Project Integration Management. For the PMP Exam using PMBOK Guide 5 th Edition

Transcription

1 Project Integration Management For the PMP Exam using PMBOK Guide 5 th Edition

2 PMI, PMP, PMBOK Guide are registered trade marks of Project Management Institute, Inc.

3 Contacts Name: Khaled El-Nakib, PMP URL:

4 Project Integration Management

5 Project Integration Management The Project Integration Management Knowledge Area includes the processes and activities needed to identify and define, combine, unify, and coordinate the various processes and the project management activities within the process group.

6 Project Integration Management Project Management Process Groups Initiating Planning Executing Monitor & Control Closing Integration Scope Time Cost Scope Time Cost Human Resources Quality Communication Risk Risk Stakeholder Management Procurement

7 Project Integration Management

8 Project Integration Management (Continued) 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.4 Monitor and Control Project Work 4.5 Integrated Change Control 4.6 Close Project

9 Develop project charter Develop project charter is the process of developing a document that formally authorizes the existence of a project and provide the project manager with the authority to apply organizational resources to the activities

10 Project Charter Purpose or justification for the project Measurable project objectives and related success criteria High-level requirements High level project description Summary milestone schedule Summary budget High level project risks Pre-assigned team members Identified stakeholders Assigned project manager, responsibility and authority level Name and authority of the sponsor

11 In-1: Project Statement of Work The statement of work (SOW) is a narrative description of the products or services to be delivered by a project SOW references: Business need Product scope description Strategic plan

12 In-2: Business Case Market demand Organizational need Customer request Technological advance

13 In-3: Agreements Agreements are used to define initial intentions for a project. Agreements may take the form of contract, memorandum of understanding (MOU), service level agreements (SAL), letter of intent (LOI) verbal agreements, , or other written agreements.

14 In-4: Enterprise Environmental Factors Governmental or Industry standards Organization infrastructure (Existing facilities, or equipments) Market conditions

15 In-5: Organizational Process Assets Organization s processes and procedures for conducting work Standards and policies (e.g. Safety policy, project management policy, quality policy) Guidelines and work instructions Templates Historical information and lessons learned

16 Present Value Present value means the value today of future cash flows Revenue after 3 years = 4,000,000 Interest rate = 10%,,. =3,005,259

17 Net Present Value The present value for total benefit minus total cost in a given period of time Time Tax rate Cash In Cash in PV Cash out Cash out PV NPV , , , , , , , , , , , , , , , , , , , , , , , , , , , , Total 1,561, ,198, ,377, ,159, ,353.07

18 Internal Rate of Return (IRR) Requires complex calculations. For the exam select the project with higher IRR

19 Benefit Cost Ratio Refers to the ratio between revenue resulted from a project compared to the cost invested. Greater than one means benefit is greater than cost

20 Payback Period Refers to time period required for a project to collect back its investments For the exam, select the least payback period

21 TT-1: Expert Judgment Other units within the organization Consultants Stakeholders, including customers or sponsors Professional and technical associations Industry groups Project Management Office (PMO)

22 TT-2: Facilitation Techniques Such as Brainstorming Problem Solving

23 Out-1: Project Charter The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provide the project manager with the authority to apply organizational resources to the activities

24 Develop Project Management Plan Develop Project Management Plan is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.

25 In-1: Project Charter The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provide the project manager with the authority to apply organizational resources to the activities

26 In-2: Outputs from other processes Outputs from planning processes described in chapters 5 through 13 are integrated to create the project management plan

27 In-3: Enterprise Environmental Factors Project Management Information System (PMIS) Governmental or Industry standards Stakeholders Risk Tolerance Infrastructure (Existing facilities, or equipments) Existing Human Resources (skills, knowledge) Personnel administration

28 In-4: Organizational Process Assets Organization s processes and procedures for conducting work Standards and policies (e.g. Safety policy, project management policy, quality policy) Guidelines and work instructions Templates Corporate knowledge base Historical information and lessons learned Measurement database Projects files

29 TT-1: Expert judgment Expert judgment is utilized to: Tailor the processes Develop technical and management details Determine required resources and skill levels Define the level of configuration management Determine which project documents will be subject to formal change control process

30 TT-2: Facilitation Techniques Such as Brainstorming Problem Solving

31 Out-1: Project Management Plan It includes but not limited to Select project life cycle Selected project processes Selected tools and techniques How changes will be managed How configuration will be managed How measurement baselines will be managed Key management reviews

32 Project management plan Change management plan Communication management plan Configuration management plan Cost management plan Cost baseline Human resources plan Process improvement plan Procurement management plan Quality management plan Requirements management plan Risk management plan Schedule baseline Schedule management plan Scope base line Scope management plan Stakeholder management plan

33 Project Integration Management Develop Project Management Plan Perform Integrated Change Control Direct and Manage Project Work Monitor and Control Project Work

