Integration Management

ENG.HANY ELSHAFIE

2021

Eng. HANY ELSHAFIE

 Process Group
Knowledge Area

Initiating Planning Executing Monitoring & Controlling Closing

5. Monitor & Control
3. Direct & Manage Project Work 4.7. Close
4. Project Integration Management 4.1. Develop project charter 4.2. Develop project management plan Project Work
4. Manage Project Knowledge Project or Phase
6. Perform Integrated Change
Control
1. Plan Scope Management
5.Project Scope Management 2. Collect Requirements 5. Validate Scope
3. Define Scope 6. Control Scope
4. Create WBS

1. Plan Schedule Management.

2. Define Activities
6. Project schedule Management
3. Sequence Activities 6.6. Control Schedule
4. Estimate Activity Durations
5. Develop Schedule

1. Plan Cost management

7.Project Cost Management
2. Estimate Costs 7.4. Control Costs
3. Determine Budget
8. Project Quality
8.1. Plan Quality management 8.2. ManageQuality 8.3. Control Quality
Management
3. Acquire Resources
9. Project Resource Management 1. Plan Resource Management
4. Develop team 9.6. Control Resources
2. Estimate Activity Resources
5. Manage team
10. Project
10.1. PlanCommunications Management 10.3.Monitor
Communication Management 10.2. ManageCommunications
Communications

1. Plan Risk Management

2. Identify Risks
3. Perform Qualitative Risk Analysis
11. Project Risk Management 11.6. Implement Risk Responses
4. Perform Quantitative Risk Analysis 11.7. Monitor Risks
5. Plan Risk Responses

12. Project Procurement

12.1. Plan Procurement Management. 12.2. Conduct Procurements 12.3. Control Procurements
Management
13. Project Stakeholder Management 13.1. Identify 13.3. Manage Stakeholder Engagement 13.4. Monitor Stakeholder Engagement
13.2. Plan Stakeholder Engagement
Stakeholders

2 24 10 12 1
Eng. HANY ELSHAFIE
Integration Management.

Key concepts:

The project manager is the one who is ultimately responsible for the project as a whole ( combines the results in
all the other Knowledge Areas and has the overall view of the project).

 Ensuring that the deliverable due dates of the product, service, or result; project life cycle; and the benefits
management plan are aligned.

 Managing the performance and changes of the activities in the project management plan.

 Measuring and monitoring the project’s progress and taking appropriate action to meet project objectives.

 Completing all the work of the project and formally closing each phase, contract, and the project as a whole; and
Managing phase transitions when necessary.

Eng. HANY ELSHAFIE

Integration Management.
(ECO) Domain II: Process.

 Task 1: Execute project with the urgency required to deliver business value.

 Task 9: Integrate project planning activities.

 Task10: Manage project changes.

 Task12: Manage project artifacts.

 Task13: Determine appropriate project methodology/methods and practices.

 Task16: Ensure knowledge transfer for project continuity.

 Task17: Plan and manage project/phase closure or transitions Engage

stakeholders.
Develop Project Charter Process. (Initiating Process Group)

(ECO) Domain: II (Process) • Develop Project Charter

Task: 1,10,12,13,16 1
• Develop Project Management Plan
2
 Process of developing a document that formally authorizes • Direct and Manage Project Work
the existence of a project and provides the project 3
manager with the authority to apply organizational
resources to project activities. • Manage Project Knowledge
4
 Provides a direct link between the project and the strategic
objectives of the organization. • Monitor and Control Project Work
5
 Project manager is identified and assigned as early in the
project as is feasible, preferably while the project charter • Perform Integrated Change Control
is being developed and always prior to the start of planning.

• Close Project or Phase

Eng. HANY ELSHAFIE

Develop Project Charter Process. (Initiating Process Group)

Inputs Tools & techniques outputs

• 1 Business • 1 Expert judgment • 1 Project

documents • 2 Data gathering charter
• Business case • Brainstorming • 2 Assumption
• 2 Agreements • Focus groups log
• 3 Enterprise • Interviews
environmental • 3 Interpersonal and
factors team skills
• 4 Organizational • Conflict
process assets management
• Facilitation
• Meeting
management
• 4 Meetings

Eng. HANY ELSHAFIE

Develop Project Charter Process. (Initiating Process Group)

Inputs:

 Business documents: sources of information about the project´s objectives and how the project will
contribute to the business goals.
 Business case: Describes the necessary information from a business standpoint to determine
whether the expected outcomes of the project justify the required investment.

 Agreements: Is used when a project is being performed for an external customer to define initial
intentions for a project.

 Enterprise environmental factors: Government or industry standards, Legal and regulatory

requirements, Marketplace conditions, Organizational culture and political climate, and
Stakeholders’ expectations and risk thresholds.

 Organizational process assets: Organizational standard policies, processes, and procedures,

Templates, and Historical information and lessons learned repository.

Eng. HANY ELSHAFIE

Develop Project Charter Process. (Initiating Process Group)

Tools and Techniques:

 Expert judgment: Individuals or groups with specialized knowledge of or training in: Organizational strategy,
Benefits management, Risk identification, Duration and budget estimation.

 Data gathering
 Brainstorming: To gather data and solutions or ideas from stakeholders, subject matter experts, and team members.
 Focus groups: To learn about the perceived project risk, success criteria, and other topics in a more conversational way
 Interviews: To obtain information on high-level requirements, assumptions or constraints, approval criteria.

 Interpersonal and team skills

 Conflict management: To bring stakeholders into alignment on the objectives, success criteria, high-level requirements,
project description, summary milestones, and other elements of the charter.
 Facilitation: To ensures effective participation, mutual Understanding, and results have full buy-in from all participants.
 Meeting management: Includes preparing the agenda, ensuring that a representative for each key stakeholder group is
invited, and preparing and sending the follow-up minutes and actions.

