This document provides an overview of the Develop Project Charter process from the Project Integration Management knowledge area. It describes the inputs, tools and techniques, and output of developing a project charter. The key inputs include a project statement of work, business case, agreement if applicable, enterprise environmental factors, and organizational process assets. Expert judgement and facilitation techniques are used. The main output is the project charter, which formally initiates the project and provides authority to the project manager.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
Episode 21 : Project Scope Management
Introduction to Project scope management
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
Episode 21 : Project Scope Management
Introduction to Project scope management
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Episode 23 : PROJECT TIME MANAGEMENT
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual activities
Schedule Development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule
Schedule Control – controlling changes to the project schedule
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Project Management Professional PMI-PMP Based on PMBOK 6th EditionJohn Khateeb
Project Management Professional training course based on the new version of the PMBOK guide. This section explains the main concepts in the introduction section of the PMBOK.
Project scope can be described as "the work that needs to be accomplished to deliver the End Result (product or service or other project's objectives) with the specified features and functions that includes meetings, reports, analysis and all the other parts of Project Management.
Lecture 05:Advanced Project Management PM Processes and FrameworkFida Karim 🇵🇰
Advanced Project Management PM Processes and Framework,
comprising a set of interrelated processes and tools, ranging from simple to complex, and is based on the accepted principles of management used for planning, estimating and controlling work activities with a view to developing specifically defined outputs that are to be delivered by a certain time, to a defined quality standard and with a given level of resources so that the project goal and outcomes/benefits are realized.
Effective project management is essential for the success of any project – whether in the private or public sectors – and irrespective of its category, size and complexity.
Episode 23 : PROJECT TIME MANAGEMENT
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual activities
Schedule Development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule
Schedule Control – controlling changes to the project schedule
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Project Management Professional PMI-PMP Based on PMBOK 6th EditionJohn Khateeb
Project Management Professional training course based on the new version of the PMBOK guide. This section explains the main concepts in the introduction section of the PMBOK.
Project scope can be described as "the work that needs to be accomplished to deliver the End Result (product or service or other project's objectives) with the specified features and functions that includes meetings, reports, analysis and all the other parts of Project Management.
Lecture 05:Advanced Project Management PM Processes and FrameworkFida Karim 🇵🇰
Advanced Project Management PM Processes and Framework,
comprising a set of interrelated processes and tools, ranging from simple to complex, and is based on the accepted principles of management used for planning, estimating and controlling work activities with a view to developing specifically defined outputs that are to be delivered by a certain time, to a defined quality standard and with a given level of resources so that the project goal and outcomes/benefits are realized.
Effective project management is essential for the success of any project – whether in the private or public sectors – and irrespective of its category, size and complexity.
Training Slides of PROJECT MANAGEMENT OFFICE (PMO) SETTING UP AND MANAGEMENT, discussing the importance of Project Management.
Some Key-Points:
- The Project Management Context
- Project Life Cycle
- Work Breakdown Structure
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Training Slides of Managing & Supervising Projects, Consultants & Contractors, discussing the importance of Project Management.
Some Key-Points:
- The Framework of Project Management
- Stakeholders
- Quality Assurance
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Project organisation and erp implementation methodGaurav Kumar
The Project Organization defines the human infrastructure of the project. This task is designed to define the project organization chart, the roles, and the relationships of the project team. The organizational structure clearly identifies roles and responsibilities of each position, augmenting the existing role definitions where necessary to cover all of the responsibilities. The Project Organization technique that is used in this step provides a standard set of roles and responsibilities which can be customized for a particular project. This should cover all personnel resources required, both full and part time.
4-0 PROJECT EXECUTION AND CONTROL - The purpose of Project Execution and Control is to develop the product or service that the project was commissioned to deliver. Typically, this is the longest part of the project management lifecycle, where most resources are applied.
The conclusion of Project Execution and Control arrives when the product of the project is fully constructed, commissioned, accepted, and transitioned to the Client.
Accurate records need to be kept throughout Project Execution and Control. They serve as input to the final step, Project Closeout.
