Project Integration Management PMP Prep Course PMBOK 5

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 PMP Study Group Project Integration Management © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Project Integration Management Definition A subset of project management that includes: “The processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. ” PMBo. K® Guide, 5 th Edition, p. 63 © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 2

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Project Integration Management is. . . Primarily concerned with effectively integrating the processes among the Project Management Process Groups that are required to accomplish project objectives within an organization’s defined procedures. © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 3

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Project Integration Management Processes 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 or Phase © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 4

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Develop Project Charter Process Project Management Process Groups Knowledge Area Initiating 4. Project Integration Management 4. 1 Develop Project Charter Planning 4. 2 Develop Project Management Plan Executing 4. 3 Direct and Manage Project Work Monitoring & Controlling 4. 4 Monitor and Control Project Work 4. 5 Perform Integrated Change Control Closing 4. 6 Close Project or Phase Across Project Management Process Groups © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 5

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 1 Develop Project Charter Definition: “The 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” PMBo. K® Guide, 5 th Edition, p. 66 © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 6

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 1 Develop Project Charter Data Flow Diagram PMBo. K® Guide, 5 th Edition, p. 67 © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 7

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 1. 1 Develop Project Charter Inputs Project 4. 1. 1. 1 Statement of Work 4. 1. 1. 2 Business Case A narrative description of product or services to be supplied by the project: Business need Product scope description Strategic plan The facts that determine whether the project is worth the investment to achieve the project objectives: Used to justify spending organizational assets (resources, time, money, etc. ) Used to select projects from among a list of potential projects Define the goal of the project. Agreements can be formal or informal: Contract 4. 1. 1. 3 Agreements SLA’s Letter of Intent and Memorandums e. Mails Verbal agreement © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 8

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 1. 1 Develop Project Charter Inputs External and internal environmental conditions that influence the project: Enterprise 4. 1. 1. 4 Environmental Factors 4. 1. 1. 5 Organizational Process Assets Government or industry standards Organization culture Organization structure Existing infrastructure Marketplace conditions Process related assets (such as plans, policies, procedures and guidelines) that can be used for the project. The organization’s standard and established policies and procedures Document and report templates Historical information (including lessons learned) © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 9

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Enterprise Environmental Factors - Example © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 10

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Organizational Process Assets - Example © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 11

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Project Selection Methodologies Benefit Measurement Methods Constrained Optimization Methods Compare and contrast projects against each other Mathematically model the project outcomes Murder Board Peer Review Scoring Models Economic Models: Present Value and Net Present Value Internal Rate of Return Payback Benefit Cost Ratio © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED Constrained Optimization Models: Linear Programming Integer Programming Dynamic Programming Multi-objective programming 12

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 1. 2 Develop Project Charter Tools and Techniques Expertise provided by any group or individual with specialized knowledge or training: 4. 1. 2. 1 4. 1. 2. 2 Expert Judgment Facilitation Techniques Within the organization Consultants Professional associations and industry groups Subject matter experts (SME) Project Management Office (PMO) Used to guide the development of the charter: Brainstorming Problem Solving Conflict Resolution Meeting Management © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 13

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 1. 3 Develop Project Charter Outputs Formally authorizes the project 4. 1. 3. 1 Project Charter Provides the Project Manager with the authority to apply organizational resources to project activities The project charter is issued by the project sponsor: Sponsor can be an individual or a project portfolio steering committee or the Project Management Office The sponsor must have the authority to fund the project © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 14

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 The Project Charter addresses: Project purpose or justification Measurable objectives and success criteria High level requirements Assumptions and Constraints High level project description High level risks Summary milestone schedule Business Needs • Market Demand • Organizational Need • Customer Request • Technological Advance • Legal Requirement • Ecological Impacts • Social Need PMBo. K® Guide, 5 th Edition, p. 69 Summary budget Stakeholder list Project approval requirements Assigned Project Manager Sponsor(s) of the project with authority level © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 15

