CM 651 – Project Management (MODULE 4)

PROJECT
INTEGRATION
MANAGEMENT
Presented By:

Group 4 Section 1-C

Engr. Kim Nicole Yap Engr. Jaime Enriquez Jose Jr.

Engr. Kibi Inocencio Ar. Alexie Marinela Ramos
Engr. Paula Nicole Zalameda Ar. Sam Jane Tampos
Engr. Ronaelette Pitogo Engr. Warren Zingapan
DEFINITION AND
IMPORTANCE OF
PROJECT INTEGRATION
MANAGEMENT
Presented By: Engr. Kim Nicole Yap
PROJECT INTEGRATION MANAGEMENT

▪ Processes and activities to identify, define, combine, unify and coordinate the
various processes and project management activities within the Project
Management Process Groups.

▪ Integration includes characteristics of unification, consolidation, communication,

and interrelationship.
 PROJECT INTEGRATION MANAGEMENT

Project Integration Management includes making choices about:

ꟷResource allocation,
ꟷBalancing competing demands,
ꟷExamining any alternative approaches,
ꟷTailoring the processes to meet the project objectives, and
ꟷManaging the interdependencies among the Project Management
Knowledge Areas.
PROJECT INTEGRATION MANAGEMENT PROCESSES:

4.1 Develop Project Charter

4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
4.4 Manage Project Knowledge
4.5 Monitor and Control Project Work
4.6 Perform Integrated Change Control
4.7 Close Project or Phase
KEY CONCEPTS FOR PROJECT INTEGRATION MANAGEMENT
▪ Project Integration Management is specific to project managers.
▪ Knowledge Areas may be managed by specialists (e.g. cost analysis, scheduling
specialists, risk management experts) however, accountability of Project
Integration Management cannot be delegated or transferred.
▪ The project manager is:
o the one who combines the result in all the other Knowledge Areas and has overall
view of the project.
o ultimately responsible of the project as a whole

 Projects and project management are integrative by nature.

 Links among the processes in the Project Management Process Groups are
often iterative
PROJECT INTEGRATION MANAGEMENT IS ABOUT:
▪ Ensuring that the deliverable due dates of the product, service, or result; project life cycle;
and the benefits management plan are aligned;
▪ Providing a project management plan to achieve the project objectives;
▪ Ensuring the creation and the use of the appropriate knowledge to and from the project as
necessary;
▪ Managing the performance and changes of the activities in the project management plan;
▪ Making integrated decisions regarding key changes impacting the project;
▪ Measuring and monitoring the project’s progress and taking appropriate action to meet
project objectives;
▪ Collecting data on the results achieved , analyzing the data to obtain information, and
communicating this information to relevant stakeholders;
▪ Completing all the work of the project and formally closing each phase, contract, and the
project as a whole; and
▪ Managing phase transitions when necessary.
TRENDS AND EMERGING PRACTICES IN PROJECT INTEGRATION
MANAGEMENT

The Project Integration Management Knowledge Area requires combining the

results from all the other Knowledge Areas. Evolving trends in integration process
include but are not limited to:
▪ Use of automated tools.
▪ Use of visual management tools.
▪ Project knowledge management.
▪ Expanding the project manager’s responsibilities.
▪ Hybrid methodologies.
TAILORING CONSIDERATIONS
Considerations for tailoring include but are not limited to:
▪ Project life cycle.
▪ Development life cycle.
▪ Management approaches.
▪ Knowledge management.
▪ Change.
▪ Governance.
▪ Lessons learned.
▪ Benefits.
CONSIDERATIONS FOR AGILE/ADAPTIVE ENVIRONMENT
Iterative and agile approaches promote the engagement of team members as local
domain experts in integration management. The team members determine how
plans and components should integrate.
The expectations of the project manager as noted in the Key Concepts for
Integration Management do not change in an adaptive environment, but control of
the detailed product planning and delivery is delegated to the team. The project
manager’s focus is on building a collaborative decision- making environment and
ensuring the team has the ability to respond to changes. This collaborative
approach can be further enhanced when team members possess a broad skill
base rather than a narrow specialization.
PROCESS 1:

DEVELOPING
PROJECT
CHARTER
Presented By: Engr. Kibi Inocencio
DEVELOPING PROJECT CHARTER
▪ 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 the project activities.

BENEFITS DEVELOPING PROJECT CHARTER

• It provides direct link between the project and the strategic objectives of the
organization, creates a formal record of the project, and shows the
organizational commitment to the project.
 INPUTS
BUSINESS DOCUMENTS 1. Business Documents
• Business Case
• Benefits Management Plan
▪ Includes Business Case and the Benefits 2. Agreements
Management plans 3. Enterprise Environmental Factors
4. Organizational Process Assets

▪ Sources of information about the projects objectives

and how the project will contribute to the business
CONSIDERATIONS IN CREATING AS
goals. BUSINESS CASE

BUSINESS CASE -Market Demand

-Organizational Demand
▪ Documented economic feasibility study
-Customer Request
▪ describes the necessary information from a business
standpoint to determine whether the expected outcomes -Technological advance
of the project justify the required investment. -Legal Requirement