Project management essentials 3 day training programParamjit Arora
This is an essentials program on project management which I created and imparted to a captive audience in my organisation. The objective is to create an awareness of the essentials / fundamentals of project management within the organisation. Today organisations are increasingly using project management methodologies to conduct their tasks. Hopefully this ppt would help trainers in their endeavour. Thanks
Episode 20 : PROJECT MANAGEMENT CONTEXT
Project phase and the Project Life Cycle
Project Stakeholders
Organizational Influences
Key General Management Skills
Social-Economic-Environmental Influences
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Online PMP Training Material for PMP Exam - Integration Management Knowledge ...GlobalSkillup
Integration Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
CAPM exam preparation developed for self learning.
Plz don't mind some logo and strikethrough.. they were meant to create fun for myself.
You may join the course from Udemy as I take and enjoy the class from there.
With discount it was only $11.
Mr.Joseph Phillips
https://www.udemy.com/share/101WE2AkcZd15VRn4=/
Similar to Pmp – pmbok 5th edition chapter4 project integration management final (20)
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Pmp – pmbok 5th edition chapter4 project integration management final
1. PMP – PMBOK 5TH
EDITION
COMPLETE TUTORIAL SERIES
CHAPTER 4
FIRST KNOWLEDGE AREA:
PROJECT INTEGRATION MANAGEMENT
5
PERFORM
INTEGRATED
CHANGE
CONTROL
4
MONITOR &
CONTROL
PROJECT WORK
1
DEVELOP
PROJECT
CHARTER
2
DEVELOP
PROJECT
MGMT PLAN
3
DIRECT &
MANAGE
PROJECT
WORK
6
CLOSE
PROJECT OR
PHASE
3. DEVELOP PROJECT CHARTER
• IT IS THE VERY FIRST PIECE OF DOCUMENTATION FOR A PROJECT.
• PROJECT CHARTER IS A DOCUMENT ISSUED BY THE PROJECT SPONSOR/INITIATOR
THAT FORMALLY AUTHORIZES THE EXISTENCE OF A PROJECT & PROVIDES THE
PROJECT MANAGER WITH THE AUTHORITY TO APPLY ORGANIZATIONAL RESOURCES
TO PROJECT ACTIVITIES
• SOMEONE OTHER THAN THE PROJECT MANAGER, SUCH AS THE SPONSOR, A
CUSTOMER, THE PMO, A PORTFOLIO STEERING COMMITTEE OR A SENIOR
MANAGEMENT INITIATES THE PROJECT.
• THE INITIATOR MUST HAVE AUTHORITY CONSISTENT WITH THE SIZE & COMPLEXITY
OF THE PROJECT
• THE PROJECT CHATTER FORMALLY:
• IDENTIFIES THE PROJECT SPONSOR & THE PROJECT MANAGER
• DEMONSTRATES COMMITMENT TO THE PROJECT & FORMALIZES THE PM’S AUTHORITY
• LINKS THE PROJECT TO THE ORGANIZATIONAL STRATEGIC PLAN & HOW IT ALIGNS WITH
4. INPUTS TO DEVELOP PROJECT CHARTER
THERE ARE FIVE INPUTS TO THE DEVELOP PROJECT CHARTER”
1. PROJECT STATEMENT OF WORK (SOW)
• EXPLAINS THE BUSINESS NEEDS
• CLARIFIES THE PRODUCT OF THE PROJECT
• TELLS HOW THE PROJECT ALIGNS WITH ORGANIZATION’S STRATEGIC PLAN
2. BUSINESS CASE
• FINANCIAL BENEFITS – REVENUE, COST REDUCTION
• NON FINANCIAL BENEFITS – CUSTOMER LOYALTY, INNOVATION
3. AGREEMENT – IF THE PROJECT IS BASED ON CONTRACTUAL AGREEMENT LIKE MOU,
LETTER OF INTENT
• CONTRACT STATEMENT OF WORK
• CONTRACTUAL REQUIREMENT, TERMS & CONDITION
4. ENTERPRISE ENVIRONMENTAL FACTORS (EEF)
• INTERNAL EEF SUCH AS ORG STRUCTURE, HUMAN RESOURCE CAPABILITIES, PMO POLICIES, RISK
DATABASES
• EXTERNAL EEF SUCH AS COMPETITIONS, REGULATIONS, INDUSTRY STANDARDS, GOVT POLICIES,
MARKET ETC
5. ORGANIZATIONAL PROCESS ASSETS (OPA)
• POLICIES, PROCEDURES, TEMPLATES, PRIOR PROJECTS, INTRANETS, PAST PROJECT DOCUMENTS,
5. TOOLS & TECHNIQUES
1. EXPERT JUDGMENT IS THE PRIMARY TECHNIQUE FOR ALL THE PROJECT INTEGRATION
MANAGEMENT PROCESSES.
