Be «o Oe oe os. 4teare-- — s e ~ o o 2s _ a 7 .. x = >" . @ : ‘ fen Os Qa ~ = Eng./Ehab AlMaleh,PMP, PMI-RMP, PMOC @S @ € [email protected]What Is Project Integration Management? Project Integration Management ‘Identify, define, combine, unify, and coordinate the various processes and project management activities with the Project Management Process Groups + Effectively integrating the processes among the Project Management Process GroupsMonttoring ee ater tae a eee fe aud reer aS Drectand enone aT Develop 4.2 Develop Project, ControtProjec Wor Project Manage Project | SemkolProlecwore Charter Menscement Eat) Work Ghange Controty 52 CollectRequirements 5.5 Validate Scope 3.6 Control Scope 6.7 Contro! ‘Schedule 7.4 Control Costs S2Perform Quality 8.3 Control Quality Assurance quits Proje foo 9.1Plan Human Resource | 9% Develop Project Management Four St Manage Project Foam 70-4 Pian Communications | 10.2 Manage 70.3 Control Management Commanications | Communications 14-1 Plan Risk Management Tig idontiy Fa 113 Bentortncurattative Risk Paar 41.6 Contro! Riske 48.4 Bertorm Guanttative Risk Anatysis aM an Yak Recponecs 42.1 Plan Procurement 72.2 Conduct 72.3 Control aa Management Frocarements | Procuremems | © 73.3Manage | 13.4 Control S22 Phen Stafeahalder ‘Stakeholder ‘Stakeholder Management Engagement Engagement1. Develop Project Charter: The document that formally authorizes the existence of a project. 2. Develop Project management Plan All subsidiary plans to integrate them into a comprehensive project management plan. 3. Direct and manage Project Work: performing the work defined plans to achieve the proje objectives.4. Monitor and Control Project Work: The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. 5. Perform Integrated Change Control: Modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or reject 6. Close Project or Phase: Finalizing all activities across all the project manageme| process groups to formally complete the project or phaseA Project le, rOK EC, See aBusiness Case BUSINESS NEED + THE COST-BENEFIT ANALYSIS 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 VVVV VVProject statement of work (SOW ) The SOW is a narrative description of products or services to be delivered by the project. The SOW references the following: + Business need. + Product scope description. * Strategic plan.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 suecess critecia + Assigned project manager *High-level Requirements . *High-level Project Description f *High-level Risks «Summary Milestone Schedule “Summary _ Budget + Project approval requirements and who signs off project. + Name and authority of the sponsorproject management plan Integrates and consolidates all of the subsidiary management plans and baselines and includes but not limited to : ‘The life cycle selected for the project and the processes that will be applied to each phase “Results of the tailoring by the project management team as follow: OQ Project management processes selected by the project management team. QLevel of implementation of each selected process. QO Descriptions of the tools & techniques to be used for accomplishing those processes. Q How the selected processes will be used to manage the specific project, including th; dependencies and interactions among those processes, and the essential inputs & o >project management plan ............. Q How work will be executed to accomplish the project objectives. Q Achange management plan that documents haw changes will be monitored and controlled. OQ Aconfiguration management plan that documents how configuration management will be performed. Q How integrity of the performance measurement baselines will be maintained. Q Needs and techniques for communications among stakeholders. Q Key management reviews for content, extent, and timing to facilitate addressii open issues and pending decisions.cs isting people and skils Organizational culture and structure Performance reviews Polis around | Taining People Overtime policies Retention policies Poltcal imate Government or industry standards Infrastructure Existing communication channels ‘Any of Project management information systems ‘To what extent company an tolerate risks Commercial databases wo PERG Sarees. 