OUTCOME > INVESTMENT -Ecological Impacts

-Social Need
 INPUTS
BUSINESS DOCUMENTS 1. Business Documents
• Business Case
• Benefits Management Plan

BENEFITS MANAGEMENT PLAN

2. Agreements
3. Enterprise Environmental Factors
4. Organizational Process Assets
▪ the document that describes how and when the benefits of
the project will be delivered, and describes the WHAT IT DESCRIBES?
mechanisms that should be in place to measure those
benefits. -Target Benefits
▪ Documented explanation defining the processes for -Strategic Alignment
creating, maximizing, and sustaining the benefits provided
by a project. -Timeframe for realizing benefits
EXAMPLE -Benefit owner
-Unit Cost Analysis -Metrics
-Cost benefit Analysis -Assumptions
-Risk
 INPUTS
1. Business Documents

AGREEMENTS • Business Case

• Benefits Management Plan
2. Agreements
▪ Defines the initial intentions for the project 3. Enterprise Environmental Factors
4. Organizational Process Assets

▪ a negotiated and typically legally binding

arrangement between parties as to a SAMPLES OF AGREEMENTS
course of action. -Contract
-Memorandum of Agreement (MOA)
-Memorandum of Understanding (MOU)
CONTRACTS
-Service Letter Agreement (SLA)
Used when a project is being performed for
-Letter of Intent (LOI)
an external customer.
-Email
-Any written or verbal agreement
 INPUTS
ENTERPRISE ENVIRONMENT FACTORS 1. Business Documents

(EEF) • Business Case

• Benefits Management Plan
2. Agreements
▪ refer to conditions, not under the control of the 3. Enterprise Environmental Factors

project team, that influence, constrain, or direct

4. Organizational Process Assets

the project
SOME SAMPLES OF
▪ Can be External EEF or Internal EEF INTERNAL EEF
SOME SAMPLES OF EXTERNAL EEF -Organizational Culture,
governance and Political
-Marketplace Conditions Climate
-Legal and Regulatory Requirements -Resource Availability
-Government or Industry Standards -Infrastructure
-Financial Considerations -Employee Capability
 INPUTS
1. Business Documents

ORGANIZATIONAL PROCESS
• Business Case
• Benefits Management Plan
2. Agreements

ASSETS (OPA) 3. Enterprise Environmental Factors

4. Organizational Process Assets

OPA’S THAT CAN INFLUENCE

▪ are the plans, processes, policies, procedures, THE DEVELOP PROJECT
and knowledge bases specific to and used by the CHARTER
performing organization. -Organizational Standard policies,
▪ includes any artifact, practice, or knowledge from processes, procedures
any or all of the performing organizations -Monitoring and Reporting
involved in the project that can be used to methods
execute or govern the project -Templates
-Historical information and lessons
learned repository
 TOOLS AND TECHNIQUES
1. Expert Judgment
2. Data Gathering

EXPERT JUDGMENT • Brain storming

• Focus Groups
• Interviews
3. Interpersonal and Team Skills
• Conflict Management
• Facilitation
▪ Judgment provided based upon expertise in • Meeting Management

an application area, Knowledge Area,

4. Meetings

Discipline, Industry etc., as appropriate for
the activity being performed.
▪ May be provided by group or person with
specialized education, knowledge, skill,
experience, or training.
FOR THIS PROCESS, WE MUST CONSULT
WITH PEOPLE WITH EXPERTISE IN THE
FOLLOWING TOPICS
-Organizational strategy
-Benefits Management
-Technical Knowledge of the industry and focus
area of the project
-Duration and Budget Estimation
-Risk Identification

DATA GATHERING
BRAIN
STORMING
Technique used to
identify a list of ideas in a
short period of time.
Consists of two parts:
▪ Idea Generation
▪ Analysis
TOOLS AND TECHNIQUES
1. Expert Judgment
2. Data Gathering
• Brain storming
• Focus Groups
• Interviews
3. Interpersonal and Team Skills
• Conflict Management
• Facilitation
• Meeting Management
FOCUS GROUPS 4. Meetings
Brings together INTERVIEWS
stakeholders and subject
matter experts to learn Used to obtain information on
about the perceived high-level requirements,
project risk, success assumptions, or constraints,
criteria, and other topics approval criteria and other
in a more conversational information from
way than a one-on-one stakeholders by talking
interview. directly to them.
 TOOLS AND TECHNIQUES
INTERPERSONAL AND TEAM 1. Expert Judgment
SKILLS 2. Data Gathering
• Brain storming
• Focus Groups
• Interviews

CONFLICT
3. Interpersonal and Team Skills
• Conflict Management
• Facilitation
MANAGEMENT • Meeting Management

FACILITATION 4. Meetings

- used to help bring

stakeholders into - is the ability to MEETING MANAGEMENT
alignment on the effectively guide a group
objectives, success event to a successful - includes preparing the
criteria, high-level decision, solution, or agenda, ensuring that a
requirements, project conclusion. representative for each key
description, summary stakeholder group is invited,
and preparing and sending the
milestones, and other follow-up minutes and actions.
elements of the charter.
 TOOLS AND TECHNIQUES