• EXPERT JUDGMENT IS THE ACTIVITIES SPECIFIC APPROPRIATE JUDGMENT PROVIDED BY THE
SUBJECT MATTER EXPERT (SME) SUCH AS GROUP OF PERSON WITH SPECIALIZED EDUCATION,
KNOWLEDGE, SKILL, EXPERIENCE & TRAINING.
2. FACILITATION TECHNIQUES HAVE BROAD APPLICATION WITHIN PROJECT MANAGEMENT
PROCESSES
• BRAINSTORMING
• PROBLEM SOLVING
• CONFLICT RESOLUTION
• MEETING MANAGEMENT
TWO TYPES OF SME
• INTERNAL EXPERTS
• SPONSORS, TEAM MEMBERS, PAST PM, OTHER STAKEHOLDER OR THE PMO
• EXTERNAL EXPERTS
• CONSULTANTS, INDUSTRY & PROFESSIONAL ASSOCIATION
6. OUTPUT OF DEVELOP PROJECT CHARTER
THE END RESULT OF A DEVELOP PROJECT CHARTER PROCESS IS THE PROJECT
CHARTER!!
CHARTER CONTENT ITEM WHAT IT DOES
PURPOSE & JUSTIFICATION REASON FOR THE PROJECT – MAY REFER TO BUSINESS CASE, STRATEGIC OBJECTIVES OR EXTERNAL
FACTORS
OBJECTIVES MULTIPLE OBJECTIVES FOR THE SCOPE, SCHEDULE, COST, QUALITY, CUSTOMER SATISFACTION, ETC
SUCCESS CRITERIA MEASUREABLE CRITERIA TO INDICATE SUCCESSFUL COMPLETION OF EACH OBJECTIVE
HIGH LEVEL REQUIREMENTS INITIAL HIGH LEVEL BUSINESS & COMPLIANCE REQUIREMENTS THAT MEETS CUSTOMER
EXPECTATIONS
ASSUMPTIONS & CONSTRAINTS INTIAL ASSUMPTION ABOUT SCOPE, RESOURCES, FUNDING, LIMITATION, BUDGET OR FIXED DUE
DATE
HIGH LEVEL PROJECT DESCRIPTION SUMMART OF THE PROJECT’S DELIVERABLES & APPROACH TO BUDGETS
HIGH LEVEL RISKS INITIAL RISK THAT WILL LATER BE PROGRESIVELY ELABORATED
SUMMARY MILESTONE SIGNIFICANT EVENTS OF DELIVERABLES: PHASE COMPLETION, DELIVERABLES & ACCEPTANC
SUMMARY BUDGET INITIAL RANGE OF EXPENDITURES ESTIMATE
STAKEHOLDER LIST INITIAL LIST OF PEOPLE WHO CAN INFLUENCE OR BE INFLUENCED BY THE PROJECT
APPROVAL REQUIREMENTS WHO CAN APPROVE & SIGN OFF ON EACH DELIVERABLE & CRITERIA FOR ACCEPTANCE
PM AUTH ON STAFFING, TECHNICAL
DECISION, CONFLICT RESOLUTION,
BUDGET MGMT
AUTHORITY TO HIRE, FIRE, DISCPLINE, ACCEPT OR REJECT. AUTH TO MAKE TECHNICAL DECISIONS
OR APPROACH, TO RESOLVE CONFLICT WITHIN TEAMS OR EXTERNAL STAKEHOLDERS & TO COMMIT
& MANAGE FUNDS VARIANCE
SPONSOR, PM & OTHER RELEVENT DEMONSTRATE COMMITMENT & APPROVAL FOR THE PROJECT
7. OUTPUT
ENTERPRISE
