1

PMP® Certification Exam Preparation Program

Part 1
 2

PMP® Certification Exam

Preparation Program
Lesson 1:
Introduction to the PMP Certification Course
Introduction to the PMP Certification Course 3

Course Progress
➢ Getting Started ▪ Project Quality Management

▪ Project Management Framework ▪ Project Resource Management

▪ Project Management Processes ▪ Project Communication Management

▪ Project Integration Management ▪ Project Risk Management

▪ Project Scope Management ▪ Project Procurement Management

▪ Project Schedule Management ▪ Project Stakeholders Management

▪ Project Cost Management ▪ Professional and Social Responsibility

Introduction to the PMP Certification Course 4

Housekeeping – For All Classes

Breaks

Cell Phones

Emails

Schedule

Participation
Introduction to the PMP Certification Course 5

About the PMP® Training

▪ A total of 14 lessons including this introduction. The remainder of the
training will be divided as follows:
- Lesson 1: Introduction to the PMP Course
- Lesson 2: Project Management Framework
- Lesson 3: Project Management Processes
- Lesson 4: Project Integration Management (1st Knowledge Area)
- Lesson 5: Project Scope Management (2nd Knowledge Area)
- Lesson 6: Project Schedule Management (3rd Knowledge Area)
- Lesson 7: Project Cost Management (4th Knowledge Area)
- Lesson 8: Project Quality Management (5th Knowledge Area)
- Lesson 9: Project Resource Management (6th Knowledge Area)
- Lesson 10: Project Communications Management (7th Knowledge Area)
- Lesson 11: Project Risk Management (8th Knowledge Area)
- Lesson 12: Project Procurement Management (9th Knowledge Area)
- Lesson 13: Project Stakeholder Management (10th Knowledge Area)
- Lesson 14: Professional and Social Responsibility
Introduction to the PMP Certification Course 6

Introduction

✓ Name

✓ Current Work Profile

✓ Experience in Project Management

✓ Objective of attending PMP training

6
Introduction to the PMP Certification Course 9

Workshop Objectives
• Prepare for the PMP examination.
• Know the Project Management framework.
• Increase ability to implement PMBOK knowledge in day-to-day project activities.
• Earn mandated 35 contact hours to apply for the PMP certification exam.
• Increase comfort level in preparation for the PMP exam.
• Define the criteria for project selection
• Develop the Project Charter
• Learn how to identify Stakeholders in projects
• Learn how to identify Risk in projects
• Define various Requirement Gathering techniques
• Learn Work Breakdown Structure (WBS) tools and techniques
• Learn how to implement Quality Management plan
• Learn various performance measurement and tracking techniques such as; PERT, CPM,
EV etc.
• Define Project Performance metrics such as; costs, milestones etc.
• Learn Root-cause-analysis and other related techniques to solve problems in a project
Introduction to the PMP Certification Course 10

Agenda

▪ What are PMP® and PMI®?

▪ Applying for the PMP exam

▪ Completing the application

▪ About the PMP® exam

▪ PMP® exam syllabus

10
Introduction to the PMP Certification Course 11

What are PMP® and PMI®?

▪ PMP®: Project Management Professional.
▪ PMI®: Project Management Institute.
▪ PMI is an organization while the PMP® is a credential.
▪ PMI develops and administers the PMP® exams.
▪ PMP® credential is valid for 3 years.
▪ PDU: Professional Development Unit.
▪ PMBOK® Guide: A guide to the Project Management Body of Knowledge.
▪ PMBOK® Guide is the textbook on which the PMP® exam is based.
Introduction to the PMP Certification Course 12

Applying for the PMP® Exam

Category Education PM Training Hours Leading and Months of PM
Directing Project Experience
Tasks
One Bachelor’s Degree 35 Contact 4,500 hours 36 months within last 8
Hours years
Two High School 35 Contact 7,500 hours 60 months within last 8
Graduate Hours years

▪ R.E.P.: Registered Education Provider

▪ Must submit application to PMI to take the exam.
▪ Application can be submitted online or via mail.
▪ PMI provides authorization letter to make an appointment to take the exam.
▪ Application may be audited prior to approval.
▪ Exam offered on a computer at designated testing sites.
▪ Must take exam within a year of receiving authorization letter.
▪ Additional information provided in the PMP® handbook on WWW.PMI.Org.
Introduction to the PMP Certification Course 13

PMP® Exam Syllabus

Five process groups:
Monitoring
Initiating Planning Executing and Closing
Controlling

10 knowledge areas: There are 49 project

management processes.
▪ 4.0 - Project Integration Management
▪ 5.0 - Project Scope Management “Create WBS” is one of the
▪ 6.0 - Project Schedule Management processes which is part of
▪ 7.0 - Project Cost Management the “Planning” process
▪ 8.0 - Project Quality Management group and the “Project
▪ 9.0 - Project Resource Management Scope Management”
▪ 10.0 - Project Communications Management knowledge area.
▪ 11.0 - Project Risk Management
▪ 12.0 - Project Procurement Management
▪ 13.0 - Project Stakeholder Management
Introduction to the PMP Certification Course 14

About the PMP® Exam

▪ Duration: 4 hours
▪ Total number of questions: 200 multiple choice
- 175 scored and 25 considered pre-test questions
▪ Scoring: 1 point for correct answers; no penalty for incorrect responses.
▪ Testing: PMI tests on each of the 5 process areas and assigns a level of proficiency in
each area.
- Below Proficient, Proficient, and Moderately Proficient
▪ Results: Pass or Fail determined by the score attained and the proficiency levels
assigned.
- Total scored required to pass the PMP® exam is not made public by PMI®.

Project Management Process Group Percentage of Total Questions Number of

Questions
Initiating 13% 26
Planning 24% 48
Executing 31% 60
Monitoring and Controlling 25% 50
Closing 7% 16
Introduction to the PMP Certification Course 15

PMP® Exam Fee

$ 405 – For PMI Member

$ 555 – For Non PMI Member
$ 129 to Join PMI + $ 10 Application Fee
Introduction to the PMP Certification Course 16
 PMP® Certification Exam
Preparation Program
Lesson 2:
Project Management Framework

PMP®, PMI® and PMBOK® are registered marks of the Project Management Institute, Inc. (PMI®)
Project Management Framework 18

Course Progress

✓ Getting Started ▪ Project Quality Management

➢ Project Management Framework ▪ Project Resource Management

▪ Project Management Processes ▪ Project Communication Management

▪ Project Integration Management ▪ Project Risk Management

▪ Project Scope Management ▪ Project Procurement Management

▪ Project Schedule Management ▪ Project Stakeholders Management

▪ Project Cost Management ▪ Professional and Social Responsibility

Project Management Framework 19

Lesson Agenda

▪ PMBOK® Overview
▪ Key Terms
▪ Organizational Influences on Project Management
- Organizational Influences
- Organizational Structures
- Organizational Process Assets
- Environmental Factors
- Organizational Project Management Maturity
▪ Project Life Cycle
- Project Management Methodology
- Project Management Process Groups
- Project Life Cycle Characteristics
▪ Product Life Cycle
- Project Life Cycle Project Phases
▪ Life Cycle: Product vs. Project
Project Management Framework 20

PMBOK® Guide-Overview
A recognized standard for the project management profession.*

▪ PMBOK® :
- The sum of knowledge within the profession of project management.
- Includes traditional, proven practices as well as emerging, innovative practices.
- Includes published and unpublished material.
- Constantly evolving.
- Recognized as “good practice”.
- Provides standardized vocabulary.
- Is not a methodology.

The project management team is responsible for

determining what is appropriate for any given project.

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 1.
Project Management Framework 21

Key Terms - Project

Project
▪ A temporary endeavor undertaken to create a unique product,
service, or result.*
▪ Project work is not the same as operational work. Operations is
ongoing and repetitive work.

What are some of the

characteristics of a project?

When does a project end?

Includes but is not limited to:

- Creates a unique product, service or result.
- Creates a lasting outcome that may be
A project ends when the objectives
tangible or intangible.
are met or when the client
- Has a definite beginning and end.
terminates the project.
- Creates unique deliverables.
* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 3.
Project Management Framework 22

Key Terms - Professional Standards

A document that provides, for common and repeated use, rules, guidelines, or
characteristics for activities or their results, aimed at the achievement of the optimum
degree of order in a given context.*

▪ Standards promote understanding among people with differences in culture, language,

education, experience and resources.

