Tanya D. Akins
Frederick Dais
Kelly Zimmerman
All of the materials available within this presentation
was obtained from A ...
Integration Management

Agenda
Definition
Project Integration
Processes
ITTO
Exam Prep

Click Mouse Reveal Next Phase

Int...
What is Integration Management ?

• Only knowledge area with processes in ALL process groups
• RMC calls integration manag...
Figure 4-6. Project Integration
Management Overview
4

See Page 65
PBOK
All of the materials
available on this slide
was o...
Project Integration Management

Monitoring &
Controlling Processes
Planning
Processes

Enter
phase/
Start
project

Initiat...
3 AREAS OF Project Integration

Project Integration Processes
Process
Develop Project Charter
Develop Project
Management P...
Reason to Initiate a Project

All of the materials available within this presentation
was obtained from A Guide to the Pro...
Project Selection

Two categories:
1. Benefit measurement methods (Comparative approach)
Murder board (a panel of people w...
Project Selection – Economic
Models

You need to understand the following concepts

Present value (PV): The value today of...
Project Selection – Important Terms

Economic Value Added (EVA):
concerned with whether the project returns to the company...
Project Selection – Important Terms

Working Capital
current assets minus current liabilities for an organization or
amoun...
Develop Project Charter

The project charter establishes a
partnership between the performing
and requesting organizations...
Develop Project Charter

The Integration Management Process
Develop Project Charter

Initiating process group

Develop Pro...
Input/output /Tools & Techniques

Input:
Contract
Project statement of work
Environmental and organizational factors
Organ...
Developing: Project Charter

Constraints
&
Assumptions

1. Formally
Authorize the
project

2. Gives the
objectives and
bus...
Develop Project Charter & Identify
Stakeholders
This PMBOK group is very straightforward in that it only has
two processes...
Inputs: Developing Project Charter

Step 1: Inputs

1.
2.
3.
4.
5.

Project Statement of Work (PSW)
Business Case (BS Case...
Tools & Techniques: Developing
Project Charter

Step 2: Tools & Techniques
1. Expert Judgment
2. Facilitation Techniques

...
Step 3 Developing Project
Charter

Step 3: Output

1. Project Charter

All of the materials available within this presenta...
Project Management Plan

Once Project Charter is created the Project Management Plan comes into the fold

Project Manageme...
3 Steps in Develop Project Management Plan

Tools & Techniques

Outputs

INPUTS

All of the materials available within thi...
Project Management Plan: Puts & Anticipated
Results

.1 Project Management Plan
.2 Enterprise environmental factors
.3 Org...
Develop Project Management
Plan: Inputs & Organizational
Process Assets
All of the materials available within this present...
Develop Project Management
Plan: Tools & Techniques 4.2.2
All of the materials available within this presentation
was obta...
Project Management Plan

The Project Management Plan may
be either summary level or detailed,
and may be composed of one o...
4.3 Direct & Manage Project Work/
4.4 Monitor & Control Project Work
All of the materials available within this presentati...
4.4 Monitor & Control Project Work

The process of tracking, reviewing, and regulating the progress to meet
the performanc...
Baseline

baseline)

(Performance measurement

The project management plan contains scope, schedule, and cost baselines, a...
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
All of the materials available within this presentation
w...
Perform Integrated Change Control

•

Changes may be discovered by PM or requested by a stakeholder
• Just because a chang...
All of the materials available within this presentation
was obtained from A Guide to the Project Management Body of Knowle...
Perform Integrated Change Control

“Enterprise environmental factors refer to conditions, not under the control of the
pro...
Perform Integrated Change Control

•

Process for handling a change
• Evaluate the impact on all the project constraints
•...
Perform Integrated Change Control

Detailed Process for Making Changes
Recognize/
Requested
Change

Any
impact to PM Plan,...
Perform Integrated Change Control

Approve Change Request

Approve change request are an output of the
Perform Integrated ...
Close Project or Phase

Project Integration Processes
Process
Develop Project Charter
Develop Project
Management Plan
Dire...
Close Project or Phase

Confirm work is done to requirements
Get final acceptance of the product
Complete financial closur...
Close Project or Phase

Go-Live does not mean project close!