ENVIRONMENT
AL
FACTOR (EEF)
CONTRACT
(IF ANY)
BUSINESS
CASE
PROJECT
STATEMENT
OF WORK
(SOW)
ORGANIZATIONAL
PROCESS
ASSETS
(OPA)
TOOLS &
TECHNIQUES
2. FACILITATION
TECHNIQUES
EXPERT JUDGMENTS ARE
PROVIDED BY SUBJECT
MATTER EXPERTS (SME)
THE SME COULD BE
INTERNAL (PMO,
ENGINEERS) OR EXTERNAL
(INDUSTRY EXPERTS)
EXPERT JUDGMENTS ARE
INPUTS THROUGHOUT THE
ENTIRE PROCESS
1. EXPERT
JUDGMENTS
• BRAINSTORMING
• PROBLEM SOLVING
• CONFLICT
RESOLUTION
• MEETING
MANAGEMENT
9. DEVELOP PROJECT MANAGEMENT PLAN
• THE PROJECT MANAGEMENT PLAN IS THE MASTER DOCUMENT WHERE ALL SUBSIDIARY
PLANS & THE PROJECT APPROACH ARE DOCUMENTED.
• IT CONTAINS STANDARD INFORMATION TO USE FOR THE PROJECT
• IT DESCRIBES HOW THE PROJECT WILL BE EXECUTED, MONITORED & CONTROLLED.
• THE INFORMATION IN THE PROJECT MANAGEMENT PLAN COMES FROM ALL THE PLANNING
PROCESSES (EXCEPT CHANGE MANAGEMENT PLAN & CONFIGURATION MANAGEMENT
PLAN)
• PROJECT MANAGEMENT PLAN IS NOT A SCHEDULE!
• THE PROJECT MANAGEMENT PLAN IS A COLLECTION OF OTHER PLANS
• ALTHOUGH IT IS A SINGLE DOCUMENT, IT’S BROKEN INTO SEVERAL SUBSIDIARY PLANS.
• THERE’S ONE SUBSIDIARY PLAN FOR EACH OF THE OTHER KNOWLEDGE AREAS:
SCOPE MANAGEMENT, TIME MANAGEMENT, COST MANAGEMENT, QUALITY MANAGEMENT,
HUMAN RESOURCE MANAGEMENT, COMMUNICATIONS MANAGEMENT, RISK
MANAGEMENT, AND PROCUREMENT MANAGEMENT.
10. TOOLS & TECHNIQUES
• EXPERT JUDGMENTS ARE NEEDED IN:
• TAILORING THE COMPONENTS IN THE PROJECT MANAGEMENT PLAN TO MEET PROJECT’S NEEDS
• DEFINING THE CHANGE CONTROL PROCESS
• PROVIDING TECHNICAL DETAILS & INFO FOR THE PROJECT MANAGEMENT PLAN
• PROVIDING INPUTS FOR THE APPROPRIATE LIFE CYLE
• IDENTIFY RESOURCES & SKILL LEVELS NEEDED TO GET THE JOB DONE
• IDENTIFY ITEMS THAT BELONGS TO CONFIGURATION CONTROL
• FACILITATION TECHNIQUES
• BRAINSTORMING
• PROBLEM SOLVING
• CONFLICT RESOLUTION
• MEETING MANAGEMENT
11. CHANGE CONTROL SYSTEM
• THE PROJECT MANAGEMENT PLAN INCLUDES BASELINES OF THE SCOPE,
SCHEDULE, AND BUDGET THAT CAN BE CHANGED. THUS WHEN CHANGE IS
ENCOUNTERED, THE PROJECT MANAGEMENT PLAN MUST BE CONSULTED FIRST
TO DECIDE HOW TO PROCEED.