▪ Standards vs. Regulations

- Regulations are requirements (are) imposed by a governmental body. These
requirements can establish product, process, or service characteristics, including
applicable administrative provisions that have government-mandated compliance.*

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013., pg. 563 and
pg. 557.
Project Management Framework 23

Key Terms – Project Management

The application of knowledge, skills, tools and techniques to project activities to meet
project requirements.*

▪ Project management is executed by applying and integrating project management

processes categorized into the following process groups:
- Initiating
- Planning
- Executing
- Monitoring and Controlling
- Closing

▪ Managing a project includes but is not limited to:

- Identifying requirements.
- Addressing various needs, concerns, and expectations of the stakeholders in
planning and executing the project.
- Setting up, maintaining, and carrying out communications.
- Managing stakeholders towards meeting project requirements.
- Balancing project constraints.

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 5.
Project Management Framework 24

Project Management Methodology

▪ Collection of:
- Policies
- Procedures
- Guidelines
- Templates
- Mandatory items

▪ Defines how projects should be:

- Planned
- Monitored
- Controlled within the organization
Project Management Framework 25

Key Terms – Project Management System

The aggregation of processes, tools, techniques, methodologies, resources, and
procedures to manage a project.*

▪ Project management system can:

- Be formal or informal.
- Include processes and control functions.

▪ Also:
- The project management plan describes how the system will be used.
- PMO, if available, would typically manage the system.

▪ May include a standard set of automated tools such as the Project Management
Information System (PMIS).
- PMIS is a manual or automatic information system consisting of tools and
techniques utilized to gather, integrate, and disseminate the outputs of project
management processes.

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 555.
Project Management Framework 26

Key Terms – Program Management

A group of related projects, subprograms, and program activities managed in a
coordinated way to obtain benefits not available from managing them individually.*

▪ Programs include elements of related work outside the scope of discrete projects in a
program.

▪ A project may or may not be part of a program but a program will always have projects.

▪ Approach may help reduce risk, achieve economies of scale, and improved management.

▪ Programs are developed to provide strategic benefit value to the organization.

- Benefits could be tangible or intangible.

▪ Program manager focuses on “delivery of benefits” to the client while a project manager
focuses on “fulfilling the requirements” of the project.

▪ Focuses on interdependencies and helps determine the best approach to manage them.

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 9.
Project Management Framework 27

Key Terms – Portfolio Management

Projects, programs, sub-portfolios and operations managed as a group to achieve
strategic objectives.*

▪ Programs or projects within the portfolio do not have to be interdependent or directly

related.

▪ Portfolio manager may manage or coordinate portfolio management staff, or program

and project staff that may have reporting responsibilities into the aggregate portfolio.

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 9.
Project Management Framework 28

How are Projects, Programs and Portfolios Related?

Comprised of the Portfolio

organization’s
business strategy.

Sub-
Program Project
portfolios

Strategic goals are

integrated to lower Sub- Other
levels through Program Project Project
program work
components.

A portfolio may Other Other

Project Project
contain a number work Work
of components.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 5.
Project Management Framework 29

Key Terms - Project Management Office (PMO)

A management structure that standardizes the project-related governance processes and
facilitates the sharing of resources, methodologies, tools and techniques.*

▪ PMO is a departmental unit within the organization and not a single person.

▪ Types of PMO structures in organizations:

- Supportive
- Controlling
- Directive

▪ PMO role provides:

- Policies, methodologies, and templates for managing projects within the
organization.
- Support and guidance to others in the organization on how to manage projects.
- Project managers for different projects and is ultimately responsible for the results
of the projects.

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 10.
Project Management Framework 30

Key Terms - Stakeholder

An individual, group, or organization who may affect, be
affected by, or perceive itself to be affected by a decision,
activity, or outcome of a project.*

▪ May exert influence over the project and its deliverables.

▪ A key to project success is how stakeholders are managed.

▪ Stakeholders often have differing or conflicting objectives.

▪ Differences should be resolved in favor of the customer.

▪ Stakeholders can be internal or external and may have

positive or negative impacts.

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition,
Project Management Institute, Inc., 2013, pg. 30.
Project Management Framework 31

Key Terms - Project Constraints

A limiting factor that affects the execution of a project, program, portfolio, or process.*

Anything that limits options.

Time ▪ Unless otherwise stated, all

Quality Resources constraints are of equal
• Material
importance.
• $$$ ▪ Known as integrated
change control.
The Triple
Constraint

Cost Scope
Risks
Other Competing Constraints
* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 124.
Project Management Framework 32

Relationship Between Project Management, Operations

Management and Organizational Strategy

▪ Operations and Project Management

- Operations are ongoing that produce repetitive outputs while a project has an end.

▪ Ongoing operations are outside the scope of a project but there are points in which the
two areas overlap.

▪ Operations management is an area of management concerned with ongoing production

of goods and/or services.
- Ensures business operations continue efficiently.
- Concerned with managing processes that transform inputs into outputs.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013., pg. 7.
Project Management Framework 33

Exam Tips

For the exam, have a large project in mind when you answer
questions. Think of a project that has resources from multiple
countries, more than 200 people on the team, lasts longer than
one year, and has a budget of over $10,000,000.*

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013.
Project Management Framework 34

Additional Terminology
Term Explanation
Objective It is something toward which work is to be directed, a strategic position to be
attained, a purpose to be achieved, a result to be obtained, a product to be
produced, and a service to be performed. Must be clear and achievable.*

Deliverable Any unique and verifiable product, result, or capability to perform a service that is
required to be produced to complete a process, phase, or project. Deliverables are
usually tangible components completed to meet project objectives and can
include elements of the project management plan. Must be approved by the
customer.*
Project Management Institute, A Guide to the Project
Assumption
Management Body of A factor in the (PMBOK®
Knowledge, planning process
Guide) that is considered to be true, real, or certain
– Fifth
without proof
Edition, Project Management or demonstration.*
Institute, Inc., 2013.
Lessons The learning gained from the process of performing the project; may be identified
Learned at any point. Considered a project record, to be included in the “lessons learned
knowledge base”.*

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 548, pg. 84,
pg. 124, and pg. 544.
Project Management Framework 35

Additional Terminology
Term Explanation
Progressive The iterative process of increasing the level of detail in a project management plan
Elaboration as greater amounts of information and more accurate estimates become available.
As the project team develops a better and more complete understanding of the
objectives and deliverables, project characteristics can be made more explicit and
detailed.*

Concept

Clarifications
Research
(if any)
Feasibility Study
Concept Refinement

Define Scope

Final Project Plan

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013., pg. 553.
http://www.pmvista.com/progressive-elaboration/
Project Management Framework 36

Organizational Influences and Project Life Cycle

Organizational Influences on
Project Management
Project Management Framework 37

PMBOK Key Component

Project Management Framework 38

PMBOK Key Component

Project Management Framework 39

Organizational Influences on Project Management

The culture, style, structure, level of

PM maturity and PM systems in
place at an organization can impact
the way the project is executed and
managed.
Project Management Framework 40

Organizational Culture, Styles and Communication

Cultural norms (culture and style) of an organization develop over time and will impact
the way a project is managed.*

▪ Organizational culture and style is made up of:

- Shared values and norms - Policies, methods, and procedures
- Shared beliefs and expectations - View of authority relationships
- Motivation and reward systems - Behaviors regarding work hours
- Work ethic

▪ In order for a project to be successfully managed a PM must:

- Understand the the various styles and cultures in order to ensure objectives are
met.
- Quickly identify the decision makers or influences of the organization.
- Have the ability to work in a multicultural environment within diverse organizations.
- Communicate effectively with all stakeholders within the organization to ensure the
decision making process moves along efficiently.

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –
Fifth Edition, Project Management Institute, Inc., 2013, pg. 37.
Project Management Framework 41

Organizational Influences – Organizational Structure

▪ The structure of the organization may impact the project management practices of
projects.

▪ The structure of the organization states the authority provided to the project manager of
the project.

▪ There are three types of organizational structures:

- Functional
- Matrix
 Weak matrix
 Balanced matrix
 Strong matrix
- Projectized

❖ Composite – Many organizations involve all the above structures at

various levels, often referred to as a composite organization.
Project Management Framework 42

Organizational Structures
An enterprise environmental factor which can affect the availability of resources and
influence the way projects are conducted.*

What is the relationship between

organizational structure and the
project manager?

