Process Domain

Process domain is about ….

reinforcing the technical aspects of successfully managing

projects.
 Tasks
Process

Manage Assess and Engage

Execute project
communication manage risks stakeholders

Plan and Plan and

Plan and Plan and
manage budget manage
manage quality manage scope
and resources schedule
Integrate Plan and
Manage project Manage project
project planning manage
changes artifacts
activities procurement
Determine Establish Ensure
Manage project Plan and
project project knowledge
issues manage closure
approach governance transfer
Tasks
Process
Integrate Manage Manage Determine Ensure Plan and
Execute
project project project project knowledge manage
project
planning changes artifacts approach transfer closure
Plan and manage scope
Plan and manage schedule
Plan and manage budget and resources
Plan and manage quality of products/deliverables
Manage project issues
Manage communication
Assess and manage risks Manage project issues
Plan and manage procurement
Engage stakeholders
 A Knowledge Area is an identified area of project management defined by its knowledge
requirements and described in terms of its component processes, practices, inputs, outputs,
tools, and techniques.

Knowledge area Process

Integrate Manage Manage Determine Ensure

Project Integration Management Execute
project
project
planning
project
changes
project
artifacts
project
approach
knowledge
transfer
Manage
closure

Project Scope Management Plan and manage scope

Project Schedule Management Plan and manage schedule

Project Cost Management Plan and manage budget and resources

Project Quality Management Plan and manage quality of products/deliverables

Plan and manage budget and

Project Resources Management Manage project issues
resources

Project Communication Management Manage communication

Project Risk Management Assess and manage risks Manage project issues

Project Procurement Management Plan and manage procurement

Project Stakeholders Management Engage stakeholders

 Project Mgmt. Process Group is a logical grouping of project management processes to achieve
specific project objectives.

Process groups
Monitoring Inputs: Tools & Outputs
Initiation Planning Execution and Closing techniques
Controlling
• One or more • One or more
Knowledge area deliverables or
outcome
Project Integration Management
Project Scope Management
Project Schedule Management Processes performed
Processes linked
Project Cost Management by the outputs continuously

Project Quality Management

Project Resources Management
Project Communication Management Processes used Processes performed
once periodically
Project Risk Management
Project Procurement Management
Project Stakeholders Management
PROJECT INTEGRATION
MANAGEMENT
 Introduction
Process groups
Monitoring
Initiation Planning Execution and Closing
Controlling

Knowledge area
Project Integration Management Identify Define
Project Scope Management
combine
Project Schedule Management
Project Cost Management
Project Quality Management Unify Coordinate
Project Resources Management
Project Communication Management
Project Risk Management
Project Procurement Management
Project Stakeholders Management
 Key concepts
 Project Integration Management is
specific to project managers
1. Deliverable aligned
with benefit Mgmt. plan
2. Project management
plan

 Integration cannot be delegated or 3. Performance

transferred.
4. Integrated change
 Integration become sophisticated when:
1. Complex projects.
5. Collecting data
2. Varied stakeholder expectations.
6. Managing phase
transitions
 Practice trends
1 Automation
use a PMIS and automated tools to
collect, analyze, and use information

2 Visualization
capture and oversee critical project
elements & provides a real-time
overview of the project status

3 Knowledge Mgmt.
identifying knowledge
throughout the project life cycle

4 PM responsibility
PM collaborating with stakeholders
to better meet project objectives
and deliver benefits

Hybrid
5
methodologies
New project management
practices
 Agile/Adaptive Environments

 Agile practice in integration knowledge area:

1. Encourage team participation.

2. Delegate product planning & delivery decision to the team.

3. Collaborative decision making env.

Project Integration Management Processes

Monitoring
Monitoring &
Initiation Planning Execution and Closing
Controlling
Controlling
Develop Project Charter

4.1
 Developing a document that:
1. Formally authorizes the existence
of a project
2. Authorize project manager to apply
organizational resources to project
activities
Formal contract
1. Identified and assigned ASAP
2. Participate in developing the
charter

