PMP Chap 4 - Project Integration Management - Part1

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PMP Chap 4 - Project Integration Management - Part1

PMP Chap 4 - Project Integration Management - Part1

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  • 1. By: Anand Bobade (nmbobade@gmail.com) Knowledge Area - Project Integration Management Processes & activities needed to identify, define, combine, unify, & coordinate the various processes & project management activities within the PM process groups Initiating Planning Executing Monitoring and Controlling Closing Develop Project charter Develop Project Management plan Direct and Manage Project Work Monitor and Control Project work Close Project or Phase Perform Integrated Change control PMBOK Chap 4: Project Integration Management Things work out best for those who make the best of how things work out. - John Wooden
  • 2. By: Anand Bobade (nmbobade@gmail.com) Introduction He is the Integrator of this Orchestra
  • 3. By: Anand Bobade (nmbobade@gmail.com) Introduction Integration Processes & activities are needed to identify, define, combine, unify, & coordinate the various processes & project management activities within the project management process groups. Processes & PM activities Identify Define Combine Unify Coordinate
  • 4. By: Anand Bobade (nmbobade@gmail.com) Introduction Includes characteristics of unification, consolidation, articulation & integrative actions that are crucial to project successful completion 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. Characteristics Unification Consolidation Articulation Integrative actions
  • 5. By: Anand Bobade (nmbobade@gmail.com) Introduction Integration is the key central activity in project management PM must consolidate & Integrate many action on day to day basis (Changing requirements, resources, new requirements etc) Integration managements processes holds entire project together Process Integration PMBOK Processes Interaction Real life Interaction
  • 6. By: Anand Bobade (nmbobade@gmail.com) 4. Integration Management processes 4.1 Develop Project Charter: Formally authorizes a project, and provide the project manager with the authority to apply organizational resources to the project activities. 4.2 Develop Project Management plan: The process of defining, preparing, coordinating and integrating all subsidiary plans. 4.3: Direct and Manage Project work: Carrying out the project management plan by performing the activities included in it
  • 7. By: Anand Bobade (nmbobade@gmail.com) 4. Integration Management processes 4.4 Monitor & Control Project Work: Tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan 4:5 Perform Integrated change Control: The process of reviewing all change requests, approving changes and managing changes to deliverables, OPA, project documents & PMP. 4.6 Close Project or phase: Finalizing all project activities to formally close the project
  • 8. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter The document that formally authorizes a project, and provide the project manager with the authority to apply organizational resources to the project activities. It is a well-defined project start and project boundaries, creation of a formal record of the project & a direct way for senior management to formally accept and commit to the project Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project
  • 9. By: Anand Bobade (nmbobade@gmail.com) Input •Project statement of work •Business Case •Agreements •Enterprise Environmental Factors •Organizational process assets Tools & Techniques •Expert Judgment •Facilitation Techniques Outputs •Project charter 4.1 Develop Project Charter->TTIO
  • 10. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Input Project statement of work Business Case Agreements Enterprise Environmental Factors Organizational process Assets
  • 11. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Input It is a narrative description of products or services to be delivered by the project. The necessary information from a business standpoint to determine whether or not the project is worth investment Defines initial intention for a Project.
  • 12. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Input EEF that can influence Project charter: Government standard, Industry standard, regulations. Organization culture, Marketplace conditions. Organizational standard process, polices. Templates, Historical information and Lessons Learned.
  • 13. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Input -> Statement of Work It is a narrative description of products or services to be delivered by the project. Internal Projects: (Initiator or Sponsor) Business Need Product Scope Description Strategic Plan External Projects: (Customer) Request for proposal, Request for information, Request for bid Organizations often perform a SWOT Analysis Analyzing Strengths, Weaknesses, Opportunities, and Threats
  • 14. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Input -> Statement of Work Projects should be aligned with their organization’s strategic plan. Strategic plan alignment ensures that each project contributes to the overall objections of the organization. SOW References Business Need Product Scope Description Strategic Plan Market demand Technological advance Legal requirement Government regulation, Environmental consideration. Characteristics Product, service, or results Relationship between products, services, or results Business need that project will address Strategic vision Goals Objectives High-level mission statement
  • 15. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Input -> Statement of Work What do Strategic plan contains?