Composite Functional

Organizational
Structures

Projectized Matrix

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 21.
Project Management Framework 43

Organizational Structures – Functional Organization

A hierarchy where each employee has one clear superior and the organization is
organized by area of specializations within a variety of functional areas.*

▪ Level of influence of structure on Project

project: Coordination Chief
- PM authority: Little / none Executive
- Resource availability:
Little / none
- Who manages project budget: Functional Functional Functional
Manager Manager Manager
Functional Manager
- PM role: Part-time
- PM admin staff: Part-time
- Team members: usually part- Staff
Staff Staff
time

Staff Staff Staff

Staff Staff Staff

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 22.
Project Management Framework 44

Organizational Structures – Weak Matrix

Matrix organizations reflect a mix of functional and projectized characteristics. They can
be classified as weak, balanced, or strong depending on the relative level of power and
influence between functional and project managers.*

▪ Level of influence of structure on

project: Chief
- PM authority: Low Executive
- Resource availability: Low
- Who manages project budget:
Functional Manager Functional Functional Functional
- PM role: Part-time Manager Manager Manager

- PM admin staff: Part-time

- Team members: Part-time
Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

Project
Coordination
* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 23.
Project Management Framework 45

Organizational Structures – Balanced Matrix

Matrix organizations reflect a mix of functional and projectized characteristics. They can
be classified as weak, balanced, or strong depending on the relative level of power and
influence between functional and project managers.*

▪ Level of influence of structure on Chief

project: Executive
- PM authority: Low to moderate
Functional Functional Functional
- Resource availability: Low to Manager Manager Manager
moderate
- Who manages project budget: Staff Staff Staff
Mixed
- PM role: Full-time
- PM admin staff: Part-time Staff Staff Staff
- Team members: Part-time
Project Staff
Staff
Manager

Project
coordination

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 23.
Project Management Framework 46

Organizational Structures – Strong Matrix

Matrix organizations reflect a mix of functional and projectized characteristics. They can
be classified as weak, balanced, or strong depending on the relative level of power and
influence between functional and project managers.*

▪ Level of influence of structure on

project: Chief
- PM authority: Moderate / high Executive
- Resource availability:
Moderate / high
- Who manages project budget: Manager of
Functional Functional Functional
PM Manager Manager Manager Project
- PM role: Full-time Managers

- PM admin staff: Full-time

- Team members: Full-time or
Project
part-time Staff Staff Staff Manager

Project
Staff Staff Staff Manager

Staff Project
Staff Staff
Manager
Project
coordination
* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 23.
Project Management Framework 47

Organizational Structures – Projectized

Team members are co-located and the majority of the organization’s resources are
involved in project work. Virtual collaboration is utilized often to take advantage of the
benefit of being co-located.*

▪ Level of influence of structure on

project: Chief
- PM authority: High to almost Executive
total
- Resource availability: High to
almost total Project Project Project
- Who manages project budget: Manager Manager Manager

PM
- PM role: Full-time
- PM admin staff: Full-time
- Team members: Usually full-
Staff Staff Staff

time
Staff Staff Staff

Project Staff Staff Staff

coordination
* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 25.
Project Management Framework 48

Organizational Structures – Composite

Utilizes all the other structures at various levels of the organization.*

▪ May have many characteristics of a

team on a projectized organization.
▪ May include full-time staff from Chief
different departments. Executive
▪ May develop own set of Standard
Operating Procedures (SOPs).
Manager of
▪ May operate outside of the Functional Functional Functional
Project
Manager Manager Manager
standard, formalized reporting Managers
structure.
▪ May manage projects in a strong
matrix and allow small projects to Staff Staff Staff
Project
Manager
be managed by functional
departments. Project
Staff Staff Staff Manager
Project B
coordination Staff Project
Staff Staff
Manager

Project A
coordination
* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition,
Project Management Institute, Inc., 2013, pg. 25 and 26.
Project Management Framework 49

Advantages and Disadvantages of Organizational Types

Organization Advantages Disadvantages

Functional ▪ Career paths are clearly defined and ▪ Work at the department level is
there is more specialization and prioritized over project work.
development of skills. ▪ There is no career path in project
▪ Workforce is flexible. management.
▪ One manager, no confusion.

Projectized ▪ Communication within projects is ▪ Less efficient use of resources.

better. ▪ When the project is complete there is a
▪ Loyalty to project goals is greater. possibility that there are no other
projects for the team members to work
on.
▪ Limited and diffused skill development.

▪ Better coordination. ▪ Greater communication complexity and

Matrix
▪ Resource utilization is maximized. overhead.
▪ Higher potential for conflict.

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pages 22-26.
Project Management Framework 50

Organizational Influences – Organizational Process Assets

Standards

Policies
Organizational Process
Assets (OPA’s)
Procedures

Knowledge Base
Project Management Framework 51

Organizational Influences – Environmental Factors

Organizational

Political

Regulations

Enterprise
Economic Situation
Environmental Factors
(EEF’s)

Competition

Market Condition

Industry Standards
Project Management Framework 52
Organizational Influences – Organizational
Project Management Maturity
Maturity in project management is the development of systems and processes that are
repetitive in nature and provide a high probability that each project will be a success. *

▪ OPM3®
- An acronym for the Organizational LEVEL FIVE
Project Management Maturity Continuous improvement
Model. LEVEL FOUR
Benchmarking
- Designed to help organizations LEVEL THREE
achieve their organizational Singular methodology
strategies through successful,
consistent, and predictable project LEVEL TWO
outcomes. Common processes
LEVEL ONE
Common language

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, page 548.
Project Management Framework 53

Organizational Influences and Project Life Cycle

Project Life Cycle
Project Management Framework 54

Key Terms – Project Life Cycle

The series of phases that a project passes through from its initiation to its closure.*

▪ Project life cycle characteristics:

- No “best way” to define the project life cycle.
- Often defined by the organization or industry standards.
- Transition from one phase to another generally involves a technical transfer or
handoff.
- Phases can start before prior phase deliverables are approved (i.e. for fast tracking
or transition).
• Adaptive Life cycle are Agile, Interactive and Incremental. Detailed scope is defined and
approved before the start of an iteration. Adaptive Life cycle are also known as Agile or
Change driven life cycle.

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 38.
Project Management Framework 55

Project Life Cycle

▪ The project life cycle:

- All projects have a life cycle; each life cycle is made up of project phases.
- Phases are well defined and usually to move on to another phase, there is a transfer
of deliverables.

Feasibility

Analysis

Design

Implementation

Project Lifecycle

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 39.
Project Management Framework 56

Project Life Cycle - Characteristics

Typical Cost and Staffing Levels Across Generic Project Life Cycle Structure

Peak

Drop
Rapidly
Low

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 39.
Project Management Framework 57

Project Life Cycle - Characteristics

Life Cycle Characteristics

Uncertainty
and risk

The certainty of completing objectives gets progressively better as

the project continues.

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 39 and 40.
Project Management Framework 58

Project Life Cycle - Characteristics

Life Cycle Characteristics

Stakeholder
influence

Cost
The cost of changes and correcting errors generally increases as the project continues.

* Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –
Fifth Edition, Project Management Institute, Inc., 2013, pg. 39 and 40.
Project Management Framework 59

Project Life Cycle

Know these four types of life cycles:
Sequential vs. Overlapping Phases
▪ Sequential: Following phase begins only after the previous
phase has been completed.
▪ Overlapping: Two or more phases may run parallel for some
time.

Predictive
▪ Also known as fully plan-driven.
▪ Scope, time and cost determined early in the project.
▪ Work in each phase is usually different in nature.

Iterative and Incremental

▪ Developed through a series of repeated cycles, adding
functionality incrementally.
▪ Detailed scope is elaborated one iteration at a time.

Adaptive
▪ Also known as agile.
▪ Support rapidly changing environment.
▪ Requirements / scope are difficult to know in advance.
▪ Iterations very rapid; 2-4 week durations.
▪ Fixed in time and cost.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 42, pg. 43,
pg. 44, pg. 45 and pg. 46.
Project Management Framework 60

Project Life Cycle: Project Phases

▪ Are divisions within a project.*
▪ Segmented into subsets for ease of management, planning, and control.
▪ Includes work with a distinct focus that differs from other phases.
▪ Phases often involve different organizations / skills.
▪ Can have sequential, overlapping, or iterative relationships.

