PMP® V6

Project Integration Management

V2.3
Overview
➢ The processes and activities to identify, define, combine, unify, and coordinate the various
processes and project management activities within the Project Management Process Groups. In
the project management context, integration includes characteristics of unification, consolidation,
communication, and interrelationship.
➢ These actions should be applied from the start of the project through completion. Project
Integration Management includes making choices about:
o Resource allocation
o Balancing competing demands
o Examining any alternative approaches
o Tailoring the processes to meet the project objectives
o Managing the interdependencies among the Project Management Knowledge Areas.

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Integration Management Processes

4.1 Develop Project Charter

• The 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.

4.2 Develop Project Management Plan

• The process of defining, preparing, and coordinating all plan components and consolidating them into an
integrated project management plan.

4.3 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.

4.4 Manage Project Knowledge

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

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Integration Management Processes

4.5 Monitor and Control Project Work

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

4.6 Perform Integrated Change Control

• The process of reviewing all change requests; approving changes and managing changes to deliverables,
organizational process assets, project documents, and the project management plan; and communicating
the decisions.

4.7 Close Project or Phase

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

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Key Concepts
➢ Ensuring that the deliverable due dates; project life cycle; and the benefits management
plan are aligned
➢ Providing a PM plan to achieve the project objectives
➢ Ensuring the creation and the use of the appropriate knowledge
➢ Making integrated decisions regarding key changes
➢ Measuring and monitoring the project’s progress and taking appropriate action to meet
project objectives
➢ Collecting data on the results achieved, analyzing the data to obtain information, and
communicate to stakeholders
➢ Completing all the work of the project and formally closing each phase, contract, and the
project as a whole
➢ Managing phase transitions

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Trends and Emerging Practices
➢ Use of automated tools
➢ Use of visual management tools, rather than written plans and other documents, to
capture and oversee critical project elements.
➢ Project knowledge management
➢ Expanding the project manager’s responsibilities.
PMs are more frequently
collaborating with team members to better meet project objectives and deliver benefits.
➢ Hybrid methodologies.
E.g. the use of agile, business analysis techniques for
requirements management, and organizational change management methods.

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Tailoring Considerations
➢ Project life cycle. What phases should comprise the project life cycle?
➢ Development life cycle. Waterfall, iterative, incremental, or agile?
➢ Change. How will change be managed in the project?
➢ Governance.What control boards, committees, and other stakeholders are part of the
project? What are the project reporting requirements?
➢ Benefits. When and how should benefits be reported?

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Pre-Project Related Concepts

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Business Case
➢ Explains the business need and the cost-benefit analysis used to justify the project
➢ Project manager needs to make sure the project activities conforms to the business case
➢ Forms the basis of why the project is selected
➢ May be periodically reviewed to ensure that the project is on track to deliver the
business benefits
➢ As the content in the project charter

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Project Selection

Net present Internal rate

value of return

Payback Benefit-cost
period ratio

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Present Value (PV)
➢ The concept of compound interest
➢ In terms of capital,
o FV = (1+r)n * PV
o PV (present value)
o FV (future value) = PV + interest
o N = no. of years (or periods)
o R = interest rate
➢ Value of money today, discounted by the interest rate, compounded annually

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Net Present Value (NPV)
➢ Project benefits can be realized in many years
➢ NPV is the present value of total benefits minus costs over time periods; project’s
benefits can then be compared regardless the no. of years
➢ Compare many projects to select the highest NPV to initiate
➢ Good investment if NPV is positive
➢ Usually, the project with greatest NPV is selected, regardless of no. of years each takes to
complete
➢ Positive NPV qualifies the feasibility of a project

Present Value of Income Present value of cost

Time Period Income/Revenue at 10% Interest Rate Costs at 10% Interest Rate
0 (beginning) 0 0 200 200
1 50 50/(1+10%)=45.5 100 100/(1+10%)=90.9
2 100 100/(1+10%)^2=82.6 0
3 300 300/(1+10%)^3=225.4 0
Total 353.5 290.9

Discount all income/revenue and costs to present value, then calculate

NPV = benefits – costs = 353.5 – 290.9 = 62.6
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Internal Rate of Return (IRR)
➢ A way to compare the effectiveness of investment in projects. The greater IRR, the better
return the project gives, and the more effective the money is spent.
➢ The formula is complicated. It can be calculated by a spreadsheet or financial calculator.
➢ It compliments the usage of NPV as it calculates the rate of return.

