Guidelines for Integration Knowledge Area
Folks - Here are some guidelines that you may use to maximize value from Integration knowledge Area
For each process you read follow the following steps:
Step 1: Go over the process in the PMBOK Guide
Step 2: Visit the blog to review the summary of that specific process. For example - Read Develop Project Charter from PMBOK and then review Develop Project Charter summary points listed here on the blog
Step 3: Test yourself by summarizing everything that you read by writing them down on a notepad
Education Edge Presents "PMP DECODED"
Program Vision and Mission: PMP Certified
Values that we will demonstrate: Hardwork, Diligence and Productive behavior. Most importantly accountability towards self.
Goal: Getting ready for Education Edge 200 Question Exam on May 20 2017
Duration: 21 days
Folks - Here are some guidelines that you may use to maximize value from Integration knowledge Area
For each process you read follow the following steps:
Step 1: Go over the process in the PMBOK Guide
Step 2: Visit the blog to review the summary of that specific process. For example - Read Develop Project Charter from PMBOK and then review Develop Project Charter summary points listed here on the blog
Step 3: Test yourself by summarizing everything that you read by writing them down on a notepad
| # | Day | Date | Knowledge Area | Target | My Expectation from you |
| Day 1 | Monday | May 1, 2017 | Integration | Develop
Project Charter -PMBOK Develop Project Charter – BLOG Summary Review Develop Project Management Plan Develop Project Management Plan – BLOG Summary Review Direct and Manage Project Work Direct and Manage Project Work- Blog Summary Review |
An email from you to confirm task done |
| Day 2 | Tuesday | 2017-05-02 | Integration | Monitor
and Control Project Work Monitor and Control Project Work – Blog Summary Review Perform Integrated Change Control Perform Integrated Change Control – Blog Sumamry Review |
An email from you to confirm task done |
| Day 3 | Wednesday | 2017-05-03 | Integration | Close
Project or Phase Close Project or Phase Blog Summary Review EE Integration Exam |
Your Exam Score % |
Learning
Objectives Integration Knowledge Area
§ Integration management is
needed when processes interact
§ to identify, combine, unify and
coordinate various processes/activities and manage the interdependencies
§ communication is most important
§ a PM Plan not meeting requirements
will lead to project failure or not meeting all the objectives of the project
Processes of Integration Knowledge Ares
1.
Develop Project Charter
§ formally authorize the project
and allow the PM to apply organizational resources
§ well-defined project start and
project boundaries
§ project charter is a several page
document including high level information of the project: project
background, business case, goals (S.M.A.R.T. specific, measurable,
attainable, realistic, time-bound), who is and the authority of the project
manager, budget, risk, stakeholders, deliverables, approval criteria, etc.
§ can link the project to other
works in the organization through portfolio/program management
§ signed off by the sponsor (the one who supply the money/resources)
§ agreements: either a contract
(for external parties), letter of intent, service level agreement, etc. (can be
legally binding or NOT)
§ a charter is NOT a contract because there is no consideration
§ PMO may provide the expert
judgement
§ Facilitation techniques
includes brainstorming, conflict resolution, problem solving, meeting, etc.
2.
Develop Project Management Plan
§ the project management plan is
a formal written document on how the project is
executed, monitored and closed, including all subsidiary management plans
(scope, requirements, change, configuration, schedule, cost, quality, process
improvement, human resource, communication, risk, procurement) and documents
(cost baseline, schedule baseline, scope baseline, performance measurement baseline, cost estimate,
schedule, responsibility for each deliverable, staff requirements) and some
additional documents/plans (selected PM processes and level of implementation)
§ the contents to be tailored by
the PM (tailoring) to suit each project
§ created by PM, signed off by
destined KEY stakeholders (e.g. project sponsor, project
team, project manager)
§ may be progressively elaborated
in iterative phases (outputs from other processes), this must be the final process/iteration to consolidate the PM Plan
§ when the project management
plan is baselined (i.e. validated and then signed off by key stakeholders), it is
subject to formal change control and is used as
a basis for comparison to the actual plan
§ after baselining, the senior management must be consulted if these high
level constraints are to be altered (whether to use the management reserves)
§ can be re-baselined if significant changes are seen
(scope change, internal changes/variances (for the project execution), external
factors) <- needed to be approved by sponsors/stakeholders/senior
management, must understand the underlying reasons first (built-in costs is not
usually a legitimate reason)
§ cost baseline (specific time-phased
budget), schedule baseline (-> knows when to spend
money), scope baseline (includes scope statement, WBS, WBS
dictionary): whether preventive/corrective/defect repair actions are needed
§ the performance measurement baseline (PMB) is an approved scope-schedule-cost plan for the project
work (to use in earned value management), it includes contingency reserve but excludes management reserves
§ configuration management (works with change control
management plan), document all change versions of
project deliverables and completed project components, PMIS includes: Configuration Management System (contains the
updated deliverable/project specifications and processes) and Change Control System (contains formal documents
for tracking changes)
§ configuration management system
contains the most updated version of project documents
§ other project documents NOT
included in the project management plan:
§ Kick-off Meeting: at beginning of the
project/phase, participants including project team+stakeholders, element
including project review, responsibility assignment matrix, participation of
stakeholders, escalation path, frequency of meetings
3.