Project charter
 The process :
1. Provides a direct link between the
project and the strategic objectives.
2. Creates a formal record of the
project
3. Reflect commitment.
 4.1 Develop Project Charter

Inputs Tools & Outputs

techniques

.1 Business .1 Expert judgment .1 Project

documents .2 Data gathering charter
.2 Agreements .3 Interpersonal and team .2 Assumption
.3 Enterprise skills log
environmental .4 Meetings
factors
.4 Organizational
process assets
 4.1.1 Develop Project Charter: Inputs
4.1.1.1 Business Documents:
 Information:
1. Project objectives.
Process
Consist of Information 2. How the project contribute to the
inputs
business goal.
3. Establish boundaries of the
Business project
Business need

Business case Cost benefit  Project manager:

documents Benefits analysis
1. Periodically review.
Mgmt. plan
2. Can’t add or modify.
3. Can recommend.
4.1.1.2 Agreements
 Define initial intentions.
 E.g.:
1. Contracts.
2. Memorandums of understanding
(MOUs).
3. Service level agreements (SLA).
4. Letters of agreement.
5. Letters of intent.
6. Verbal agreements.
7. Email.
8. Other written agreements.
4.1.1.3 EEF
1. Industry standards.
2. Legal requirements and/or
constraints.
3. Marketplace conditions.
4.1.1.3 OPA
1. Templates.
2. Historical information and
lessons learned.
3. Organizational standard
policies, processes, and
procedures.
4. governance framework
4.1.2 Develop Project Charter: Tools and Techniques
4.1.1.1 Expert Judgment 4.1.2.2 Data Gathering

 Judgment provided based upon

expertise in an application area,
knowledge area, discipline,
industry, etc., as appropriate for the
activity being performed

Brainstorming Focus groups

 Topics:
1. Idea generation 1. Risks.
1. Org. strategy, 2. Idea analysis. 2. Assumptions.
2. Benefits management, Interviews 3. Success criteria.
1. Requirements
3. Technical knowledge. 2. Constraints
4. Duration and budget estimation.
5. Risk identification.
4.1.2.3 Interpersonal and Team Skills 4.1.2.4 Meetings

 Summary info. from key

Meeting
management
stakeholders, such as:

Conflict
1. Objectives.
Facilitation
management

2. High-level requirements.

3. Success criteria.

Mutual Understanding
Get stakeholder into alignment
4.1.3 Develop Project Charter: Outputs
Project purpose

Measurable project objectives and related success criteria

4.1.3.1 Project Charter
High-level requirements

High-level project description

 Document.
Overall project risk
 Issued by the sponsor.
Summary milestone schedule

 Formal existence of the project.

Preapproved financial resourcesYH1
YH2
 Authorizes project manager to use Key stakeholder list
YH3
YH4

org. resources. Project approval requirements

Project exit criteria

 Contains high-level information
Assigned project manager and authority level

Sponsor
Slide 22

YH1 budget :
YASIR HUSSIEN, 7/22/2022

YH2 analogos techniques

YASIR HUSSIEN, 7/22/2022

YH3 ROUGHT order of magnitude

YASIR HUSSIEN, 7/22/2022

YH4 -25 + 75
YASIR HUSSIEN, 7/22/2022
4.1.3.2 Assumption Log
 Contains:
1. All assumptions.
2. All constraints.

Business case
 Assumption:
High-level Lower-level
A factor in the planning process that is strategic and activity and
operational task
considered to be true, real, or certain, assumptions assumptions &

Assumption log
and constraints constraints
without proof or demonstration
 Constraint:
A limiting factor that affects the
execution of a project, program,
portfolio, or process.
 Develop Project
Management Plan
4.2
 Defining, preparing, and
coordinating all plan components
and consolidating them into an
integrated project management
plan
 The production of a comprehensive
document that defines the basis of
all project work and how the work
will be performed.
 Comprehensive document:
1. Summary level or
Detailed.
2. Robust .
3. Contents vary according;
a. application area.
b. complexity

