Project
Integration Management
Project
Integration Management encompasses all the process and activities to identify,
define, combine, unify and coordinate all the various project management
processes and activities and manage the interdependencies.
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integration
management is required when different project management processes interact
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tailoring
of processes is a very important topic in the PMBOK® Guide 6th edition with a
view to meeting project objectives
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of all
the project management activities, communication is
the most important one according to many project managers
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PM Plan
not meeting requirements is a defect
Develop Project
Charter
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Inputs: Business Documents
(including business case), Agreements, EEF, OPA
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Tools
& Techniques: Expert Judgement, Data gathering (including brainstorming, focus groups,
interviews), Interpersonal and team skills (including conflict management,
facilitation, meeting management), Meetings
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Outputs: Project Charter, Assumption
log (records all assumptions and constraints of the project)
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to
formally authorize the project and allow the PM to apply organizational
resources
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well-defined
project start and project boundaries
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the
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.
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the
business case contains info to determine whether the project is justified
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agreements
are a group of project documents (either a contract (for external
parties), letter of intent, service level agreement, etc. (can be legally
binding or NOT)) that define initial intentions of the project
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a charter
is NOT a contract because there is no consideration
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signed
off by the sponsor (the one who supply the
money/resources)
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PMO may
provide the expert judgement
Develop Project
Management Plan
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Inputs: Project Charter, Outputs
from other processes, EEF, OPA
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Tools
& Techniques: Expert Judgement, Data gathering, Interpersonal and team skills,
Meetings
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Outputs: Project Management Plan
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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)
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the contents
to be tailored by the PM (tailoring) to suit
each project
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the PM
plan may be progressively elaborated in iterative phases (as outputs from other
processes), this must be the final process/iteration to consolidate the PM Plan
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created
by PM, signed off by destined KEY stakeholders (e.g.
can be the project sponsor, project team, project manager)
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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
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after
baselining, the senior management must be
consulted if these high level constraints are to be altered (whether to use
the management reserves)
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the PM
Plan can be re-baselined if significant
changes are seen (scope change, internal changes/variances (for the project
execution), external factors)
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needed to
be approved by sponsors/stakeholders/senior management, must understand the
underlying reasons first (built-in costs is not usually a legitimate reason)
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cost baseline (specific
time-phased budget), schedule baseline
(-> knows when to spend money), scopebaseline
(includes scope statement, WBS, WBS dictionary): whether
preventive/corrective/defect repair actions are needed
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the performance measurement baseline (PMB) is an approved scope-schedule-cost plan for the project
work (to be used in earned value management), this includes contingency reserve but
excludes management reserves
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configuration
management (works
with change control management plan), document all change versionsof
project deliverables and completed project components, PMIS
includes: Configuration ManagementSystem
(contains the updated deliverable/project specifications and processes)
and Change ControlSystem (contains formal documents for
tracking changes)
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configuration
management system contains the most updated version of project documents
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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
Direct and Manage
Project Work
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Inputs: Project Management Plan,
Project documents (including change log, Lessons learned register, risk
register, project schedule, project communications, etc.), Approved change
requests, EEF, OPA
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Tools
& Techniques: Expert Judgement, Project management information system, Meetings
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Outputs: Deliverables, Work
performance data, Issue log, Change requests, Project management
plan updates, Project documents updates, OPA updates
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The
Direct and Manage Project Work process creates project deliverables,
acquire/assign/train staff, manage vendors, collect data for reports, document
lessons learned
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most of
the project time to be spent here
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the PM
implements approved process improvement plans and changes, change requests
include corrective actions, preventive actions, defect repair and updates (all
considered to be change requests)
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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 changes))
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approved change requests – approved
in the perform integrated change control, may include preventive, corrective
and defect repair actions
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change
requests may arise
as a result of implementing approved change
requests
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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
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Stakeholder
risk tolerance is
part of EEF
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Face-to-face
meeting is considered to be most effective
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The PM
Plan itself can be considered as a deliverable
Manage Project Knowledge (new to PMBOK®
Guide 6th Edition)
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Inputs: Project Management Plan,
Project documents, Deliverables, EEF, OPA
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Tools
& Techniques: Expert Judgement, Knowledge Management, Information Management,
Interpersonal and team skills
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Outputs: Lessons
learned register, Project management plan updates, OPA updates
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This
newly added Manage Project Knowledge process is involved in documenting and
using knowledge learnt from the project to achieve the project objectives
and the whole organization to learn from the experiences.
