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By: Anand Bobade (nmbobade@gmail.com)
Develop Project
Charter
Develop Project
Management
plan
Direct and
Manage Project
work
Monitor &
Control Project
Work
Perform
Integrated
change Control
Close Project or
phase
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions
Initiating Planning Executing Monitoring & Controlling Closing
Chapter 4 :
Project Integration Management
(Part 2)
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor and Control Project Work
Monitor and Control Project Work definition
Monitor and Control Project Work - ITTO
What is Forecasting?
What are Analytical techniques?
What is Work Performance Reports?
Data flow diagram
Review
Self Assessment
By: Anand Bobade (nmbobade@gmail.com)
4. Integration Management processes
4.1 Develop Project Charter:
Formally authorizes a project, and provide the project
manager with the authority to apply organizational
resources to the project activities.
4.2 Develop Project Management plan:
The process of defining, preparing, coordinating and
integrating all subsidiary plans.
4.3: Direct and Manage Project work:
Carrying out the project management plan by
performing the activities included in it
By: Anand Bobade (nmbobade@gmail.com)
4. Integration Management processes
4.4 Monitor & Control Project Work:
Tracking, reviewing, and reporting the progress to meet
the performance objectives defined in the project
management plan
4:5 Perform Integrated change Control:
The process of reviewing all change requests,
approving changes and managing changes to
deliverables, OPA, project documents & PMP.
4.6 Close Project or phase:
Finalizing all project activities to formally close the
project
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor and Control Project Work
Continuous
improvement
(Analyze
variance &
recommend)
Continuously
Monitor Project
work (Resources,
Task status, risks,
changes )
Collect project status
data & measure against
schedule (Schedule
Variance, Schedule
Performance Index &
Earn Value)
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor and Control Project Work
Tracking, reviewing, & reporting progress to
meet performance objectives defined in PMP
It allows stakeholder to understand current state of
project, steps taken, budget, schedule & scope
forecasts.
Progress
Tracking Reviewing Reporting
Performance Objective
To meet
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor and Control Project Work
Monitoring:
• Colleting information
• Measuring information
• Comparing planned Vs actuals
• Evaluating trends
• Distributing information
Controlling:
• Analyzing variances
• Assessing & Forecasting trends
• Assessing alternatives
• Recommending corrective actions
• Recommending preventive actions
Comparing Assessing Documenting Forecasting Communicating
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor and Control Project Work
Comparing actual project performance against the
project management plan.
Assess performance to determine whether any
corrective or preventive actions are indicated.
Identify new risks. Analyse, track, & monitor existing
project risks. Ensure risk response is executed.
Maintain an accurate, timely information base (status
reports)
By: Anand Bobade (nmbobade@gmail.com)
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.
4.4 Monitor and Control Project Work
By: Anand Bobade (nmbobade@gmail.com)
Inputs:
• Project management
plan
• Schedule forecast
• Cost forecast
• Validate changes
• Work perf. information
• Enterprise Env. Factors
• Org. process assets
Tools &
Techniques:
• Expert Judgment
• Analytical techniques
• Project Management
Information System
• Meetings
Outputs:
• Change
request
• Work perfor.
data reports
• PMP update
• Project
document
updates
What you can not measure, you can not manage
4.4 Monitor and Control Project Work->TTIO
By: Anand Bobade (nmbobade@gmail.com)
PMP Schedule forecast Cost forecast Validated Changes
4.4 Monitor and Control Project Work -> Input
Work performance
information
Enterprise
Environmental
Factors
Organizational
process Assets
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor & Control Project Work-> Input->PMP
Project
management plan
Describes how project will be executed, monitored and
controlled.
Provide subsidiary plans & guidelines to analyze
variance against all baselines.
Scope Baseline Schedule baseline Cost Baseline
Describes tools & process for variance analysis, forecasting etc.
Provide reporting templates & communication details.
By: Anand Bobade (nmbobade@gmail.com)
It is performance data collected from various controlling
processes.
Analysed in context, and integrated based on relationships
across various areas.
Work Performance
Information
4.4 Monitor & Control Project Work-> Input->WPI
20/100 deliverables
are validated
320/500 test cases
are executed
Risk response
is not effective
Monitor & Control
Project work
Validate Scope
Control quality
Control Risks
Direct & Manage
Project work
By: Anand Bobade (nmbobade@gmail.com)
Work Performance
Information
(SPI, CPI, CV, SV)
4.4 Monitor & Control Project Work-> Input->WPI
Monitoring & Controlling PG-> Control Process
Validate Scope Control Scope Control
Schedule
Control Cost Control Quality
Control
Communication
Control Risks Control
Stakeholder Eng.
Control
Procurements
Monitoring & Controlling
PG-> Monitor & Control
Project work
Work Performance
Information
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor & Control Project Work->Input->Schedule & Cost Forecast
Schedule
forecast
Cost forecast
Monitor & Control Project work is critical process for Project
manager where, he uses all collected WPI, cost & schedule
forecasts to perform the integrated analysis.
Both are explicit inputs to emphasize their importance in
analysis & EVM (Earn value management) calculations.
But collectively, you can say project is ahead of
schedule, hence you are spending more. So, PM
should control the spending & get project on
agreed schedule.
If Schedule forecast says you
are ahead of schedule,
project looks health looks
good.
If Cost forecast says you are
over budget, then project
heath looks bad.
By: Anand Bobade (nmbobade@gmail.com)
It is output of control schedule process.
Derived from progress against the schedule baseline &
calculated “Estimate To Complete (ETC)”.
Schedule forecast
Schedule forecast
Estimate To
Complete (ETC)
Schedule
Variance (SV)
Schedule
Performance Index
(SPI).
4.4 Monitor & Control Project Work->Input->Schedule Forecast
Control Schedule
Monitor & Control
Project work
By: Anand Bobade (nmbobade@gmail.com)
It is a output of control cost process.
Derived from progress against the cost baseline and computed
estimates to complete (ETC).
Cost forecast (ETC,
BAC)
4.4 Monitor & Control Project Work-> Input->Cost Forecast
Control Cost
Cost forecast
Estimate To
Complete (ETC)
Cost Variance
(CV)
Cost Performance
Index (CPI).
Monitor & Control
Project work
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor & Control Project Work->Input->Validated Changes
Validated Changes
A validated change provides the necessary data to
confirm that change was appropriately executed.
Approved changes that result from the Perform
Integrated Change Control process require validation.
Monitor & Control
Project workControl quality
Approved CR
review
Analytical
Techniques
Validated
Changes
Work performance
Reports
Deliverables
Ensure changes
were appropriately
implemented.
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor and Control Project Work -> Input -> EEF & OPA
Enterprise Environmental Factors:
• Government or industry standards. Work
Authorization system. Stakeholder Risk tolerance.
PMIS.
Organizational Process Assets:
• Communication, Financial control procedures,
Change control, Issues & defects, Risk control,
Process measurement DB & Lesson learned.
By: Anand Bobade (nmbobade@gmail.com)
Expert Judgment
Analytical
Techniques
PMIS Meetings
4.4 Monitor & Control Project Work -> Tools and Techniques
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor & Control Project Work->T&T->Expert Judgment
Expert Judgment
Used by Project Management team to interpret the
information provided by monitor & control process.
Schedule /finance Expert Tools Experts
Forecasting experts
EVM / Performance
management experts
Expertise provided by:
Review WPI coming from all control processes.
Discuss action required to ensure project performance matches
expectations.
Discuss work performance data which may lead to raising a change request.
By: Anand Bobade (nmbobade@gmail.com)
Analytical
Techniques
Used to evaluate, analyze or forecasts potential
outcomes based on the variances of the project
variables.
4.4 Monitor & Control Project Work->T&T->Analytical Techniques
Grouping method Causal Analysis Root Cause Analysis
Regression analysis Fault tree analysis (FTA)
Failure mode and effect
analysis (FMEA)
Forecasting methods Variance Analysis Trend Analysis
Earned Value
Management
Reserve Analysis
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor & Control Project Work->T&T->Analytical Techniques
Analytical
Techniques
Grouping method:
• Processing & analysing statistical data by
grouping data based on some observation,
analysis or predefined criteria's.
