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Project Integration Management Prepared by: Eng. Ahmed Farahat, PMP February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
l
Includes the processes and activities needed to identify, define, combine, unify,
and
processes activities
coordinate and
the
project
within
various
management
the
project
management process groups. February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
1
Project Integration Management
l
Include characteristics of unification , consolidation,
articulation,
and
integrative actions that are crucial to project
completion,
meeting
customer
stakeholders
successfully and
requirements,
other and
managing expectations. Presented by www.ProjacsTraining.com
February 12, 2006
Eng. Ahmed Farahat , PMP
Project Integration Management
l
Primarily concerned with effectively integrating the processes among the project
management
process
groups
that are required to accomplish project objectives
within
an
organization’s
defined procedures. February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
2
Project Integration Management
l
4.1 Develop Project Charter
l
4.2 Develop Preliminary Project Scope Statement
l
4.3 Develop Project Management Plan
l
4.4 Direct and Manage Project Execution
l
4.5 Monitor and Control Project Work
l
4.6 Integrated Change Control
l
4.7 Close Project Presented by www.ProjacsTraining.com
February 12, 2006
Eng. Ahmed Farahat , PMP
Project Integration Management Processes Orientation
Initiation
Planning
4.1 Develop Project Charter 4.2 Develop Preliminary Project Scope Statement
Executing 4.4 Direct & Manage Project Execution
4.3 Develop Project Management Plan
Monitoring & Controlling 4.5 Monitoring & Controlling Project Work 4.6 Integrated Change Control
Closing 4.7 Close Project February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
3
Project Integration Management Processes Flow Diagram Enterprise Environmental Factors Organizational Process Assets
4.1 Develop Project Charter
Project Initiator 0r Sponsor
4.2 Develop Preliminary Project Scope Statement Scope Definitions
Project Management Plan Development
4.3 Develop Project Management Plan
4.4 Direct & Manage Project Execution
4.5 Monitoring & Controlling Project Work Contract Administration
4.6 Integrated Change Control
Contract Closure
February 12, 2006
4.7 Close Project
Customer
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
4.1 Develop Project Charter l
The project charter is the document that formally authorizes a project, and provide the project manager with the authority to apply organizational resources to the project activities.
l
The projects are usually chartered and authorized external to the project organization by an enterprise, a
government
agency,
a
company,
a
program
organization, or portfolio organization. February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
4
Project Integration Management Develop Project Charter
Project is initiated as result of one of the following: l
A market demand.
l
A business need.
l
A customer request.
l
A technological advance.
l
A legal requirement.
l
A social need.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
Project Charter address the following information: l
Requirements that satisfy stakeholder needs, wants, and expectation.
l
Business need, high level product description, or product requirements that the project is undertaken to address.
l
Project purpose and justification.
l
Assigned project manager and authority level.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
5
Project Integration Management Develop Project Charter
l
Summary milestone schedule.
l
Stakeholders influence.
l
Functional organizations and their participation.
l
Organizational, environmental & external assumptions.
l
Organizational, environmental & external constraints.
l
Business case justifying the project, including return on investment.
l
Summary budget. Presented by www.ProjacsTraining.com
February 12, 2006
Project Integration Management
Eng. Ahmed Farahat , PMP
Develop Project Charter
Develop Project Charter Tools & Techniques Inputs 1. Contract (when applicable) 2. Project statement of work 3. Enterprise environmental factors 4. Organizational process assets
1. Project selection methods 2. Project Management methodology 3. Project Management Information System (PMIS) 4. Expert judgment
Outputs 1. Project charter
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
6
Project Integration Management
Develop Project Charter Inputs
1. Contract (when applicable) l
Contract is a legally binding document (formal agreement), should be stated all requirements.
l
Contract must be followed and everything provided in it must be done.
l
Any change must be written and formally controlled and approved by both parties
l
Contract is a legal relationship subject to remedy in the courts.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Eng. Ahmed Farahat , PMP
Develop Project Charter Inputs
2. Project Statement of Work l
SOW is a narrative description of product or services to be supplied by the project.
l
For internal projects, SOW based on the business need, product, or services requirements.
l
For external projects, SOW can be received from the customer as part of bid document or as part of a contract.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
7
Project Integration Management
Develop Project Charter Inputs
3. Enterprise Environmental Factors l
Organizational or Company culture and structure
l
Governmental or industry standards
l
l
Regulatory agency regulations
l
Product standards
l
Quality standards
l
Workmanship standards
Infrastructure (facilities & capital equipment)
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Eng. Ahmed Farahat , PMP
Develop Project Charter Inputs
l
Existing Human Resources
l
Personal administration
l
Company work authorization system
l
Market place conditions
l
Stakeholders risk tolerance
l
Commercial databases
l
Project Management information system (PMIS)
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
8
Project Integration Management
Develop Project Charter Inputs
4. Organizational Process Assets Are
the
formal
and
informal
policies,
procedures, and guidelines whose effects must be considered. l
Organization policies.
l
Organizational procedures.
l
Historical information. Presented by www.ProjacsTraining.com
February 12, 2006
Project Integration Management
l
Eng. Ahmed Farahat , PMP
Develop Project Charter Inputs
Organizational processes and procedures for conducting the work: l
Organization standard processes.
l
Standardized guidelines.
l
Templates.
l
Organization communication requirement.
l
Project closure guidelines or requirements.
l
Financial control procedures.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
9
Project Integration Management
Develop Project Charter Inputs
l
Issue and defect management procedures.
l
Change control procedures.
l
Risk control procedures.
l
Procedures of applying and issuing work authorization.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
l
Eng. Ahmed Farahat , PMP
Develop Project Charter Inputs
Organizational corporate knowledge base for storing and retrieving information: l
Process measurement database.
l
Project files.
l
Historical information and lesson learned knowledge base.
l
Configuration management knowledge base.
l
Financial database.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
10
Project Integration Management
1.
Project Selection Methods •
•
2.
Develop Project Charter Tools & Techniques
Benefit measurement methods: that are Comparative approaches, scoring models, benefit contribution or economic models. Mathematical models: that use linear, nonlinear, dynamic, integer, or multi objective programming algorithms.
