04 project integration management
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04 project integration management

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04 project integration management 04 project integration management Presentation Transcript

  • MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU omeralsayed@yahoo.com +249-1234 94 587 Brain Power Center PMP Preparation course PMBOK 5TH EDITION
  • Project Integration Management is necessary PROCESSES INTERACT>> cost estimate conting ency plan INTEGRATION
  • the scope • Develop, review, analyze, and understand. project management plan • Transform the collected project information into a project deliverables • Perform activities to produce project objectives • Measure and monitor the project’s progress and take appropriate action to meet.
  • Inputs • Project statement of work • Business case • Agreements • Enterprise environmental factors • Organizational process assets Tools & Techniques • Expert judgment • Facilitation technique Outputs • Project charter
  • Project charter Data Flow diagram
  • requesting org. partnership Performing org.
  • SOW : narrative description of products Business case : is project worth the required investment? Agreements intentions for a project* Enterprise environmental factors industry standards organizational culture marketplace conditions Organizational process assets policies and procedures templates corporate database *(contracts, Memorandums Of Understanding, Service Level Agreements, letter of agreements, letters of intent)
  • Internal projects: •Provided by initiator /sponsor •based on business needs, product, or service requirements. External projects: •received from the customer as part of a bid document/contract. The SOW references the following business case (justify). business need cost-benefit analysis
  • Expertjudgment • Other units within • Consultants, • Stakeholders • Professional associations, • Industry groups, • Subject matter experts • Project management office. Facilitation technique • Brainstorming • conflict resolution • problem solving • meeting
  • Purpose or justification, objectives & success criteria, High-level requirements, Assumptions & constraints, HL description & Boundaries, High-level risks, Summary milestone Summary budget Stakeholder list approval requirements PM, responsibility & authority sponsor
  • Inputs Project charter Outputs from other processes Enterprise environmental factors Organizational process assets Tools & Techniques Expert judgment Facilitation Techniques Outputs Project MP
  • Outputs from other processes Project charter 4.1 Develop Project Charter *Enterprise environmental factors **Organizational process assets 4.2 Develop Project MP Project M plan 4.3 Direct & Manage P-Work 4.4 M&C P-Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase Enterprise/ Organization EEF* OPA** 5.1 Plan Scope M 5.6 Control Scope 6.1 Plan Schedule M 6.7 Control Schedule 7.1 Plan Cost M 7.4 Control Costs 8.1 Plan QM 9.1 Plan HRM 10.1 Plan Communications M 10.3 Control Communications 11.1 Plan Risk M 11.6 Control Risks 12.1 Plan Procurement M 12.3 Control Procurements 12.4 Close Procurements 13.2 Plan S/H M 13.4 Control Stakeholder Engagement Scope Requirements Schedule Cost Quality Process HR Comm. Risk Procurement S/H Schedule BL. Cost BL. PMP Update
  • subsidiary plans Scope MP Requirements MP Schedule MP Cost MP Quality MP Process improvement plan Human resource MP Communications MP Risk MP Procurement MP Stakeholder MP project management plan baselines subsidiary plans Changes to PMP/SP
  • Governmental or industry standards; Project management body of knowledge for vertical market Project management information system Organizational structure, culture Infrastructure Personnel administration
  • • the process to meet the project needs, Tailor • technical and management details to be included, Develop • resources and skill levels needed, Determine • the level of configuration management, Define • documents will be subject to the formal change Determine • the work on the project Prioritize
  • Brainstorming, Conflict resolution, problem solving, meeting management
  • How the project will be executed, monitored, controlled.
  • PROJECT MP SAMPLE
  • Project MP & Project Documents Differentiation Between the Project MP and Project Documents
  • 4.3 Direct and Manage Project Work Inputs Project MP Approved change requests Enterprise environmental factors Organizational process assets Tools & Techniques Expert judgment Project management information system Meetings Outputs Deliverables Work performance data Change requests Project MP updates Project documents updates
  • Enterprise/ Organization EEF* OPA** 4.3 Direct and Manage Project Work Project M plan u 4.2 Develop Project MP Project M plan 4.5 Perform Integrated Change Control A. change requests Work performance data Change requests Project documents u Project Documents Deliverables 8.3 Control Quality 5.5 Validate Scope 5.6 Control Scope 6.7 Control Schedule 7.4 Control Costs 10.3 Control Communications 11.6 Control Risks 12.3 Control Procurements 13.4 Control Stakeholder Engagement Requirements documentation, Project logs Risk register Stakeholder register
  • Perform activities to accomplish objectives Create deliverables to meet the work Provide, train, and manage the team Obtain, manage, and use resources Implement methods & standards Establish and manage communication channels Generate work performance data Issue change requests and implement approved changes Manage risks and implement risk response Manage sellers and suppliers Manage stakeholders Collect lessons learned and implement process improvement
  • 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.