E.g.:
• Tasks behind planed schedule more than 25%.
• Completed activities.
• Completed Milestones.
Causal Analysis seeks to identify & understand
reasons behind current situation & hence
enabling focus of change activity. Focuses on root
cause.
E.g.: The problem - The vehicle will not start.
•Why-The battery is dead. (First why)
•Why-The alternator is not functioning. (Second why)
•Why-The alternator belt has broken. (Third why)
•Why-The alternator belt was beyond its life & not replaced. (4th why)
•Why-The vehicle was not maintained according to schedule. (5th why,
a root cause)
More details in
Quality
management
Knowledge area
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor & Control Project Work->T&T->Analytical Techniques
Analytical
Techniques
Fault tree analysis (FTA) is a top down failure
analysis in which, an undesired state of a system
is analysed using Boolean logic.
Failure mode and effect analysis (FMEA):
It is a systematic technique for failure analysis. It
involves reviewing components to identify failure
modes, their causes and effects.
Variance analysis measures the difference
between the actual performance and the
performance baseline.
Trend Analysis is a mathematical technique
that uses historical results to predict future
outcome. This is achieved by tracking variances
in cost and schedule performance.
More details in
Quality
management
Knowledge area
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor & Control Project Work->T&T->Analytical Techniques
Analytical
Techniques
Forecasting methods:
• Process of making predictions of future based
on past & present data and analysis of trends.
Earned Value Management (EVM):
• Performance measurements method.
• It integrates project scope, cost & schedule to
measure project performance & progress.
Reserve Analysis:
• Involving review of PMP to determine risks
which mandate reserve for mitigation, &
accordingly estimate the reserve.
More details in
cost management
Knowledge area
More details in
Risk management
Knowledge area
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor & Control Project Work->T&T->PMIS
Project
Management
Information
System
It’s collection of tools that helps Project Manager & project
management team to perform project management activities;
and efficiently manage the project.
It automates information gathering and reporting on key
performance indicators (KPI).
Scheduling
Resource
management
Change control tool
Procurement
management
Project records
management
Cost management
Performance
reporting
Forecasting (SPI,
CPI)
PMIS
MS-Share point with MS-
Project
HP-Project Portfolio
Management
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor & Control Project Work->T&T->PMIS
By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work->T&T-> Meetings
Meetings
Meeting Types
Project
performance
analysis meeting
with project
management team
Project
Forecasting
meeting with
project
management team
Decision making
(Steering
committee, CCB
meetings)
Should have well defined Agenda, Objective & timeframe.
Most effective when all participants are face to face.
Meetings should not be mixed
Minutes of the meeting should be document and stored.
By: Anand Bobade (nmbobade@gmail.com)
Change Request Work Performance
Reports
PMP update Project Document
Updates
4.4 Monitor and Control Project Work -> Output
By: Anand Bobade (nmbobade@gmail.com)
It is representation of work performance information compiled
in Project documents/ reports.
Work Performance
Reports
4.4 Monitor & Control Project Work->Output->WPR
Burn down
Chart
S-Curve Bar Charts
Histograms Tables Run Charts.
Status reports Memos
Justifications Information notes
Recommandations Updates
Decisions
Actions
Awareness
By: Anand Bobade (nmbobade@gmail.com)
Work Performance
Reports
4.4 Monitor & Control Project Work->Output->WPR
Manage Project
Team
Manage
Communication
Perform
Integrated
Change Control
Control Risks Control
Procurement
Monitoring & Controlling PG->
Monitor & Control Project
work
Monitoring & Controlling PGExecuting PG
Work Performance
Reports
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor and Control Project Work -> Output-> CR
Change Request
As a result of comparing planned results to actuals, CR may be
raised.
CR may expand, adjust or reduce the project scope, quality,
schedule or cost baselines.
CR can be Corrective, preventive or Defect repairs.
Scope
Baseline
Schedule
baseline
Cost Baseline
Monitor & Control Project
work
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor and Control Project Work -> Output
PMP updates
Any subsidiary planes and Baselines that are
subject to formal Change control Process.
Project document
updates
All documents subject to formal Change
control Process.
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor & Control Project Work-> Process differences
• Focus on execution
• Focus on work completion
• PM needs directing & delegating skills
Direct & Manage
• Focus on monitoring & controlling
• Ensure work is done in right way
• PM needs oversight & correction skills
Monitor & Control
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor and Control Project Work -> Process Flow
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor and Control Project Work -> Quick Review
What is monitor and control project work.
How it is different from Direct and Manage
project work.
What is schedule forecast?
What is Cost forecast?
What is use of validate changes?
What are the different analytical techniques?
What are work performance reports?
By: Anand Bobade (nmbobade@gmail.com)
1. Which process allows stakeholder to understand the current state of the project,
steps taken, budget, schedule and scope forecasts.
• Direct and Manage Project work
• Monitor & Control Project Work
• Perform Integrated Project work
• Close Project or phase
2. Identify which is not the function of Monitor & Control Project Work process
• Comparing actual project performance against the project management plan;
• Assessing performance to determine whether any corrective or preventive actions are indicated, and
the recommending those actions as necessary;
• Generate project data ( Cost, schedule, progress and quality)
• Monitoring implementation of approved changes as they occur
3. Select the Tools and Techniques of Monitor & Control Project Work process
• Expert Judgment, Analytical techniques, Project Management Information System & Meetings
• Expert Judgment, Analytical techniques & Meetings
• Expert Judgment, Analytical techniques, Brainstorming & Meetings
• Expert Judgment, Analytical techniques, Brainstorming, Forecasting & Meetings
4.4 Monitor and Control Project Work -> Question
By: Anand Bobade (nmbobade@gmail.com)
4. Select which are true about PMIS:
•Automated tool suite, such as a scheduling software tool,
•Configuration management system
•Information collection and distribution system
•Web interfaces to other online automated systems.
•All of above
5.Information Exchange, Brainstorming, Option evaluation or Design, Decision making
are type of:
•Meeting
•Expert Judgment
•Reporting
•Brainstorming
6. Derived from progress against the schedule baseline & computed ETC. It is typically
expressed in terms of SV & SPI
•Schedule Forecast
•Cost Forecast
•Earn value
•Work Performance information
4.4 Monitor and Control Project Work -> Question
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor and Control Project Work -> Question
7. It is typically expressed in terms of CV & CPI. EAC can be compared to the BAC
to see it project is within tolerance.
• Schedule Forecast
• Cost Forecast
• Earn value
• Work Performance information
8. Regression analysis, Grouping method, Causal Analysis & Root cause analysis
are:
• Analysis Techniques
• Forecasting techniques
• Brainstorming techniques
• PMIS software functions
9. Status reports, Memos, Justifications, Information notes, Recommendations
are examples of which report:
• Forecasting Reports
• Work Performance reports
• Project status report
• Project closure report
By: Anand Bobade (nmbobade@gmail.com)
4.4 Monitor and Control Project Work -> Question
Answers:
• B
• C
• A
• E
• A
• A
• B
• A
• B
By: Anand Bobade (nmbobade@gmail.com)
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control
Perform Integrated Change Control definition
Key Terms
Change request process
Perform Integrated Change Control - ITTO
What is Change Control board?
What Change control system?
What is Configuration Management System?
Data flow diagram
Review
Self Assessment
By: Anand Bobade (nmbobade@gmail.com)
4. Integration Management processes
4.1 Develop Project Charter:
Formally authorizes a project, and provide the project
manager with the authority to apply organizational
resources to the project activities.
4.2 Develop Project Management plan:
The process of defining, preparing, coordinating and
integrating all subsidiary plans.
4.3: Direct and Manage Project work:
Carrying out the project management plan by
performing the activities included in it
By: Anand Bobade (nmbobade@gmail.com)
4. Integration Management processes
4.4 Monitor & Control Project Work:
Tracking, reviewing, and reporting the progress to meet
the performance objectives defined in the project
management plan
4:5 Perform Integrated change Control:
The process of reviewing all change requests,
approving changes and managing changes to
deliverables, OPA, project documents & PMP.