00Organizational Process ic Formal And Informal Policies, Procedures, And Guidelines For Conducting Work Include But Not Limited To: * Organizational Policies Standard Guidelines. ational rganiz Se accets Templates. * Change Control Procedures. Risk Control Procedures. + Any Other Organizational Procedures. Historical Information About Previous Projects. + Any Lessons Learned Project Archives. CD RSonfiguration 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 to: «Identify and document the funetional and physical characte service, result, or component +Control any changes to such characteristies tics of a product, +Record and report the change and its implementation status -Support the audit of the products, services, results, or components to verify conformance to requirements «In most application areas, the configuration management system includes the Change Control Systemieee eco Collection of formal, documented procedures that define how project deliverables and documentation are controlled, changed and approved; specialized change control systems exist for: » Project Scope change control » Schedule change control > Cost change control Contract change control v Subset Of The Configuration Management System.Pico eco ROE tere Ls «Process of reviewing all change requests, approving changes and controlling changes to deliverables and organizational process assets. «The configuration management system with change control provides a standardized, effective, and efficient process to centrally manage changes with the project. Every documented requested change must be either accepted or rejected by some authority within the project management team or an external organization representing the initiator, sponsor, or customer. *May include a Change Control Board (CCB) which is responsible for approving or rejecting change requests. Change Control Board +Change Control Board (CCB) which is responsible for reviewing and approving or rejecting chan, requests +Chaired by the project manager (or designee) «Powers and responsibilities must be well defined Agreed upon and approved by key stakeholdersBefore push or ask the management for approval + Do you know if there’s another alternative? + Did you evaluate/investigate the eff pact of each of the options(on time and cost for example)? With Project Team + What's the best option? + Do you have the authority to change or go to CCB?Develop Project Charter Maier participants — Document that formally authorizes a project or a phase and docume initial requirements that satisfy stakeholders’ needs and expectatiat Project Statement Of Work Business Case 3. Agreements 4. EEF 1. Expert judgment OPA 2. Facilitation Techniques 1. Project Charter / dTask 1 Task 2 NEW Task 3 Task 4 Task 5 Task 6 Initiating -13% 8 Tasks (2,7,8 new) Perform project assessment based upon available information, lessons learned from previous projects, and meetings with relevant stakeholders in order to support the evaluation of the feasibility of new products or services within the given assumptions and/or constraints. Identify key deliverables based on the business requirements in order to manage customer expectations and direct the achievement of project goals. Perform stakeholder analysis using appropriate tools and techniques in order to align expectations and gain support for the project. Identify high level risks, assumptions, and constraints based on the current environment, organizational factors, historical data, and expert judgment, in order to propose an implementation strategy. Participate in the development of the project charter by compiling and analyzing gathered information in order to ensure project stakeholders are in agreement on its elements. Obtain project charter approval from the sponsor, in order to formalize the authority assigned to the project manager and gain commitment and acceptance for the project.DTT ETT i Task 7 NEW Task 8 NEW iting -— 13% 8 Tasks (2,7,8 new) Conduct benefit analysis with relevant stakeholders to validate project alignment with organizational strategy and expected business value. Inform stakeholders of the approved project charter to ensure common understanding of the key deliverables, milestones, and their roles and responsibilities. Knowledge and Skills: Analytical skills Benefit analysis techniques Elements of a project charter Estimation tools and techniques Strategic managementDevelop Project Management Plan + Process of documenting the actions necessary to define, prepare, integrate, and coordinate all Some subsidiary plans into a project management plan. a Scope + This process results in a project management plat that is Progressively Elaborated by updates and controlled and approved throu; perform Schedule Resource ND ia IccD Lat eC Plan =p | Sn ae WS 2 (1. Project Charter 2. Outputs from Other Processes Me Bed Outputs 1, Expert judgment 1. Project Management Plan 2. Facilitation Techniques.OO Be CU Cuca) Dee Naira Let SS i rTask 1 Task 2 Task 3 Task 4 Task 5. Planning - 24% 13 Tasks (No. 13 new) Review and assess detailed project requirements, constraints, and assumptions with stakeholders based on the project charter, lessons learned, and by using requirement gathering techniques in order to establish detailed project deliverables. Develop a scope management plan, based on the approved project scope and using scope management techniques, in order to define, maintain, and manage the scope of the project. Develop the cost management plan based on the project