MEETINGS
1. Expert Judgment
2. Data Gathering
• Brain storming
• Focus Groups
• Interviews
3. Interpersonal and Team Skills
• Conflict Management
• Facilitation
are held with key stakeholders to 4.
• Meeting Management
Meetings
identify the project objectives,
success criteria, key deliverables,
high-level requirements, summary
milestones, and other summary
information.
 OUTPUTS
1. Project Charter

PROJECT CHARTER
2. Assumption Log

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.
 OUTPUTS
PROJECT CHARTER 1.
2.
Project Charter
Assumption Log

Contains high-level information such as: ▪ Pre-approved Financial Resources

▪ Project purpose
▪ Measurable Project Objectives and
Related success
▪ High-Level Requirements
▪ High-level Project Description, boundaries
and key deliverables
▪ Overall Project Risk
▪ Summary Milestone Schedule
▪ Key stakeholder list
▪ Project Approval Requirements
▪ Project Exit Criteria
▪ Assigned Project Manager, responsibility
and authority level
▪ Name and authority of the sponsor or
other person(s) authorizing the project
charter
 OUTPUTS
1. Project Charter
2. Assumption Log

ASSUMPTION LOG

used to record all assumptions and

constraints throughout the project life
cycle
PROCESS 2:

DEVELOP PROJECT
MANAGEMENT PLAN
Presented By: Engr. Paula Nicole Zalameda
WHAT IS
DEVELOPMENT PROJECT
MANAGEMENT PLAN?
DEVELOPMENT PROJECT MANAGEMENT PLAN is the process
of defining, preparing and coordinating all plan components
consolidating them into an Integrated Project Management Plan.
But what is Integrated Project Management Plan?
▪ It is the collection of process that ensure various elements of projects are
properly coordinated.
DEVELOP PROJECT MANAGEMENT PLAN
INPUT, TOOLS & TECHNIQUES, AND OUTPUTS
DEVELOP PROJECT MANAGEMENT PLAN
INPUT
1. PROJECT CHARTER: Document to
describe the project. Contains objectives,
execution and the stakeholders.
2. OUTPUTS FROM THE OTHER
PROCESSES: Linked to create project
management plan.
DEVELOP PROJECT MANAGEMENT PLAN
INPUT
3. ENTERPRISE ENVIRONMENTAL
FACTORS (EEF): Internal or external
factors related to environment that can
influence the project’s success.
4. ORGANIZATIONAL PROCESS
ASSETS: Formal or informal plans,
policies, procedures and guidelines.
DEVELOP PROJECT MANAGEMENT PLAN
TOOLS AND TECHNIQUES
1. EXPERT JUDGMENT: Technique in which
judgment is made based upon specific set of
criteria or expertise that gas been acquired
in a specific knowledge area.
2. DATA GATHERING
▪ BRAINSTORMING: To gather ideas and solution
about the project approach.
▪ CHECKLIST: Guide the Project Manager to
develop the plan.
DEVELOP PROJECT MANAGEMENT PLAN
TOOLS AND TECHNIQUES
▪ FOCUS GROUPS: Bright together stakeholders
to discuss the project management approach.
▪ INTERVIEWS: Obtain specific information from
stakeholders to develop the project management
plan.
3. INTERPERSONAL AND TEAM SKILLS
▪ CONFLICT MANAGEMENT: Bring diverse
stakeholders into alignment.
DEVELOP PROJECT MANAGEMENT PLAN
TOOLS AND TECHNIQUES
▪ FACILITATION: Ensure participation with
understanding, that all aspects are considered,
and that conclusion or results have full buy-in
according to the decision process established for
the project.
▪ MEETING MANAGEMENT: Ensure that meetings
are necessary to develop, unify and agree for the
project.
4. MEETINGS: Used to discuss project,
approach, execution and establish the way
the project will be monitored.
DEVELOP PROJECT MANAGEMENT PLAN
OUTPUT
WHAT SHOULD APPEAR IN PROJECT MANAGEMENT PLAN?
How project is being executed, monitored & controlled,
and closed.
Varies on the application area, and complexity of the
project.
Could be on a summary level or detailed.
Necessary to define at least the project reference for
scope, time and cost, so that the project execution may
be measured and compare to those references and
performance can be managed.
DEVELOP PROJECT MANAGEMENT PLAN
DATA FLOW
PROCESS 3:

DIRECT AND
MANAGE
PROJECT WORK
Presented By: Engr. Ronaelette Pitogo
DIRECT AND MANAGE PROJECT WORK

DEFINITION:
The process of leading and performing the work defined in the project
management plan and implementing approved changes to achieve the
project objectives.

