the project management team, directs the performance of the planned project
activities and manages the various technical and organizational interfaces that exist in the project.
Available resources are allocated, their efficient use is managed, and changes in project plans stemming from analyzing
work performance data and information are carried out.
Work performance data:

• is created; collected and communicated to the applicable controlling processes during project execution for analysis.
• Work performance data analysis provides information about the completion status of deliverables and other
relevant details about project performance.
• will also be used as an input to the Monitoring and Controlling Process Group, and can be used as feedback into
lessons learned to improve the performance of future work packages.
4.3 DIRECT AND MANAGE PROJECT WORK - INPUTS
1 integrates and consolidates all of the subsidiary
Project Management Plan (*) management plans and baselines,… to manage the
project.
document that describes how the project will be Project management plan is one of the PRIMARY
executed, monitored and controlled, and closed documents used to manage the project.
2
Project Documents (*) Change log contains the status of all change requests
Lessons learned register Lessons learned are used to improve the performance and to avoid repeating mistakes.
The register helps identify where to set rules or guidelines so the team’s actions are aligned.
Milestone list shows the scheduled dates for specific milestones
Project communications include performance reports, deliverable status, and other information generated.
Project schedule includes the list of work activities, their durations, resources, planned start-finish dates.
Requirements traceability Links product requirements to the deliverables that satisfy them and helps to focus on the final
matrix outcomes.
Risk register provides information on threats and opportunities that may impact project execution.
Risk report provides information on sources of overall project risk along with summary information on identified
individual project risks.
3
Approved Change Requests (*) an output of the Perform Integrated Change Control process and include reviewed and approved by the PM/CCB
4 may be a corrective action, a preventive action, or a defect repair.
are scheduled and implemented by the project team, can impact any area of the project / project management plan
5
Organizational process assets can also modify the formally controlled project management plan components or project documents

4.3 DIRECT AND MANAGE PROJECT WORK – TOOLS & TECHNIQUES
1
judgment provided based upon expertise • Technical knowledge on the industry and focus area of the project,
(application area, Knowledge Area, discipline, industry,…) • Cost and budget management,
• Legal and procurement,
as appropriate for the activity being performed • Legislation and regulations, and
• Organizational governance.
2 provides access to information technology (IT) software tools

Project Management Information System
(PMIS) • Scheduling software tools
• Work authorization systems
a part of EEF • configuration management systems
• information collection and distribution systems,
• interfaces to other online automated systems (corporate knowledge base repositories)
• Automated gathering and reporting on key performance indicators (KPI) can be part of this
system.
3 are used to discuss and address pertinent topics of the project when directing and managing project work.
Meetings
Each attendee should have a defined role to ensure appropriate participation
Types of meetings: kick-off, technical, sprint or iteration planning, Scrum daily standups, steering group, problem
solving, progress update, and retrospective meetings

4.3 DIRECT AND MANAGE PROJECT WORK – OUTPUTS
1
Deliverables (*) Is any unique and verifiable product, result, or capability to perform a service
are typically the outcomes of the project and can include components of the project management plan
2
Work Performance Data (*) are raw observations & measurements identified during activities being performed to carry out the project work
Data are often viewed as the lowest level of detail from which information is derived by other processes.
Data is gathered through work execution and passed to the controlling processes for further analysis.
3
Issue Log is created for the first time as an output of this process, although issues may happen at any time during the project.
Negative impact happened is updated as a result of the monitoring and control activities throughout the project’s life cycle.
where all the issues are recorded and tracked.

4
Change Requests is a FORMAL proposal to modify any document, deliverable, or baseline.
may modify project policies/procedures/cost/budget/schedule/quality, product scope/results. Other change requests cover
the needed preventive/corrective actions to forestall negative impact later in the project.
are processed for review and disposition through the Perform Integrated Change Control process
can be initiated from inside or outside the project and they can be optional/legally/contractually mandated
5
Project Management Plan Updates a change request > organization’s change control process > Any change to the project management plan (result)
6
Project Documents Updates Project documents that may be updated as a result of carrying out this process
7
Organizational process assets Updates Any organizational process asset can be updated as a result of this process

4.4 Manage Project Knowledge
The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and
contribute to organizational learning.
38
4.4 MANAGE PROJECT KNOWLEDGE
The process of using existing knowledge and creating new knowledge
? to achieve the project’s objectives and contribute to organizational
learning.
1/ that prior/existing organizational knowledge is leveraged to produce

or improve the project outcomes.
2/ knowledge created by the project is available to support
organizational operations and future projects or phases
Project management plan Expert judgment Lessons learned register

