Project Management Institute Long Island Chapter PMP Study

Project Management Institute - Long Island Chapter PMP Study Group Project Integration Management PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 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, 4 th Edition, p. 71 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0 2

Integration Management 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 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0 3

Integration Management Project Integration Management Processes 4. 1 Develop Project Charter 4. 2 Develop Project Management Plan 4. 3 Direct and Manage Project Execution 4. 4 Monitor and Control Project Work 4. 5 Perform Integrated Change Control 4. 6 Close Project or Phase PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management Project Integration Management Processes across Project Management Process Groups Knowledge Area Project Integration Management Initiating Process Group 4. 1 Develop Project Charter Planning Process Group Executing Process Group 4. 2 Develop Project Management Plan 4. 3 Direct and Manage Project Execution PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0 Monitoring & Controlling Process Group 4. 4 Monitor and Control Project Work 4. 5 Perform Integrated Change Control Closing Process Group 4. 6 Close Project or Phase

Integration Management 4. 1 Develop Project Charter Definition: “The process of developing a document that formally authorizes a project or phase and documenting initial requirements that satisfy the stakeholder’s needs and expectations” PMBo. K® Guide, 4 th Edition, p. 71 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1 Develop Project Charter Data Flow Diagram PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 1 Develop Project Charter: Inputs Project Statement of Work: A narrative description of product or services to be supplied by the project: Business need Product scope description Link to strategic plan Contract: A contract from the customer’s acquiring organization is an input if the project is being done for an external customer PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 1 Develop Project Charter: Inputs (continued) Business Case: The facts that determine whether the project is worth the investment to achieve the objective(s) Used to justify spending organizational assets (resources, time, $$$$$, etc. ) Used to select projects from among a list of potential projects PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 1 Develop Project Charter: Inputs (continued) Project Selection Methodologies Benefit measurement methods Compare and contrast projects against each other Constrained optimization methods Mathematically models the project outcomes PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 1 Develop Project Charter: Inputs (continued) Project Selection Methodologies Benefit measurement methods: Murder Board Peer Review Scoring Models Economic Models: Present Value and Net Present Value Internal Rate of Return Payback Benefit Cost Ratio PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 1 Develop Project Charter: Inputs (continued) Project Selection Methodologies Constrained Optimization Models Linear Programming Integer Programming Dynamic Programming Multi-objective programming PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 1 Develop Project Charter: Inputs (continued) Enterprise Environmental Factors: External and internal environmental factors that influence the project: Government or industry standards Organization infrastructure Marketplace conditions PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 1 Develop Project Charter: Inputs (continued) PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 1 Develop Project Charter: Inputs (continued) Organizational Process Assets: Process related assets (such as plans, policies, procedures and guidelines) that can be used for the project. The organizations standard and established policies and procedures Document and report templates Historical information (including lessons learned) PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 1 Develop Project Charter: Inputs (continued) PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 2 Develop Project Charter: Tools & Techniques Expert Judgment Expertise provided by any group or individual with specialized knowledge or training: Within the organization Consultants Professional associations and industry groups Subject matter experts Project Management Office (PMO) PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 3 Develop Project Charter: Output Project Charter The document that formally authorizes the project: 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 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 3 Develop Project Charter: Output (continued) The Project Charter addresses: Requirements that satisfy customer, sponsor and other stakeholder needs, wants and expectations • Market Demand Business needs • Business Need • Customer Request Project purpose or justification • Technological Advance Assigned Project Manager and authority level • Legal Requirement Summary milestone schedule • Social Need Stakeholder influences (PMBo. K p. 75 -76) Functional organizations and their participation Assumptions Constraints Business case Preliminary Budget PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 3 Develop Project Charter: Output (continued) The project cannot be started without a charter because the charter: Formally recognizes the existence of the project Give 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 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1. 3 Develop Project Charter: Terms and Miscellaneous Facts Who can issue the Project Charter? A project initiator or sponsor external to the project at an organizational level appropriate to funding the project. Market demand What factors are projects taken to address? Business need Customer request Technological advance Legal or regulatory requirement Social need Assumptions 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 Constraints Factors that limit the project team’s options to complete the project and produce the required deliverables PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1 Develop Project Charter: Terms and Miscellaneous Facts (continued) Opportunity Cost Sunk Cost Law of Diminishing Returns Working Capital 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. Depreciation Types of depreciation: Straight line Accelerated PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 1 Develop Project Charter Question: Inputs for a Project Charter include all of the following EXCEPT: A. Detailed schedule B. Product scope description C. Business need D. Strategic plan PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 2 Develop Project Management Plan Definition: “The processes and activities needed to identify, define, combine, unify, and coordinate all subsidiary plans” PMBo. K® Guide, 4 th Edition, p. 71 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 2. 1 Develop Project Management Plan Data Flow Diagram PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 2. 