 Basis:
1. Should baselined.
2. Changes:
a. Before; no process is required.
b. After; change request.
 4.2 Develop Project Management Plan
Inputs Tools & Outputs
techniques

.1 Project charter .1 Expert judgment .1 Project

.2 Outputs from .2 Data gathering management
other processes plan
.3 Interpersonal and team
.3 Enterprise skills
environmental .4 Meetings
factors
.4 Organizational
process assets
4.2.1 Develop Project Management Plan: Inputs
4.2.1.1 Project Charter 4.2.1.2 Outputs from Other Processes
 Starting point.
 High level info. 1. Subsidiary plans

2. Baselines

 4.1 Develop project charter

 Subsidiary plans:
 All management plan
process
 Baselines:
 Scope.
 Schedule.
 cost
4.2.1.3 EEF
1. Industry standards.
2. Legal requirements and/or
constraints.
3. Project management body
of knowledge for vertical
market.
4. Organizational governance
framework.
5. Infrastructure
4.2.1.4 OPA
1. Organizational standard
policies, processes, and
procedures.
2. Templates.
3. Historical information and
lessons learned repository
4. Change control procedures
4.2.2 Develop Project Management Plan: Tools and
Techniques
4.2.2.1 Expert Judgment 4.2.2.2 Data Gathering

 Tailoring
 Developing subsidiary plans
 Tools and techniques to be used.
 Developing technical and management
details
 Determining resources and skill levels .
 Defining the level of configuration
management. Brainstorming Focus groups
 Determining which project documents will 1. Idea generation 1. Project Mgmt.
be subject to the formal change control 2. Idea analysis. approach.
process. 2. Integration
 Prioritizing the work on the project. Checklists Interviews
1. To develop plans 1. Info. To develop
2. To verify plan plans or
components documents
4.2.2.3 Interpersonal and Team Skills 4.2.2.4 Meetings
1. Discuss the project
Meeting
approach
management 2. Determine how work will be
executed
3. Establish way to monitored
Conflict
Facilitation and controlled
management
kick-off meeting
1. communicate the objectives
of the project.
2. Gain the commitment
3. Explain the roles and
Mutual Understanding
responsibilities
Get stakeholder into alignment
4.2.3 Develop Project Management Plan: Outputs
• All knowledge area’s plans
Subsidiary
management • Requirements management plan
4.2.3.1 Project Management Plan plans

• Scope
• Schedule
Document describes project executed, Baselines
• Cost

Change management plan.

monitored and controlled, and closed. Additional
components

Configuration management plan

Performance measurement baseline

Management reviews

Project life cycle

Development approach
 Project life cycle
Generic project life cycle

The series of phases that a project

Starting Organizing & Carrying out the Ending
project preparing work project
passes through from its start to its

completion.
 A phase gate, is held at the
 Provides the basic framework for end of a phase.
managing the project.  A decision (e.g., go/no-go
decision) is made

Project Phase is a collection of

logically related project activities that
culminates in the completion
of one or more deliverables.
 Project life cycle

1
Single delivery
At the end of the project.

 DELIVERY
2 Multiple deliveries
Multiple components that are delivered
at different times throughout the
project.

CADENCE

Refers to the timing

3 Periodic deliveries
On a fixed delivery schedule.

and frequency of 4 Continuous delivery

delivering feature
immediately to customers
increments

project deliverables

Development approach
Predictive
 Onset of the project,
requirements can be defined,
collected, and analyzed
 High investment & risk.
 scope, schedule, cost,
resource needs, and risks can
be well defined early.
A method used to create and evolve
the product, service, or result during
the project life cycle.
Hybrid Adaptive
 Combination of adaptive and  High uncertain or volatile
predictive approaches. requirements
 Risk around the requirements  Use iterative and incremental.
 Deliverables can be modularized  Agile approach entails
 Often use an iterative/incremental iterations.
 A hybrid approach is more
adaptive than a predictive
approach
 Development approach
 Iterative
1. The project scope is generally
determined early
2. Time and cost estimates are
routinely modified
3. Product developed through a
series of repeated cycles
 Incremental
1. Predetermined time frame.
2. Product developed through a
series of iterations that
successively add functionality.
3. The deliverable is considered
complete only after final iteration.
 Development
approach
consideration

