Project Management ProfessionalPMP Exam Preparation CoursePrepared By: Eng. Ahmed El Antary, PPM, MSPM

Engineering & Management Technologies LLCDelaware, USA

emt@americamail.comemt@americamail.com

Project Integration ManagementPMBOK 4th Ed

Ahmed El Antary: antary@consultant.com

The Course Leader

� Ahmed El Antary, PPM, MSPM� Engineering and Management Consultant� Certified Professional Project Manager (PPM), WCU, USA � PhD Learner with concentration on Project Management - PhD-

BA program. NorthCenteral University, AZ, USA � Master of Science in Project Management, Colorado Technical

University, Colorado Springs, CO, USAUniversity, Colorado Springs, CO, USA� B. Sc. Civil Engineering, Al Azhar University, Cairo, Egypt� Project Management Certificate & PMP Preparation Course, WCU,

USA � Business Management Certificate GL, CTU, CO, USA� Change Management Certificate GL, CTU, CO, USA� Project Management Certificate GL, CTU, CO, USA� Team Member of the Construction Extension Project for the

PMBOK 3rd Ed. By (PMI) and (ANSI)

Importance of Project Integration Management

� Project integration management is the heart of project management and is made up of the day to day processes the project manager relies on to ensure that all of the parts of the project work togetherproject work together

� Project integration management is the art and science of ensuring that your project moves forward, that your plan is fully developed and properly implemented

When to Apply

� A cost estimate is needed for a contingency plan

� The work of the project integrated with the ongoing operationsProduct scope and project scope to be � Product scope and project scope to be integrated

� Earned value management (EVM) to integrate various processes and to measure the project’s performance

� Project Management software tool (like MS Project) is a tool that aids integration

Project Integration Management Processes

�Develop Project Charter �Develop Project Management Plan �Direct and Manage Project Execution �Direct and Manage Project Execution �Monitor and Control Project Work �Perform Integrated Change Control �Close Project or Phase

The Project Charter

� Formally authorizes the project. � Gives the objectives and business case � Identifies the Project Manager. � Generic enough not to change often. � Generic enough not to change often. � Written by a Manager higher in authority

than Project Manager. � Includes name, description, deliverables � A project does not start unless it has a

Project charter.

Develop Project Charter - Inputs

� Project Statement of WorkThe Statement of Work (SOW) is a narrative description of products of

services to be delivered by the project. The SOW references are the business needs, product scope description, and strategic plan of the organization

� Business CaseThe Business Case determine whether or not the project is worth the

required investment as a result of the market demand, organizational need, customer request, technological advance, legal requirement , ecological impacts, and social need.

� Contract� Enterprise Environmental Factors� Organizational Process Assets

Develop Project Charter - Inputs “Cont”

� Enterprise Environmental Factors such as:� Governmental or industry standards� Organization infrastructure� Marketplace conditions

� Organizational Process Assets such as:� Organizational standards processes and polices� Templates� Historical information and lessons learned

Develop Project Charter – T&T

1. Expert Judgment :Provided by any group or individuals with specialized

knowledge or training and is available for many resources such as:

� Other units within the organization� Other units within the organization� Consultants� Stakeholders, customers, or sponsors� Professional and technical associations� Industry groups� Subject matter experts� Project Management Office (PMO)

Develop Project Charter – Outputs

1. Project Charter:The Project Charter documents the business and the

customer needs. The Project Charter may include:� Project purpose or justifications� Measureable project objectives and success criteria� High level requirements� High level project description� High level risks� Summary milestone schedule� Summary budget� Project approval requirements� Assigned project manager , responsibility, and authority � Name and authority of the sponsor (s) authorizing the project

charter

Develop Project Management Plan

Taking the results of other planning processes and putting them into a consistent, coherent document that can be used to guide both project execution and project control. It includes:

� The project management processes selected by the project management team

� The level of implementation of each selected process� The level of implementation of each selected process� The descriptions of the tools and techniques to be used for

accomplishing those processes� How the selected processes will be used to manage the specific

project.� How work will be executed to accomplish the project objectives� How changes will be monitored and controlled� How configuration management will be performed� The need and techniques for communication among stakeholders

