Project Management Institute (PMI) enables its members to meet their peers, make new contacts, network and build knowledge. Share solutions and ideas. Enjoy activities and events. This presentation is a project that helps other PMI members build their knowledge, skills, and abilities in order to sit for the Project Management Professional (PMP) test.

1. Tanya D. Akins
Frederick Dais
Kelly Zimmerman
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.
Project Management: Integration
Life Cycle Management

2. Integration Management
Agenda
Definition
Project Integration
Processes
ITTO
Exam Prep
Click Mouse Reveal Next Phase
Integration Management
Six Steps
Inputs ~ Tools & Techniques ~ Outputs
Notables for the Exam
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

3. What is Integration Management ?
• Only knowledge area with processes in ALL process groups
• RMC calls integration management, “the primary role of
the project manager”
• Includes making choices about resource allocation, making
trade-offs among competing objectives and alternatives,
and managing the interdependencies among the project
management knowledge areas.
• A balancing act
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

4. Figure 4-6. Project Integration
Management Overview
4
See Page 65
PBOK
All of the materials
available on this slide
was obtained from A Guide
to the Project
Management Body of
Knowledge,
5th Ed,
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

5. Project Integration Management
Monitoring &
Controlling Processes
Planning
Processes
Enter
phase/
Start
project
Initiating
Processes
Closing
Processes
Exit phase/
End project
Executing
Processes
Knowledge
Area
Project
Integration
Process
Initiating
• Develop
Project
Charter
Planning
• Develop
Project
Management
Plan
Executing
• Direct and
Manage Project
Execution
Monitoring & Control
• Monitor and Control
Project Work
• Perform Integrated
Change Control
Closing
• Close
Project
All of the materials available
within this presentation
was obtained from A Guide
to the Project Management
Body of Knowledge,
5th Ed, PMP Exam Prep, and
Eighth Edition: Rita's Course
in a Book for Passing the
PMP Exam, and pmi.org.

6. 3 AREAS OF Project Integration
Project Integration Processes
Process
Develop Project Charter
Develop Project
Management Plan
Direct and Manage Project
Work
Monitor and Control Project
Work
Perform Integrated Change
Control
Close Project or Phase
Project Phase
Initiating
Key Deliverables
Project Charter
Planning
Project Management Plan
Execution
Deliverables
Monitoring and Control
Change Requests
Monitoring and Control
Closure
Change Requests status
updates
Final product
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

7. Reason to Initiate a Project
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.
Local/Global
• Market Demand
• Business Need
• Customer Request
Business world
Competitiveness
• Technological
Advance
• Legal
Requirement
• Ecological Impact
• Social Need
Society/Communal

8. Project Selection
Two categories:
1. 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 (described next)
2.
Constrained optimization methods (Mathematical approach)
Linear programming
Integer programming
Dynamic programming
Multi-objective programming
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

9. Project Selection – Economic
Models
You need to understand the following concepts
Present value (PV): The value today of future cash flows
PV
FV
1 r
n
FP = future value
r = interest rate
n = number of time
period
Net present value (NPV): Project with positive & greater NPV value is better
Internal rate of return (IRR): Project with greater IRR value is better
Payback period:
The number of time periods it takes to recover your investment in the project before you start accumulating profit.
Benefit-cost ratio:
compares the benefits to the costs of different options
relates to costing projects and to determining what work should be done
Project with greater benefit-cost ratio value is better
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

10. Project Selection – Important Terms
Economic Value Added (EVA):
concerned with whether the project returns to the company more value than it costs.
Opportunity Cost:
the opportunity given up by selecting one project over another
Sunk Costs:
Are expended costs
Should not be considered when deciding whether to continue with a troubled project.
Law of Diminishing Returns:
after a certain point, adding more input/resource will not produce a proportional increase in productivity
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

11. Project Selection – Important Terms
Working Capital
current assets minus current liabilities for an organization or
amount of money the company has available to invest
Depreciation
Straight line depreciation
The same amount of depreciation is taken each year.
Accelerated depreciation
Depreciates faster than straight line
Two forms: (1) Double Declining Balance, (2) Sum of the Years Digits
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

12. Develop Project Charter
The project charter establishes a
partnership between the performing
and requesting organizations (PMBOK,
pg. 67).
All of the materials available within this
presentation
was obtained from A Guide to the Project
Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's
Course in a
Book for Passing the PMP Exam, and pmi.org.