Project Management Methodology •
Define a set of project management process groups, their related processes and related control functions.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Eng. Ahmed Farahat , PMP
Develop Project Charter Tools & Techniques
3. Project Management Information System (PMIS) •
Is a standardized set of automated tools available within the organization and integrated into the system.
4. Expert Judgment • • • • •
Other unite within the organization. Consultant. Stakeholders, including customer and sponsors. Professional and technical associations. Industry groups.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
11
Project Integration Management Develop Preliminary Project Scope Statement 4.2
Develop Preliminary Project Scope Statement
l
Is
The Preliminary Project Scope Statement is developed from information provided by the initiator or sponsor. The project scope statement: the
definition
of
the
project,
What
needs
to
be
accomplished. l
Addresses and documents the characteristics and boundaries of the project and its associated products and services, as well as the method of acceptance and scope control, it includes: •
Project and product objectives.
•
Product or service requirements and characteristics.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
Project Integration Management Develop Preliminary Project Scope Statement •
Product acceptance criteria.
•
Project boundaries. Project requirements and deliverables. Project constraints. Project assumptions. Initial project organization. Initial defined risk.
• • • • • • • • • •
Schedule milestones. Initial WBS. Order of magnitude cost budget. Project configuration management requirements. Approval requirements.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
12
Project Integration Management Develop Preliminary Project Scope Statement
Develop Preliminary Project Scope Statement Inputs 1. Project charter 2. Project statement of work 3. Enterprise environmental factors 4. Organizational process assets
Tools & Techniques 1. Project Management methodology 2. Project Management Information System (PMIS) 3. Expert judgment
Outputs 1. Preliminary Project Scope Statement
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
Project Integration Management Initiating Process Group
PLANNING PROCESS GROUP
Develop Project Charter
EXECUTING PROCESS GROUP
Develop Preliminary Project Scope Statement
February 12, 2006
MONITORING & CONTROLLING PROCESS GROUP
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
13
Project Integration Management
Develop Project Management Plan
4.3 Develop Project Management Plan l Includes the actions necessary to define, integrate and coordinate all subsidiary plans into a project management plan. l Define how the project is executed, monitored, controlled, and closed. l Document the collection of outputs of the planning processes of the planning processes groups, its includes: • Project management processes selected by the project management team. • The level of implementation of each process. February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
l
Eng. Ahmed Farahat , PMP
Develop Project Management Plan
The descriptions of the tools and techniques to be used for accomplishing those processes.
l
How the selected processes will be used to manage the specific project, including dependencies and interactions and the essential input and outputs.
l
How work will be executed to accomplish the project objective.
l
How changes will be monitored and controlled.
l
How configuration management will be performed.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
14
Project Integration Management
l
Develop Project Management Plan
How integrity of the performance measurement baseline will be maintained and used.
l
The needs and techniques for communication among stakeholders.
l
The selected project life cycle and, for multi phase project, the associated project phases.
l
Key management review for content, extent and timing to facilitate addressing open issues and pending decisions. Presented by www.ProjacsTraining.com
February 12, 2006
Project Integration Management
Eng. Ahmed Farahat , PMP
Develop Project Management Plan
Develop Project Management Plan Tools & Techniques Inputs • • • •
Preliminary Project Scope Statement Project management processes Enterprise environmental factors Organizational process assets
February 12, 2006
• • •
Project Management methodology Project Management Information System (PMIS) Expert judgment
Outputs •
Project Management Plan
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
15
Project Integration Management
Develop Project Management Plan Tools & Tech.
2. Project Manage. Information System (PMIS) l
Is a standardized set of automated tools available within the organization and integrated into the system. l Configuration management system Is a subsystem of the overall PMIS, and its includes the process for submitting proposed change, tracking system for reviewing and approving, defining approval level for authorizing change, and providing a method to validate approved change. In most application areas, its includes the change control system.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
l
Eng. Ahmed Farahat , PMP
Develop Project Management Plan Tools & Tech.
Change control system
Is a subsystem of the overall Configuration
management system, and
its collection of formal documented procedures that define deliverables and
how project
documentation are
controlled, changed, and
February 12, 2006
Presented by www.ProjacsTraining.com
approved.
Eng. Ahmed Farahat , PMP
16
Project Integration Management Planning Process Group MONITORING & CONTROLLING PROCESS GROUP Develop
INITIATION PROCESS GROUP
Scope Planning
Scope Definition
Project Management Plan
Activity Definition Create WBS
Activity Resource Estimating Activity Duration Cost Estimating
Risk
Estimating
Management Planning Cost Budgeting
Activity Sequencing
Identification
H R Planning
Schedule Development
Qualitative
Quality Planning
Risk
EXECUTING PROCESS GROUP
Risk Analysis Communication Quantitative Risk Analysis
Planning
Plan Purchases And
Plan Contracting
Acquisitions
CLOSING PROCESS GROUP
Risk Response Planning
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Eng. Ahmed Farahat , PMP
Direct & Manage Project Execution
4.4 Direct & 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 . Some of those actions are: • Perform activity to accomplish project objective. • Expend effort and spend funds to accomplish project objective. • Staff, train, and manage the project team members assigned to the project. • Obtain quotations, bids, offers, or proposals as appropriate. February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
17
Project Integration Management
• • • • • • • • •
Direct & Manage Project Execution
Obtain, manage, and use resources. Implement the planned methods and standards. Create, control, verify, and validate project deliverables. Manage risk and implement risk response plan. Manage sellers. Adapt approved changes into project’s scope, plan and environment. Establish and manage project communication channels. Collect project data and status information to facilitate forecasting. Collect and document lessons learned.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Eng. Ahmed Farahat , PMP
Direct & Manage Project Execution
Direct & Manage Project Execution required implementation of: •
Approved corrective actions that will bring project performance into compliance with the project management plan.