Project documents Knowledge management
updates
Deliverables Information management
updates
factors
4.4 MANAGE PROJECT KNOWLEDGE 39

4.4 MANAGE PROJECT KNOWLEDGE (cont.)
i Knowledge is commonly split into:
• “explicit” - knowledge that can be readily codified using words, pictures, and numbers.
• “tacit” - knowledge that is personal & difficult to express, such as beliefs, insights, experience, “know-how”.
Knowledge management:
• is concerned with managing both tacit and explicit knowledge for two purposes: reusing existing knowledge and creating new
knowledge. The key activities that underpin both purposes are knowledge sharing and knowledge integration.
• is about making sure the skills, experience, and expertise of the project team and other stakeholders are used before, during, and
after the project.
• is creating an atmosphere of trust so that people are motivated to share their knowledge. (Even the best knowledge management
tools & techniques will NOT work if people are NOT motivated to share what they know or to pay attention to what others know)
In practice, knowledge is shared using a mixture of knowledge management tools and techniques (interactions
between people) and information management tools and techniques (in which people codify part of their explicit
knowledge by documenting it so it can be shared).
Misconception that managing knowledge involves just documenting it so it can be shared / just obtaining lessons
learned at the end of the project, in order to use it in the future projects. ONLY codified explicit knowledge can be
shared in this way, but it lacks context and is open to different interpretations, so even though it can easily be shared, it
is NOT always understood or applied in the right way. Tacit knowledge has context built in but is very difficult to codify.
4.4 MANAGE PROJECT KNOWLEDGE - INPUTS
project.
document that describes how the project will be Project management plan is one of the primary
2
Project Documents (*) Lessons learned register information on effective practices in knowledge management
Project team assignments information on type of competencies & experience available & knowledge may be missing.
Resource breakdown structure information on composition of team > what knowledge is available & is missing.
Stakeholder register details about identified stakeholders > what knowledge they may have.
3
Deliverables (*)
Is any unique and verifiable product, result, or capability to
perform a service
are typically the outcomes of the project and can include

components of the project management plan
4
5

4.4 MANAGE PROJECT KNOWLEDGE – TOOLS & TECHNIQUES
1
judgment provided based upon expertise • Knowledge management,

(application area, Knowledge Area, discipline, industry,…) • Information management,
• Organizational learning,
as appropriate for the activity being performed • Knowledge and information management tools, and
• Relevant information from other projects.
2
Knowledge Management (*) Knowledge management tools and techniques connect people so they can work together to create new knowledge, share
tacit knowledge, and integrate the knowledge of diverse team members.
Tools and techniques: networking, Communities of practice,
Meetings, forums, events, workshops, fairs, training,… can be applied face-to-face (most effective) or virtually (can be used to maintain the relationship), or both.
3
Information Management (*) Information management tools and techniques are used to create and connect people to information. They are effective for
sharing simple, unambiguous, codified explicit knowledge.
Tools and techniques: Methods for codifying explicit
knowledge, Lessons learned register, Library services, Interaction and support also helps find relevant information (Asking easier and quicker than identify search terms)
Information gathering, PIMS.
should be connected to project processes and process owners
4
Interpersonal And Team Skills
Active listening, Facilitation, Leadership,
Networking, Political awareness

4.4 MANAGE PROJECT KNOWLEDGE – OUTPUTS
1
Lessons Learned Register (*) is created as an output of this process early in the project.
include components the situation: is used as an input and updated as an output in many processes throughout the project
• the category and description
• the impact, recommendations, and At the end of a project or phase, the information is transferred to an organizational process asset called
proposed actions associated a lessons learned repository
• challenges, problems, realized risks
and opportunities
can be documented using videos,

pictures, audios,… ensure the efficiency
of the lessons captured
2
Project Management Plan Updates
a change request > organization’s change control
process > Any change to the project management plan
(result)
3
Organizational process assets Updates
Any organizational process asset can be updated as a result of
this process

4.5 Monitor And Control Project Work
The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined
in the project management plan.
44
4.5 MONITOR AND CONTROL PROJECT WORK
The process of tracking, reviewing, and reporting overall progress to
? meet the performance objectives defined in the project management
plan.
that it allows stakeholders:

