Project Integration

Management
FSOFT PMP Exam Prep
v1.0
Our roles…
• I am here as a facilitator
• You are the PMP® exam candidates!

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Objectives

• Integration management • Defect repair

process • Configuration management
• Integrated change control system
• Project management plan • Change control system
• Project charter • Change control board
• Business case • Cost-benefit analysis
• Project selection > Next Slide
• Corrective & preventive
action
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Objectives

• Kick off meeting • Opportunity cost

• Work authorization system • Sunk cost
• Project statement of work • Depreciation
• Net present value • Change management plan
• Internal rate of return • Configuration management
• Payback period plan
• Present value
• Baselines

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Content
1. Project Integration Management
2. Develop Project Charter
3. Develop Project Management Plan
4. Direct and Manage Project Work
5. Manage Project Knowledge
6. Monitor and Control Project Work
7. Perform Integrated Change Control
8. Close Project or Phase
9. Other Concepts

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1. Project Integrated
Management
> Overview
• Define processes needed to identify, define, combine, unify,
& coordinate the various processes & Project Management
activities
• Includes characteristics of unification, consolidation,
articulation & integrative actions that are crucial to project
successful completion
– Unification: Making single Process
– Consolidation: Joining multiple processes
– Articulation: Collect data from different processes convert into
meaningful information, reports.
– Integrative actions: - to bring together or incorporate (parts) into a
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> Overview

• Integration is the key central activity in project management

• Project Integration Management is specific to PM and can
not be delegated or transferred.
• PM must consolidate & Integrate many action on day to
day basis (Changing requirements, resources, new
requirements etc.)
• Integration managements processes holds entire project
together

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> Key concepts
• Ensure the deliverable due dates of the product, service.
• Provide project management plan to achieve project objectives.
• Ensure the creation & the use of appropriate knowledge.
• Manage the performance and changes.
• Make integrated decisions regarding key changes.
• Measure & monitor the project’s progress and take appropriate
action to meet project objectives.
• Collect & analyze the data, and communicate to relevant
stakeholders.
• Complete all the work & formally closing each phase, contract,
and the project.
• Manage phase transitions.
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> Trends & Emerging Practices
• Use of automated tools: PMIS/automated tools to collect,
analyze information
• Use of visual management tools: provides a real-time
overview of the project status, facilitates knowledge transfer
• Project knowledge management: identify knowledge
throughout project life cycle & transfer it to the target
audience
• Expanding the project manager ‘s responsibilities:
manage interfaces with various functional & operational
departments & senior management personnel
• Hybrid methodologies: agiles, business analysis
techniques …
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> Tailoring Considerations

Project life cycle

• What is an appropriate project life cycle?

• What phases should comprise the project life cycle?

Development life cycle

• What development life cycle and approach is appropriate for the product,
service or result?
• Is a predictive or adaptive approach appropriate?
• If adaptive, should the product be developed incrementally or iteratively?
• Is a hybrid approach best?

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> Tailoring Considerations
Management approaches

• What management processes are most effective based on the organizational culture and the
complexity of the project?

Knowledge management

• How will knowledge be managed in the project to foster a collaborative working environment?

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 status reporting requirements?

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> Tailoring Considerations

Lesson learned

• What information should be collected throughout and at the

end of the project?
• How will historical information and lessons learned be made
available to future projects?

Benefits

• When and how should benefits be reported: at the end of the

project or at the end of each iteration or phase?

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> Considerations for Agile/Adaptive Environment
• Engage team members as local
domain experts in integration
management.
• Team members determine how plans
& components should integrate.
• Control of the detailed product
planning & delivery is delegated to the
team.
• PM focus on building a collaborative
decision-making environment &
ensuring the team has the ability to
respond to changes.

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> Processes

4.2. Develop
4.1 Develop 4.3. Direct 4.4. Manage
project
project and Manage project
managemen
charter Project work knowledge
t plan

4.5. Monitor & 4.6 Perform

4.7 Close Project or
Control Project Integrated Change
Phase
Work Control

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> Processes

4.1. Develop Project

Initiating
charter

4.7. Close Project 4.2. Develop

Or Phase
Closing Planning Project
Management Plan

4.5. Monitor and Control 4.3. Direct & Manage

Project Work Monitoring & Project Work
4.6. Perform Integrated Controlling
Executing
4.4. Manage Project
Change Control Knowledge
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2. Develop Project Charter
> Overview