13. Develop Project Charter
The Integration Management Process
Develop Project Charter
Initiating process group
Develop Project Management Plan
Planning process group
Direct and Manage Project Work
Executing process group
Monitor and Control Project Work
All of the materials available within this
presentation was obtained from A Guide to
the Project Management Body of
Knowledge, 5th Ed, PMP Exam Prep, and
Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and
pmi.org.
Done During
Monitoring and controlling process
group
Perform Integrated Change Control
Monitoring an controlling process
group
Close Project or Phase
Closing process group

14. Input/output /Tools & Techniques
Input:
Contract
Project statement of work
Environmental and organizational factors
Organizational process assets
•Contract
•Project
Statement of
Work
Project
Charter
Project
management
information
system Expert
judgment
•Environment
Output: Project charter
and
Organizational
Tools & Techniques
Factors
Project selection methods
Project management methodology
Project management information system Expert judgment
Project
Selection
Methods
Project
Management
Methodology
•Organizational
process assets
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of
Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

15. Developing: Project Charter
Constraints
&
Assumptions
1. Formally
Authorize the
project
2. Gives the
objectives and
business case
3. Identifies
the Project
Manager
4. Generic enough
not to change often
5. Written by a Manager
higher in author than the
Project Manager
6. Includes name, description,
deliverables
High Level
Project Risks
7. A project does not
start unless it has a
Project Charter
Measurable
Project
Objectives
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

16. Develop Project Charter & Identify
Stakeholders
This PMBOK group is very straightforward in that it only has
two processes – develop project charter and identify
stakeholders. More importantly this is the process group that
contains the information to get the project authorized officially
and started.
Initiating
is out front
Develop Project Charter
Identify Stakeholder
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

17. Inputs: Developing Project Charter
Step 1: Inputs
1.
2.
3.
4.
5.
Project Statement of Work (PSW)
Business Case (BS Case)
Agreement
Enterprise Environmental Factors (EEF)
Organizational Process Assets (OPA)
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

18. Tools & Techniques: Developing
Project Charter
Step 2: Tools & Techniques
1. Expert Judgment
2. Facilitation Techniques
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

19. Step 3 Developing Project
Charter
Step 3: Output
1. Project Charter
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

20. Project Management Plan
Once Project Charter is created the Project Management Plan comes into the fold
Project Management Plan
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

21. 3 Steps in Develop Project Management Plan
Tools & Techniques
Outputs
INPUTS
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

22. Project Management Plan: Puts & Anticipated
Results
.1 Project Management Plan
.2 Enterprise environmental factors
.3 Organizational Process Assets
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

23. Develop Project Management
Plan: Inputs & Organizational
Process Assets
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

24. Develop Project Management
Plan: Tools & Techniques 4.2.2
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

25. Project Management Plan
The Project Management Plan may
be either summary level or detailed,
and may be composed of one or
more subsidiary plans
(PMBOK,2013).
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

26. 4.3 Direct & Manage Project Work/
4.4 Monitor & Control Project Work
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

27. 4.4 Monitor & Control Project Work
The process of tracking, reviewing, and regulating the progress to meet
the performance objectives defined in the project management plan.
Inputs
1. Project management
plan
2. Performance reports
3. Enterprise
environmental factors
4. Organizational process
assets
Tools &
Techniques
1. Expert judgment
Outputs
1. Change requests
2. Project management
plan updates
3. Project document
updates
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

28. Baseline
baseline)
(Performance measurement
The project management plan contains scope, schedule, and cost baselines, against
which the project manager will need to report project performance.
Baseline created during planning.
Scope baseline
The project scope statement, work breakdown structure (WBS), and WBS dictionary
Schedule baseline
The agreed-upon schedule, including the start and stop times
Cost baseline
The time-phased cost budget
Deviations from baselines are often due to incomplete risk identification and risk
management.
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

29. 4.5 Perform Integrated Change Control
4.6 Close Project or Phase
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

30. Perform Integrated Change Control
•
Changes may be discovered by PM or requested by a stakeholder
• Just because a change is requested does not mean it should be implemented
• PM should proactively eliminate the need for changes
(Prevent the root cause of changes)
• Changes require a change request
Exam assumes all
projects have a
change control board
All of the materials available within this
presentation was obtained from A Guide to the
Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's
Course in a Book for Passing the PMP Exam, and
pmi.org.