1/ understand the current state of the project
2/ recognize the actions taken to address any performance issues
3/ have visibility into the future project status with cost and schedule
forecasts
Project management plan Expert judgment Work performance reports

Project documents Data analysis Change requests
Work performance information Decision making
updates
Agreements Meetings Project documents updates
factors
4.5 MONITOR AND CONTROL PROJECT WORK 45

4.5 MONITOR AND CONTROL PROJECT WORK (cont.)
i Monitoring is an aspect of project management performed throughout the project.
Monitoring includes collecting, measuring, and assessing measurements and trends to effect process improvements.
Continuous monitoring gives the project management team insight into the health of the project and identifies any
areas that may require special attention.
Control includes determining corrective or preventive actions or re-planning and following up on action plans to
determine whether the actions taken resolved the performance issue.
The Monitor and Control Project Work process is concerned with:
• Comparing actual project performance against the project management plan;
• Assessing performance periodically to determine whether any corrective or preventive actions are indicated, and
then recommending those actions as necessary;
• Checking the status of individual project risks;
• Maintaining an accurate, timely information base concerning the project’s product(s) and their associated
documentation through project completion;
• Providing information to support status reporting, progress measurement, and forecasting;
• Providing forecasts to update current cost and current schedule information;
• Providing appropriate reporting on project progress and status to program management when the project is part of
an overall program; and
• Monitoring implementation of approved changes as they occur;
• Ensuring that the project stays aligned with the business needs
4.5 MONITOR AND CONTROL PROJECT WORK – INPUTS
project.
document that describes how the project will be Project management plan is one of the primary
2
Project Documents (*) Assumption log Basis of estimates Cost forecasts Issue log
Schedule forecasts Milestone list Quality reports Risk register Risk report
3
Work Performance Information (*) Specific work performance metrics for scope, schedule, budget, and quality are defined at the start of the project
as part of the project management plan.
is Work Performance Data after compared with
the project management plan components, is combined, recorded, and distributed in a physical or electronic form in order to create awareness and generate decisions or
project documents,… actions.
4
Agreements (*) A procurement agreement includes terms and conditions, and may incorporate other items that the buyer specifies regarding
what the seller is to perform or provide
5 If the project is outsourcing part of the work, the project manager needs to oversee the contractor’s work to make certain that
Enterprise environmental factors all agreements meet the specific needs of project while adhering to organizational procurement policies
6

4.5 MONITOR AND CONTROL PROJECT WORK – TOOLS & TECHNIQUES
1
judgment provided based upon expertise • Earned value analysis,

(application area, Knowledge Area, discipline, industry,…) • Interpretation and contextualization of data,
• Techniques to estimate duration and costs,
as appropriate for the activity being performed • Trend analysis, Technical knowledge on the industry and focus area of the project,
• Risk management, and Contract management
2
Data Analysis (*) Alternatives analysis Root cause analysis Trend analysis
Cost-benefit analysis Earned value analysis Variance analysis

helps to determine the best EVA provides an integrated reviews the differences (or
corrective action in terms of perspective on scope, schedule, variance) between planned and
cost in case of project and cost performance. actual performance.
deviations (BAC, PV, EV, AC)
3
Decision Making (*) Voting Autocratic decision making Multicriteria decision
making decisions based on
analysis
unanimity (100%), majority one individual takes the uses a decision matrix to provide
(>50%), or plurality (max responsibility for making the a systematic analytical approach
group) decision for the entire group.
4
Meetings face-to-face formal
Virtual informal

4.5 MONITOR AND CONTROL PROJECT WORK – OUTPUTS
1 They are circulated to the project stakeholders through the communication processes as defined in the project
Work Performance Reports (*) communications management plan.
are representation of work performance may include status reports, progress reports, earned value graphs & information, trend lines & forecasts, reserve burndown
information intended to generate decisions, charts, defect histograms, contract performance information, and risk summaries.
actions, or awareness.
2 May be issued to expand/adjust/reduce project scope/product scope/quality requirements&schedule/cost baselines

Change requests
are processed for review and disposition through the Perform Integrated Change Control process
As a result of comparing planned results to
actual results Corrective action Preventive action Defect repair
3
Project Management Plan Updates Changes identified during Monitor & Control Project Work process may affect the overall project management plan
a change request > organization’s change control

process > Any change to the project management plan
(result)
4
Project Documents Updates Issue log Lessons learned register Risk register
that may be updated as a result of carrying out this Cost forecasts Schedule forecasts
process
resulting from this process are resulting from this process are
recorded using cost recorded using schedule
management processes management processes