 Meetings: with key stakeholders to identify the project objectives, success criteria, key deliverables, high-level
requirements, summary milestones, and other summary information.

Eng. HANY ELSHAFIE

Develop Project Charter Process. (Initiating Process Group)
Outputs:

Project charter: Document issued by the project initiator or sponsor; formally authorizes the existence of a
project and provides the project manager with the authority to apply organizational resources to project
activities. It documents the high-level information :

 Project purpose, and High-level requirements.

 Measurable project objectives and related success criteria.
 Overall project risk, Summary milestone schedule, and Preapproved financial resources;
 Key stakeholder list.
 Project exit criteria , and Project approval requirements.
 who decides the project is successful, and who signs off on the project).
 Assigned project manager, responsibility, and authority level.
 Name and authority of the sponsor or other person(s) authorizing the project charter.

 Assumption log: Is used to record all assumptions and constraints throughout the project life cycle.

 High-level strategic and operational assumptions and constraints are normally identified in the business
case and will flow into the project charter.

Eng. HANY ELSHAFIE

Develop Project Management Plan. (Planning Process Group)

• Develop Project Charter

(ECO) Domain: II (Process) 1
Task: 1,9,10,12,13,16,17
• Develop Project Management Plan
2
• Direct and Manage Project Work
 Process of defining, preparing, and coordinating all 3
plan components and consolidating them into an
integrated project management plan. • Manage Project Knowledge
4
 Defines how the project is executed, monitored and
controlled, and closed. • Monitor and Control Project Work
5
 Once it is baselined, it may only be changed through
the Perform Integrated Change Control • Perform Integrated Change Control

• Close Project or Phase

Eng. HANY ELSHAFIE

Develop Project Management Plan. (Planning Process Group)

Inputs Tools & techniques outputs

• 1 Project charter • 1 Expert • 1 Project

• 2 Outputs from judgment management plan
other processes • 2 Data gathering
• 3 Enterprise • Brainstorming
environmental • Checklists
factors • Focus groups
• 4 Organizational • Interviews
process assets
• 3 Interpersonal
and team skills
• Conflict
management
• Facilitation
• Meeting
management
• 4 Meetings

Eng. HANY ELSHAFIE

Develop Project Management Plan. (Planning Process Group)

Inputs:

 Project charter: define the high-level information about the project that will be elaborated in the
various components of the project management plan.

 Outputs from other processes: Subsidiary plans and baselines that are an output from other planning
processes are integrated to create the project management plan.

 Enterprise environmental factors: Government or industry standards, Legal and regulatory

requirements, Organizational structure, culture, management practices, Organizational governance
framework, and Infrastructure.

 Organizational process assets: Organizational standard policies, processes, and procedures, templates,
Guidelines and criteria for tailoring, Project closure guidelines, Change control procedures, Monitoring
and reporting methods, Historical information and lessons learned repository.

Eng. HANY ELSHAFIE

Develop Project Management Plan. (Planning Process Group)

Tools and Techniques:

 Expert judgment: Individuals or groups with specialized knowledge of or training in: Tailoring the
project management process to meet the project needs, Determining the tools and techniques to be
used, Determining resources and skill levels needed, Defining the level of configuration management,
and Prioritizing the work.

 Data gathering
 Brainstorming: To gather ideas and solutions about the project approach.
 Checklists: May guide the project manager to develop the plan or may help to verify that all the
required information is included in the project management plan.
 Focus groups: To discuss the project management approach and the integration of the different
components of the project management plan.
 Interviews: To obtain specific information from stakeholders to develop the project management
plan or any component plan or project document.

Eng. HANY ELSHAFIE

Develop Project Management Plan. (Planning Process Group)

Tools and Techniques:

 Interpersonal and team skills.

 Conflict management: To bring diverse stakeholders into alignment on all aspects of the project
management plan.
 Facilitation: To ensures effective participation, mutual Understanding, and results have full buy-in
from all participants.
 Meeting management: To ensure that the numerous meetings that are necessary to develop,
unify, and agree on the project management plan are well run.

 Meetings: To discuss the project approach, determine how work will be executed to accomplish the
project objectives, and establish the way the project will be monitored and controlled.

 The project kick-off meeting at the end of planning and the start of executing to communicate
the objectives of the project, gain the commitment of the team for the project, and explain the
roles and responsibilities of each stakeholder.

Eng. HANY ELSHAFIE

 Kickoff Meeting.

 A kickoff meeting is the first meeting between the project team

and the project stakeholder, who can either be internal or
external. The meeting is an opportunity to get the right people
in the right room at the right time to sync up and discuss
everything that will guide the project to success.

 This meeting can include high-level stakeholders such as the

project sponsor, management, the project manager, and a few
team members. However, within the project team, it involves
the project manager and team members. This meeting gives the
project manager the opportunity to define the common goals
and build a consensus.

15
Eng. HANY ELSHAFIE
Develop Project Management Plan. (Planning Process Group)

Outputs:

 Project management plan: 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. Components:

 Subsidiary management plans: Scope management plan, Requirements management plan,

Schedule management plan, Cost management plan, Quality management plan, Resource
management plan, Communications management plan, Risk management plan, Procurement
management plan, and Stakeholder engagement plan.

 Baselines: Scope baseline, Schedule baseline, and Cost baseline.

Eng. HANY ELSHAFIE

 Develop Project Management Plan.

Project ManagementPlan

Project baselines Subsidiary plans Additional components

• Scope management plan • Change management

• Scope baseline • Requirements M. plan
 scope statement, plan
 work breakdown • Schedule management • Configuration
structure (WBS) plan management plan
 WBS dictionary • Cost managementplan • Performance
• Schedule baseline • Quality Management plan measurement baseline
• Cost baseline • Resource management • Project life cycle
plan • Development approach
• Communications M. plan • Management reviews
• Risk management plan
• Procurement M. plan
• Stakeholder M. plan

Eng. HANY ELSHAFIE

Configuration Management. ‫إدارة التهيئة‬

 Configuration Management Plan is a management tool that defines, documents, controls,

instructs, implements, and manages changes to various components throughout a project.