All of the materials available within this presentation
was ...
Notables for the EXAM

What does RITA say?
Integration management is a difficult area on the exam
Need a solid grasp of th...
PMBOK Questions
A project was assigned to a project as the project charter
was being developed. Which of the project manag...
PMBOK QUESTIONS

A new CEO has come into your company and
has promptly shut down your project because
it no longer met the...
PMBOK QUESTIONS

You are Project Manager for a company that designs and develops
automation systems for car companies. You...
More Discussion
Questions

All of the materials available within this presentation
was obtained from A Guide to the Projec...
Upcoming SlideShare
Loading in …5
×

Integration Management Presentation

843 views

Published on

Project Management Institute (PMI) enables its members to meet their peers, make new contacts, network and build knowledge. Share solutions and ideas. Enjoy activities and events. This presentation is a project that helps other PMI members build their knowledge, skills, and abilities in order to sit for the Project Management Professional (PMP) test.

Published in: Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
843
On SlideShare
0
From Embeds
0
Number of Embeds
8
Actions
Shares
0
Downloads
34
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • RMC = study guide.PMBOK p.63, “…Includes making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management knowledge areas. “
  • Develop project charter Figure 4-2. Develop Project Charter Assist in understanding how each part of integration management fits into the overall project management process (Mulcahy, p. 108, 2013).
  • See Rita’s pages 108-117
  • During project execution the project team focuses on completing the tasks assigned. The Senior Management protects the project from changes and loss of resources. The Project Manager integrates all the pieces into the project as a whole. The Inputs, Tools and Techniques, and Outputs of the Develop Project Management Plan process are given in the table below. At the end of each phase of a project, a lessons learned document must be prepared. The lessons learned document defines what was done right, wrong etc. It is required to be completed in order for the project to be completed.Project Management Information System (PMIS) is a system that keeps track of status of all the project tasks. It is used to track the status of the project. The exam does not focus on any specific system (for example Microsoft Project ). Project Management Plan is developed by Project Manager with inputs from the team, stakeholders and management. Project Management Plan development is iterative. A Project Management Plan is bought into, approved, realistic and formal. A Project Management Plan includes - Project CharterBudgetScheduleResourcesScope StatementWBSResponsibility charts/assignmentsManagement PlansA Project Management Plan consolidates other management plans. These are: Scope management planRequirement management planSchedule management planCost management planQuality management planProcess improvement planHuman resource planCommunication management planRisk management planProcurement management planThe Project Management Plan also includes project baselines. These are: Schedule baselineCost performance baselineand Scope baselineProject baseline refers to the original version of the project management plan. Once the project management plan is baseline, it may only be changed by raising a change request.Progressive Elaboration involves 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. Direct and Manage Project Work process includes performing the work defined in the PMP to achieve project goals. The Input, Tools and Techniques and Outputs of this process are given below.
  • See pages 74-75
  • PMBOK, Page 80
  • Before we discuss about change management plan, it is important that we understand about the baseline
  • PM: Changes may occur from monitoring work performance (realize someone is not getting their activities completed, behind schedule, parts on back order, etc)Part of the balancing act of integration control is to use the inputs and tool/techniques along with analysis to recognize (and mitigate) situations that may lead to change
  • Project would include stakeholders and project work for : marketing, manufacturing, logisticsPlanning would have involved communications with USA Olympic coordinators, media, internal coordination of the manufacturing, packaging, shippingWHAT HAPPENED?
  • The project manager did not thoroughly adequately understand the ‘Enterprise Environmental factors” constraint to the project!
  • -Evaluate on all the project constraints. For example, any scope change needs to be assessed for its impact on quality, risk, time ,cost, resources, and customer satisfaction.-Identify Options: compressing, fast tracking or crashing the schedule, adding a resource
  • P&P = processes and proceduresSOW = statement of work
  • This presentation covers key concepts related to Project Integration Management.The knowledge area of Project Integration Management consists of the following seven processes - A project charter Formally authorizes the project.Gives the objectives and business caseIdentifies the Project Manager.Generic enough not to change often.Written by a Manager higher in authority than Project Manager.Includes name, description, deliverablesA project does not start unless it has a Project charter.
  • Closing a project or phase does not always mean the project was successful or even finished. (Possibly the Chiobani yogurt may never make it to the Olympic athletes – but the project will still go through a close process)
  • Those without a lot of real world experience may find it more difficult – need a solid understanding of the Project Management processRead this chapter more than once!!!!
  • Answer: When developing the project charter, the project manager can draw from the assets that are part of the organizational process assets. There may be formal/informal policies, procedures, plans, and guidelines whose effects must be considered. Organizational process assets also represent the organization’s learning from previous projects such as completed schedules, risk data and earned value data. These are invaluable in developing the project charter (PMBOK, Page 66)
  • Answer: Documenting the completeness of the project to date in case of premature termination of a project is an activity under the Close Project or Phase process. (PMBOK, Page 101)
  • Answer: Final acceptance for the product deliverables is formally signed off on by the customer or sponsor. (PMBOK, Page 100-101)
  • Integration Management Presentation

