Professional Development Unit

PMP Exam Prep Course

Session 8-9

Project Integration Management

 Contents
1.Overview

2. Integration Management Processes

3. Develop Project Charter

4. Project Management Plan

 Case Study
Case Study
Case Study
 Project Case
• A group of school teachers in Minnesota, USA want to take a vacation.
• A tour of Asia and Europe, starting with Mumbai, India, and ending up in
Paris, France.
Project Case

• The client wants a minimum budget offer.

Note: the major part of the travel expenses is ticket prices.

 Question

How would you offer them a good deal for this trip?
Question

- Minimize the travel budget

 Case Study
Case Study
Case Study
Case Study
 Question

How do You Evaluate Performance of the Project

Question

Manager?
 Question

Can you describe it in terms of project management

Question

principles?
 PM’s Performance Evaluation

• He didn’t consider the relation of project constraints.

PM Performance Evaluation

• Schedule change decreased the cost, but increased the risk.

Scope
• Any change in one constraint of the project will
affect other constraints.
• This is why you apply integration management…
• …to align all the project constraints with project goals.
Resources
 Integration Management
• Includes the processes and activities needed to identify, define, combine, unify and
coordinate the various processes and project management activities
• Primary role of Project Manager is Project integration management. This role
cannot be delegated.
Overview

• Changes made to one area, changes have to be made in other areas of the project.

o For Example: If you change scope, it may affect cost, quality, time, resource, risk
etc. So, its important for PM to coordinate it for the rest of knowledge area.
 Question

What measures should you take to integrate project

Question

activities?

- Integration management processes

Integration Mgt. Steps in a Project
Integration Mgt. Steps
 Overview
Integration Management Processes

Direct and Manage Monitor and

Project Work control Project Close Project or Phase

4 Work
Develop Project Charter
2 7
3
Manage Project
1 Develop Project Management
Knowledge 5
Plan 6
Perform Integrated change
control
 Exercise
Exercise

Identify Integration Processes

 1. Develop Project Charter
Develop Project Charter

• The first thing that’s done on a new project .

• It is the document that authorizes you to do your work.
• You are not always involved in making it.
• Oftentimes it’s handed to you by the sponsor.
• The sponsor is the person who pays for the project.
 What is a Project Charter?
Develop Project Charter

The Project Charter …

• … is the official document that authorizes a project and contains higher

level of information.

• … is the official document giving the project manager the authority to expend
organizational to achieve project objectives

• … establishes a partnership between the performing and requesting

organizations
Project Charter
 Discussion Question
Discussion Question

Describe
what should each part of a project charter discuss?
 Develop Project Charter

What do we need to develop the charter?

Inputs

-Inputs
 Develop Project Charter
Tools and Techniques

Which tools and techniques should we use?

 Develop Project Charter
Tools and Techniques

Expert Judgment

Data Gathering

Meetings
 Expert Judgement
• You will need support of experts in different areas through out the project.
Expert Judgement

• It can be a consultant, a team member, industry experts who have the

knowledge and experience.
• Also called Subject Matter Expert.
• It relies on people using their past experiences to make decisions.
 Data Gathering Techniques
Date Gathering Techniques

• Data gathering techniques involve meetings and sessions that use hard data to
reach an agreement on major project decisions.
• You can use different methods to gather data for example:
• Interview
• Survey and Questionnaire
• Focus Group
• Checklist and etc.
 Exercise
Expert Judgement and Data Gathering

Expert Judgement Vs. Data Gathering Technique

 Develop Project Charter
Outputs

What will you have at the end of this process?

 Develop Project Charter
Outputs

Project Charter Assumption Log

 Develop Project Charter
Develop Project Charter

Inputs Tools & Techniques Output

1. Business Documents 1. Expert Judgement 1. Project charter

• Business Case 2. Data Gathering 2. Assumption log
• Benefits Management Plan • Brainstorming
2. Agreements • Focus Groups
3. Enterprise Environmental • Interviews
Factors 3. Interpersonal and team skills
4. Organizational Process Assets • Conflict Management
Facilitation
• Meeting Management
4. Meetings
 Business Documents
Business Documents

What is business document?

