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Project Integration ManagementBased on PMBOK 5thEdition
Waleed El-Naggar, MBA, PMP
https://www.facebook.com/waleed.naggar
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What is Project Integration
4.1 Develop Project Charter
4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project
Agenda
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Project Integration Management
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Includes the processes and activities needed to
identify, define, combine, unify, & coordinate the
various processes & project management
activities within the project management process
groups.
Includes characteristics of unification,consolidation, articulation & integrative actions
that are crucial to project successful completion
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Project Integration Management
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Primarily concerned with effectively integrating
the processes among the project management
process groups that are required to accomplish
project objectives within an organizations
defined procedures.
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Project Integration Management
PMP - Project Integration Management 5https://www.facebook.com/waleed.naggar
Primarily concerned with
effectively integrating the
processes among the project
management process groups
that are required to
accomplish project objectives
within an organizations
defined procedures.
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Project
Integration
Management
Overview
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4.1 Develop Project Charter
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The project charter is the document that formally
authorizes a project, and provide the project
manager with the authority to apply organizational
resources to the project activities.
The key benefit is a well-defined project start and
project boundaries, creation of a formal record of
the project & a direct way for senior management
to formally accept and commit to the project.
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Develop
Project
Charter
Data
Flow
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Develop Project Charter: Inputs
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1. Project Statement of Work (SOW): A written
description of the deliverables supplied by the
project. It references the following:
Business Need
Product Scope Description
Strategic Plan
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Develop Project Charter: Inputs
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3. Agreements: contracts, Service Level Agreements
(SLA), letter of agreements, letter of intents, etc.
4. Enterprise Environmental Factors
5. Organizational Process Assets
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Develop Project Charter: T & T
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1. Expert Judgment, knowledgeable and experiencespersons (groups) from many sources including:
Other units within the organization
Consultants Different Stakeholders (including the customer)
Professional and technical associations
Industry groups
Subject Matter Experts
Project Management Office
2. Facilitation Techniques
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Develop Project Charter: Outputs
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1. Project Charter, usually includes Project Purpose/Justification
Measurable Project Objectives
High-level requirements
Assumptions and Constraints High level project description and boundaries
High level Risks
Summary budget & milestones
Initial Stakeholder List
Project Approval Requirements
Assigned Project Manager
Name and Authority of the sponsor
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Sample
ProjectCharter
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4.2 Develop Project Management Plan
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The process of defining, preparing, coordinating
and integratingall subsidiary plans.
The key benefit is a central document that
defines the basis of all project work.
Project Plan defines how the project will be
executed, monitored and controlled, and closed.
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Develop Project
Management
Data Flow
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Develop Project Management Plan: Inputs
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1. Project Charter
2. Outputs from other planning processes
3. Enterprise Environmental Factors
4. Organization Process Assets
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Develop Project Management Plan: T & T
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1. Expert Judgment, knowledgeable and experiences
persons (groups).
2. Facilitation Techniques
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Scope Baseline
Schedule baseline
Cost Baseline
Scope Management Plan
Requirements
Management Plan
Cost Management Plan
Quality Management Plan
HR management Plan
Communication Plan
Stakeholder ManagementPlan
Risk Management Plan
Procurement Plan
Process Improvement Plan
Develop Project Management Plan: Output
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1. Project Management Plan, includes:
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4.3 Direct and Manage Project Work
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The process of performing the work defined in theproject plan to achieve the project's objectives.
It includes but are not limited to:
Activities to accomplish requirements
Create project deliverables Staff, train & manage project team members
Establish and manage project communication channels
Generate project data (e.g. cost, schedule, technical and
quality progress) Issue change requests
Manage risks
Manage sellers and suppliers
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Direct and Manage Project Work (2)
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Direct and Manage Project Work also required
review of the impact of all project changes and the
implementation of approved changes:
Correct action: to realign the performance of the
project work to the project plan
Preventive action: to ensure future performance to
align with project plan
Defect repair: to modify a non-conforming deliverable
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Direct
and
Manage
ProjectWork:
Data
FlowDiagram
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1. Project Management Plan
2. Approved Change Requests
3. Enterprise Environmental Factors
4. Organization Process Assets
Direct & Manage Project Work: Inputs
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1. Expert Judgment
2. Project Management Information Systems
3. Meetings
Direct & Manage Project Work: T & T
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1. Deliverables
2. Change Requests (corrective actions, preventive
actions, defect repair, Updates)3. Project Management Plan updates
4. Project Documents Updates (Requirements
document, project logs, risk register, stakeholderregister, etc.)