•
Approved
preventive
action
to
reduce
the
probability of potential negative consequences. •
Approved defect repair request to correct product defects found by the quality process.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
18
Project Integration Management
Direct & Manage Project Execution
Direct & Manage Project Execution
Tools & Techniques
Inputs • • • • • • •
Project management plan Approved corrective Actions Approved preventive actions Approved Change requests Approved defect repair Validated defect repair Administrative closure procedure
February 12, 2006
• •
Project Management methodology Project Management Information System (PMIS)
Outputs • • • • • • •
Deliverables Requested change Implemented change requests Implemented corrective Actions Implemented preventive actions Implemented defect repair Work performance information
Presented by www.ProjacsTraining.com
Project Integration Management
Direct & Manage Project Execution Inputs
1.
Project management plan
2.
Approved corrective Actions
3.
Approved preventive actions
4.
Approved Change requests
5.
Approved defect repair.
February 12, 2006
Eng. Ahmed Farahat , PMP
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
19
Project Integration Management
6.
Direct & Manage Project Execution Inputs
Validated defect repair l
Notification that re-inspected repaired items have either been accepted or rejected.
7.
Administrative closure procedure l
Documents all the activities, interactions, and related roles and responsibilities needed in executing the administrative closure procedure for the project. Presented by www.ProjacsTraining.com
February 12, 2006
Project Integration Management
1.
Direct & Manage Project Execution Outputs
Deliverables l
2.
Eng. Ahmed Farahat , PMP
A deliverables is any unique and verifiable product, result or capability to perform a service that is identified in the project management Plan, and must be produced and provided to complete the project.
Work performance information l
Information on the status of the project activities being performed to accomplish the project work is routinely collected l
February 12, 2006
Schedule progress showing status information. Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
20
Project Integration Management
Direct & Manage Project Execution Outputs
Deliverables that have been completed and those not completed.
l
l
Schedule activities. Extent to which quality standard are met.
l
Costs authorized and incurred.
l
ETC the schedule.
l
Percent physically completed of the inprogress schedule activities.
l
l
Lessons learned.
l
Resource utilization detail.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
Project Integration Management Executing Process Group
MONITORING & CONTROLLING PROCESS GROUP
Perform
INITIATION PROCESS GROUP
Quality Assurance
Acquire Project Team Direct and Manage Project Execution
PLANNING PROCESS GROUP
February 12, 2006
Develop
Information
Project Team
Distribution
Request
Select
Sellers Responses
Sellers
Presented by www.ProjacsTraining.com
CLOSING PROCESS GROUP
Eng. Ahmed Farahat , PMP
21
Project Integration Management
Monitor and Control Project Work
4.5 Monitor and Control Project Work l
l
Is performed to monitor project processes associated with initiating, planning, executing, and closing. Corrective and preventive action are taken to control the project performance.
Control project work process is concerned with: l
l
Comparing actual project performance against the project management plan. Assessing performance to determine whether corrective or preventive action are indicated.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
any
Eng. Ahmed Farahat , PMP
Monitor and Control Project Work
l
Analyzing, tracking, and monitoring project risk.
l
Maintaining an accurate, timely information base concerning the project’s product(s).
l
Providing forecasts to update current cost and schedule information.
l
Monitoring implementation of approved change when and as they occur.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
22
Project Integration Management
Monitor and Control Project Work
Monitor and Control Project Work
Tools & Techniques
Inputs • • •
Project management plan Work performance information Rejected Change requests
• • • •
Project Management methodology Project Management Information System (PMIS) Earned value management Expert judgment
Outputs • • • • •
Recommended corrective Actions Recommended preventive actions Forecasts Recommended defect repair Requested changes
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Monitor and Control Project Work Inputs
1.
Project management plan
2.
Work performance information
3.
Rejected Change requests l
Eng. Ahmed Farahat , PMP
Include the change request, their supporting documentation, and their change review status showing a disposition of rejected change requests.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
23
Project Integration Management
Monitor and Control Project Work Tools & Tech.
3. Earned value management l
Earned value technique measures performance of the project, from initiation through project closure, also provides the mean to forecast future performance based upon past performance.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Eng. Ahmed Farahat , PMP
Monitor and Control Project Work Outputs
3. Forecasts l
Include estimates or prediction of conditions and events in the project’s future, based on information and knowledge available at the time of the forecast, for example, estimate at completion and estimate to complete.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
24
Project Integration Management
Integrated Change Control
4.6 Integrated Change Control The process performed from project inception through completion. It includes the following change management activities in differing levels of details, based upon the completion of the project execution: l
Identifying that the change needs to occur or has occurred.
l
Influencing the factors that circumvent integrated change control so that only approved changes are implemented.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
l l
l l
l
l l
Eng. Ahmed Farahat , PMP
Integrated Change Control
Reviewing and approving requested changes. Managing the approved changes when and as they occur. Maintaining the integrity of baseline. Controlling and update the scope, cost, budget, schedule and quality requirements based upon approved changes. Documenting the complete impact of the requested changes. Validating defect repair. Controlling project quality to standards based on quality reports.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
25
Project Integration Management
Integrated Change Control
Integrated Change Control Inputs • • • • • • •
Project management plan Requested Changes Work performance information Recommended preventive actions Recommended corrective actions Recommended defect repair Deliverables
Outputs • • • • • • • • •
Approved change requests Rejected change requests Project management plan (updates) Project scope statement (updates) Approved corrective Actions Approved preventive actions Approved defect repair Validated defect repair Deliverables
Tools & Techniques • • •
Project Management methodology Project Management Information System (PMIS) Expert judgment Presented by www.ProjacsTraining.com
February 12, 2006
Eng. Ahmed Farahat , PMP
Project Integration Management Monitoring and Controlling Process Group
Scope Verification INITIATION PROCESS GROUP
Scope Control Monitor And Control Project Work
Schedule Control
Cost Control
Perform Quality Control
PLANNING PROCESS GROUP
Manage Project team Integrated Change Control
CLOSING PROCESS GROUP
Perform Reporting
Manage Stakeholders EXECUTING PROCESS GROUP
Risk Monitoring and Control
Contract Administration
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
26
Project Integration Management
Close Project
4.7 Close Project l
The process involves performing the project closure portion of the project management plan.
l
Its includes finalizing all activities completed across all project management process group to formally close the project or a project phase.
l
Establishes the procedures to coordinate activities needed to verify and document the project deliverables, to coordinate and interact to formalize acceptance by customer or sponsor.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Eng. Ahmed Farahat , PMP
Close Project
The two procedures to perform the closure activities across the entire project or for a project phase l Administration closure procedure: l
Details of all the activities.