  • 16. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Input -> Business Case It describes the necessary information from a business standpoint to determine whether or not the project is worth investment. Business need Cost-benefit analysis Decision Making by Manager or Above Scope & limitations agreed by Sponsor Periodically reviewd
  • 17. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Input -> Business Case •Murder board (a panel of people who try to shoot down a new project idea) •Peer review , Scoring models , & Economic models Benefit measurement methods (Comparative approach) •Linear programming , Integer programming •Dynamic programming, Multi-objective programming Constrained optimization methods (Mathematical approach) Project Selection Approach: PM is responsible for ensuring that the project effectively & efficiently meets the goals of the organization & requirements of a broad set of stakeholders as defined in the BC.
  • 18. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Input -> Agreements Defines initial intention for a Project. Contract Memorandum of Understanding (MOU’s) Service Level Agreements (SLA) Letter of agreements Letter of intents Verbal Agreement Email or other written agreements Agreement forms:
  • 19. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Tools & Techniques-> Expert Judgment Expert Judgment Facilitation Techniques
  • 20. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter-> T&T-> Expert Judgment Other units within the organization Consultants Different Stakeholders (including the customer) Professional and technical associations Industry groups Subject Matter Experts Project Management Office Asses input used to develop the project charter. It is applied to all technical and management details during this process.
  • 21. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter->T&T->Facilitation Technique Brainstorming Conflict resolutions Problem solving Meetings management It guides the development of the project charter.
  • 22. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Output Project Charter The document that formally authorizes a project, & provide PM with the authority to apply organizational resources to the project activities Project Purpose or Justification Measurable objectives & success criteria's High level requirements High level project description High level risks Summary milestone schedule Summary budget Stakeholder list Project approval requirements Assign Sponsor & Project manager
  • 23. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Process Flow
  • 24. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Question 1. Which process formally authorizes the project? a)Receive project approval b)Identify Project Manager c)Develop preliminary project statement d)Develop project charter e)Develop project management plan 2. Develop project charter is part of which process group? a)Initiation b)Planning c)Executing d)Monitoring and Control 3. Which of the following is not true about project charter? a)Project charter is written by the Project Manager. b)Project charter defines the purpose of the project c)Identify and authorizes the Project Manager d)Project charter is authorized by Executive Management
  • 25. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Question Answers: 1. D - Develop project charter process formally authorizes the project and identifies the project manager. 2. A 3. A
  • 26. By: Anand Bobade (nmbobade@gmail.com) 4.1 Develop Project Charter -> Quick review 1.What is Project charter? 2.What is Business case? 3.What is expert Judgment? 4.What is Facilitation techniques?
  • 27. By: Anand Bobade (nmbobade@gmail.com)
  • 28. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop Project Management Plan The process of defining, preparing, coordinating & integrating subsidiary plans. It is a central document that defines the basis of all project work. It defines how the project will be executed, monitored and controlled, and closed. Develop PMP process Defining Preparing Coordinating Integrating
  • 29. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop Project Management Plan Scope Baseline Schedule baseline Cost Baseline Scope Management Plan Requirements Management Plan Cost Management Plan Quality Management Plan HR management Plan Communication Plan Stakeholder Management Plan Risk Management Plan Procurement Plan Process Improvement Plan Change Management Configuration Management Subsidiary plans
  • 30. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop Project Management Plan The PMP contains scope, schedule, and cost baselines, against which the PM will need to report project performance. Scope baseline : The project scope statement, work breakdown structure (WBS), and WBS dictionary Schedule baseline: The agreed-upon schedule, including the start and stop times Cost baseline : The time-phased cost budget
  • 31. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop Project Management Plan Deviations from baselines are often due to incomplete risk identification and risk management. How to handle a problem on a project? - Look at your management plan to see how you planned to handle such a problem.