BENEFIT:
To provide overall management of the project deliverables
 INPUTS
1. Project Management
Plan
•Any component
2. Project Documents
•Change Log
•Lessons learned registered
•Milestone list
•Project Communication
•Project Schedule
•Requirements traceability
matrix
•Risk Register
•Risk Report
3. Approved Change Request
4. Enterprise Environmental
Factors
5. Organizational Process Assets
TOOLS AND TECHNIQUES OUTPUTS
1. Expert Judgment 1. Deliverables
2. Project Management 2. Work performance data
3. Issue log
Information System 4. Change requests
3. Meetings 5. Project Management Plan
Updates
•Any component
6. Project Documents Updates
•Activity List
•Assumption log
•Lessons learned register
•Requirements documentation
•Risk Register
•Stakeholder register
7. Organization process assets
updates
 INPUTS
1. Project Management
Plan
•Any component
2. Project Documents
•Change Log
•Lessons learned registered
•Milestone list
•Project Communication
•Project Schedule
•Requirements traceability Project Management Plan
matrix A formal document that defines how a project is going to be carried out.
•Risk Register
•Risk Report
3. Approved Change Request
4. Enterprise Environmental
Factors
5. Organizational Process Assets
 INPUTS
1. Project Management
Plan Change Log
•Any component - It contains the status of all change requests, either in the contract, plans or costs.
2. Project Documents
•Change Log Lessons Learned Register
•Lessons learned registered
•Milestone list - Provides information on effective practices in knowledge management
•Project Communication
•Project Schedule Milestone list
•Requirements traceability - Shows the scheduled dates for specific milestone
matrix
•Risk Register
Project Communication
•Risk Report
3. Approved Change Request - Includes performance reports, deliverable status, and other information generated
4. Enterprise Environmental by the project
Factors
5. Organizational Process Assets
 INPUTS
1. Project Management
Plan
•Any component
2. Project Documents
•Change Log
•Lessons learned registered
•Milestone list
•Project Communication
•Project Schedule
•Requirements traceability
matrix
•Risk Register
•Risk Report
3. Approved Change Request
4. Enterprise Environmental
Factors
5. Organizational Process Assets
Project Schedule
- The schedule includes at least the list of work activities, their durations, resources
and
planned start and finish dates
Requirements Traceability Matrix
- Links product requirements to the deliverables that satisfy them and helps to focus
on
the final outcomes.
Risk Register
- It provides information on threats and opportunities that may impact project
execution
Risk Report
- It provides information on sources of overall project risk along with the summary
information on identified individual project risks
 INPUTS
1. Project Management
Plan
•Any component
2. Project Documents Approved Change Request
•Change Log - A document containing a call for an adjustment of a system
•Lessons learned registered
•Milestone list
•Project Communication Enterprise Environmental Factors (EEF)
•Project Schedule - An environmental factors either internal or external to the Project that
•Requirements traceability
matrix can influence the Project’s Success.
•Risk Register
•Risk Report Organization Process Assets
3. Approved Change Request - Anything that the organizational acquired that can use in the
4. Enterprise Environmental management of the project.
Factors
5. Organizational Process Assets

Expert Judgment
- Expertise should be
considered from individuals
or groups with specialized
knowledge or trainings
TOOLS AND TECHNIQUES
1. Expert Judgment
2. Project Management
Information System
3. Meetings
Project Management Information Meetings
System (PMIS)
- Used to discuss and address
- Provides access to information technology (IT) pertinent topics of the project
software tools, such as: when directing and managing
•Software scheduling tools project work.
•Work authorization system
•Configuration management system
•Information collection and distribution system
•Key performance indicator (KPI)
 OUTPUTS
1. Deliverables
Deliverables 2. Work performance data
- Any unique and verifiable product, result or capability to perform a 3. Issue log
service that is required to be produced to complete a process, 4. Change requests
phase or project. 5. Project Management Plan
Updates
Work Performance Data
•Any component
- The raw observations and measurements identified during activities being
6. Project Documents Updates
performed to carry out project work.
•Activity List
•Assumption log
Issue Log
•Lessons learned register
- A project document where all the issues are recorded and tracked
•Requirements documentation
- It will help the project manager effectively track and manage issues,
•Risk Register
ensuring that they are investigated and resolved
•Stakeholder register
7. Organization process assets
Change Request
- A formal proposal to modify any document, deliverable or baseline
updates

Project Management Plan Updates

- Any change to the project management plan goes through the organization's
change control process via a change request.
 OUTPUTS
1. Deliverables
Project Documents Updates 2. Work performance data
3. Issue log
4. Change requests
5. Project Management Plan
Updates
•Any component
6. Project Documents Updates
•Activity List
Activity List Lessons
Assumption Log Learned
Requirements
Risk Register
Stakeholder Register •Assumption log
Register Documentation •Lessons learned register
• May be updated
• Statuswith
of existing • Risk are recorded in information on
• Additional
• Any lessons• New
that will
requirements mayregister via
•Requirements documentation
additional orassumptions and the risk
modified actvities
constraints improve
to may be performance
be identified during this existing or new
risk management
•Risk Register
for current orprocess.
future Progress stakeholders is gathered •Stakeholder register
be performedupdated
to or closed system
projects is recorded
meeting requirements as a result of this 7. Organization process assets
complete project
out can also be updated. process. updates
work
 OUTPUTS
1. Deliverables
2. Work performance data
Organizational Process Assets (OPA) Updates 3. Issue log
- Has an important role in project's outcome and with the time it 4. Change requests
grows more and more mature 5. Project Management Plan
Updates
•Any component
6. Project Documents Updates
Assets - Any tangible or intangible thing that can be owned or •Activity List
controlled to produce value for us •Assumption log
•Lessons learned register
Two categories of OPA: •Requirements documentation
•Risk Register
1. Process and Procedures •Stakeholder register
2. Corporate Knowledge Base 7. Organization process assets
updates
 Deliverables Manage Project
Project
Project Management Plan Control
Management Plan