l
Related roles and responsibilities of the project team members and other stakeholders.
l
Collect project records.
l
Analyze project success or failure.
l
Gather lessons learned.
l
Archive project information.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
27
Project Integration Management
l
Close Project
Contract closure procedure: l
Settle
and
close
any
contract
agreement
established for the project. l
Define related activities supporting the formal administrative closure of the project.
l
Product verification (all work completed correctly and satisfactorily).
l
Administrative closure (updating of contract records and archiving information). Presented by www.ProjacsTraining.com
February 12, 2006
Project Integration Management
Close Project
Close Project
Tools & Techniques
Inputs • • • • • •
Project management plan Contract documentation Enterprise environmental factors Organizational process assets Work performance information Deliverables
February 12, 2006
Eng. Ahmed Farahat , PMP
• • •
Project Management methodology Project Management Information System (PMIS) Expert judgment
Outputs • • • •
Administrative closure procedure Contract closure procedure Final product, services or result Organizational process assets (updates)
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
28
Project Integration Management
4.
Close Project Outputs
Organizational
process
assets
(updates) l
Formal acceptance documentation.
l
Project files.
l
Project closure documents.
l
Historical information. Presented by www.ProjacsTraining.com
February 12, 2006
Eng. Ahmed Farahat , PMP
Project Integration Management Closing Process Group
PLANNING PROCESS GROUP
Close Project EXECUTING PROCESS GROUP
Contract Closure MONITORING & CONTROLLING PROCESS GROUP
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
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Project Integration Management
?
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 1. A team member notifies you, after the fact, that she has added extra functionality to the project. There was no impact on the cost or schedule. What should be done as a result of this change? A. B. C. D.
Inform the customer Make sure marketing is aware of the change Understand what functionality was added Implement change control processes to track the change C) Understand what functionality was added February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
30
PMBOK® Multiple Choice Quiz 2. The project is not going well and many changes are being made. Which of the following should you do FIRST to gain control of the project? A. B. C. D.
Remind everyone of the change procedures Create a new change form Ask management for help Review the scope of work with the stakeholders
D) Review the scope of work with the stakeholders February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 3. Management assigns you to be the project manager of a project that crosses functional lines and is designed to operate at 6-sigma levels. Management has given you cost and schedule requirements. Which of the following would NOT be an appropriate action on your part? A. B. C. D.
Evaluating the project risks Accepting the requirements Creating a detailed estimate Working with the team to come up with a project plan
B) Accepting the requirements February 12, 2006
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Eng. Ahmed Farahat , PMP
31
PMBOK® Multiple Choice Quiz 4. The project charter for a project was approved for planning, and you have just been assigned as project manager. Realizing that planning is an ongoing effort throughout the project life cycle, which processes are you MOST likely to combine? A. B. C. D.
Activity duration estimating and schedule development Scope definition and activity definition Resource planning and cost estimating Cost estimating and cost budgeting
B) Scope definition and activity definition February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 5. During the execution of a project, many changes are made to the project. What should the project manager do now? A. Wait until all changes are known, print out a new schedule and revise the baseline B. Make changes as needed, but maintain a schedule baseline C. Make only the changes approved by management D. Talk to management before any changes are made
B) Make changes as needed, but maintain a schedule baseline
February 12, 2006
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Eng. Ahmed Farahat , PMP
32
PMBOK® Multiple Choice Quiz 6. You are a new project manager who has never managed a project before and you have been asked to plan a new project. It would be BEST in this situation to rely on _______ during planning to improve your chance of success. A. B. C. D.
your intuition your training historical information responsibility chart
C) historical information
February 12, 2006
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Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 7. A project plan should be realistic in order to be used to manage the project. Which of the following is the BEST method to achieve a realistic project plan? A.
Senior manager creates the project plan based on input from the project manager B. Functional manager creates the project plan based on input from the project manager C. Project manager creates the project plan based on input from senior management D. Project manager creates the project plan based on input from the team
D) Project manager creates the project plan based on input from the team February 12, 2006
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Eng. Ahmed Farahat , PMP
33
PMBOK® Multiple Choice Quiz 8. You are assigned as the project manager in the middle of the project. The project is within tolerances for the baseline, but the customer is not happy with the performance of the project. What is the FIRST thing you should do? A. B. C. D.
Discuss it with the project team Recalculate baselines Renegotiate the contract Meet with the customer
D) Meet with the customer
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 9. When it comes to changes, the project manager's attention is BEST spent on: A. B. C. D.
making changes. preventing unnecessary changes. tracking and recording changes. informing management of changes.
B) preventing unnecessary changes, It is proactive answer
February 12, 2006
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Eng. Ahmed Farahat , PMP
34
PMBOK® Multiple Choice Quiz 10. The Java development of a project is outsourced to India. The project schedule is starting to slip. What is the LEAST likely cause of the slippage? A. Cultural influences B. Internationalization C. Lack of competent programmers D. Communication
C) Lack of competent programmers February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 11. After a large amount of effort, the project team has finally determined the specifications for a major scope change to the project. In light of this, what should the project manager do FIRST? A. Look for other changes B. Notify the stakeholders about the new scope C. Gain sign-off on this change D. Calculate the risks associated with this change
D) Calculate the risks associated with this change
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
35
PMBOK® Multiple Choice Quiz 12. During the execution of a project, the project manager determines that a change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of: A. B. C. D.
management by objectives. lack of a change control system. good team relations. lack of a clear work breakdown structure.