Its importance?
 Business Documents
• These are important for the organization to decide about its project.
Business Documents

• Business case and benefits management plans are the two business
documents used in the initiation phase.
• They help sponsor to decide whether to start the project or not.
• They evaluate the value of the project to the business.
• Will the project help the organization achieve a strategic objective e.g. increase
profit, decrease cost, or etc?
 Business Case
• Business case provides the justification to whether initiate the project or not.
• It analyzes the project from the perspective of the strategic goals of the
Business Case

organization.
• It tells everyone why the company should do the project. It’s an input to
building the project charter
 Benefits Management Plan
•
Benefits Management Plan

The benefits management plan tells everyone exactly when and how the
benefits of the project will be delivered.
• It describes the financial and non-financial gains from the project
 Discussion Question
Discussion Question

What is included
in a business case and benefits management plan?
 Question

What is Assumption?
Question

Why should we consider them in the project?

 Assumption
• An assumption is any project factor that is considered to be true, real, or certain
without proof or demonstration.
•
Assumption

These are what the project team, manager or stakeholders think of the project.
• For example assumption about weather, team skills, funding, security and etc.
• It's important to note that every project assumption poses a potential risk.
• PM and the project team should record all assumptions before the planning starts.

• All project decisions are made based on some assumptions.

 Assumption Log
Assumption Log
 What is a Project Management Plan
Project Management Plan

What is Project Management Plan?

Definition
Components
Characteristics
 Project Management Plan
• It guides everything that happens in the project. It spans all of the knowledge
Develop PM Plan

areas.
• It contains 18 components that includes plans for all management areas,
project baselines, and a few additional plans.
• It is the most important document in the entire PMBOK® Guide.
 2. Develop Project Management Plan
• Develop Project Management Plan is the process of defining, preparing, and coordinating all
Project Management Plan

plan components and consolidating them into an integrated project management plan.

• After baselining, it may only be changed through the Perform Integrated Change Control
Process in waterfall projects, although you can regularly update the PM Plan in Agile
projects.

• Progress Elaboration: Iterative process of increasing the level of detail in the project
management plan as more information and estimations are available. E.g. Research paper.
 Factors Leading to Planning Phase
Project Management Plan
 Develop Project Management Plan
Develop Project Management

Can you describe

the process of developing project management plan?
Plan

• What do we need?
• Which tools to use?
• What will be the outcome?
 Develop Project Management Plan
Develop Project Management

Inputs Tools & Techniques Output

1. Project Charter 1. Expert Judgement 1. Project Management plan
2. Output from other processes 2. Data Gathering
3. Enterprise Environmental • Brainstorming
• Checklist
Plan

Factors
4. Organizational Process Assets • Focus Groups
• Interviews
3. Interpersonal and team skills
• Conflict Management Facilitation
• Meeting Management
4. Meetings
 Project Management Plan Project Documents

Output 1. Scope Management Plan

2. Requirements Mgmt. Plan
1. Activity Attributes
2. Activity list
19. Quality control
measurements

3. Intgr. Mgmt. Plan 3. Assumption log 20. Quality metrics

Develop Project Management Plan

• Project Management Plan is one 4. Schedule Mgmt. Plan 4. Basis of estimates 21. Quality report
of the primary documents to 5. Cost Mgmt. Plan 5. Change log 22. Requirements
manage the project. Documentation
6. Resource Mgmt. Plan 6. Cost forecasts
7. Communication Mgmt. Plan 7. Cost Estimates 23. Requirement
• Other Project documents not 8. Risk Mgmt. Plan 8. Duration Estimates
Traceability Matrix
part of the project management 9. Procurement Mgmt. Plan 9. Issue log 24. Resource Breakdown
plan but used to effectively 10. Stakeholder Mgmt. Plan 10. Lesson learn Reg.
Structure
manage the project. 11. Change Mgmt. Plan 11. Milestone list 25. Resource Calendar
12. Configuration Mgmt. Plan 12. Physical Resource Assign. 26. Resource Req.
13. Scope baseline 13. Project Calendars 27. Risk register
14. Schedule baseline 14. Project Communication 28. Risk Report
15. Cost baseline 15. Project Schedule 30. Schedule forecast
16. Performance 16. Project Schedule 31. Test & Evaluation
Measurement Baseline Network diagram Doc
17. Project life cycle 17. Project Scope Statement 32. Schedule data
18. Development Approach 18. Project Team assignment 33. Stakeholder Register
 Question
Question

What is the difference between PM Plan and

project document?
 Exercise
Exercise

Subsidiary Plans Description

 Project Management Plan Components
• Each PM’s subsidiary plan describe the methods
PM Plan Components

and procedures for planning, executing and

monitoring of a specific area in the project.
• For example the schedule management plan
describes which methods you will use to
estimate duration of activities, who to involve,
how to develop the schedule, how to control it
and etc.
• It does not include project’s technical
information, such as the start and end dates, and
duration of activities.
 Exercise
Exercise

Identify Subsidiary Plans

 Question
Question

What to do next when you developed

the PM plan?
 3. Direct and Manage Project Work
Direct and Manage Project Work

• After you’re done planning, it’s time to do the work.