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 The Project Charter (cont’d) The project cannot be started without a charter because the charter: Formally recognizes the existence of the project Gives the project manager the authority to spend money and commit resources. Provides the high level requirements and expectations Links the project to the organization’s ongoing work © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 16

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 1 Develop Project Charter Miscellaneous Facts Who can issue the Project Charter? What factors are projects taken to address? A project initiator or sponsor external to the project at an organizational level appropriate to funding the project. Market demand Organizational need Customer request Technological advance Legal or regulatory requirement Ecological impacts Social need © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 17

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 1 Develop Project Charter Terms Assumptions Constraints Opportunity Cost Sunk Cost Law of Diminishing Returns Working Capital Depreciation Factors that are considered to be true, real or certain without proof or demonstration. Assumptions need to be identified, documented and validated Part of progressive elaboration of the project Factors that limit the project team’s options to complete the project and produce the required deliverables The benefit ($$$$) lost by selecting another project Money already spent that cannot be recovered Sunk costs are not considered when deciding whether to continue an effort Productivity and resources are not linked in a 1: 1 relationship At some point adding resources does not yield a corresponding increase in productivity The funds available for use by an organization Calculated by subtracting current liabilities from current assets Accounts for the fact that assets lose value over time. Types of depreciation: Straight line Accelerated © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 18

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Practice Question: Inputs for a Project Charter include all of the following EXCEPT: A. Detailed schedule B. Product scope description C. Organizational need D. Strategic plan © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 19

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Develop Project Management Plan Process Project Management Process Groups Knowledge Area Initiating 4. Project Integration Management 4. 1 Develop Project Charter Planning 4. 2 Develop Project Management Plan Executing 4. 3 Direct and Manage Project Execution Monitoring & Controlling 4. 4 Monitor and Control Project Work 4. 5 Perform Integrated Change Control Closing 4. 6 Close Project or Phase Across Project Management Process Groups © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 20

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 2 Develop Project Management Plan Definition: “The process of defining, preparing, and coordinating subsidiary plans and integrating them into a comprehensive project management plan. ” PMBo. K® Guide, 5 h Edition, p. 72 PMBo. K® Guide, 5 th Edition, p. 72 © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 21

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 2 Develop Project Management Plan Data Flow Diagram PMBo. K® Guide, 5 th Edition, p. 73 © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 22

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 2. 1 Develop Project Management Plan Inputs 4. 2. 1. 1 Project Charter Defined in Section 4. 1. 3. 1 Outputs from 4. 2. 1. 2 Planning Processes Defined in Sections 5 through 13 Government of industry standards Enterprise 4. 2. 1. 3 Environmental Factors Project Management Information System (PMIS) Organizational structure Organizational culture Existing infrastructure Personnel administration policies and guidelines Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria Organizational 4. 2. 1. 4 Process Assets Project management plan template Change control procedures Project files from previous projects Historical information and lessons learned from previous projects Configuration management © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 23

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 2. 2 Develop Project Management Plan Tools & Techniques When developing the project management plan use expert judgment to: Decide which processes are needed for the project and to what degree do they need to be applied 4. 2. 2. 1 Expert Judgment Determine resources needed and the level of involvement to complete the project work the plan Develop the technical details to be included in the plan Prioritize work to ensure resources are allocated appropriately 4. 2. 2. 2 Facilitation Techniques Used to guide developing the project management plan. © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 24

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 2. 3 Develop Project Management Plan Outputs Project 4. 2. 3. 1 Management Plan Integrates and consolidates all of the subsidiary management plans and baselines from the planning processes. It documents the outputs of the subsidiary management plans. It includes: Project management processes selected by the project management team The level of implementation of each selected process The tools and techniques to be used to accomplish the selected processes How the selected processes will be used to manage the project How work will be executed to accomplish the project objectives How changes will be monitored and controlled How configuration management will be performed How integrity of performance baselines will be maintained and used The need and technique for communication among stakeholders The selected project life cycle and associated project phases Key management reviews for content, extent and timing © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 25

