PMP Exam Preparation Based on PMBOK 6th

Chapter Four

Project Integration Management

Dr. Mohamed Harb

MSc, PhD, PMP, Scrum, Six Sigma Yellow Belt
Contents

o Introduction
o 4.1 Develop Project Charter
o 4.2 Develop Project Management Plan
o 4.3 Direct and Manage Project Work
o 4.4 Manage Project Knowledge
o 4.5 Monitor and Control Project Work
o 4.6 Perform Integrated Change Control
o 4.7 Close Project or Phase
o Questions

2 Dr. Mohamed Harb

Introduction

 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 integrative actions
that are crucial to controlled project execution through completion,
successfully managing stakeholder expectations, and meeting
requirements.
 Project Integration Management includes making choices about
resource allocation, making trade-offs among competing objectives and
alternatives, and managing the interdependencies among the project
management Knowledge Areas.

3 Dr. Mohamed Harb

Introduction

4 Dr. Mohamed Harb

Introduction
4.1 Develop Project The process of developing a document that formally authorizes the I
Charter existence of a project and provides the project manager with the
authority to apply organizational resources to project activities.
4.2 Develop Project The process of defining, preparing, and coordinating all subsidiary plans P
Management and integrating them with baselines into a comprehensive project
Plan management plan.
4.3 Direct and The process of leading and performing the work defined in the project E
Manage Project management plan and implementing approved changes to achieve the
Work project’s objectives.
4.4 Manage Project The process of using existing knowledge and creating new knowledge to E
Knowledge achieve the project’s objectives and contribute to organizational learning.
4.5 Monitor and The process of tracking, reviewing, and reporting project M&C
Control Project progress against the performance objectives defined in the project
Work management plan.
4.6 Perform The process of reviewing all change requests; approving M&C
Integrated changes and managing changes to deliverables, organizational process
Change Control assets, project documents, and the project management plan; and
communicating their disposition.
4.7 Close Project or The process of finalizing all activities across all the Project Management C
Phase Process Groups to formally complete the phase or project.

5 Dr. Mohamed Harb

Project Charter

6 Dr. Mohamed Harb

 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.
 The key benefit of this process is a well-defined project start and project
boundaries, creation of a formal record of the project, and a direct way
for senior management to formally accept and commit to the project.

7 Dr. Mohamed Harb

4.1 Develop Project Charter: Data flow

8 Dr. Mohamed Harb

4.1 Develop Project Charter
Inputs:
 Business Documents.
Business Case
Market demand – Organizational need – Customer request – Technological
advance – Legal requirement – Ecological impact – Social need.
Benefits management plan
Target benefits-Strategic alignment-Timeframe for realizing benefits-Benefits
owner-Metrics-Assumptions-Risks
Agreements
Between Requesting organization and Performing organization.
Enterprise Environmental Factors
Governmental standards – Organizational Culture – Marketplace conditions.
Organizational Process Assets
Policies, Procedures, Processes and templates – Historical information.
9 Dr. Mohamed Harb
4.1 Develop Project Charter
Tools and Techniques:
 Data Gathering
Brainstorming.
Focus groups.
Interviews.

 Interpersonal and team skills

Conflict management.
Facilitation:
Facilitation is the ability to effectively guide a group event to a successful decision,
solution, or conclusion.
Meeting management.

 MEETINGS
For this process, meetings are held with key stakeholders to identify the project
objectives, success criteria, key deliverables, high-level requirements, summary
milestones, and other summary information.

10 Dr. Mohamed Harb

4.1 Develop Project Charter
Outputs:
Project Charter
The document issued by the project initiator or sponsor that formally authorizes the
existence of a project and provides the project manager with the authority to apply
organizational resources to project activities.
It documents the business needs, assumptions, constraints, the understanding of the
customer’s needs and high-level requirements, and the new product, service, or result that
it is intended to satisfy, such as:
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 and summary budget.
Project approval requirements.
Assigned project manager, responsibility, and authority level.
Name and authority of the sponsor or other person(s) authorizing the project charter.
11 Dr. Mohamed Harb
 4.1 Develop Project Charter

Outputs:

Assumption Log
High-level strategic and operational assumptions and constraints are
normally identified in the business case before the project is initiated and will
flow into the project charter.
Lower-level activity and task assumptions are generated throughout the
project such as defining technical specifications, estimates, the schedule,
risks, etc. The assumption log is used to record all assumptions and
constraints throughout the project life cycle.