    1. 1. Tanya D. Akins Frederick Dais Kelly Zimmerman All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org. Project Management: Integration Life Cycle Management
    2. 2. Integration Management Agenda Definition Project Integration Processes ITTO Exam Prep Click Mouse Reveal Next Phase Integration Management Six Steps Inputs ~ Tools & Techniques ~ Outputs Notables for the Exam All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    3. 3. What is Integration Management ? • Only knowledge area with processes in ALL process groups • RMC calls integration management, “the primary role of the project manager” • Includes making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management knowledge areas. • A balancing act All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    4. 4. Figure 4-6. Project Integration Management Overview 4 See Page 65 PBOK All of the materials available on this slide was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    5. 5. Project Integration Management Monitoring & Controlling Processes Planning Processes Enter phase/ Start project Initiating Processes Closing Processes Exit phase/ End project Executing Processes Knowledge Area Project Integration Process Initiating • Develop Project Charter Planning • Develop Project Management Plan Executing • Direct and Manage Project Execution Monitoring & Control • Monitor and Control Project Work • Perform Integrated Change Control Closing • Close Project All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    6. 6. 3 AREAS OF Project Integration Project Integration Processes Process 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 Project Phase Initiating Key Deliverables Project Charter Planning Project Management Plan Execution Deliverables Monitoring and Control Change Requests Monitoring and Control Closure Change Requests status updates Final product All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    7. 7. Reason to Initiate a Project All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org. Local/Global • Market Demand • Business Need • Customer Request Business world Competitiveness • Technological Advance • Legal Requirement • Ecological Impact • Social Need Society/Communal
    8. 8. Project Selection Two categories: 1. Benefit measurement methods (Comparative approach) Murder board (a panel of people who try to shoot down a new project idea) Peer review Scoring models Economic models (described next) 2. Constrained optimization methods (Mathematical approach) Linear programming Integer programming Dynamic programming Multi-objective programming All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    9. 9. Project Selection – Economic Models You need to understand the following concepts Present value (PV): The value today of future cash flows PV FV 1 r n FP = future value r = interest rate n = number of time period Net present value (NPV): Project with positive & greater NPV value is better Internal rate of return (IRR): Project with greater IRR value is better Payback period: The number of time periods it takes to recover your investment in the project before you start accumulating profit. Benefit-cost ratio: compares the benefits to the costs of different options relates to costing projects and to determining what work should be done Project with greater benefit-cost ratio value is better All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    10. 10. Project Selection – Important Terms Economic Value Added (EVA): concerned with whether the project returns to the company more value than it costs. Opportunity Cost: the opportunity given up by selecting one project over another Sunk Costs: Are expended costs Should not be considered when deciding whether to continue with a troubled project. Law of Diminishing Returns: after a certain point, adding more input/resource will not produce a proportional increase in productivity All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    11. 11. Project Selection – Important Terms Working Capital current assets minus current liabilities for an organization or amount of money the company has available to invest Depreciation Straight line depreciation The same amount of depreciation is taken each year. Accelerated depreciation Depreciates faster than straight line Two forms: (1) Double Declining Balance, (2) Sum of the Years Digits All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    12. 12. Develop Project Charter The project charter establishes a partnership between the performing and requesting organizations (PMBOK, pg. 67). All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    13. 13. Develop Project Charter The Integration Management Process Develop Project Charter Initiating process group Develop Project Management Plan Planning process group Direct and Manage Project Work Executing process group Monitor and Control Project Work All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org. Done During Monitoring and controlling process group Perform Integrated Change Control Monitoring an controlling process group Close Project or Phase Closing process group
