1-Integration PMP Smartnotes
1-Integration PMP Smartnotes
1-Integration PMP Smartnotes
Shivshanker Shenoy
PMP
Founder of www.PMExamSmartNotes.com
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Acknowledgements
All the images used in this study guide are available under Creative Commons license and credit is mentioned below individual images.
Trademark Notice
PMI is a registered trademark and service mark of the Project Management Institute, Inc.
PMP and CAPM is a registered certification mark of the Project Management Institute, Inc.
PMBOK is a registered trademark of the Project Management Institute, Inc.
Foreword
Whenever you had to study a 'heavy' book, did you wish for a simpler guide just to get the gist of the subject?
Something like a crash-course guide that you could go through and get a handle on the stuff?
I always thought about and looked for such resources whenever I had to study a new subject (the reason I love
Wikipedia). It was a similar feeling I had when I took up PMBOK book to study.
And when I was in a position to prepare a short guide, there was no time to waste.
So here is this guide in front of you. The very fact that you have decided to read this would mean that you might be
one of these
(a) seriously preparing for PMP or CAPM exam
(b) performing the duties of a project manager (project practitioner)
(c) simply curious to know about a systematic way of project management
You will not be disappointed.
Even the basic form of the foundation guide came to well over 200 pages, so I decided to split it into modules. One
covering project management basics and one each for the 10 knowledge areas, so you can pick up the one you wish
to understand and run through it easily.
This guide, of course, comes to you free of cost. The only aim of this guide is to provide you with a quick and succinct
account of project management concepts from PMBOK.
For all the details of concepts highlighted in this book, do visit www.PMExamSmartNotes.com blog. It will make your
exam preparation a breeze, I promise!
PS: This study guide is best viewed in 100% (or 1:1) resolution. Zooming out beyond this may slightly blur some of
visual representations.
Before moving to the content, I would like to take a moment to recommend a fast-track study resource I have used, which 1. ...saves you a ton of time on PMP or CAPM exam study
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3. fulfils the mandatory requirement to appear for the exam: 35hr project management education. This alone is
your return on investment!
4. saves you money as compared to contact classes out there that can cost as much as $2000+!
I am talking about PMPrepCast by Cornelius Fichtner!. You can view couple of sample chapters at Exam Resources section on
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want to give the commission its perfectly fine but I still highly recommend this study resource, and the direct link you can use
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Table of contents
Exam
Project Integration Management knowledge area contains processes that are like backbone of project management.
Spending enough time on this knowledge area to understand the nuances is worth every bit of it.
Although many of the processes seem sequential, in reality they may overlap each other. Managing all these
processes together and 'keeping tab on all that is happening' is project manager's challenge.
What is an Agreement?
Exam
An agreement is an intent do certain work between two parties. This is done by mutual consent between the two
parties, and has an offer of payment made by one party to the other party for the work done. Any of SLA (service level
agreement), LOI (letter of intent), contract, email or verbal commitment can be an Agreement.
Exam
...is very important project management activity. This produces the blueprint by which entire project is going to be
managed.
Project plan contains subsidiary plans Change management plan
Communications management plan
Configuration management plan
Cost management plan
Human resource management plan
Process improvement plan
Procurement management plan
Quality management plan
Requirements management plan
Risk management plan
Schedule management plan
Scope management plan
Stakeholder management plan
Project management plan also contains the three
important baselines Cost baseline
Scope baseline
o WBS
o WBS dictionary
o Project scope statement
Schedule baseline
Exam
Develop Project Management Plan is the master process, if it can be said so, of PMBOK's 47 processes. Inputs to this
project management activity are the output from each of the subsidiary planning processes such as Risk management,
Communications management and Human Resource management. As you can imagine project management plan will
be the last document to be finalized in the planning process.
Before we move on, let us look at a common perception, which is that a Project Schedule IS the Project Plan.
It is not.
A schedule can be considered as a supplementary tool to manage project work, and the project management plan is
the primary project document that covers all aspects of project such as communication, risk, procurement, cost,
resources.
information such as pit lane speed trap allowing him to ensure that all sessions are run safely. There is constant
telephone and radio contact with principal marshal's posts, safety car, medical response car and medical center, so
that in case of a major problem Race Director can remain in full contact of the situation.
F1 is an excellent example of close monitoring and controlling of an event, taking control of situations quickly when
things go wrong and bringing proceedings back on track.
It is not too different from how monitoring and controlling is done on a project.
You successfully prepared the project management plan and got into execution phase. Now in order to ensure
smooth sailing, all activities of project
work must be monitored constantly.
Any deviation from set expectations of
work has to be caught and set right.
Constant course correction is very
essential on a project. In spite of best
efforts, things may and will go wrong,
like Murphy's law.
Project has too many variables and
constraints for everything to go exactly
as per the plan.
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Figure: project management
feed intoforeach
other
First thing to understand is that the entire change control project management activity is the responsibility of project
manager. Although any stakeholder can raise a change request, even verbally, project manager must document it
first. She should estimate its impact on project cost, schedule and any other constraints and then document it as well.
This information is used during change control meetings.
Change Control Board (CCB) is formed to address change requests. The structure of the board, role and
responsibilities are determined during planning stage, and is accepted by all stakeholders. CCB consists of different
stakeholders from the team as well as outside the team, including customer.
The aim of having this board is to ensure that all
involved parties understand each suggested change
and assess impact well, before taking a decision to
either accept or reject or even delay the suggested
change. Now it is not a mandatory requirement to
form a Change control board, or CCB. In some
projects, the power to accept or reject a change
request is given to the project manager, sponsor
and/or customer. The decision to form a CCB is a
result or organizational practices, nature of projects
and in certain cases insistence of the customer.
Since a change request may result changes to cost,
schedule and scope baseline, there may be impact
on risks or even delivery dates. Hence, it is prudent
to have a committee of stakeholders to formally go
over change requests and make an informed
decision of accepting, rejecting or delaying change
request implementation. Project manager must convey the decisions to stakeholders using predefined
communication channels.
The figure here shows how change requests are initiated and implemented.
Perform Integrated Change Control project management activity is very crucial in order to deal with any deviation
from the plan during execution.
This course-correction exercise on the project is effective only when change control meetings are held regularly. It is
also important for project manager to update subsidiary plans and baselines as soon as changes are approved.
Closing a Project or
phase of a project
You have produced deliverables as per requirements, have had
testing team validate them, have fixed all the bugs found, revalidated the deliverables, and finally had customer verify them.
Now it is time to formally close the phase, or project.
As a project manager, you would ensure that ALL project management activities are completed before the project of
phase is closed.
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About Shiv
Shiv Shenoy has worked over 15 years in technical, management and mentoring roles for
Software Services and Product Development companies in Enterprise, Web and Mobile
domains. He has helped several start-ups to conceptualize product idea, build prototype and
take it to the market with version 1.0 and beyond. He mentors professionals on project-,
product- and technology management.
Shiv is a passionate techno-manager, blogger, mentor, photography enthusiast and painter.
Shiv helps working professional that are hard pressed for time sail through PMP and CAPM
project management certification courses, by turning his own exam notes into easily
understandable, scientifically prepared, and simplified content that he publishes on the blog
PMExamSmartNotes.com
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