4.6 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; and communicating the
decisions.
50
4.6 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; and
communicating the decisions.
1/ it allows for documented changes within the project to be

considered in an integrated manner while addressing overall project
risk, which often arises from changes made WITHOUT consideration of
the overall project objectives or plans.
Project management plan Expert judgment Approved change requests

Project documents Change control tools
updates
Work performance reports Decision making Project documents updates
Change requests Meetings
factors
4.6 PERFORM INTEGRATED CHANGE CONTROL 51

4.6 PERFORM INTEGRATED CHANGE CONTROL (cont.)
i The Perform Integrated Change Control process:
• is conducted from project start through completion and is the ultimate responsibility of the project manager. The
applied level of change control is dependent upon the application area, complexity of the specific project, contract
requirements, and the context & environment in which the project is performed.
• is always required whenever a change request may impact any of the project baselines. As a general rule, each
project’s configuration management plan should define which project artifacts need to be placed under
configuration control.
• Includes a change control board (CCB), which is a formally chartered group responsible for
reviewing/evaluating/approving/deferring/rejecting changes to the project and for recording and communicating
such decisions.
changes may be initiated verbally, they should be recorded in written form and entered into the change management
and/or configuration management system.
Every documented change request needs to be either approved/deferred/rejected by a responsible individual (will be
identified in the project management plan/by organizational procedures), usually the project sponsor/project manager.
Approved change requests can require new or revised cost estimates/activity sequences/schedule dates/resource
requirements, and/or analysis of risk response alternatives and can require adjustments to the project management
plan,.... Customer/sponsor approval may be required for certain change requests after CCB approval, unless they are
part of the CCB

4.6 PERFORM INTEGRATED CHANGE CONTROL – INPUTS
1 Change Cost baseline Schedule baseline Scope baseline
Project Management Plan Configuration management
management plan plan
2
Project Documents Basis of estimates Requirements traceability matrix Risk report
3 earned value reports

Work Performance Reports resource availability
are representation of work performance schedule and cost data Burnup/down charts
information intended to generate decisions,
actions, or awareness.
4
Change Requests (*) Corrective action Preventive action Defect repair Updates
Many processes produce change requests Changes may or may not impact the project baselines — sometimes only the performance against the baseline is
as an output affected
Decisions on those changes are usually made by the project manager.
Change requests that have an impact on the project baselines include: Cost of implementing the change,
modifications in the scheduled dates, resource requirements, and risks
should be approved by the CCB (if it exists) and by the customer/sponsor, unless they are part of the CCB.
5
6

4.6 PERFORM INTEGRATED CHANGE CONTROL – TOOLS & TECHNIQUES
1
judgment provided based upon expertise • Technical knowledge of the industry and focus area of the project,
(application area, Knowledge Area, discipline, industry,…) • Legislation and regulations,
• Legal and procurement,
as appropriate for the activity being performed • Configuration management, and
• Risk management.
2
Change Control Tools Tools should support the following configuration management activities
is focused on identifying, documenting, and Identify configuration item Record & report Perform configuration item
approving/rejecting changes to the project documents, configuration item status verification & audit
deliverables, or baselines.
Tools should support the following change management activities
Identify changes Document changes Decide on changes Track changes
Tools are also used to manage the change requests and the resulting decisions
made for communications to assist the change control board (CCB) members
distribute the decisions to the appropriate stakeholders
3
Data Analysis Alternatives analysis Cost-benefit analysis
is used to assess the requested changes and decide which are helps to determine if the requested change is worth its
accepted/rejected/need to be modified to be finally accepted associated cost.
4
Decision Making Change control meetings are held with a change control board (CCB) and reviewing the change requests and
approving/rejecting/deferring change requests.
5
Meetings CCB decisions are documented and communicated to the stakeholders for information and follow-up actions

4.6 PERFORM INTEGRATED CHANGE CONTROL – OUTPUTS
1
Approved Change Requests will be implemented through the Direct and Manage Project Work process
Deferred or rejected change requests are communicated to the person or group requesting the change.
Change requests > change management plan (project
manager/CCB/assigned teammate will The disposition of all change requests are recorded in the change log as a project document update.
approve/defer/reject) > Approved Change Requests
2
Project Management Plan Updates Changes to baselines are ONLY made from the last baseline forward. Past performance is NOT changed.
This protects the integrity of the baselines and the historical data of past performance.
Any formally controlled project document may be
changed as a result of this process
3
Project Documents Updates Change log
Any formally controlled project document may be

changed as a result of this process

4.6 PERFORM INTEGRATED CHANGE CONTROL – OUTPUTS
Detailed Process for Making Changes - 7 steps
1. Prevent the root cause of changes