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Documenting
lessons learned from the project is a recurring process during the life cycle
of the project.
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The lessons
learned register is a new output (first mentioned the PMBOK® Guide)
which records challenges, problems and successes throughout the project
Monitor and Control
Project Work
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Inputs: Project Management Plan,
Project documents, Work performance information, Agreements, EEF, OPA
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Tools
& Techniques: Expert Judgement, Data Analysis, Decision Making, Meetings
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Outputs: Work performance reports, Change
requests, Project management plan updates, Project documents updates
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corrective
and preventive actions usually don’t affect the baseline, only affect the
performance against the baseline
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defect
repair:
considered as rework, deliverable not accepted,
either rework or scrap, strongly advise defect prevention to defect repair
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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.)
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Data
Analysis Techniques include:
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Alternatives
analysis
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Cost-benefit
analysis
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Earned
value analysis
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Root
cause analysis
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Trend
analysis – forecasts future performance
based on past performance
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Variance
analysis – analyzes the differences (or variances) between planned and actual
performance
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Decision
Making is a technique to achieve a decision e.g. by voting.
Perform Integrated
Change Control
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Inputs: Project Management Plan,
Project documents, Work performance reports, Change requests, EEF, OPA
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Tools
& Techniques: Expert Judgement, Change control tools, Data Analysis, Decision Making,
Meetings
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Outputs: Approved change requests, Project management plan
updates, Project documents updates
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changes
in the project arise as a result of missed requirements, views of
stakeholders, poorly designed WBS, misunderstanding, inadequate risk assessment
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the PM
should influence the factors that cause project change
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life
cycle of a change request:
0.
identify
needs
1.
assess
the impact, response and alternatives
2.
create
the change request
3.
meet with
stakeholders
4.
obtain
approval from CCB (change control board) or PM as defined in roles
and responsibility document/PM Plan
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customers/sponsors
may need to approve certain decisions by CCB (if they are not part of CCB)
5.
request
more funding if needed
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the whole
process must be documented in the change log (which
is a project document)
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changes
need to be tracked using a change management system, also
affect configuration managementsystem
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configuration
control: changes to deliverables and processes
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change
control: identify/document/approve changes
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configuration
management activities:
configuration identification, configuration status accounting, configuration
verification/audit to ensure the latest configuration is adopted and
delivered
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communicate the resolutions (approve or
reject) to change requests to stakeholders
Close Project or
Phase
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Inputs: Project charter, Project
Management Plan, Project documents, Accepted deliverables,
Business documents, Agreements, Procurement documents, OPA
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Tools
& Techniques: Expert Judgement, Data Analysis, Meetings
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Outputs: Project documents updates, Final product, service or results transition, Final report, OPA updates
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must
ensure all procurements are closed before formal closure of the
project/phase, all procurement documentation must be collected, indexed
and filed
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obtain
formal approval to close out the project/phase (administrative closure)
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obtain
approval and deliver the deliverables (maybe with training)
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formal
sign off by designated stakeholders/customer
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finish
and archive documentation, lessons learnt and update to organizational process
asset
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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
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to close a project as neatly and permanently
possible
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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)
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The final report is a summary of the project
performance, including:
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Summary
level description of the project or phase
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Scope
objectives
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Quality
objectives
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Cost
objectives
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Summary
of the validation information for the final product, service or result
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Schedule
objectives
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Summary
of how the final product, service, or result achieved the business needs
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Summary
of any risks or issues encountered on the project and how they were addressed
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litigation
can be further pursued after the closure
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