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Project Management Professional

PMP Exam Preparation Course


Prepared By: Eng. Ahmed El Antary, PPM, MSPM
Engineering & Management Technologies LLC
Delaware, USA
emt@americamail.com

Project Integration Management


PMBOK 4th Ed

Ahmed El Antary: antary@consultant.com


The Course Leader
 Ahmed El Antary, PPM, MSPM
 Engineering and Management Consultant
 Certified Professional Project Manager (PPM), WCU, USA
 PhD Learner with concentration on Project Management - PhD-
BA program. NorthCenteral University, AZ, USA
 Master of Science in Project Management, Colorado Technical
University, Colorado Springs, CO, USA
 B. Sc. Civil Engineering, Al Azhar University, Cairo, Egypt
 Project Management Certificate & PMP Preparation Course, WCU,
USA
 Business Management Certificate GL, CTU, CO, USA
 Change Management Certificate GL, CTU, CO, USA
 Project Management Certificate GL, CTU, CO, USA
 Team Member of the Construction Extension Project for the
PMBOK 3rd Ed. By (PMI) and (ANSI)
Importance of Project Integration
Management
 Project integration management is the heart
of project management and is made up of the
day to day processes the project manager
relies on to ensure that all of the parts of the
project work together
 Project integration management is the art and
science of ensuring that your project moves
forward, that your plan is fully developed and
properly implemented
When to Apply
 A cost estimate is needed for a contingency
plan
 The work of the project integrated with the
ongoing operations
 Product scope and project scope to be
integrated
 Earned value management (EVM) to integrate
various processes and to measure the project’s
performance
 Project Management software tool (like MS
Project) is a tool that aids integration
Project Integration Management Processes

 Develop Project Charter


 Develop Project Management Plan
 Direct and Manage Project Execution
 Monitor and Control Project Work
 Perform Integrated Change Control
 Close Project or Phase
The Project Charter

 Formally authorizes the project.


 Gives the objectives and business case
 Identifies the Project Manager.
 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.
Develop Project Charter - Inputs

 Project Statement of Work


The Statement of Work (SOW) is a narrative description of products of
services to be delivered by the project. The SOW references are the
business needs, product scope description, and strategic plan of the
organization
 Business Case
The Business Case determine whether or not the project is worth the
required investment as a result of the market demand,
organizational need, customer request, technological advance, legal
requirement , ecological impacts, and social need.
 Contract
 Enterprise Environmental Factors
 Organizational Process Assets
Develop Project Charter - Inputs “Cont”

 Enterprise Environmental Factors such as:


 Governmental or industry standards
 Organization infrastructure
 Marketplace conditions
 Organizational Process Assets such as:
 Organizational standards processes and polices
 Templates
 Historical information and lessons learned
Develop Project Charter – T&T

1. Expert Judgment :
Provided by any group or individuals with specialized
knowledge or training and is available for many
resources such as:
 Other units within the organization
 Consultants
 Stakeholders, customers, or sponsors
 Professional and technical associations
 Industry groups
 Subject matter experts
 Project Management Office (PMO)
Develop Project Charter – Outputs
1. Project Charter:
The Project Charter documents the business and the
customer needs. The Project Charter may include:
 Project purpose or justifications
 Measureable project objectives and success criteria
 High level requirements
 High level project description
 High level risks
 Summary milestone schedule
 Summary budget
 Project approval requirements
 Assigned project manager , responsibility, and authority
 Name and authority of the sponsor (s) authorizing the project
charter
Develop Project Management Plan
Taking the results of other planning processes and putting them into a
consistent, coherent document that can be used to guide both project
execution and project control. It includes:
 The project management processes selected by the project
management team
 The level of implementation of each selected process
 The descriptions of the tools and techniques to be used for
accomplishing those processes
 How the selected processes will be used to manage the specific
project.
 How work will be executed to accomplish the project objectives
 How changes will be monitored and controlled
 How configuration management will be performed
 The need and techniques for communication among stakeholders
Develop Project Management Plan