• Formally authorizes a existence of a project,

& provide PM authority to apply
organizational resources to project
activities.
– Authorizes a project
– Provide PM authority
– Gets resources to perform activities
• Issued & signed by Project initiator or
sponsor (External project authority -
Customer, Dept. head, PMO etc.)
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> Overview
• Project charter
– Broad but, sufficiently detailed
– Is Project Kick-off document
– PM should be assigned as early as possible. Preferably, while
Charter is defined or prior to planning
– Contains
• Business Need + High level requirements
• Summary Milestones + Summary Budget
• High level risks + Project Manager assignment
• Stakeholder list + Deliverables
• Assumption + Constraints
• Measurable project objectives 19
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> ITTO

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> Process Flow

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> Input

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> Input
1. Business document
 Business case
– A documented economic feasibility study used to establish
validity of the benefits of a selected project
– Used as a basis for the authorization of further project
management activities.
– It describes necessary information from a business standpoint to
determine whether project is worth investment.
– Written by
• Project initiator
• Sponsor
• Stakeholder
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> Input
1. Business document (cont.)
 Business case (cont.)
– It contains
• Business background
• Business Benefits
• Assumption & Constraints
• GAP analysis, Cost Benefit analysis
• Expected Cost, ROI
– Identify Business need
– Establishes feasibility
– Establishes business value & importance (Cost-benefit analysis)
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> Input
1. Business document (cont.)
 Business case (cont.)
– Project selection approach
• Benefit measurement methods (Comparative approach)
 Murder board (a panel of people who try to shoot down a new
project idea)
 Peer review , Scoring models , & Economic models
• Constrained optimization methods (Mathematical approach)
• Linear programming , Integer programming: Allocating limited
resources in optimal way
• Dynamic programming, Multi-objective programming
• Programming - not referring to computer programing but it
means planning
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> Input
1. Business document (cont.)
 Business case (cont.)
– Project selection approach (cont.)
• Economic models
– Present Value; Net Present Value
– Internal rate of return
» Project has the higher the IRR number, the better
– Payback period
» The length of time it takes for the org to recover investment
» Project with the shorter payback period is the best choice
– Cost-benefit analysis
» Project with the higher benefit cost ratio is the best choice 26
09e-BM/DT/FSOFT - ©FPT SOFTWARE - Corporate Training Center - Internal Use
> Input
1. Business document (cont.)
 Business case (cont.)
– The business case is created as a result of one or more of the
following:
• Market demand
• Organizational need
• Customer request
• Technological advance
• Legal requirement
• Ecological impacts
• Social need
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> Input
2. Agreements
– Any document or communication that defines the initial
intentions for a project
– Agreement forms
• Contract
• Memorandum of Understanding (MOU’s)
• Service Level Agreements (SLA)
• Letter of agreements
• Letter of intents
• Verbal Agreement
• Email or other written agreements
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> Input
3. Enterprise Environmental Factors (EEF)
– Governmental standards; Industry standards
– Regulations
– Project management information system
– Organizational culture and structure, and Marketplace conditions
– Organizational governance framework
– Stakeholders’ expectations and risk thresholds
4. Organizational Process Assets (OPA)
– Organizational standard processes, policies
– Portfolio, program, and project governance framework
– Monitoring and reporting methods
– Templates
– Historical information and lesson learned
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> Tool & Technique

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> Tool & Technique
1. Expert Judgment
– Assess input used to develop project charter
– Applied to all technical & management details during this process
– Experts are
• Subject Matter Experts
• Other units within the organization
• Consultants
• Other Stakeholders (including customer)
• Professional and technical associations
• Industry groups
• Project Management Office
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> Tool & Technique
2. Data gathering
– It help’s group of people understand
their common objectives & assists
them to achieve these objectives.
– It guides development of project
charter
– Data-gathering techniques
• Brainstorming
• Focus groups
• Interviews

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> Tool & Technique
3. Interpersonal & team skills
– Conflict management: help bring stakeholders into alignment on:
• Objectives
• Success criteria
• High-level requirements
• Project description
• Summary milestone
• …
– Facilitation: ability to effectively guide a group event to a successful
decision, solution, or conclusion
– Meeting management
• Preparing the agenda
• Ensuring that key stakeholder group is invited
• Preparing & sending the follow-up minutes and actions

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> Tool & Technique
4. Meeting
– Meetings are held with key stakeholders to identify:
• Project objectives
• Success criteria
• Key deliverables
• High-level requirements
• Summary milestone
• …

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> Output

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> Output
1. Project charter
– Formally authorizes a project & provide PM with
authority to apply organizational resources to project
– It contains
• Project purpose or justification, measurable
objectives & success criteria’s
• High level requirements
• High level project description
• High level risks
• Assumptions and constraints
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> Output
1. Project charter
– It contains (cont.)
• Summary milestone schedule
• Summary budget
• Stakeholder list
• Project approval requirements
• Assign Project manager
• Name and authority of the sponsor or other
person(s) authorizing the project charter
– Refer to Template\2.2_Project Charter.doc
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> Output
2. Assumption Log
– Record all assumptions and constraints throughout the
project life cycle
– It contains
• Operational assumptions
• Task assumptions