  • 32. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop Project Management Plan->ITTO Inputs •Project charter •Outputs from other processes •Enterprise Environmental Factors •Organizational process assets Tools &Techniques •Expert Judgment •Facilitation Techniques Outputs •Project Management plan
  • 33. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop Project Management plan -> Input Project Charter Output from Other Processes Enterprise Environmentl Factors Organizational Process Assets
  • 34. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop Project Management plan -> Inputs It acts as a starting point for initial planning throughout the initiation process groups. Any baselines and subsidiary plans that are output from other planning processes are input to this process. Government or Industry standards. PMBOK for vertical markets. PMIS. Infrastructure and Personal administration. Standardized guidelines, Templates, Change control procedures, Historical information and Lessons learned.
  • 35. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop Project Management plan-> Tools and Technics Expert Judgment Facilitation Techniques
  • 36. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop PM plan-> Tools & Technics -> Expert Judgment Tailor process Develop technical and management details Determine resources and skill levels Define level of configuration management Determine document subject to formal Change Control Work prioritization Expert Judgment
  • 37. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop PM plan-> T&T -> Facilitation Techniques Brainstorming Conflict resolutions Problem solving Meetings management It guides the development of the PMP. Facilitation Techniques
  • 38. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop PM plan-> Output -> Project Management Plan Scope Management Plan Requirements Management Plan Schedule Management plan Cost Management Plan Quality Management Plan It is the document that describes how the project will be executed, monitored and controlled. It integrates & consolidates all the subsidiary plans and baselines from planning processes. HR management Plan Communication management Plan Stakeholder Management Plan Risk Management Plan Procurement Plan Process Improvement Plan Project Management plan
  • 39. By: Anand Bobade (nmbobade@gmail.com) Authorization Project Scope PMP Resource Estimates (Baseline) Project Plan Integrated Management Control Plan Project Performance Baseline Project Scope Solutions Architecture Project Authorization (Project Charter) Scope Management Plan Time (Schedule) Management Plan Cost (Budget) Management Plan Quality Management Plan Project Human Resource (Team) Management Plan Communication Management Plan Risk Management Plan Procurement (and Contract) Management Plan Time (Schedule) Estimates Cost (Budget) Estimates Supporting Documentation 4.2 Develop PM plan-> Output -> Project Management Plan Project Management plan
  • 40. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop PM plan-> Output -> Project Management Plan Lifecycle selected & applicable processes for each phase Details of process tailoring How work will be executed to meet project objectives Change management plan Configuration management plan How integrity of project baseline will be maintained Communication among stakeholders Key management review for contains PMP may also include the flowing's: Project Management Plan
  • 41. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop PM plan-> Output -> Project Management Plan Project Management plan
  • 42. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop PM plan-> Process Flow
  • 43. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop PM plan-> Question 1. A project manager has just been assigned to a new project and has been given the preliminary project scope statement and the project charter. The first thing the project manager must do is: a)Create a project scope statement. b)Confirm that all the stakeholders have contributed to the scope. c)Analyze project risk. d)Begin work on a project management plan. 2. Which of the following is an advantage of centralized contracting? a)Makes it easier to find vendors b)Increases company expertise in contracting c)Gives more loyalty to the project d)Allows a contracts person to work on a single project 3. In the context of estimation, a heuristic is best described as a:: a)Control tool. b)Scheduling method. c)Planning tool. d)Rule of thumb.
  • 44. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop PM plan-> Question 4. You are taking over a project during the planning process group and discover that six individuals have signed the project charter. Which of the following should most concern you? a)Who will be a member of the change control board b)Spending more time on configuration management c)Getting a single project sponsor d)Determining the reporting structure 5. Your company has an emergency and needs contracted work done as soon as possible. Under these circumstances, which of the following would be the helpful to add to the contract? a)A clear contract statement of work b)Requirements as to which subcontractors can be used c)Incentives d)A force majeure clause
  • 45. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop PM plan-> Question Answers: 1.B 2.B (A centralized department is created to bring in processes and uniformity) 3.D 4.D 5.C
  • 46. By: Anand Bobade (nmbobade@gmail.com) 4.2 Develop PM plan-> Quick review 1.What is Project Management Plan? 2.What are subsidiary PM plans? 3.What are the facilitation techniques? 4.Difference between PMP & Project documents.