• Your job is to make sure that everybody is doing what they should be doing.
• It’s where all of the planning you’ll do in all of the other knowledge areas come
together so that you can actually make stuff.
• It’s the day-to-day work that you help your team do, and make sure gets done.
 Direct and Manage Project Work
Direct and Manage Project Work

Can you describe

the process of direct and manage the project work?

• What do we need?
• Which tools to use?
• What will be the outcome?
 Direct and Manage Project Work
Direct and Manage Project Work

Inputs Tools & Techniques Output

1. Project Management Plan
1. Expert Judgement 1. Deliverables
• Any Component 2. Project Management Information 2. Work Performance Data
2. Project Documents 3. Issue log
System (PMIS)
• Change log
3. Meetings 4. Change Requests
• Lesson learned register
5. Project Management plan updates
• Milestone list
• Any Component
• Project communication
2. Project Documents updates
• Project Schedule • Activity log
• Requirement Traceability Matrix • Assumption log
• Risk register • Lesson learned register
• Risk Report • Requirement Documentation
3. Approved Changed Request
• Risk Register
4. Enterprise Environmental
• Stakeholder Register
factors
7. Organizational Process Assets
5. Organizational Process Assets update
 Factors Lead to Execution Phase
Direct and Manage Project Work
 Direct and Manage Project Work
Direct and Manage Project Work
Direct and Manage Project Work
 Question
Question

Data analysis
Technique
What is Deliverable?

Data Representation
Technique
 Deliverables

Deliverable: Any unique & verifiable product, result or capability to perform that is
required to be produced to complete process, phase or project

Verified Deliverable: Completed deliverables that have been checked and

confirmed for correctness through the control quality process

Accepted/Validated Deliverable: Products, results, or capabilities produced by

project & validated by the project customer or sponsor as meeting their specific
acceptance criteria.
 Initiating Planning

Deliverables
Direct and Control quality
Manage project
work
Executing
Verified
Final Product, Service or Deliverables
result

Validate Scope

Closing Close project or Accepted/Validated

Deliverables
Phase
 Work Performance Data
Integration Management Processes

Data Gathering Used to collect data and information from variety of sources. E.g
Techniques Brainstorming

Data analysis Used to organize assess and evaluate data and information. E.g. Monte
Technique Carlos Analysis

Data Representation Graphic representation or other methods used to convey data and
Technique information E.g. Mind Mapping
 Question
Question

Data analysis What is the difference between

Technique
data and deliverable?
Data Representation
Technique
 Exercise
Exercise

Identify Deliverable, Data, Defect and Change

Data analysis
Technique

Data Representation
Technique
 Discussion Question
Discussion Question

What are your responsibilities

for managing knowledge/information in a project?
 4. Manage Project Knowledge
•
Manage Project Knowledge

This process is all about building on the knowledge of your team.

• You should help to make sure that the new discoveries are understood throughout your
project/organization.
• Also share what your team already know on project tasks.
• Sharing information doesn’t always happen through documents.

• Your responsibility as a PM is to create an environment of trust, so everyone can openly

share their success and failure.
 What is Manage Project Knowledge
Manage Project Knowledge

More….

• the process of using existing knowledge and creating new knowledge to achieve the
project’s objectives and contribute to organizational learning.

• The key activities are knowledge sharing and knowledge integration.

• From an organizational perspective, knowledge management is about making sure the

skills, experience, and expertise of the project team and other stakeholders are used
before, during, and after the project.
 Question
Question

How many types of knowledge are there

in the project?
 Manage Project Knowledge
Manage Project Knowledge

There are two types of knowledge:

• Explicit Knowledge; that is written down in documents, files, data and etc.

• Tacit Knowledge; that is in people’s heads or embedded in the company’s

culture.
 Manage Project Knowledge
Manage Project Knowledge

How can you manage

these two types of knowledge in the your project?
 Knowledge Management: Information Management:
Connect people to: Used to create and connect people
• Create new knowledge to information
• Share tacit knowledge Effective for sharing:
• Integrate the knowledge of • Simple
diverse team members • Unambiguous
• Codified explicit knowledge
Examples:
Examples:
• Networking
• Communities of practice • Methods for codifying explicit
knowledge
• Storytelling
• Lesson learned register
• Library service
• PMIS
 Manage Project Knowledge
Manage Project Knowledge

Can you describe

The process of managing knowledge in the project?