• CHANGE CONTROL SYSTEM IS A SET OF PROCEDURES THAT DESCRIBES HOW
MODIFICATION TO THE PROJECT DELIVERABLES & DOCUMENTATION ARE
MANAGED & CONTROLLED
• HOW CHANGE REQUESTS TO BE MADE,
• THE PROCESS TO EVALUATE THE REQUESTS
• WHO SHOULD SIT ON THE CHANGE CONTROL BOARD
• LEVELS OF AUTHORITY FOR APPROVING CHANGES
12. CONFIGURATION MANAGEMENT SYSTEM
• A SUBSYSTEM OF THE OVERALL PROJECT MANAGEMENT SYSTEM.
• COLLECTION OF FORMAL DOCUMENTED PROCEDURES USED TO APPLY TECHNICAL &
ADMINISTRATIVE DIRECTIONS & SURVEILLANCE TO:
• IDENTIFY & DOCUMENT THE FUNCTIONAL & PHYSICAL CHARACTERISTIC OF THE PROJECT
OUTPUT
• CONTROL ANY CHANGES TO SUCH CHARACTERISTICS
• RECORD & REPORT EACH CHANGE & ITS IMPLEMENTATION STATUS
• SUPPORT THE AUDIT OF THE PROJECT OUTPUT TO VERIFY CONFORMANCE TO
REQUIREMENTS
• INCLUDES DOCUMENTATION, TRACKING SYSTEM & DEFINED APPROVAL LEVELS NECESSARY
FOR AUTHORIZING & CONTROLLING CHANGES
13. OUTPUT
ENTERPRISE
ENVIRONMENT
AL
FACTOR (EEF)
PROJECT
CHARTER
ORGANIZATIONAL
PROCESS
ASSETS
(OPA)
TOOLS &
TECHNIQUES
1. EXPERT JUDGEMENTS &
2. FACILITATION TECHNIQUES
SCHEDULE
MGMT
PLAN
REQUIRE
MT
MGMT
PLAN SCHEDUL
E
BASELINE
COST
MGMT
PLAN
SCOPE
BASELINE
PROJECT
SCOPE
STMNT
SCOPE
MGMT
PLAN
COMM
MGMT
PLAN
QUALITY
MGMT
PLAN PROCESS
IMPRVMN
T
PLAN
PRCRMNT
MGMT
PLAN
RISK
MGMT
PLAN
HUMAN
RESOURCE
PLAN
COST
PRFRMNC
E
BASELINE
STKHOL
DR
MGMT
PLAN
THESE ARE ALL THE OUTPUTS
FROM VARIOUS PLANNING
PROCESSES – THEY ARE NOW
INPUTS TO THE DEVELOPMENT
OF
THE PROJECT MANAGEMENT
PLAN
15. DIRECT & MANAGE PROJECT WORK
• PROCESS OF PERFORMING THE WORK DEFINED IN THE PROJECT MANAGEMENT PLAN &
IMPLEMENTING APPROVED CHANGES TO ACHIEVE PROJECT’S OBJECTIVES.
