Ahmed El Antary - Pmp Part 4 - Integration 4th Ed - General

Project Management Professional PMP Exam Preparation Course Prepared By: Eng. Ahmed El Antary, PPM, MSPM Engineering & Management Technologies LLC Delaware, USA [email protected]

Project Integration Management PMBOK 4th Ed

Ahmed El Antary: [email protected]

The Course Leader












Ahmed El Antary, PPM, MSPM Engineering and Management Consultant Certified Professional Project Manager (PPM), WCU, USA PhD Learner with concentration on Project Management - PhDBA program. NorthCenteral University, AZ, USA Master of Science in Project Management, Colorado Technical University, Colorado Springs, CO, USA B. Sc. Civil Engineering, Al Azhar University, Cairo, Egypt Project Management Certificate & PMP Preparation Course, WCU, USA Business Management Certificate GL, CTU, CO, USA Change Management Certificate GL, CTU, CO, USA Project Management Certificate GL, CTU, CO, USA Team Member of the Construction Extension Project for the PMBOK 3rd Ed. By (PMI) and (ANSI)

Importance of Project Integration Management
Project integration management is the heart

of project management and is made up of the day to day processes the project manager relies on to ensure that all of the parts of the project work together
Project integration management is the art and science of ensuring that your project moves forward, that your plan is fully developed and properly implemented

When to Apply
A cost estimate is needed for a contingency

plan
The work of the project integrated with the ongoing operations
Product scope and project scope to be integrated
Earned value management (EVM) to integrate various processes and to measure the project’s performance
Project Management software tool (like MS Project) is a tool that aids integration

Project Integration Management Processes
Develop Project Charter
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase

The Project Charter Formally authorizes the project.
Gives the objectives and business case
Identifies the Project Manager.
Generic enough not to change often.
Written by a Manager higher in authority than Project Manager.
Includes name, description, deliverables
A project does not start unless it has a Project charter.


Develop Project Charter - Inputs
Project Statement of Work The Statement of Work (SOW) is a narrative description of products of services to be delivered by the project. The SOW references are the business needs, product scope description, and strategic plan of the organization


Business Case The Business Case determine whether or not the project is worth the required investment as a result of the market demand, organizational need, customer request, technological advance, legal requirement , ecological impacts, and social need.


Contract
Enterprise Environmental Factors
Organizational Process Assets

Develop Project Charter - Inputs “Cont”
Enterprise Environmental Factors such as:  Governmental or industry standards  Organization infrastructure  Marketplace conditions
Organizational Process Assets such as:
Organizational standards processes and polices
Templates
Historical information and lessons learned

Develop Project Charter – T&T Expert Judgment : Provided by any group or individuals with specialized knowledge or training and is available for many resources such as:  Other units within the organization  Consultants  Stakeholders, customers, or sponsors  Professional and technical associations  Industry groups  Subject matter experts  Project Management Office (PMO) 1.

Develop Project Charter – Outputs Project Charter: The Project Charter documents the business and the customer needs. The Project Charter may include: 1.

         

Project purpose or justifications Measureable project objectives and success criteria High level requirements High level project description High level risks Summary milestone schedule Summary budget Project approval requirements Assigned project manager , responsibility, and authority Name and authority of the sponsor (s) authorizing the project charter

Develop Project Management Plan Taking the results of other planning processes and putting them into a consistent, coherent document that can be used to guide both project execution and project control. It includes:
The project management processes selected by the project management team
The level of implementation of each selected process
The descriptions of the tools and techniques to be used for accomplishing those processes
How the selected processes will be used to manage the specific project.
How work will be executed to accomplish the project objectives
How changes will be monitored and controlled
How configuration management will be performed
The need and techniques for communication among stakeholders

Develop Project Management Plan
Inputs:
Project Charter
Outputs from Planning Processes
Enterprise Environmental Factors
Organizational Process Assets
Tools & Techniques:
Expert Judgment

Develop Project Management Plan  Outputs: 1. Project Management Plan: An output of the Develop












Project Management Plan Process. The project management plan can be composed of one or more of the following subsidiary plans: Scope management plan Schedule management plan Cost management plan Quality management plan Process improvement plan Staffing management plan Communication management plan Risk management plan Procurement management plan

The project management plan components The project management plan can have one or more following components
Milestone list
Resource calendar
Schedule baseline
Cost baseline
Quality baseline
Risk register

Direct and Manage Project Execution
The Direct and Manage Project Execution process requires the











project manager and project team to perform multiple actions to execute the project management plan to accomplish the work defined in the project scope statement. These activities may include: Perform activities to accomplish project objectives Expend effort and spend funds to accomplish the project objectives Implement the planned methods and standards Adapt approved changes into the project scope, plans, and environment Create, control, verify, and validate project deliverables Manage risks and implement risk response activities Manage sellers and suppliers Collect and document lessons learned and implement approved process improvement activities

Direct and Manage Project Execution “cont.”
Inputs:
Project management plan
Approved change requests
Enterprise Environmental Factors
Organizational Process Assets
Tools & Techniques:
Expert judgment
Project management information system
Outputs:
Deliverables
Work performance information
Change requests
Project management plan updates
Project document updates

Monitor and Control Project Work The Monitor and Control Project Work process is performed to monitor project processes associated with initiating, planning, executing, and closing. The Monitor and Control Project Work process is concerned with:
Comparing actual project performance against the project management plan
Assessing performance to determine whether any corrective or preventive actions are indicated, and then recommending those actions as necessary
Analyzing, tracking, and monitoring project risks to make sure the risks are identified, their status is reported, and that appropriate risk response plans are being executed
Maintaining an accurate, timely information base concerning the project's product(s) and their associated documentation through project completion
Providing information to support status reporting, progress measurement, and forecasting
Monitoring implementation of approved changes when and as they occur.
Providing forecasts to update current cost and current schedule information

Monitor and Control Project Work “cont.”
Input:
Project management plan
Performance reports
Enterprise Environmental Factors
Organizational Process Assets


Tools & Techniques:
Expert judgment


Outputs:
Change requests
Project management plan updates
Project document updates

Perform Integrated Change Control
Inputs:
Project Management Plan
Work Performance Information
Change Requests
Enterprise Environmental Factors
Organizational Process Assets


Tools and Techniques
Expert Judgment
Change Control Meetings


Outputs:
Change Request Status Updates
Project Management Plan Updates
Project Document Updates

Close Project or Phase The Close Project process involves performing the project closure portion of the project management plan. Two procedures are developed to establish the interactions necessary to perform the closure activities across the entire project or for a project phase:
Administrative closure procedure: This procedure details all the activities, interactions, and related roles and responsibilities of the project team members and other stakeholders involved in executing the administrative closure procedure for the project
Contract closure procedure: This procedure details all activities and interactions needed to settle and close any contract agreement established for the project, as well as define those related activities supporting the formal administrative closure of the project. This procedure involves both product verification and administrative closure.

Close Project or Phase “cont.”
Inputs:
Project Management Plan
Accepted Deliverables
Organizational Process Assets
Tools and Techniques
Expert Judgment
Outputs:
Change Request Status Updates
Final product, service, or result transition
Organizational process assets Updates

Resources
Project Management Institute. (2008). A guide to the project

management body of knowledge (4th ed.). Newtown Square, PA: Project Management Institute.

QUESTIONS ANSWERS