    14. 14. Input/output /Tools & Techniques Input: Contract Project statement of work Environmental and organizational factors Organizational process assets •Contract •Project Statement of Work Project Charter Project management information system Expert judgment •Environment Output: Project charter and Organizational Tools & Techniques Factors Project selection methods Project management methodology Project management information system Expert judgment Project Selection Methods Project Management Methodology •Organizational process assets All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    15. 15. Developing: Project Charter Constraints & Assumptions 1. Formally Authorize the project 2. Gives the objectives and business case 3. Identifies the Project Manager 4. Generic enough not to change often 5. Written by a Manager higher in author than the Project Manager 6. Includes name, description, deliverables High Level Project Risks 7. A project does not start unless it has a Project Charter Measurable Project Objectives All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    16. 16. Develop Project Charter & Identify Stakeholders This PMBOK group is very straightforward in that it only has two processes – develop project charter and identify stakeholders. More importantly this is the process group that contains the information to get the project authorized officially and started. Initiating is out front Develop Project Charter Identify Stakeholder All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    17. 17. Inputs: Developing Project Charter Step 1: Inputs 1. 2. 3. 4. 5. Project Statement of Work (PSW) Business Case (BS Case) Agreement Enterprise Environmental Factors (EEF) Organizational Process Assets (OPA) All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    18. 18. Tools & Techniques: Developing Project Charter Step 2: Tools & Techniques 1. Expert Judgment 2. Facilitation Techniques All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    19. 19. Step 3 Developing Project Charter Step 3: Output 1. Project Charter All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    20. 20. Project Management Plan Once Project Charter is created the Project Management Plan comes into the fold Project Management Plan All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    21. 21. 3 Steps in Develop Project Management Plan Tools & Techniques Outputs INPUTS All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    22. 22. Project Management Plan: Puts & Anticipated Results .1 Project Management Plan .2 Enterprise environmental factors .3 Organizational Process Assets All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    23. 23. Develop Project Management Plan: Inputs & Organizational Process Assets All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    24. 24. Develop Project Management Plan: Tools & Techniques 4.2.2 All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    25. 25. Project Management Plan The Project Management Plan may be either summary level or detailed, and may be composed of one or more subsidiary plans (PMBOK,2013). All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    26. 26. 4.3 Direct & Manage Project Work/ 4.4 Monitor & Control Project Work All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    27. 27. 4.4 Monitor & Control Project Work The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. Inputs 1. Project management plan 2. Performance reports 3. Enterprise environmental factors 4. Organizational process assets Tools & Techniques 1. Expert judgment Outputs 1. Change requests 2. Project management plan updates 3. Project document updates All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    28. 28. Baseline baseline) (Performance measurement The project management plan contains scope, schedule, and cost baselines, against which the project manager will need to report project performance. Baseline created during planning. 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 Deviations from baselines are often due to incomplete risk identification and risk management. All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    29. 29. 4.5 Perform Integrated Change Control 4.6 Close Project or Phase All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    30. 30. Perform Integrated Change Control • Changes may be discovered by PM or requested by a stakeholder • Just because a change is requested does not mean it should be implemented • PM should proactively eliminate the need for changes (Prevent the root cause of changes) • Changes require a change request Exam assumes all projects have a change control board All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    31. 31. All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org. http://www.buzzfeed.com/adriancarrasquillo/russia-wontlet-team-usa-receive-its-shipment-of-chobani-yog http://www.politico.com/story/2014/02/olympics-sochi-chobani-yogurt-103286.html