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3. Develop Project Management Plan
> Overview
• With the help of project management team, PM prepare
– Baseline (Scope, Cost, Schedule)
– Describe how to Direct & Manage resources
– Describe how to Monitor & control resources
– Describe how to manage changes
– Report structure, frequency
– Document assumptions & decisions
– Describe how to manage the stakeholder
communication

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> Overview
• The process of defining, preparing, coordinating &
integrating subsidiary plans

• It is a central document that defines the basis of all project

work
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> Overview

• Subsidiary plans & 3 baselines

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> Overview
• The Project Management Plan
– defines how the project is executed, monitored and
controlled, and closed
– contains scope, schedule, and cost baselines, against
which the PM will need to report project performance
• Scope baseline: Scope statement, Work breakdown structure
(WBS) and WBS dictionary
• Schedule baseline: The agreed-upon schedule, including the
start and end date, milestones
• Cost baseline: The time-phased cost budget
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> Overview
• Deviations from baselines are often due to incomplete risk
identification and risk management
• Look at your Project management plan to see how you
planned to handle such a problem
• Remember difference of following concepts
– Project management plan – define HOW work will be
performed
– Project schedule – define activities/milestones on
timeline

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> ITTO

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> Process Flow

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> Input

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> Input
1. Project charter
– It acts as a starting point for initial planning
– It contains:
• Purpose or Justification; Measurable objectives;
• High level requirements; High level project description;
• Summary milestone; Summary budget; Stakeholder list;
• High level risks; Assumptions and constraints; Project approval
requirements; Assigned project manager,
• Responsibility and authority level;
• Name and authority of the sponsor or other person(s) authorizing the
project charter
– Refer more at Template\2.2_Project Charter.doc
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> Input
2. Outputs from other processes
– Any baselines & subsidiary plans that are output from other
planning processes are input to Project Management Plan
– All knowledge area management plans
– All Baselines - Scope, Cost & Schedule
– Document updates - e.g. Risk Register
– Requirements

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> Input
3. Enterprise Environmental Factors (EEF)
– Governmental standards; Industry standards
– Regulations
– Project management body of knowledge for vertical market
– Organizational culture and structure, and Marketplace conditions
– Organizational governance framework
– Infrastructure
4. Organizational Process Assets (OPA)
– Organizational standard processes, policies
– Process definitions
– Change control procedures
– Templates
– Monitoring and reporting methods
– Historical information and lesson learned
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> Tool & Technique

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> Tool & Technique
1. Expert Judgment
– Experts are
• Technical expertise +Quality management expertise
• HR & Training Expertise +Configuration management
expertise
– Do activities such as
• Tailor process
• Develop technical and management details
• Determine resources and skill levels
• Define level of configuration management
• Work prioritization
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> Tool & Technique
2. Data gathering
– It helps group of people understand their common objectives
& assists them to achieve these objectives.
– It guides development of project management plan
– Data-gathering techniques
• Brainstorming
• Checklist
• Focus group
• Interview

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> Tool & Technique
3. Interpersonal & team skills
– Conflict management: bring diverse stakeholders into
alignment on all aspects of the project management plan
– Facilitation: ensure that
• Participants achieve a mutual understanding
• All contributions are considered
• conclusions or results have full buy-in according to the
decision process established for the project
– Meeting management: develop, unify, and agree on the
project management plan

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> Tool & Technique
4. Meeting
– Purpose:
• Discuss the project approach
• Determine how work will be executed to accomplish the
project objectives
• Establish the way the project will be monitored and controlled
– Kick-off meeting:
• Communicate the objectives of project
• Gain the commitment of the team
• Explain the roles & responsibilities of each stakeholder

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> Output

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> Output
1. Project management plan
– Describes how project will be executed, monitored and
controlled.
– It integrates & consolidates all the subsidiary plans and
baselines from planning processes.
– Project management plan contains:
• Project Approach / Phases
• Process Tailoring Details + Project Baselines
• Subsidiary Plans + Integrated Change control
• Performance Reporting + Supporting Documents
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> Output
1. Project management plan (cont.)
– It may also include the following:
• Project Lifecycle & applicable processes for each phase
• How work will be executed to meet project objectives
• How integrity of project baseline will be maintained
• Requirements and techniques for communication among
stakeholders
• Key management reviews for content, the extent of, and
timing to address, open issues and pending decisions
• Change & Configuration management plans
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> Output
1. Project management plan (cont.)
– It will document Process Tailoring
• Select Project Management processes for each phase
• Level of process implementation
• Description of selected process Tools & Techniques

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> Output
1. Project management plan (cont.)
– Supporting documents / other project documents
• Project Agreements/ contacts
• Seller Information
• Project forecasts
• Activity lists
• Project estimates
• Performance assessments
– Refer to Template\3.35_Project Management Plan.doc
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 4. Direct And Manage Project Work

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> Overview
• This is about executing the plan. Performing actual work
• Activities involved
– Direct resources + Manage resources
– Manage Vendor + Train resources
• Results in
– Deliverables (Prototype, Software build, tested application)
• Focus on delivering project results to achieve project
objectives
• PM must spend only necessary efforts, time & resources

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> Overview
• The process of performing work defined in Project
management plan to achieve the project’s objectives.