4.6 Close Project or phase:
Finalizing all project activities to formally close the
project
By: Anand Bobade (nmbobade@gmail.com)
Perform Integrated Change
Control Process
Any stakeholder can request changes on the project
Project
sponsor
Always look at project
objective.
Coordinate changes across
the project.
Ensure changes are
controlled.
4.5 Perform Integrated Change Control
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control
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.
Reviewing &
approving CR’s
Managing changes Communicating
CR’s
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> CR Process
Submit CR to PM
Evaluate CR
• Approve or Reject
Detailed evaluation
• Impact /Options
Analysis
• Recommendations
Present in CCB
• Reject /Approve
• Defer
Update plan &
documents,
communicate
Implement
Change
(Execution -
D&M)
Communicate to
Stakeholder
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> Key terms
Change Control
Board (CCB)
Change Control
Change Control
System (CCS)
Change Control Tools
Configuration
Management System
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> Key terms
Change Control Board (CCB):
A formally chartered group responsible for reviewing,
evaluating, approving/rejecting changes to project.
Also, responsible for recording & communicating.
Change Control Board
Change Approver
(Matrix should be defined in PMP-
change control plan)
Change Control Board
Responsible Authority
Customer or Sponsor
Project Manager (small
changes as agreed in PMP)
Change Request can be:
Approved Denied
Returned for
info
Delayed
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control-> Key Terms
Change Control :
A process whereby modifications to documents,
deliverables or baselines are identified, documented,
approved or rejected. It is synonymous to Perform
Integrated Change Control process name.
Change Control system (CCS):
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 &
configuration management. At least tools should
support activities of the CCB.
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control-> Key Terms
Examples of Change Control Tools:
Microsoft SharePoint HP Portfolio Management
Project Manager:
Define formal change process Ensure proper documentation
Ensure changes are introduced
in a controlled & coordinated
manner.
By: Anand Bobade (nmbobade@gmail.com)
Configuration Management System (CMS):
A subsystem of the project management system.
It is a set of procedures used to apply technical &
administrative direction and scrutiny to identify &
document changes to product characteristics.
4.5 Perform Integrated Change Control-> Key Terms
• functional & physical characteristics of a product.
Identify &
document
• Any changes to such characteristics.Control
• Each change & its implementation status.
Record &
report
• Product audit to verify conformance to requirements.Support
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control-> Key Terms
VSS – Visual Source
Safe
CVS- Concurrent
version system
Rational Clear Case
Examples of Configuration management system:
Change Control System
(CCS)
Configuration Management
System (CMS)
Other Project Management
Systems/ Tools
PMIS
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control-> Key Terms
• Infrastructure upgrade project for Bank
• Bank Locations : 20
• Upgrades : Servers, PC’s/Laptops, Operating Systems & Software's
(Local Payroll software, queuing software, Licenses etc),
Configuration
Management
System (CMS)
Example:
• Different Bank locations has severs with different configurations
• Software's with different version.
• Some Customized software's
Challenges:
• To document existing functional & physical characteristics of a products
(Servers, PC’s, software versions etc)
• Record & report each change & its implementation status.
Team will
use CMS
• track different versions of the Hardware, software during the upgrade.
• Allow teams to work simultaneously on the multiple locations.
• Provide data for Auditing & reporting status.
CMS will
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control-> Key Terms
CMS is a Version Control System for the Product of the Project.
Configuration
identification.
• Configuration
item are
identified
• Products and
documents are
labelled
• Accountability is
maintained.
Configuration status
accounting.
• Listing of
approved
configuration
• Status of
proposed
changes
• Implementation
status
Configuration
verification and audit.
• Ensure
corresponding
changes are
registered
• Changes are
assessed,
approved &
tracked
• Changes
correctly
implemented
By: Anand Bobade (nmbobade@gmail.com)
• Focused on identifying, documenting and controlling changes to the
project and the project baselines.
• A Change Management Plan documents how changes will be
monitored and controlled.
• Change Management Plan is a generic plan that guides the Project
Manager in terms of making any kind of change on the project.
Change Control System - CCS
• Configuration Control focuses on the specifications of both the
deliverables and the processes.
• A Configuration Management plan documents how configuration
management will be performed.
• Configuration Management Plan only guides you in making changes
which are specific to the Product Configuration.
Configuration Management System - CMS
4.5 Perform ICC -> Difference between CCS & CMS
By: Anand Bobade (nmbobade@gmail.com)
Inputs:
• Project management
plan
• Work performance
reports
• Change requests
• Enterprise Env. Factors
• Org. process Assets
Tools
&Techniques:
• Expert Judgment
• Meetings
• Change control tools
Outputs:
• Approved
Change request
• Change log
• PMP update
• Project
document
updates
4.5 Perform Integrated Change Control->ITTO
By: Anand Bobade (nmbobade@gmail.com)
Project
Management Plan
Work performance
reports
Change Request
Enterprise
Environmental Factors
Organizational process
assets
4.5 Perform Integrated Change Control -> Input
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> Input -> PMP
Project
management plan
Describes how project will be executed, monitored and
controlled.
Provide information to compare CR against various
plans, baselines & project objectives.
Change Management plan :
Provide details about change management process,
procedure to be followed. Also, detailed about change
control system.
Scope Baseline Schedule baseline Cost Baseline
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> Input -> WPR
Work Performance
Reports
It is representation of work performance information
compiled in Project documents/ reports.
Monitor & Control
Project work
WPR
Perform Integrated
Change Control
Burn down
Chart
S-Curve Bar Charts
Histograms Tables Run Charts.
Status reports
Memos
Justifications
Information notes
Recommandations
Updates
Current health of
the project shown
in WPR can impact
the CR analysis &
decision making.
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> Input -> Change Request
Change Request
Formal proposal to modify any document, deliverables or baseline.
Monitoring & Controlling PG-> Control Process
Validate Scope Control Scope Control
Schedule
Control Cost Control Quality
Control
Communication
Control Risks Control
Stakeholder Eng.
Control
Procurements
Direct & Manage
Project work
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> Input -> EEF & OPA
Enterprise
Environmental Factors
Change Control procedures.
Process of approving & issuing change authorization.
Configuration management.
Project Management Information System (PMIS)
Scheduling tool
Configuration
management system
Information collection
& distribution system
Organizational
process assets
By: Anand Bobade (nmbobade@gmail.com)
Expert Judgment Meetings
Change Control
Tools
4.5 Perform Integrated Change Control -> Tools & Techniques
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> T&T -> Expert Judgment
Expert Judgment
Experts discuss & analyze changes. They may be a
part of CCB, who decides the outcome of Change
Request.
Analysis Decision Making Coordination
Consultants
Stakeholders, including customers or sponsors,
Professional and technical associations,
Industry groups
Subject matter experts (SMEs)
Project management office (PMO)
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> T&T -> Meetings
Meetings
Change control related meetings are conducted by CCB
(Analyze, Review, approve/Reject the Change)
CCB may also review Configuration Management
activities.
CCB decisions are formally documented & shared.
Decide on the
Change request
status (Approve
/ Reject)
Discuss
Change
request
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control->T&T-> Change Control Tools
Change Control
Tools
Manual or automated tools to assist with change &
configuration management.
At least tools should support activities of the CCB.
Help record & Track change request via Change log.
Examples of Change Control Tools:
Microsoft SharePoint HP Portfolio Management
By: Anand Bobade (nmbobade@gmail.com)
Approved Change
request
Change log PMP updates
Project document
updates
4.5 Perform Integrated Change Control -> Output
By: Anand Bobade (nmbobade@gmail.com)
CR are processed according to Change Control System by PM, CCB
or assigned Team member. Approved CR will be implemented
through Direct & Manage Project work process.
Document the changes that occur during a project including
rejected changes.