Development approach
Deliverable Project Organization

Safety Project team size

Stakeholders
requirements and location

Schedule Organizational
Ease of change
constraints capability

Funding Organizational
Scope stability
availability structure

Degree of
culture
innovation

Risk

Regulations
 Type & number of phases in Project life cycle
 Depends on:
Development approach Feasibility Predictive lifecycle

Design
Delivery cadence

Close
Concept
Phases example
Lifecycle with incremental
Feasibility
Feasibility approach
Feasibility Design Build
Design Design

Close
Concept
Test Lifecycle using Adaptive
Deploy Close
approach
Feasibility Feasibility
Design
Design
Close
Project Management Plan and Project Documents
Direct and Manage Project
Work
4.3
 leading and performing the work
defined in the project management
plan and implementing approved
changes to achieve the project’s
objectives.
 Provides overall management of the
project work and deliverables
 Allocate resources.
 Manage resources efficient
use
 Carry out approved changes.
 Review the impacts of
changes.
 Project manager & Mgmt.
team:
1. Direct performance.
2. Manage technical & org.
interface.
 4.3 Direct and Manage Project Work
Inputs Tools & techniques Outputs

.1 Project management .1 Expert judgment .1 Deliverables

plan .2 Project management .2 Work performance
• Any component information system data
.2 Project documents .3 Meetings .3 Issue log
.3 Approved change .4 Change requests
requests .5 Project
.4 Enterprise management plan
environmental updates
factors • Any component
.5 Organizational process .6 Project documents
assets updates
.7 Organizational
process assets
updates
4.3.1 Direct and Manage Project Work: Inputs
4.3.1.1 Project Management Plan 4.3.1.2 Project Documents
 performing the work defined Project
Change log
in the project management communications
plan
Lessons learned
Milestone list
register

Project schedule Risk report

Requirements
Risk register traceability
matrix
4.3.1.3 Approved Change Requests
 Approved requests by:
1. Project manager.
2. Change control board (CCB)
 Change requests:
1. corrective action.
2. Preventive action.
3. Defect repair
 Can impact any area.
4.3.1.4 EEF
 Organizational structure,
culture, management
practices, and sustainability.
 Infrastructure
 Stakeholder risk thresholds
4.3.1.5 OPA
 Organizational standard policies,
processes, and procedures.
 Issue and defect management
procedures & database.
 Performance measurement
database.
 Change control and risk control
procedures.
 4.3.2 Direct and Manage Project Work: Tools
and Techniques
4.2.2.1 Expert Judgment 4.3.2.2 PMIS
 Technical knowledge on the  provides access to information
industry and focus area of the technology (IT) software tools.
project,  Gathering and reporting key
 Cost and budget management, performance indicators (KPI).
 Legal and procurement,
 Legislation and regulations, and
 Organizational governance.
4.3.2.3 Meeting
 Discuss and Scrum daily standups.
Steering group.
address relevant Problem solving.
topics. Progress update.
Retrospective meetings
 E.g.:
kick-off.
Technical.
sprint or iteration planning.
4.3.3 Direct and Manage Project Work: Outputs
4.3.3.1 Deliverables 4.3.3.2 Work Performance Data
 Raw observations and
measurements identified during
activities being performed to carry
out the project work.

Execution Controlling
process
 Change control applied
• Data • Data analysis
after first version. gathering
 Control supported by
configuration Mgmt.
tools and procedures.
4.3.3.3 Issue Log
Problems.
 Is a project document where
all the issues are recorded and
tracked
Gaps.

Inconsiste
ncies.

 First an output of this process.