• What do we need?
• Which tools to use?
• What will be the outcome?
Manage Project Knowledge
 Manage Project Knowledge
Manage Project Knowledge

Inputs Tools & Techniques Output

1. Project Management Plan
1. Expert Judgement 1. Lessons Learned Register
• All Component
2. Knowledge Management 2. Project Management plan updates
2. Project Documents
3. Information Management • Any Component
• Lesson learned register
4. Interpersonal and Team Skills 3. Organizational Process Assets
• Project Team Assignment
• Active Listening updates
• Resource Breakdown Structure
• Facilitation
• Source Selection Criteria
• Leadership
• Stakeholder Register
• Networking
3. Deliverables
• Political Awareness
4. Enterprise Environmental
factors
5. Organizational Process Assets
 Discussion Question
Discussion Question

Will your project

100% go according to the plan?
 Things Can Go Wrong
Things Can Go Wrong
 Monitoring and Controlling can Help You
Monitoring and Controlling
Monitor and Control the Project Work
 5. Monitor and Control Project Work
Monitor and Control Project Work

• Constantly monitor every single thing that goes on in the project.

• The later you find a problem, the harder and more expensive it usually is to fix.
• Whenever you find a problem, you should first evaluate its impact on the
constraints of the project.
• Then you work with your team on actions to be taken, and share it with the
Change Control Board (CCB).
 What is Monitor and Control Project Work
• More……
Monitor and Control Project

• It is the process of tracking, reviewing, and reporting the overall progress to meet the
performance objectives defined in the project management plan.

• Monitoring includes collecting, measuring, and assessing measurements and trends

Work

to effect process improvements.

• Planned Vs Actuals
 Discussion Question
Discussion Question

What can be the outcome

of monitoring and controlling activities in a project?
 Monitor and Control Project Work
Monitor and Control Project

There are three types of action you will take as the result of monitoring the project:

• Preventive Action; preventive action is an intentional activity that ensures the

future performance of the project work is aligned with the project
management plan.
Work

• Corrective Action; corrective action is an intentional activity that realigns the

performance of the project work with the project management plan.

• Defect Repair; a defect repair is an intentional activity to modify a

nonconforming product/outcome. It is about fixing a problem.
 Exercise

Differentiate
Exercise

between preventive action and corrective action

 What is Monitor and Control Project Work
Monitor and Control Project

Can you describe

the process of monitoring and controlling project work?
Work

• What do we need?
• Which tools to use?
• What will be the outcome?
8
 Monitor and Control Project Work
Inputs Tools & Techniques Output
Monitor and Control Project

1. Project Management Plan 1. Expert Judgement 1. Work Performance Report

• All Component 2. Data Analysis 2. Change Requests
2. Project Documents • Alternative Analysis 3. Project Management plan updates
• Assignment log • Cost benefit Analysis • Any Component
• Basis of Estimates • Earned Value Analysis 4. Project Documents updates
• Cost forecasts • Root Cause Analysis • Cost forecasts
• Issue logs • Trend Analysis • Issue log
Work

• Lesson learned register • Variance Analysis • Lessons learned register

• Milestone List 3. Decision Making • Risk register
• Quality reports 4. Meeting • Schedule forecasts
• Risk Register
• Risk Report
• Schedule forecasts
3. Work performance data
4. Agreements
5. Enterprise Environmental
factors
6. Organizational Process Assets
 Validate
scope
Initiating Project charter &
process Stakeholder
register Control Control Monitor and
group Work
Scope schedule
Performance Control project
Information work
Planning
process Control
group Costs
Control Work
quality Performance
Project Management plan Work
Project Documents performance Report
Data
Control
Direct & Control
Resource
manage Procurem Manage
ents Monitor
project work Risks Communication
Monitor
Communic
Monitor SH
ation
Deliverables engagement
 Professional Development Unit

PMP Exam Prep Course

Session 9

Project Integration Management

Continue…
 Contents
1. Perform Integrated Change Control

2. Managing Changes in Agile Projects

3. Close Project/Phase
 Question
Question

Your client wants to add additional requirements during

the execution phase.
How should you deal with it?
 5. Perform Integrated Change Control
Perform Integrated Change Control