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Payback Period
➢ How soon can the investment of the project recovered?
➢ The sooner the payback period, the better
➢ Payback period = (cost of project) / (cash inflows of a period)

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Benefit Cost Ratio (BCR)
➢ Benefit Cost Ratio = Benefits/costs
➢ Ratio of benefits of a project relative to costs
➢ The higher, the better

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NPV, IRR, Payback Period, BCR
➢ Which project will you pick?

Project A Project B Which Project?

NPV 95000 75000
IRR 13% 17%
Payback period 16 months 21 months
Benefit cost ratio 2.79 1.3

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Other Concepts
➢ Economic Value Added (EVA)
o Whether the project returns to the company more value than it costs
➢ Opportunity Cost: Opportunity given up by selecting one project over another (usually is
the benefit of the 2nd best choice)
o E.g. Project A’s NPV = $45,000, Project B’s NPV = $85,000, Project C’s NPV = $39,000
o If select Project B, opportunity cost = $45,000
➢ Sunk Costs: costs already incurred and cannot be recovered.
o Independent of any event that may occur in future
o Not to be considered to carry on with the project or not

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Other Concepts
➢ Law of Diminishing Returns
o The law states that after a certain point, adding more input will not produce a proportional
increase in productivity.
o How does the law relate to project selection?
➢ Working Capital

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Develop Project Charter
(initiating)

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Develop Project Charter
➢ The 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.
➢ The key benefits of this process are that it provides a direct link between the project and
the strategic objectives of the organization, creates a formal record of the project, and
shows the organizational commitment to the project. This process is performed once or
at predefined points in the project.

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Develop Project Charter
➢ The project charter establishes a partnership between the performing and requesting
organizations.
o For external projects, a formal contract is typically the preferred way to establish an
agreement.
o A project charter may be used to establish internal agreements within an organization to
ensure proper delivery under the contract.
➢ The project charter formally initiates the project. A project manager is identified and
preferably assigned early in the project.

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Develop Project Charter
➢ Projects are initiated by a sponsor, program, or PMO.
➢ The sponsor should be at a level that is appropriate to procure funding and commit
resources to the project.
➢ Chartering a project aligns to the strategy and ongoing work of the organization.
➢ A project charter is not a contract because there is no consideration or money promised
or exchanged in its creation.

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Business Case
Develop Project Charter: Inputs – Business Documents

➢ The approved business case describes the necessary information to determine whether
the expected outcomes justify the investment.
➢ It is used for decision making.

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Agreements
Develop Project Charter: Inputs

➢ Define initial intentions for a project

➢ Different forms:
o Contracts
o Memorandums of understanding (MOUs)
o Service level agreements (SLA)
o Letter of agreements
o Letters of intent
o Verbal agreements, email, or other written agreements

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Expert Judgment
Develop Project Charter: Tools and Techniques

➢ Judgment provided based upon expertise in an application area, knowledge area,

discipline industry, etc., as appropriate for the activity being performed.
➢ Such expertise may be provided by any group or person with specialized education,
knowledge, skill, experience, or training.

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Develop Project Charter
Tools and Techniques

Interpersonal and
Data Gathering
Team Skills
• Brainstorming • Conflict Management
• Focus Groups • Facilitation
• Interviews • Meeting
management

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Project Charter
Develop Project Charter: Outputs

➢ The project charter is the document issued by the project initiator or sponsor that
formally authorizes the existence of a project and provides the project manager with the
authority to apply organizational resources to project activities.

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Project Charter
Develop Project Charter: Outputs

➢ Contents
o Project purpose
o Measurable project objectives and related success criteria
o High-level requirements, project description, boundaries, and key deliverables
o Overall project risk
o Summary milestone schedule
o Preapproved financial resources
o Key stakeholder list
o Project approval requirements
o Project exit criteria (i.e., what are the conditions to be met in order to close or to cancel the
project or phase)
o Assigned project manager, responsibility, and authority level
o Name and authority of the sponsor authorizing the project charter

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Assumption Log
Develop Project Charter: Outputs

➢ High-level strategic and operational assumptions and constraints are normally identified
in the business case before the project is initiated and will flow into the project charter.
➢ Lower-level activity and task assumptions are generated throughout the project such as
defining technical specifications, estimates, the schedule, risks, etc.
➢ The assumption log is used to record all assumptions and constraints throughout the
project life cycle.

