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PMP-IntegrationManagement Flipbook PDF
PMP-IntegrationManagement
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Project Integration Management
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• Project management is accomplished through the appropriate application of the 5 processes groups through project lifecycle. 2- Planning for the project (organize & prepare)
3- Executing (carrying out the work)
4- monitoring &control)
5- Closing the project
Cost and Staffing Level →
1- Initiating (staring the project )
Time →
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3
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Project Integration management • Coordinate the various project management processes and activities. • Manage the project holistically
• Manage stakeholders’ expectations and meeting requirements 5
• Making choices about resource allocation • Making trade-offs to manage project constrains, and objectives: scope, time, and cost
• Identify and manage interdependencies
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• The project management processes are usually presented as discrete processes with defined interfaces, while, in practice, they overlapped interact. • Project integration management processes, provides the platform to coordinate between project management processes. 7
Project integration processes
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• Develop project charter • Develop project management plan
• Direct and manage project execution • Monitor and control project work • Perform integrated change control
• Close project or phase
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Mapping to process groups Process Group Initiating
Planning
Executing
Controlling
Closing
Monitor and Control Project Work
Close Project or phase
PM Knowledge Area
Project Integration Management
Develop Project Charter Develop Preliminary Project Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Perform Integrated Change Control
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• Develop project charter: formally authorizing the project and documenting initial stakeholders’ expectations • Develop project management plan: preparing and unifying the plans necessary to manage project aspects, such as scope, risk, cost, HR, etc.
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• Direct and manage project execution: performing the work according to the plan to successfully produce the deliverables • Monitor and control project work: tracking, reviewing and tuning the progress and the plan to achieve project objectives 12
Processes • Perform integrated change control: reviewing change requests, assess the impact on project, approving changes, and realigning project plans all together • Close project or phase: formally finalizing all the activities to complete the project 13
Project Integration Management Process Flow
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Project Charter
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Develop a Project Charter Inputs •Contract/Agreements •Business Case •Project statement of work •Enterprise environment factors •Organizational process assets
Tools &Techniques
•Expert judgment
Outputs
•Project Charter
•Facilitation Techniques
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• The document that formally authorizes a project • Provides the project manager with the authority to apply organizational resources to project activities • A Project manager is identified and assigned as early in the project as is feasible • Project manager should always be assigned prior to the start of planning
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Example Project Charter Outline • Project Title and Description • Project Manager and Authority
• Objectives – Numerical criteria related to the triple constraint that will be used to measure project success) • Product Description/Deliverables – What are the specific deliverables and what will be the end result of the project? 18
Project Workbook • Serves as the central repository for all projectrelated documents and information
• Contains – all project correspondence, inputs, outputs, deliverables, procedures, and standards established by the project team • Workbook can be paper or electronic
Develop project management plan
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• Project management plan – Define, integrate, and coordinate all subsidiary plans into a project management plan – Explains how the project is executed monitored and controlled, and closed
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Develop Project Management Plan
Inputs
Tools &Techniques
Outputs
•Project Charter •Output from other processes
•Expert judgment
•Enterprise environment factors
•Facilitation techniques
•Organizational process assets
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•Project management plan
Subsidiary Plans of a Project Management Plan • • • • • • • • • •
Scope Management Plan Requirement management plan Schedule Management Plan Cost Management Plan Quality Management Plan Process Improvement Plan Human Resource Plan Communication Management Plan Risk Management Plan Procurement Management Plan 23
Direct & Manage Execution
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Inputs
Tools &Techniques
•Project management plan
•Expert Judgment
•Approved change requests
•Project management information system (PMIS)
•Enterprise environment factors
•Meetings
Outputs •Deliverables •Requested changes
•Implemented change requests •Work performance information
•Organizational process assets
- Project management plan updated Project document updates
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• Work performance information – Information on the status of the project activities – Information includes: • • • • • • • •
Schedule progress Deliverables that have been completed Extent to which quality standards are being met Costs authorized and incurred Estimates to complete Percent physically complete Documented lessons learned Resource utilization detail
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Monitor and Control Project Work
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• Continuous monitoring gives the project management team insight into the health of the project – Compares actual performance against the plan – Assesses performance to determine whether corrective or preventive actions are needed – Analyzing and tracking risks – Providing forecasts to update current cost and schedule information – Monitor implementation of approved changes 28
Inputs
Tools &Techniques
Outputs
•Project management plan •Work performance information •Schedule/cost forecasts •Validated changes
•Enterprise environment factors
•Expert judgment
•Change Requests
•Analytical techniques
•Work performance reports
•Project management information system (PMIS)
•Project documents updates
•Meetings
•Project management plan updates
•Organizational process assets
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Perform Integrated Change Control
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Integrated Change Control • Integrated change control – Includes: • Identifying that a change needs to occur • Reviewing and approving changes, corrective and preventive actions • Managing the baseline • Validating defect repair • Controlling project quality to standards
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Inputs •Project management plan •Change requests •Enterprise environment factors •Organizational process assets
Tools &Techniques
Outputs
•Expert judgment •Change control meetings •Meetings
•Approved change requests •Change Log •Project management plan •Project document update
•Work performance reports
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Manage Change Requests • Project Manager must: – – – – – – –
Influence factors that affect change Ensure change is beneficial Determine that a change has occurred Determine if a change is needed Look for alternatives Minimize negative impacts Notify stakeholders
• Basic steps – – – –
Evaluate the impact of the change Create alternatives Meet with management, stakeholders, etc. Meet with customer as necessary 33
Close Project or Phase
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Inputs
Tools &Techniques
Outputs
•Expert judgment •Project management plan •Accepted Deliverables •Organizational Process Assets
•Analytical techniques •Meetings
•Final product, service or result transition Organizational process assets updates
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