 Updated as a result of the
monitoring and control Conflict

activities
4.3.3.4 Change Requests
Corrective action. Preventive action.
 is a formal proposal to modify An intentional An intentional
any document, deliverable, or activity that realigns activity that ensures
baseline project performance the future
with project performance is
Mgmt. plan. aligned with
project Mgmt. plan

Defect repair. Updates.

An intentional Changes to formally
activity to modify a controlled project
nonconforming documents, plans,
product or product etc., to reflect
component. modified or
additional ideas
or content.
4.3.3.6 Project Documents Updates 4.3.3.5 Project Mgmt. Plan Updates

Activity list  As a result of this process,

• Additional or modified activities to be performed components may need
updates.
Stakeholder register
• Additional info. / additional stakeholders.

Risk register
• Identify new & update existing

Requirements documentation 4.3.3.7 OPA Updates

• New requirements
 As a result of this process,
Lessons learned register components may need updates.
• Lessons improve performance

Assumption log
• New assumptions , constraints and the status of the
current
Manage Project Knowledge

4.4
 Using existing knowledge and
creating new knowledge to achieve knowledge
the project’s objectives and
contribute to organizational
learning.
Explicit Tacit

Knowledge
 Prior knowledge is leveraged: integration
 To produce or improve the project
outcomes. Knowledge
 Project knowledge support :
 Organizational operations.
Mgmt.
0 0 0
 Future projects or phases Knowledge
 Make use of stakeholder’s: 1 sharing
2 3
1. Skills.
2. Experience.
3. Expertise.
 Before, during & after the project.
 4.4 Manage Project Knowledge
Inputs Tools & techniques Outputs

.1 Project .1 Expert judgment .1 Lessons learned

management plan .2 Knowledge management register
• All components .3 Information management .2 Project Mgmt. plan
.2 Project documents .4 Interpersonal and team updates
.3 Deliverables skills • Any component
.4 Enterprise .3 Organizational
environmental process assets
factors updates
.5 Organizational
process assets
 4.4.1 Manage Project Knowledge: Inputs
4.4.1.1 Project Management Plan 4.4.1.2 Project Documents
Lesson learned
 All components. register
• Info. on effective practices in knowledge
management.
4.4.1.3 Deliverables Project team
assignments
 Can include components of the • info on the available & missing type of competency &
project management plan. experience in the project
Resource
breakdown
4.4.1.4 EEF 4.4.1.5 OPA structure
 Culture.  policies, processes, • Info on the composition of the team & available &
 Geographic and procedures. missing team knowledge
distribution.  Personnel Stakeholder
 Org. knowledge administration. register
experts  Communication • Targeted stakeholders
 Legal requirements requirements
 4.4.2 Manage Project Knowledge: Tools and
Techniques
4.4.2.1 Expert Judgment 4.4.2.2 knowledge management
create
 Knowledge management. new
knowledge
 Information management.
 Organizational learning.
 Knowledge and information
share tacit
management tools. knowledge
 Relevant information from
other projects.
Integrate
team
member’s
knowledge

Work
Communities shadowing Interactive
Networking Meetings Forums
of practice and reverse training
shadowing
4.4.2.3 Information Management 4.4.2.4 Interpersonal and Team Skills
 Used to create & connect people
to info.
 Type of knowledge:
1. Simple.
2. Unambiguous.
3. Codified explicit.
 Tools such as:
1. Lessons learned register;
2. Library services;
3. Information gathering
4. PMIS.
1. Active listening 2. Facilitation
Reduce misunderstandings and improves Helps effectively guide a group to a successful
communication and knowledge sharing. decision, solution, or conclusion.

