2. Project Management
Process Overview
• Review 5 Process Groups
• Review 10 Knowledge Areas
• Identify each of the 47 Project Processes by their Process Group
3. Integration Management
Chapter 4
“Is the Project Manager’s core responsibilities”
“…. is a group of processes required to ensure that the
various elements of the project are properly coordinated.”
5. Project Integration Management
Chapter 4
Develop Project Charter
Process 1
Key Points
A project charter formally authorizes the project
Gives the objectives and business case
Identifies & authorizes Project Manager use of organizational resources for project use
Generic enough not to change often
Written by a Manager higher in authority than Project Manager
Includes name, description, deliverables
A project does not start unless it has a Project charter
6. Project Integration Management
Chapter 4
Develop Project Charter
Process 1
INPUTS
Statement of Work (SOW) - from external customer describing project deliverables
Business Case - from internal whether the project’s Cost-Benefit makes sense
TOOLS
Expert Judgement – gaining advice from experts in other dept, outside consultants, industry groups
Facilitation Techniques – brainstorming meetings with stakeholders to get everyone on the same page
when making a project decision
8. Project Integration Management
Chapter 4
Develop Project Management Plan (PMP)
Process 2
Key Points
Key benefit: creates the central document that defines all of the project work
How the project will be executed, monitored & controlled
All of the 10 subsidiary plans are integrated into ONE comprehensive PMP
The PMP is developed by the Project Manager with inputs from the team, stakeholders & management
Project baseline refers to the original version of the PMP
Once the PMP is baselined, it may only be changed by raising a change request
Progressive Elaboration is the process of taking a project from concept to detailed design
Kick-off meeting happens after the planning phase and before the project execution. It is typically used
to communicate responsibilities of key stakeholders.
12. Project Integration Management
Chapter 4
Direct & Manage Project Work
Process 3
Key Points
Key benefit of this process is to provide overall management of the project work
To lead & perform work as defined in the PMP
Create deliverables to meet planned project work
Manage team members & provide them with training
Obtain, manage & use resources ex. Materials, Equipment, Facilities
Establish & manage communications internal & external channels
Manage Stakeholders, Sellers, Risks, Change Requests
14. Project Integration Management
Chapter 4
Monitor & Control Project Work
Process 4
Key Points
Key benefit: allows stakeholders to understand current state of the project, any steps taken
and budget, schedule & scope forecasts
Tracks, reviews & reports actual progress & performance against the PMP objectives
Is conducted from project inception through completion
Control includes corrective & preventative actions
Identify & analyze existing and new risks
Work Authorization System - PM’s system to ensure work is performed at the right time & in
the right sequence (found in the EEF – PMIS)
15. Project Integration Management
Chapter 4
Monitor & Control Project Work
Process 4
Key Points
Change Requests
are submitted when issues are found while project work is being performed
is a formal (written) proposal to modify any document, baseline, deliverable
Change Log – all WRITTEN requests approved or not
PM has authority to make changes IF constraints are not effected
Types of Changes
Corrective Action – taken when actual deviations from the performance baseline
Preventive Action – taken when ANTICIPATED or POSSIBLE deviations ex. Influencing Factors, Forecasting
Defect Repair –correcting a mistake in a deliverable, ex. Plan was right, but deliverable was wrong
17. Project Integration Management
Chapter 4
Perform Integrated Change Control
Process 5
Key Points
Key benefit: allows documented changes to be considered in an integrated manner to the
overall project while reducing risks to other areas of the project
Reviews, approves & manages all change requests to the PMP, OPA, deliverables, etc
Is conducted from project inception through completion
Is the ultimate responsibility of the Project Manager to carefully & continuously manage
changes
Changes can be requested by any stakeholder involved in the project
Every “documented” change must be approved or rejected by a “responsible person”
Or by the CCB – Change Control Board
20. Project Integration Management
Chapter 4
Close Project or Phase
Process 6
Key Points
Provides lessons learned, formal ending of the project work & release of the organization’s
resources to pursue new endeavors
Finalizes all activities across all PM Process Groups
PM measures the scope baseline against the PMP
Complete & close all contracts, procurement agreements, financials
Archive OPA historical records, reports, etc
For projects terminated before completion, PM engages all stakeholders to investigate &
document reasons why
21. Key Points
A project charter formally authorizes the project
Statement of Work (SOW) - from external customer describing project deliverables
Business Case - from internal whether the project’s Cost-Benefit makes sense
Expert Judgment – gaining advice from experts in other dept, outside consultants, industry
groups
Facilitation Techniques – brainstorming meetings with stakeholders to get everyone on the
same page when making a project decision
All of the 10 subsidiary plans are integrated into ONE comprehensive PMP
Project Integration Management
Chapter 4
22. Key Points
The PMP is developed by the Project Manager with inputs from the team, stakeholders &
management
Project baseline refers to the original version of the PMP
Once the PMP is baselined, it may only be changed by raising a change request
Progressive Elaboration is the process of taking a project from concept to detailed design
Monitor & Control is conducted from project inception through completion
Control includes corrective & preventative Actions aka Changes
Corrective Action – taken when actual deviations from the performance baseline
Preventive Action – taken when ANTICIPATED or POSSIBLE deviations ex. Influencing Factors, Forecasting
Defect Repair –correcting a mistake in a deliverable, ex. Plan was right, but deliverable was wrong
Changes can be made by Crashing or Fast Tracking
Project Integration Management
Chapter 4