PMP Muzette Charles_Sp2019_Week2_Chapter4_5

Project Management Professional
PMP® Exam Prep – Week 2
Prof. Muzette Charles, PMP | mcharles2@pace.edu

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.”
Process Process Group Key Deliverables
4.1 Develop Project Charter Initiating Project Charter
4.2 Develop Project Management Plan Planning Project Management Plan
4.3 Direct and Manage Executing Project Deliverables
4.4 Manage Project Knowledge Executing Document Lessons Learned
4.5 Monitor and Control Project Work Monitoring & Controlling Change Requests
4.6 Perform Integrated Change Control Monitoring & Controlling Approved Change Requests
4.7 Close Project or Phase Closing Finalize Contracts, Payments, Transition

Project Integration Management
Chapter 4

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, milestone dates
 Stakeholder list
 Assumptions & contraints
 A project does not start unless it has a Project charter

Chapter 4
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

What does the term “sunk cost” mean?
A. Past investment in an initiative that must be
considered in deciding to authorize a project
B. Sum of all economic investments in a project
C. All previous irretrievable investments in a
project
D. The cumulative losses from projects in this
program or portfolio
Discussion Question
Answer: C
While A is correct in identifying sunk costs as past
investments, it is incorrect in saying that these costs should
be a consideration for authorization. The analysis starts with
a clean slate, considering future costs and benefits.

Chapter 4
Process 1

• Clearly definedSpecific
• Can be evaluated objectivelyMeasurable
• Can be met under current
constraints and assumptionsAttainable
• Support organizational goalsRelevant
• Set a deadline for attainmentTime-bound
Chapter 4
Process 1

Answer:
The goal could include a time frame and
criteria for measurement, for example:
Deliver by end of fourth quarter 2015 a new
complaint-handling process that results in 25%
fewer instances of escalation and a 50% increase in
customer satisfaction, as of first quarter 2014.
Chapter 4, Topic 1
How could this project goal statement be
improved?
Deliver a new complaint-handling process that meets
customer service requirements and increases revenue
through improved customer retention.
Discussion Question

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
 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.

Chapter 4
Develop Project Management Plan
Process 2

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

Chapter 4
Direct & Manage Project Work
Process 3

Chapter 4
Manage Project Knowledge
Process 4
Key Points
 Use prior organizational knowledge to produce or improve project outcomes
 Knowledge created by the project used to support operations and future projects
 Use existing knowledge and create new knowledge
 Contribute to organizational lessons learned

Chapter 4
Manage Project Work
Process 4

Knowledge Management
Category
Type of
Information
Means of
Communication
Challenges
Explicit • Words
• Pictures
• Numbers
Verbal
Print
Digital
Lack of context
Tacit • Insights
• Experiences
• “Know-how”
Personal
transfer
Needs a trusting
environment
that fosters
communication
Chapter 4

Chapter 4
Monitor & Control Project Work
Process 5
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)

Chapter 4
Process 5
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

Chapter 4
Process 5

Chapter 4
Perform Integrated Change Control
Process 6
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

Chapter 4
Perform Integrated Change Control
Process 6

Uncontrolled Changes to Project Scope
 Uncontrolled changes create risks of
exceeding schedule and budget, decreasing
quality, having inaccurate documentation,
and damaging deliverables.
 Project managers can help by:
– Clearly communicating to all
stakeholders what is and is not in
scope.
– Using the integrated change control
process.
Scope creep
“Uncontrolled expansion
to product or project
scope without adjust-
ments to time, cost, and
resources”
Gold plating
Uncontrolled
“improvements” made
with best intentions by
team
Chapter 4

A government body says that they need to add a citizen
body to the stakeholders on a new emergency services
center project. How should the project manager
respond?
A. Add the stakeholder to the stakeholder register.
B. Explain that the new stakeholder will increase
project risks.
C. Explain that this cannot be done since the project has
already been scoped.
D. Initiate the change control process.
Discussion Question
Answer: D
This could become a case of scope creep unless the influence of
this stakeholder is fully understood and accepted by the
sponsor. It could be a very beneficial act, but its effect on
scope, timeline, and budget must be understood.
Chapter 4, Topic 6