• IT PROVIDES OVERALL MANAGEMENT OF THE PROJECT WORK
• DIRECT & MANAGE PROJECT WORK ACTIVITIES INCLUDES:
• PERFORM ACTIVITIES TO ACCOMPLISH PROJECT OBJECTIVES
• CREATE PROJECT DELIVERABLES TO MEET THE PLANNED PROJECT WORK
• PROVIDE, TRAIN & MANAGE TEAM MEMBERS ASSIGNED TO THE PROJECT
• OBTAIN, MANAGE & USE RESOURCES
• IMPLEMENT PLANNED METHODS & STANDARDS
• ESTABLISH COMMUNICATION CHANNELS
• GENERATE WORK PERFORMANCE DATA SUCH AS COST, SCHEDULE, TECHNICAL & QUALITY
PROGRESS
• ISSUE CHANGE REQUEST & IMPLEMENT THE APPROVED CHANGES
• MANAGE RISK & IMPLEMENT RISK RESPONSE ACTIVITIES
• MANAGE STAKEHOLDERS’ ENGAGEMENT
• COLLECT & DOCUMENTS LESSONS LEARNED
16. OUTPUTS
PROJEC
T
MGMT
PLAN
ORGANIZATION
AL
PROCESS
ASSETS
(OPA)
TOOLS &
TECHNIQU
ES
1. EXPERT
JUDGEMENTS &
2. MEETINGS
APPROVED
CHANGE
REQUESTS
3. PROJECT
MANAGEMENT
INFORMATION
SYSTEM
DELIVERABLES
WORK
PERFORMANC
E
DATA
CHANGE
REQUESTS
PROJECT
MNAGEMENT
PLAN
UPDATES
PROJECT
DOCUMENTS
UPDATES
ENTERPRISE
ENVIRONMENTA
L
FACTOR (EEF)
PART OF ENVIRONMENTAL
FACTORS, PROVIDES ACCESS TO
SCHEDULING TOOLS, WORK
AUTHORIZATION SYSTEM, CONFIG
MGMT SYSTEM, INFORMATION
COLLECTION & DISTRIBUTION
SYSTEM, AUTOMATED GATHERING
& KPI
17. DELIVERABLES
WORK
PERFORMANCE
DATA
CHANGE
REQUESTS
PROJECT
MNAGEMENT
PLAN UPDATES
PROJECT
DOCUMENTS
UPDATES
UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A
SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A PROCESS,
PHASE OR PROJECT.
IT IS A TANGIBLE COMPONENT
RAW OBSERVATIONS & MEASUREMENTS IDENTIFIED DURING PERFORMANCE
OF ACTIVITIES TO CARRY OUT PROJECT WORK.
EX: KPI, TECHNICAL PERFORMANCE, START & FINISH DATES, # OF DEFECTS,
ACTUAL COST
FORMAL PROPOSAL TO MODIFY ANY DOCUMENT, DELIVERABLE OR
BASELINE. AN APPROVED CHANGE REQUEST WILL REPLACE PREVIOUS
DOCUMENT OR BASELINE.
THEY CAN BE: 1. CORRECTIVE ACTION, 2. PREVENTATIVE ACTION, 3. DEFECT REPAIR
& 4. UPDATES
UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A
SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A PROCESS,
PHASE OR PROJECT.
IT IS A TANGIBLE COMPONENT
UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A
SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A PROCESS,
PHASE OR PROJECT.
IT IS A TANGIBLE COMPONENT
18. CHANGE REQUESTS
DIRECT & MANAGE PROJECT WORK ALSO REQUIRES REVIEW OF THE IMPACT OF ALL
PROJECT CHANGES & THE IMPLEMENTATION OF THE APPROVED CHANGES SUCH AS:
• CORRECTIVE ACTION – INTENTIONAL ACTIVITY THAT REALIGNS THE PERFORMANCE
OF THE PROJECT TO THE PROJECT MANAGEMENT PLAN
• PREVENTIVE ACTIONS – INTENTIONAL ACTIVITY THAT ENSURES THE FUTURE
PERFORMANCE OF THE PROJECT WORK IS ALIGNED TO THE PROJECT MANAGEMENT
PLAN
• DEFECT REPAIR – INTENTIONAL ACTIVITY TO MODIFY A NONCONFORMING PRODUCT
OR PRODUCT COMPONENT
• UPDATES – CHANGES TO FORMALLY CONTROLLED PROJECT DOCUMENTS, PLANS,
ETC TO REFLECT MODIFIED OR ADDITIONAL IDEAS OR CONTENT
20. MONITOR & CONTROL PROJECT WORK
• PROCESS OF TRACKING, REVIEWING & REPORTING THE PROGRESS TO MEET
PERFORMANCE OBJECTIVES DEFINED IN THE PROJECT MANAGEMENT PLAN.