scope, schedule, resources, approved project charter and other information, using estimating techniques, in order to manage project costs. Develop the project schedule based on the approved project deliverables and milestones, scope, and resource management plans in order to manage timely completion of the project. Develop the human resource management plan by defining the roles and esponsibilities of the project team members in order to create a project organizational structure and provide guidance regarding how resources will be assigned and managed.yr Planning - 24% 13 Tasks (No. 13 new) Task 7 Task 8 Task 9 Task 10 Develop the communications management plan based on the project organizational structure and stakeholder requirements, in order to define and manage the flow of project information. Develop the procurement management plan based on the project scope, budget, and schedule, in order to ensure that the required project resources will be available. Develop the quality management plan and define the quality standards for the project and its products, based on the project scope, risks, and requirements ,in order to prevent the occurrence of defects and control the cost of quality. Develop the change management plan by defining how changes will be addressed and controlled in order to track and manage change. Plan for risk management by developing a risk management plan; identifying, analyzing, and prioritizing project risk; creating the risk register; and defining risk response strategies in order to manage uncertainty and opportunity throughout the project life cycle.Task 11 Task 12 Task 13 New Planning -— 24% 13 Tasks (No. 13 new) Present the project management plan to the relevant stakeholders according to applicable policies and procedures in order to obtain approval to proceed with project execution. Conduct kick-off meeting, communicating the start of the project, key milestones, and other relevant information in order to inform and engage stakeholders and gain commitment. Develop the stakeholder management plan by analyzing needs, interests, and potential impact in order to effectively manage stakeholders’ expectations and engage them in project decisions.To Achieve The Project's ObjectivesOPA a Project Management Plan Approved Change Requests EEF Outputs Expert Judgment \\ | 1.Deliverables aigpioject Management e Work Performance Data Information Change Request System(PMIS) 4. Project Management Plan Updates 3. Meetings 5. Project Document UpdatesEnterprise/ OrganizationExecuting— 31% 7 Tasks (No. 6,7 new) Task 1 Task 2 Task 3 Task 4 Task 5 Acquire and manage project resources by following the human resource and procurement management plans in order to meet project requirements. Manage task execution based on the project management plan by leading and developing the project team in order to achieve project deliverables Implement the quality management plan using the appropriate tools and techniques in order to ensure that work is performed in accordance with required quality standards. Implement approved changes and corrective actions by following the change management plan in order to meet project requirements. Implement approved actions by following the risk management plan in order to minimize the impact of the risks and take advantage of opportunities on the project.eT) Uy Executing - 31% 7 Tasks (No. 6,7 new) Manage the flow of information by following the communications Task 6 planin order to keep stakeholders engaged and informed. NEW Maintain stakeholder relationships by following the stakeholder Task 7 management plan in order to receive continued support and manage NEW expectations.Monitor and Control Project Work The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan.Monitor and Control Project Work “s, 1. Project Management Plan 2. Schedule Forecasts 3. Cost Forecasts 4. Validated Changes 5. Work Performance Information 6. EEF, 7. OPA. om 1. Change Request Expert Judgment 2. Analytical Techniques 2. Project Performance Reports 3. Project Management Plan Updates Project Document Updates Project Management Information System MeetingsMonitor and Control Project Work Data Flow Diagram project team comtarSSeonea, Fee Po The process of reviewing all change requests, approving changes and managing changes to the deliverables, organizational process asset: project documents and the management plan.Project Management Plan Work Performance Reports Requested Changes EEF . OPA Expert Judgment . Change Control Meetings . Change Control Tools Approved Change Requests Change Log Project Management Plan “Updates” Project Documents UpdateeC ei eta Pye ituPITT Task 4 Task 5 Monitoring and Controlling— 25% 7 Tasks (No. 6,7 new) Measure project performance using appropriate tools and techniques in order to identify and quantify any variances and corrective actions. Manage changes to the project by