‫تعد خطة إدارة التهيئة أداة إدارية تحدد وتوثق وتتحكم وتوجه وتنفذ وتدير التغييرات التي تطرأ على المكونات المختلفة‬
.‫خالل المشروع‬

Configuration management is used to:

 Control product iterations.

 Ensure that product specifications are current.
 Control the steps for reviewing and approving product prototypes, testing standards, and drawings.

Eng. HANY ELSHAFIE

Version Control.

 A system that records changes to a file in a way that allows you to retrieve previous changes where
allows you to manage files over time and store these modifications in a database.
‫نظام يسجل التغييرات على ملف بطريقة تسمح لك باسترداد التغييرات السابقة حيث يسمح لك بإدارة الملفات بمرور‬
.‫الوقت وتخزين هذه التعديالت في قاعدة بيانات‬

 Each time the file is updated, it is automatically saved and then given a new version number.

 The version control system can contain a date/time stamp and the name of the user who made the
changes, thus providing a digital “paper trail” of the document’s history.

Eng. HANY ELSHAFIE

Manage Project Artifacts. ‫ادارة أدوات المشروع‬
 The Manage Project Artifacts task is a small and straightforward component. All it really involves is
understanding that project managers should know how to use document management, version control and
audit trails for project documents, plans and deliverables. If you use these tools in your daily work, you
should have no problem answering questions relating to this topic.

‫ كل ما يتطلبه األمر ح ًقا هو فهم أن مديري المشاريع يجب أن يعرفوا‬.‫تعد مهمة إدارة عناصر المشروع مكونًا صغيرًا ومباشرًا‬
‫ إذا كنت تستخدم‬.‫كيفية استخدام إدارة المستندات والتحكم في اإلصدار ومسارات تدفق وثائق المشروع والخطط والتسليمات‬
.‫ فلن تواجه مشكلة في اإلجابة على األسئلة المتعلقة بهذا الموضوع‬، ‫هذه األدوات في عملك اليومي‬

 Storage/Distribution of Artifacts •

 Artifacts should be accessible to everyone who use them •

 The system should suit the project's complexity-small projects do not need a complex system that would be
better suited for a large project.

 document storage and recovery Systems are appropriate for larger projects, especially geographically
distributed team members

Eng. HANY ELSHAFIE

Compliance Management Plan. ‫خطة إدارة االمتثال‬

 Compliance management, often called compliance risk management, is the management and adherence to
the laws, regulations, standards, policies, and codes of conduct that apply to an organization.

‫ وهي اإلدارة وااللتزام بالقوانين واللوائح والمعايير والسياسات وقواعد‬، ‫غالبًا ما تسمى إدارة االمتثال إدارة مخاطر االمتثال‬
.‫السلوك التي تنطبق على المؤسسة‬

Eng. HANY ELSHAFIE

Project Implementation Plan. ‫خطة تنفيذ المشروع‬

 A project management plan is critical for the success of any project because it guides the execution and
monitoring phases. Similarly, an implementation plan outlines needful steps for the execution of a strategy,
tactic, or change within an organization or project.

‫ تحدد خطة التنفيذ‬، ‫ وبالمثل‬.‫تعد خطة إدارة المشروع أمرًا بالغ األهمية لنجاح أي مشروع ألنها توجه مراحل التنفيذ والمراقبة‬
.‫الخطوات المطلوبة لتنفيذ استراتيجية أو تكتيك أو تغيير داخل منظمة أو مشروع‬

 Deliverables may be delivered all at once at the end of the project.

 Project outputs are delivered throughout the project.

All stakeholders, schedules, risks, budgets, and quality standards should be considered in the Project
Implementation Plan.

Eng. HANY ELSHAFIE

Direct and Manage Project Work. (Executing Process Group)

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

Eng. HANY ELSHAFIE

Direct and Manage Project Work. (Executing Process Group)

(ECO) Domain: II (Process) • Develop Project Charter

Task: 1,10,12,16,17
1
• Develop Project Management Plan
2
 Process of leading and performing the work defined in
the project management plan and implementing • Direct and Manage Project Work
approved changes to achieve the project’s objectives. 3

 Provides overall management of the project work and

• Manage Project Knowledge
4
deliverables.
• Monitor and Control Project Work
5

• Perform Integrated Change Control

• Close Project or Phase

Eng. HANY ELSHAFIE
Direct and Manage Project Work. (Executing Process Group)

Inputs Tools & techniques outputs

• 1 Project management • 1 Expert judgment • 1 Deliverables

plan • 2 Project management • 2 Work performance
• Any component information system data
• 2 Project documents • 3 Meetings • 3 Issue log
• Change log • 4 Change requests
• Lessons learned • 5 Project management
register plan updates
• Milestone list • Any component
• Project • 6 Project documents
communications updates
• Project schedule • Activity list
• Requirements • Assumption log
traceability matrix • Lessons learned
• Risk register register
• Risk report • Requirements
• 3 Approved change documentation
requests • Risk register
• 4 Enterprise • Stakeholder register
environmental factors • 7 Organizational process
• 5 Organizational process assets updates
assets

Eng. HANY ELSHAFIE

Direct and Manage Project Work. (Executing Process Group)

Inputs:

 Project documents:
 Change log: Contains the status of all change requests.
 Lessons learned register: To improve the performance of the project and to avoid repeating
mistakes.
 Milestone list: Shows the scheduled dates for specific milestones.
 Project communications: Performance reports, deliverable status, and other information
generated by the project.
 Project schedule: List of work activities, their durations, resources, and planned start and finish
dates.
 Requirements traceability matrix: Links product requirements to the deliverables that satisfy
them.
 Risk register: Provides information on threats and opportunities that may impact project execution.
 Risk report: Provides information on sources of overall project risk along with summary information
on identified individual project risks.

