3/12/2017

Project Integration Management

Mohamed Seleam, PMP, PMI-RMP, PMI-SP

Project
Integration
Management

•includes the processes

and activities needed to
identify, define, combine,
unify, and coordinate the
various processes and
project management
activities with the Project
Management Process
Groups

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Business case
 This document
provides the necessary
information from a
business standpoint to
determine whether or
not the project is worth
the required
investment.

 Market demand
 Organizational need
 Customer request
 Technological
advance
 Legal requirement
 Social need

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Project statement of work ( SOW )

The SOW is a narrative

description of
products or services
to be delivered by the
project.

Project charter
 The project charter documents the
business needs, current
understanding of the customer’s
needs and the new product,
service, or result that it is intended
to satisfy, such as :

 Project purpose or
justification
 Measurable project objectives
and related success criteria
 High-level requirements
 High-level project description
 High-level risks
 Summary milestone schedule
 Summary budget
 Project approval
requirements
 Assigned project manager
 Name and authority of the
sponsor

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project management plan

The project
management
plan integrates
and
consolidates all
of the
subsidiary
management
plans and
baselines from
the planning
processes

Enterprise Environmental Factors

•Organizational
culture and structure

•Governmental or
industry standards

•Infrastructure

•Stakeholder risk
tolerances

•Project management
information systems

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Organizational Process Assets

Organizational Process Assets Could be
grouped into two categories:

•Organization's processes and procedures

for conducting work

•Organizational corporate knowledge

base for storing and retrieving
information

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Configuration Management System

A subsystem of the overall
project management system;
it is a collection of formal
documented procedures
used to apply technical and
administrative direction

•It includes the

documentation, tracking
systems, and defined
approval levels necessary
for authorizing and
controlling changes

•In most application areas,

the configuration
management system
includes the Change Control
System

Change Control System

Collection of formal,
documented procedures that
define how project
deliverables and
documentation are controlled,
changed and approved;

Subset of the configuration

management system

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Perform Integrated Change Control

Before push or ask the
management for approval
• Do you know if there’s another
alternative?
• Did you evaluate/investigate
the impact of each of the
options(on time and cost for
example)?
• What’s the best option?
• Do you have the authority to
change or do you have to go
to CCB?
Change Control Board

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Develop Project Charter

inputs Tools & techniques outputs
1. Project Statement of 1. Expert judgment 1. Project Charter
Work
2. Facilitation Techniques
2. Business Case

3. Agreements

4. Enterprise Environmental
Factors

5. Organizational Process
Assets

Develop Project Management Plan

inputs Tools & techniques outputs
1. Project Charter 1. Expert judgment 1. Project Management
Plan
2. Outputs from Other 2. Facilitation Techniques
Processes

3. Enterprise Environmental
Factors

4. Organizational Process
Assets

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Direct and Manage Project Work

inputs Tools & techniques outputs
1. Project Management Plan 1. Expert Judgment 1. Deliverables
2. Work Performance
2. Project management
2. Approved Change information system Data
Requests 3. Change Request
3. Meetings 4. Project
3. Enterprise Environmental Management Plan
Factors Updates
5. Project Document
4. Organizational Process Updates
Assets

Monitor and Control Project Work

inputs Tools & techniques outputs
1. Project Management Plan 1. Expert Judgment 1. Change Request
2. Schedule Forecasts 2. Project
2. Analytical Techniques
3. Cost Forecasts Performance
4. Validated Changes 3. Project Management Reports
5. Work Performance Information System 3. Project
Information Management Plan
4. Meetings
6. Enterprise Environmental Updates
Factors 4. Project Document
7. Organizational Process Updates
Assets

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Perform Integrated Change Control

inputs Tools & techniques outputs
1. Project Management Plan 1. Expert Judgment 1. Approved Change
2. Work Performance Requests
2. Change Control Meetings
Reports
3. Requested Changes 3. Change Control Tools 2. Change Log
4. Enterprise Environmental
Factors 3. Project
5. Organizational Process Management Plan
Assets “Updates”

4. Project Documents
Update

Close Project or phase

inputs Tools & techniques outputs
1. Project Management 1. Expert Judgment 1. Final Product,
Plan Service or Result
2. Analytical Techniques
Transition
2. Accepted Deliverables 3. Meetings
2. Organizational
3. Organizational Process process Assets
Assets “Updates

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Questions

1) Many more changes were made to the project during

the project executing processes than had been expected.
What is the BEST thing for the project manager to do
now?

a ) Wait until all changes known, print out a new schedule, and
revise the baseline.

B ) Make changes as needed, but maintain a schedule baseline.

C ) Make only the changes approved by management.

D ) Talk to management before any changes are made.

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2 ) Which of the following BEST describes what a

project charter may be used for when the work is
being completed?

A ) To make sure all the team members are rewarded.

B ) To help determine if a scope change should be approved.

C ) To assess the effectiveness of the change control system.

D ) To make sure that all the documentation on the project is

completed.

3 ) You are assigned as the project manager in the

middle of the project. The project is within the
baselines, but the customer is not happy with the
performance of the project. What is the FRIST thing you
should do?

A ) Discuss it with the project team.

B ) recalculate baselines.

C ) renegotiate the contract.

D ) Meet with the customer.

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4 ) What is the BEST technique to ensure the

project work is really complete?

A ) Final performance reporting.

B ) procurement audits.

C ) Archive records.

D ) Formal acceptance.

5 ) A change control system should be created:

A ) As needed on the project.

B ) By management.

C ) As a formal document procedure.

D ) by the team.

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6 ) During what part of the project management process

is MOST of the project’s budget expended?

A ) Project planning.

B ) project executing.

C ) project monitoring and controlling.

D ) project closing.

7 ) An activity needs more time because an identified risk

has occurred. The project manager determines that there
is enough reserve to accommodate the change. Who
needs to approve the change?

A ) Management.

B ) Project manager.

C ) Team member.

D ) Functional manager.

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8 ) What describes the process of creating a coherent,

consistent document that can be used to guide all the
work in both project executing and project monitoring
and controlling?

A ) Risk management.

B ) Develop project management plan.

C ) Develop project charter.

D ) Plan quality.

9 ) The six-month project has 300 work packages and a

U.S. $600000 budget. Three months into the project, 150
work packages are completed and U.S. $300000 has been
spent. Which of the following is CORRECT?

A ) The project is on time and on budget.

B ) The project manager should reevaluate cost performance but

not worry about time.

C ) The project needs 50 more work packages to be completed to

be on time.

D ) There is not enough information.

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10 ) The role of the project manager relating to

integration is MOST appropriately described as :

A ) Ensuring that the various project elements are properly

coordinated.

B ) Ensuring that the team members work together.

C ) Ensuring that the stakeholders’ role is integrated with the rest

of the team.

D ) Ensuring that the management’s role is integrated into the

everyday working of the project.

Professional and Social Responsibility

(PMBOK® Guide No reference)

This knowledge accounts for many of the PMP 200

questions

No PMBOK® Guide coverage

General types of questions:

Legal, ethical behavior

PMI® Code of Ethics

Cross-cultural projects

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General Principles and Guidelines

Do the right thing!

Behave in an honest, open manner

Solve problems, do not hide them

Do not violate local laws

Do not accept bribes or favors

Disclose potential conflicts of interest

General Principles and Guidelines

Keep people informed

Do not change standards or requirements after the fact

Attempt to resolve problems at the level they occur, i.e.

do not immediately escalate!

Make accurate, honest reports

Make decisions on the basis of facts; not hearsay,

assumptions, or opinions

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Thank you

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