  • 47. By: Anand Bobade (nmbobade@gmail.com) Direct and Manage Project work Develop Project Management Plan
  • 48. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & Manage Project Work The process of performing the work defined in the project management plan to achieve the project’s objectives. It provides the overall Management of project work. Work defined in the PMP Performing the work To Achieve Project’s objectives.
  • 49. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & Manage Project Work Perform activities to accomplish requirements Create project deliverables Provide Staff, training & manage project team members Obtain, manage & use resources Implements standards Establish and manage project communication channels Generate project data ( Cost, schedule, progress and quality) Issue change requests Manage risks Manage sellers and suppliers Manage stakeholders Document Lesson learned Activities involved:
  • 50. By: Anand Bobade (nmbobade@gmail.com) Input: •Project management plan •Approved Change request •EEF •OPA Tools & Techniques: •Expert Judgment •Project Management Information System •Meetings Outputs: •Deliverables •Work performance data •Change request •PMP update •Project document updates 4.3 Direct & Manage Project Work->TTIO
  • 51. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & Manage Project work-> Input Project Management Plan Approved Change Request Enterprise Environmental Factors Organizational process Assets
  • 52. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & Manage Project work-> Input Scope, Requirements, Schedule, Cost & Stakeholders It is output of Perform Integrated change Control process It includes those requests which are reviewed and approved by change Control Board (CCB) Culture, Structure or performing or sponsor organization, Infrastructure, Personal administration, Stakeholder risk tolerance, PIMS Standardized guidelines & work instructions, Communication, issues & defect management, Process measurement DB, Previous project files.
  • 53. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & Manage Project work-> Input -> PMP Subsidiary plans related to project work includes: Scope Management Plan Requirements Management Plan Schedule Management plan Cost Management Plan Stakeholder Management Plan Project Management Plan
  • 54. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & Manage Project work-> Input -> Approved CR It is output of Perform Integrated change Control process It includes requests which are reviewed & approved by CCB Are scheduled & implemented change by project team, & can impact any area of PMP Can also modify Policies, PMP, Procedures, Costs, or budgets or revise schedules Corrective action —An intentional activity that realigns the performance of the project work with PMP Preventive action—An intentional activity that ensures the future performance of project work is aligned with PMP Defect repair—An intentional activity to modify a nonconforming product or product component Approved Change Request
  • 55. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & Manage Project work-> Input -> EEF Enterprise Environmental Factors Organizational, company, or customer culture and structure of the performing or sponsor organizations Infrastructure (e.g., existing facilities and capital equipment); Personnel administration (e.g., hiring and firing guidelines, employee performance reviews, and training records) Stakeholder risk tolerances, for example allowable cost overrun percentage PMIS (e.g., an automated tool suite, such as a scheduling software tool, a configuration management system, an information collection & distribution system, or web interfaces to other online automated systems).
  • 56. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & Manage Project Work-> T&T Expert Judgment Project Management Information System Meetings
  • 57. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & Manage Project Work->T & T ->Expert Judgment Other units within the organization Consultants & SME Different Stakeholders (including the customer) Professional and technical associations Expertise is provided by : Expert Judgment Asses input used to develop the project charter. It is applied to all technical and management details during this process.