Any subsidiary planes and Baselines that are subject to formal
Change control Process.
All documents subject to formal Change control Process.
4.5 Perform Integrated Change Control -> Output
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated CC->Output->Approved CR
Approved Change
request
Direct and Manage
Project work Control Quality
Perform Integrated
change Control
Control
procurement
Review if change are implemented in deliverables as
per approved CR; resulting in Validated changes
For
implementation
Initiate
Procurement
related changes
CR are processed according to Change Control System.
Approved CR will be implemented through Direct & Manage
Project work process.
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> Output
Change log
Document the changes that occur during a project including
rejected changes.
It can provide the list of all changes with current status of each
change request.
Change log
(following status accounting may differ as per company
methodology)
Entry is made when new change is initiated
Updated to reflected completion of analysis
Updated once shared with CCB
Updated with CCB decision
Updated when its under development/construction
Updated once quality control is completed
Updated as ‘Closed’ once change is completely implemented.Manage Stakeholder
Engagement
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> Output
PMP updates
Any subsidiary planes and Baselines that are
subject to formal Change control Process.
Project document
updates
All documents subject to formal Change
control Process.
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> Process Flow
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> Quick Review
What is Integrated change control?
What is Change Request?
What is difference between Change
Request & approved change request?
What is Change log?
What are change control tools?
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> Question
1. Name the process is, which allows documented changes within the project to be
considered in a integrated fashion while reducing a project risk, which often arises from
changes made without considering to the overall project objectives or plans.
•Change Control Board
•Project Integration Management
•Perform Integrated Change Control
•Change control Process
2. Which input to the Direct and Manage Project Execution process contains the documented
and authorized changes to adjust the scope of the project?
•Approved corrective actions
•Approved preventive actions
•Approved change requests
•Approved defect repair
3. A formally chartered group responsible for reviewing, evaluating, approving, delaying, or
rejecting changes to the project, and for recording and communicating such decisions.
•Project Team
•Change Management group
•Change Control Board
•Steering Committee
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> Question
4. Ensure the composition of a project’s configuration items is correct and that corresponding
changes are registered, assessed, approved, tracked, and correctly implemented. This ensures
the functional requirements defined in the configuration documentation have been met :
•Configuration identification.
•Configuration status accounting.
•Configuration verification and audit.
•all of above
5. Change Control procedures, Processed of approving & issuing change authorization, process
measurement data, Project documents. Configuration management knowledge base are part
of:
•Enterprise Environmental Factors
•Organizational Process Assets
•Project Management Information system
•Project Management Plan
6. Approved CR will be implemented by:
•Direct and Manager process groups
•Direct and Manage Project work
•Monitor & Control Project Work
•Perform Integrated Project work
By: Anand Bobade (nmbobade@gmail.com)
4.5 Perform Integrated Change Control -> Question
Answers:
C
C
C
C
B
A
By: Anand Bobade (nmbobade@gmail.com)
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions
By: Anand Bobade (nmbobade@gmail.com)
4.6 Close Project or Phase
Close Project or Phase process definition
Close Project or Phase - ITTO
What is difference between Close Project & close
Phase
What are accepted deliverables?
Contract vs Project closure.
Data Flow diagram
Review
Self Assessment
By: Anand Bobade (nmbobade@gmail.com)
4. Integration Management processes
4.1 Develop Project Charter:
Formally authorizes a project, and provide the project
manager with the authority to apply organizational
resources to the project activities.
4.2 Develop Project Management plan:
The process of defining, preparing, coordinating and
integrating all subsidiary plans.
4.3: Direct and Manage Project work:
Carrying out the project management plan by
performing the activities included in it
By: Anand Bobade (nmbobade@gmail.com)
4. Integration Management processes
4.4 Monitor & Control Project Work:
Tracking, reviewing, and reporting the progress to meet
the performance objectives defined in the project
management plan
4:5 Perform Integrated change Control:
The process of reviewing all change requests,
approving changes and managing changes to
deliverables, OPA, project documents & PMP.
4.6 Close Project or phase:
Finalizing all project activities to formally close the
project
By: Anand Bobade (nmbobade@gmail.com)
Hospital Opening Ceremony
Hospital construction work is completed
Medical equipment installation is completed
Staff has been Training to use medical equipment
Operational Team has been Trained to use/ operate facilities
Project is ready to be Closed.
4.6 Close Project or Phase
By: Anand Bobade (nmbobade@gmail.com)
Finalizing
all
activities
4.6 Close Project or Phase
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.
Project
Phase
By: Anand Bobade (nmbobade@gmail.com)
4.6 Close Project or Phase
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.
Project Managers focuses on:
By: Anand Bobade (nmbobade@gmail.com)
4.6 Close Project or Phase
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
By: Anand Bobade (nmbobade@gmail.com)
Input
• Project
management
plan
• Acceptable
deliverables
• Organizational
process assets
Tools and
Techniques
• Expert Judgment
• Meetings
• Analytical
Techniques
Outputs
• Final product or
service or result
transition
• Organizational
process assets
updates
4.6 Close Project or Phase->TTIO
By: Anand Bobade (nmbobade@gmail.com)
4.6 Close Project or Phase -> Input
Project
management plan
Acceptable
Deliverables
Organizational
process assets
By: Anand Bobade (nmbobade@gmail.com)
PMP becomes the agreement between the project manager &
sponsor, defining what constitutes the project completion.
Approved product specifications, delivery receipts, & work
performance documents. Partial or interim deliverables may also
be included for phased or cancelled projects.
Project or phase closure guidelines. Historical information &
lessons learned knowledge base.
4.6 Close Project or Phase -> Input
By: Anand Bobade (nmbobade@gmail.com)
Expert
Judgments
Meetings
Analytical
Techniques
4.6 Close Project or Phase -> Tools & Techniques
By: Anand Bobade (nmbobade@gmail.com)
Experts ensures Project or phase closures is performed to
appropriate standards. Expertise is available through – other PM
within organization, PMO, Professional or Technical associations.
Examples of Analytical techniques uses are: Regression analysis,
Trend analysis.
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.
4.6 Close Project or Phase -> Tools & Techniques
By: Anand Bobade (nmbobade@gmail.com)
4.6 Close Project or Phase -> Output
Final product or
service or result
transition
Organizational
process assets
updates
By: Anand Bobade (nmbobade@gmail.com)
4.6 Close Project or Phase -> Output
Final product or
service or result
transition
Organizational
process assets
updates
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.
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 : that has been recommended for use by future projects.
By: Anand Bobade (nmbobade@gmail.com)
4.6 Close Project or Phase -> 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.
By: Anand Bobade (nmbobade@gmail.com)
4.6 Close Project or Phase -> Contract vr. 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.
By: Anand Bobade (nmbobade@gmail.com)
4.6 Close Project or Phase -> Process Flow
By: Anand Bobade (nmbobade@gmail.com)
4.6 Close Project or Phase -> Quick Review
How to close Project or phase?
What is successful project closure?
Importance of Lesson Learned.
What is Transition of product to
operations.
What is difference between contract &
project closure.
By: Anand Bobade (nmbobade@gmail.com)
1. All of the following are outputs of the close project process except:
A. Historical information
B. Project management plan updates
C. Project closure documents
D. Formal acceptance documentation
E. Project files
2. Your project is coming to an end, and you are in the process of listing the activities that must be
performed to close out the project. Which of the following should be performed during the closing
processes?
A. Seek legal counsel from the company’s attorney prior to closing
the project
B. Request final inspection reports for all vendor supplied products
C. Issue a formal notice of project completion to sellers
D. Issue payment schedules and requests
3. Which of the following documents formally indicates that the customer or sponsor has officially
accepted the project deliverables?
A. Historical information
B. Formal acceptance documentation
C. Project closure documents
D. Project files
4.6 Close Project or Phase -> Question
By: Anand Bobade (nmbobade@gmail.com)
4. Which of the following statements are FALSE regarding the relationship between project phase and
project life cycles?