  • Data • gathered through work execution passed • to the controlling processes further analysis • information is derived work completed KPI key performance indicators dates start and finish
  • Inputs Project MP Schedule forecasts Cost forecasts Validated changes Work performance information EEF OPA Tools & Techniques Expert judgment Analytical techniques Project management information system Meetings Outputs Change requests Work performance reports Project MP updates Project documents updates TRACKING, reviewing, & reporting the progress MEET the performance objectives defined in the project MP
  • 4.4 Monitor and Control Project Work Project M plan u Work performance reports Change requests Project documents u 4.2 Develop Project MP Project M plan Workperformanceinformation 6.7 Control Schedule 7.4 Control Costs Schedule forecasts Cost forecasts 8.3 Control Quality Validated changes 5.5 Validate Scope 5.6 Control Scope 10.3 Control Communications 11.6 Control Risks 12.3 Control Procurements 13.4 Control Stakeholder Engagement Project Documents Enterprise/ Organization EEF* OPA** 4.5 Perform Integrated Change Control 9.4 Manage Project Team 10.2 Manage Communications 11.6 Control Risks 12.3 Control Procurements Schedule and cost forecasts, Work performance reports Issue log.
  • Collecting, measuring, and distributing performance information Assessing measurements and trends to effect process improvements Determining corrective or preventive actions or re-planning Following up on action plans Determine whether the actions taken resolved the performance issue
  • Comparing • actual performance against plan; Assessing performance • corrective or preventive actions Identifying &monitoring • NEW risks and analyzing, tracking EXISTING Maintaining • an accurate, timely information base Providing information • status reporting, progress measurement Providing forecasts • update cost and schedule information; Monitoring implementation • approved changes Providing reporting • project progress and status to PROGRAM management
  • 4.4.1.2ScheduleForecasts • derived from progress against the schedule baseline and computed time estimate to complete. 4.4.1.3CostForecasts • derived from progress against the cost baseline and computed estimates to complete 4.4.1.4ValidatedChanges • Approved changes that require validation to ensure that the change was appropriately implemented.
  • forecast • potential outcomes based on • possible variations of variables relationships • with other variables. Regression analysis Grouping methods Causal analysis Root cause analysis, Forecasting methods Failure mode and effect analysis (FMEA) Fault tree analysis (FTA) Reserve analysis Trend analysis Earned value management Variance analysis.
  • physical representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness.
  • Inputs Project MP Work performance reports Change requests Enterprise environmental factors Organizational process assets Tools & Techniques Expert judgment Meetings Change control tools Outputs Approved change requests Change log Project MP updates Project documents updates reviewing • all change requests; approving • changes managing • changes
  • 4.5 Perform Integrated Change Control 4.4 Monitor and Control Project Work 4.2 Develop Project MP 4.3 Direct & Manage Project Work Project M plan Change requests Change requests W. performance reports Enterprise/ Organization EEF* OPA** 5.5 Validate Scope 5.6 Control Scope 6.7 Control Schedule 7.4 Control Costs 8.2 Perform Quality Assurance 8.3 Control Quality 9.4 Manage Project Team 10.3 Control Communications 11.6 Control Risks 12.1 Plan Procurement M 12.2 Conduct Procurements 12.3 Control Procurements 13.3 Manage S/H Engagement 13.4 Control S/H Engagement Changerequests Change log P. documents u Project Documents PM plan u A. change requests 8.3 Control Quality 12.3 Control Procurements 13.3 Manage Stakeholder Engagement
  • only • approved changes are incorporated • into a revised baseline
  • focused on the specification of both the deliverables and the processes focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines.
  • to facilitate • configuration & change management. to manage • change requests & resulting decisions. to assist • the CCB members in their duties distribute • the decisions to the appropriate S/H.
  • configuration management Configuration identification. • provide the basis for which • the product configuration is defined and verified, • products and documents are labeled, • changes are managed, • accountability is maintained. Configuration status accounting • Information is recorded and reported • listing of approved configuration identification, • status of proposed changes to the configuration, • the implementation status of approved changes). Configuration verification and audit • ensure the composition of a project’s configuration items is correct • corresponding changes are registered, assessed, approved, tracked, and correctly implemented. • ensures the functional requirements have been met.
  • • Project MP • Accepted deliverables • OPA Inputs • Expert judgment • Analytical techniques • Meetings Tools & Techniques • Final product, S/R transition • OPA updates Outputs FINALIZING all activities to formally complete the project or phase. lessons learned release resources.
  • 4.6 Close Project or Phase Final product, S/R transition OPA updates 4.2 Develop Project MP Project M plan 5.5 Validate Scope Accepted deliverables Enterprise/ Organization OPA** Customer
  • Satisfy • completion or exit criteria Transfer • the project’s products, to the next phase /production/operations Collect • project or phase records, Audit • project success or failure, Gather • lessons learned and archive project information
  • the transition of the final product, service, or result that the project was authorized to produce
  • My web sites 2t-pm omeralsayed omeralsayed