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Develop Project Charter
(initiating)

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 Develop
Project Management Plan
(planning)

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Develop Project Management Plan
➢ The process of defining, preparing, and coordinating all plan components and
consolidating them into an integrated project management plan.
➢ The key benefit of this process is the production of a comprehensive document that
defines the basis of all project work and how the work will be performed. This process is
performed once or at predefined points in the project.

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Project Management Plan
Develop Project Management Plan: Outputs

➢ It is the document that describes how the project will be executed, monitored and
controlled, and closed.
➢ It integrates
and consolidates all of the subsidiary management plans and baselines, and
other information necessary to manage the project.
➢ The needs of the project determine which components of the project management plan
are needed.
➢ Details of the tailoring decisions
➢ Description of how work will be executed
➢ How the project baselines will be maintained (CPI, SPI, …)

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Project Management Plan
Develop Project Management Plan: Outputs

➢ Nine plans for the nine knowledge areas: scope, schedule, cost, quality, resources,
communications, risk, procurement, and stakeholder management
➢ Other components:
o Project life cycle description
o Development approach
o Change management plan
o Configuration management plan
o Requirements management plan
➢ Three performance measurement baselines
o Scope, schedule, and cost

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Requirements Management Plan
➢ Establishes how the requirements will be analyzed, documented, and managed.
➢ More details are covered in scope management.

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Change Management Plan
➢ Changes are costly; PM should undertake to prevent unnecessary changes, and plan the
project such that need for changes is minimized.
➢ What to do when there are change requests, and how to limit the negative effect of
changes

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Change Management Plan
➢ Describes how changes are managed and controlled, includes
o Change control procedures (how and who)
o Approval levels for authorizing changes
o Creation of a change control board to approve changes
o Plan outlining how changes will be managed and controlled
o Who should attend meetings regarding changes
o The tools to track and control changes
➢ Change Control System
o Includes standard forms, reports, processes, procedures, and software to track and control
changes

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Configuration Management Plan
➢ Indicates what version of scope, schedule, and other documents are the latest version
➢ Describes how the information about the items of the project (and which items) will be
recorded and updated so that the product, service, or result of the project remains
consistent and/or operative.
➢ Configuration Management System
o Part of the project management information system (PMIS)

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Other Components
Project Life Cycle Describes the series of phases from its initiation to its closure.

Development Predictive, iterative, agile, or a hybrid model.

approach

Management Identifies when the project manager and relevant stakeholders will review the
reviews project progress to determine if performance is as expected, or if preventive
or corrective actions are necessary.

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Performance Measurement Baseline
➢ Baselines for the project manager to report project performance against (by earned
value management)
o Scope baseline
• Project scope statement, WBS, WBS dictionary
o Schedule baseline
• Agreed upon schedule, include the start and finish times
o Cost baseline: time-phased cost budget
• Cost baseline = budget – management reserve
➢ The project manager look for deviations from the baseline, and see if adjustments can be
made
➢ They are contents of the PM Plan

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Baseline
➢ Snapshot, reference
➢ Formal change request may be required if adjustments cannot correct problems
➢ Baselines can be changed through Perform Integrated Change Control process
➢ Deviations from baseline are often due to incomplete risk identification and risk
management

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Project Management Plan Approval
➢ When the PM plan is once completed, the sponsor reviews and approves it.
➢ Also needs to obtain sign-off from: management, project team, and other stakeholders

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Actions Required
➢ Meet with stakeholders to define their roles on the project
➢ Give team members a chance to agree with the final schedule that converts the team’s
activity estimates into a calendar schedule
➢ Get resource mangers to approve the schedule and when their resources will be used
➢ Create the necessary project documents
➢ Look for the impact on your project from other projects
➢ Hold meetings or presentations to let the sponsor know what project requirements,
outlined in the project charter, cannot be met
o Present options to the sponsor, e.g. crashing or fast tracking

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Kickoff Meeting
➢ Meeting of all parties of the project: customers, sellers, project team, senior
management, agencies, functional management, and sponsor
➢ Make sure everyone is familiar with the details of the project
➢ Meeting topics may include: introductions, review of project risks, communications
management plan, meeting schedule, and formal agreement to the project management
plan
➢ Prepare the meeting minutes to avoid future disputes.

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45
Develop Project Management Plan (planning)

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Direct and Manage
Project Work
(executing)

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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.
➢ The key benefit of this process is that it provides overall management of the project work
and deliverables, thus improving the probability of project success. This process is
performed throughout the project.

