Concepts

• Integration Management is the practice of making certain that every part of the project is coordinated.

• Integration Management is the one knowledge area where responsibility cannot be delegated to someone else(but Project Manager).

• Seven processes are the heart of managing the entire project

• Since Project Manager is ultimately responsible for the entire project, he or she is also responsible for carrying out these processes.

• Integration Management Process:

Processes

• [Initiating] Develop Project Charter

  • It is the document that officially start the project, and this is the process that creates the project.

  • It is common for some pre-planning to take place on a project before it becomes official, but it will not be an official project until the project charter is issued.

  • Inputs:

    • Business Documents:
      • "Business Document" refer to the business case and the benefits management plan.
        • Business Case explains why this project is being undertaken, the problem it will solve, and its benefit cost analysis.
        • Project Benefits Management Plan describes how the project contributes to the organization's strategy and the expected benefits the project will yield and how to maximize those benefits.
      • Project Selection Methods:

        • The most common methods seek to quantify the monetary benefits and expected costs that will result from a project and compare them to other potential projects to select the ones that are most feasible and desirable.

        • If "linear programming", or "non-linear programming" showed up in the exam, it refers to a type of constrained optimization method and that the questions is referring to techniques of project selection.

        • Formulas

          • Benefit Cost Ratio(BCR) is the ratio of benefits to costs.

          • Economic Value Add(EVA) also called EVA, looks at how much value a project has truly created for its shareholders. EVA can effectively show how much wealth was created (or lost) over a period of time.

            After Tax Profit – (Capital Expenditures x Cost of Capital)

          • Internal Rate of Return(IRR) express a project's returns as an interest rate.

          • Opportunity Cost is the cost of the other opportunities that were passed up by investing money and resources in the project. The smaller the opportunity cost, the better, because it is not desireable to miss out on a great opportunity.

          • Payback Period is how long it will take to recoup an investment in a project.

          • Present Value(PV) is to take time out of the equation and evaluate how much a project is worth right now.
            • The bigger, the better

          • Net Present Value(NPV) is Present Value deduct the project cost.

          • Return On Investment(ROI) is a percentage that shows what return an organization makes by investing in something.
            • The bigger, the better

          • Return on Invested Capital(ROIC) is how an organization uses the money invested in a project, and it is expressed as a percentage.
            • ROIC = Net Income(after tax) from Project / Total Capital Invested in the project

    • Agreements

  • Tools:

    • Expert Judgement

    • Data Gathering

    • Interpersonal and Team Skills

    • Meetings

  • Outputs

    • Project Charter
      • Attributes:

        • Project Birth Certificate

        • Created during the Develop Project Charter Process

        • Explain the need and how the end result will address it

        • Written by sponsor and/or customer, but project manager ho will be working on the project may assist in developing it in some cases.

        • Signed by the project's sponsor or possibly other senior management in the organization

        • Name the project manager and describes his or her lvel of authority to apply resources and make decisions.

        • Describes under what circumstances the project may be completed, closed , or canceled(i.e. the exit criteria)

        • Include the high0level project requirements

        • Include a high-level milestone view of the project schedule

        • High-level document that does not include project details

        • Summary-level preliminary project budget

        • Contains the objectives and measurements for success and who determines if the project is successful

        • List of the ky stakeholders

        • Specifies who should sign off on the final product

    • Assumption Log
      • Assumption Log is a document that is created here and will live on and be updated throughout the project. It is a place to capture all of the assumptions and contraints.
      • Think of an assumption as any unknown that you treat as true for the purpose of planning

• [Planning] Develop Project Management Plan

  • Project Management Plan is a comprehensive document that guides the project's execution and control.

  • Project Management Plan is progressively elaborated, it is developed, refined, revisited, and updated.

  • When the project management plan is approved, it will be put under control, meaning that it is stabilized, and further changes require a change control process.

  • Inputs

    • Project Charter

    • Outputs from Other Processes
      • The Project Plan represents 18 components plans, fused together in this process.