• It related to overall management of project work

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> Overview
• Activities involved
– Perform activities to accomplish requirements
– Create project deliverables
– Obtain, manage & use resources
– Provide Staff, training, establish & manage project
communication
– Generate project data ( Cost, schedule, progress and quality)
– Manage risks; Manage sellers and suppliers
– Manage stakeholders; Document Lesson learned
– Issue change requests; Implements standards
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> ITTO

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> Process Flow

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> Input

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> Input
1. Project management plan
– Describes how project will be executed, monitored and
controlled
– It integrates & consolidates all the subsidiary plans and
baselines from planning processes
– Refer the previous process in “Develop project
management plan”
– Refer to Template\3.35_Project Management Plan.doc

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> Input
2. Project documents
– Change log: contains the status of all change requests.
– Lesson learned register: 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
• Other information generated by the project
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> Input
2. Project documents (cont.)
– Project schedule: includes list of work activities, durations,
resources, 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.
– Risk report: provides information on sources of overall
project risk along with summary information on identified
individual project risks.

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> Input
3. Approved change requests
– It is output of Perform Integrated change Control process.
– Approved CR’s are scheduled & implemented by project team,
& can impact any area of PMP.
– Can also modify Policies, PMP, Procedures, Costs, or budgets
or revise schedules

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> Input
4. Enterprise Environmental Factors (EEF)
– Organizational structure, culture, management practices, and
sustainability
– Infrastructure
– Stakeholder risk thresholds
5. Organizational Process Assets (OPA)
– Organizational standard processes, policies
– Issue and defect management procedures
– Change control and risk control procedures
– Historical information and lesson learned

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> Tool & Technique

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> Tool & Technique
1. Expert judgment
– It is applied to all technical and management details
during this process
– Experts about
• Technical knowledge
• Cost & budget management
• Legal and procurement
• Legislation and regulations
• Organizational governance
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> Tool & Technique
2. Project management information system
– Helps to store, retrieve & distribute project documents.
Track resource utilization
– Manage Change requests - Input, Review & approval
– Automate information gathering & reporting on KPI
– Provide access to:
• Scheduling Tool or Work Authoring system
• Configuration Management system
• Information collection & distribution system
• Interface to other Automated online systems
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> Tool & Technique
3. Meetings
– Meeting Types
• Information Exchange (WSR, Team status meetings)
• Brainstorming, Option evaluation or Design
• Decision making (Steering committee, CCB meetings)
– Meetings should not be mixed
– Should have well defined Agenda, Objective & timeframe
– Minutes of the meeting should be document and stored
– Most effective when all participants are face to face
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> Output

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> Output
1. Deliverables
– Any unique and verifiable product, result or a capability
to perform the service
– This is required to be produced to complete process,
phase or project
– They are typically tangible components completed to
meet the project objective
• Elements of PMP + Requirements documents
• Completed component + Signed Contract
• Constructed building
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> Output
1. Deliverables (cont.)
– Produce deliverable
• During the execution process
– Verify deliverable
• To meet quality standards
– Validate deliverable
• For final Customer acceptance

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> Output
2. Work performance data
– 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 of each process area for further analysis

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> Output
3. Issue log
– Help the project manager effectively track & manage issues,
ensuring that they are investigated and resolved.
• Issue type
• Who raised the issue and when
• Description
• Priority
• Who is assigned to the issue
• Target resolution date
• Status
• Final solution.

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> Output
4. Change requests
– Formal proposal to modify any document, deliverables
or baseline
– This process has Approved CR as Input & CR as output
– Change request
• Corrective action
• Preventive action
• Defect repair
• Updates

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> Output
5. Project management plan updates
– Elements of the project management plan that may be
updated
• Management plan of Scope, Requirement, Schedule, Cost, Quality,
Human resource, Communication, Stakeholder and Project
baselines, Process improvement plan, Procurement management
plan
6. Project document updates
– May be updated
• Requirement documentation, Project logs, Risk register and
Stakeholder register
7. Organizational process assets updates

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5. Manage Project Knowledge
> Overview
• Project knowledge management is about turning into
practice learning from experience in order to capture, share
and save knowledge in time.
• Key benefit:
– Prior organizational knowledge is
leveraged to produce or improve the
project outcomes.
– Knowledge created by the project is
available to support organizational
operations & future projects or
phases.
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> Overview
• Definition: The process of using existing knowledge and
creating new knowledge to achieve the project’s objectives
& contribute to organizational learning.