    32. 32. Perform Integrated Change Control “Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct the project.” (PMBOK, p29) • Regulator agency regulations All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, • Product and quality standards 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    33. 33. Perform Integrated Change Control • Process for handling a change • Evaluate the impact on all the project constraints • Identify Options • Get the change request approved internally • Get customer/sponsor buy-in (if required) THEN WHAT? Baselines Changes are serious [scope, schedule, cost] If Exam question asks what to do with changes…most likely answer is review the projects risk management process • All possible changes must be planned, managed and controlled All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    34. 34. Perform Integrated Change Control Detailed Process for Making Changes Recognize/ Requested Change Any impact to PM Plan, baselines, P&P, charter, contracts or SOWs? Create Change Request (and add to change log) Assess the Change Look for Options No Project Charter Approved Present change to the Change Control Board Yes No Policy may allow the PM to approve the change All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org. Change is approved or rejected Yes Update the status of the change in change log Update PM Plan, baselines and project documents Communicate the change to stakeholders Manage to the revised PM Plan and Project documents No If rejected, Do not proceed with change Rita p.140
    35. 35. Perform Integrated Change Control Approve Change Request Approve change request are an output of the Perform Integrated change Control process, and include those request reviewed and approved for implementation by the Change control board (CCB) (PMBOK, 2013). All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    36. 36. Close Project or Phase Project Integration Processes Process 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 Project Phase Initiating Key Deliverables Project Charter Planning Project Management Plan Execution Deliverables Monitoring and Control Change Requests Monitoring and Control Closure Change Requests, Updates, Stakeholder Communication Archived documents, Final product and sponsor sign off All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    37. 37. Close Project or Phase Confirm work is done to requirements Get final acceptance of the product Complete financial closure Hand off completed product Solicit feedback from customer/sponsor about the product Complete final performance reporting Index and archive records Gather final lessons learned and update knowledge base Update Organizational Process Updates All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    38. 38. Close Project or Phase Go-Live does not mean project close! All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org. Close Project or Phase and Close Procurement Process are addressed in about 14 questions on the exam!
    39. 39. Notables for the EXAM What does RITA say? Integration management is a difficult area on the exam Need a solid grasp of the process of project management Primary role of the PM Understand from a real-world, large-project perspective Only knowledge area in all process groups All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org. Excerpt from PMBOK, Table 3-1 (p.61)
    40. 40. PMBOK Questions A project was assigned to a project as the project charter was being developed. Which of the project manager will utilized to develop the project charter? a. Make-or-analysis b. Project Scope Statement All of the materials available within this presentation c. Organizational Process Assets was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's d. Project Acceptance Criteria Course in a Book for Passing the PMP Exam, and pmi.org.
    41. 41. PMBOK QUESTIONS A new CEO has come into your company and has promptly shut down your project because it no longer met the business needs of the company. While not pleased with the decision, you documented the level and completeness of the project to date. What activity or process is this part of? All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    42. 42. PMBOK QUESTIONS You are Project Manager for a company that designs and develops automation systems for car companies. You are in the Close Project process for a project in which a new automation system has been designed and created for a car company located in Korea. You need to obtain formal acceptance for the new automation system. All of the following statements are true with respect to the final acceptance of the new system EXCEPT? a. A formal statement is issued indicating that the new automation system meets the terms of the contract b. Performance tests on the new automated system should be completed by Car Company. c. Final acceptance for the new automation system can be informal or formal. d. A checklist can be used to be determined whether the new automation system meets the car company’s specifications All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.
    43. 43. More Discussion Questions All of the materials available within this presentation was obtained from A Guide to the Project Management Body of Knowledge, 5th Ed, PMP Exam Prep, and Eighth Edition: Rita's Course in a Book for Passing the PMP Exam, and pmi.org.

    ×