3. leadership 4. Networking
to communicate the vision and inspire the Creates the conditions to share tacit and
project team to focus on the appropriate explicit knowledge
knowledge and knowledge objectives

5. Political awareness
Communication planning
4.4.3 Manage Project Knowledge: Outputs
4.4.3.1 Lessons Learned Register
 Lessons Learned. The knowledge gained
during a project which shows how project
events were addressed or should be
addressed in the future for the purpose of
improving future performance.
 Lessons Learned Register. A project
document used to record knowledge gained
during a project so that it can be used in
the current project and entered into the
lessons learned repository.
 Lessons Learned Repository. A store of
historical information about lessons
learned in projects.
 First an output of this process.
 Used as input and updated as
output throughout the project.
4.4.3.2 Project Management Plan
Updates
 Any component of the project
management plan may be updated
as a result of this process
4.4.3.3 OPA
 Any organizational process asset
can be updated as a result of this
process.
Monitor and Control Project
Work
4.5
 Tracking, reviewing, and reporting
the overall progress to meet the
performance objectives defined in
the project management plan

1. Understand the current state.

2. Recognize the actions taken to
address any performance issues.
3. Have visibility into the future
project status with cost and
schedule forecasts.

 Gives the project management team insight

into the health of the project
 4.5 Monitor and Control Project Work
Inputs Tools & techniques Outputs

.1 Project management .1 Expert judgment .1 Work performance

plan .2 Data analysis reports
.2 Project documents .3 Decision making .2 Change requests
.3 Work performance .4 Meetings .3 Project management
information plan
.4 Agreements updates
.5 Enterprise • Any component
environmental .4 Project documents
factors updates
.6 Organizational process
assets
 4.5.1 Monitor and Control Project Work: Inputs
4.5.1.1 Project Management Plan 4.5.1.2 Project Documents

 Any component may an input.

Assumption Basis of Schedule

4.5.1.3 Work Performance Information log estimates forecasts

Work Quality
performance  The performance data Risk register Risk report
data reports
passed to controlling
project Mgmt.
plan, Project
processes, analyzed in
documents, comparison with project learned Cost
other project
management plan Issue log
variables
register forecasts
components, project
Work
performance documents, and other work
information
performance information.
4.5.1.4 Agreements 4.5.1.5 EEF

 To make certain that all the 1. PMIS

agreements meet the specific needs 2. Infrastructure
of the project while adhering to 3. Stakeholders’ expectations and risk
organizational procurement policies thresholds
4. Government or industry standards

4.5.1.6 OPA

1. Standard policies, processes, and

procedures
2. Financial controls procedures
3. Monitoring and reporting methods
4. Organizational knowledge base
 4.5.2 Monitor and Control Project Work:
Tools and Techniques
4.5.2.1 Expert judgement 4.5.2.2 Data analysis

Alternatives analysis Root cause analysis

 Earned value analysis select the corrective actions focuses on identifying the
 Interpretation and contextualization or a combination of main reasons of a problem.
of data. corrective and preventive
actions
 Techniques to estimate duration
Cost-benefit analysis Trend analysis
and costs determine the best forecast future performance
 Trend analysis corrective action based on past results.
 Technical knowledge on the results of trend analysis can
be used to recommend
industry preventive actions if
Earned value analysis
 Risk management. provides an integrated
necessary.

 Contract management. perspective on scope, Variance analysis

schedule, and cost reviews (from an integrated
performance. perspective) the differences
between planned and
actual performance.
4.5.2.3 Decision making 4.5.2.4 Meetings

 Voting can include making decisions  Face-to-face, virtual, formal, or

based on unanimity, majority, or informal.
plurality.  E.g..:
1. User groups.
2. Review meetings.
 4.5.3 Monitor and Control Project Work:
Outputs
4.5.3.1 Work Performance Reports 4.5.3.2 Change Requests
 The physical or electronic  Due to comparison.
 Changes can impact the project
representation of work performance management plan, project
information compiled in project documents, or product
documents, intended to generate deliverables.
decisions, actions, or awareness.  May include:
1. Corrective action.
2. Preventive action
 Reports are circulated to the 3. Defect repair
4. Updates.
project stakeholders through the
communication processes.
 4.5.3.4 Project Documents Updates

Cost forecasts

Schedule forecasts

4.5.3.3 Project Management Plan Updates

Issue log
 Changes identified, can affect over
all project Mgmt. plan.
Lesson learned register