1 Develop Project Management Plan: Inputs Project Charter Outputs from Planning Processes Enterprise Environmental Factors Government of industry standards Project Management Information System (PMIS) Organizational structure Organizational culture Existing infrastructure Personnel administration policies and guidelines PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 2. 1 Develop Project Management Plan: Inputs (continued) Organizational Process Assets Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria Project management plan template Change control procedures Project files from previous projects PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 2. 2 Develop Project Management Plan: Tools & Techniques Expert Judgment For 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 Determine resources needed and the level of involvement to complete the project work Develop the technical details to be included in the plan PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 2. 3 Develop Project Management Plan: Outputs Project Management Plan Defines how the project is executed, monitored and controlled and closed. 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 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 2. 3 Develop Project Management Plan: Outputs (continued) The Project Management Plan must be: Buy in form all stakeholders Approved (with signatures) Realistic Formal PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 2. 3 Develop Project Management Plan: Outputs (continued) Projects are managed to baselines: Schedule baseline Cost Baseline Scope Baseline PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 2 Develop Project Management Plan: Terms and Miscellaneous Facts 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 Documents Project Charter Contracts Statement of Work Kick Off 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. PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 2 Develop Project Management Plan 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 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 3 Direct and Manage Project Execution Definition: “The process of performing the work defined in the project management plan to achieve the project’s objectives” PMBo. K® Guide, 4 th Edition, p. 71 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 3 Direct and Manage Project Execution Data Flow Diagram PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 3 Direct and Manage Project Execution Directing and managing project execution involves: Performing activities to accomplish project objectives Expending effort and spending funds Staffing, training, and managing the project team members Obtaining quotations, bids, offers, or proposals Selecting sellers Obtaining, managing, and using resources (materials, tools, equipment and facilities) Implementing the planned methods and standards Creating, controlling and validating the project deliverables Managing risks and implementing risk response activities PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 3 Direct and Manage Project Execution Directing and managing project execution involves: Managing sellers and suppliers Adapting approved changes into the project’s scope, plans and environment Establishing and managing project communication channels, both external and internal to the project team Collecting project data and reporting cost, schedule, technical and quality progress, and status information to facilitate forecasting Collecting and documenting lessons learned Implementing approved process improvement activities PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 3. 1 Direct and Manage Project Execution: Inputs Project Management Plan Approved Change Requests: Corrective Actions Preventive Actions Defect Repairs Enterprise Environmental Factors Organizational, company or customer culture and structure Existing infrastructure Personnel administration policies and guidelines Stakeholder risk tolerances Project Management Information System PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 3. 1 Direct and Manage Project Execution: Inputs (continued) Organizational Process Assets Standardized guidelines and work instructions Communication requirements and policies Issue and defect management procedures Process measurement database Files and information from previous projects Issue and defect management database PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 3. 2 Direct and Manage Project Execution: Tools and Techniques Expert Judgment Project Management Information System PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 3. 3 Direct and Manage Project Execution: Outputs Deliverables Work Performance Information: Information on the status of project activities being performed to accomplish the project work. This typically includes (but is not limited to): Schedule progress showing status information Deliverables that have been completed and those not completed Schedule activities that have started and those that have been finished Extent to which quality standards are being met Costs authorized and incurred Estimates to complete the schedule activities that have started Percent physically complete of the in-progress schedule activities Documented lessons learned posted to the lessons learned knowledge base Resource utilization detail PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 3. 3 Direct and Manage Project Execution: Outputs (continued) Change Requests Corrective Action Preventive Action Defect Repair Documentation Updates Project Management Plan Updates Subsidiary project plans Project Document Updates Requirements Stakeholder List Risks Register PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 3 Direct and Manage Project Execution: Terms and Miscellaneous Facts Corrective Action An action to bring expected future project performance into conformance with the project management plan Preventive Action An action to reduce the probability of negative consequences associated with project risks Defect Repair An action to correct a defect found in a component by either repairing the component or replacing the component Defect 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. PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 3 Direct and Manage Project Execution: Terms and Miscellaneous Facts (continued) The learning gained from the process of performing the project. Also considered a project record to be included in the lessons learned knowledge base. Lessons Learned An estimate, expressed as a percent, of the amount of work that has been completed on an activity or a work breakdown component. 50/50 Rule: Task is 50% complete when it starts and gets credit for the remaining 50% upon completion Percent Complete 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 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 3 Direct and Manage Project Execution Question: As the Project Manager for Go Green Airlines you know that 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 the work defined in the Project Management Plan D. Managing people doing the work and implementing approved changes. PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 4 Monitor and Control Project Work Definition: “The process of tracking, reviewing, and regulating the progress to the meet the performance objectives defined in the project management plan” PMBo. K® Guide, 4 th Edition, p. 71 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 4 Monitor and Control Project Work Data Flow Diagram PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 4. 