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 The Project Management Plan must have: Buy in from all stakeholders Approved (with signatures) Realistic Formal © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 26

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 The Project Management Plan Projects are managed to baselines: Schedule Baseline Cost Baseline Scope Baseline © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 27

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 2 Develop Project Management Plan Terms Stakeholder Persons and organizations, such as customers, sponsors, performing organizations and the public, that are actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. They may also exert influence over the project and its deliverables. Documents not part of the project management plan that are used to manage the project such as: Project Charter Project Documents Contracts, Agreements, Statements of Work, etc. Work Performance Reports Risk and Issue Logs Kickoff Meeting A meeting of all parties to the project (customers, sellers, project team, senior management, agencies, functional management, sponsor) to make certain everyone is familiar with the details of the project and the people working on the project. It is held at the end of the planning process group, just before beginning work on the project. © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 28

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Practice Question: As Project Manager your concern is to ensure the project management plan integrates the following: A. Subsidiary management plans B. Outputs from the PMBOK planning processes C. Life cycles selected and the processes applied to each phase until project closure D. All of the above © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 29

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Direct and Manage Project Execution Process Project Management Process Groups Knowledge Area Initiating 4. Project Integration Management 4. 1 Develop Project Charter Planning 4. 2 Develop Project Management Plan Executing 4. 3 Direct and Manage Project Work Monitoring & Controlling 4. 4 Monitor and Control Project Work 4. 5 Perform Integrated Change Control Closing 4. 6 Close Project or Phase Across Project Management Process Groups © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 30

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 3 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 project objectives. ” PMBo. K® Guide, 5 th Edition, p. 79 © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 31

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 3 Direct and Manage Project Work Data Flow Diagram PMBo. K® Guide, 5 th Edition, p. 80 © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 32

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 3 Direct and Manage Project Work Directing and managing project work involves: Performing activities to accomplish project requirements Creating project deliverables Staffing, training and managing project team members Obtaining, managing, and using resources (materials, tools, equipment and facilities) Implementing the planned methods and standards Establishing and managing project communication channels (external and internal) Issuing change requests (corrective, preventive and defect repair) © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 33

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 3 Direct and Manage Project Work Directing and managing project work involves: (continued) Managing risk and implementing risk response activities Managing sellers and suppliers Including approved changes into the project’s scope, plans and environment Generating project data ( cost, schedule, quality and progress) for reporting and forecasting Implementing approved process improvement activities Managing stakeholders Documenting lessons learned © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 34

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 3. 1 Direct and Manage Project Work Inputs 4. 3. 1. 1 Project Management See Section 4. 2. 3. 1 Plan Approved Change 4. 3. 1. 2 Requests Corrective Actions Preventive Actions Defect Repairs Organizational, company or customer culture and structure Enterprise 4. 3. 1. 3 Environmental Factors Existing infrastructure Personnel administration policies and guidelines Stakeholder risk tolerances Project Management Information System (PMIS) Standardized guidelines and work instructions Communication requirements and policies 4. 3. 1. 4 Organizational Process Assets Issue and defect management procedures Process measurement database Files and information from previous projects Issue and defect management database © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 35

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 3. 2 Direct and Manage Project Work Tools & Techniques 4. 3. 2. 1 Expert Judgment Previously defined Project Management 4. 3. 2. 2 Information System Previously defined (PMIS) Meetings are held to discuss topics pertinent to the project: Information exchange 4. 3. 2. 3 Meetings Problem solving Option evaluation Decision making © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 36

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 3. 3 Direct and Manage Project Work Outputs 4. 3. 3. 1 Deliverables Raw data on the activities being performed to accomplish the project work. This typically includes, but is not limited to: Work 4. 3. 3. 2 Performance Data Start and finish dates of activities Deliverables that have been completed and those not completed Costs authorized and incurred Percent physically complete of the in-progress schedule activities Documented lessons learned posted to the lessons learned knowledge base Resource utilization detail Number of defects Number of change requests © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 37