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Direct and Manage Project Work
➢ Integrates all executing processes into one coordinated effort and produce the
deliverables
➢ Managing people, doing the work, and implementing approved changes
➢ Requesting changes, and completing the work accompanying approved change requests
➢ Directs the performance of the planned project activities
➢ Manages the various technical and organizational interfaces

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Activities
➢ Create project deliverables to meet the planned project work
➢ Provide, train, and manage the team members assigned to the project
➢ Obtain, manage, and use resources
➢ Implement the planned methods and standards
➢ Establish and manage communication channels
➢ Generate work performance data to facilitate forecasting

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Activities
➢ Issue change requests and implement approved changes
➢ Manage risks and implement risk response activities
➢ Manage sellers
➢ Manage stakeholder engagement
➢ Collect and document lessons learned
➢ Implement approved process improvement activities

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Project Management Information System
Direct and Manage Project Work: Tools and Techniques

➢ Provides access to IT software tools, such as scheduling software tools, work

authorization systems, configuration management systems, information collection and
distribution systems, and interfaces to other systems such as corporate knowledge base
repositories.
➢ Automated gathering and reporting on key performance indicators (KPI) can be part of
this system.

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Deliverable
Direct and Manage Project Work: Outputs

➢ A deliverable is 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 typically the outcomes of the project and can include components of the
project management plan.
➢ Change control should be applied once the first version of a deliverable has been
completed. The control of the multiple versions or editions of a deliverable is supported
by configuration management.

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Work Performance Data
Direct and Manage Project Work: Outputs

➢ The raw observations and measurements identified during activities being performed to
carry out the project work.
➢ Data is gathered through work execution and passed to the controlling processes for
further analysis.
➢ E.g. work completed, KPI, technical performance measures, actual start and finish dates
of schedule activities, number of change requests, number of defects, actual costs
incurred, etc.

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Issue Log
Direct and Manage Project Work: Outputs

➢ PM will face problems, gaps, inconsistencies, or conflicts that occur and requires some
action so they do not impact the project. The issue log is where all the issues are
recorded and tracked.
➢ It includes:
o Issue type
o Who raised the issue and when
o Description
o Priority
o Who is assigned to the issue
o Target resolution date
o Status
o Final solution
➢ It helps the project manager track and manage issues, ensuring that they are investigated
and resolved.

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Change Requests
Direct and Manage Project Work: Outputs

➢ A formal proposal to modify any document, deliverable, or baseline.

➢ When issues are found, change requests can be submitted, which may modify project
policies or procedures, project or product scope, project cost or budget, project
schedule, or quality of the project or product results.
➢ Any project stakeholder may request a change. Change requests are processed for review
and disposition through the Perform Integrated Change Control process.

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Change Requests
Direct and Manage Project Work: Outputs

➢ Change requests may include:

Corrective action

• An intentional activity that realigns the performance of the project work with the project
management plan.

Preventive action

• An intentional activity that ensures the future performance of the project work is aligned with the
project management plan.

Defect repair

• An intentional activity to modify a nonconforming product or product component.

Updates

• Changes to formally controlled project documents, plans, etc., to reflect modified or additional ideas
or content.
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Direct and Manage Project Work (executing)

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Manage Project Knowledge
(executing)

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Manage Project Knowledge
➢ The process of using existing knowledge and creating new knowledge to achieve the
project’s objectives and contribute to organizational learning.
➢ The key benefits of this process are that prior organizational knowledge is leveraged to
produce or improve the project outcomes, and knowledge created by the project is
available to support organizational operations and future projects or phases.

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Manage Project Knowledge
➢ Explicit knowledge: can be readily codified using words, pictures, and numbers
➢ Tacit knowledge: personal and difficult to express, such as beliefs, insights, experience, and
“know-how”
➢ Knowledge management has two purposes: reusing existing knowledge and creating new
knowledge.
➢ Key activities: knowledge sharing and knowledge integration

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Manage Project Knowledge
➢ Misconceptions: managing knowledge involves just
o Documenting it so it can be shared
o Obtaining lessons learned at the end of the project to use it in the future projects
➢ Only codified explicit knowledge can be shared this way.
➢ Codified explicit knowledge lacks context and is open to different interpretations, it isn’t
always understood or applied in the right way.
➢ Tacit knowledge has context built in but is very difficult to codify.