B) lack of a change control system. February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 13. A project manager learned that corrective action was taken by a team member and was not documented. What should the project manager do next? A. Report the violation to the functional manager B. Clarify the reasoning behind the team member's action C. Add the corrective action to the historical record D. Find out who caused the problem
C) Add the corrective action to the historical record February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
36
Presented by www.ProjacsTraining.com
Project Integration Management
l
Includes the processes and activities needed to identify, define, combine, unify,
and
processes activities
coordinate and
the
project
within
various
management
the
project
management process groups. February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
1
Project Integration Management
l
Include characteristics of unification , consolidation,
articulation,
and
integrative actions that are crucial to project
completion,
meeting
customer
stakeholders
successfully and
requirements,
other and
managing expectations. Presented by www.ProjacsTraining.com
February 12, 2006
Eng. Ahmed Farahat , PMP
Project Integration Management
l
Primarily concerned with effectively integrating the processes among the project
management
process
groups
that are required to accomplish project objectives
within
an
organization’s
defined procedures. February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
2
Project Integration Management
l
4.1 Develop Project Charter
l
4.2 Develop Preliminary Project Scope Statement
l
4.3 Develop Project Management Plan
l
4.4 Direct and Manage Project Execution
l
4.5 Monitor and Control Project Work
l
4.6 Integrated Change Control
l
4.7 Close Project Presented by www.ProjacsTraining.com
February 12, 2006
Eng. Ahmed Farahat , PMP
Project Integration Management Processes Orientation
Initiation
Planning
4.1 Develop Project Charter 4.2 Develop Preliminary Project Scope Statement
Executing 4.4 Direct & Manage Project Execution
4.3 Develop Project Management Plan
Monitoring & Controlling 4.5 Monitoring & Controlling Project Work 4.6 Integrated Change Control
Closing 4.7 Close Project February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
3
Project Integration Management Processes Flow Diagram Enterprise Environmental Factors Organizational Process Assets
4.1 Develop Project Charter
Project Initiator 0r Sponsor
4.2 Develop Preliminary Project Scope Statement Scope Definitions
Project Management Plan Development
4.3 Develop Project Management Plan
4.4 Direct & Manage Project Execution
4.5 Monitoring & Controlling Project Work Contract Administration
4.6 Integrated Change Control
Contract Closure
February 12, 2006
4.7 Close Project
Customer
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
4.1 Develop Project Charter l
The project charter is the document that formally authorizes a project, and provide the project manager with the authority to apply organizational resources to the project activities.
l
The projects are usually chartered and authorized external to the project organization by an enterprise, a
government
agency,
a
company,
a
program
organization, or portfolio organization. February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
4
Project Integration Management Develop Project Charter
Project is initiated as result of one of the following: l
A market demand.
l
A business need.
l
A customer request.
l
A technological advance.
l
A legal requirement.
l
A social need.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
Project Integration Management Develop Project Charter
Project Charter address the following information: l
Requirements that satisfy stakeholder needs, wants, and expectation.
l
Business need, high level product description, or product requirements that the project is undertaken to address.
l
Project purpose and justification.
l
Assigned project manager and authority level.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
5
Project Integration Management Develop Project Charter
l
Summary milestone schedule.
l
Stakeholders influence.
l
Functional organizations and their participation.
l
Organizational, environmental & external assumptions.
l
Organizational, environmental & external constraints.
l
Business case justifying the project, including return on investment.
l
Summary budget. Presented by www.ProjacsTraining.com
February 12, 2006
Project Integration Management
Eng. Ahmed Farahat , PMP
Develop Project Charter
Develop Project Charter Tools & Techniques Inputs 1. Contract (when applicable) 2. Project statement of work 3. Enterprise environmental factors 4. Organizational process assets
1. Project selection methods 2. Project Management methodology 3. Project Management Information System (PMIS) 4. Expert judgment
Outputs 1. Project charter
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
6
Project Integration Management
Develop Project Charter Inputs
1. Contract (when applicable) l
Contract is a legally binding document (formal agreement), should be stated all requirements.
l
Contract must be followed and everything provided in it must be done.
l
Any change must be written and formally controlled and approved by both parties
l
Contract is a legal relationship subject to remedy in the courts.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Eng. Ahmed Farahat , PMP
Develop Project Charter Inputs
2. Project Statement of Work l
SOW is a narrative description of product or services to be supplied by the project.
l
For internal projects, SOW based on the business need, product, or services requirements.
l
For external projects, SOW can be received from the customer as part of bid document or as part of a contract.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
7
Project Integration Management
Develop Project Charter Inputs
3. Enterprise Environmental Factors l
Organizational or Company culture and structure
l
Governmental or industry standards
l
l
Regulatory agency regulations
l
Product standards
l
Quality standards
l
Workmanship standards
Infrastructure (facilities & capital equipment)
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Eng. Ahmed Farahat , PMP
Develop Project Charter Inputs
l
Existing Human Resources
l
Personal administration
l
Company work authorization system
l
Market place conditions
l
Stakeholders risk tolerance
l
Commercial databases
l
Project Management information system (PMIS)
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
8
Project Integration Management
Develop Project Charter Inputs
4. Organizational Process Assets Are
the
formal
and
informal
policies,
procedures, and guidelines whose effects must be considered. l
Organization policies.
l
Organizational procedures.
l
Historical information. Presented by www.ProjacsTraining.com
February 12, 2006
Project Integration Management
l
Eng. Ahmed Farahat , PMP
Develop Project Charter Inputs
Organizational processes and procedures for conducting the work: l
Organization standard processes.
l
Standardized guidelines.
l
Templates.
l
Organization communication requirement.
l
Project closure guidelines or requirements.
l
Financial control procedures.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
9
Project Integration Management
Develop Project Charter Inputs
l
Issue and defect management procedures.
l
Change control procedures.
l
Risk control procedures.
l
Procedures of applying and issuing work authorization.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
l
Eng. Ahmed Farahat , PMP
Develop Project Charter Inputs
Organizational corporate knowledge base for storing and retrieving information: l
Process measurement database.
l
Project files.
l
Historical information and lesson learned knowledge base.
l
Configuration management knowledge base.
l
Financial database.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
10
Project Integration Management
1.
Project Selection Methods •
•
2.
Develop Project Charter Tools & Techniques
Benefit measurement methods: that are Comparative approaches, scoring models, benefit contribution or economic models. Mathematical models: that use linear, nonlinear, dynamic, integer, or multi objective programming algorithms.
Project Management Methodology •
Define a set of project management process groups, their related processes and related control functions.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Eng. Ahmed Farahat , PMP
Develop Project Charter Tools & Techniques
3. Project Management Information System (PMIS) •
Is a standardized set of automated tools available within the organization and integrated into the system.