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 3. 3 Direct and Manage Project Work Outputs (cont’d) 4. 3. 3. 3 Change Requests Project 4. 3. 3. 4 Management Plan Updates Project 4. 3. 3. 5 Document Updates Corrective Action Preventive Action Defect Repair Documentation Updates Subsidiary project plans Requirements Stakeholder Register Risks Register © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 38

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 3 Direct and Manage Project Work Terms Corrective Action An action to bring expected future project performance into conformance with the project management plan Preventive Action An action to ensure the future project performance does not deviate from the project management plan. Defect Repair Lessons Learned An imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced. The action to modify a defective product or product component. The learning gained from the process of performing the project. Also considered a project record to be included in the lessons learned knowledge base. © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 39

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 3 Direct and Manage Project Work Terms An estimate, expressed as a percent, of the amount of work that has been completed on an activity or a work breakdown component. Percent Complete 50/50 Rule: Task is 50% complete when it starts and gets credit for the remaining 50% upon completion 20/80 Rule: Task is 20% complete when it starts and gets credit for the remaining 80% upon completion 0/100 Rule: A task does not get credit for partial completion, only full completion Deliverable A unique and verifiable product, result or capability to perform a service that must be produced to complete a process, phase or project. © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 40

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Practice Question: As the Project Manager for Go Green Airlines you know that you need to manage Project Execution. Which is the best response to, define Direct and Manage Project Execution? A. Project Charter B. Quality Management Plan C. Perform activities to accomplish project requirements D. Managing people doing the work and implementing approved changes © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 41

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Monitor and Control Project Work Process Project Management Process Groups Knowledge Area Initiating 4. Project Integration Management 4. 1 Develop Project Charter Planning 4. 2 Develop Project Management Plan Executing 4. 3 Direct and Manage Project Execution Monitoring & Controlling 4. 4 Monitor and Control Project Work 4. 5 Perform Integrated Change Control Closing 4. 6 Close Project or Phase Across Project Management Process Groups © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 42

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 4 Monitor and Control Project Work Definition: “The process of tracking, reviewing, and reporting the progress to the meet the performance objectives defined in the project management plan. ” PMBo. K® Guide, 5 th Edition, p. 86 © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 43

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 4 Monitor and Control Project Work Data Flow Diagram PMBo. K® Guide, 5 th Edition, p. 87 © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 44

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 4. 1 Monitor and Control Project Work Inputs 4. 4. 1. 1 Project Management Plan Described in Section 4. 2. 3. 1 Described in Section 6. 7. 3. 2 4. 4. 1. 2 Schedule Forecasts Can be expressed in Earned Value terms or variances of planned finish dates vs. forecasted finish dates Described in Section 7. 4. 3. 2 4. 4. 1. 3 Cost Forecasts 4. 4. 1. 4 Validated Changes 4. 4. 1. 5 Work Performance Information Can be expressed in Earned Value terms or variances of planned vs. actual expenditures and forecasted final costs Described in Section 8. 3. 3. 2 Ensures approved changes were implemented Analyzed data is transformed into information that can be used for decision making © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 45

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 4. 1 Monitor and Control Project Work Inputs Government or industry standards 4. 4. 1. 6 Enterprise Environmental Factors Company work authorization system Stakeholder risk tolerances Project Management Information Systems Organization communication requirements Financial controls procedures 4. 4. 1. 7 Organizational Process Assets Issue and defect management procedures Risk control procedures Process measurement database Lessons learned database © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 46

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 4. 2 Monitor and Control Project Work Tools & Techniques 4. 4. 2. 1 Expert Judgment Previously defined Used to forecast outcomes: Regression analysis 4. 4. 2. 2 Analytical Techniques Root Cause Analysis Failure Mode Effect Analysis Fault Tree Analysis Earned Value Management Variance Analysis © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 47