▪ Phase characteristics:
- Phases are usually defined by some form of technical information transfer or
technical component handoff.
- The completion and approval of one or more deliverables characterizes a project
phase.
- Formal phase completion does not include authorizing the subsequent phase.
- A management review is often held to reach a decision to start the activities of the
subsequent phase.
- A phase can be closed without the decision to initiate any other phases.
- Phase-end reviews are also called phase exits, milestones, phase gates, decision
gates, stage gates, or kill points.
- Phases can overlap when compressing a schedule (adds risk).
*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 41.
Project Management Framework 61

Project Life Cycle: Product Life Cycle

A series of phases that represent the evolution of a product, from concept through
delivery, growth, maturity, and to retirement.*

Upgrades

Idea
Business Initial Intermediate Final Operations Divestment
Plan
Project Life Cycle

▪ The project identifies transitional actions required to link the project to ongoing
operations.
▪ Some organizations consider the project life cycle as part of the product life cycle.

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 552.
Project Management Framework 62

Life Cycle: Product vs. Project

Product Life Cycle

The series of phases that represent the evolution of the product from it being an idea through delivery, growth,
maturity, and to retirement.

Product Development
Product
Market Study Initiate Plan Execute Close Operations End of Life
Conceptualization

Monitor and Control

Project Life
Cycle
The series of phases that a project
passes through from its beginning
to closure.

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 552.
Project Management Framework 63

Project Life Cycle vs. Product Life Cycle

▪ A product can require or spawn many projects over its life.

- Ex: A project during the product conception phase could
be “determined based on customer’s need” and a project
during the product maturity phase could be to “perform a
competitive analysis.”

▪ A project has its own life cycle.

- The life cycle depends upon the control needs of the
performing organization or the organization’s preference
defined in their project execution methodology.
Project Management Framework 64

Review

▪ PMBOK ® Guide
▪ What is a Project
▪ Project Management
▪ Program Management
▪ Portfolio Management
▪ Project Management Office (PMO)
▪ Stakeholder
▪ Project Constraints
▪ Project Life Cycle
▪ Product Life cycle
▪ Organizational Structures
Project Management Framework 65
 PMP® Certification Exam
Preparation Program
Lesson 3:
Project Management Processes

PMP®, PMI® and PMBOK® are registered marks of the Project Management Institute, Inc. (PMI®)
Project Management Processes 67

Course Progress

✓ Getting Started ▪ Project Quality Management

✓ Project Management Framework ▪ Project Resource Management

➢ Project Management Processes ▪ Project Communication Management

▪ Project Integration Management ▪ Project Risk Management

▪ Project Scope Management ▪ Project Procurement Management

▪ Project Schedule Management ▪ Project Stakeholders Management

▪ Project Cost Management ▪ Professional and Social Responsibility

Project Management Processes 68

Lesson Agenda

▪ Project Life Cycle vs. Project Management Process

▪ The 5 Project Management Process Group

▪ Knowledge Areas (10)

▪ Processes (49)

▪ Project Management Process Mapping

Project Management Processes 69

Project Life Cycle vs.

Project Management Process
▪ Project life cycle – “What to do to get the work done”

▪ Project management processes – “What to do to manage the

project”

▪ Project management processes are divided into five groups:

- Initiating process group
- Planning process group
- Executing process group
- Monitoring and controlling process group
- Closing process group

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –
Fifth Edition, Project Management Institute, Inc., 2013, Pages 38-40 & 49.
Project Management Processes 70

Project Management Process Groups

Fig 3-1:Project Management Process Groups

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg 50,
Project Management Processes 71

Process Group Interaction

Fig 3-2: Process Groups Interact in Phase or Project

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 51,
Project Management Processes 72

Project Management Process Group, Knowledge Area,

and Project Management Process Mapping

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 61.
Project Management Processes 73

Project Management Process Group, Knowledge Area,

and Project Management Process Mapping

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 61.
Project Management Processes 74

Project Management Process Groups

▪ Process groups ARE NOT project phases or

stages.
▪ Process groups may repeat in each of the
project phases.
▪ There are a total of 49 processes in 5 Process
Groups, which are:
- Initiating (2 processes)
- Planning (24 processes)
- Executing (8 processes)
- Monitoring & Controlling (11 processes)
- Closing (2 processes)

Fig 3-1:Project Management Process Groups

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 52.
Project Management Processes 75

Project Management Knowledge Areas

▪ 10 project management knowledge areas are:

- Project Integration Management
- Project Scope Management
- Project Schedule Management
- Project Cost Management
- Project Quality Management
- Project Resources Management
- Project Communications Management
- Project Risk Management
- Project Procurement Management
- Project Stakeholder Management
Project Management Processes 76

Key Terms - Process

A set of interrelated actions and activities performed to create a pre-specified product,
service, or result.*

▪ There are two major categories of project processes:

- Project management processes - common to most projects most of the time.
 Ensures effective flow of the life cycle of the project.*

- Product-oriented processes – defined by the product life cycle and vary, based on
the application area and phase of the product.
 Specify and create the project’s product.

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 47.
Project Management Processes 77

Process Groups

Process Group Explanation

Initiation Processes performed to define a new project or a new phase of an
existing project by obtaining authorization to start the project or
phase.*
Planning Processes required to establish the scope of the project, refine the
objectives, and define the course of action required to attain the
objectives that the project was undertaken to achieve.*
Executing Those processes performed to complete the work defined in the
project management plan to satisfy the project specifications.*

If you cannot plan it, you Planning is the only process

cannot do it! group with a set order.

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 49.
Project Management Processes 78

Process Groups

Process Group Explanation

Monitoring and Those processes required to track, review, and regulate the
Controlling progress and performance of the project; identify areas in which
changes to the plan are required; and initiate the corresponding
changes.*
Closing Those processes performed to finalize all activities across all
process groups to formally close the project or phase.*

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 49.
Project Management Processes 79

Initiating Process Group

The initiating process group defines a new project or phase.*
Once the project charter has been approved the project is authorized to proceed officially.

▪ Inputs: ▪ Actions taken during the initiating process

- Project Statement of Work group:
- Review the statement of work and business case.
-
- Agreements -
Clarify the assumptions and constraints.
Establish the feasibility of the project.
- Identify the key stakeholders of the project and their
- Business Case interest in the project.
- Confirm the organization’s willingness and capability to
work on the project.
- Enterprise Environmental - Identify key deliverables based on the business
Factors requirements in order to manage customer expectations
and direct the achievement of project goals
-
- Organizational Process Assets Conduct benefit analysis with stakeholders (including
sponsor, customer, SMEs) in order to validate project
alignment with organizational strategy and expected
- Procurement Documents business value
- Inform stakeholders of the approved project charter. In
order to ensure common understanding of the key
deliverables milestones and their roles and
responsibilities
*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 54 and pg. 55.
Project Management Processes 80

Planning Process Group

The planning process group establishes the total scope of effort, objectives, and course of
action required to attain the objectives.*

▪ Inputs: ▪ Actions taken during the planning process group:

- Project Charter - Refine requirements and convert into a scope statement and
- Requirements the work breakdown structure.
- Stakeholder Register - Get stakeholder approval and buy-in.
- Stakeholder Management - Develop the baseline scope, cost, and schedule.
Strategy - Select the project team and determine their roles and
- Organizational Process Assets responsibilities.
- Determine the project’s quality standards and plan.
- Enterprise Environmental
- Develop framework for risk management, identification,
Factors
analysis, and response planning.
- Teaming Agreements - Determine what needs to be purchased.
- Resource Calendars - Determine how to execute and control the project.
- Document the Project Management Plan.
- Handle updates on the plan arising out of change requests.
- Develop the stakeholder management plan by analyzing
needs, interests and potential impacts in order to effectively
manage stakeholders expectations and engage them in
project decisions

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 55.
Project Management Processes 81

Executing Process Group

The executing process group completes the work defined in the project management plan
to satisfy the project specifications.*

▪ Inputs: ▪ Actions taken during the executing process group:

- Project Management Plan - Manage Stakeholder Engagements.
- Resource Calendars - Deliver the work packages as planned.
- Project Documents - Implement Quality Assurance activities.
- Enterprise Environmental Factors - Produce project reports.
- Seller Proposals - Remove project bottlenecks.
- Approved Change Requests - Organize team building activities.
- Organize training for the team members.
- Quality Control Measurements
- Conduct project progress meetings.
- Performance Reports
- Implement Approved Changes, Corrective Actions,
- Make-or-buy Decisions Preventive Actions, and Defect Repair.
- Source Selection Criteria - Obtain customer/sponsor acceptance, etc.
- Finalize procurement arrangements and contracts.
- Manage the flow of information by following the
communication plan in order to keep stakeholders
engaged and informed
- Maintain stakeholder relationship by following the
stakeholder management plan in order to receive
continued support and mange expectations
*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 56.
Project Management Processes 82

Monitoring and Controlling Process Group

The monitoring and controlling process group tracks, reviews, and regulates the progress
and performance of the project; identifying any areas in which changes to the plan are
required; initiating the corresponding changes.*

▪ Inputs: ▪ Actions taken during the monitoring and controlling

- Deliverables process group:
- Work Performance Information - Measure project performance against the baseline.
- Change Requests - Determine variances and take appropriate action.
- Organizational Process Assets - Recommend changes, corrective, and preventive action.
- Project Management Plan and - Facilitate conflict resolution.
Documents - Identify root causes of problems.
- Selected Sellers - Obtain formal acceptance for the deliverables.
- Administer contracts with sellers.
- Control changes.
- Conduct status review meetings, etc.
- Archive project documents and materials using generally
accepted practices in order to comply with statutory
requirements and for potential use in future projects and
audits
- Obtain feedback from relevant stakeholders using
appropriate tools and techniques and based on the
stakeholder management plan in order to evaluate their
satisfaction
*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 57.
Project Management Processes 83

Closing Process Group

The closing process group finalizes all activities across all project management process
groups to formally complete the project, phase or contractual obligations.*

▪ Inputs: ▪ Actions taken during the closing process group:

- Project Plan and Documents - Confirm that all project requirements are met.
- Accepted Project Deliverables - Obtain formal signoff from customer.
- Procurement Documentation - Make payment to all parties and update cost
- Organizational Process Assets records.
- Enterprise Environmental - Complete contract closure.
Factors - Update lessons learned database.
- Measure customer satisfaction.
- Handover project deliverables to operations
team.
- Release resources from the project.

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 57.
Project Management Processes 84

Project Information
Data and information collected, analyzed, transformed, and distributed in a variety of
formats to the project team and stakeholders.*

▪ The use of the terms data and information utilized interchangeably can lead to
confusion by the stakeholders.

▪ Guidelines to minimize miscommunication and support use of standardized language:

- Work Performance Data
 Raw observations and measurements identified during activities performed to
execute the project.*

- Work Performance Information

 Performance data collected from various controlling processes, analyzed in
context and integrated based on relationships across areas.*

- Work Performance Reports

 Physical or electronic representation of work performance information
compiled in project documents, intended to generate decisions or raise issues,
actions, or awareness.*

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 58 and 59.
Project Management Processes 85

Review
▪ Project Management Process Groups

▪ Project Management Knowledge Areas

▪ What is a Process?

▪ What actions are taking during the:

- Initiation processes
- Planning processes
- Executing processes
- Monitoring & Controlling processes
- Closing processes
Project Management Processes 86
Project Management Processes 87

Quizzes and Exercises

▪ Project Management Framework and Processes Quiz

▪ Project Management Framework

- Exercise 1 – Enterprise Environmental Factors vs.
Organizational Process Assets

▪ Project Management Processes

- Exercise 2 – Execution vs. Monitoring and Controlling
- Exercise 3 – Initiation, Planning or Closing Processes
Project Management Processes 88

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1 & 3 – 1: Ongoing operations and a project both have

Initiating Processes, but only a project has
________________

a) Planning Processes
b) Closing Processes
c) Controlling Processes
d) Executing Processes
Project Management Processes 89

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1 & 3 – 2: Which of the following is an enterprise

environmental factor?________________

a) Configuration management knowledge base

b) Change control procedures
c) Historical information
d) Commercial databases
Project Management Processes 90

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1 & 3 – 3: Fill in the blank ____________________ means

developing in steps and continuing by increments.

a) Progressive management
b) Iterative elaboration
c) Waterfall development
d) Progressive elaboration
Project Management Processes 91

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1 & 3 – 4: A project is considered successful

when____________________________

a) The product of the project has been manufactured

b) The project sponsor announces the completion of the
project
c) The product of the project is turned over to the operations
area to handle the ongoing aspects of the project
d) The project meets the expectations of the stakeholders
Project Management Processes 92

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1 & 3 – 5: All of the following are true regarding phase-

phase relationship, except.

a) Planning for an iterative phase begins when the work of

the previous phase is progressing
b) Handoffs occur after a phase end review in an
overlapping phases project
c) During sequentially phased projects, the previous phase
must finish before the next phase can begin
d) Fast tracking is a compression technique that can be
applied as a phase-to phase relationship
Project Management Processes 93

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1 & 3 – 6: All of the following statements are true except

for which one?

a) Programs are groups of related projects

b) Project life cycles are collections of sequential and
occasionally overlapping project phases
c) A project may or may not be part of a program
d) Portfolios are collections of interdependent projects or
programs
Project Management Processes 94

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1 & 3 – 7: What is a recommended method for

controlling change within a project?

a) Have each change approved or rejected through a formal

change control process.
b) Freeze scope and allow absolutely no changes.
c) The project manager is the only one with the ability to
initiate change.
d) Provide each project member with ultimate control of
changes within their realm of the project without a review
process.
Project Management Processes 95

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1& 3 – 8: You have been assigned to a project in which

the objectives are to expand three miles of the north-to-
south highway through your city by two lanes in each
direction. You are in charge of the demolition phase of
this project, and you report to the project manager in
charge of this project. You have been hired on contract
and will be released at the completion of the demolition
phase. What type of organizational structure does this
represent?

a) Functional organization
b) Weak matrix organization
c) Projectized organization
d) Balanced matrix organization
Project Management Processes 96

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1& 3 – 9: All of the following are true regarding a PMO

except which one?
a) There are three types of PMO’s, supportive, controlling,
and directive
b) The PMO is often responsible for implementing the OPM
c) The key purpose of the PMO is to provide support to
project managers
d) The PMO facilitates communications within and across
projects
Project Management Processes 97

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1&3–10: A project coordinator may typically be found in

a ____________________organization.

a) Projectized
b) Strong matrix
c) Weak matrix
d) Balanced matrix
Project Management Processes 98

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1&3–10: A project coordinator may typically be found in

a ____________________organization.

a) Projectized
b) Strong matrix
c) Weak matrix
d) Balanced matrix
Project Management Processes 99

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1&3–11: The relationship between Project Management

Process Groups and Project life cycle phases are
best described by the following:

a) They are unrelated, incompatible concepts

b) They are the same concept described by different terms
to satisfy application area extensions
c) Phases cross Process Groups such that closing one
Process Group provides an input to initiating the next
phase
d) Process groups interact within each project phase and
are normally repeated for each phase
Project Management Processes 100

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1&3–12: The linkages between Project Management

Process Groups are best described by the following:

a) The work breakdown structure links Process Groups

b) Process Groups are linked by their planned objectives-
the summary objective of one often becomes the detailed
action plan for another within the project, subproject, or
project phase
c) Process groups are linked by the outputs that are
produced - the output of one process generally becomes an
input to another process within the project, subproject, or
project phase
d) There are no significant links between discrete Process
Groups
Project Management Processes 101

Lesson 1: Enterprise Environmental Factors& Organizational Process Assets,

Lesson 2 & 3: Project Management Process - Practice Quizzes

1&3–13: For a project to be successful, the project team

should generally do all of the following EXCEPT:

a) Comply with requirements to meet stakeholder needs and

expectations
b) Balance the competing constraints of scope, schedule,
budget, quality, resources, and risk to produce the
specified product, service, or result
c) Apply knowledge, skills, and processes within the Project
Management Process Groups uniformly to meet the
project objectives
d) Select appropriate processes required to meet the project
objectives
 PMP® Certification Exam
Preparation Program
Lesson 4:
Project Integration Management

PMP®, PMI® and PMBOK® are registered marks of the Project Management Institute, Inc. (PMI®)
Project Integration Management 103

Course Progress

✓ Getting Started ▪ Project Quality Management

✓ Project Management Framework ▪ Project Resource Management

✓ Project Management Processes ▪ Project Communication Management

➢ Project Integration Management ▪ Project Risk Management

▪ Project Scope Management ▪ Project Procurement Management

▪ Project Schedule Management ▪ Project Stakeholders Management

▪ Project Cost Management ▪ Professional and Social Responsibility

Project Integration Management 104

Lesson Agenda

▪ What is Project Integration Management?