A. Collectively, the project phases are known as the project life
cycle
B. The conclusion of project phase is generally marked by a review
of key deliverables and current project performance
C. Project phase-end reviews are often called phase-exits
D. Each project phase is marked by the completion of one or more
milestones
5.What is the correct order of performing the processes?
A. Perform Quality Control, Close Project or Phase, Close Procurements
B. Verify Scope, Perform Quality Control, Close Project or Phase, Close Procurements
C. Perform Quality Control, Verify Scope, Close Project or Phase
D. Verify Scope, Perform Quality Control, Close Procurements Correct
6. Who can authorize the closure of a project?
A. Sponsor
B. Project Manager
C. Functional Manager
D. Customer
4.6 Close Project or Phase -> Question
By: Anand Bobade (nmbobade@gmail.com)
Answers:
1. B
2. C
3. B
4. D
5. C
6. A
4.6 Close Project or Phase -> Question
By: Anand Bobade (nmbobade@gmail.com)
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions
By: Anand Bobade (nmbobade@gmail.com)
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PMP Chap4-Project Integration Management Details: Part-2

  • 1. By: Anand Bobade (nmbobade@gmail.com) Develop Project Charter Develop Project Management plan Direct and Manage Project work Monitor & Control Project Work Perform Integrated change Control Close Project or phase Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions Initiating Planning Executing Monitoring & Controlling Closing Chapter 4 : Project Integration Management (Part 2)
  • 2. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor and Control Project Work Monitor and Control Project Work definition Monitor and Control Project Work - ITTO What is Forecasting? What are Analytical techniques? What is Work Performance Reports? Data flow diagram Review Self Assessment
  • 3. By: Anand Bobade (nmbobade@gmail.com) 4. Integration Management processes 4.1 Develop Project Charter: Formally authorizes a project, and provide the project manager with the authority to apply organizational resources to the project activities. 4.2 Develop Project Management plan: The process of defining, preparing, coordinating and integrating all subsidiary plans. 4.3: Direct and Manage Project work: Carrying out the project management plan by performing the activities included in it
  • 4. By: Anand Bobade (nmbobade@gmail.com) 4. Integration Management processes 4.4 Monitor & Control Project Work: Tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan 4:5 Perform Integrated change Control: The process of reviewing all change requests, approving changes and managing changes to deliverables, OPA, project documents & PMP. 4.6 Close Project or phase: Finalizing all project activities to formally close the project
  • 5. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor and Control Project Work Continuous improvement (Analyze variance & recommend) Continuously Monitor Project work (Resources, Task status, risks, changes ) Collect project status data & measure against schedule (Schedule Variance, Schedule Performance Index & Earn Value)
  • 6. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor and Control Project Work Tracking, reviewing, & reporting progress to meet performance objectives defined in PMP It allows stakeholder to understand current state of project, steps taken, budget, schedule & scope forecasts. Progress Tracking Reviewing Reporting Performance Objective To meet
  • 7. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor and Control Project Work Monitoring: • Colleting information • Measuring information • Comparing planned Vs actuals • Evaluating trends • Distributing information Controlling: • Analyzing variances • Assessing & Forecasting trends • Assessing alternatives • Recommending corrective actions • Recommending preventive actions Comparing Assessing Documenting Forecasting Communicating
  • 8. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor and Control Project Work Comparing actual project performance against the project management plan. Assess performance to determine whether any corrective or preventive actions are indicated. Identify new risks. Analyse, track, & monitor existing project risks. Ensure risk response is executed. Maintain an accurate, timely information base (status reports)
  • 9. By: Anand Bobade (nmbobade@gmail.com) 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. 4.4 Monitor and Control Project Work
  • 10. By: Anand Bobade (nmbobade@gmail.com) Inputs: • Project management plan • Schedule forecast • Cost forecast • Validate changes • Work perf. information • Enterprise Env. Factors • Org. process assets Tools & Techniques: • Expert Judgment • Analytical techniques • Project Management Information System • Meetings Outputs: • Change request • Work perfor. data reports • PMP update • Project document updates What you can not measure, you can not manage 4.4 Monitor and Control Project Work->TTIO
  • 11. By: Anand Bobade (nmbobade@gmail.com) PMP Schedule forecast Cost forecast Validated Changes 4.4 Monitor and Control Project Work -> Input Work performance information Enterprise Environmental Factors Organizational process Assets
  • 12. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor & Control Project Work-> Input->PMP Project management plan Describes how project will be executed, monitored and controlled. Provide subsidiary plans & guidelines to analyze variance against all baselines. Scope Baseline Schedule baseline Cost Baseline Describes tools & process for variance analysis, forecasting etc. Provide reporting templates & communication details.
  • 13. By: Anand Bobade (nmbobade@gmail.com) It is performance data collected from various controlling processes. Analysed in context, and integrated based on relationships across various areas. Work Performance Information 4.4 Monitor & Control Project Work-> Input->WPI 20/100 deliverables are validated 320/500 test cases are executed Risk response is not effective Monitor & Control Project work Validate Scope Control quality Control Risks Direct & Manage Project work
  • 14. By: Anand Bobade (nmbobade@gmail.com) Work Performance Information (SPI, CPI, CV, SV) 4.4 Monitor & Control Project Work-> Input->WPI Monitoring & Controlling PG-> Control Process Validate Scope Control Scope Control Schedule Control Cost Control Quality Control Communication Control Risks Control Stakeholder Eng. Control Procurements Monitoring & Controlling PG-> Monitor & Control Project work Work Performance Information
  • 15. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor & Control Project Work->Input->Schedule & Cost Forecast Schedule forecast Cost forecast Monitor & Control Project work is critical process for Project manager where, he uses all collected WPI, cost & schedule forecasts to perform the integrated analysis. Both are explicit inputs to emphasize their importance in analysis & EVM (Earn value management) calculations. But collectively, you can say project is ahead of schedule, hence you are spending more. So, PM should control the spending & get project on agreed schedule. If Schedule forecast says you are ahead of schedule, project looks health looks good. If Cost forecast says you are over budget, then project heath looks bad.
  • 16. By: Anand Bobade (nmbobade@gmail.com) It is output of control schedule process. Derived from progress against the schedule baseline & calculated “Estimate To Complete (ETC)”. Schedule forecast Schedule forecast Estimate To Complete (ETC) Schedule Variance (SV) Schedule Performance Index (SPI). 4.4 Monitor & Control Project Work->Input->Schedule Forecast Control Schedule Monitor & Control Project work
  • 17. By: Anand Bobade (nmbobade@gmail.com) It is a output of control cost process. Derived from progress against the cost baseline and computed estimates to complete (ETC). Cost forecast (ETC, BAC) 4.4 Monitor & Control Project Work-> Input->Cost Forecast Control Cost Cost forecast Estimate To Complete (ETC) Cost Variance (CV) Cost Performance Index (CPI). Monitor & Control Project work
  • 18. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor & Control Project Work->Input->Validated Changes Validated Changes A validated change provides the necessary data to confirm that change was appropriately executed. Approved changes that result from the Perform Integrated Change Control process require validation. Monitor & Control Project workControl quality Approved CR review Analytical Techniques Validated Changes Work performance Reports Deliverables Ensure changes were appropriately implemented.
  • 19. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor and Control Project Work -> Input -> EEF & OPA Enterprise Environmental Factors: • Government or industry standards. Work Authorization system. Stakeholder Risk tolerance. PMIS. Organizational Process Assets: • Communication, Financial control procedures, Change control, Issues & defects, Risk control, Process measurement DB & Lesson learned.
  • 20. By: Anand Bobade (nmbobade@gmail.com) Expert Judgment Analytical Techniques PMIS Meetings 4.4 Monitor & Control Project Work -> Tools and Techniques
  • 21. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor & Control Project Work->T&T->Expert Judgment Expert Judgment Used by Project Management team to interpret the information provided by monitor & control process. Schedule /finance Expert Tools Experts Forecasting experts EVM / Performance management experts Expertise provided by: Review WPI coming from all control processes. Discuss action required to ensure project performance matches expectations. Discuss work performance data which may lead to raising a change request.