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 4. 3 Monitor and Control Project Work Outputs Corrective action 4. 4. 3. 1 Change Requests Work Performance 4. 4. 3. 2 Reports Preventive action Defect repair Project documents that report work performance information that is used to communicate project progress and generate decisions or activity. Schedule Management Plan 4. 4. 3. 3 Project Management Plan Updates Project Document 4. 4. 3. 4 Updates Cost Management Plan Quality Management Plan Baselines: Scope, Schedule, Cost Forecasts Performance Reports Issues log © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 48

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 4 Monitor and Control Project Work Terms A management methodology for integrating scope, schedule and resources and for objectively measuring project performance and progress: Earned Value Management Performance is measured by determining the budgeted cost of work performed (the earned value) and comparing it to the actual cost of worked performed (the actual cost) Progress is measured by comparing the earned value to the planned value Performance Measurement Baseline An approved plan for the project work against which project execution is compared and deviations are measured for management control. The project measurement baseline typically integrates scope, schedule, and cost parameters of a project, but may also include technical and quality parameters. The project baseline may be changed by formally approved changes © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 49

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Practice Question: If a Project Manager is concerned with the process of tracking, reviewing and regulating the progress to meet performance objectives as defined in the project management plan, which should she/he concentrate on: A. Communication plan B. Continuous monitoring C. Project management information system D. Scope management plan © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 50

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Perform Integrated Change Control Process Project Management Process Groups Knowledge Area Initiating 4. Project Integration Management Planning 4. 1 Develop Project Charter 4. 2 Develop Project Management Plan Executing 4. 3 Direct and Manage Project Execution Monitoring & Controlling 4. 4 Monitor and Control Project Work 4. 5 Perform Integrated Change Control Closing 4. 6 Close Project or Phase Across Project Management Process Groups © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 51

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 5 Perform Integrated Change Control Definition: “The process of reviewing all change requests, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and the project management plan and communicating their disposition. ” PMBo. K® Guide, 5 th Edition, p. 94 © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 52

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 5 Perform Integrated Change Control Data Flow Diagram PMBo. K® Guide, 5 th Edition, p. 95 © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 53

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 5 Perform Integrated Change Control includes the following: Identifying that a change needs to occur or has occurred Influencing the factors that circumvent integrated change control so that only approved changes are implemented Reviewing, analyzing and approving requested changes Managing the approved changes by regulating the flow of requested changes Maintaining the integrity of baselines by releasing only approved changes Reviewing and approving all recommended corrective and preventive actions Controlling and updating the scope, cost, budget, schedule, and quality requirements based on approved changes Documenting the impact of requested changes Validating defect repair Controlling project quality to standards based on quality reports © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 54

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 5 Perform Integrated Change Control The Project Manager should be concerned with: Ensuring the change is beneficial Determining if change is needed Looking for alternatives to change Minimizing the negative impact of change Notifying stakeholders affected by the change © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 55

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 5. 1 Perform Integrated Change Control Inputs 4. 5. 1. 1 Project Management Plan Defined in Section 4. 2. 3. 1 Work Performance Reports Defined in Section 4. 4. 3. 2 4. 5. 1. 2 Corrective Action 4. 5. 1. 3 Change Requests Preventive Action Defect Repair 4. 5. 1. 4 Enterprise Environmental Factors Project Management Information System Change control procedures Organizational Process 4. 5. 1. 5 Assets Change approval and authorization procedures Process measurement database Project files Configuration management knowledge base © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 56

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 5. 2 Perform Integrated Change Control Tools & Techniques 4. 5. 2. 1 Expert Judgment Previously defined 4. 5. 2. 2 Meetings Change Control Board Meetings: Roles and responsibilities defined in the change control procedures Membership on the board will include major stakeholders The customer may be included for projects being done under contract Reviews change requests Approves or rejects change requests 4. 5. 2. 3 Change Control Tools Used to manage change requests and the final disposition of those requests. © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 57

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Who can approve changes? Changes to Project Charter Project Sponsor who signed/approved the Project Charter. The Project Manager can provide input. Changes to Project Baselines or any Constraints The Change Control Board or Sponsor needs to be involved. The Project Manager can recommend options. Changes within the Project Plan Project Manager can make the change if the change is within the Project Manager’s authority and does not require changes to any project baselines. © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 58