Eng. HANY ELSHAFIE

Direct and Manage Project Work. (Executing Process Group)

Inputs:

 Approved change requests: Are an output of the Perform Integrated Change Control process, and include
those requests reviewed and approved for implementation by the project manager or by the change
control board (CCB) when applicable.

Tools and Techniques:

 Expert judgment: Individuals or groups with specialized knowledge or training in: Technical knowledge on
the industry and focus area of the project, Cost and budget management, Legal and procurement,
Legislation and regulations, and Organizational governance.

 Project management information system(PMIS): scheduling software tools, work authorization systems,
configuration management systems, information collection and distribution systems, interfaces to other
online automated systems, Automated gathering and reporting on key performance indicators (KPI).

 Meetings: Kick-off, technical, sprint or iteration planning, Scrum daily standups, steering group, problem
solving, progress update, and retrospective meetings.
Eng. HANY ELSHAFIE
Direct and Manage Project Work. (Executing Process Group)

Outputs:

 Deliverables: 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.

 Work performance data: Raw observations and measurements(work completed, key performance
indicators (KPIs), technical performance measures, actual start and finish dates of schedule activities,
story points completed, deliverables status, schedule progress, number of change requests, number of
defects, actual costs incurred, actual durations).

 Issue log: is a project document where all the issues(problems, gaps, inconsistencies, or conflicts that
occur unexpectedly) are recorded and tracked. (Issue type, Who raised the issue and when, Description,
Priority, Who is assigned to the issue, Target resolution date, Status, and Final solution).

 Project management plan updates:

 Any component: Through the organization’s change control process via a change request.

Eng. HANY ELSHAFIE

Direct and Manage Project Work. (Executing Process Group)

Outputs:

 Change requests:
 Corrective action. Realigns the performance of the project work with the project management
plan.
 Preventive action. Ensures the future performance of the project work is aligned with the project
management plan.
 Defect repair. Modify a nonconforming product or product component.
 Updates. Modified or additional ideas or content.

 Project documents updates:

 Activity list: Updated with additional or modified activities.
 Assumption log: New assumptions, and current ones may be updated or closed out.
 Lessons learned register: that will improve performance for current or future projects
 Requirements documentation: New requirements may be identified, and Progress on meeting
requirements can also be updated.
 Risk register: New risks may be identified and existing risks may be updated.
 Stakeholder register: Additional information on existing or new stakeholders.

Eng. HANY ELSHAFIE

Manage Project Knowledge. (Executing Process Group)

(ECO) Domain: II (Process)

Task: 10,12,16,17
• Develop Project Charter
1
 Process of using existing knowledge and creating new • Develop Project Management Plan
knowledge to achieve the project’s objectives and 2
contribute to organizational learning.
• Direct and Manage Project Work
 Make knowledge created by the project available to support 3
organizational operations and future projects or phases.
 Knowledge is commonly split into: • Manage Project Knowledge
4
 Explicit knowledge: that can be easily codified using
words, pictures, and numbers. • Monitor and Control Project Work
5
 Tacit knowledge: That is personal and difficult to
express, such as beliefs, insights, experience, and • Perform Integrated Change Control
“know-how”.

• Close Project or Phase

Eng. HANY ELSHAFIE

Manage Project Knowledge. (Executing Process Group)

 Knowledge management is about reusing

existing knowledge, creating new knowledge, Explicit • Using words,
• Pictures
and making sure the skills, experience, and

Knowledge
• Numbers Reusing
expertise of the project team and other existing
stakeholders are used before, during, and knowledge and
after the project. • Beliefs, creating new
• Insights, knowledge
• Experience,
 The project manager should create an Tacit • Know-how
atmosphere of trust so that people are
motivated to share their knowledge.

Eng. HANY ELSHAFIE

Manage Project Knowledge. (Executing Process Group)

Inputs Tools & techniques outputs

•1 Project management •1 Expert judgment •1 Lessons learned

plan •2 Knowledge register
•All components management •2 Project management
•2 Project documents •3 Information plan updates
•Lessons learned management •Any component
register •4 Interpersonal and •3 Organizational
•Project team team skills process assets updates
assignments •Active listening
•Resource breakdown •Facilitation
structure •Leadership
•Stakeholder register •Networking
•3 Deliverables •Political awareness
•4 Enterprise
environmental factors
•5 Organizational
process assets

Eng. HANY ELSHAFIE

Manage Project Knowledge. (Executing Process Group)

Inputs:

 Project documents:
 Lessons learned register: Provides information on effective practices in knowledge
management.
 Project team assignments: Provide information on the type of competencies and experience
available in the project and the knowledge that may be missing.
 Resource breakdown structure: Includes information on the composition of the team and
may help to understand what knowledge is available as a group and what knowledge is
missing.
 Stakeholder register: Contains details about the identified stakeholders to help understand
the knowledge they may have.

 Deliverables: physical components completed to meet the project objectives and can include
components of the project management plan.

Eng. HANY ELSHAFIE

Manage Project Knowledge. (Executing Process Group)

Tools and Techniques:

 Expert judgment: Individuals or groups with specialized knowledge or training in: Knowledge
management, Information management, Organizational learning, Knowledge and information
management tools, and Relevant information from other projects.

 Knowledge management: Working together to create new knowledge, share tacit knowledge, and
integrate the knowledge of diverse team members.
 Networking (formal an informal social interactions)
 Communities of Practices
 Work shadowing and reverse shadowing
 Discussion forums such as focus groups
 Knowledge sharing events such as seminars/conferences
 Workshops including Problem solving sessions
 Creativity and ideas management
 Knowledge fairs and cafés

Eng. HANY ELSHAFIE

Manage Project Knowledge. (Executing Process Group)

Tools and Techniques:

 Information management: Used to create and connect people to information interactively;

effective for sharing simple, unambiguous (‫(خالية من الغموض‬, codified explicit knowledge:
 Methods for codifying explicit knowledge; for example Lessons learned.
 Library services.
 Information gathering, for example, web searches and reading published articles.
 Project management information system (PMIS).

