CAPM Week 2 Chapter 4

1. Certified Associate Project Management
CAPM® Exam Prep – Week 2
Muzette Charles | mcharles2@pace.edu

2. Project Management
Process Overview
• Review 5 Process Groups
• Review 10 Knowledge Areas
• Identify each of the 47 Project Processes by their Process Group

3. Integration Management
Chapter 4
“Is the Project Manager’s core responsibilities”
“…. is a group of processes required to ensure that the
various elements of the project are properly coordinated.”

4. Project Integration Management
Chapter 4

5. Project Integration Management
Chapter 4
Develop Project Charter
Process 1
Key Points
 A project charter formally authorizes the project
 Gives the objectives and business case
 Identifies & authorizes Project Manager use of organizational resources for project use
 Generic enough not to change often
 Written by a Manager higher in authority than Project Manager
 Includes name, description, deliverables
 A project does not start unless it has a Project charter

6. Project Integration Management
Chapter 4
Develop Project Charter
Process 1
INPUTS
 Statement of Work (SOW) - from external customer describing project deliverables
 Business Case - from internal whether the project’s Cost-Benefit makes sense
TOOLS
 Expert Judgement – gaining advice from experts in other dept, outside consultants, industry groups
 Facilitation Techniques – brainstorming meetings with stakeholders to get everyone on the same page
when making a project decision

7. Project Integration Management
Chapter 4
Develop Project Charter
Process 1

8. Project Integration Management
Chapter 4
Develop Project Management Plan (PMP)
Process 2
Key Points
 Key benefit: creates the central document that defines all of the project work
 How the project will be executed, monitored & controlled
 All of the 10 subsidiary plans are integrated into ONE comprehensive PMP
 The PMP is developed by the Project Manager with inputs from the team, stakeholders & management
 Project baseline refers to the original version of the PMP
 Once the PMP is baselined, it may only be changed by raising a change request
 Progressive Elaboration is the process of taking a project from concept to detailed design
 Kick-off meeting happens after the planning phase and before the project execution. It is typically used
to communicate responsibilities of key stakeholders.

9. Project Integration Management
Chapter 4
Develop Project Management Plan
Process 2

10. Project Integration Management
Chapter 4
Develop Project Management Plan
Process 2

11. Project Integration Management
Chapter 4
Develop Project Management Plan
Process 2

12. Project Integration Management
Chapter 4
Direct & Manage Project Work
Process 3
Key Points
 Key benefit of this process is to provide overall management of the project work
 To lead & perform work as defined in the PMP
 Create deliverables to meet planned project work
 Manage team members & provide them with training
 Obtain, manage & use resources ex. Materials, Equipment, Facilities
 Establish & manage communications internal & external channels
 Manage Stakeholders, Sellers, Risks, Change Requests

13. Project Integration Management
Chapter 4
Direct & Manage Project Work
Process 3

14. Project Integration Management
Chapter 4
Monitor & Control Project Work
Process 4
Key Points
 Key benefit: allows stakeholders to understand current state of the project, any steps taken
and budget, schedule & scope forecasts
 Tracks, reviews & reports actual progress & performance against the PMP objectives
 Is conducted from project inception through completion
 Control includes corrective & preventative actions
 Identify & analyze existing and new risks
 Work Authorization System - PM’s system to ensure work is performed at the right time & in
the right sequence (found in the EEF – PMIS)

15. Project Integration Management
Chapter 4
Monitor & Control Project Work
Process 4
Key Points
 Change Requests
 are submitted when issues are found while project work is being performed
 is a formal (written) proposal to modify any document, baseline, deliverable
 Change Log – all WRITTEN requests approved or not
 PM has authority to make changes IF constraints are not effected
 Types of Changes
 Corrective Action – taken when actual deviations from the performance baseline
 Preventive Action – taken when ANTICIPATED or POSSIBLE deviations ex. Influencing Factors, Forecasting
 Defect Repair –correcting a mistake in a deliverable, ex. Plan was right, but deliverable was wrong

16. Project Integration Management
Chapter 4
Monitor & Control Project Work
Process 4

17. Project Integration Management
Chapter 4
Perform Integrated Change Control
Process 5
Key Points
 Key benefit: allows documented changes to be considered in an integrated manner to the
overall project while reducing risks to other areas of the project
 Reviews, approves & manages all change requests to the PMP, OPA, deliverables, etc
 Is conducted from project inception through completion
 Is the ultimate responsibility of the Project Manager to carefully & continuously manage
changes
 Changes can be requested by any stakeholder involved in the project
 Every “documented” change must be approved or rejected by a “responsible person”
 Or by the CCB – Change Control Board

18. Project Integration Management
Chapter 4
Perform Integrated Change Control
Process 5

19. Project Integration Management
Chapter 4
Close Project or Phase
Process 6

20. Project Integration Management
Chapter 4
Close Project or Phase
Process 6
Key Points
 Provides lessons learned, formal ending of the project work & release of the organization’s
resources to pursue new endeavors
 Finalizes all activities across all PM Process Groups
 PM measures the scope baseline against the PMP
 Complete & close all contracts, procurement agreements, financials
 Archive OPA historical records, reports, etc
 For projects terminated before completion, PM engages all stakeholders to investigate &
document reasons why

21. Key Points
 A project charter formally authorizes the project
 Statement of Work (SOW) - from external customer describing project deliverables
 Business Case - from internal whether the project’s Cost-Benefit makes sense
 Expert Judgment – gaining advice from experts in other dept, outside consultants, industry
groups
 Facilitation Techniques – brainstorming meetings with stakeholders to get everyone on the
same page when making a project decision
 All of the 10 subsidiary plans are integrated into ONE comprehensive PMP
Project Integration Management
Chapter 4

22. Key Points
 The PMP is developed by the Project Manager with inputs from the team, stakeholders &
management
 Project baseline refers to the original version of the PMP
 Once the PMP is baselined, it may only be changed by raising a change request
 Progressive Elaboration is the process of taking a project from concept to detailed design
 Monitor & Control is conducted from project inception through completion
 Control includes corrective & preventative Actions aka Changes
 Corrective Action – taken when actual deviations from the performance baseline
 Preventive Action – taken when ANTICIPATED or POSSIBLE deviations ex. Influencing Factors, Forecasting
 Defect Repair –correcting a mistake in a deliverable, ex. Plan was right, but deliverable was wrong
 Changes can be made by Crashing or Fast Tracking
Project Integration Management
Chapter 4

23. Project Integration Management
Chapter 4 - Summary