  • 58. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & Manage Project Work->Tools & Technics-> PMIS Scheduling Tool Work Authoring system Configuration Management system Information collection & distribution system Interface to other Automated online systems Provide access to : Project Management Information System PMIS is a part of a environmental factors. It Automate information gathering and reporting on KPI
  • 59. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & Manage Project Work->T&T-> Meetings Meeting Types Information Exchange Brainstorming, Option evaluation or Design Decision making Meetings should not be mixed It should have well defined Agenda, Objective & timeframe. Minutes of the meeting should be document and stored. Most effective when all participants are face to face. Meetings
  • 60. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct and Manage Project Work -> Output Deliverables Work performance data (Raw data) Change Request PMP update Project document updates
  • 61. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct and manage project work -> Output Any unique or verifiable product, result or a capability to perform service that is required to be produced to complete process, phase or project. Raw observations and measurements identified during activities being performed to carry out the project work. Formal proposal to modify any document, deliverables or baseline Scope, Requirements, Schedule, Cost, Quality, Process improvement, HR, Communication, Risk, Procurement, stakeholders, Baselines Requirements documents, logs, Risk Register, Stakeholder Register
  • 62. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & manage project work-> Output -> Deliverables Any unique or verifiable product, result or a capability to perform the service that is required to be produced to complete process, phase or project. They are typically tangible components completed to meet the project objective and can include elements of PMP Deliverables
  • 63. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & Manage Project Work->Output->WPD Work completed Key Performance indicators Technical performance measures Start & finish dates of scheduled activities No of Change requests Number of defects Actual cost Actual duration Raw observations and measurements identified during activities being performed to carry out the project work. Data is gathered through work execution and passed to the controlling processes of each process area for further analysis. Data Examples: Work Performance Data (Raw Data)
  • 64. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & manage project work-> Output -> Chang Request Corrective Action Preventive action Defect repair Updates Formal proposal to modify any document, deliverables or baseline CR may modify project policies or procedures, scope, cost, budget, schedule & quality Change Request
  • 65. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & manage project work-> Process Flow
  • 66. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & manage project work-> Question 1. The project management team has selected the project management processes that will be used in an Software development project. In which document, project sponsor will be able to find such information? a)Project charter b)Project Statement of work c)Project scope statement d)Project management plan 2. Change request will result in the following except a)Corrective action b)Preventive action c)Defect repair d)Update to Business Case 3. Project work activities like Provide Staff, training & manage project team members is done in which process a)Direct and Manage Project work b)Monitor & Control Project Work c)Perform Integrated Project work d)Close Project or phase
  • 67. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & manage project work-> Question 4. Stakeholder risk tolerances, for example allowable cost overrun percentage is an example of: a)Organizational process assets b)Enterprise Environmental Factors c)Lesson Learned d)Project Management Information System 5. Deliverable are output of which process: a)Direct and Manage Project work b)Monitor & Control Project Work c)Perform Integrated Project work d)Close Project or phase 6. Corrective action as a part of Approved Change request means a)An intentional activity that realigns the performance of the project work with the project management plan b)An intentional activity that ensures the future performance of the project work is aligned with the project management plan c)An intentional activity to modify a nonconforming product or product component d)All of Above
  • 68. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & manage project work-> Question Answers: 1.D 2.D 3.A 4.B 5.A 6.A
  • 69. By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & manage project work-> Quick review 1.What is purpose of Direct and Manage project work process. 2.What is change Request? 3.What is CCB? 4.What is IPMS. 5.What is work performance data?
  • 70. By: Anand Bobade (nmbobade@gmail.com) Direct and Manage Project work Monitor and control Project work
  • 71. By: Anand Bobade (nmbobade@gmail.com) Review!! 4.1 Develop Project Charter 4.2 Develop Project Management plan: 4.3: Direct and Manage Project work: 4.4 Monitor & Control Project Work: 4:5 Perform Integrated change Control: 4.6 Close Project or phase:
  • 72. By: Anand Bobade (nmbobade@gmail.com) Self Assessment 4.1 Develop Project Charter 4.2 Develop Project Management plan: 4.3: Direct and Manage Project work: 4.4 Monitor & Control Project Work: 4:5 Perform Integrated change Control: 4.6 Close Project or phase:
  • 73. By: Anand Bobade (nmbobade@gmail.com) Additional Resources Visit Slide Share website & you will find other Knowledge area presentation… Please share!!
  • 74. By: Anand Bobade (nmbobade@gmail.com) Thank you!! By: Anand Bobade (nmbobade@gmail.com)