• This process is performed throughout the project.

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> Types of Knowledge

Objective & rational knowledge that

Explicit knowledge can be expressed in words, sentences,
•Data, information •Records
numbers, or formulas (context-free)
•Documents •Files

Subjective & experiential

knowledge that can not be
Tacit knowledge expressed in words,
•Experience
•Thinking
sentences, numbers, or
•Competence formulas (context-specific)
•Commitment

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> ITTO

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> Process Flow

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> Input

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> Input
1. Project management plan
– Describes how project will be executed, monitored and
controlled
– It integrates & consolidates all the subsidiary plans and
baselines from planning processes

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> Input
2. Project documents

Lesson learned Project team assignments Resource Breakdown Stakeholder Register

The knowledge gained Type of competencies and Structure A prioritized list of all of
from the process of experience available in the A breakdown of the the project’s stakeholders
performing the project project resources required to and the pertinent
complete the project, by information about them
category and type

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> Input
3. Deliverables
– Any unique and verifiable product, result or a capability
to perform the service
– This is required to be produced to complete process,
phase or project
– They are typically tangible components completed to
meet the project objective
• Elements of PMP + Requirements documents
• Completed component + Signed Contract
• Constructed building
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> Input
4. Enterprise Environmental Factors (EEF)
– Organizational, stakeholder, and customer culture
– Geographic distribution of facilities and resources
– Organizational knowledge experts
– Legal and regulatory requirements and/or constraints
5. Organizational Process Assets (OPA)
– Organizational standard policies, processes, and procedures
– Personnel administration
– Organizational communication requirements
– Formal knowledge-sharing and information-sharing procedures

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> Tool & Technique

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> Tool & Technique
1. Expert judgment
– Experts about
• Knowledge management
• Information management
• Organizational learning
• Knowledge & information management tools
• Relevant information from other projects

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> Tool & Technique
2. Knowledge management
– Helps to connect people so they can work together to
create new knowledge, share tacit knowledge, and
integrate the knowledge of diverse team members
• Networking • Seminars/Conferences
• Communities of practice • Workshops
• Virtual meetings • Storytelling
• Work shadowing • Knowledge fairs & cafes
• Discussion forums • Trainings

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> Tool & Technique
3. Information management
– Helps to create & connect people to information by sharing
simple, unambiguous, codified explicit knowledge
• Lesson learned register
• Library services
• Information gathering (web searches/reading published articles)
• Project management information system (PMIS)
– Can be enhanced by adding an element of interaction (ex:
“contact me” function helps users can get in touch with the
originators)

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> Tool & Technique
4. Interpersonal & Team skills
– Active listening: reduces misunderstandings and improves
communication and knowledge sharing.
– Facilitation: guides a group to successful decision, solution, or
conclusion.
– Leadership: communicate the vision & inspire the project team to
focus on the knowledge objectives.
– Networking: establishes and creates the conditions to share tacit
and explicit knowledge.
– Political awareness: plan communications based on the project
environment as well as the organization’s political environment.

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> Output

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> Output
1. Lessons learned register
– Record challenges, problems, realized risks and
opportunities, or other content.
• Category & description of the situation
• Impact
• Recommendation
• Proposed action
– Knowledge can be documented using videos, pictures,
audios, or other suitable means.

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> Output
2. Project management plan updates
– Any component of the project management plan may be
updated as a result of this process
• Management plan of Scope, Requirement, Schedule, Cost,
Quality, Resource, Communication, Stakeholder and Project
baselines, Process improvement plan, Procurement management
plan
3. Organizational process assets updates
– Some of new knowledge that is created during the
project is codified, embedded in deliverables, or
embedded in improvements to processes & procedures

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6. Monitor and Control Project Work
> Overview
• Tracking, reviewing, & reporting progress to meet
performance objectives defined in project management plan
• It allows stakeholder to understand current state of project,
steps taken, budget, schedule & scope forecasts
• Activities PM need to do
– Continuous improvement (Analyze variance & recommend)
– Continuously Monitor Project work (Resources, Task status)
– Collect project status data & measure against schedule (CPI,
SPI, EV)