31. All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.
http://www.buzzfeed.com/adriancarrasquillo/russia-wontlet-team-usa-receive-its-shipment-of-chobani-yog
http://www.politico.com/story/2014/02/olympics-sochi-chobani-yogurt-103286.html

32. Perform Integrated Change Control
“Enterprise environmental factors refer to conditions, not under the control of the
project team, that influence, constrain, or direct the project.” (PMBOK, p29)
• Regulator agency regulations
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
• Product and quality standards
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

33. Perform Integrated Change Control
•
Process for handling a change
• Evaluate the impact on all the project constraints
• Identify Options
• Get the change request approved internally
• Get customer/sponsor buy-in (if required)
THEN WHAT?
Baselines Changes are serious
[scope, schedule, cost]
If Exam question asks what to do
with changes…most likely answer
is review the projects risk
management process
• All possible changes must be planned, managed and controlled
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

34. Perform Integrated Change Control
Detailed Process for Making Changes
Recognize/
Requested
Change
Any
impact to PM Plan,
baselines, P&P,
charter,
contracts or SOWs?
Create Change
Request
(and add to change
log)
Assess the
Change
Look for Options
No
Project
Charter
Approved
Present change
to the Change
Control Board
Yes
No
Policy may allow
the PM to
approve the
change
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.
Change is
approved or
rejected
Yes
Update the
status of the
change in
change log
Update PM Plan,
baselines and
project
documents
Communicate
the change to
stakeholders
Manage to the
revised PM Plan
and Project
documents
No
If rejected,
Do not proceed
with change
Rita p.140

35. Perform Integrated Change Control
Approve Change Request
Approve change request are an output of the
Perform Integrated change Control process, and include
those request reviewed and approved for implementation by the
Change control board (CCB) (PMBOK, 2013).
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

36. Close Project or Phase
Project Integration Processes
Process
Develop Project Charter
Develop Project
Management Plan
Direct and Manage Project
Work
Monitor and Control Project
Work
Perform Integrated Change
Control
Close Project or Phase
Project Phase
Initiating
Key Deliverables
Project Charter
Planning
Project Management Plan
Execution
Deliverables
Monitoring and Control
Change Requests
Monitoring and Control
Closure
Change Requests, Updates,
Stakeholder Communication
Archived documents,
Final product and sponsor
sign off
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.

37. Close Project or Phase
Confirm work is done to requirements
Get final acceptance of the product
Complete financial closure
Hand off completed product
Solicit feedback from
customer/sponsor about the
product
Complete final performance reporting
Index and archive records
Gather final lessons learned and
update knowledge base
Update Organizational Process Updates
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of
Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's
Course in a Book for Passing the PMP Exam, and pmi.org.

38. Close Project or Phase
Go-Live does not mean project close!
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of
Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.
Close Project or Phase
and
Close Procurement Process
are addressed in about 14
questions on the exam!

39. Notables for the EXAM
What does RITA say?
Integration management is a difficult area on the exam
Need a solid grasp of the process of project management
Primary role of the PM
Understand from a real-world, large-project perspective
Only knowledge area in all process groups
All of the materials available
within this presentation
was obtained from A Guide to the
Project Management Body of
Knowledge,
5th Ed, PMP Exam Prep, and
Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam,
and pmi.org.
Excerpt from
PMBOK, Table 3-1
(p.61)

40. PMBOK Questions
A project was assigned to a project as the project charter
was being developed. Which of the project manager will
utilized to develop the project charter?
a. Make-or-analysis
b. Project Scope Statement
All of the materials available within this presentation
c. Organizational Process Assets
was obtained from A Guide to the Project Management Body of
Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's
d. Project Acceptance Criteria
Course in a Book for Passing the PMP Exam, and pmi.org.

41. PMBOK QUESTIONS
A new CEO has come into your company and
has promptly shut down your project because
it no longer met the business needs of the
company. While not pleased with the decision,
you documented the level and completeness
of the project to date. What activity or process
is this part of?
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of
Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's
Course in a Book for Passing the PMP Exam, and pmi.org.

42. PMBOK QUESTIONS
You are Project Manager for a company that designs and develops
automation systems for car companies. You are in the Close Project process
for a project in which a new automation system has been designed and
created for a car company located in Korea. You need to obtain formal
acceptance for the new automation system. All of the following statements
are true with respect to the final acceptance of the new system EXCEPT?
a. A formal statement is issued indicating that the new automation
system meets the terms of the contract
b. Performance tests on the new automated system should be
completed by Car Company.
c. Final acceptance for the new automation system can be
informal or formal.
d. A checklist can be used to be determined whether the new
automation system meets the car company’s specifications
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of
Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's
Course in a Book for Passing the PMP Exam, and pmi.org.

43. More Discussion
Questions
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowledge,
5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a
Book for Passing the PMP Exam, and pmi.org.