  • 22. By: Anand Bobade (nmbobade@gmail.com) Analytical Techniques Used to evaluate, analyze or forecasts potential outcomes based on the variances of the project variables. 4.4 Monitor & Control Project Work->T&T->Analytical Techniques Grouping method Causal Analysis Root Cause Analysis Regression analysis Fault tree analysis (FTA) Failure mode and effect analysis (FMEA) Forecasting methods Variance Analysis Trend Analysis Earned Value Management Reserve Analysis
  • 23. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor & Control Project Work->T&T->Analytical Techniques Analytical Techniques Grouping method: • Processing & analysing statistical data by grouping data based on some observation, analysis or predefined criteria's. E.g.: • Tasks behind planed schedule more than 25%. • Completed activities. • Completed Milestones. Causal Analysis seeks to identify & understand reasons behind current situation & hence enabling focus of change activity. Focuses on root cause. E.g.: The problem - The vehicle will not start. •Why-The battery is dead. (First why) •Why-The alternator is not functioning. (Second why) •Why-The alternator belt has broken. (Third why) •Why-The alternator belt was beyond its life & not replaced. (4th why) •Why-The vehicle was not maintained according to schedule. (5th why, a root cause) More details in Quality management Knowledge area
  • 24. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor & Control Project Work->T&T->Analytical Techniques Analytical Techniques Fault tree analysis (FTA) is a top down failure analysis in which, an undesired state of a system is analysed using Boolean logic. Failure mode and effect analysis (FMEA): It is a systematic technique for failure analysis. It involves reviewing components to identify failure modes, their causes and effects. Variance analysis measures the difference between the actual performance and the performance baseline. Trend Analysis is a mathematical technique that uses historical results to predict future outcome. This is achieved by tracking variances in cost and schedule performance. More details in Quality management Knowledge area
  • 25. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor & Control Project Work->T&T->Analytical Techniques Analytical Techniques Forecasting methods: • Process of making predictions of future based on past & present data and analysis of trends. Earned Value Management (EVM): • Performance measurements method. • It integrates project scope, cost & schedule to measure project performance & progress. Reserve Analysis: • Involving review of PMP to determine risks which mandate reserve for mitigation, & accordingly estimate the reserve. More details in cost management Knowledge area More details in Risk management Knowledge area
  • 26. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor & Control Project Work->T&T->PMIS Project Management Information System It’s collection of tools that helps Project Manager & project management team to perform project management activities; and efficiently manage the project. It automates information gathering and reporting on key performance indicators (KPI). Scheduling Resource management Change control tool Procurement management Project records management Cost management Performance reporting Forecasting (SPI, CPI) PMIS MS-Share point with MS- Project HP-Project Portfolio Management
  • 27. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor & Control Project Work->T&T->PMIS
  • 28. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & Manage Project Work->T&T-> Meetings Meetings Meeting Types Project performance analysis meeting with project management team Project Forecasting meeting with project management team Decision making (Steering committee, CCB meetings) Should have well defined Agenda, Objective & timeframe. Most effective when all participants are face to face. Meetings should not be mixed Minutes of the meeting should be document and stored.
  • 29. By: Anand Bobade (nmbobade@gmail.com) Change Request Work Performance Reports PMP update Project Document Updates 4.4 Monitor and Control Project Work -> Output
  • 30. By: Anand Bobade (nmbobade@gmail.com) It is representation of work performance information compiled in Project documents/ reports. Work Performance Reports 4.4 Monitor & Control Project Work->Output->WPR Burn down Chart S-Curve Bar Charts Histograms Tables Run Charts. Status reports Memos Justifications Information notes Recommandations Updates Decisions Actions Awareness
  • 31. By: Anand Bobade (nmbobade@gmail.com) Work Performance Reports 4.4 Monitor & Control Project Work->Output->WPR Manage Project Team Manage Communication Perform Integrated Change Control Control Risks Control Procurement Monitoring & Controlling PG-> Monitor & Control Project work Monitoring & Controlling PGExecuting PG Work Performance Reports
  • 32. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor and Control Project Work -> Output-> CR Change Request As a result of comparing planned results to actuals, CR may be raised. CR may expand, adjust or reduce the project scope, quality, schedule or cost baselines. CR can be Corrective, preventive or Defect repairs. Scope Baseline Schedule baseline Cost Baseline Monitor & Control Project work
  • 33. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor and Control Project Work -> Output PMP updates Any subsidiary planes and Baselines that are subject to formal Change control Process. Project document updates All documents subject to formal Change control Process.
  • 34. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor & Control Project Work-> Process differences • Focus on execution • Focus on work completion • PM needs directing & delegating skills Direct & Manage • Focus on monitoring & controlling • Ensure work is done in right way • PM needs oversight & correction skills Monitor & Control
  • 35. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor and Control Project Work -> Process Flow
  • 36. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor and Control Project Work -> Quick Review What is monitor and control project work. How it is different from Direct and Manage project work. What is schedule forecast? What is Cost forecast? What is use of validate changes? What are the different analytical techniques? What are work performance reports?
  • 37. By: Anand Bobade (nmbobade@gmail.com) 1. Which process allows stakeholder to understand the current state of the project, steps taken, budget, schedule and scope forecasts. • Direct and Manage Project work • Monitor & Control Project Work • Perform Integrated Project work • Close Project or phase 2. Identify which is not the function of Monitor & Control Project Work process • Comparing actual project performance against the project management plan; • Assessing performance to determine whether any corrective or preventive actions are indicated, and the recommending those actions as necessary; • Generate project data ( Cost, schedule, progress and quality) • Monitoring implementation of approved changes as they occur 3. Select the Tools and Techniques of Monitor & Control Project Work process • Expert Judgment, Analytical techniques, Project Management Information System & Meetings • Expert Judgment, Analytical techniques & Meetings • Expert Judgment, Analytical techniques, Brainstorming & Meetings • Expert Judgment, Analytical techniques, Brainstorming, Forecasting & Meetings 4.4 Monitor and Control Project Work -> Question
  • 38. By: Anand Bobade (nmbobade@gmail.com) 4. Select which are true about PMIS: •Automated tool suite, such as a scheduling software tool, •Configuration management system •Information collection and distribution system •Web interfaces to other online automated systems. •All of above 5.Information Exchange, Brainstorming, Option evaluation or Design, Decision making are type of: •Meeting •Expert Judgment •Reporting •Brainstorming 6. Derived from progress against the schedule baseline & computed ETC. It is typically expressed in terms of SV & SPI •Schedule Forecast •Cost Forecast •Earn value •Work Performance information 4.4 Monitor and Control Project Work -> Question
  • 39. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor and Control Project Work -> Question 7. It is typically expressed in terms of CV & CPI. EAC can be compared to the BAC to see it project is within tolerance. • Schedule Forecast • Cost Forecast • Earn value • Work Performance information 8. Regression analysis, Grouping method, Causal Analysis & Root cause analysis are: • Analysis Techniques • Forecasting techniques • Brainstorming techniques • PMIS software functions 9. Status reports, Memos, Justifications, Information notes, Recommendations are examples of which report: • Forecasting Reports • Work Performance reports • Project status report • Project closure report
  • 40. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor and Control Project Work -> Question Answers: • B • C • A • E • A • A • B • A • B
  • 41. By: Anand Bobade (nmbobade@gmail.com) Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
  • 42. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control Perform Integrated Change Control definition Key Terms Change request process Perform Integrated Change Control - ITTO What is Change Control board? What Change control system? What is Configuration Management System? Data flow diagram Review Self Assessment
  • 43. By: Anand Bobade (nmbobade@gmail.com) 4. Integration Management processes 4.1 Develop Project Charter: Formally authorizes a project, and provide the project manager with the authority to apply organizational resources to the project activities. 4.2 Develop Project Management plan: The process of defining, preparing, coordinating and integrating all subsidiary plans. 4.3: Direct and Manage Project work: Carrying out the project management plan by performing the activities included in it
  • 44. By: Anand Bobade (nmbobade@gmail.com) 4. Integration Management processes 4.4 Monitor & Control Project Work: Tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan 4:5 Perform Integrated change Control: The process of reviewing all change requests, approving changes and managing changes to deliverables, OPA, project documents & PMP. 4.6 Close Project or phase: Finalizing all project activities to formally close the project
  • 45. By: Anand Bobade (nmbobade@gmail.com) Perform Integrated Change Control Process Any stakeholder can request changes on the project Project sponsor Always look at project objective. Coordinate changes across the project. Ensure changes are controlled. 4.5 Perform Integrated Change Control
  • 46. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control 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. Reviewing & approving CR’s Managing changes Communicating CR’s
  • 47. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> CR Process Submit CR to PM Evaluate CR • Approve or Reject Detailed evaluation • Impact /Options Analysis • Recommendations Present in CCB • Reject /Approve • Defer Update plan & documents, communicate Implement Change (Execution - D&M) Communicate to Stakeholder
  • 48. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Key terms Change Control Board (CCB) Change Control Change Control System (CCS) Change Control Tools Configuration Management System
  • 49. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Key terms Change Control Board (CCB): A formally chartered group responsible for reviewing, evaluating, approving/rejecting changes to project. Also, responsible for recording & communicating. Change Control Board Change Approver (Matrix should be defined in PMP- change control plan) Change Control Board Responsible Authority Customer or Sponsor Project Manager (small changes as agreed in PMP) Change Request can be: Approved Denied Returned for info Delayed
  • 50. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control-> Key Terms Change Control : A process whereby modifications to documents, deliverables or baselines are identified, documented, approved or rejected. It is synonymous to Perform Integrated Change Control process name. Change Control system (CCS): 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 & configuration management. At least tools should support activities of the CCB.