• ALLOWS STAKEHOLDERS TO UNDERSTAND THE CURRENT STATE OF THE PROJECT,
STEPS TAKEN, BUDGET, SCHEDULE & SCOPE FORECAST
• MONITORING IS PERFORMED THROUGHOUT THE PROJECT & IS CONCERNED WITH:
• COMPARING ACTUAL PERFORMANCE WITH THE PROJECT MANAGEMENT PLAN
• ASSESSING PERFORMANCE TO SEE IF ANY CORRECTIVE OR PREVENTIVE ACTIONS ARE NEEDED
• IDENTIFYING, ANALYZING & TRACKING NEW RISKS TO CREATE APPROPRIATE RISK RESPONSE PLANS
• MAINTAIN ACCURATE & TIME INFO BASE ON THE PROJECT
• PROVIDING INFO TO SUPPORT STATUS REPORTING, PROGRESS MEASUREMENT & FORECASTING
• PROVIDING FORECAST TO UPDATE CURRENT COST & SCHEDULE INFO
• MONITORING IMPLEMENTATION OF APPROVED CHANGES AS THEY OCCUR
• PROVIDING APPROPRIATE REPORTING ON PROJECT PROGRESS TO PROGRAM MANAGEMENT WHEN
APPLICABLE
22. ELABORATION OF THE NEW INPUTS
• SCHEDULE FORECAST ARE DERIVED FROM PROGRESS AGAINST THE SCHEDULE
BASELINE & COMPUTED TIME ESTIMATE TO COMPLETE (ETC) TYPICALLY EXPRESSED IN
TERMS OF SCHEDULE VARIANCE (SV) & SCHEDULE PERFORMANCE INDEX (SPI)
THE FORECAST MAY BE USED TO DETERMINE IF THE PROJECT IS STILL WITHIN
DEFINED TOLERANCE
• COST FORECAST ARE DERIVED FROM PROGRESS AGAINTS THE COST BASELINE &
COMPUTED TIME ESTIMATE TO COMPLETE (ETC) TYPICALLY EXPRESSED IN TERMS OF
COST VARIANCE (CV) & COST PERFORMANCE INDEX (CPI).
AN ESTIMATE AT COMPLETION (EAC) CAN BE COMPARED TO BUDGET AT
COMPLETION (BAC) TO SEE IF THE PROJECT IS STLL WITHIN THE TOLERANCE RANGE
• VALIDATED CHANGES PROVIDED NECESSARY DATA TO CONFIRM THAT CHANGE WAS
APPROPRIATELY EXECUTED
• WORK PERFORMANCE INFORMATION IS THE WORK PERFORMANCE DATA COLLECTED
FROM VARIOUS CONTROLLING PROCESSES, ANALYZED IN CONTEXT & TRANSFORMED
INTO USEFUL INFORMATION. DATA IS NOT USEFUL (OUT OF CONTEXT),
INFORMATION IS!
24. PERFORM INTEGRATED CHANGE CONTROL
• PROCESS OF REVIEWING, APPROVING & MANAGING CHANGE REQUESTS
• ALLOWS FOR DOCUMENTED CHANGES WITHIN PROJECT TO BE CONSIDERED IN AN
INTEGRATED MANNER WHILE REDUCING RISKS.
• THIS PROCESS IS CONDUCTED THROUGHOUT THE LIFE OF THE PROJECT & IT’S THE
ULTIMATE RESPONSIBILITY OF THE PM. THE PROJECT MANAGEMENT PLAN, PROJECT
SCOPE STATEMENT & OTHER DELIVERABLES ARE MAINTAINED BY CAREFULLY
MANAGING CHANGES.
• WHEN REQUIRED, PERFORM INTEGRATED CHANGE CONTROL PROCESS INCLUDES A
CHANGE CONTROL BOARD (CCB)
• CCB IS A FORMALLY CHARTERED GROUP RESPONSIBLE FOR REVIEWING, EVALUATING,
APPROVING, DELAYING OR REJECTING CHANGES TO THE PROJECT AND RECORDING
SUCH DECISIONS.
• CUSTOMER OR SPONSOR APPROVAL MAY STILL BE NEEDED UNLESS THEY ARE ALSO
PART OF THE CCB
25. CONFIGURATION MANAGEMENT
• CONFIGURATION CONTROL IS FOCUSED ON THE SPECIFICATION OF BOTH OF THE
DELIVERABLES & THE PROCESSES.