2. Identify the need for a change
3. Evaluate the impact of the change within the knowledge area
4. Create a change request
5. Perform integrated change control
a. Assess the change to all KAs
b. Identify options
c. The change is approved, rejected, or deferred by CCB (Change Control Board). The project manager may be able to
approve many changes.
d. Update the status of the change in the change log.
e. Adjust the project management plan, project documents, and baselines as necessary.
6. Manage stakeholders’ expectations by communicating the change to stakeholders affected by the change.
7. Manage the project to the revised project management plan and project documents

4.7 Close Project Or Phase
The process of finalizing all activities for the project, phase, or contract
57
4.7 CLOSE PROJECT OR PHASE
The process of finalizing all activities for the project, phase, or
?
contract
1/ the project or phase information is archived

2/ the planned work is completed
3/ organizational team resources are released to pursue new endeavors
This process is performed once or at predefined points the project.
Project charter Expert judgment Project documents update

Project management plan Data analysis Change requests
Final product, service, or
Project documents Meetings
result transition
Accepted deliverables Final report
Business documents
updates
Agreements
Procurement documentation
4.7 CLOSE PROJECT OR PHASE 58

4.7 CLOSE PROJECT OR PHASE (cont.)
i project manager reviews the project management plan to ensure that all project work is completed and that the
project has met its objectives.
• Actions and activities necessary to satisfy completion or exit criteria for the phase or project
• Activities related to the completion of the contractual agreements applicable to the project or project phase
• Activities needed
• Actions and activities necessary to transfer the project’s products, services, or results to the next phase or to
production and/or operations.
• Collecting any suggestions for improving or updating the policies and procedures of the organization, and sending
them to the appropriate organizational unit.
• Measuring stakeholder satisfaction

4.7 CLOSE PROJECT OR PHASE – INPUTS
1
Project Charter documents the project success criteria, the approval requirements, and who will sign off on the project
2
Project Management Plan All components of the project management plan are an input to this process
3
Project Documents Assumption log Change log Issue log Milestone list Requirements documentation
Basis of estimates Quality reports Quality control measurements Quality reports
Lessons learned register Risk Register Risk reports
4
Accepted Deliverables may include approved product specifications, delivery receipts, and work performance documents. Partial or
interim deliverables may also be included for phased or cancelled projects. This is from Validate Scope process.
5
Business Documents
6
Agreements
7
Procument Documentation To close the contract, all procurement documentation is collected, indexed, and filed
contract schedule, scope, quality, and cost performance along with all contract change documentation, payment
records, and inspection results are cataloged.
“As-built” plans/drawing or “as-developed” documents, manuals, troubleshooting,…
can be used for lessons learned information and as a basis for evaluating contractors for future contracts
8

4.7 CLOSE PROJECT OR PHASE – TOOLS & TECHNIQUES
1
judgment provided based upon expertise • Management control,

(application area, Knowledge Area, discipline, industry,…) • Audit,
• Legal and procurement, and
as appropriate for the activity being performed • Legislation and regulations.
2
Data Analysis Document analysis Assessing available documentation > identifying lessons learned and knowledge sharing for future
projects and organizational assets improvement.
Regression analysis analyzes the interrelationships between different project variables that contributed to the project
outcomes > improve performance on future projects.
Trend analysis validate the models used > implement adjustments for future projects.
Variance analysis improve the metrics of the organization by comparing what was initially planned and the end result.
3
Meetings • To confirm that the deliverables have been accepted,
• to validate that the exit criteria have been met,
• to formalize the completion of the contracts,
• to evaluate the satisfaction of the stakeholders,
• to gather lessons learned,
• to transfer knowledge and information from the project, and
• to celebrate success.
Attendees may include project team members and other stakeholders involved in or affected by the project.
face-to-face formal
Virtual informal

4.7 CLOSE PROJECT OR PHASE – OUTPUTS
1
Project Documents Updates may be updated and marked as final versions as a result of project closure
that may be updated as a result of carrying out this final lessons learned register (especially) may include information on benefits management, accuracy of the
process business case, project and development life cycles, risk and issue management, stakeholder engagement,…
2
Final Product/Service/Result Transition A product, service, or result, once delivered by the project, may be handed over to a different group/ organization
that will operate, maintain, and support it throughout its life cycle.
3
Final Report • Scope objectives, the criteria used to evaluate the scope, and evidence that the completion criteria were met.
• Quality objectives, the criteria used to evaluate the project and product quality, the verification and actual
provides a summary of the project performance milestone delivery dates, and reasons for variances.
• Cost objectives, including the acceptable cost range, actual costs, and reasons for any variances.
• Schedule objectives including whether results achieved the benefits that the project was undertaken to address.
• Summary level description of the project or phase.