12 Dr. Mohamed Harb

 4.2 Develop Project Management Plan
 The process of defining, preparing, and coordinating all subsidiary
plans and integrating them into a comprehensive project
management plan.
 The key benefit of this process is a central document that defines
the basis of all project work.

13 Dr. Mohamed Harb

4.2 Develop Project Management Plan: Data flow

14 Dr. Mohamed Harb

 4.2 Develop Project Management Plan

Inputs:
Project Charter
High level project boundaries.
Outputs from Other Processes
Any baselines and subsidiary plans that are an output from other planning
processes are inputs to this process, in addition to approved changes.
 Enterprise Environmental Factors
Governmental and industry standards – PMIS – Infrastructure – Personnel
administration – organizational culture and structure.
 Organizational Process Assets
Standardized guidelines, work instructions, proposal evaluation criteria, and
performance measurement criteria.
Project management plan template.
Change control procedures – Historical Project files.

15 Dr. Mohamed Harb

4.2 Develop Project Management Plan

Tools and Techniques:

 Data Gathering
Brainstorming.
Focus groups.
Interviews.

 Interpersonal and team skills

Conflict management.
Facilitation:
Facilitation is the ability to effectively guide a group event to a successful decision,
solution, or conclusion.
Meeting management.

 MEETINGS
For this process, meetings are held with key stakeholders to identify the project
objectives, success criteria, key deliverables, high-level requirements, summary
milestones, and other summary information.

16 Dr. Mohamed Harb

 4.2 Develop Project Management Plan

Outputs:
 Project Management Plan
The document that describes how the project will be executed, monitored, and
controlled. It integrates and consolidates all of the subsidiary plans and
baselines from the planning processes.
Baselines: Scope, Cost and Schedule.
Subsidiary Plans: Scope, Requirements, Schedule, Cost, Quality, Process
improvement, Resource, Communications, Risk, Procurement and, Stakeholder
Management Plan.
Additional components:
Change Management Plan: how changes could be monitored and controlled.
Configuration Management Plan .

17 Dr. Mohamed Harb

 4.2 Develop Project Management Plan
Subsidiary Management Plans

18 Dr. Mohamed Harb

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.
 The key benefit of this process is that it provides overall
management of the project work.

19 Dr. Mohamed Harb

4.3 Direct and Manage Project Work

20 Dr. Mohamed Harb

4.3 Direct and Manage Project Work
Inputs:
 Project Management Plan
Project Documents:
• Lessons learned register
• Change log (the status of all change requests)
• Milestone list (the scheduled dates for specific milestones)
• Project communications (reports, deliverable status)
• Project schedule
• Requirements traceability matrix (links product requirements to the deliverables that satisfy them)
• Risk register (information on threats and opportunities)
• Risk report (information on sources of overall project risk)
 Approved Change Requests
• approved for implementation by the project manager or by the change control
board (CCB)
 Enterprise Environmental Factors
 Organizational Process Assets
21 Dr. Mohamed Harb
4.3 Direct and Manage Project Work

Tools and Techniques:

 Expert Judgment
 Project Management Information System (PMIS)
• The PMIS provides access to information technology (IT) software tools,
such as scheduling software tools, work authorization systems,
configuration management systems, information collection and distribution
systems, as well as interfaces to other online automated systems.
 Meetings

22 Dr. Mohamed Harb

 4.3 Direct and Manage Project Work

Outputs:
 Deliverables
 Work Performance Data (raw observations and measurements)
 Issue log ( issues are recorded and tracked, Corrective or preventive or defect repair)
 Change Requests
 Project Management Plan Updates
 Project Documents Updates
 Activity list
 Assumption log (New assumptions and constraints added and updating existing)
 Lessons learned register
 Requirements
 documentation
 Risk register
 Stakeholder register (information on existing or new stakeholders )
 Organizational process assets updates
23 Dr. Mohamed Harb
4.4 Manage Project Knowledge
 Manage Project Knowledge is the process of using existing knowledge and creating
new knowledge to achieve the project’s objectives and contribute to organizational
learning.
 The key benefit of this process is that prior organizational knowledge is leveraged to
produce or improve the project outcomes, and knowledge created by the project is
available to support organizational operations and future projects or phases.