• Once you catch problems/additional requests, this is where you figure out how
to fix/handle them.
• Work with your stakeholders and sponsors on an agreed procedure about how
to deal with those problems/additions to the project.
• Update the Project Management plan to reflect any extra steps you’ll need to
take to complete the project.
 What is Perform Integrated Change Control
More…..
• … the process of reviewing all change requests, approving changes and managing changes to
Perform Integrated Change

deliverables, project documents, and project management plan, and communicating the
decisions to project stakeholders

• Change control begins when project starts and goes through project closure. It is the project
Control

manager responsibility to see the whole processes

• Once baseline are established, it should be formally controlled by perform integrated change
control process or board. Any changes needs to be written out and enter into change/
configuration management system

• Disposition change requests: Approved, Deferred, Rejected – Project Manager or Sponsor as

identified in project management plan.
 What is Perform Integrated Change Control
Perform Integrated Change

Can you come up with a procedure for managing

Control

changes in a waterfall project?

Perform Integrated Change
Control
Perform Integrated Change
Control
Perform Integrated Change
Control
 What is Perform Integrated Change Control
Perform Integrated Change

Can you describe

the process of performing integrated change control?
Control

• What do we need?
• Which tools to use?
• What will be the outcome?
 Perform Integrated Change
Control

26
 Perform Integrated Change Control
Perform Integrated Change

Inputs Tools & Techniques Output

1. Project Management Plan 1. Expert Judgement 1. Approved Change Request
• Change Management Plan 2. Change Control Tools 2. Project Management plan updates
• Configuration Management Plan 3. Data Analysis • Any Component
• Scope Baseline • Alternative Analysis 3. Project Documents updates
Control

• Schedule Baseline • Cost benefit Analysis • Change log

• Cost Baseline 3. Decision Making
2. Project Documents • Voting
• Basis of Estimates • Autocratic decision making
• Requirement Traceability Matrix • Multi criteria decision analysis
• Risk Report 4. Meeting
3. Work performance reports
4. Change Requests
5. Enterprise Environmental
factors
6. Organizational Process Assets
 Question
Question

How to deal with changes in Agile Projects?

 Managing Changes in Agile Projects
• Change is a normal process in Agile projects.
• A formal change control board will delay project activities, thus
Agile Projects

not needed in Agile projects.

• Product owner (sponsor) has the authority to add new
requirements and prioritize them.
• Still, if a change is out of the project benefits limit it should go
through a steering committee.
 7. Close Project or Phase
Close Project or Phase

What should you do

in the closing phase of a project?
 7. Close Project or Phase
• The last thing you do on the project is close it out.
Close Project or Phase

• Document everything…especially the lessons you and your team have learned.
• Transfer every validated deliverable to the client
• Get the final approval of the client about the closure of the project
 What is Close Project or Phase
More….
Close Project or Phase

• … the process of finalizing all activities for the project, phase, or contract.

• When closing the project, the project manager reviews the project management
plan to ensure that all project work is completed and that the project has met its
Objectives.
 Close Project or Phase
Close Project or Phase

Can you describe

the process of closing a project or phase?

• What do we need?
• Which tools to use?
• What will be the outcome?
 Close Project or Phase
Inputs Tools & Techniques Output
Close Project or Phase

1. Project Charter
1. Expert Judgement 1. Project document updates
2. Project Management Plan
• All components 2. Data Analysis • Lesson learned register
3. Project Documents • Document Analysis 2. Final Product, service or result
• Assumption log • Regression Analysis transition
• Basis of Estimates • Trend Analysis 3. Final Report
• Change log • Variance Analysis 4. Organization Process assets
• Issue log updates
3. Meeting
• Lesson learned register
• Milestone list
• Project Communication
• Quality Control Measurements
• Quality Reports
• Requirements Documentation
• Risk Register
• Risk Report
4. Accepted Deliverables
5. Business Documents
• Business Case
• Benefits Management Plan
6. Agreements
7. Procurement Documentation
8. Organizational Process Assets
 Project Practices in Integration Management
Automated Tools:
Integration Management Processes

• Project Management Information System (PMIS)

collects and Analyzes Information
(Manual/ Electronic)

Visual Management Tools:

• Information displayed to the team to convey
state of the project

War Rooms:
• Where project team can hang project
documents.
 Integration Mgt. Helps You Succeed
Integration Mgt. Conclusion
 Exercise

Project Integration Management

Exercise

Final Exercise!