▪ What you should know about Project Integration Management

▪ Develop Project Charter

▪ Develop Project Management Plan

▪ Direct and Manage Project Work

▪ Manage Project Knowledge

▪ Monitor and Control Project Work

▪ Perform Integrated Change Control

▪ Close Project or Phase

Project Integration Management 105

Project Integration Management (PIM)

Includes the processes and activities to identify, define, combine, unify, and coordinate
the various processes and project management activities within Project Management
Process Groups.*

▪ PIM processes:
- Develop Project Charter
- Develop Project Management Plan
- Direct and Manage Project Work
- Manage Project Knowledge
- Manage Project Knowledge
- Monitor and Control Project Work
- Perform Integrated Change Control
- Close Project or Phase

▪ The project manager is constantly integrating throughout the life of the project.
▪ Includes characteristics of unification, consolidation, communication, and
integrative actions which are important for the successful completion of the
project.
*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management
Institute, Inc., 2013, pg. 63.
Project Integration Management 106

What You Should Know About PIM

▪ Includes making choices related to resource allocation, making trade-offs among competing
objectives and alternatives, and managing interdependencies of the Project Management
Knowledge Areas.

▪ The reason for the project manager’s existence; the primary role.

▪ The only knowledge area with processes in all five process groups.

▪ Describes the high-level work the project manager does.

▪ Project Management Processes do not happen independently; the project manager integrates them
in order to achieve project objectives.

▪ The Monitor and Control Project Work process results in change requests and updates to the project
management plan and other project documents.

▪ “Monitoring and Controlling” means measuring against the project management plan.

▪ Changes are accepted or rejected and handled (i.e. status changes) in the Integrated Change Control
Process.
▪ Take all opportunities to improve existing processes.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013
Project Integration Management 107

Project Integration Management Processes

The processes and activities to identify, define, combine, unify, and coordinate the
various processes and project management activities within the Project Management
Processes Groups.*

Initiating Planning Executing Monitoring and Controlling Closing

4.1 4.2 4.3 4.4 4.5 4.6 4.7
Develop Perform
Develop Direct and Manage Monitor and
Project Integrated Close Project
Project Manage Project Control
Management Change or Phase
Charter Project Work Knowledge Project Work
Plan Control

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 63.
Project Integration Management 108

Develop Project Charter

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
project activities.*

Tools and
Inputs Outputs
Techniques
Project Statement of
Expert Judgment Project Charter
Work

Business Case
Facilitation Techniques
Agreements

Enterprise Environmental Key Benefits: Well-defined project start and project

Factors boundaries, creation of a formal record of the project, and
a direct way for senior management to formally accept and
Organizational Process commit to the project.*
Assets

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 66.
Project Integration Management 109

Develop Project Charter

▪ A Project Charter:
- Establishes a partnership between the organization that requests the work and the
one that conducts the work.
- Once approved, it formally initiates the project.
- Identifies a project manager.
- Gives the project manager authority to plan and execute the project.
- Describes the purpose of the project.
- May include, if known at the time: pre-assigned resources, stakeholders,
requirements, high-level risks, milestones.
- Describes the product of the project; what will be delivered.
- Documents measurable objectives.
- Lists what is required for approval and who does the approvals.
- Summary budget.
- Constraints and assumptions.
- Includes signature approval by sponsor(s).

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 67 and 68.
Project Integration Management 110

Project Charter - Inputs

Input Overview Additional Information

Project Statement of ▪ Formal document that describes products, ▪ May be completed during the
Work (SOW) services, or results that will be delivered. planning / defining project
▪ Internal projects: The project sponsor will scope.
develop the SOW based on the type of
products, business need or services that are
required.
▪ External projects: The SOW should be
provided by the client as part of the contract
document or procurement document, such
as the request for proposal (RFP) or request
for information (RFI).

▪ What should you know about the project charter?

- May be created by the project manager, but is issued by the sponsor.
- Broad enough so it does not need to change.
- Gives project manager authority to consume corporate resources.
- It links the project to ongoing work of the organization.
- Any change to the charter should question validity of the project.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 68.
Project Integration Management 111

Project Charter - Inputs

Input Overview

Business Case ▪ Projects are identified and chartered for various business needs from
different areas:
- Request from the customer
- Market demand
- Legal requirement
- Social need

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 69.
Project Integration Management 112

Project Charter – Business Case Formulas

Present Value ▪ C1 = Cash flow at period 1

▪ r = Rate of return
C1 ▪ n = Number of periods

PV n
(1 + r)
▪ Present Value: A future amount of money that has been discounted to reflect its
current value, as if it existed today.
- “A dollar today is worth more than a dollar tomorrow.”

▪ Example:
- A sum of $400 being paid right now will be more valuable than $400 being paid 3
years from now.

http://www.project-management-knowhow.com/project_selection.html
Project Integration Management 113

Project Charter – Business Case Formulas

Net Present Value (NPV)
C1 C2 CT
NPV -C0 + + 2 +… + T
▪ -C = Initial investment
(1 + r) (1 + r) (1 + r)
0
▪ C = Cash flow
▪ r = Discount rate
▪ T = Time

▪ NPV: Present value of the total benefits (income or revenue) less the costs over the time
period.

▪ Example:
- Q: You have project X that will take 3 years to complete with an NPV of $40,000 and
project y that will take 6 years to complete with an NPV of $100,000. Which project
would you choose?

- A: You would choose project Y because it has a higher NPV.

http://www.project-management-knowhow.com/project_selection.html
Project Integration Management 114

Project Charter – Business Case Formulas

Return on Investment (ROI)

Net Profit
ROI X 100
Initial Investment

▪ ROI: The rate of return on the project normalized by the initial investment.

▪ Example:
- Q: If you make an initial investment of $150,000 on a project and your net profit
per year is $30,000, what is your ROI?

- A: ROI = ($30,000/$150,000) x 100 = 20%

http://www.project-management-knowhow.com/project_selection.html
Project Integration Management 115

Project Charter – Business Case Formulas

Internal Rate of Return (IRR)

If you need to choose between two projects, project A
has an IRR of 20% and project B has an IRR of 25%,
select project B because it has a higher rate of return.

▪ IRR: Rate of return used in capital budgeting to measure and compare the profitability
of investments. It is also called the discounted cash flow rate of return.

http://www.project-management-knowhow.com/project_selection.html
Project Integration Management 116

Project Charter – Business Case Formulas

Payback Period
The number of time periods it takes to cover the
investment before you can start to earn a profit. If
selecting between two projects select the one in
which you will recover your investment quicker.

Benefit Cost Ratio

Benefit
BCR
Cost
Should be equal to 1 or greater in order
to invest. If there are two projects to
choose from, select the one that has
the highest benefit to cost.
http://www.project-management-knowhow.com/project_selection.html
Project Integration Management 117

Project Charter - Inputs

Input
Agreements (Contracts)
▪ Define initial intentions for a project.
▪ Used when a project is performed for an external client.; in which case
both parties would also have their own charters.
Enterprise Environmental Factors
▪ Government, industry standards or regulations.
▪ Organizational culture and structure.
▪ Marketplace conditions.

Organizational Process Assets

▪ Organizational standard processes, policies and process definitions.
▪ Templates.
▪ Historical information and lessons learned knowledge base.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 70.
Project Integration Management 118

EEF & OPA

Project Integration Management 119

Project Charter – Tools and Techniques

Tools and Techniques

Expert Judgment
▪ Used to asses inputs used to develop the project charter.
▪ Applied to technical and management details.