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Manage Project Knowledge
➢ 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.
➢ The most important part is creating an atmosphere of trust so that people are motivated
to share their knowledge.

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Project Documents
Manage Project Knowledge: Inputs

Lessons learned It provides information on effective practices in knowledge management.

register

Project team They provide information on the type of competencies and experience
assignments available in the project and the knowledge that may be missing.

Resource It includes information on the composition of the team and may help to
breakdown understand what knowledge is available as a group and what knowledge is
structure missing.

Stakeholder It contains details about the identified stakeholders to help understand the
register knowledge they may have.

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Information Management
Manage Project Knowledge: Tools and Techniques

➢ To create and connect people to information. They are effective for sharing simple,
unambiguous, codified explicit knowledge. They include:
o Methods for codifying explicit knowledge; for example, for producing lessons to be learned
entries for the lessons learned register
o Lessons learned register
o Library services
o Information gathering, for example, web searches and reading published articles
o Project management information system (PMIS)

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Interpersonal and Team Skills
Manage Project Knowledge: Tools and Techniques

• It helps reduce misunderstandings and improves communication and knowledge

Active listening sharing.

• It helps effectively guide a group to a successful decision, solution, or

Facilitation conclusion.

• It is used to communicate the vision and inspire the project team to focus on the
Leadership appropriate knowledge and knowledge objectives.

• It allows informal connections and relations among project stakeholders to be

Networking established and creates the conditions to share tacit and explicit knowledge.

• It helps the project manager to plan communications based on the project

Political awareness environment as well as the organization’s political environment

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Lessons Learned Register
Manage Project Knowledge: Outputs

➢ Includes the category and description of the situation and sometimes

include the impact,
recommendations, and proposed actions associated with the situation.
➢ Records challenges, problems, realized risks and opportunities
➢ Is created as an output of this process early in the project.
➢ Used as an input and updated as an output in many processes throughout the project.
➢ The persons or teams involved in the work are involved in capturing the lessons learned.
Knowledge can be documented using videos, pictures, audios, or other suitable means.
➢ At the end of a project or phase, the information is transferred to an organizational
process asset called a lessons learned repository.

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Manage Project Knowledge
(executing)

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 Monitor and Control
Project Work
(monitoring and controlling)

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Monitor and Control Project Work
➢ The process of tracking, reviewing, and reporting the overall progress to meet the
performance objectives defined in the project management plan.
➢ The key benefits of this process are that it allows stakeholders to understand the current
state of the project, to recognize the actions taken to address any performance issues,
and to have visibility into the future project status with cost and schedule forecasts. This
process is performed throughout the project.

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Monitor and Control Project Work
➢ Monitoring includes collecting, measuring, and assessing measurements and trends to
effect process improvements.
➢ Continuous monitoring gives the project management team insight into the health of the
project and identifies any areas that may require special attention.
➢ Control includes determining corrective or preventive actions or re-planning and
following up on action plans to determine whether the actions taken resolved the
performance issue.

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Activities
➢ Comparing actual project performance against the PM plan
➢ Assessing performance periodically to determine whether any corrective or preventive
actions are indicated, and then recommending actions as necessary
➢ Checking the status of project risks
➢ Maintaining an accurate, timely information base concerning the project’s product(s)
➢ Providing information to support status reporting, progress measurement, and
forecasting
➢ Providing forecasts to update current cost and current schedule
➢ Monitoring implementation of approved changes
➢ Ensuring that the project stays aligned with the business needs

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Work Performance Information
Monitor and Control Project Work: Inputs

➢ Work performance data are compared with the project management plan components,
project documents, and other project variables.
➢ Specific work performance metrics for scope, schedule, budget, and quality are defined
at the start of the project as part of the project management plan.
➢ Performance data are collected during the project through the controlling processes and
compared to the plan and other variables to provide a context for work performance.

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Work Performance Reports
Monitor and Control Project Work: Outputs

➢ Work performance information is combined, recorded, and distributed to create

awareness and generate decisions or actions.
➢ These reports are of work performance information intended to generate decisions,
actions, or awareness.
➢ They are circulated to the project stakeholders through the communication processes.
➢ Examples:
o Reports can contain earned value graphs and information, trend lines and forecasts, reserve
burndown charts, defect histograms, contract performance information, etc.
o Can be presented as dashboards, heat reports, stop light charts, or other representations
useful for creating awareness and generating decisions and actions.