 Interpersonal and team skills:

 Active listening: Reduce misunderstandings and improves communication and knowledge
sharing.
 Facilitation: Effectively guide a group to a successful decision, solution, or conclusion.
 Leadership: To communicate the vision and inspire the project team to focus on the
appropriate knowledge.
 Networking: share tacit and explicit knowledge.
 Political awareness: Plan communications based on the project environment as well as the
organization’s political environment.

Eng. HANY ELSHAFIE

Manage Project Knowledge. (Executing Process Group)

OUTPUT:

 LESSONS LEARNED REGISTER:

 can include the category and description of the situation. The lessons learned register may
also include the impact, recommendations, and proposed actions associated with the
situation.

 The lessons learned register is created as an output of this process early in the project.
Thereafter it is used as an input and updated as an output in many processes throughout the
project. The persons or teams involved in the work are also involved in capturing the lessons
learned. Knowledge can be documented using videos, pictures, audios, or other suitable
means that ensure the efficiency of the lessons captured.

Eng. HANY ELSHAFIE

Monitor and Control Project Work. (Monitoring and Controlling Process Group)

(ECO) Domain: II (Process)

Task: 1,12,13,17 • Develop Project Charter
1
• Develop Project Management Plan
2
• Direct and Manage Project Work
 Process of tracking, reviewing, and reporting the overall 3
progress to meet the performance objectives defined in
the project management plan. • Manage Project Knowledge
4
 Allows stakeholders to understand the current state of the
project, recognize the actions taken to address any
• Monitor and Control Project Work
performance issues, and to have visibility into the future 5
project status.

 Control includes determining corrective or preventive • Perform Integrated Change Control

actions.

• Close Project or Phase

Eng. HANY ELSHAFIE
Monitor and Control Project Work. (Monitoring and Controlling Process Group)

Inputs Tools & techniques outputs

• 1 Project management plan •1 Expert judgment •1 Work performance reports

•2 Data analysis •2 Change requests
• Any component •Alternatives analysis •3 Project management plan updates
• 2 Project documents •Cost-benefit analysis •Any component
• Assumption log •Earned value analysis •4 Project documents updates
• Basis of estimates •Root cause analysis •Cost forecasts
• Cost forecasts •Trend analysis •Issue log
•Variance analysis •Lessons learned register
• Issue log
•3 Decision making •Risk register
• Lessons learned register •Voting •Schedule forecasts
• Milestone list •4 Meetings
• Quality reports
• Risk register
• Risk report
• Schedule forecasts
• 3 Work performance information
• 4 Agreements
• 5 Enterprise environmental factors
• 6 Organizational process assets

Eng. HANY ELSHAFIE

Monitor and Control Project Work. (Monitoring and Controlling Process Group)

Inputs:

 Project documents:
 Assumption log: Contains information about assumptions and constraints.
 Basis of estimates: How the various estimates were derived and can be used to make a decision on how
to respond to variances.
 Schedule& Cost forecasts: To determine if the project is within defined tolerance ranges for schedule
and budget and to identify any necessary change requests.
 Issue log: To document and monitor who is responsible for resolving specific issues by a target date.
 Lessons learned register: Information on effective responses for variances, and corrective and
preventive actions.
 Milestone list: To check if the planned milestones have been met.
 Quality reports: Quality management issues; recommendations for process, project, and product
improvements; corrective actions recommendations.
 Risk register: Information on threats and opportunities that have occurred.
 Risk report: Information on the overall project risks as well as information on specified individual risks.

Eng. HANY ELSHAFIE

Monitor and Control Project Work. (Monitoring and Controlling Process Group)

Inputs:

 Work performance information: From all other controlling processes.

 Agreements: Oversee the contractor’s work to make certain that all the agreements meet the specific needs
of the project.

 Enterprise environmental factors: Project management information systems PMIS, Infrastructure,

Stakeholders’ expectations and risk thresholds, and Government or industry standards.

 Organizational process assets: Financial controls procedures, Monitoring and reporting methods, Issue
management procedures, Defect management procedures, and Organizational knowledge base.

Eng. HANY ELSHAFIE

Monitor and Control Project Work. (Monitoring and Controlling Process Group)

Tools and Techniques:

 Expert judgment: Individuals or groups with specialized knowledge or training in: Earned value
analysis, Interpretation and contextualization of data, Techniques to estimate duration and costs,
Trend analysis, Technical knowledge on the industry and focus area of the project, Risk management,
and Contract management.

 Data analysis:
 Alternatives analysis: To select the corrective or a combination of corrective and preventive actions.
 Cost-benefit analysis: To determine the best corrective action in terms of cost.
 Earned value analysis: Provides an integrated perspective on scope, schedule, and cost performance.
 Root cause analysis: To identify the reasons for a deviation and which areas to focus on.
 Trend analysis: To forecast future performance based on past results, and can be used to recommend
preventive actions if necessary.
 Variance analysis: Reviews the variances from an integrated perspective and take appropriate preventive or
corrective actions.

 Decision making:
 Voting: Making decisions based on unanimity, majority, or plurality.

 Meetings: User groups and review meetings.

Eng. HANY ELSHAFIE
Monitor and Control Project Work. (Monitoring and Controlling Process Group)

Outputs:

 Work performance reports: Physical or electronic representation(dashboards, heat reports, stop light
charts) of work performance information intended circulated to the project stakeholders to generate
decisions, actions, or awareness(status reports, progress reports, earned value graphs and information,
trend lines and forecasts, reserve burndown charts, defect histograms, contract performance
information, and risk summaries).