  • 51. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control-> Key Terms Examples of Change Control Tools: Microsoft SharePoint HP Portfolio Management Project Manager: Define formal change process Ensure proper documentation Ensure changes are introduced in a controlled & coordinated manner.
  • 52. By: Anand Bobade (nmbobade@gmail.com) Configuration Management System (CMS): A subsystem of the project management system. It is a set of procedures used to apply technical & administrative direction and scrutiny to identify & document changes to product characteristics. 4.5 Perform Integrated Change Control-> Key Terms • functional & physical characteristics of a product. Identify & document • Any changes to such characteristics.Control • Each change & its implementation status. Record & report • Product audit to verify conformance to requirements.Support
  • 53. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control-> Key Terms VSS – Visual Source Safe CVS- Concurrent version system Rational Clear Case Examples of Configuration management system: Change Control System (CCS) Configuration Management System (CMS) Other Project Management Systems/ Tools PMIS
  • 54. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control-> Key Terms • Infrastructure upgrade project for Bank • Bank Locations : 20 • Upgrades : Servers, PC’s/Laptops, Operating Systems & Software's (Local Payroll software, queuing software, Licenses etc), Configuration Management System (CMS) Example: • Different Bank locations has severs with different configurations • Software's with different version. • Some Customized software's Challenges: • To document existing functional & physical characteristics of a products (Servers, PC’s, software versions etc) • Record & report each change & its implementation status. Team will use CMS • track different versions of the Hardware, software during the upgrade. • Allow teams to work simultaneously on the multiple locations. • Provide data for Auditing & reporting status. CMS will
  • 55. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control-> Key Terms CMS is a Version Control System for the Product of the Project. Configuration identification. • Configuration item are identified • Products and documents are labelled • Accountability is maintained. Configuration status accounting. • Listing of approved configuration • Status of proposed changes • Implementation status Configuration verification and audit. • Ensure corresponding changes are registered • Changes are assessed, approved & tracked • Changes correctly implemented
  • 56. By: Anand Bobade (nmbobade@gmail.com) • Focused on identifying, documenting and controlling changes to the project and the project baselines. • A Change Management Plan documents how changes will be monitored and controlled. • Change Management Plan is a generic plan that guides the Project Manager in terms of making any kind of change on the project. Change Control System - CCS • Configuration Control focuses on the specifications of both the deliverables and the processes. • A Configuration Management plan documents how configuration management will be performed. • Configuration Management Plan only guides you in making changes which are specific to the Product Configuration. Configuration Management System - CMS 4.5 Perform ICC -> Difference between CCS & CMS
  • 57. By: Anand Bobade (nmbobade@gmail.com) Inputs: • Project management plan • Work performance reports • Change requests • Enterprise Env. Factors • Org. process Assets Tools &Techniques: • Expert Judgment • Meetings • Change control tools Outputs: • Approved Change request • Change log • PMP update • Project document updates 4.5 Perform Integrated Change Control->ITTO
  • 58. By: Anand Bobade (nmbobade@gmail.com) Project Management Plan Work performance reports Change Request Enterprise Environmental Factors Organizational process assets 4.5 Perform Integrated Change Control -> Input
  • 59. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Input -> PMP Project management plan Describes how project will be executed, monitored and controlled. Provide information to compare CR against various plans, baselines & project objectives. Change Management plan : Provide details about change management process, procedure to be followed. Also, detailed about change control system. Scope Baseline Schedule baseline Cost Baseline
  • 60. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Input -> WPR Work Performance Reports It is representation of work performance information compiled in Project documents/ reports. Monitor & Control Project work WPR Perform Integrated Change Control Burn down Chart S-Curve Bar Charts Histograms Tables Run Charts. Status reports Memos Justifications Information notes Recommandations Updates Current health of the project shown in WPR can impact the CR analysis & decision making.
  • 61. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Input -> Change Request Change Request Formal proposal to modify any document, deliverables or baseline. Monitoring & Controlling PG-> Control Process Validate Scope Control Scope Control Schedule Control Cost Control Quality Control Communication Control Risks Control Stakeholder Eng. Control Procurements Direct & Manage Project work
  • 62. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Input -> EEF & OPA Enterprise Environmental Factors Change Control procedures. Process of approving & issuing change authorization. Configuration management. Project Management Information System (PMIS) Scheduling tool Configuration management system Information collection & distribution system Organizational process assets
  • 63. By: Anand Bobade (nmbobade@gmail.com) Expert Judgment Meetings Change Control Tools 4.5 Perform Integrated Change Control -> Tools & Techniques
  • 64. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> T&T -> Expert Judgment Expert Judgment Experts discuss & analyze changes. They may be a part of CCB, who decides the outcome of Change Request. Analysis Decision Making Coordination Consultants Stakeholders, including customers or sponsors, Professional and technical associations, Industry groups Subject matter experts (SMEs) Project management office (PMO)
  • 65. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> T&T -> Meetings Meetings Change control related meetings are conducted by CCB (Analyze, Review, approve/Reject the Change) CCB may also review Configuration Management activities. CCB decisions are formally documented & shared. Decide on the Change request status (Approve / Reject) Discuss Change request
  • 66. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control->T&T-> Change Control Tools Change Control Tools Manual or automated tools to assist with change & configuration management. At least tools should support activities of the CCB. Help record & Track change request via Change log. Examples of Change Control Tools: Microsoft SharePoint HP Portfolio Management
  • 67. By: Anand Bobade (nmbobade@gmail.com) Approved Change request Change log PMP updates Project document updates 4.5 Perform Integrated Change Control -> Output
  • 68. By: Anand Bobade (nmbobade@gmail.com) CR are processed according to Change Control System by PM, CCB or assigned Team member. Approved CR will be implemented through Direct & Manage Project work process. Document the changes that occur during a project including rejected changes. Any subsidiary planes and Baselines that are subject to formal Change control Process. All documents subject to formal Change control Process. 4.5 Perform Integrated Change Control -> Output
  • 69. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated CC->Output->Approved CR Approved Change request Direct and Manage Project work Control Quality Perform Integrated change Control Control procurement Review if change are implemented in deliverables as per approved CR; resulting in Validated changes For implementation Initiate Procurement related changes CR are processed according to Change Control System. Approved CR will be implemented through Direct & Manage Project work process.