following the change management plan in order to ensure that project goals remain aligned with business needs. Verify that project deliverables conform to the quality standards established in the quality management plan by using appropriate tools and techniques to meet project requirements and business needs. Monitor and assess risk by determining whether exposure has changed and evaluating the effectiveness of response strategies in order to manage the impact of risks and opportunities on the project. Review the issue log, update if necessary, and determine corrective actions by using appropriate tools and techniques in order to minimize the impact on the project.err) Iv Monitoring and Controlling - 25% 7 Tasks (No. 6,7 new) Capture, analyze, and manage lessons learned, using lessons learned Task 6 F , a ; management techniques in order to enable continuous improvement. NEW Monitor procurement activities according to the procurement plan in oie order to verify compliance with project objectives. NEW‘The process of finalizing all activities aerc s all of the project management process groups to formally complete the project or phase.Close Project or phase «Project Management Plan 2. Accepted Deliverables 3. Organizational Process Assets 1. Expert Judgment 2. Analytical Techniques 1. Final Product, Service or Result Transition 2. OPA UpdatesClose Project or Phase Data Flow Diagram + primes, Project Integration Management ia Develop Project ‘Management Plan customer(60S ee be ELC Task 1 Task 2 Task 3 Task 4 Task 5 Obtain final acceptance of the project deliverables from relevant stakeholders in order to confirm that project scope and deliverables were achieved. Transfer the ownership of deliverables to the assigned stakeholders in accordance with the project plan in order to facilitate project closure. Obtain financial, legal, and administrative closure using generally accepted practices and policies in order to communicate formal project closure and ensure transfer of liability. Prepare and share the final project report according to the communications management plan in order to document and convey project performance and assist in project evaluation. Collate lessons learned that were documented throughout the project and conduct a comprehensive project review in order to update the organization's knowledge base.TTT Ti Vv Closing—7% 7 Tasks Archive project documents and materials using generally accepted practices Task 6 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 Task 7 techniques and based on the stakeholder management plan in order to evaluate their satisfaction.oa Questions a |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.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 seope 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 ) Youare assigned as the project manager in the middle of the project. The projectis withinthe baselines, but the customer is not happy with the performance of the project. Whatis 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.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) Achange control system should be created: A) As needed on the project. B ) By management. C) Asa formal document procedure. D ) by the team.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.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.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11-When it come to changes, the project manager’s attention is BEST given to: A. Making changes. B. Tracking and recording changes. C. Informing the sponsor of changes. D. Preventing unnecessary changes.12-The need for. is one of the driving forces for communication in a project. A. Optimization. B. Integrity. C. Integration. D. Differentiation.13-The need for. is one of the driving forces for communication in a project. A. Complete the lessons learned. B. Provide the customer with all documentation. C. Update the archives. D. Released the teamProfessional and Social Responsibility PMBOK® GuideNo reference) vThis knowledge accounts for many of the PMP 200 questions v No PMBOK® Guide coverage v General types of questions: v Legal, ethical behavior v PMI® Code of Ethics ¥ Cross-cultural projectsProfessional & Social Responsibility ° Understand the situation first e Remember: ° Be ethical ° Be honest ° Be responsible ° Be fair ° Be respectfulGeneral Principles and Guidelines ¥ Do the right thing! v Behave in an honest, open manner ¥ Solve problems, do not hide them v Do not violate local laws ¥Do not accept bribes or favors Y Disclose potential conflicts of interestGeneral Principles and Guidelines v Keep people informed ¥ Do not change standards or requirements after the fact v Attempt to resolve problems at the level they occur, i.e. do not immediately escalate! v Make accurate, honest reports v Make decisions on the basis of facts; not hearsay, assumptions, or opinionsThank you