Facilitation Techniques
▪ Have broad application within the project management processes and
guide the development of the project charter.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 71.
Project Integration Management 120

Project Charter – Outputs

Output
Project Charter
▪ Document issued by the project requestor or the sponsor that provides
formal authorization for the project and gives the authority to the
manager to apply resources to the activities.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 71.
Project Integration Management 121

Develop Project Management Plan

The process of defining, preparing, and coordinating all subsidiary plans and integrating
them into a comprehensive project management plan.*

Tools and
Inputs Outputs
Techniques
Project Management
Project Charter Expert Judgment
Plan

Outputs from Other Facilitation Techniques

Processes

Enterprise Environmental
Factors

Organizational Process
Assets

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 72.
Project Integration Management 122

What Should You Know About the Project

Management Plan?
▪ The Project Management Plan:
- Developed iteratively.
- Defines how the project will be executed, monitored and controlled, and closed.
- Includes at least three baselines: scope, schedule, and cost.
- Is an approved, controlled document, that cannot be changed unless a change
request is generated and approved.
- Should be in alignment with the Program Management Plan (if applicable).

▪ The Project Management Plan should not be confused with the project documents (e.g.
activity attributes, change log, issue log, forecasts, project charter etc.)

TIP: See page 78 in the PMBOK for a table

illustrating the difference between Project
Management Plan and project documents.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 74.
Project Integration Management 123

Project Management Plan Terminology

Term Definition* Additional Information
Performance ▪ Project management plan includes scope, ▪ Changes to the baseline can be requested during project
Measurement schedule, and cost baselines, against which the executing and monitoring and controlling. Requests
Baselines PM reports. assessed by Perform Integrated Change Control process.
Requirements ▪ Describes how the effort will be done to identify,
Management analyze, and document the requirements. It also
Plan lists how the requirements will be managed and
controlled during the project.
Change ▪ Describes how changes will be managed and
Management controlled.
Plan
Change Control ▪ Includes standardized forms, reports, processes, ▪ Part of the enterprise environmental factors of the
System procedures, and software to track and control organization.
changes.
Configuration ▪ Defines how the PM will manage changes to the ▪ Part of the configuration management system.
Management deliverables and the resulting documentation,
Plan including the organizational tools that will be
utilized.
Configuration ▪ Provides the organizations standardized
Management configuration management tools, processes, and
System procedures that can be used to track and control
the evolution of the project documentation.
Process ▪ Plans how to improve processes throughout the
Improvement project.
Plan

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pages 302, 110, 136,
531, 138, 532 & 552.
Project Integration Management 124

Develop Project Management Plan - Inputs

Input
Project Charter
(Previously Covered)

Outputs from Other Processes

▪ Outputs are integrated to create the project management plan.
▪ Any baseline and subsidiary plans that are an output from other planning
processes are inputs to the process.

Enterprise Environmental Factors

(Previously Covered)

Organizational Process Assets

(Previously Covered)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 74 and 75.
Project Integration Management 125

Develop Project Management Plan – Tools and Techniques

Tools and Techniques
Expert Judgment
(Previously Covered in Project Charter)

Facilitation Techniques
(Previously Covered in Project Charter)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 76.
Project Integration Management 126

Project Management Plan - Outputs

Output Overview

Project Management Plan ▪ Document that describes the execution of the project, how it will be
monitored, and controlled.*

▪ Integrates the subsidiary plans and baselines from the planning process.

▪ Baselines:
- Scope baseline
- Schedule baseline
- Cost baseline

▪ Subsidiary plans (includes but not limited to):

- Scope Management Plan
- Requirements Management Plan
- Schedule Management Plan
- Cost Management Plan
- Resource Management Plan

▪ May include:
- Life cycle of the project
- Details of the tailoring decisions specified by the project management
team
- Change Management Plan
- Requirements for communicating with stakeholders
- Key management reviews for content
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 76.
Project Integration Management 127

Project Management Plan - Components

- Cost Baseline
- Change Management Plan
- Schedule Baseline
- Requirement Management Plan
- Scope Baseline
- Configuration Management
- Scope Statement
Plan
- WBS
- Process Improvement Plan
- WBS Dictionary

- Quality Management Plan

- Cost Management Plan
- Procurement Management Plan
- Schedule Management Plan
- Risk Management Plan
- Resource Plan
- Scope Management Plan
- Communication Management Plan
- Stakeholder Management Plan Project
Management
Plan

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 77.
Project Integration Management 128

Direct and Manage Project Work

The process of leading and performing the work defined in the project management plan
and implementing approved changes to achieve the project’s objectives.*

Tools and
Inputs Outputs
Techniques
Project Management Deliverables
Plan Expert Judgment
Approved Change Work Performance Data
Requests Project Management
Information System Change Requests
Enterprise Environmental
Factors Project Management
Plan Updates
Organizational Process Meetings
Project Document
Assets Updates

*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –
Fifth Edition, Project Management Institute, Inc., 2013, pg. 79.
Project Integration Management 129

What Should You Know About Directing and

Managing Projects?

▪ Directing and managing activities include:

Change requests are a frequent
- Creating project deliverables as planned.
output of many project processes.
- Generating work performance data.
- Issuing change requests.
- Implementing approved changes into the work.
- Updating requirements, project logs, risk register, stakeholder register.
- Performing activities to accomplish project objectives.
- Staffing, training and managing the team members.
- Obtaining and utilizing resources such as tools, equipment, materials, facilities.
- Ensuring standards and regulations are met.
- Establishing and managing communication channels.
- Managing risks and implementing risk response activities.
- Managing sellers and suppliers.
- Collecting and documenting lessons learned. Updates to the project documents
are a frequent output of many of the
project processes.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 80 and 81.
Project Integration Management 130

Direct and Manage Project - Inputs

Input
Project Management Plan
(Previously Covered)

Approved Change Requests

▪ Includes requests reviewed and approved for implementation by the
change control board (CCB).
▪ May be a corrective action, a preventive action, or a defect repair.

Enterprise Environmental Factors

(Previously Covered)

Organizational Process Assets

(Previously Covered)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 82 and 83.
Project Integration Management 131

Direct and Manage Project – Tools and Techniques

Tools and Techniques
Expert Judgment
(Previously Covered)

Project Management Information System

▪ Provides access to tools, such as a scheduling tool, a work authorization
system, a configuration management system, an information collection
and distribution system, or interfaces to other online automated systems.
Meetings
▪ Used to discuss and address pertinent topics of the project when directing
and managing project work.
▪ Each attendee should have a defined role to ensure appropriate
participation.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, P 83
Project Integration Management 132

Direct and Manage Project – Outputs

Output
Work Performance Data
▪ The raw observations and measurements identified during activities being
performed to carry out the project work.

Change Requests
▪ A formal proposal to modify any document, deliverable, or baseline.
▪ Can be direct or indirect, external or internal initiated and can be
mandated.

Project Management Plan Updates

▪ Elements that can be updated include but are not limited to:
- Scope management plan
- Requirements management plan
- Schedule management plan
Project Document Updates
▪ Documents that can be updated include:
- Requirements documentation
- Project logs
- Risk register
- Stakeholder register
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 85 and 86.
Project Integration Management 133

Manage Project Knowledge

Process of tracking, reviewing and reporting the progress to meet the performance
objectives defined in the project management plan.*

Tools and
Inputs Outputs
Techniques
Project Management Plan
Enterprise
Expert Judgment Environmental Factors
Projects documents
Knowledge Management
Lesion Learned
register
Deliverables Information
Management
Project Management
Enterprise Environmental
Inter personal Plan Updates
Factors
Meetings
Organizational Process
Organizational Process Assets Meetings Assets update

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 86.
Project Integration Management 134

Monitor and Control Project Work

Process of tracking, reviewing and reporting the progress to meet the performance
objectives defined in the project management plan.*
Key Benefit: Allows stakeholders to
understand the current state of the project,
the steps taken, and budget, schedule, and

Tools and scope forecasts.*

Inputs Outputs
Techniques
Project Management Plan Expert Judgment
Change Requests
Schedule Forecasts

Cost Forecasts Analytical Techniques Work Performance

Reports
Validated Changes
Work Performance Project Management Project Management
Information Information System Plan Updates
Enterprise Environmental
Factors Project Document
Organizational Process
Meetings Updates
Assets

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 86.
Project Integration Management 135

What Should You Know About Monitoring and

Controlling Projects?
▪ Control includes determining corrective or preventive actions or re-planning and
following up on action plans.

▪ The process focuses on:

- Maintaining accurate and timely information.
- Comparing actuals against plan.
- Forecasting cost and schedule.
- Assessing and reporting performance.
- Providing status to stakeholders.
- Providing status and progress reporting to program management (if applicable).
- Recommending changes.
- Updating the project management plan and project documents.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 88.
Project Integration Management 136

Monitor and Control Project Work - Inputs

Input
Project Management Plan
(Previously Covered)

Schedule Forecasts
▪ Derived from progress against the schedule baseline and computed time
estimate to complete (ETC).
▪ Expressed as schedule variance (SV) and schedule performance index
(SPI).