Change Request and Deliverables

Perform
Integrated
Change Control
Project Project Documents
Documents
Direct and Project
Manage Project Project Management Plan Updates
Management Plan
Work
Perform
Integrated Approved Change
Change Control Requests
Project
Issue Log Documents

Enterprise
Organization Enterprise Environmental Factors Enterprise
Organizational Process Assets Organizational process assets updates
Organization
PROCESS 4:

MANAGE PROJECT
KNOWLEDGE
Presented By: Engr. Jaime Enriquez Jose Jr.
MANAGE PROJECT KNOWLEDGE
▪ process of using existing knowledge and creating new knowledge to achieve
the project’s objectives and contribute to organizational learning

BENEFITS
▪ prior organizational knowledge is leveraged to produce or improve the project
outcomes
▪ knowledge created by the project is available to support organizational
operations and future projects or phases
 MANAGE PROJECT KNOWLEDGE
▪ EXPLICIT - knowledge that can be readily codified using words, pictures, and numbers
▪ TACIT - knowledge that is personal and difficult to express, such as beliefs, insights,
experience, and “know-how”

PURPOSE
▪ Re-using existing knowledge
▪ Creating New Knowledge
PROCESS 5:

MONITOR AND
CONTROL
PROJECT WORK
Presented By: Ar. Alexie Marinela Ramos
MONITOR AND CONTROL PROJECT WORK

The process of tracking, reviewing, and reporting the overall progress to meet
the performance objectives defined in the project management plan.

The key benefits of this process are that it allows stakeholders to understand
the current state of the project, to recognize the actions taken to address any
performance issues, and to have visibility into the future project status with cost
and schedule forecasts.
MONITOR AND CONTROL PROJECT WORK
 MONITOR AND CONTROL PROJECT WORK

Monitoring is an aspect of project management performed throughout the

project includes : collecting, measuring, and assessing measurements and
trends to effect process improvements.

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.
 MONITOR AND CONTROL PROJECT WORK

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 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
 MONITOR AND CONTROL PROJECT WORK

▪ 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
▪ Ensuring that the project stays aligned with the business needs.
 MONITOR AND CONTROL PROJECT WORK: INPUTS
PROJECT DOCUMENTS
▪ Assumption log contains information about assumptions and constraints
identified as affecting the project.
▪ Basis of estimates indicates how the various estimates were derived and can
be used to make a decision on how to respond to variances.
▪ Cost forecasts used to determine if the project is within defined tolerance
ranges for budget and to identify any necessary change requests.
▪ Issue used to document and monitor who is responsible for resolving specific
issues by a target date.
▪ Lessons learned register may have information on effective responses for
variances, and corrective and preventive actions.
▪ Milestone list shows the scheduled dates for specific milestones and is used
to check if the planned milestones have been met.
 MONITOR AND CONTROL PROJECT WORK: INPUTS
PROJECT DOCUMENTS
▪ Quality reports includes quality management issues recommendations for
process, project, and product improvements; corrective actions
recommendations and the summary of findings from the Control Quality
process.
▪ Risk register provides information on threats and opportunities that have
occurred during project execution.
▪ Risk report provides information on the overall project risks as well as
information on specified individual risks.
▪ Schedule forecasts used to determine if the project is within defined tolerance
ranges for schedule and to identify any necessary change requests.
 MONITOR AND CONTROL PROJECT WORK: INPUTS
WORK PERFORMANCE INFORMATION

Work performance data is gathered through work execution and passed to the
controlling processes. The work performance data are compared with the
project management plan components, project documents, and other project
variables.
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.
Performance data are collected during the project through the controlling
processes and compared to the plan and other variables to provide a context for
work performance.
 MONITOR AND CONTROL PROJECT WORK: INPUTS

Procurement agreement includes terms and conditions, and may incorporate

other items that the buyer specifies regarding what the seller is to perform or
provide.
If the project is outsourcing part of the work, the project manager needs to
oversee the contractor’s work to make certain that all the agreements meet the
specific needs of the project while adhering to organizational procurement
policies.
 MONITOR AND CONTROL PROJECT WORK: INPUTS

ENTERPRISE ENVIRONMENTAL FACTORS

Factors that can influence the Monitor and Control Project Work process include
but are not limited to:
▪ Project management information systems such as scheduling, cost,
resourcing tools, performance indicators, databases, project records, and
financials
▪ Infrastructure
▪ Stakeholders’ expectations and risk thresholds
▪ Government or industry standards
 MONITOR AND CONTROL PROJECT WORK: INPUTS

ORGANIZATIONAL PROCESS ASSETS

▪ Organizational standard policies, processes, and procedures
▪ Financial controls procedures
▪ Monitoring and reporting methods
▪ Issue management procedures defining issue controls, issue identification, and resolution
and action item tracking
▪ Defect management procedures defining defect controls, defect identification, and
resolution and action item tracking
▪ Organizational knowledge base, in particular process measurement and the lessons
learned repository.
 MONITOR AND CONTROL PROJECT WORK: TOOLS AND TECHNIQUES