• Summary of the validation information for the final product, service, or result.
• Summary of how the final product, service, or result achieved the business needs identified in the business plan.
• Summary of any risks or issues encountered on the project and how they were addressed
• If the benefits are NOT met at the close of the project, indicate the degree to which they were achieved and
estimate for future benefits realization.
• If the business needs are NOT met at the close of the project, indicate the degree to which they were achieved
and estimate for when the business needs will be met in the future.
4
Organizational Process Asset Updates Project documents Operational and Project or phase Lessons learned
support documents closure documents repository

Thank You
Atoha Institute of Project Management
+84 28 6684 6687
cs@atoha.com

Atoha PMPPRO S2 - Integration

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INTEGRATION

Project Integration Management is specific to project

4.0 PROJECT SELECTION 7

4.0 PROJECT SELECTION 8

4.0 PROJECT SELECTION 9

4.0 PROJECT SELECTION 10

4.0 PROJECT SELECTION 11

4.0 PROJECT SELECTION 13

4.0 PROJECT SELECTION 14

4.0 PROJECT SELECTION 15

4.0 PROJECT SELECTION 16

1/ It provides a direct link between the project and the strategic

This process is performed once or at predefined points in the project.

Business documents Expert judgment Project charter

INPUTS TOOLS & TECHNIQUES OUTPUTS

4.1 DEVELOP PROJECT CHARTER 18

4.1 DEVELOP PROJECT CHARTER 19

4.1 DEVELOP PROJECT CHARTER 20

judgment provided based upon expertise • Organizational strategy,

2 Brainstorming identify a list of ideas in a short period of time.

4.1 DEVELOP PROJECT CHARTER 21

document issued by the project initiator or sponsor

4.1 DEVELOP PROJECT CHARTER 22

4.1 DEVELOP PROJECT CHARTER 23

1/ the production of a comprehensive document that defines the basis

Project charter Expert judgment Project management plan

INPUTS TOOLS & TECHNIQUES OUTPUTS

4.2 DEVELOP PROJECT MANAGEMENT PLAN 25

4.2 DEVELOP PROJECT MANAGEMENT PLAN 26

provides the project manager with the authority to apply

high-level information on the project and on the product,

provides a direct link between the project and the strategic

4.2 DEVELOP PROJECT MANAGEMENT PLAN 27

judgment provided based upon expertise

4.2 DEVELOP PROJECT MANAGEMENT PLAN 28

integrates and consolidates all of the subsidiary

The needs of the project determine which

Project management plan is one of the PRIMARY

These other documents are NOT part of the

19. Management reviews

4.2 DEVELOP PROJECT MANAGEMENT PLAN 29

Change Control System Configuration Management System Work Authorization System

4.2 DEVELOP PROJECT MANAGEMENT PLAN 30

Project Management Plan Approval

4.2 DEVELOP PROJECT MANAGEMENT PLAN 31

1/ that it provides overall management of the project work and

Project management plan Expert judgment Deliverables

INPUTS TOOLS & TECHNIQUES OUTPUTS

4.3 DIRECT AND MANAGE PROJECT WORK 33

Work performance data:

Milestone list shows the scheduled dates for specific milestones

4.3 DIRECT AND MANAGE PROJECT WORK 35

2 provides access to information technology (IT) software tools

4.3 DIRECT AND MANAGE PROJECT WORK 36

where all the issues are recorded and tracked.

4.3 DIRECT AND MANAGE PROJECT WORK 37

1/ that prior/existing organizational knowledge is leveraged to produce

This process is performed throughout the project.

Project management plan Expert judgment Lessons learned register

Organizational process assets

INPUTS TOOLS & TECHNIQUES OUTPUTS

4.4 MANAGE PROJECT KNOWLEDGE 39

are typically the outcomes of the project and can include