Direct & Manage Project Work: Output
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5. Work Performance Data, includes
Schedule progress showing status information (SPI,
CPI, ETC, etc.)
Which Deliverables are completed and which are not.
Extent to which quality standard are met.
Costs authorized and incurred.
Lessons learned.
Resource utilization detail.
Direct & Manage Project Work: Output
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Tracking, reviewing, and reporting the progress to
meet the performance objectives.
Corrective and preventive actions are taken tocontrol the project performance to resolve/prevent
deviation between project results and project plan.
4.4 Monitor and Control Project Work
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What you can not measure, you can not
manage
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Compares actual project performance against theproject management plan.
Assesses performance to decide whether any
corrective or preventive actions are needed
Analyzes, tracks, and monitors project risk.
Maintains an accurate and timely information on the
projects deliverables(s).
Provides cost and schedule forecasts.
Monitors the implementation of approved changes
when and as they occur.
Monitor and Control Project Work (2)
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1. Project Management Plan
2. Schedule Forecasts (ETC)
3. Cost Forecasts (ETC, BAC)4. Validated Change Requests (including corrective
and/or preventive actions and defect repair)
5. Work Performance Information (SPI, CPI, CV,
SV, etc.)
Monitor & Control Project Work: Inputs
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6. Enterprise Environmental Factors (Government
or industry standards, work authorization system,
stakeholder risk tolerances, etc.)
7. Organizational Process Assets
Monitor & Control Project Work: Inputs
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1. Analytical Techniques Regression
Causal Analysis
Root Cause Analysis
Forecasting methods (time series, scenario building, etc.)
Fault tree analysis (FTA)
Reserve Analysis
Failure mode and effect analysis (FMEA)
Trend Analysis
Earned Value Management
Variance Analysis
Forecasting methods
Monitor & Control Project Work: T & T
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2. Expert Judgment
3. Project Management Information Systems
4. Meetings
Monitor & Control Project Work: T & T (2)
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1. Change Requests
2. Work Performance Reports
3. Project Management Plan Updates
4. Project Documents Updates
Monitor & Control Project Work: Output
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The process of reviewing all change requests, approving
changes & managing changes to: the deliverables,
organizational process assets, project documents & the
project management plan.
Change Control Board (CCB) is responsible for approving
or rejecting change requests
Roles and responsibilities of CCB are defined within
configuration control and change control procedure
4.5 Perform Integrated Change Control
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1. Project Management Plan
2. Work Performance Reports
3. Change Requests
4. Enterprise Environmental Factors
5. Organizational Process Assets
Perform Integrated Change Control: Input
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1. Expert Judgment
2. Meetings
3. Change Control Tools
Perform Integrated Change Control: T & T
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1. Approved/Rejected Change Requests
2. Change Log
3. Project Management Plan Updates
4. Project Documents Updates
Perform Integrated Change Control: Output
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Which of the following is NOTpart of change
control system:
A. Approval
B. Change control board
C. Project Management Information System
D. Stakeholder analysis
Quiz:
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1. The process of finalizing al activities across all
of the project management process groups to
formally close the project or phase
2. Provide lessons learned, formal ending of
project work and release of organization
resources to pursue new endeavors.
4.6 Close Project
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Close Project Data Flow
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1. Project Management Plan
2. Accepted Deliverables
3. Organizational Process Assets (lessons learned,
project documents, Acceptance records, etc.)
Close Project: Inputs
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1. Expert Judgment
2. Analytical Techniques
3. Meetings
Close Project: T & T
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1. Final Product, Service, or Result Transition
2. Organizational Process Assets Updates (Project
files, closure documents, historical information,etc.)
Close Project: Outputs
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Thank you
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