    • Enterprise Environmental Factors

    • Organizational Process Assets

  • Tools

    • Expert Judgement

    • Data Gathering

    • Interpersonal and Team Skills

    • Meetings

  • Outputs

    • Project Management Plan
      • Sole output of this process
      • Key Understandings:

        • Formal, written piece of communication

        • A single document

        • This process is where these separate plans officially bbecome the project plan. The People who approve it will differ based on the organizational structure and other factors, but typically it could include:
          • Project Manager
          • Project Sponsor
          • Functional Manager who are providing resources for the project
          • Team will be doing the work

        • It is bbest not to think of the customer or senior management as approving the project plan.

        • There is a change control process in place for making changes and updates

        • The Project Management Plan defines how the project will be managed, executed, and controlled. This means that the document provides the guidance on how the bulk of the porject will be conducted.

        • Project Management Plan may be summary or detailed.

        • The Project Management Plan is made up of several components, and most of its components are developed in other processes.

        • Project Plan components and their associated processes:

          

• [Executing] Direct and Manage Project Work

  • In Direct and Manage Project Work, the team is executing the work packages and creating the project deliverables.

  • Inputs:

    • Project Management Plan
      • Project Management Plan guides the management, execution, and monitoring and controlling of the project.

    • Project Documents

    • Approved Change Requests
      • Approved Change requests come out of the Perform Integrated Change Control process and flow as inputs into Direct and Manage Project Work.

    • Enterprise Environmental Factors

    • Organizational Process Assets

  • Tools:

    • Expert Judgement

    • Project Information System

    • Meetings

  • Outputs:

    • Deliverables

    • Work Performance Data
      • Work Performance Data is data about how those deliverables are being produced.
      • Work Performance Data is eventually converted into work performance information after it has been analyzed and understood.
      • Data collected here is raw and unprocessed at this point.

    • Issue Log
      • An issue is an unresolved threat or problem on the project or a point of disagreement, and the issue log is the document where these are recorded.
      • Helps organize issues, and lets the stakeholders and team know that these are actively being reviewed.

    • Change Requests

    • Project Management Plan Updates

    • Project Document Updates

    • Organizational Process Assets Updates

• [Executing] Manage Project Knowledge

  • Manage Project Knowledge process benefits the project by leveraging lessons learned from previous projects, and it also benefits the performing organization so that it can hold onto the lessons learned on this project.

  • Happen after the deliverables for each phase have been completed but before the phase or project has been closed.

  • Inputs:

    • Project Management Plan

    • Project Documents

    • Deliverables
      • Type of deliverables will shape the learning that needs to be captured

    • Enterprise Environmental Factors

    • Organizational Process Assets

  • Tools

    • Expert Judgement

    • Knowledge Management
      • Two components:

        • Explicit Knowledge
          • Include things that may be written down or drawn and easily archived for future lessons learned.

        • Tacit Knowledge
          • Includes beliefs, opinions, and abilities. May be difficult to put into a format for archiving.

    • Information Management

      • To be intentional about capturing explicit, codified information.

    • Interpersonal and Team Skills

  • Outputs:

    • Lesson Learned Register
      • Lesson Learned Register is a document that spells out what worked well and what did not.
      • It focus on what the team would do differently if they had this project to do over again, knowing what they know now.

    • Project Management Plan Updates

    • Organizational Process Assets Updates

• [Monitoring & Controlling] Monitor and Control Project Work

  • Monitor and Control Project Work is to look at all of the work that is being performed on a project and makes sure that the deliverables and the way in which they are being produced are in line with the project plan and meet the objectives.

  • Monitor and Control Project Work looks at how the overall project is progressing and takes corrective action as needed through change requests.

  • Monitor and Control Project Work is closely tied to the process Direct and Manage Project Work, it takes place as long as there is work on the project to be carried out.

  • Inputs:

    • Project Management Plan
      • Key and main guiding input in this process

    • Project Documents
      • Particular components:

        • Assumption Log
          • to record all of the uncertainties the team was treating as true for planning purposes.

        • Basis of Estimates
          • backup information that shows how the team arrived at estimates

        • Cost Forecasts
          • to create earned value calculations to show how the project is prgressing against the plan

        • Issue Log
          • to show which issues are arising on the project, who is responsible for them, and when a response to these issues is expected.

        • Lessons Learned Register
          • to leverage lessons learned on this project and previous one

        • Milestone List
          • to give an easy way to measure high0level progress against the schedule

        • Quality Reports
          • to show actual quality versus planned quality. Trends may be visible that would require corrective action.