24 Dr. Mohamed Harb

4.4 Manage Project Knowledge
Inputs:
 Project Management Plan
All components
 Project Documents
• Lessons learned register
• Project team assignments
• Resource breakdown structure
• Source selection criteria
• Stakeholder register
 Deliverables
 Enterprise Environmental Factors
 Organizational Process Assets

25 Dr. Mohamed Harb

4.4 Manage Project Knowledge
Tools and Techniques:

 Expert Judgment
 Knowledge management
 Information management
 Interpersonal and team skills
• Active listening (reduce misunderstandings and improves communication)
• Facilitation (guide a group to a successful decision, solution, or conclusion)
• Leadership
• Networking (informal connections and relations among project stakeholders)
• Political awareness (plan communications based on the project environment)

26 Dr. Mohamed Harb

4.4 Manage Project Knowledge
Outputs:
 Lessons learned register
 Project Documents Updates
• Any component
 Organizational process assets updates

27 Dr. Mohamed Harb

4.5 Monitor and Control Project Work
 The process of tracking, reviewing, and reporting the progress
to meet the performance objectives defined in the project
management plan.
 The key benefit of this process is that it allows stakeholders to
understand the current state of the project, the steps taken,
and budget, schedule, and scope forecasts.

28 Dr. Mohamed Harb

4.5 Monitor and Control Project Work: Data flow

29 Dr. Mohamed Harb

4.5 Monitor and Control Project Work

The Monitor and Control Project Work process is concerned with:

Comparing actual project performance against the project management plan.

Determining whether any corrective or preventive actions are indicated.
Identifying new risks and analyzing, tracking, and monitoring existing project
risks and perform timely responses.
Providing information to support status reporting, progress measurement, and
forecasting.
Providing forecasts to update current cost and current schedule information.
Monitoring implementation of approved changes as they occur.
Providing appropriate reporting on project progress and status to program
management when the project is part of an overall program.

30 Dr. Mohamed Harb

4.5 Monitor and Control Project Work
Inputs:
 Project Management Plan
 Project documents
• Assumption log
• Basis of estimates (how the various estimates were derived)
• Cost forecasts (if the project is within defined tolerance ranges for budget)
• Issue log
• Lessons learned register
• Milestone list
• Quality reports (recommendations for process, project, and product improvements)
• Risk register
• Risk report
• Schedule forecasts (if the project is within defined tolerance ranges for schedule)
 Work Performance Information
 Agreements
 Enterprise Environmental Factors
 Organizational Process Assets
31 Dr. Mohamed Harb
4.5 Monitor and Control Project Work

Tools and Techniques:

 Expert Judgment
 Data analysis
• Alternatives analysis (combination of corrective and preventive actions )
• Cost-benefit analysis (the best corrective action in terms of cost)
• Earned value analysis (perspective on scope, schedule, and cost performance)
• Root cause analysis (identifying the main reasons of a problem)
• Trend analysis
• Variance analysis (between planned and actual performance)
 Decision making
(Voting can include making decisions based on unanimity, majority, or plurality)
 Meetings

32 Dr. Mohamed Harb

4.5 Monitor and Control Project Work
Outputs:
 Work performance reports
 Change requests
 Project management plan updates
• Any component
 Project documents updates
• Cost forecasts
• Issue log
• Lessons learned register
• Risk register
• Schedule forecasts

33 Dr. Mohamed Harb

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 their
disposition.
 The key benefit of this process is that it allows for documented changes within
the project to be considered in an integrated fashion while reducing project
risk, which often arises from changes made without consideration to the
overall project objectives or plans.

34 Dr. Mohamed Harb

4.6 Perform Integrated Change Control: Data flow

35 Dr. Mohamed Harb

4.6 Perform Integrated Change Control

 Changes may be requested by any stakeholder involved with the project.

 Changes should be recorded in written form and entered into the change
management and/or configuration management system.
 Change requests are subject to the process specified in the change control
and/or configuration control systems.
 According to Project roles and responsibilities and authorizations; the PM in
conjunction with the CCB may manage (approve, reject or delay).
 A configuration management system with integrated change control provides
a standardized, effective, and efficient way to centrally manage approved
changes and baselines within a project.
Configuration control is focused on the specification of both the
deliverables and the processes.
Change control is focused on identifying, documenting and controlling
changes to the project and the product baselines.