4. Expert Judgment • • • • •
Other unite within the organization. Consultant. Stakeholders, including customer and sponsors. Professional and technical associations. Industry groups.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
11
Project Integration Management Develop Preliminary Project Scope Statement 4.2
Develop Preliminary Project Scope Statement
l
Is
The Preliminary Project Scope Statement is developed from information provided by the initiator or sponsor. The project scope statement: the
definition
of
the
project,
What
needs
to
be
accomplished. l
Addresses and documents the characteristics and boundaries of the project and its associated products and services, as well as the method of acceptance and scope control, it includes: •
Project and product objectives.
•
Product or service requirements and characteristics.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
Project Integration Management Develop Preliminary Project Scope Statement •
Product acceptance criteria.
•
Project boundaries. Project requirements and deliverables. Project constraints. Project assumptions. Initial project organization. Initial defined risk.
• • • • • • • • • •
Schedule milestones. Initial WBS. Order of magnitude cost budget. Project configuration management requirements. Approval requirements.
February 12, 2006
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Eng. Ahmed Farahat , PMP
12
Project Integration Management Develop Preliminary Project Scope Statement
Develop Preliminary Project Scope Statement Inputs 1. Project charter 2. Project statement of work 3. Enterprise environmental factors 4. Organizational process assets
Tools & Techniques 1. Project Management methodology 2. Project Management Information System (PMIS) 3. Expert judgment
Outputs 1. Preliminary Project Scope Statement
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
Project Integration Management Initiating Process Group
PLANNING PROCESS GROUP
Develop Project Charter
EXECUTING PROCESS GROUP
Develop Preliminary Project Scope Statement
February 12, 2006
MONITORING & CONTROLLING PROCESS GROUP
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Eng. Ahmed Farahat , PMP
13
Project Integration Management
Develop Project Management Plan
4.3 Develop Project Management Plan l Includes the actions necessary to define, integrate and coordinate all subsidiary plans into a project management plan. l Define how the project is executed, monitored, controlled, and closed. l Document the collection of outputs of the planning processes of the planning processes groups, its includes: • Project management processes selected by the project management team. • The level of implementation of each process. February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
l
Eng. Ahmed Farahat , PMP
Develop Project Management Plan
The descriptions of the tools and techniques to be used for accomplishing those processes.
l
How the selected processes will be used to manage the specific project, including dependencies and interactions and the essential input and outputs.
l
How work will be executed to accomplish the project objective.
l
How changes will be monitored and controlled.
l
How configuration management will be performed.
February 12, 2006
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Eng. Ahmed Farahat , PMP
14
Project Integration Management
l
Develop Project Management Plan
How integrity of the performance measurement baseline will be maintained and used.
l
The needs and techniques for communication among stakeholders.
l
The selected project life cycle and, for multi phase project, the associated project phases.
l
Key management review for content, extent and timing to facilitate addressing open issues and pending decisions. Presented by www.ProjacsTraining.com
February 12, 2006
Project Integration Management
Eng. Ahmed Farahat , PMP
Develop Project Management Plan
Develop Project Management Plan Tools & Techniques Inputs • • • •
Preliminary Project Scope Statement Project management processes Enterprise environmental factors Organizational process assets
February 12, 2006
• • •
Project Management methodology Project Management Information System (PMIS) Expert judgment
Outputs •
Project Management Plan
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
15
Project Integration Management
Develop Project Management Plan Tools & Tech.
2. Project Manage. Information System (PMIS) l
Is a standardized set of automated tools available within the organization and integrated into the system. l Configuration management system Is a subsystem of the overall PMIS, and its includes the process for submitting proposed change, tracking system for reviewing and approving, defining approval level for authorizing change, and providing a method to validate approved change. In most application areas, its includes the change control system.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
l
Eng. Ahmed Farahat , PMP
Develop Project Management Plan Tools & Tech.
Change control system
Is a subsystem of the overall Configuration
management system, and
its collection of formal documented procedures that define deliverables and
how project
documentation are
controlled, changed, and
February 12, 2006
Presented by www.ProjacsTraining.com
approved.
Eng. Ahmed Farahat , PMP
16
Project Integration Management Planning Process Group MONITORING & CONTROLLING PROCESS GROUP Develop
INITIATION PROCESS GROUP
Scope Planning
Scope Definition
Project Management Plan
Activity Definition Create WBS
Activity Resource Estimating Activity Duration Cost Estimating
Risk
Estimating
Management Planning Cost Budgeting
Activity Sequencing
Identification
H R Planning
Schedule Development
Qualitative
Quality Planning
Risk
EXECUTING PROCESS GROUP
Risk Analysis Communication Quantitative Risk Analysis
Planning
Plan Purchases And
Plan Contracting
Acquisitions
CLOSING PROCESS GROUP
Risk Response Planning
February 12, 2006
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Project Integration Management
Eng. Ahmed Farahat , PMP
Direct & Manage Project Execution
4.4 Direct & 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 . Some of those actions are: • Perform activity to accomplish project objective. • Expend effort and spend funds to accomplish project objective. • Staff, train, and manage the project team members assigned to the project. • Obtain quotations, bids, offers, or proposals as appropriate. February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
17
Project Integration Management
• • • • • • • • •
Direct & Manage Project Execution
Obtain, manage, and use resources. Implement the planned methods and standards. Create, control, verify, and validate project deliverables. Manage risk and implement risk response plan. Manage sellers. Adapt approved changes into project’s scope, plan and environment. Establish and manage project communication channels. Collect project data and status information to facilitate forecasting. Collect and document lessons learned.
February 12, 2006
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Project Integration Management
Eng. Ahmed Farahat , PMP
Direct & Manage Project Execution
Direct & Manage Project Execution required implementation of: •
Approved corrective actions that will bring project performance into compliance with the project management plan.