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Change Requests
Monitor and Control Project Work: Outputs

➢ May be issued which may expand, adjust, or reduce project or product scope.
➢ Changes can impact the project management plan, project documents, or deliverables.
➢ Change requests are processed for review and disposition through the Perform
Integrated Change Control process.

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Monitor and Control Project Work
(monitoring and controlling)

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 Perform
Integrated Change Control
(monitoring and controlling)

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Perform Integrated Change Control
➢ The process of reviewing all change requests; approving changes and managing changes
to deliverables, project documents, and the project management plan; and
communicating the decisions. This process reviews all requests for changes to project
documents, deliverables, or the project management plan and determines the resolution
of the change requests.
➢ The key benefit of this process is that it allows for documented changes within the
project to be considered in an integrated manner while addressing overall project risk,
which often arises from changes made without consideration of the overall project
objectives or plans. This process is performed throughout the project.

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Activities
➢ Influencing the factors that circumvent integrated change control so that only approved
changes are implemented
➢ Reviewing, analysing, and approving change requests
➢ Managing the approved changes
➢ Reviewing, approving, or denying all change requests
➢ Coordinating changes across the entire project
➢ Documenting the impact of change requests
➢ Changes may be requested by any stakeholder must be recorded in written form and
entered into the change management/configuration management system
➢ As changes may be very expensive and disrupt the project, the project manager should
prevent the root cause of the need for changes

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Changes are…
➢ A sign that the PM did not uncover stakeholders’ requirements
➢ Handling possible changes
o Work to obtain final requirements
o Spend time in risk management
o Come up with time and cost reserves
o Have a process to control changes
o Have clear roles and responsibilities for approving changes
o Re-evaluate the business case
o Consider terminating a project that has excessive changes and starting a new project with a
more complete set of requirements

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Change Control Board
➢ PMs should not have the authorization to approve/reject changes, but can be a facilitator
➢ Consists of people with the required expertise to review and analyze change requests
➢ Responsible for approving or rejecting change requests
➢ May include the PM, customer, experts, sponsors, and others
➢ Assume all projects have Change Control Board (CCB)

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Change
Authority Minor changes
• follows the change management plan
Minor changes: follows the
change management plan
Major changes: change Major changes
control board • change control board
Changing project charter:
sponsor

Changing project charter

• sponsor

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Process for Making Changes
➢ High Level Process for making changes:
o Evaluate the impact: scope, time, cost, etc.
o Create options: cutting other activities, crashing, fast tracking, etc.
o Get the change request approved
o Get customer buy-in

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Process for Making Changes
➢ Detail Level
o Prevent the root cause of changes
o Identify change
o Look at the impact of the change
o Create a change request (written)
o Perform integrated change control
• Assess the change
• Look for options
• Change is approved or rejected
• Update the status of the change in the change control system
o Adjust the project management plan, project documents and baselines
o Manage stakeholders’ expectations by communicating the change to stakeholders affected by
the change
o Manage the project to the revised project management plan

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Change Control Tools
Perform Integration Change Control: Tools and Techniques

➢ To facilitate configuration and change management.

➢ Configuration control is focused on the specification of both the deliverables and the
processes.
➢ Change control is focused on identifying, documenting, and approving or rejecting
changes to the project documents, deliverables, or baselines.

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Change Control Tools
Perform Integration Change Control: Tools and Techniques

➢ Helping:

Identify changes • Identifying and selecting a change item for processes or project documents.

Document changes • Documenting the change into a proper change request.

• Reviewing the changes; approving, rejecting, deferring, or making any other

Decide on changes decision about changes to the project documents, deliverables, or baselines.

• Verifying that the changes are registered, assessed, approved, and tracked
Track changes and communicating final results to stakeholders.

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Perform Integrated Change Control
(monitoring and controlling)

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Close Project or Phase
(closing)

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Close Project or Phase
➢ The process of finalizing all activities for the project, phase, or contract.
➢ The key benefits of this process are the project or phase information is archived, the
planned work is completed, and organizational team resources are released to pursue
new endeavors. This process is performed once or at predefined points in the project.