36 Dr. Mohamed Harb

4.6 Perform Integrated Change Control
Inputs:
 Project management plan
• Change management plan (managing the change control process)
• Configuration management plan (describes the configurable items of the project)
• Scope baseline (the project and product definition)
• Schedule baseline (assess the impact of the changes in the project schedule)
• Cost baseline (to assess the impact of the changes to the project cost)
 Project documents
• Basis of estimates
• Requirements traceability matrix
• Risk report
 Work performance reports
 Change requests
 Enterprise environmental factors
 Organizational process assets

37 Dr. Mohamed Harb

4.6 Perform Integrated Change Control
Tools and Techniques:
Expert judgment
Change control tools
Identify configuration item-Record and report configuration item status-
Perform configuration item verification and audit-Identify changes-
Document changes-Decide on changes-Track changes
Data analysis
• Alternatives analysis
• Cost-benefit analysis
Decision making
• Voting (unanimity, majority, or plurality)
• Autocratic decision making (individual decision)
• Multicriteria decision analysis (according to a set of predefined criteria)
Meetings
38 Dr. Mohamed Harb
4.6 Perform Integrated Change Control

Outputs:

 Approved Change Requests

 Project Management Plan Updates
• Any component
 Project Documents Updates
• Change log

39 Dr. Mohamed Harb

4.7 Close Project or Phase

 The process of finalizing all activities across all of the Project Management
Process Groups to formally complete the project or phase.
 The key benefit of this process is that it provides lessons learned, the
formal ending of project work, and the release of organization resources
to pursue new endeavors.

40 Dr. Mohamed Harb

4.7 Close Project or Phase: Data flow

41 Dr. Mohamed Harb

4.7 Close Project or Phase

Inputs:
 Project charter
 Project management plan
• All components
 Project documents
• Assumption log
• Basis of estimates
• Change log
• Issue log
• Lessons learned register
• Milestone list
• Project communications
• Quality control measurements (document the results of Control Quality activities)
• Quality reports (quality assurance issues managed or escalated by the team)
• Requirements documentation
• Risk register
• Risk report
.
42 Dr. Mohamed Harb
4.7 Close Project or Phase
Inputs:

 Accepted deliverables
include approved product specifications, delivery receipts, and work performance documents
 Business documents
• Business case
• Benefits management plan
 Agreements
 Procurement documentation
 Organizational process assets

43 Dr. Mohamed Harb

4.7 Close Project or Phase
Tools and Techniques:
 Expert judgment
 Data analysis
• Document analysis (identifying lessons learned and knowledge sharing for future projects)
• Regression analysis (analyzes the interrelationships between different project variables)
• Trend analysis
• Variance analysis (improve the metrics of the organization)
 Meetings
Outputs:
 Project documents updates
• Lessons learned register
 Final product, service, or result transition
 Final report
 Organizational process assets updates

44 Dr. Mohamed Harb

 Questions

Which of the following is included in a project charter?

A. A risk management strategy

B. Work package estimates
C. Detailed resource estimates
D. The business case for the project

Answer is D
45 Dr. Mohamed Harb
 Questions

You are assigned as the project manager in the middle of the projcct. The project is
within the baselines, but the customer is not happy with the performance of the
project. What is the first thing you should do?

A. Discuss it with the project team.

B. Recalculate baselines.
C. Renegotiate the contract.
D Meet with the customer.

Answer is D
46 Dr. Mohamed Harb
 Questions

The project manager has just received a change request from the
customer that does not affect the project schedule and is easy to
complete. What should the project manager do first?

A. Make the change happen as soon as possible.

B. Contact the project sponsor for permission.
C. Go to the change control board.
D. Evaluate the impacts on other project constraints.

Answer is D

47 Dr. Mohamed Harb

 Questions

Integration is done by the:

A. Project manager
B. Team
C. Sponsor
D. Stakeholders

Answer is A

48 Dr. Mohamed Harb

 Questions

An output of the Close Project or Phase process is the creation

of:

A. Project archives
B. A project charter
C. A project management plan
D. A risk management plan

Answer is A
49 Dr. Mohamed Harb
 Questions

During the execution of a project, the project manager determines

that a change is needed to material purchased for the project.
The project manager calls a meeting of the team to plan how to
make the change. This is an example of:

A.Management by objectives.

B.Lack of a change control system.

C.Good team relations.

D.Lack of a clear work breakdown structure.

Answer is B
50 Dr. Mohamed Harb
 Questions

During the execution of a project, many changes are made to

the project. What should the project manager do now?

A.Wait until all changes are known, print out a new

schedule and revise the baseline.

B.Make changes as approved, but maintain a schedule baseline.

C.Make only the changes needed by management.

D.Talk to management before any changes are made.

Answer is B
51 Dr. Mohamed Harb
 Questions

All the following are parts of the Direct and Manage Project Work process
except:

A. Identifying changes
B. Using a work breakdown structure
C. Implementing corrective actions
D. Setting up a project control system

Answer is D
WBS is created in project planning, but can be used to help manage the project
during project executing. The wording in the question was not creating a WBS,
but using WBS.
A project control system is set up during project planning, not during project
executing, and therefore is the exception.

52 Dr. Mohamed Harb