EXPERT JUDGEMENT
▪ Earned value analysis
▪ Interpretation and contextualization of data,
▪ Techniques to estimate duration and costs,
▪ Trend analysis,
▪ Technical knowledge on the industry and focus area of the project,
▪ Risk management, and
▪ Contract management.
 MONITOR AND CONTROL PROJECT WORK: TOOLS AND TECHNIQUES

DATA ANALYSIS
▪ Alternatives analysis is used to select the corrective actions or a combination of corrective
and preventive actions to implement when a deviation occurs.
▪ Cost-benefit analysis helps to determine the best corrective action in terms of cost in case
of project deviations.
▪ Earned value analysis provides an integrated perspective on scope, schedule, and cost
performance.
▪ Root cause analysis focuses on identifying the main reasons of a problem.
▪ Trend analysis is used to forecast future performance based on past results.
▪ Variance analysis reviews the differences between planned and actual performance.
 MONITOR AND CONTROL PROJECT WORK: TOOLS AND TECHNIQUES

Decision making technique that can be used on projects, includes but not
limited to voting. Voting is based on unanimity, majority or plurality.

Meetings may be face to face, virtual, formal or informal. They may include
project team members and other project stakeholders when appropriate.
 MONITOR AND CONTROL PROJECT WORK: OUTPUTS

Work performance information is combined, recorded, and distributed in a

physical or electronic form in order to create awareness and generate decisions
or actions.
▪ Work performance reports are the physical or electronic representation of
work performance information intended to generate decisions, actions, or
awareness. They are circulated to the project stakeholders through the
communication processes as defined in the project communications
management plan.
 MONITOR AND CONTROL PROJECT WORK: OUTPUTS

CHANGE REQUESTS
a result of comparing planned results to actual results, change requests may be issued to
expand, adjust, or reduce project scope, product scope, or quality requirements and
schedule or cost baselines. Change requests may necessitate the collection and
documentation of new requirements. May include:
▪ Corrective action
▪ Preventive action
▪ Defect repair
 MONITOR AND CONTROL PROJECT WORK: OUTPUTS

▪ Project management plan updates any change to the project management plan
goes through the organization’s change control process via a change request.
Changes identified during the Monitor and Control Project Work process may affect
the overall project management plan.
 MONITOR AND CONTROL PROJECT WORK: OUTPUTS

PROJECT DOCUMENTS UPDATES

Documents that may be updated as a result of carrying out this process include
but are not limited to:
▪ Cost forecasts
▪ Issue log
▪ Lessons learned register
▪ Risk register
▪ Schedule forecasts
PROCESS 6:

PERFORM
INTEGRATED
CHANGE CONTROL
Presented By: Ar. Sam Jane Tampos
PERFORM INTEGRATED CHANGE CONTROL
The process of reviewing all change requests; approving changes and
managing changes to deliverables, project documents, and the project
management plan; and communicating the decisions.

The key benefit of this process is that it allows for documented changes within
the project while addressing overall project risk, which often arises from
changes made without consideration of the overall project objectives or plans.
PERFORM INTEGRATED CHANGE CONTROL
 PERFORM INTEGRATED CHANGE CONTROL

Conducted from project start through completion and is the ultimate responsibility
of the project manager.

Can impact on:

a. Project Scope
b. Product Scope
c. Project Management Plan or;
d. Any Project Documents

Changes may be requested by ANY STAKEHOLDER INVOLVED with the project

and MAY OCCUR AT ANY TIME throughout the project life cycle.
 PERFORM INTEGRATED CHANGE CONTROL

Although changes maybe initiated verbally, they should be recorded in written form
and entered into the change management and/or configuration management system.

Requires information of the following prior to approval:

a. Estimated Schedule Impacts
b. Estimated Cost Impacts

Every documented change request needs to be either approved, deferred, or

rejected by a responsible individual, usually the project sponsor or project manager.

When required, a Change Control Board (CCB) is formed. It is a formally charted

group responsible for reviewing, evaluating, approving, deferring, or rejecting
changes to the project and for recording and communicating such decisions.
 PERFORM INTEGRATED CHANGE CONTROL

Approved change requests can require:

a. new or revised cost estimates
b. activity sequences
c. schedule dates
d. resource requirements
e. analysis of risk response alternatives
f. Adjusted/updated project management plan
g. Other project documents
PERFORM INTEGRATED CHANGE CONTROL : INPUTS
1. PROJECT MANAGEMENT PLAN
a. Change management plan – provides direction for managing the change
control process
b. Configuration management plan – describes the configurable items
c. Scope baseline – provides the project and product definition
d. Schedule baseline – used to assess the impact on schedule
e. Cost baseline – used to assess the impact on cost
2. PROJECT DOCUMENTS
a. Basis of estimates – indicates how the duration, cost and resource were
derived and can be used to calculate impact
b. Requirements traceability matrix – helps assess the impact on project scope
c. Risk report – presents information on sources of overall and individual risk
PERFORM INTEGRATED CHANGE CONTROL : INPUTS
3. WORK PERFORMANCE REPORTS
- Includes resource availability, schedule and cost data, earned value reports,
and burnup or burndown charts.
4. CHANGE REQUESTS
a. Basis of estimates – indicates how the duration, cost and resource were
derived and can be used to calculate impact
5. ENTERPRISE ENVIRONMENTAL FACTORS
a. Legal restrictions (country or local regulations)
b. Government or industry standards (product, quality, safety & workmanship)
c. Legal and regulatory requirements and/or constraints
d. Organizational governance framework
e. Contracting and purchasing constraints
PERFORM INTEGRATED CHANGE CONTROL : INPUTS
6. ORGANIZATIONAL PROCESS ASSETS
a. Change control procedures, including steps by which it will be modified
and how any changes will be approved and validated
b. Procedures for approving and issuing change authorizations
c. Configuration management knowledge base containing the versions
and baselines
PERFORM INTEGRATED CHANGE CONTROL :
TOOLS & TECHNIQUES
1. EXPERT JUDGEMENT
a. Technical knowledge of the industry and focus area of the project
b. Legislation and regulations
c. Legal and procurement
d. Configuration management
e. Risk management
2. CHANGE CONTROL TOOLS – should support the following activities:
- Configuration management activities
a. Identify configuration item
b. Record and report configuration item status
c. Perform configuration item verification and audit
PERFORM INTEGRATED CHANGE CONTROL :
TOOLS & TECHNIQUES
2. CHANGE CONTROL TOOLS – should support the following activities:
- Change management activities
a. Identify changes
b. Document changes
c. Decide on changes
d. Track changes
3. DATA ANALYSIS
a. Alternative analysis – used to assess the requested changes
b. Cost-benefit analysis – helps to determine if change is worth its cost
PERFORM INTEGRATED CHANGE CONTROL :
TOOLS & TECHNIQUES

4. DECISION MAKING
a. Voting – unanimity, majority or plurality
b. Autocratic decision making – one individual takes the responsibility for
making decision
c. Multicriteria decision analysis – uses a decision matrix

5. MEETINGS – held with a change control board that is responsible

PERFORM INTEGRATED CHANGE CONTROL : OUTPUTS
1. Approved Change Requests
a. APPROVED will be implemented through the Direct and Manage
Project Work process.
b. DEFERRED OR REJECTED are communicated to the person or group
requesting the change.
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.
3. PROJECT DOCUMENT UPDATES
- CHANGE LOG is used to document the changes that occur during a
project
PROCESS 7:

CLOSE PROJECT
OR PHASE
Presented By: Engr. Warren Zingapan
CLOSE PROJECT OR PHASE
The process of finalizing all activities for the project, phase, or contract.
Key benefits of this process are:
▪ the project or phase information is archived,
▪ the planned work is completed, and
▪ organizational team resources are released to pursue new endeavors.
▪ This process is performed once or at predefined points in the project.

INPUT
1. Project Charter
2. Project Management Plan
3. Project documents
4. Accepted deliverables
5. Business documents
6. Agreements
7. Procurement documentation
8. Organizational Process Assets
TOOLS & TECHNIQUES
1. Expert Judgment OUTPUT
2. Data Analysis
3. Meetings 1. Project documents update
2. Final product, service or result transition
3. Final report
 CLOSE PROJECT OR PHASE
When closing the project, project manager reviews project management plan to ensure
that all project work is completed and that the project met its objectives.
Administrative activities for closure of project or phase include but are not limited to:
▪ Actions/activities to satisfy completion or exit criteria for phase or project such as:
a. All documents and deliverables are up-to-date and all issues are resolved;
b. Confirming delivery and formal acceptance of deliverables by the customer;
c. Ensuring all costs are charged to the project;
d. Close project accounts;
e. Reassign personnel;
f. Deal with excess project material;
g. Reallocate project facilities, equipment, and other resources; and
h. Elaborating final project reports as required by organizational policies.
 CLOSE PROJECT OR PHASE
▪ Activities related to completion of contractual agreements applicable to the project or
project phase such as:
a. Confirming the formal acceptance of the seller’s work,
b. Finalizing open claims,
c. Updating records to reflect final results, and
d. Archiving such information for future use.
▪ Activities needed to:
a. Collect project or phase records,
b. Audit project success or failure,
c. Manage knowledge sharing and transfer,
d. Identify lessons learned, and
e. Archive project information for future use by the organization.
 CLOSE PROJECT OR PHASE

▪ 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. 