•
Approved
preventive
action
to
reduce
the
probability of potential negative consequences. •
Approved defect repair request to correct product defects found by the quality process.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
18
Project Integration Management
Direct & Manage Project Execution
Direct & Manage Project Execution
Tools & Techniques
Inputs • • • • • • •
Project management plan Approved corrective Actions Approved preventive actions Approved Change requests Approved defect repair Validated defect repair Administrative closure procedure
February 12, 2006
• •
Project Management methodology Project Management Information System (PMIS)
Outputs • • • • • • •
Deliverables Requested change Implemented change requests Implemented corrective Actions Implemented preventive actions Implemented defect repair Work performance information
Presented by www.ProjacsTraining.com
Project Integration Management
Direct & Manage Project Execution Inputs
1.
Project management plan
2.
Approved corrective Actions
3.
Approved preventive actions
4.
Approved Change requests
5.
Approved defect repair.
February 12, 2006
Eng. Ahmed Farahat , PMP
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
19
Project Integration Management
6.
Direct & Manage Project Execution Inputs
Validated defect repair l
Notification that re-inspected repaired items have either been accepted or rejected.
7.
Administrative closure procedure l
Documents all the activities, interactions, and related roles and responsibilities needed in executing the administrative closure procedure for the project. Presented by www.ProjacsTraining.com
February 12, 2006
Project Integration Management
1.
Direct & Manage Project Execution Outputs
Deliverables l
2.
Eng. Ahmed Farahat , PMP
A deliverables is any unique and verifiable product, result or capability to perform a service that is identified in the project management Plan, and must be produced and provided to complete the project.
Work performance information l
Information on the status of the project activities being performed to accomplish the project work is routinely collected l
February 12, 2006
Schedule progress showing status information. Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
20
Project Integration Management
Direct & Manage Project Execution Outputs
Deliverables that have been completed and those not completed.
l
l
Schedule activities. Extent to which quality standard are met.
l
Costs authorized and incurred.
l
ETC the schedule.
l
Percent physically completed of the inprogress schedule activities.
l
l
Lessons learned.
l
Resource utilization detail.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
Project Integration Management Executing Process Group
MONITORING & CONTROLLING PROCESS GROUP
Perform
INITIATION PROCESS GROUP
Quality Assurance
Acquire Project Team Direct and Manage Project Execution
PLANNING PROCESS GROUP
February 12, 2006
Develop
Information
Project Team
Distribution
Request
Select
Sellers Responses
Sellers
Presented by www.ProjacsTraining.com
CLOSING PROCESS GROUP
Eng. Ahmed Farahat , PMP
21
Project Integration Management
Monitor and Control Project Work
4.5 Monitor and Control Project Work l
l
Is performed to monitor project processes associated with initiating, planning, executing, and closing. Corrective and preventive action are taken to control the project performance.
Control project work process is concerned with: l
l
Comparing actual project performance against the project management plan. Assessing performance to determine whether corrective or preventive action are indicated.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
any
Eng. Ahmed Farahat , PMP
Monitor and Control Project Work
l
Analyzing, tracking, and monitoring project risk.
l
Maintaining an accurate, timely information base concerning the project’s product(s).
l
Providing forecasts to update current cost and schedule information.
l
Monitoring implementation of approved change when and as they occur.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
22
Project Integration Management
Monitor and Control Project Work
Monitor and Control Project Work
Tools & Techniques
Inputs • • •
Project management plan Work performance information Rejected Change requests
• • • •
Project Management methodology Project Management Information System (PMIS) Earned value management Expert judgment
Outputs • • • • •
Recommended corrective Actions Recommended preventive actions Forecasts Recommended defect repair Requested changes
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Monitor and Control Project Work Inputs
1.
Project management plan
2.
Work performance information
3.
Rejected Change requests l
Eng. Ahmed Farahat , PMP
Include the change request, their supporting documentation, and their change review status showing a disposition of rejected change requests.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
23
Project Integration Management
Monitor and Control Project Work Tools & Tech.
3. Earned value management l
Earned value technique measures performance of the project, from initiation through project closure, also provides the mean to forecast future performance based upon past performance.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Eng. Ahmed Farahat , PMP
Monitor and Control Project Work Outputs
3. Forecasts l
Include estimates or prediction of conditions and events in the project’s future, based on information and knowledge available at the time of the forecast, for example, estimate at completion and estimate to complete.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
24
Project Integration Management
Integrated Change Control
4.6 Integrated Change Control The process performed from project inception through completion. It includes the following change management activities in differing levels of details, based upon the completion of the project execution: l
Identifying that the change needs to occur or has occurred.
l
Influencing the factors that circumvent integrated change control so that only approved changes are implemented.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
l l
l l
l
l l
Eng. Ahmed Farahat , PMP
Integrated Change Control
Reviewing and approving requested changes. Managing the approved changes when and as they occur. Maintaining the integrity of baseline. Controlling and update the scope, cost, budget, schedule and quality requirements based upon approved changes. Documenting the complete impact of the requested changes. Validating defect repair. Controlling project quality to standards based on quality reports.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
25
Project Integration Management
Integrated Change Control
Integrated Change Control Inputs • • • • • • •
Project management plan Requested Changes Work performance information Recommended preventive actions Recommended corrective actions Recommended defect repair Deliverables
Outputs • • • • • • • • •
Approved change requests Rejected change requests Project management plan (updates) Project scope statement (updates) Approved corrective Actions Approved preventive actions Approved defect repair Validated defect repair Deliverables
Tools & Techniques • • •
Project Management methodology Project Management Information System (PMIS) Expert judgment Presented by www.ProjacsTraining.com
February 12, 2006
Eng. Ahmed Farahat , PMP
Project Integration Management Monitoring and Controlling Process Group
Scope Verification INITIATION PROCESS GROUP
Scope Control Monitor And Control Project Work
Schedule Control
Cost Control
Perform Quality Control
PLANNING PROCESS GROUP
Manage Project team Integrated Change Control
CLOSING PROCESS GROUP
Perform Reporting
Manage Stakeholders EXECUTING PROCESS GROUP
Risk Monitoring and Control
Contract Administration
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
26
Project Integration Management
Close Project
4.7 Close Project l
The process involves performing the project closure portion of the project management plan.
l
Its includes finalizing all activities completed across all project management process group to formally close the project or a project phase.
l
Establishes the procedures to coordinate activities needed to verify and document the project deliverables, to coordinate and interact to formalize acceptance by customer or sponsor.