 Inputs:
 Project Charter
 Outputs from Planning Processes
 Enterprise Environmental Factors
 Organizational Process Assets
 Tools & Techniques:
 Expert Judgment
Develop Project Management Plan

 Outputs:
1. Project Management Plan: An output of the Develop
Project Management Plan Process. The project management
plan can be composed of one or more of the following
subsidiary plans:
 Scope management plan
 Schedule management plan
 Cost management plan
 Quality management plan
 Process improvement plan
 Staffing management plan
 Communication management plan
 Risk management plan
 Procurement management plan
The project management plan components

The project management plan can have one


or more following components
 Milestone list
 Resource calendar
 Schedule baseline
 Cost baseline
 Quality baseline
 Risk register
Direct and Manage Project Execution

 The Direct and Manage Project Execution process requires the


project manager and project team to perform multiple actions to
execute the project management plan to accomplish the work
defined in the project scope statement. These activities may
include:
 Perform activities to accomplish project objectives
 Expend effort and spend funds to accomplish the project objectives
 Implement the planned methods and standards
 Adapt approved changes into the project scope, plans, and
environment
 Create, control, verify, and validate project deliverables
 Manage risks and implement risk response activities
 Manage sellers and suppliers
 Collect and document lessons learned and implement approved
process improvement activities
Direct and Manage Project Execution
“cont.”
 Inputs:
 Project management plan
 Approved change requests
 Enterprise Environmental Factors
 Organizational Process Assets
 Tools & Techniques:
 Expert judgment
 Project management information system
 Outputs:
 Deliverables
 Work performance information
 Change requests
 Project management plan updates
 Project document updates
Monitor and Control Project Work
The Monitor and Control Project Work process is performed to monitor
project processes associated with initiating, planning, executing, and
closing. The Monitor and Control Project Work process is concerned
with:
 Comparing actual project performance against the project management
plan
 Assessing performance to determine whether any corrective or preventive
actions are indicated, and then recommending those actions as necessary
 Analyzing, tracking, and monitoring project risks to make sure the risks are
identified, their status is reported, and that appropriate risk response plans
are being executed
 Maintaining an accurate, timely information base concerning the project's
product(s) and their associated documentation through project completion
 Providing information to support status reporting, progress measurement,
and forecasting
 Monitoring implementation of approved changes when and as they occur.
 Providing forecasts to update current cost and current schedule information
Monitor and Control Project Work “cont.”

 Input:
 Project management plan
 Performance reports
 Enterprise Environmental Factors
 Organizational Process Assets
 Tools & Techniques:
 Expert judgment
 Outputs:
 Change requests
 Project management plan updates
 Project document updates
Perform Integrated Change Control
 Inputs:
 Project Management Plan
 Work Performance Information
 Change Requests
 Enterprise Environmental Factors
 Organizational Process Assets
 Tools and Techniques
 Expert Judgment
 Change Control Meetings

 Outputs:
 Change Request Status Updates
 Project Management Plan Updates
 Project Document Updates
Close Project or Phase
The Close Project process involves performing the project closure
portion of the project management plan. Two procedures are
developed to establish the interactions necessary to perform
the closure activities across the entire project or for a project
phase:
 Administrative closure procedure: This procedure details all the
activities, interactions, and related roles and responsibilities of the
project team members and other stakeholders involved in executing
the administrative closure procedure for the project
 Contract closure procedure: This procedure details all activities
and interactions needed to settle and close any contract agreement
established for the project, as well as define those related activities
supporting the formal administrative closure of the project. This
procedure involves both product verification and administrative
closure.
Close Project or Phase “cont.”
 Inputs:
 Project Management Plan
 Accepted Deliverables
 Organizational Process Assets
 Tools and Techniques
 Expert Judgment
 Outputs:
 Change Request Status Updates
 Final product, service, or result transition
 Organizational process assets Updates
Resources
 Project Management Institute. (2008). A guide to the project
management body of knowledge (4th ed.). Newtown Square, PA:
Project Management Institute.
QUESTIONS
ANSWERS