A project consultant notes that a recently released
technology will increase the functionality of the
deliverable. How should the project manager
respond?
A. Thank the consultant and do nothing, since this
is beyond scope.
B. Ask the sponsor for direction.
C. Analyze the impact on the project.
D. Submit a change request to the CCB.
Discussion Question
Answer: C
This is a common type of question on the PMP exam.
Remember that the first thing a project manager does is to try
to understand the impact of a change on the project, for good
and bad.
Chapter 4, Topic 6

Configuration Management
 Control of changes to the deliverable and/or its
components
 Integrated change control for configuration includes:
– Identifying configurable items
– Maintaining version control
– Verifying and auditing configuration
Chapter 4

Change Log
Comprehensive list of changes approved (and rejected)
during the project
 Description
 Date
 Impacts
 Status
 Owner
Chapter 4, Topic 6
PROJECT CHANGE LOG
Project Name: Project Sponsor:
# Description: Owner: Date: Project Impact: Status:
1
2
3
Chapter 4

Chapter 4
Close Project or Phase
Process 7
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

Closing Activities
Deliverables
accepted
Documents
archived
Project
assessed
Team
released
Customer
acceptance of
validated product
Transition into next
phase or service
Customer review of
project
Project
management plan
All project
documents
Lessons learned
captured and
added to
knowledge base
Team member
performance
reviews
Formal release
to function or
other projects
Chapter 4

Chapter 4
Close Project or Phase
Process 7

Chapter 4
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
 Subsidiary plans & Baselines are integrated into ONE comprehensive PMP

Chapter 4
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

Chapter 4 - Summary

Scope Management
Chapter 5
“Is the process of defining what work is required and making sure all of that work &
only that work is done successfully.”
• “Completion of the project scope is measured against the PMP.”
• “Completion of the product scope is measured against the product requirements.”
Process Process Group Key Deliverables
5.1 Plan Scope Management Planning Scope & Requirement
Management Plans
5.2 Collect Requirements Planning Requirements Document
5.3 Define Scope Planning Project Scope Statement
5.4 Create WBS Planning WBS, WBS Dictionary
5.5 Validate Scope Monitoring & Controlling Acceptance Deliverables
5.6 Control Scope Monitoring & Controlling Change Requests

Product
Scope
Project
Scope
Set of “features and functions
that characterize a product,
service, or result”
“The work performed to deliver a
product, service, or result with the
specified features and functions”
Measured against product
requirements
Measured against the project
management plan
Scope Management
Chapter 5

Scope Management
Chapter 5
Plan Scope Management
Process 1
Key Points
 “Documents how the project scope is defined, validated, controlled & managed throughout the project”
 Process generates 2 management plans that both become part of the PMP
 “The plan helps to reduce the risk of project scope creep”

The project charter is listed as an input to this
process. What key information does it provide?
A. Probable risks and their impacts and priorities
B. High-level project and product description
C. List of similar projects in knowledge base
D. Stakeholder register
Discussion Question
Answer: B
The high-level description in the charter is developed
from an early statement of work (SOW). The SOW will
be progressively elaborated during Planning and
integrated change control.

Scope Management
Chapter 5
Collect Requirements
Process 2
Key Points
 Is the process of determining & documenting stakeholder’s needs & requirements in detail
 Critical to project’s success as missed requirements could mean major changes & conflicts

Scope Management
Chapter 5
Process 2
Key Points
 Project manager chooses the best Tools & Techniques to gather info:
 Interviews, Focus Groups, Facilitated Workshops,
 Brainstorming; Nominal, Multicriteria Analysis, Affinity diagram, Mind Maps
 Group Decision; Unanimity/Delphi Tech, Majority, Plurality, Dictatorship, Consensus
 Questionnaires, Surveys, Observations, Prototypes, Benchmarking
 Context Diagrams, Document Analysis
 Requirements Documentation: Acceptance Criteria used to set Scope Baseline
 Requirements Traceability Matrix: “helps to ensure each req. adds value by linking to a
project objective”

