PMP Training - Project Integration Management - Part 1

PMI Project Management Professional (PMP)® Workshop

PMP Training Course

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Project Integration ManagementPart -1

© 2015 Skillogic Knowledge Solutions. All Rights Reserved


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Project Integration Management

Integration

Scope

Time

Cost

Quality

Human Resource

Communications

Risk

Procurement

Stakeholder


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Integration Management Overview

This is the only knowledge area that contains processes from all the 5 process groups

Integration management helps in bringing all the different processes & activities in a project

Integration is achieved through the 6 processes available in Integration management


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Need for IntegrationIntegration can be between:

Processes Project & performing organizations Project objectives


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Project Integration Management : Processes

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


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Introduction – Project charter

It is a formal authorization to start a project or a phase It establishes the existence of a project This formal authorization ensures that common project failures

are preventedCommon project failures:

Declining profits Rework Low motivation


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Intro – Project charter It focuses on documenting the initial requirements Stakeholder expectations are translated into high level

requirements It links the customer and the project This is the appropriate process for naming a PMLinking is between: Customer & project (internal project)

Performing organization & project (external project)


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Develop Project Charter

Inp

uts

• Project Statement of work

• Business Case

• Agreements

• Enterprise Environmental Factors

• Organizational Process Assets

Tools & Techniques

• Expert Judgment

• Facilitation Techniques

Outp

uts

• Project Charter


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Inputs – Develop Project Charter Project statement of work is a narrative description of products

or services to be delivered SOW is used for preparing charter

SOW is provided by sponsor – Internal projects SOW is provided by customer – External projects

SOW contains Product scope description Business need

Business case contains the business justification for the project Business case creates urgency in the top management


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Inputs – Develop Project Charter External environment factors (EEF) are conditions, situations

or events in a company or in the market that directly or indirectly influence the project’s success

EEF include all issues, conditions, situations and circumstances that can influence the project in positive or negative manner

EEF may be because of market conditions or may exist within the organization


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Organizational Process Assets(OPA) OPA includes:

Plans Procedures Policies: hiring policies, procurement policies etc. Guidelines Templates: claim templates, warranty templates,

authorization forms, time reporting templates etc. Lessons learnt and historical information are important

knowledge bases that fall under OPA. Past project documents, training material, benchmark reports, industry reports etc. are part of knowledge base.


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Tools & techniques Expert judgment is the knowledge derived from qualified

sources This primarily includes the subject matter experts


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Output – Project charter Project charter is the output of the Develop Project Charter

knowledge area It is a document that formally authorizes a project or a phase

Initiating process group

--Initiating processes-- Project Charter

-- High Level-- Get the

project started

Planning process group

-- Planning processes-- Project

management plan

-- Detailed-- Perform

detailed plans


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Develop Project Management Plan (PMP) Subsidiary plans & baselines

Subsidiary plans provide guidelines on HOW the project will be defined, executed, monitored, controlled & closed

This is a process of creating detailed plans & baselines

Subsidiary plans- plans on HOW a

project team intended to address each of the

knowledge areas

Baselines

PMP


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Develop Project Management Plan

Inp

uts

• Project Charter

• Outputs from other processes



Tools & Techniques

• Expert Judgment

• Facilitation Techniques

Outp

uts

• Project Management Plan


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Inputs – Develop PMP Subsidiary plans are plans which says how a particular knowledge area will be

performed Subsidiary plans are prepared during planning of respective knowledge areas and

are added together to form PMP Baselines include scope baseline, cost performance baseline and schedule baseline

which are together called Performance Measurement Baselines• Cost management plan• Scope management plan• Schedule management plan• Requirements management plan• Quality management plan• Human resource plan• Communication management plan• Risk management plan• Procurement management plan

• Scope baseline• Cost performance baseline• Schedule baseline

Subsidiary plansOutputs of planning processes in other knowledge areas

BaselinesOutputs of planning processes in other knowledge areas

Project Management

Plan


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Output – Develop PMP PMP includes all the subsidiary plans and the baselines PMP also includes information about the lifecycle of the

project along with the processes that will be used for the project

Subsidiary plans

Baselines

Lifecycle

chosen

Processes

selected

PMP


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Direct and Manage Project Work This process is all about executing and getting the work done

according to the Project management plan


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Direct and Manage Project Work

Inp

uts

• Project Management Plan

• Approved Change Requests



Tools & Techniques

• Expert Judgment

• Project Management Information System

• Meetings

Outp

uts

• Deliverables

• Work Performance Data

• Change Requests

• Project Management Plan Updates

• Project documents updates


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Inputs - Direct and Manage Project Work PMP is an input to this process because it has the information

on how to execute the project Work will be performed based on the plan and the plans are

contained in the PMP


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Inputs - Direct and Manage Project Work Approved change requests are result of a discussion on whether

the change should be implemented or not PMP is changed based on only approved change requests All change requests either approved or rejected should be

documented Approved change requests include:

Approved corrective actions. E.g. Team should work fast to meet the missed deadlines

Approved preventive actions. E.g. Fill the fuel in vehicle once the fuel indicator goes below the warning threshold

Approved defect repair. E.g. Fixing the lens of the camera after it is broken

Tools& Techniques: Monitor and Control Project Work Expert Judgment Project Management Information systems Meetings


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PMP Training - Project Integration Management - Part 1

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Transcript of PMP Training - Project Integration Management - Part 1