 Project documents updates:

 Cost forecasts: Changes in cost forecasts resulting from this process are recorded.
 Issue log: New issues raised as a result of this process are recorded.
 Lessons learned register: Updated with effective responses for variances and corrective and
preventive actions.
 Risk register: New risks identified during this process are recorded.
 Schedule forecasts: Changes in schedule forecasts resulting from this process are recorded.

Eng. HANY ELSHAFIE

 Change Requests

Corrective • An intentional activity that realigns the

Change Requests
performance of the project work with the
action project management plan.

Preventive • An intentional activity that ensures the

future performance of the project work is
action aligned with the project management plan

Defect • An intentional activity that modifies a

non conforming product or product
repair component

Eng. HANY ELSHAFIE

Perform Integrated Change Control. (Monitoring and Controlling Process Group)

(ECO) Domain: II (Process) • Develop Project Charter

Task: 10,12,16,17 1
• Develop Project Management Plan
2
 Process of reviewing all change requests; • Direct and Manage Project Work
approving changes and managing changes to 3
deliverables, project documents, and the
project management plan; and communicating
• Manage Project Knowledge
4
the decisions.
• Monitor and Control Project Work
 Before the baselines are established, changes 5
are not required to be formally controlled by
the Perform Integrated Change Control • Perform Integrated Change Control
process.

• Close Project or Phase

Eng. HANY ELSHAFIE

Perform Integrated Change Control. (Monitoring and Controlling Process Group)

 Any change in a configuration element should be formally controlled and will require a change
request.

 Although changes may be initiated verbally, they should be recorded in written form.

 Change control board (CCB): formally chartered group responsible for reviewing, evaluating,
approving, deferring, or rejecting changes to the project and for recording and communicating such
decisions.

 Customer or sponsor approval may be required for certain change requests after CCB approval, unless
they are part of the CCB.

Eng. HANY ELSHAFIE

Perform Integrated Change Control. (Monitoring and Controlling Process Group)

Inputs Tools & techniques outputs

• 1 Project management plan • 1 Expert judgment • 1 Approved change requests

• Change management plan • 2 Change control tools • 2 Project management plan
• Configuration management plan • 3 Data analysis updates
• Scope baseline • Alternatives analysis • Any component
• Schedule baseline • Cost-benefit analysis • 3 Project documents updates
• Cost baseline • 4 Decision making • Change log
• 2 Project documents • Voting
• Basis of estimates • Autocratic decision making
• Requirements traceability • Multicriteria decision
matrix analysis
• Risk report • 5 Meetings
• 3 Work performance reports
• 4 Change requests
• 5 Enterprise environmental
factors
• 6 Organizational process assets

Eng. HANY ELSHAFIE

Perform Integrated Change Control. (Monitoring and Controlling Process Group)

Inputs:

 Project management plan:

 Change management plan: Provides the direction for managing the change control process and
documents the roles and responsibilities of the change control board (CCB).
 Configuration management plan: Describes the configurable items that will be recorded and
updated to keep consistency.
 Scope baseline: Provides the project and product definition.
 Schedule baseline: Used to assess the impact of the changes in the project schedule.
 Cost baseline: Used to assess the impact of the changes to the project cost.

 Project documents:
 Basis of estimates: Used to calculate the impact of the change in time, budget, and resources.
 Requirements traceability matrix: Helps assess the impact of the change on the project scope.
 Risk report: Presents information on sources of overall and individual project risks involved by
the change requested.

Eng. HANY ELSHAFIE

Perform Integrated Change Control. (Monitoring and Controlling Process Group)

Inputs:

 Work performance reports: Include resource availability, schedule and cost data, earned value
reports, and burnup or burndown charts.

 Change requests: Change requests that have an impact on the project baselines should normally
include information about the cost of implementing the change, modifications in the scheduled dates,
resource requirements, and risks. These changes should be approved by the CCB (if it exists) and by
the customer or sponsor, unless they are part of the CCB. Only approved changes should be
incorporated into a revised baseline.

 Enterprise environmental factors: Legal restrictions, Government or industry standards,

Organizational governance framework, and Contracting and purchasing constraints.

 Organizational process assets: Change control procedures, Procedures for approving and issuing
change authorizations, Configuration management knowledge base containing the versions and
baselines.

Eng. HANY ELSHAFIE

Perform Integrated Change Control. (Monitoring and Controlling Process Group)

Tools and techniques:

 Expert judgment: Individuals or groups with specialized knowledge of or training in: Technical
knowledge of the industry and focus area of the project, Legislation and regulations, Legal and
procurement, Configuration management, and Risk management.

 Change control tools: manual or automated tools based on the needs of the project stakeholders
including organizational and environmental considerations and/or constraints:
 Tools should support the following configuration management activities:
 Identify configuration item
 Record and report configuration item status
 Perform configuration item verification and audit.

Eng. HANY ELSHAFIE

Perform Integrated Change Control. (Monitoring and Controlling Process Group)

Tools and techniques:

 Data analysis:
 Alternatives analysis: Used to assess the requested changes and decide which are accepted,
rejected, or need to be modified to be finally accepted.
 Cost-benefit analysis: To determine if the requested change is worth its associated cost.

 Decision making:
 Voting: To decide on whether to accept, defer, or reject change requests.
 Autocratic decision making: One individual takes the responsibility for making the decision for
the entire group.
 Multicriteria decision analysis: To evaluate the requested changes according to a set of
predefined criteria.

 Meetings: Change control meetings are held with a change control board (CCB). CCB decisions are
documented and communicated to the stakeholders for information and follow-up actions.

Eng. HANY ELSHAFIE

Perform Integrated Change Control. (Monitoring and Controlling Process Group)

Outputs:

 Approved change requests: Approved change requests will be implemented through the Direct and
Manage Project Work process. Deferred or rejected change requests are communicated to the person
or group requesting the change.

 Project management plan updates:

 Any component:

 Project documents updates:

 Change log: used to document changes that occur during a project.

Eng. HANY ELSHAFIE

 Detailed Process for Making Change

1. Prevent the root cause of changes: The project manager should not just focus on managing changes; they should
proactively eliminate the need for changes.