Develop Project Management Plan

� Inputs:� Project Charter� Outputs from Planning Processes� Outputs from Planning Processes� Enterprise Environmental Factors� Organizational Process Assets� Tools & Techniques:� Expert Judgment

Develop Project Management Plan

� Outputs:1. Project Management Plan: An output of the Develop

Project Management Plan Process. The project management plan can be composed of one or more of the following subsidiary plans:

� Scope management plan� Schedule management plan� Cost management plan� Quality management plan� Process improvement plan� Staffing management plan� Communication management plan� Risk management plan� Procurement management plan

The project management plan components

The project management plan can have one or more following components

� Milestone list� Resource calendar� Resource calendar� Schedule baseline� Cost baseline� Quality baseline� Risk register

Direct and Manage Project Execution

� The Direct and Manage Project Execution process requires the project manager and project team to perform multiple actions to execute the project management plan to accomplish the work defined in the project scope statement. These activities may include:

� Perform activities to accomplish project objectives� Perform activities to accomplish project objectives� Expend effort and spend funds to accomplish the project objectives� Implement the planned methods and standards� Adapt approved changes into the project scope, plans, and

environment� Create, control, verify, and validate project deliverables� Manage risks and implement risk response activities� Manage sellers and suppliers� Collect and document lessons learned and implement approved

process improvement activities

Direct and Manage Project Execution “cont.”� Inputs:� Project management plan� Approved change requests� Enterprise Environmental Factors� Organizational Process Assets� Tools & Techniques:� Tools & Techniques:� Expert judgment� Project management information system� Outputs:� Deliverables� Work performance information� Change requests� Project management plan updates� Project document updates

Monitor and Control Project Work

The Monitor and Control Project Work process is performed to monitor project processes associated with initiating, planning, executing, and closing. The Monitor and Control Project Work process is concerned with:

� Comparing actual project performance against the project management planAssessing performance to determine whether any corrective or preventive � Assessing performance to determine whether any corrective or preventive actions are indicated, and then recommending those actions as necessary

� Analyzing, tracking, and monitoring project risks to make sure the risks are identified, their status is reported, and that appropriate risk response plans are being executed

� Maintaining an accurate, timely information base concerning the project's product(s) and their associated documentation through project completion

� Providing information to support status reporting, progress measurement, and forecasting

� Monitoring implementation of approved changes when and as they occur.� Providing forecasts to update current cost and current schedule information

Monitor and Control Project Work “cont.”

� Input:� Project management plan� Performance reports� Enterprise Environmental Factors� Organizational Process Assets� Organizational Process Assets

� Tools & Techniques:� Expert judgment

� Outputs:� Change requests� Project management plan updates� Project document updates

Perform Integrated Change Control

� Inputs:� Project Management Plan � Work Performance Information� Change Requests� Enterprise Environmental Factors� Organizational Process Assets

� Tools and Techniques� Expert Judgment� Change Control Meetings

� Outputs:� Change Request Status Updates� Project Management Plan Updates� Project Document Updates

Close Project or Phase

The Close Project process involves performing the project closure portion of the project management plan. Two procedures are developed to establish the interactions necessary to perform the closure activities across the entire project or for a project phase:

� Administrative closure procedure: This procedure details all the � Administrative closure procedure: This procedure details all the activities, interactions, and related roles and responsibilities of the project team members and other stakeholders involved in executing the administrative closure procedure for the project

� Contract closure procedure: This procedure details all activities and interactions needed to settle and close any contract agreement established for the project, as well as define those related activities supporting the formal administrative closure of the project. This procedure involves both product verification and administrative closure.

Close Project or Phase “cont.”

� Inputs:� Project Management Plan � Accepted Deliverables� Organizational Process Assets� Tools and Techniques� Expert Judgment� Outputs:� Change Request Status Updates� Final product, service, or result transition� Organizational process assets Updates

Resources

� Project Management Institute. (2008). A guide to the project management body of knowledge (4th ed.). Newtown Square, PA: Project Management Institute.

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