Cost Forecasts
▪ Derived from progress against the cost baseline and computed ETC.
▪ Expressed as cost variance (CV) and cost performance index (CPI).
▪ Estimate at completion (EAC) compared to the budget at completion
(BAC) to ensure project is within ranges or if a change request is required.
Validated Changes
▪ Approved changes from the Perform Integrated Change Control process
requires validation to ensure that the change was appropriately
implemented.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 88, 89 and 90.
Project Integration Management 137

Monitor and Control Project Work - Inputs

Input
Work Performance Information
▪ Work performance data collected from various controlling processes,
analyzed and integrated into useful information to support decision-
making.
Enterprise Environmental Factors
(Previously Covered)

Organizational Process Assets

(Previously Covered)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 90 and 91.
Project Integration Management 138

Monitor and Control Project Work – Tools and Techniques

Tools and Techniques

Expert Judgment
(Previously Covered)

Analytical Techniques
▪ Applied in project management to forecast potential outcomes based on
possible variations of project or environmental variables and their
relationships with other variables.

Project Management Information System

(Previously Covered)

Meetings
(Previously Covered)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 91 and 92.
Project Integration Management 139

Monitor and Control Project Work – Outputs

Output
Change Requests
(Previously Covered)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 92 and 93.
Project Integration Management 140

What Should You Know About Change Requests?

▪ Change requests are inputs to the following processes:

- For review:
 Perform Integrated Change Control

- When approved:
 Direct and Manage Project Work: to be implemented
 Quality Control: for inspection
 Control Procurements: to modify a contract

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013
Project Integration Management 141

Monitor and Control Project Work – Outputs

Output
Work Performance Reports
▪ Physical or electronic representation of work performance information
compiled in project documents, intended to generate decisions, actions,
or awareness.

Project Management Plan Updates

(Previously Covered)

Project Document Updates

▪ Documents that can be updated include:
- Schedule and cost forecasts
- Work performance reports
- Issue log

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 93 and pg. 94.
Project Integration Management 142

Perform Integrated Change Control

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.*

Tools and
Inputs Outputs
Techniques
Project Management Plan Expert Judgment Approved Change
Requests
Work Performance Reports Meetings
Change Log
Change Requests Change Control Tools
Project Management
Enterprise Environmental Plan Updates
Factors Key Benefit: Allows for documented changes
within the project to be considered in an
Organizational Process integrated fashion while reducing project risk.*
Project Document
Assets Updates

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 94.
Project Integration Management 143

What should you know about performing Integrated

Change Control?
▪ Activities Include:
- Knowing that a change will occur or has occurred.
- Documenting every requested change.
- Ensuring that every documented change is approved or rejected.
- Implementing only approved changes.
- Documenting and updating the impact of approved changes on scope, cost, budget,
schedule, quality and staffing.

▪ Configuration control is focused on specification of deliverables and processes while

change control focuses on identifying, documenting, and approving or rejecting changes
to deliverables.

▪ Configuration management activities included in this process are:

- Configuration identification
- Configuration status accounting
- Configuration verification and audit

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 96 and pg. 97.
Project Integration Management 144

Perform Integrated Change Control - Inputs

Input
Project Management Plan
(Previously Covered)

Work Performance Reports

(Previously Covered)

Change Requests
(Previously Covered)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 97.
Project Integration Management 145

Perform Integrated Change Control - Inputs

Input
Enterprise Environmental Factors
(Previously Covered)

Organizational Process Assets

▪ Elements that influence the perform integrated change control process
include:
- Change control procedures.
- Procedures for approving and issuing change authorizations.
- Process measurement database used to collect and make available
measurement data on processes and products.
- Project documents.
- Configuration management knowledge base containing versions and baselines
of all standards, policies, procedures.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 98.
Project Integration Management 146

Perform Integrated Change Control – Tools and Techniques

Tools and Techniques

Expert Judgment
(Previously Covered)

Meetings
(Previously Covered)

Change Control Tools

▪ Manual or automated tools used to facilitate configuration and change
management.
▪ Tools are used to manage the change requests and resulting decisions.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 98 and 99.
Project Integration Management 147

Perform Integrated Change Control – Outputs

Output
Approved Change Requests
▪ Change requests are processed according to the change control system by
the project manager, change control board, or by an assigned team
member.

Change Log
▪ Documents approved and rejected changes that occur during a project.

Project Management Plan Updates

(Previously Covered)

Project Document Updates

(Previously Covered)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 99 and 100.
Project Integration Management 148

Process Exam Tips

Process
Develop Project Charter
▪ There is a selection process for projects, and projects must support the
company’s strategic goals.
▪ There is a sound business case for every project.
▪ Assume organizations have information such as historical records and
lessons learned from previous projects and that the information is
available.
Develop Project Management Plan
▪ When confronted with a problem, the project manager first looks at the
plan.
▪ Management plans look to the future and there is a management plan
for all knowledge areas.
Monitor and Control
▪ If there is a question about significant deviations from a baseline, there
might be an answer related to risk management.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013
Project Integration Management 149

Perform Integrated Change Control Overview

Identify Analyze Document Approve

Anywhere Project Integration Management: Integrated Change

Control Process

Implement Verify Validate Accept

Project Integration Project Quality Project Scope Project Integration

Management : Management: Management: Management :
Direct and Manage Perform Quality Validate Scope Close Project or
Project Work Control Phase

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013
Project Integration Management 150

Close Project or Phase

The process of finalizing all activities across all of the Project Management Process
Groups to formally complete a project or phase.*

Tools and
Inputs Outputs
Techniques
Project Management Expert Judgment
Plan
Final Product, Service,
or Result Transition
Accepted Deliverables Analytical Techniques

Organizational Process
Assets Updates
Organizational Process Meetings
Assets
Key Benefit: Provides lessons learned, the
formal ending of project work, and the
release or organization resources to pursue
new endeavors.*
*Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –
Fifth Edition, Project Management Institute, Inc., 2013, pg. 100.
Project Integration Management 151

What Should You Know About Closing Projects or Phasing?

▪ The project is not done when the technical work is done.

- It must be formally closed with the following:
 Formal, final acceptance of the project (as a whole)
 Issuance of a final report
 Issuance of final lessons learned
 Archiving all project records

▪ Key benefits / actions include:

- Provides lessons learned
- Formal ending of project work
- Release of organizational resources
- Transfer to next phase or to operations
- Archive project information for future use

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 101.
Project Integration Management 152

Close Project or Phase - Inputs

Input
Project Management Plan
(Previously Covered)

Accepted Deliverables
▪ May include approved product specifications, delivery receipts, and work
performance documents.

Organizational Process Assets

(Previously Covered)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 102.
Project Integration Management 153

Close Project or Phase – Tools and Techniques

Tools and Techniques

Expert Judgment
(Previously Covered)

Analytical Techniques
(Previously Covered)

Meetings
(Previously Covered)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 102 and 103.
Project Integration Management 154

Close Project or Phase – Outputs

Output
Final Product, Service or Results Transition
▪ Transition of the final product, service or result that the project was
authorized to produce.

Organizational Process Assets Updates

(Previously Covered)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, pg. 103.
Project Integration Management 155

Project Integration Management PMI’isms

Project Integration Management PMI’isms

▪ No project starts without a charter.

▪ The project plan is not a bar chart but a series of management plans.

▪ Project cost and schedule cannot be finalized without completing risk management.

▪ The Project Management Plan is approved by all parties, is realistic, and everyone
believes it can be achieved.

▪ The project manager plans when and how to measure performance against the
performance measurement baseline, as documented in the Project Management
Plan.

▪ All changes to the Project Management Plan flow through the change management
process and integrated change control.

▪ Assume all projects have a change control board.

PMP ® Exam Prep , RMC Publications, Inc., Rita Mulcahy, Eighth Edition 201, pages 16-20.
Project Integration Management 156

Review

▪ What is Project Integration Management?

▪ Project Integration Management Processes

- Develop Project Charter
- Develop Project Management Plan
- Direct and Manage Project Work
- Monitor and Control Project Work
- Perform Integrated Change Control
- Close Project or Phase
Project Integration Management 157
Professional and Social Responsibility 158