The Close Project or Phase process also establishes the procedures to

investigate and document the reasons for actions taken if a project is
terminated before completion. In order to successfully achieve this, the project
manager needs to engage all the proper stakeholders in the process.
CLOSE PROJECT OR PHASE : INPUTS
1. Project Charter
2. Project Management Plan
3. Project documents
4. Accepted deliverables
5. Business documents
6. Agreements
7. Procurement documentation
8. Organizational Process
Assets
1. PROJECT CHARTER - The project charter documents the project success
criteria, approval requirements, and who will sign off on the project.
2. PROJECT MANAGEMENT PLAN - All components are an input to this
process. 
3. PROJECT DOCUMENTS - may be inputs for this process include but are
not limited to:
▪ Assumption log ▪ Project communications
▪ Basis of estimates ▪ Quality control measurements
▪ Change log ▪ Quality reports
▪ Issue log ▪ Requirements documentation
▪ Lessons learned register ▪ Risk register
▪ Milestone list ▪ Risk report
CLOSE PROJECT OR PHASE : INPUTS
1. Project Charter
2. Project Management Plan
3. Project documents
4. Accepted deliverables
5. Business documents
6. Agreements
7. Procurement documentation
8. Organizational Process Assets
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.
5. BUSINESS DOCUMENTS - include but are not limited to: 
▪ Business case - documents the business need and the cost benefit
analysis that justify the project.
▪ Benefits management plan - outlines the target benefits of the
project.
6. AGREEMENTS - The requirements for formal procurement closure
are usually defined in the terms and conditions of the contract and are
included in the procurement management plan. A complex project
may involve managing multiple contracts simultaneously or in
sequence.
CLOSE PROJECT OR PHASE : INPUTS
1. Project Charter
2. Project Management Plan
3. Project documents
4. Accepted deliverables
5. Business documents
6. Agreements
7. Procurement documentation
8. Organizational Process Assets
7. PROCUREMENT DOCUMENTATION - To close the contract, all
procurement documentation is collected, indexed, and filed.
“As-built” plans/drawing or “as-developed” documents, manuals,
troubleshooting, and other technical documentation should also be
considered as part of the procurement documents when closing a
project.
8. ORGANIZATIONAL PROCESS ASSETS - can influence the Close
Project or Phase process include but are not limited to:
▪ Project or phase closure guidelines or requirements (e.g., lessons learned, final
project audits, project evaluations, product validations, acceptance criteria,
contract closure, resource reassignment, team performance appraisals, and
knowledge transfer).
▪ Configuration management knowledge base containing the versions and
baselines of all official organizational standards, policies, procedures, and any
project documents.
CLOSE PROJECT OR PHASE : TOOLS & TECHNIQUES
1. Expert Judgment
2. Data Analysis 1. EXPERT JUDGMENT - Expertise should be considered from
3. Meetings individuals or groups with specialized knowledge or training in the
following topics:
▪ Management control,
▪ Audit,
▪ Legal and procurement, and
▪ Legislation and regulations.
CLOSE PROJECT OR PHASE : TOOLS & TECHNIQUES
1. Expert Judgment
2. Data Analysis 2. DATA ANALYSIS - techniques that can be used in project closeout
3. Meetings include but are not limited to:
▪ Document analysis – Assessing available documentation will allow
identifying lessons learned and knowledge sharing for future projects
and organizational assets improvement.
▪ Regression analysis. This technique analyzes the interrelationships
between different project variables that contributed to the project
outcomes to improve performance on future projects.
▪ Trend analysis - can be used to validate the models used in the
organization and to implement adjustments for future projects.
▪ Variance analysis - can be used to improve the metrics of the
organization by comparing what was initially planned and the end
result.
CLOSE PROJECT OR PHASE : TOOLS & TECHNIQUES
1. Expert Judgment
3. MEETINGS - used to confirm that
2. Data Analysis
3. Meetings ▪ deliverables have been accepted,
▪ validate that exit criteria have been met,
▪ formalize completion of contracts,
▪ evaluate satisfaction of stakeholders,
▪ gather lessons learned,
▪ transfer knowledge & information from the project, and
▪ celebrate success.
Attendees may include project team members and other stakeholders involved
in or affected by the project. Meetings may be face-to-face, virtual, formal, or
informal. Types of meetings include but are not limited to close-out reporting
meetings, customer wrap-up meetings, lessons learned meetings, and
celebration meetings.
 CLOSE PROJECT OR PHASE : OUTPUTS
1. Project
1. PROJECT DOCUMENTS UPDATES - All project documents may be documents update
updated and marked as final versions as a result of project closure. Of • Lessons learned
particular interest is the lessons learned register, which is finalized to register
2. Final product,
include final information on phase or project closure. service or result
transition
2. FINAL PRODUCT, SERVICE, OR RESULT TRANSITION - A product,
service, or result, once delivered by the project, may be handed over to 3. Final report
a different group or organization that will operate, maintain, and support
it throughout its life cycle.
This output refers to this transition of the final product, service, or result
that the project was authorized to produce (or in the case of phase
closure, the intermediate product, service, or result of that phase) from
one team to another.
 CLOSE PROJECT OR PHASE : OUTPUTS
1. Project
3. FINAL REPORT - The final report provides a summary of the project documents update
performance. It can include information such as: • Lessons learned
▪ Summary level description of the project or phase. register
▪ Scope objectives, the criteria used to evaluate the scope, and 2. Final product,
service or result
evidence that the completion criteria were met. transition
▪ Quality objectives, the criteria used to evaluate the project and 3. Final report
product quality, the verification and actual milestone delivery
dates, and reasons for variances.
▪ Cost objectives, including the acceptable cost range, actual costs,
and reasons for any variances.
▪ Summary of the validation information for the final product,
service, or result.
THANK YOU AND
GOD BLESS!