• WHILE CHANGE CONTROL IS FOCUSED ON IDENTIFYING, DOCUMENTING, APPROVING
OR REJECTING CHANGES TO THE PROJECT’S DELIVERABLES
• SOME OF THE CONFIGURATION MANAGEMENT ACTIVITIES INCLUDED IN THE
PERFORM INTEGRATED CHANGE CONTROL PROCESS ARE:
• CONFIGURATION IDENTIFICATION – PROVIDE BASIS DEFINITION & VERIFICATION.
PRODUCTS & DOCUMENTS ARE LABELLED, CHANGES MANAGED & ACCOUNTABILITY
MAINTAINED
• CONFIGURATION STATUS ACCOUNTING – INFO LIKE LISTING OF APPROVED
CONFIGURATION IDENTIFICATION, STATUS & IMPLEMENTATION OF PROPOSED CHANGES
ARE RECORDED & REPORTED.
• CONFIGURATION VERIFICATION & AUDIT – ENSURES THAT THE COMPOSITION &
CONFIGURATION ITEMS ARE TRACKED, CORRECTLY IMPLEMENTED TO MEET THE DEFINED
CONFIGURATION DOCUMENT.
28. CLOSE PROJECT OR PHASE
• PROCESS OF FINALIZING ALL ACTIVITIES ACROSS ALL OF THE PROJECT MANAGEMENT
PROCESS GROUPS TO FORMALLY COMPLETE THE PROJECT OR PHASE.
• PROVIDES LESSONS LEARNED, FORMAL ENDING OF PROJECT WORK AND THE RELEASE
OF ORGANIZATIONAL RESOURCES TO PURSUE NEW ENDEAVORS.
29. OUTPUTS
PROJEC
T
MGMT
PLAN
ORGANIZATION
AL
PROCESS
ASSETS
(OPA)
TOOLS &
TECHNIQU
ES
1. EXPERT
JUDGEMENTS
2. MEETINGS
3. ANALYTICAL TECHNIQUES
ORGANIZATIONAL
PROCESS
ASSETS UPDATES
FINAL PRODUCT, SERVICE
OR
RESULT TRANSITION
ACCEPTED
DELIVERABLE
S
• REGRESSION ANALYSIS
• GROUPING METHODS
• CAUSAL ANALYSIS
• ROOT CAUSE ANALYSIS
• FORECASTING SCENARIOS
• FAILURE MODE & EFFECT
ANALYSIS
• TREND ANALYSIS
• EARNED VALUE MANAGEMENT
(EVM)
• VARIANCE ANALYSIS
30. ORGANIZATION PROCESS ASSETS THAT ARE UPDATED ARE:
• PROJECT FILES
DOCUMENTS FROM PROJECT ACTIVITIES SUCH AS PROJECT MANAGEMENT PLAN, SCOPE, COST,
SCHEDULE & PROJECT CALENDARS, RISK REGISTERS AND OTHER REGISTER, CHANGE
MANAGEMENT DOCUMENTATION, PLANNED RISK RESPONSE ACTIONS AND RISK IMPACT
• PROJECT OR PHASE CLOSURE DOCUMENTS
FORMAL DOCUMENTATION THAT INDICATES COMPLETION OF THE PROJECT/PHASE & TRANSFER
THE DELIVERABLES TO OTHER PROJECT/PHASE
THE PM REVIEWS PRIOR PHASE DOCUMENTS, CUSTOMER ACCEPTANCE DOCUMENT FROM
VALIDATE SCOPE PROCESS AND CONTRACT (IF ANY) TO ENSURE ALL REQUIREMENTS ARE
COMPLETED SATISFACTORILY PRIOR TO FINALIZING THE CLOSURE OF THE PROJECT.
THE PROJECT COULD ALSO BE TERMINATED AND REASONS FOR TERMINATED WILL BE
DOCUMENTED HERE
• HISTORICAL DOCUMENTS
HISTORICAL INFO & LESSONS LEARNED ARE ARCHIVED FOR FUTURE PROJECTS OR PHASE
ORGANIZATIONAL
PROCESS
ASSETS UPDATES
31. END OF FIRST KNOWLEDGE
AREA:
PROJECT INTEGRATION
MANAGEMENT