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> Overview

• Monitoring • Controlling
– Collect, measure information – Recommending corrective,
– Compare planned vs actuals preventive actions
– Analyzing variances
– Evaluating trends
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> Overview
• Comparing actual project performance against the project
management plan
• Assess performance to determine whether any corrective or
preventive actions are indicated
• Identify new risks. Analyze, track, & monitor existing project
risks. Ensure risk response is executed.
• Maintain an accurate, timely information base (status
reports)

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> Overview

• Provide information (not data) to

support status reporting, progress
measurement, and forecasting.
• Provide forecasts to update current
cost and current schedule
information
• Monitor implementation of approved changes as they occur
• Provide appropriate reports on project progress

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> Overview
• Direct & Manage
– Focus on execution
– Focus on work completion
– PM needs directing & delegating skills
• Monitor & Control
– Focus on monitoring & controlling
– Ensure work is done in right way
– PM needs oversight & correction skills

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> ITTO

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> Process Flow

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> Input

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> Input
1. Project management plan
– Subsidiary plans, baselines and refer to Template\3.35_Project
Management Plan.doc
2. Project document
 Schedule forecast
– Derived from progress against the schedule baseline & computed
Estimate To Complete (ETC), Schedule Variance (SV), Schedule
Performance Index (SPI)

112
> Input
2. Project document (cont.)
 Cost forecasts
– Derived from progress against the cost baseline and computed
estimates to complete (ETC), Cost Variance (CV), Cost Performance
Index (CPI)

– EAC & BAC are compared to see if project is still within tolerance
ranges or change request is required

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> Input
2. Project document (cont.)
– Assumption log
– Basis of estimates
– Issue log
– Lessons learned register
– Milestone list
– Quality reports
– Risk register
– Risk report

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> Input
3. Work performance information
– WPI is the performance data collected from various
controlling processes.
– Analyzed in context, and integrated based on relationships
across various areas.
– However, WPI is correlated and contextualized, and provides
a sound foundation for project decisions.

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> Input
4. Agreements
– Any document or communication that defines the initial intentions of
a project
– Agreement forms
• Contract
• Memorandum of Understanding (MOU’s)
• Service Level Agreements (SLA)
• Letter of agreements
• Letter of intents
• Verbal Agreement
• Email or other written agreements
5. Enterprise Environmental Factors
6. Organizational Process Assets
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> Tool & Technique

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> Tool & Technique
1. Expert judgment
– Used by Project Management team to interpret the
information provided by monitor & control process.
– The PM in collaboration with team, determines the
action required to ensure that project performance
matches expectations

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> Tool & Technique
2. Data analysis
– Used to evaluate, analyze or forecasts potential
outcomes based on the possible variations of the
project variables & there relationship with other
variables
• Alternatives analysis
• Cost-benefit analysis
• Earned value analysis
• Root Cause Analysis
• Trend analysis
• Variance analysis
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> Tool & Technique
3. Decision making
 Voting
– Unanimity
– Majority
– Plurality

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> Tool & Technique
4. Meetings
– Attendees include project manager, project team and
appropriate stakeholders
– Meetings should be prepared with a well-defined
agenda, purpose, objective, and time frame
– Should be documented with meeting minutes and
action items.
– Virtual meetings can be held using audio/video
conferencing tools

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> Output

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> Output
1. Work performance reports
– WPR are the representation of work performance information
compiled in Project documents, intended to generate decisions,
actions or awareness

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> Output
2. Change requests
– As a result of comparing planned results to Actuals, Change
Requests may be issues to expand, adjust or reduce the
project scope, quality, schedule or cost baselines.
• Corrective action
• Preventive action
• Defect repairs
• Updates

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> Output
3. Project management plan updates
– Changes identified may effect the overall PM plans and
baselines
4. Project document updates
– Schedule & cost forecasts,
– Issue log
– Lessons learned register, and
– Risk register

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7. Performance Integrated Change
Control
> Overview
• Perform Integrated Change Control is 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 their disposition
• Any stakeholder can request changes on the project
• Always look at project objective
• Coordinate changes across the project
• Ensure changes are controlled

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> Overview
• Reviewing all CR’s, approving changes & managing changes
to deliverables, OPA, project documents & PMP

• It allows documented changes within project to be

considered in a integrated fashion while reducing a project
risk
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> Overview
• Perform change control “step by step”
1. Change is requested (M&C , D&M process)
2. Create change request
3. Analyze change request by PM & Team
4. Chang control board (CCB) decide on CR
• Rejected
• Request more information
• Accepted
5. Communicate decision
6. Implement change by D&M process
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> Overview
• Change control board (CCB)
– A formally chartered group responsible for reviewing, evaluating,
approving, delaying, or rejecting changes to the project, & for
recording & communicating.
– Change request is changed status by CCB
• New
• Denied
• Returned for information
• Delay
• Approved