89
Activities
➢ Making certain that all documents and deliverables are up-to-date and that all issues are
resolved
➢ Confirming the delivery and formal acceptance of deliverables by the customer
➢ Ensuring that all costs are charged to the project
➢ Closing project accounts
➢ Reassigning personnel
➢ Dealing with excess project material

90
Activities
➢ Reallocating project facilities, equipment, and other resources
➢ Elaborating the final project reports as required by organizational policies
➢ Confirming the formal acceptance of the seller’s work
➢ Finalizing open claims
➢ Updating records to reflect final results
➢ Archiving such information for future use

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Activities
➢ Collect project or phase records
➢ Audit project success or failure
➢ Manage knowledge sharing and transfer
➢ Identify lessons learned
➢ Archive project information for future use by the organization to transfer the project’s
products, services, or results to the next phase or to production and/or operations
➢ Collecting any suggestions for improving or updating the policies and procedures of the
organization
➢ Measuring stakeholder satisfaction

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Accepted Deliverables
Close Project or Phase: Inputs

➢ Accepted deliverables may include approved product specifications, delivery receipts,

and work performance documents.
➢ Partial or interim deliverables may also be included for phased or cancelled projects.

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On Deliverables
➢ Direct and Manage Project Work (process) → Deliverables (output)
➢ Deliverables (input) → Control Quality (process) → Verified Deliverables (output)
➢ Verified Deliverables (input) → Validate Scope (process) → Accepted Deliverables
(output)
➢ Accepted Deliverables (input) → Close Project or Phase (process) → Final Product,
Service, or Result transition (output)

94
Close Project or Phase
(closing)

95
Exercise

96
Which of the following is the BEST method to control changes on the project?
A. Look for sources of changes.
B. Make the changes quickly when they occur.
C. Prevent changes from being made.
D. Direct all changes to the change control board.

Answer: A

97
While the project is being completed, management requests a change. What is the
FIRST thing the project manager should do?
A. Comply with the request if possible.
B. Obtain an understanding of the scope of the change.
C. Tell the customer that a change will be coming.
D. Ask the team to accept the change.

Answer: B

98
Which of the following is NOT a reason to measure variances from the baseline?
A. To catch deviations early
B. To allow early corrective action
C. To determine if there are any wild fluctuations
D. To create a project control system

Answer: D

99
Which of the following BEST describes the project manager’s role during project
planning?
A. Creating a bar chart and getting management to approve it
B. Coordinating the creation of a document that can be used to guide the project
C. Making a list of activities the team members are required to perform
D. Determining what can get in the way and how to prevent it
Answer: B

100
Which of the following BEST describes formal acceptance of a project?
A. Substantial completion is reached.
B. Customer sign-off of the product is documented.
C. Final payment is made.
D. Final deliverables are sent to the customer.

Answer: B

101
The buyer asks the project manager for the status of the project that his team is
working on. What is the BEST way to determine the status of a project?
A. Compare the project performance against the project management plan.
B. Compare the earned value to the planned value.
C. Compare the project performance against the integrated change control plan.
D. Compare the number of people used on each work package to the planned number to be
used.
Answer: A

102
The project is completed when:
A. The project scope is completed, administrative closure is completed, and payment is
received.
B. Formal acceptance is received, and any other requirements for project closure as stated in
the contract are met.
C. The customer is satisfied and final payment is received.
D. Lessons learned are completed.

Answer: B

103
The project is not going well and many changes are being made. Which of the
following should you do FIRST to gain control of the project?
A. Review the project scope with the stakeholders.
B. Create a new change form.
C. Remind everyone of the change procedures.
D. Ask the sponsor to review the project charter.

Answer: A

104
Which of the following is NOT included in a schedule change control system?
A. Approval levels necessary for authorizing changes
B. Tracking systems
C. Paperwork necessary for making changes
D. Limitations on the scope of changes

Answer: D

105
Inputs to the Direct and Manage Project Work process include which of the
following:
A. Approved corrective actions.
B. Project charter.
C. Implemented corrective actions.
D. Defect repair orders.

Answer: A

106
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 are 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.

Answer: B

107
When it comes to changes, the project manager’s attention is BEST spent on:
A. Making changes.
B. Tracking and recording changes.
C. Informing the sponsor of changes.
D. Preventing unnecessary changes.

Answer: D

108
All of the following would occur during the Close Project or Phase process EXCEPT:
A. Creating lessons learned.
B. Formal acceptance.
C. Reducing resource spending.
D. Performing benefit cost analysis

Answer: D

109
During project executing, a large number of changes are made to the project. The
project manager should:
A. Wait until all changes are known and print out a new schedule.
B. Make sure the project charter is still valid.
C. Change the schedule baseline.
D. Talk to management before any changes are made.

Answer: B

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The End

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