        • Risk Register
          • to show identified risks and risk events that have occurred that mayrequire corrective action.

        • Risk Report
          • to show information about high-level risks and detailed risks affecting the project

        • Schedule Forecasts
          • to create eaned value calculations to show how the project is progressing against the plan.

        • Work Performance Information

        • Agreements

        • Enterprise Environmental Factors

        • Organizational Process Assets

  • Tools:

    • Expert Judgement

    • Data Analysis
      • Data analysis is used to look at the data and spot trends determine root cause, to analyze buffers, review variances, and to ensure that the project is operating within performance and risk tolerances.

    • Decision Making

    • Meetings

  • Outputs:

    • Work Performance Reports
      • Used to create awareness and to help with decision-making
      • Should be actionable

    • Change Requests

    • Project Management Plan Updates

    • Project Documents Updates

• [Monitoring & Controlling] Perform Integrated Change Control

  • Perform Integrated Change Control assess each change, whether it already occurred or it has been requested, to assess the impact on the project.

  • Perform Integrated Change Control brings together all of the other monitoring and controlling processes. When a change occurs in one area, it is evaluated for its impact across the entire project.

  • Perform Integrated Change Control is primarily focused on managing change to the project, while Monitor and Control Project Work manages the way the work is carried out.

  • Perform Integrated Change Control takes place as long as there is work on the project to be carried out.

  • Some organizations have a Change Control Board(CCB) that reviews change requests and formally approves or rejects them.

  • Level of authority for Change Control Board should be spelled out in the project management plan.

  • Inputs:

    • Project Management Plan

    • Project Documents

    • Work Performance Reports

    • Change Requests
      • Key to the process

    • Enterprise Environmental Factors

    • Organizational Process Assets

  • Tools:

    • Expert Judgement

    • Change Control Tools
      • Manage the flow of information for the Change Control Board and the project manager. The number of takss and the associated workflow may become difficult to manage without some type of system in place.

    • Data Analysis

    • Decision Making

    • Meetings
      • The Change Control Board is a formally constituted committee responsible for reviewing changes and change requests.
      • The Change Control Meetings are the forums for formally evaluating these changes.

  • Outputs:

    • Approved Change Requests
      • or "Approved or rejected change requests"
      • All formally requested changes must be approved or rejected.
        • The Approved requests are channeled back into Direct and Manage Project Work
        • Rejected change requests should be routed back to the requesting party.
      • The change log is the central place to keep track of all changes and change requests that occur on a project. They are documented as part of this output and are communicated to the stakeholders.

    • Project Management Plan Updates

    • Project Documents Updates

• [Closing] Close Project or Phase

  • Close Project or Phase is all abbout shutting the project (or a particular phasem which is often like a mini-project) down properly.

  • Including creating the necessary documentation and archives, capturing the lessons learned, and updating all organizational process assets.

  • Most of the taks are administrative, finacial, and legal.

  • Close Project or Phase properly will ensure that the project is closed as neatly and as permanently as possible and that records are properly created and archived. These records become organizational process assets for use on future projects the organization undertakes.

  • Inputs

    • Project Charter
      • describe the exit criteria
      • who will formally sign off on the project

    • Project Management Plan

    • Project Documents

    • Accepted Deliverables
      • from Validate Scope process
      • At this point, all deliverables will be complete, correct, and signed off.

    • Business Documents
      • includes the business case and the benfits management plan

    • Agreements
      • All well-written agreements will specify exit criteria

    • Procurement Documentation

    • Organizational Process Assets

  • Tools

    • Expert Judgement

    • Data Analysis

    • Meetings

  • Outputs

    • Project Documents Updates
      • Lesson Learned Register will be the main documentation that would be updated here.

    • Final Product, Service, or Result Transition
      • This output represents not so much the product itself, but the acceptance and handover of responsibility to the receiveing party.
      • The transition implies that the product has been accepted and is ready for this handover.

    • Final Report
      • Final Report is a summary of the project or phase.
      • Include information about scope, schedule performance, cost performance, benefits realization, and a summary of risks.

    • Organizational Process Assets Updates
      • Include the customer's or sponsor's formal acceptance documentation, project closure documents, project files, and historical information, lesson learned register.