Scope Management
Chapter 5
Process 2

Scope Management
Chapter 5
Define Scope
Process 3
Key Points
 The process of developing a detailed description of the project & product/deliverable
 Defines requirement boundaries – of those collected included or excluded from project scope
 Tools: Product Analysis, Alternatives Generation (different ways to do same work efficiently)

Project Scope Statement
 Project scope description
 Acceptance criteria
 Deliverables
 Project exclusion
 Constraints
 Assumptions
First of three pivotal scope documents
Scope Management
Chapter 5
Define Scope
Process 3

Scope Management
Chapter 5
Create WBS
Process 4
Key Points
 “Is the hierarchical decomposition of the total scope of the work to be done by the project…
into smaller more manageable parts/deliverables.”
 Is the process of subdividing, breaking down, decomposing the project scope into
manageable work packages that is a visual to the entire team.
 Scope baseline: comprised of WBS, WBS dictionary & Project Scope Statement

Scope Management
Chapter 5
Create WBS
Process 4
Key Points
 WBS is the most important process in Scope Management & foundation of the project
 must be graphical & can be organized by Phase or Category
 used as a basis to estimate costs & time at the work package level
 The entire project is represented in the WBS, if not, then it’s not part of the project
 Control Accounts: Unique accounting codes assigned to track completion of work
 Created with help of the team’s experience to be realistic
 Helps gain the team’s buy-in & builds the team
 Keeps up team momentum by letting ppl see their importance to complete their work
 Helps prevent Scope Creep: impact of an uncontrolled change to scope, time, cost

Scope Management
Chapter 5
Create WBS
Process 4

Work Breakdown Structure (WBS)
 Project level
 Control account
Optional point consolidating
scope, budget, and schedule
to support measurement
 Planning package
Optional grouping of work
packages
 Work package
Smallest practical breakdown
of work for estimation and
management
Scope Management
Chapter 5

WBS Dictionary
Detailed information about each
work package in the WBS:
 Code of account identifier
 Description of work
 Assumptions and constraints
 Responsible organization
 Acceptance criteria
 Technical references
Added through progressive
elaboration:
Schedule milestones and activities
Required resources
Cost estimates
Quality requirements
Agreement information (contracts)
Scope Management
Chapter 5

PLAN
PROJECT
MANAGEMENT
PLAN
PROJECT SCOPE
STATEMENT
WBS
WBS
DICTIONARY
SCOPE
BASELINE
Once approved, these documents can be changed
only through the integrated change control process.
WBS DICTIONARY
Scope Management
Chapter 5
Scope Baseline
Create WBS
Process 4

Scope Management
Chapter 5
Validate Scope
Process 5
Key Points
 “Is the process of formalizing acceptance of completed project deliverables.”
 Involves frequent formal meetings with sponsor /customer to gain formal acceptance of deliverables
 Recommended to validate scope at the end of each phase and/or multiple times in a project
 Validate Scope process: the customer checks & approves deliverables
 Control Quality process: the QC dept checks deliverables to see that requirements are met.

A deliverable has passed internal quality control, but the
customer refuses to accept it because the quality is not at the
expected level. What will happen next?
A. The contract will be referred to the legal department.
B. Control Quality will be repeated.
C. Manage Quality will be repeated.
D. The project manager will facilitate further
discussions with the customer.
Discussion Question
Answer: D
If the deliverable fulfills the scope baseline but does not meet
customer expectations, the project manager will facilitate
group discussions and decision making about the next step,
which could involve change to both the product and the
agreement.

Scope Management
Chapter 5
Control Scope
Process 6
Key Points
 “Is the process of monitoring the project status (scope performance aka work completed) by managing
changes between the work performance data against the scope baseline.”
 Is a proactive process lead by the Project Manager to prevent project changes
 Incontrolled adjustments to project constraints lead to Scope Creep

PMP Exam Prep
Group Exercise – PMP Subsidiary Plans

PMP Muzette Charles_Sp2019_Week2_Chapter4_5

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