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 The Steps for Making Changes Evaluate for impact on the Project Constraints: Evaluate impact Create Options Get internal buy in Get customer buy in (if necessary) Approve or reject change • Scope • Quality • Schedule • Budget • Resources • Risk Adjust project management plan and baselines Notify stakeholders affected by change Manage project to the new project management plan and baseline © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 59

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 5. 3 Perform Integrated Change Control Outputs Approved Change Requests Corrective Actions 4. 5. 3. 1 Approved Change Requests 4. 5. 3. 2 Change Log Preventive Actions Defect Repair Rejected Change Requests Validated Defect Repair Documents changes made during a project 4. 5. 3. 3 Project Management Plan Updates 4. 5. 3. 4 Project Document Updates Approved Change Requests are INPUTS for Directing and Managing Project Work © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 60

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Configuration Management A documented procedure used to apply technical and administrative direction and surveillance to: Identify and document the functional and physical characteristics of an item or system Control any changes to such characteristics Record and report the change and its implementation status Audit the items and system to verify conformance to requirements © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 61

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 5 Perform Integrated Change Control Terms Configuration Identification Providing the basis from which the configuration of products is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained. Configuration Status Accounting Capturing, storing, and accessing configuration information needed to manage products and product information effectively. Configuration Verification and Auditing Establishing that the performance and functional requirements defined in the configuration documentation have been met. Change Control Board All requested changes must be either accepted or rejected by some authority within the project management team or an external organization representing the initiator, sponsor, or customer. Oftentimes a Change Control Board is established to approve and reject changes. The roles and responsibilities of the Change Control Board are defined in the configuration and change control procedures. © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 62

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Practice Question: A change control process should be created: A. As needed per the project plan B. By the steering committee C. As a formal documented procedure D. Only if changes are expected © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 63

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Close Project Phase Process Project Management Process Groups Knowledge Area Initiating 4. Project Integration Management 4. 1 Develop Project Charter Planning 4. 2 Develop Project Management Plan Executing 4. 3 Direct and Manage Project Execution © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED Monitoring & Controlling 4. 4 Monitor and Control Project Work 4. 5 Perform Integrated Change Control Closing 4. 6 Close Project or Phase 64

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 6 Close Project or Phase Definition: “The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase” PMBo. K® Guide, 5 th Edition, p. 100 © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 65

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 6 Close Project or Phase Data Flow Diagram PMBo. K® Guide, 5 th Edition, p. 101 © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 66

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 6. 1 Close Project or Phase Inputs 4. 6. 1. 1 Project Management Described in Section 4. 2. 3. 1 Plan 4. 6. 1. 2 Accepted Deliverables Organizational 4. 6. 1. 3 Process Assets Scope Verification: Formal acceptance of the completed project deliverables Closure guidelines, requirements and procedures Historical information Lessons learned database © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 67

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 6. 2 Close Project or Phase Tools and Techniques 4. 6. 2. 1 Expert Judgment 4. 6. 2. 2 Analytical Techniques Previously defined Described in Section 4. 4. 2. 2 Lessons Learned 4. 6. 2. 3 Meetings User Groups Review Meetings © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 68

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 4. 6. 3 Close Project or Phase Outputs Final Product, 4. 6. 3. 1 Service, or Result Transition of the project’s (or phase’s) product or result to: The ongoing organization, or The next phase of the project Lessons Learned Organizational 4. 6. 3. 2 Process Assets Updates Corporate Knowledge Base Project Files Project or phase closure documents Historical information © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 69

Project Integration Management PMP Prep Course – PMBOK 5 th Edition – Version 1. 0 Practice Question: Once the project is complete, the complete set of project records should be sent to the: A. Project archives B. Every stakeholder on the team C. Document Imaging system D. Project sponsor © 2013 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED 70