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> Overview
• Change control
– A process whereby modifications to documents, deliverables, or
baselines associated with the project are identified, documented,
approved, or rejected
• Change control system
– A set of procedures that describes how modifications to the project
deliverables and documentation are managed and controlled
• Change control tools
– Manual or automated tools to assist with change and/or configuration
management. At a minimum, the tools should support the activities of
the CCB
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> Overview
• Configuration management system
– A subsystem of the overall project management system. It is a
collection of formal documented procedures used to apply technical
& administrative direction and surveillance to
– Identify & document: functional & physical characteristics of a
product or component
– Control: Any changes to such characteristics
– Record & report: Each change & its implementation status
– Support: Audit of the products, results, or components to verify
conformance to requirements

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> ITTO

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> Process Flow

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> Input

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> Input
1. Project management plan
– Describes how project will be executed, monitored and
controlled
– Provide information to compare CR against various plans,
baselines & project objectives
• Scope baseline Schedule baseline
• Cost baseline
– Change management plan
• Provide details about change management process,
procedure to be followed. Also, detailed about change
control system

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> Input
2. Project documents
– Basis of estimates:
• How the duration, cost, and resources estimates were
derived and can be 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

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> Input
3. Work performance reports (WPR)
– WPR may contain data in graphical forms

– Monitor & Control Project Work  Work performance

reports  Perform Integrated Change Control
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> Input
4. Change requests
– Formal proposal to modify any document, deliverables or
baseline
– Refer to Template\4.3_Change Request.doc

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> Input
5. Enterprise Environmental Factors
– Legal restrictions
– Government or industry standards
– Regulations
– Organizational governance framework
– Contracting and purchasing constraints
6. Organizational Process Assets
– Change Control procedures
– Procedures for approving & issuing change authorization
– Configuration management knowledge base
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> Tool & Technique

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> Tool & Technique
1. Expert judgment
– Experts discuss & analyze changes, also may be a part of
CCB to decide outcome of the Change request
2. Change control tools
– Tools are used to manage the change requests and the
resulting decisions
– Additional considerations should be made for
communication to assist the CCB members in their duties as
well as distribute the decisions to the appropriate
stakeholders.
– Be able manual or automated tools

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> Tool & Technique
3. 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: determine if the requested change is worth
its associated cost.
4. Decision making
– Voting: unanimity, majority, or plurality
– Autocratic decision making: one individual takes the responsibility
for making the decision for the entire group
– Multicriteria decision analysis: uses a decision matrix to provide a
systematic analytical approach to evaluate the requested changes
according to a set of predefined criteria

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> Tool & Technique
5. Meetings
– Change control meetings
– Change Control Board (CCB) is responsible for meeting -
Review, approve/Reject the Change.
– CCB may also review Configuration Management activities.
– CCB decisions are formally documented & shared

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> Output

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> Output
1. Approved change requests
– Approved CR will be implemented by Direct and Manage
process groups
– Change request life cycle
1. Submit change request to PM
2. Evaluate CR (Approve or Reject)
3. Detailed evaluation (Impact, Option Analysis, Recommendation)
4. Present in CCB (Reject, Approve or Defer)
5. Update plan & documents, communicate
6. Implement change
7. Communicate to stakeholder
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> Output
2. Project management plan updates
– Any subsidiary plans and baselines that are subject to formal
Change control Process
– Changes to baselines should only show the changes from
the current time forward. Past performance may not be
changed. This protects the integrity of the baselines and the
historical data of past performance
3. Project document updates
– All documents subject to formal Change control Process

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Robin Sharma

“Success is less about

luck and more about
practice”

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8. Close Project or Phase
> Overview
• The process of finalizing all activities across all of the PMP
Groups to formally complete the project or phase

• It provides lesson learned, the formal ending of the project

work, and release of organization resources to pursue new
endeavors
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> Overview
• Project managers focuses on
– Reviewing all prior information from the previous phase
closures.
– Reviews scope baseline to ensure completion before
considering the project closed.
– Ensure all project work is completed & project has met its
objectives.
– Establishes the procedures to investigate & document reasons
for actions taken if a project is terminated before completion.
– For successful closure, PM has to engage all concern
stakeholders
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> Overview
• Project managers focuses on
– Process includes all planned activities necessary for
administrative closure of the project or phase
– Actions and activities includes:
• Satisfying completion or exit criteria.
• Transfer project’s products or services to operations.
• Collect project or phase records
• Audit project success or failure
• Gather lessons learned
• Archive project information
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> ITTO

