PMP: Project Integration Management

Project Integration Management (PIM) processes (6)
1. Develop Project Charter
2. Develop Project Management Plan
3. Direct and Manage Project Work
4. Monitor and Control Project Work
5. Perform Integrated Change Control
6. Close Project or Phase

DeProC-DeProMP-D&M-MoCoProW-PICC-CloProPha

Develop Project Charter
Process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Develop Project Management Plan
Process of defining, preparing and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project’s integrated baselines and subsidiary plans may be included within the project management plan.
Direct and Manage Project Work
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.
Monitor and Control Project Work
The process of tracking, reviewing and reporting project progress against the performance objectives defined in the project management plan.
Perform Integrated Change Control
The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents and the project management plan; and communicating their disposition
Close Project or Phase
The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project.
Process Develop Project Charter Inputs (5)
1. Project Statement of Work
2. Business Case
3. Agreements
4. Enterprise Environmental Factors
5. Organizational process assets
Project Statement of Work (SOW)
The project statement of work (SOW) is a narrative description of products, services or results to be delivered by a project.
Projet Statement of Work (SOW) references to…(3)
Business need, Product scope description, Strategic plan
Strategic Plan
Documents the organization’s strategic vision, goals and objectives and may contain a high-level mission statement.
Product Scope description
documents the characteristics of the product, service or results that the project will be undertaken to create.
Business Case
describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment.
Agreements
are used to define initial intentions for a project
Enterprise Environmental Factors (3 examples)
Governmental Standards; Organizational Culture and marketplace conditions
OPA (examples)
Processes, Policies, templates, historical information and lessons learned knowledge base
Develop project charter: Tools and Techniques (2)
1. Expert Judgement
2.Facilitation Techniques
Expert Judgement (examples for providers)
Other units within the organzization
Consultants
Stakeholders, including customers or sponsors
Professional and technical associations
Industry Groups
Subject Matter Experts (SME)
Project Management Office (PMO)
Facilitation Techniques (examples)
Brainstorming, conflict resulotion, problem solving and meeting management are examples of key techniques used by facilitators to help teams and individuals accomplish project activities
Develop Project Management Plan: Inputs (4)
1. Project Charter
2. Outputs from other processes
3. Enterprise Environmental
4. Organizational process assets
Outputs from other processes
Any baselines and subsidiary plans that are an output from other planning processes are inputs into this process.
3 Kinds of approved changes
1. Corrective Action: An intentional activity that realigns the performance of the project work with the project management
2. Preventive Action: An intentional activity that ensures the future performance of the project work is aligned with the project management plan
3. Defect repair: An intentional activity to modify a nonconforming product or product component
Direct and manage Project Work: Inputs (4)
1. Project Management Plan
2. Approved change requests
3. Enterprise Environmental Factors
4. Organizational Process Assets
Direct and manage Project Work: Tools & Techniques (3)
1. Expert judgement
2. Project management information system
3. Meetings
Direct and manage Project Work: Outputs (5)
1. Deliverables
2. Work performance data
3. Change Requests
4. Project Management Plan updates
5. Project Documents update
Project Management Information System
provides access to tools, such as a scheduling tool, a work authorization sytem, a configuration management system, an information collection and distribution system or interfaces to other online automated systems
Three types of Meetings
1. Information exchange
2. Brainstorming
3. Decision Making
Deliverables
any unique and verifiable product, result or capability to perform a service that is required to be produced to complete a process, phase or project.
Work Performance Data
Raw observations and measurements identified during activities being performed to carry out the project work
Monitor and Control Project Work: Inputs (7)
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
Schedule Forecasts
derived from Progress against the schedule baseline
Cost Forecasts
derived from progress against the cost baseline
Work performance information
is the performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas
Monitor and Control Project Work: Tools and Techniques (4)
1. Expert Judgement
2. Analytical Techniques
3. Project Management Information System
4. Meetings
Analytical Techniques
are applied in project management to forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables
Monitor and Control Project Work: Outputs (4)
1. Change Requests
2. Work Performance Reports
3. Project Management Plan Updates
4. Project Document Updates
Perform Integrated Change Control: Inputs (5)
1. Project Management Plan
2. Work Performance reports
3. Change Requests
4. EEF
5. OPA
Perform Integrated Change Control: Tools & Techniques (3)
1. Expert Judgement
2. Meetings
3. Change Control Jobs
Perform Integrated Change Control: Outputs (4)
1. Approved Change Requests
2. Change Log
3. Project management plan updates
4. Project documents updates
Configuration Management Activities (3)
1. Configuration identification
2. Configuration status accounting
3. Configuration verification and audit
Configuration identification
Identification and Selection of a configuration item to provide the basis for which the product configuration is defined and verified
Configuration status accounting
Information is recorded and reported as to when appropriate data about the configuration item should be provided
Configuration verification and audit
Configuration verification and configuration audits ensure the composition of a project’s configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented.
Change Control Tools
In order to facilitate configuration and change management, manual or automated tools may be used.
Change Log
A change log is used to document changes that occur during a project.
Close Project or Phase: Inputs (3)
1. Project Management Plan
2. Accepted Deliverables
3. Organizational Process Assets
Close Project or Phase: Tools & Techniques (3)
1. Expert Judgement
2. Analytical Techniques
3. Meetings
Close Project or Phase: Outputs (2)
1. Final Product, Service or Result Transition
2. Organizational Process Assets Updates
Accepted Deliverables
Accepted Deliverables may include approved product specifications, delivery receipts
Organizational Process Assets Update (examples)
1. Project Files – Documentation resulting from the project’s activities
2.Project or phase closure documents consisting of formal documentation that indicates completion of the project or phase and the transfer of the completed project or phase deliverables to others.
3. Historical Information – Historical Information and Lessons Learned information are transferred to the lessons learned knowledge base for use by future projects or phases.