Risk register
Perform Integrated Change
Control
4.6
 Process of reviewing all change  Any change in a
requests; approving changes and configuration element
managing changes to: deliverables, should be formally
project documents, and the project controlled.
management plan; and  Verbally initiated
communicating the decisions. changes, should be
recorded in written form.
1. Documented changes considered in

Change request
an integrated manner.
Approved
1. Conducted from project start to deferred
completion. Rejected
2. Ultimate responsibility of project
manager. CCB
3. Not required before baselining.
 4.6 Perform Integrated Change Control
Inputs Tools & techniques Outputs

.1 Project .1 Expert judgment .1 Approved change

management plan .2 Change control tools requests
.3 Work performance .3 Data analysis .2 Project
reports .4 Decision making management plan
.4 Change requests analysis updates
.5 Enterprise .5 Meetings • Any component
environmental .3 Project documents
factors updates
.6 Organizational • Change log
process assets
 4.6.1 Perform Integrated Change Control:
Inputs
4.6.1.1 Project Management Plan 4.6.1.2 PROJECT DOCUMENTS
Change management plan
• The direction for change management , and roles and
responsibilities (CCB). Basis of estimates
Configuration management plan
• Configurable items & recorded and updated
Requirements traceability matrix
Scope baseline
• Project and product definition

Schedule baseline Risk report

• Assess the impact of the changes in the project schedule.

Cost baseline
• Assess the impact of the changes to the project cost.
4.6.1.3 Work Performance Reports 4.6.1.5 EEF

1. Resource availability  Legal restrictions

2. Schedule and cost data.  Government or industry standards
3. Earned value reports.  Legal and regulatory requirements and/or
4. Burnup or burndown charts. constraints
 Organizational governance framework

4.6.1.4 Change Requests

4.6.1.6 OPA
 A formal proposal to
modify document,  Change control procedures.
deliverable, or baseline.  Configuration management knowledge base

 Output of many process.

 Approved changes only should
be incorporated in the
baselines.
 4.6.2 Perform Integrated Change Control:
Tools and Techniques
4.6.2.1 Expert judgement 4.6.2.2 Change Control Tools

 Technical knowledge of the Change Configuration

industry.
 Legislation and regulations.
 Legal and procurement.
 Configuration management.
 Risk management.
Manually or automated
Project documents, Specification of deliverables
deliverables, or baselines and the processes
Activities
Identify changes Identify configuration item
Document change Record and report
configuration item status
Decide on change Perform configuration item
verification and audit
Track change
Prevent the root •Proactively
eliminate the
cause need for change

•From any
Identify the need stakeholders

Evaluate the •Within

impact specialized area

•Follow the
Create a change change
request management
plan

Integrated
change control

•Stakeholder
Communicate management

Work according
to the updates
PM plan and
doc.
 4.6.2.3 Data analysis 4.6.2.4 Decision Making 4.6.2.5 Meetings
Voting

Alternatives analysis
Assess the requested changes  CCB meeting.
and decide which are accepted,
rejected, or modify to be finally  Assessing impact.
accepted.  Alternatives.
Cost-benefit analysis  Decisions
Determine if the requested
change is worth its associated  Review
cost. Multicriteri Autocratic configuration
a decision decision
Mgmt.
analysis making
 4.6.3 Perform Integrated Change Control:
Outputs
4.6.3.1 Approved Change Requests 4.6.3.2 Project Management Plan Updates
 Any controlled component.
 Baselines changes are from last
baseline forward.