34 Direct and Manage Project Work Direct and Manage Project Work is the process of leading and performing the work defined in the project management plan and approved changes to achieve the project objectives. Your job now is a matter of overseeing the actual work, staying on top of issues and problems, and keeping the work lined up with the project management plan

35 IN-1: Project Management Plan The project management plan contains subsidiary plans concerning all aspects of the project

36 IN-2: Approved Change Requests Approved change requests are changes that either expand or reduce project scope, project budgets, schedules, procedures, project management plans, and so on. Change requests can be internal or external to the project or organization

37 IN-3: Enterprise Environmental Factors Project Management Information System (PMIS) Governmental or Industry standards Stakeholders Risk Tolerance Infrastructure (Existing facilities, or equipments) Personnel administration

38 IN-4: Organizational Process Assets Organization s processes and procedures for conducting work Standards and policies (e.g. Safety policy, project management policy, quality policy) Guidelines and work instructions Templates Corporate knowledge base Historical information and lessons learned Measurement database Projects files

39 Tools and Techniques Expert Judgment project management information system Meetings

40 Out-1: Deliverables A deliverable is any unique and verifiable product, service or result that must be produced and provided to complete the project

41 Out-2: Work Performance Data Schedule status and progress Status of deliverable completion Progress and status of schedule activities Adherence to quality standards Status of costs (those authorized and costs incurred to date)

42 Out-2: Work Performance Data Schedule activity completion estimates for those activities started Schedule activities percent complete Lessons learned Resource consumption and utilization

43 Out-3: Change Requests change requests are changes that either expand or reduce project scope, project budgets, schedules, procedures, project management plans, and so on Change requests can include corrective actions, preventive actions, defect repairs, and updates

44 Other outputs Project Management Plan updates Project documents updates

45 Project Integration Management Develop Project Management Plan Perform Integrated Change Control Direct and Manage Project Work Monitor and Control Project Work

46 Monitoring and Controlling Project Work The Monitor and Control Project Work is the process tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan.

47 Monitoring and Controlling Project Work Monitor and Control Project Work process involves ocomparing actual project results against the project management plan oanalyzing performance data and determining whether corrective or preventive action should be recommended oproviding forecasts to update cost or schedule information

48 Monitoring and Controlling Project Work omonitoring the project for risks to make certain they re identified and reported, documented, and the appropriate risk response plans have been put into action ogathering, recording, and documenting project information that provides project status, measurements of progress, and forecasting omonitoring approved change requests

49 Inputs 1. Project Management Plan 2. Schedule forecasts 3. Cost forecasts 4. Validated Changes 5. Work performance information 6. Enterprise Environmental Factors 7. Organizational Process Assets

50 TT-1: Expert judgment Expert judgment, is used by the project management team to interpret the information provided by the monitor and control processes

51 TT-2: Analytical Techniques Variance analysis Root cause analysis Forecasting methods Trend analysis Reserve analysis

52 TT-3: Project Management Information System The project management information system provides access to automated tools such as scheduling, cost, databases, and project records

53 TT-4: Meetings Formal/informal Face-to-face/virtual

54 Outputs Change Requests Project Management Plan updates Project documents updates

55 Project Integration Management Develop Project Management Plan Perform Integrated Change Control Direct and Manage Project Work Monitor and Control Project Work

56 Perform Integrated Change Control Objectives Influencing the factors that cause change Reviewing, analyzing, and approving change requests Managing approved changes Maintaining the integrity of baselines by releasing only approved changes.

57 Integrated Change Control Continued Reviewing and approving or denying all recommended and preventive actions Documenting the complete impact of requested changes

58 Change Control Boards (CCBs) A formal group of people responsible for approving or rejecting changes on a project CCBs provide guidelines for preparing change requests, evaluate change requests, and manage the implementation of approved changes. CCBs include stakeholders from the entire organization.

59 Configuration Management Ensures that the descriptions of the project s products are correct and complete Involves identifying and controlling the functional and physical design characteristics of products and their support documentation Configuration management specialists identify and document configuration requirements, control changes, record and report changes, and audit the products to verify conformance to requirements

60 Inputs 1. Project management plan 2. Work performance reports 3. Change requests 4. Enterprise Environmental Factors 5. Organizational Process Assets

61 Tools and Techniques Expert judgment Meeting Change Control tools

62 Outputs Approved change requests Change Log Project management plan updates Project documents updates

63 Close Project or Phase Projects come to an end for several reasons: They re completed successfully. They re canceled or killed prior to completion. They evolve into ongoing operations and no longer exist as projects

64 Close Project or Phase Close Project or phase process is the process of finalizing all the activities across all the Project Management Process Group to formally complete the project or phase.

65 Inputs Project Management Plan Accepted Deliverables Organizational Process Assets

66 Tools and Techniques Expert Judgment Analytical Techniques Meetings

67 Outputs Final Product, Service, or Result Organizational process assets update Project files Project or phase closure documentation Historical Information

68 Thank you!