  • 70. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Output Change log Document the changes that occur during a project including rejected changes. It can provide the list of all changes with current status of each change request. Change log (following status accounting may differ as per company methodology) Entry is made when new change is initiated Updated to reflected completion of analysis Updated once shared with CCB Updated with CCB decision Updated when its under development/construction Updated once quality control is completed Updated as ‘Closed’ once change is completely implemented.Manage Stakeholder Engagement
  • 71. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Output PMP updates Any subsidiary planes and Baselines that are subject to formal Change control Process. Project document updates All documents subject to formal Change control Process.
  • 72. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Process Flow
  • 73. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Quick Review What is Integrated change control? What is Change Request? What is difference between Change Request & approved change request? What is Change log? What are change control tools?
  • 74. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Question 1. Name the process is, which allows documented changes within the project to be considered in a integrated fashion while reducing a project risk, which often arises from changes made without considering to the overall project objectives or plans. •Change Control Board •Project Integration Management •Perform Integrated Change Control •Change control Process 2. Which input to the Direct and Manage Project Execution process contains the documented and authorized changes to adjust the scope of the project? •Approved corrective actions •Approved preventive actions •Approved change requests •Approved defect repair 3. A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. •Project Team •Change Management group •Change Control Board •Steering Committee
  • 75. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Question 4. Ensure the composition of a project’s configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures the functional requirements defined in the configuration documentation have been met : •Configuration identification. •Configuration status accounting. •Configuration verification and audit. •all of above 5. Change Control procedures, Processed of approving & issuing change authorization, process measurement data, Project documents. Configuration management knowledge base are part of: •Enterprise Environmental Factors •Organizational Process Assets •Project Management Information system •Project Management Plan 6. Approved CR will be implemented by: •Direct and Manager process groups •Direct and Manage Project work •Monitor & Control Project Work •Perform Integrated Project work
  • 76. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Question Answers: C C C C B A
  • 77. By: Anand Bobade (nmbobade@gmail.com) Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
  • 78. By: Anand Bobade (nmbobade@gmail.com) 4.6 Close Project or Phase Close Project or Phase process definition Close Project or Phase - ITTO What is difference between Close Project & close Phase What are accepted deliverables? Contract vs Project closure. Data Flow diagram Review Self Assessment
  • 79. By: Anand Bobade (nmbobade@gmail.com) 4. Integration Management processes 4.1 Develop Project Charter: Formally authorizes a project, and provide the project manager with the authority to apply organizational resources to the project activities. 4.2 Develop Project Management plan: The process of defining, preparing, coordinating and integrating all subsidiary plans. 4.3: Direct and Manage Project work: Carrying out the project management plan by performing the activities included in it
  • 80. By: Anand Bobade (nmbobade@gmail.com) 4. Integration Management processes 4.4 Monitor & Control Project Work: Tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan 4:5 Perform Integrated change Control: The process of reviewing all change requests, approving changes and managing changes to deliverables, OPA, project documents & PMP. 4.6 Close Project or phase: Finalizing all project activities to formally close the project
  • 81. By: Anand Bobade (nmbobade@gmail.com) Hospital Opening Ceremony Hospital construction work is completed Medical equipment installation is completed Staff has been Training to use medical equipment Operational Team has been Trained to use/ operate facilities Project is ready to be Closed. 4.6 Close Project or Phase
  • 82. By: Anand Bobade (nmbobade@gmail.com) Finalizing all activities 4.6 Close Project or Phase 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. Project Phase
  • 83. By: Anand Bobade (nmbobade@gmail.com) 4.6 Close Project or Phase 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. Project Managers focuses on:
  • 84. By: Anand Bobade (nmbobade@gmail.com) 4.6 Close Project or Phase 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
  • 85. By: Anand Bobade (nmbobade@gmail.com) Input • Project management plan • Acceptable deliverables • Organizational process assets Tools and Techniques • Expert Judgment • Meetings • Analytical Techniques Outputs • Final product or service or result transition • Organizational process assets updates 4.6 Close Project or Phase->TTIO
  • 86. By: Anand Bobade (nmbobade@gmail.com) 4.6 Close Project or Phase -> Input Project management plan Acceptable Deliverables Organizational process assets
  • 87. By: Anand Bobade (nmbobade@gmail.com) PMP becomes the agreement between the project manager & sponsor, defining what constitutes the project completion. Approved product specifications, delivery receipts, & work performance documents. Partial or interim deliverables may also be included for phased or cancelled projects. Project or phase closure guidelines. Historical information & lessons learned knowledge base. 4.6 Close Project or Phase -> Input
  • 88. By: Anand Bobade (nmbobade@gmail.com) Expert Judgments Meetings Analytical Techniques 4.6 Close Project or Phase -> Tools & Techniques
  • 89. By: Anand Bobade (nmbobade@gmail.com) Experts ensures Project or phase closures is performed to appropriate standards. Expertise is available through – other PM within organization, PMO, Professional or Technical associations. Examples of Analytical techniques uses are: Regression analysis, Trend analysis. 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. 4.6 Close Project or Phase -> Tools & Techniques
  • 90. By: Anand Bobade (nmbobade@gmail.com) 4.6 Close Project or Phase -> Output Final product or service or result transition Organizational process assets updates
  • 91. By: Anand Bobade (nmbobade@gmail.com) 4.6 Close Project or Phase -> Output Final product or service or result transition Organizational process assets updates 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. 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 : that has been recommended for use by future projects.
  • 92. By: Anand Bobade (nmbobade@gmail.com) 4.6 Close Project or Phase -> 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.
  • 93. By: Anand Bobade (nmbobade@gmail.com) 4.6 Close Project or Phase -> Contract vr. 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.
  • 94. By: Anand Bobade (nmbobade@gmail.com) 4.6 Close Project or Phase -> Process Flow
  • 95. By: Anand Bobade (nmbobade@gmail.com) 4.6 Close Project or Phase -> Quick Review How to close Project or phase? What is successful project closure? Importance of Lesson Learned. What is Transition of product to operations. What is difference between contract & project closure.
  • 96. By: Anand Bobade (nmbobade@gmail.com) 1. All of the following are outputs of the close project process except: A. Historical information B. Project management plan updates C. Project closure documents D. Formal acceptance documentation E. Project files 2. Your project is coming to an end, and you are in the process of listing the activities that must be performed to close out the project. Which of the following should be performed during the closing processes? A. Seek legal counsel from the company’s attorney prior to closing the project B. Request final inspection reports for all vendor supplied products C. Issue a formal notice of project completion to sellers D. Issue payment schedules and requests 3. Which of the following documents formally indicates that the customer or sponsor has officially accepted the project deliverables? A. Historical information B. Formal acceptance documentation C. Project closure documents D. Project files 4.6 Close Project or Phase -> Question
  • 97. By: Anand Bobade (nmbobade@gmail.com) 4. Which of the following statements are FALSE regarding the relationship between project phase and project life cycles? A. Collectively, the project phases are known as the project life cycle B. The conclusion of project phase is generally marked by a review of key deliverables and current project performance C. Project phase-end reviews are often called phase-exits D. Each project phase is marked by the completion of one or more milestones 5.What is the correct order of performing the processes? A. Perform Quality Control, Close Project or Phase, Close Procurements B. Verify Scope, Perform Quality Control, Close Project or Phase, Close Procurements C. Perform Quality Control, Verify Scope, Close Project or Phase D. Verify Scope, Perform Quality Control, Close Procurements Correct 6. Who can authorize the closure of a project? A. Sponsor B. Project Manager C. Functional Manager D. Customer 4.6 Close Project or Phase -> Question
  • 98. By: Anand Bobade (nmbobade@gmail.com) Answers: 1. B 2. C 3. B 4. D 5. C 6. A 4.6 Close Project or Phase -> Question
  • 99. By: Anand Bobade (nmbobade@gmail.com) Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
  • 100. By: Anand Bobade (nmbobade@gmail.com) Visit Slide Share website & you will find other Knowledge area presentation… Please share!! Additional Resources