4.6.3.3 Project Documents Updates

 Any formally controlled project
document may be changed (mostly
the change log)
Close Project or Phase

4.7
 Finalizing all activities for the  This process is performed
project, phase, or contract. once or at predefined
points in the project.
 Investigate and document
1. Project or phase information is the reasons for actions
archived taken if a project is
2. The planned work is completed terminated before
3. Organizational team resources are completion.
released
 Exit criteria Knowledge Contractual Transfer Update Stakeholders
agreement
All documents & deliverables are up to date Collect Finalize open Transfer Update Measure
project claims deliverable org. polices stakeholder
record to & satisfaction
production procedures
Confirm formal customer acceptance Audit Confirm
success or formal seller
failure acceptance
All costs are charged Knowledge Updating
sharing & records
transfer
Close project accounts Identify Archiving
lesson
learned
Reassigning personnel Archive
project info.
Excess project materials
Resources reallocation
Elaborate final project report
 Exit criteria Knowledge Contractual Transfer Update Stakeholders
agreement
All documents & deliverables are up to date Collect Finalize open Transfer Update Measure
project claims deliverable org. polices stakeholder
record to & satisfaction
production procedures
Confirm formal customer acceptance Audit Confirm
success or formal seller
failure acceptance
All costs are charged Knowledge Updating
sharing & records
transfer
Close project accounts Identify Archiving
lesson
learned
Reassigning personnel Archive
project info.
Excess project materials
Resources reallocation
Elaborate final project report
 4.7 Close Project or Phase
Inputs Tools & techniques Outputs

Project charter .1 Expert judgment .1 Project documents

.2 Project management .2 Data analysis updates
plan .3 Meetings .2 Final product, service,
.3 Project documents or
.4 Accepted deliverables result transition
.5 Business documents .3 Final report
.6 Agreements .4 Organizational process
.7 Procurement assets updates
documentation
.8 Organizational process
assets
 4.7.1 Close Project or Phase: Inputs
4.7.1.1 Project Charter 4.7.1.3 Project Documents
Assumption log record of all the assumptions and constraints that have
 Success criteria, the approval been used
requirements, and who will sign off Basis of
on the project. evaluate how the estimation compared to the actual
estimates results.

assurance issues managed or escalated by the team,

Quality reports recommendations for improvement, and the summary of
findings from the Control Quality process.
4.7.1.2 Project Management Plan
Issue log
check that there is no open issue
 All components of the project
management plan Milestone list final dates on which the project milestones have been
accomplished
will be
Lessons learned
finalized before being entered into the lessons learned
register repository.
4.7.1.4 Accepted Deliverables 4.7.1.6 Agreements
 Complete, partial or interim
 Formal procurement closure entails
deliverables.
meeting relevant terms & conditions
 Include approved product
in the contracts.
specifications, delivery receipts, and
work performance documents.
4.7.1.7 Procurement Documentation

4.7.1.5 Business Documents  For closure, the following should be

collected, indexed, and filed, which are:
1. Schedule, Scope, Quality, Cost.
2. payment records.
3. inspection results.
4. Other
 This information used as lessons learned for future
contracts

4.7.1.8 Organizational Process Assets

1. Project or phase closure guidelines or
requirements.
2. Configuration management knowledge base
 4.7.2 Close Project or Phase: Tools and
Techniques
4.7.2.1 Expert Judgment 4.7.2.2 Data Analysis
 Management control, Document analysis
 Audit, • allow identifying lessons learned and knowledge
 Legal and procurement, and sharing.
 Legislation and regulations.
Regression analysis
• interrelationships between different variables
4.7.2.3 Meetings
 Confirm that the deliverables have Trend analysis
been accepted.
• validate the used models
 Validate that the exit criteria have
been met Variance analysis
 Formalize the completion of the
contracts • improve used metrics by comparing what was initially
planned and the end result
 Evaluate the satisfaction of the
stakeholders
 4.7.3 Close Project or Phase: Outputs
4.7.3.1 Project Documents Updates 4.7.3.4 OPA
 All project documents may be
updated and marked as final
versions  Project documents

 Operational and support documents

 Project or phase closure documents

4.7.3.2 Final Product, Service, or
Result Transition  Lessons learned repository
 The transition of deliverables from
one team to another.
 4.7.3.3 Final Report

Schedule Summary level

objectives description

Scope objectives Summary of

deliverables
validation

Quality Alignment with

objectives the business
plan

Cost Summary of
objectives risks & issues