1 Monitor and Control Project Work: Inputs Project Management Plan Performance Reports Enterprise Environmental Factors Government or industry standards Company work authorization system Stakeholder risk tolerances Project Management Information Systems PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 4. 1 Monitor and Control Project Work: Inputs (continued) Organizational Process Assets Organization communication requirements Financial controls procedures Issue and defect management procedures Risk control procedures Process measurement database Lessons learned database PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 4. 2 Monitor and Control Project Work: Tools and Techniques Expert Judgment PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 4. 3 Monitor and Control Project Work: Outputs Requested Change Requests Corrective action Preventive action Defect repair Project Management Plan Updates Schedule Management Plan Cost Management Plan Quality Management Plan Baselines: Scope, Schedule, Cost PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 4 Monitor and Control Project Work: Terms and Miscellaneous Facts 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 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 4 Monitor and Control Project Work 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 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 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” PMBo. K® Guide, 4 th Edition, p. 71 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 5 Perform Integrated Change Control Data Flow Diagram PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 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 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 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 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 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 5. 1 Perform Integrated Change Control: Inputs Project Management Plan Work Performance Information Change Requests Enterprise Environmental Factors Project Management Information System Organizational Process Assets Change control procedures Change approval and authorization procedures Process measurement database PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 5. 2 Perform Integrated Change Control: Tools and Techniques Expert Judgment Change Control Meetings PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 5. 2 Perform Integrated Change Control: Tools and Techniques (continued) Who can approve changes? Change to Project Charter: Project Sponsor who signed/approved the Project Charter. The Project Manager can provide input Changes to project baselines or The Change Control Board or any constraints Sponsor needs to be involved. The Project Manager can recommend options. Changes within the project plan Project Manager can make the or the Project Manager can adjust to accommodate the change. PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 5. 2 Perform Integrated Change Control: Tools and Techniques (continued) Change Control Board 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 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 5. 2 Perform Integrated Change Control: Tools and Techniques (continued) The steps for making changes: Evaluate impact Evaluate for impact on the Project Constraints: >Scope >Quality >Schedule Create Options >Budget >Resources Get internal>Risk buy in Get customer buy in (if necessary) Change approved or rejected Adjust project management plan and baselines Notify stakeholders affected by change PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 5. 3 Perform Integrated Change Control: Outputs Approved Change Requests: Corrective Actions Preventive Actions Defect Repair Rejected Change Requests Validated Defect Repair The approved change requests are INPUTS for Directing and Managing Project Execution PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 5. 3 Perform Integrated Change Control: Outputs (continued) Change Request Status Updates Project Management Plan Updates Project Document Updates PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 5. 3 Perform Integrated Change Control: Outputs (continued) 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 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 5 Perform Integrated Change Control: Terms and Miscellaneous Facts Configuration Providing the basis from which the configuration of products is defined Identification 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. Establishing that the performance and functional requirements Configuration defined in the configuration documentation have been met. Verification and Auditing PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 5 Perform Integrated Change Control: Terms and Miscellaneous Facts (continued) All requested changes must be either accepted or rejected by some Change Control Board 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. If change is to Project Charter: person who signed or approved the charter makes the final decision Who approves changes? If change affects main objectives of the project plan concerning quality, time: management makes the decision If change is within the project plan (or if reserves are available): Project Manager can make decisions PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 5 Perform Integrated Change Control Question: A change control system 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 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 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, 4 th Edition, p. 71 PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 6 Close Project or Phase Data Flow Diagram PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 6. 1 Close Project or Phase: Inputs Project Management Plan Accepted Deliverables Scope Verification: Formal acceptance of the completed project deliverables Organizational Process Assets Closure guidelines, requirements and procedures Historical information Lessons learned database PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 6. 2 Close Project or Phase: Tools & Techniques Expert Judgment PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 6. 3 Close Project or Phase: Outputs Final Product, Service, or Result Transition of the project’s (or phase’s) product or result to the ongoing organization Organizational Process Assets Updates Lessons Learned Corporate Knowledge Base PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management 4. 6 Close Project or Phase Question: Once the project is complete, the complete set of project records should be put in which of the following: A. Project archives B. Iron Mountain C. Document Imaging system D. Returned to the project sponsor PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0

Integration Management GOOD LUCK ! ! ! PMP Prep Course – Project Integration Management - PMBOK 4 th Edition – Version 1. 0