Wael hassan zewein, PMP

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 Program Outlines

Tier III
Professional & Social Responsibility

Tier II
Project Management Processes

Tier I
Project Management Framework

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(PMP®) Certification Exam
Information.

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 What is Integration Management?
 Why Integration Management is important?
 What are the Integration processes?

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 What is Integration Management?
 It includes the processes and activities needed
to identify, define, combine, unify, and
coordinate the various processes and project
management activities within the Project
Management Process Groups

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 Why Integration Management is important?
 Integration means putting the pieces of the project
together into a cohesive whole, while managing tradeoffs
among the different project objectives.
 Integration is primarily the role of the project manager
because the he is responsible for seeing the ‘big picture’.
 Project Integration Management is concerned with
integrating the processes in the Project Management
Process Groups to accomplish the project objectives

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What are the Integration processes?

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 Project Integration Processes
Process Project Phase Key Outputs
Develop Project Charter Initiating Project Charter
Develop Project
Planning Project Management Plan
Management Plan
Direct and Manage Project
Execution Deliverables
Execution
Monitor and Control Project
Monitoring and Control Change Requests
Work
Perform Integrated Change Change Requests status
Monitoring and Control
Control updates
Close Project or Phase Closure Final product

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 4.1 Develop Project Charter

Develop Project Charter process

Inputs Tools & Techniques Outputs
Project Statement of work Expert judgment Project Charter

Business case

Contract

Enterprise environmental
factors
Organizational process
assets

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 4.1 Develop Project Charter
Project Charter contents A Project Charter

 Project Title & Description  Formally authorizes the project.

Project Manager Assigned and Gives the objectives and business

Authority Level case
 Business Need  Identifies the Project Manager.

 Project Justification  Generic enough not to change often.

 Resources Pre-assigned  Written by a Manager higher in

authority than Project Manager.
Stakeholders
 Includes name, description,
 Stakeholders Requirements as Known
deliverables
 Product Description/Deliverables
 A project does not start unless it has
 Constraints and Assumptions a Project charter.
 Project Sponsor Approval

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 4.2 Develop Project Management Plan

Develop Project Management Plan process

Inputs Tools & Techniques Outputs
Project charter Expert judgment Project Management Plan
Outputs from planning
processes
Enterprise environmental
factors
Organizational process
assets

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 4.2 Develop Project Management Plan

• Project Management Plan is developed by Project Manager with inputs

from the team, stakeholders and management.
• Project Management Plan development is iterative.
• A Project Management Plan is bought into, approved, realistic and
formal.
• Project baseline refers to the original version of the project management
plan.
• Once the project management plan is baseline, it may only be changed
by raising a change request.
• Kick-off meeting happens after the planning phase and before the
project execution.
• It is typically used to communicate responsibilities of key stakeholders.

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 4.2 Develop Project Management Plan
A Project Management Plan Management plans are:
includes
•Scope management plan
Project Charter
•Requirement management plan
Budget
•Schedule management plan
Schedule
•Cost management plan
Resources
•Quality management plan
Scope Statement •Process improvement plan
WBS •Human resource plan

Responsibility charts/ •Communication management plan

assignments •Risk management plan

•Procurement management plan
Management Plans

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 4.3 Direct and Manage Project Execution

Direct and Manage Project Execution process

Inputs Tools & Techniques Outputs
Project Management plan Expert judgment Deliverables

Approved Change Requests Work performance information

Enterprise environmental factors Change requests

Project management plan

Organizational process assets
updates
Project document updates

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 4.3 Direct and Manage Project Execution

• Direct and Manage Project Execution process includes performing the

work defined in the PMP to achieve project’s objectives.
• These Activities include
• Accomplish project requirements
• Create project deliverables
• Staff, train, and manage team members
• Obtain, manage, and use resources.
• Implement the planned methods and standards
• Establish and manage communication channels (external & internal)
• Generate project data
• Issue change request and adapt approved changes
• Manage risk, manage seller and supplier
• Collect and document lessons learned.

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 4.3 Direct and Manage Project Execution

The outcome of the processes are the deliverables.

Status updates are fed into the performance reporting process.
This process requires the implementation of
Approved corrective actions that will realign the execution of the
•project with the project management plan
•–Approved preventive actions that will reduce the probability of
potential negative impacts
•–Approve defect repair requests to correct product defects found by
the quality process

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 4.4 Monitor and Control project work

Monitor and Control project work process

Inputs Tools & Techniques Outputs
Project Management plan Expert judgment Change requests
Project management plan
Performance Report
updates

Enterprise environmental factors Project document updates

Organizational process assets

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 4.4 Monitor and Control project work

• Monitor & Control Project Work is the process of tracking,

reviewing, and regulating the progress to meet performance
objectives defined in the project management plan

• This process is to monitor project processes related to

initiating, planning, executing and closing.

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 4.4 Monitor and Control project work

• Monitoring is done throughout the project, and it provides

an insight to the project’s health.

• Corrective or preventive actions are taken to control the

project performance

• It highlights any areas that require special attention.

• Includes, collecting, measuring, analyzing trends and

disseminating performance information.

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 4.5 Perform Integrated Change Control

Perform Integrated Change Control process

Inputs
Project management plan
Work performance information
Change requests
Tools & Techniques Outputs
Expert judgment Change request status updates
Project management plan
Change control meetings
updates
Project document updates

Enterprise environmental factors

Organizational process assets

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 4.5 Perform Integrated Change Control

• Perform Integration Change Control is the process of

reviewing all change requests, approving changes and
managing changes to the deliverables, organizational
process assets, project documents and project management
plan

• It is performed from project initiation to project completion.

• Every documented change request must be accepted or

rejected by the change control board.

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 4.5 Perform Integrated Change Control

• A change control board is typically formed to review

change requests to determine if additional analysis
necessary.

• They also approve or reject requested changes.

• The board members may include the PM, customer, experts,

sponsor and others.

• They must be agreed by the board members.

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 4.5 Perform Integrated Change Control

• The roles and responsibilities are clearly defined in the

configuration control and change control procedures.

• Configuration control is focused on specification of both

deliverables and processes while Change control is focused
on identifying, documenting, and controlling change to the
project and product baselines

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 4.5 Perform Integrated Change Control

• A baseline refers to the original project plan with approved

changes.

• It is used to monitor the project progress, and forecasts of

final cost and schedule are compared to it.

• Project baselines may change with formal approval, the

evolution of the baseline should be documented.

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 4.5 Perform Integrated Change Control

Projects seldom run according to plan.

• In dealing with changes, the PM should:

1. Evaluate the impact to the project

2. Create alternatives, including cutting other tasks,
crashing, fast tracking etc
3. Meet with stakeholders
4. Meet with the customers

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 4.5 Perform Integrated Change Control

Exam tip:
–Changes are always evaluated first.
–Consider all components of the triple constraint.
–Choose the answer roughly following the mentioned
sequence.

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 4.6 close project or Phase

Close Project or Phase process

Inputs Tools & Techniques Outputs
Final Product, service, or result
Project management plan Expert judgment
transition
Organizational process assets
Accepted Deliverables
updates
Organizational process assets

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 4.6 close project or Phase

• Close Project or Phase is the process of finalizing all

activities across all Project Management Process Groups to
formally complete project or phase

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 4.6 close project or Phase

• Close Project or Phase is the process of finalizing all

activities across all Project Management Process Groups to
formally complete project or phase

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