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> Process Flow

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> Input

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> Input
1. Project charter
– Document of the project success criteria, the approval requirements,
and who will sign off on the project
2. Project management plan
– PMP becomes the agreement between the project manager &
sponsor, defining what constitutes the project completion
3. Project documents
4. Accepted deliverables
– Approved product specifications, delivery receipts, & work
performance documents. Partial or interim deliverables may also be
included for phased or cancelled projects
5. Business documents
– Business case: document business need and the cost benefit analysis
– Benefits management plan: outline the target benefits of the project
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> Input
6. Agreements
– Contains the requirements for formal procurement closure
7. Procurement documentation
– Used for lessons learned information and as a basis for
evaluating contractors for future contracts
8. Organizational process assets
– Project or phase closure guidelines or requirements
– Configuration management knowledge base

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> Tool & Technique

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> Tool & Technique
1. Expert judgment
– Experts ensures Project or phase closures is performed to appropriate
standards. Expertise is available through - other PM within
organization, PMO, Professional or Technical associations
2. Data analysis
– Document analysis:
• Assessing avaible documentation for lesson learned & knowledge
sharing
– Regression analysis:
• Analyze interrelationships between different project variables for
performance improvement
– Trend analysis:
– Variance analysis:
• Compare what was initially planned and the end result

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> Tool & Technique
3. Meetings
– This may include project team members and other
stakeholders, involved in or affected by the project.
Types of meetings include, but are not limited to
lessons learned, closeout, user group, and review
meetings.

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> Output

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> Output
1. Project documents updates
– All project documents may be updated and marked as final versions
as a result of project closure.
2. Final product, service or result transition
– This output refers to Transition of Final product, service or result that
project was Authorized to produce.
– In case of a phase closure, it refers to intermediate product, service or
result of that phase

162
> Output
3. Final report
– Summary level description of the project or phase.
– Scope objectives vs evidence that the completion criteria were met.
– Quality objectives vs actual milestone delivery dates, and reasons for
variances
– Cost objectives vs actual costs, and reasons for any variances
– Summary of the validation information
– Schedule objectives vs actual delivery, and reasons for variances.
– How the final product, service, or result achieved the business needs
identified in the business plan
– Summary of any risks or issues encountered and how they were
addressed
163
> Output
4. Organizational process assets updates
– Project files: PMP; scope, cost, schedule, and project calendars; risk &
other registers; CM documentation; planned risk response actions;
and risk impact.
– Project or phase closure documents: formal documentation that
indicates completion of the project or phase & the transfer of the
completed project or phase deliverables to others.
– Historical information & lessons learned information: that has been
recommended for use by future projects

164
Nikos Kazantzukis

“In order to succeed,

we must first believe
that we can.”

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 9. Other Concepts

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> Concepts
• Contract Closure
– A contract is closed upon reaching the end of the contract, or when
a contract is terminated before the work is completed.
– Termination is usually done by buyer - if the work is no longer
required, or if the work performed is not acceptable.
– The seller may still need to be compensated for the work completed,
as per clauses in contract.
– In multi-phase projects, Close Procurements closes appropriate
contract(s) for that phase of project. Thus, process may be repeated
many times in a project.
– Unresolved claims may be subject to litigation after Close
Procurements is completed.
– A complete set of indexed contract documentation is prepared -
Output of Close Procurements 167
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> Concepts
• Contract Closure vs Project closure
– Procurement Closure may be done multiple times ( once for
each contract) during the lifecycle of a project.
– Administrative Closure is only done once per phase, or for the
entire project.
– Project closure is not complete without procurement closure.
– Product acceptance is carried out using the Close Project or
Phase process.
– The contracts are closed using each Close Procurement
process

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> Concepts
• Opportunity cost
– This term refers to the opportunity given by selecting one
project over another
– The opportunity cost is the value of the project not selected
• Sunk cost
– Sunk costs are expended costs. It should not be considered
when deciding whether to continue with a troubled project
• Depreciation
– Straight Line Depreciation
– Accelerated Depreciation
(Refer to https://www.oldschoolvalue.com/blog/valuation-methods/straight-line-and-
accelerated-depreciation-methods)
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Summary

• Integration management • Defect repair

process • Configuration management
• Integrated change control system
• Project management plan • Change control system
• Project charter • Change control board
• Business case • Cost-benefit analysis
• Project selection > Next Slide
• Corrective & preventive
action
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Summary

• Kick off meeting • Opportunity cost

• Work authorization system • Sunk cost
• Project statement of work • Depreciation
• Net present value • Change management plan
• Internal rate of return • Configuration management
• Payback period plan
• Present value
• Baselines

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Next Objectives

• Scope management process • Brainstorming

• Scope baseline • Nominal group technique
• Project scope statement • Delphi technique
• WBS – WBS dictionary
• Group decision making
• Requirement traceability
matrix • Requirement categories
• Work package, Product • Context diagram
scope • Prototype
• Product analysis • Observation
• Verified deliverable > And More…
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Thank you
Relaxing …

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