Direct and Manage Project Work
§ create project deliverables,
acquire/assign/train staff, manage vendors, collect data for reports, document
lessons learned
§ implement approved process
improvement plans and changes, change requests include corrective actions, preventive actions, defect repair and updates (all
considered to be change requests)
§ if the PM discovers a defect,
he/she should instruct the team to make defect repair during this process (need
change request but may be approved by the PM only (if stipulated in PM Plan for
minor change))
§ approved change requests –
approved in the perform integrated change control, may include preventive,
corrective and defect repair actions
§ change requests may arise as a result of implementing approved change requests
§ PM should be of service to the
team, not a boss
§ a work authorization system
(part of EEF) defines approval levels needed to issue
work authorization (to allocate the work) and is used to
prevent scope creep as formal approval must be sought before work begins
§ Stakeholder risk tolerance is part of EEF
§ Face-to-face meeting is
considered to be most effective
§ The PM Plan can be considered as a deliverable
§ most of the time of project spends here
4.
Monitor and Control Project Work
§ validated changes – actions taken as a result of
the approved change requests are validated against the original change
requests, to ensure correct implementation
§ corrective and preventive
actions usually don’t affect the baseline, only affect the performance against
the baseline
§ defect repair: considered as rework, deliverable not accepted, either rework or
scrap, strongly advise defect prevention to defect repair
§ the work performance info is
fed from all other control processes (e.g.
control schedule, control stakeholder engagement, control communications,
control costs, control quality, etc.)
§ variance analysis is NOT a forecast method
5.
Perform Integrated Change Control
§ the PM should influence the
factors that cause project change
§ changes arises as a result of:
missed requirements, views of stakeholders, poorly designed WBS,
misunderstanding, inadequate risk assessment
§ all the process is documented
in the change log
§ tracked using a change management system, also affect configuration management system
§ configuration control: changes
to deliverables and processes
§ change control:
identify/document/approve changes
§ configuration management activities: configuration identification,
configuration status accounting, configuration verification / audit to
ensure the latest configuration is adopted and delivered
§ for a change request: 1)
identify need, 2) assess the impact, response and
alternatives, 3) create CR, 4) Meet with
stakeholders, 5) obtain approval from CCB (change control board) or PM
as defined in roles and responsibility document/PM
Plan, 6) request more funding if needed
§ customers/sponsors may need to approve certain decisions by CCB (if they
are not part of CCB)
§ communicate the resolutions (approve
or reject) to change requests to stakeholders
§ Burnup chart vs Burndown chart
6.
Close Project or Phase
§ ensure all procurements are
closed (in the Close Procurements Process) before formal closure of the project/phase
§ create the project closure
documents
§ formal sign off by designated
stakeholders/customer
§ obtain formal approval to close
out the project/phase (administrative closure)
§ obtain approval and deliver the
deliverables (maybe with training)
§ finish and archive
documentations, lessons learnt and update to organizational process asset
§ if the contract comes with a
warranty, make sure that changes during the project are evaluated against the
origin clauses, ensure alignment of the warranty and changes
§ to close a project as neatly and
permanently possible
§ for multi-phase projects, this
process will be performed once for every phase end and once for the whole project (5 times for project
with 4 phases)
§ litigation can be further
pursued after the closure
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