2. Identify the need for a change: Changes can come from the project manager, as a result of measuring against the
performance measurement baseline, or from the sponsor, the team, management, the customer, or other stakeholders. The
project manager should be actively looking for changes from all these sources because discovering a change early will decrease the
impact of the change.

3. Evaluate the impact of the change within the knowledge area: If it is a scope change, how will it affect the
rest of the scope of the project? If it is a schedule change, how will it affect the rest of the schedule for the project?

4. Create a change request: Changes can be made to the product scope, any part of the project management plan,
contracts, charter, statements of work, policies and procedures, or even the performance measurement baseline. The process of
making a change should follow the change management plan.

5. Perform integrated change control: how will the change affect all the other project constraints?
a. Assess the change: Does the change fall within the project charter? If not, it should not be a change to your project;
it may be an entirely different project. If the change is not beneficial to the project, it should not be approved.

b. Identify options: Actions to decrease threats or increase opportunities include compressing the schedule through
crashing or fast tracking, changing how the work is performed, adjusting quality, or cutting scope so that the effect of the
change will be minimized. Sometimes it may be necessary to accept the negative consequences of a change, if the
positive impact that would result from the change is more valuable to the project.

Eng. HANY ELSHAFIE

 d. Get the change approved Or Rejected. the project manager may be able to approve many changes. But those that
affect the project management plan, baselines, charter, etc would likely need to go to a change control board and / or the
sponsor. Decision - making techniques help in this effort.

e. Update the status of the change in the change log: This helps everyone know the status of the change. If a
change is not approved, the reasons it was rejected should be documented.

f. Adjust the project management plan, project documents, and baselines as necessary: Some approved
changes need to be incorporated into the project baselines. The changes could affect other parts of the project
management plan or project documents or could affect the way the project manager will manage the project.

6. Manage stakeholders' expectations by communicating the change to stakeholders affected by the

change: as configuration management (version control to make sure everyone is working off the same project documentation).

7. Manage the project to the revised project management plan and project documents.

Eng. HANY ELSHAFIE

Roll Out Plan. ‫بدء تنفيذ – بدء تطبيق‬

 Once a change is approved and built, the project manager needs to plan for its
successful implementation.

 Roll out plans enable the project manager to define the knowledge transfer,
training, and readiness activities required to implement the change.

 Depending on the size, scope, and nature of the change, the plan details might
include:

Eng. HANY ELSHAFIE

Close Project or Phase. (Closing Process Group)

(ECO) Domain: II (Process)

Task:12,16,17
• Develop Project Charter
1
• Develop Project Management Plan
 Process of finalizing all activities for the project,
2
phase, or contract.
• Direct and Manage Project Work
 The activities necessary for the administrative 3
closure of the project or phase include but are
not limited to: • Manage Project Knowledge
 Making certain that all documents and deliverables 4
are up-to-date and that all issues are resolved.
 Confirming the delivery and formal acceptance of • Monitor and Control Project Work
deliverables by the customer. 5
 Ensuring that all costs are charged to the project;
 Closing project accounts. • Perform Integrated Change Control
 Dealing with excess project material.
 Reallocating project facilities, equipment, and
other resources.
 Elaborating the final project reports as required by
• Close Project or Phase
organizational policies.
Eng. HANY ELSHAFIE
Close Project or Phase. (Closing Process Group)

Inputs Tools & techniques outputs

• 1 Project charter • 1 Expert judgment • 1 Project documents updates

• 2 Project management plan • 2 Data analysis • Lessons learned register
• All components • Document analysis • 2 Final product, service, or
• 3 Project documents • Regression analysis result transition
• Assumption log • Trend analysis • 3 Final report
• Basis of estimates • Variance analysis • 4 Organizational process
• Change log • 3 Meetings assets updates
• Issue log
• Lessons learned register
• Milestone list
• Project communications
• 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

Eng. HANY ELSHAFIE

Close Project or Phase. (Closing Process Group)

Inputs:

 Project charter: success criteria, approval requirements, and who will sign off on the project.

 Project documents:
 Basis of estimates: Is used to evaluate how the estimation of durations, cost, resources, and
cost control compared to the actual results.
 Issue log: Is used to check that there is no open issue.
 Lessons learned register: finalizing lessons learned before being entered into the lessons
learned repository.
 Milestone list: Shows the final dates on which the project milestones have been accomplished.
 Project communications: All communications that have been created throughout the project.
 Quality reports: All quality assurance issues, recommendations for improvement, and the
summary of findings from the Control Quality process.
 Requirements documentation: Is used to demonstrate compliance with the project scope.
 Risk report: Is used to check that there are no open risks at the end of the project.

Eng. HANY ELSHAFIE

Close Project or Phase. (Closing Process Group)

Inputs:

 Accepted deliverables: Include approved product specifications, delivery receipts, and work
performance documents.

 Business documents
 Business case: To determine if the expected outcomes from the economic feasibility study used
to justify the project occurred.
 Benefits management plan: Is used to measure whether the benefits of the project were
achieved as planned.

 Agreements: The requirements for formal procurement closure are usually defined in the terms and
conditions of the contract.

 Procurement documentation: To close the contract, all procurement documentation is collected,

indexed, and filed.

 Organizational process assets: Project or phase closure guidelines or requirements, and

Configuration management knowledge base containing the versions and baselines of all official
organizational standards, policies, procedures, and any project documents.
Eng. HANY ELSHAFIE
Close Project or Phase. (Closing Process Group)

Tools and Techniques:

 Expert judgment: Individuals or groups with specialized knowledge or training in: Management
control, Audit, Legal and procurement, and Legislation and regulations.

