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PMP Chap4-Project Integration Management Details: Part-2

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PMP Chap4-Project Integration Management Details: Part-2

Free Video Training on Youtube - PMBOK6th edition:
1. Integration Management: https://youtu.be/NdzADFfoRxA
2. Scope Management: https://youtu.be/9u6f2NXlGnI
3. Quality Management: https://youtu.be/8zteKSxDyt4
4. Stakeholder management: https://youtu.be/Vhjc6T9R4d8

PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/chap-40-project-integration-management-overview
https://www.slideshare.net/anandbobade/chap-41-develop-project-charter
https://www.slideshare.net/anandbobade/chap-42-develop-project-management-plan
https://www.slideshare.net/anandbobade/chap-43-direct-and-manage-project-work
https://www.slideshare.net/anandbobade/pmp-chap44project-integration-management-manageknowledge
https://www.slideshare.net/anandbobade/chap-45-monitor-and-control-project-work
https://www.slideshare.net/anandbobade/chap-46-perform-integrated-change-control
https://www.slideshare.net/anandbobade/chap-47-project-or-phase-close

Free Video Training on Youtube - PMBOK6th edition:
1. Integration Management: https://youtu.be/NdzADFfoRxA
2. Scope Management: https://youtu.be/9u6f2NXlGnI
3. Quality Management: https://youtu.be/8zteKSxDyt4
4. Stakeholder management: https://youtu.be/Vhjc6T9R4d8

PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/chap-40-project-integration-management-overview
https://www.slideshare.net/anandbobade/chap-41-develop-project-charter
https://www.slideshare.net/anandbobade/chap-42-develop-project-management-plan
https://www.slideshare.net/anandbobade/chap-43-direct-and-manage-project-work
https://www.slideshare.net/anandbobade/pmp-chap44project-integration-management-manageknowledge
https://www.slideshare.net/anandbobade/chap-45-monitor-and-control-project-work
https://www.slideshare.net/anandbobade/chap-46-perform-integrated-change-control
https://www.slideshare.net/anandbobade/chap-47-project-or-phase-close

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PMP Chap4-Project Integration Management Details: Part-2

  1. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 20. By: Anand Bobade (nmbobade@gmail.com) Expert Judgment Analytical Techniques PMIS Meetings 4.4 Monitor & Control Project Work -> Tools and Techniques
  21. 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. 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. 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. 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. 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. 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. 27. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor & Control Project Work->T&T->PMIS
  28. 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. 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. 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. 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. 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. 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. 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. 35. By: Anand Bobade (nmbobade@gmail.com) 4.4 Monitor and Control Project Work -> Process Flow
  36. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 63. By: Anand Bobade (nmbobade@gmail.com) Expert Judgment Meetings Change Control Tools 4.5 Perform Integrated Change Control -> Tools & Techniques
  64. 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. 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. 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. 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. 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. 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. 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. 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. 72. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Process Flow
  73. 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. 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. 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. 76. By: Anand Bobade (nmbobade@gmail.com) 4.5 Perform Integrated Change Control -> Question Answers: C C C C B A
  77. 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. 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. 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. 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. 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. 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. 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. 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. 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. 86. By: Anand Bobade (nmbobade@gmail.com) 4.6 Close Project or Phase -> Input Project management plan Acceptable Deliverables Organizational process assets
  87. 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. 88. By: Anand Bobade (nmbobade@gmail.com) Expert Judgments Meetings Analytical Techniques 4.6 Close Project or Phase -> Tools & Techniques
  89. 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. 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. 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. 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. 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. 94. By: Anand Bobade (nmbobade@gmail.com) 4.6 Close Project or Phase -> Process Flow
  95. 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. 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. 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. 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. 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. 100. By: Anand Bobade (nmbobade@gmail.com) Visit Slide Share website & you will find other Knowledge area presentation… Please share!! Additional Resources

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