February 12, 2006
Presented by www.ProjacsTraining.com
Project Integration Management
Eng. Ahmed Farahat , PMP
Close Project
The two procedures to perform the closure activities across the entire project or for a project phase l Administration closure procedure: l
Details of all the activities.
l
Related roles and responsibilities of the project team members and other stakeholders.
l
Collect project records.
l
Analyze project success or failure.
l
Gather lessons learned.
l
Archive project information.
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
27
Project Integration Management
l
Close Project
Contract closure procedure: l
Settle
and
close
any
contract
agreement
established for the project. l
Define related activities supporting the formal administrative closure of the project.
l
Product verification (all work completed correctly and satisfactorily).
l
Administrative closure (updating of contract records and archiving information). Presented by www.ProjacsTraining.com
February 12, 2006
Project Integration Management
Close Project
Close Project
Tools & Techniques
Inputs • • • • • •
Project management plan Contract documentation Enterprise environmental factors Organizational process assets Work performance information Deliverables
February 12, 2006
Eng. Ahmed Farahat , PMP
• • •
Project Management methodology Project Management Information System (PMIS) Expert judgment
Outputs • • • •
Administrative closure procedure Contract closure procedure Final product, services or result Organizational process assets (updates)
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
28
Project Integration Management
4.
Close Project Outputs
Organizational
process
assets
(updates) l
Formal acceptance documentation.
l
Project files.
l
Project closure documents.
l
Historical information. Presented by www.ProjacsTraining.com
February 12, 2006
Eng. Ahmed Farahat , PMP
Project Integration Management Closing Process Group
PLANNING PROCESS GROUP
Close Project EXECUTING PROCESS GROUP
Contract Closure MONITORING & CONTROLLING PROCESS GROUP
February 12, 2006
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Eng. Ahmed Farahat , PMP
29
Project Integration Management
?
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 1. A team member notifies you, after the fact, that she has added extra functionality to the project. There was no impact on the cost or schedule. What should be done as a result of this change? A. B. C. D.
Inform the customer Make sure marketing is aware of the change Understand what functionality was added Implement change control processes to track the change C) Understand what functionality was added February 12, 2006
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Eng. Ahmed Farahat , PMP
30
PMBOK® Multiple Choice Quiz 2. The project is not going well and many changes are being made. Which of the following should you do FIRST to gain control of the project? A. B. C. D.
Remind everyone of the change procedures Create a new change form Ask management for help Review the scope of work with the stakeholders
D) Review the scope of work with the stakeholders February 12, 2006
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Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 3. Management assigns you to be the project manager of a project that crosses functional lines and is designed to operate at 6-sigma levels. Management has given you cost and schedule requirements. Which of the following would NOT be an appropriate action on your part? A. B. C. D.
Evaluating the project risks Accepting the requirements Creating a detailed estimate Working with the team to come up with a project plan
B) Accepting the requirements February 12, 2006
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Eng. Ahmed Farahat , PMP
31
PMBOK® Multiple Choice Quiz 4. The project charter for a project was approved for planning, and you have just been assigned as project manager. Realizing that planning is an ongoing effort throughout the project life cycle, which processes are you MOST likely to combine? A. B. C. D.
Activity duration estimating and schedule development Scope definition and activity definition Resource planning and cost estimating Cost estimating and cost budgeting
B) Scope definition and activity definition February 12, 2006
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Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 5. During the execution of a project, many changes are made to the project. What should the project manager do now? A. Wait until all changes are known, print out a new schedule and revise the baseline B. Make changes as needed, but maintain a schedule baseline C. Make only the changes approved by management D. Talk to management before any changes are made
B) Make changes as needed, but maintain a schedule baseline
February 12, 2006
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Eng. Ahmed Farahat , PMP
32
PMBOK® Multiple Choice Quiz 6. You are a new project manager who has never managed a project before and you have been asked to plan a new project. It would be BEST in this situation to rely on _______ during planning to improve your chance of success. A. B. C. D.
your intuition your training historical information responsibility chart
C) historical information
February 12, 2006
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Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 7. A project plan should be realistic in order to be used to manage the project. Which of the following is the BEST method to achieve a realistic project plan? A.
Senior manager creates the project plan based on input from the project manager B. Functional manager creates the project plan based on input from the project manager C. Project manager creates the project plan based on input from senior management D. Project manager creates the project plan based on input from the team
D) Project manager creates the project plan based on input from the team February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
33
PMBOK® Multiple Choice Quiz 8. You are assigned as the project manager in the middle of the project. The project is within tolerances for the baseline, but the customer is not happy with the performance of the project. What is the FIRST thing you should do? A. B. C. D.
Discuss it with the project team Recalculate baselines Renegotiate the contract Meet with the customer
D) Meet with the customer
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 9. When it comes to changes, the project manager's attention is BEST spent on: A. B. C. D.
making changes. preventing unnecessary changes. tracking and recording changes. informing management of changes.
B) preventing unnecessary changes, It is proactive answer
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
34
PMBOK® Multiple Choice Quiz 10. The Java development of a project is outsourced to India. The project schedule is starting to slip. What is the LEAST likely cause of the slippage? A. Cultural influences B. Internationalization C. Lack of competent programmers D. Communication
C) Lack of competent programmers February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 11. After a large amount of effort, the project team has finally determined the specifications for a major scope change to the project. In light of this, what should the project manager do FIRST? A. Look for other changes B. Notify the stakeholders about the new scope C. Gain sign-off on this change D. Calculate the risks associated with this change
D) Calculate the risks associated with this change
February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
35
PMBOK® Multiple Choice Quiz 12. During the execution of a project, the project manager determines that a change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of: A. B. C. D.
management by objectives. lack of a change control system. good team relations. lack of a clear work breakdown structure.
B) lack of a change control system. February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
PMBOK® Multiple Choice Quiz 13. A project manager learned that corrective action was taken by a team member and was not documented. What should the project manager do next? A. Report the violation to the functional manager B. Clarify the reasoning behind the team member's action C. Add the corrective action to the historical record D. Find out who caused the problem
C) Add the corrective action to the historical record February 12, 2006
Presented by www.ProjacsTraining.com
Eng. Ahmed Farahat , PMP
36
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