 Data analysis:
 Document analysis: Assessing available documentation will allow identifying lessons learned
and knowledge sharing for future projects and organizational assets improvement.
 Regression analysis: Analyzes the interrelationships between different project variables that
contributed to the project outcomes to improve performance on future projects.
 Trend analysis: Is used to validate the models used in the organization and to implement
adjustments for future projects.
 Variance analysis: Is used to improve the metrics of the organization by comparing what was
initially planned and the end result.

 Meetings: To confirm that the deliverables have been accepted, to validate that the exit criteria have
been met, to formalize the completion of the contracts, to evaluate the satisfaction of the
stakeholders, to gather lessons learned, to transfer knowledge and information from the project, and
to celebrate success.

Eng. HANY ELSHAFIE

Close Project or Phase. (Closing Process Group)

Outputs:

 Project documents updates:

 Lessons learned register: Finalized to include final information on phase or project closure,
may include information on benefits management, accuracy of the business case, project and
development life cycles, risk and issue management, stakeholder engagement, and other
project management processes.

 Final product, service, or result transition: A product, service, or result, once delivered by the
project, may be handed over to a different group or organization that will operate, maintain, and
support it throughout its life cycle.

Eng. HANY ELSHAFIE

Close Project or Phase. (Closing Process Group)

Outputs:

 Final report: provides a summary of the project performance:

 Summary level description of the project or phase.
 Scope objectives, the criteria used to evaluate the scope, and evidence of meeting those criteria.
 Quality objectives, the criteria used to evaluate the project and product quality, the verification and actual
milestone delivery dates, and reasons for variances.
 Cost objectives, including the acceptable cost range, actual costs, and reasons for any variances.
 Summary of the validation information for the final product, service, or result.
 Schedule objectives including whether results achieved the benefits that the project was undertaken to
address. If the benefits are not met at the close of the project, indicate the degree to which they were
achieved and estimate for future benefits realization.
 Summary of how the final product, service, or result achieved the business needs identified in the business
plan. If the business needs are not met at the close of the project, indicate the degree to which they were
achieved and estimate for when the business needs will be met in the future.
 Summary of any risks or issues encountered on the project and how they were addressed.

Eng. HANY ELSHAFIE

 Project Management Plan Vs Project Documents
Project Management Plan Project Documents
1. Scope managementplan 1. Activity attributes 19. Quality control measurements

2. Requirements management plan 2. Activity list 20. Quality Metrics

3. Schedule managementplan 3. Assumption log 21. Quality report

4. Cost management plan 4. Basis of estimates 22. Requirements documentation

5. Quality management plan 5. Change log 23. Requirements traceability matrix

6. Resource management plan 6. Cost estimates 24. Resource breakdown structure

7. Communication managementplan 7. Cost forecasts 25. Resource calendars

8. Risk management plan 8. Duration estimates 26. Resource requirements

9. Procurement management plan 9. Issue log 27. Risk register

10. Stakeholder engagement plan 10. Lessons learnedregister 28. Risk report

11. Change management plan 11. Milestone list 29. Schedule data

12. Configuration management plan 12. Physical resource assignments 30. Schedule forecasts

13. Scopebaseline 13. ProjectCalendars 31. Stakeholderregister

14. Schedule baseline 14. Projectcommunications 32.Team Charter

15. Costbaseline 15. Projectschedule 33.Test and evaluation documents

16. Performance measurement baseline 16. Project schedule network diagram

17. Project life cycle description 17. Project scope statement

18.Development approach 18. Project team assignments

Eng. HANY ELSHAFIE
63
Q1:
You are working on a project to build a multi-story complex in your city, and you
are about to start project planning. As a starting point for initial project planning,
what is the first thing you should do?

A. Conduct a project kick-off meeting to inform and engage stakeholders and

gain commitment.
B. Begin the process of identifying stakeholders so they can be engaged as
necessary for project planning
C. Develop the project schedule to manage timely completion of the project.
D. Review the project charter to understand the high-level information about the
project.
64
Q2:

You have been managing a construction project in a developing country, and now
you are closing the project. The project completed on schedule and under
budget. The general manager of your company heard about the success of your
project and wants a summary overview of project performance so that he can
talk about your success at the next board meeting. What should you provide to
him?

A. Final report
B. lessons learned register.
C. Lessons learned repository.
D. Project Charter
65
Q3:

What is the key purpose of the Monitoring and Controlling process group?

A. Measure project performance in order to identify and quantify any variances

and perform approved corrective actions.
B. Perform preventive actions so that no variances ever occur in the project
lifecycle.
C. Conduct daily status meetings.
D. None of the above.

66
Q4:

While monitoring and controlling the projects, why is it necessary to manage

changes to the project by following the change management plan?

A. To align project goals with business needs

B. To satisfy the customer
C. To satisfy project requirements
D. To satisfy the sponsor

67
Q5:
Jack is the project manager of a project that is halfway through the execution.
Because of the increased volatility of prices, one of the vendors asks the project
manager to make a price change that will affect the project contract. As a
project manager, what should you do next?

A. Ask the CCB for approval.

B. Implement the approved change.
C. Submit a change request and analyze the impact.
D. Analyze the impact and Update the Project management plan

68
Q6:

You are managing a railway track construction project. The key stakeholders and
the Project sponsor approved the project management plan. What is the next
step?

A. Identify Stakeholders
B. Direct and Manage Project Work
C. Conduct the project kick-off meeting
D. Update Business Case

69
 Q7:

A project sponsor calls the project manager to obtain a summary of the

performance of a project that recently closed. What document can the project
manager provide the sponsor that will contain this information?

A. Project management plan.

B. Final report
C. Work performance report
D. Work performance information

70
 Q8:

You have recently been assigned as a project manager to manage a project that
was terminated three months ago because of funding related issues, but which
has since been re-initiated. You want to find out the exact reasons for the
termination of the project. You also want to know which deliverables were
produced from the terminated project. Which of the following documentation
should you review to obtain this information?

A. Operational and support documents.

B. Historical Database
C. Project or phase closure documents.
D. Final Product, Service, or Result
71