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Project Integration Management Project Integration Management A PMP Exam Prep Topic Presented By: Presentation Objectives „ Provide a clear understanding of the importance of Project Integration Management. „ Define the primary processes and deliverables specified within PMI’s Int...

Project Integration Management
Project Integration Management A PMP Exam Prep Topic Presented By: Presentation Objectives „ Provide a clear understanding of the importance of Project Integration Management. „ Define the primary processes and deliverables specified within PMI’s Integration Management knowledge area. „ Identify the key points for study in preparation for taking the PMP certification exam. Presentation Emphasis „ PMI, the PMBOK® , Project Management Context and Project Management Framework. „ Project Plan Development and the Project Plan contents. „ Understanding Project Plan Execution and getting work results. „ Describing the Integrated Change Control process, corrective actions and lessons learned. „ Earned Value Management as a project integrating methodology. What is the PMBOK ®? The Project Management Body of Knowledge (PMBOK ® ) is an inclusive term that describes the sum of knowledge within the profession of project management. PMI & PMBOK ® Guide History 1969 – Project Management Institute (PMI) founded. 1976 – The idea that common PM practices might be documented as standards began to be widely discussed. This led in turn to consideration of project management as a distinct profession. 1981 – PMI Board of Directors approved a project to develop the procedures and concepts necessary to support the profession of project management. The project proposal suggested three areas of focus: Ethics, Standards & Accreditation. 1981 – PMI published a standards baseline consisting of six major knowledge areas: Scope, Cost, Time, Quality, Human Resources, and Communications Management. 1983 – PMI was accredited. 1984 – The first PMPs were certified. 1987 – Project Management Framework was added to the PMI standards to cover the relationships between the project and its external environment, and between project management and general management. Risk and Procurement Management were also added. In August the PMI standards are published as the PMBOK ® Guide. 1996 – PMBOK ® Guide Updated. Framework section was re-written and broken down into three chapters: Introduction, Project Management Context & Project Management Processes. The definitions of a Project and Project Life Cycle were modified. The names of the major sections was changed from function to knowledge area and the word Project was added to each knowledge area. A ninth knowledge area, Project Integration Management, was formally recognized. 2000 – PMBOK ® Guide Updated. Added material reflecting the growth of the knowledge and practices in the field of project management, added clarification to text and figures to make this document more beneficial to users and corrected errors. Framework vs. Methodology frame•work Pronunciation: (frAm'wûrk") —n. 1. a skeletal structure designed to support or enclose something. meth•od•ol•o•gy Pronunciation: (meth"u-dol'u-jE) —n., —pl. -gies. 1. a set or system of methods, principles, and rules for regulating a given discipline, as in the arts or sciences. What is Integration? in•te•grate Pronunciation: (in'ti-grAt") —v., -grat•ed, -grat•ing. —v.t. 1. to bring together or incorporate (parts) into a whole. 2. to make up, combine, or complete to produce a whole or a larger unit, as parts do. 3. to unite or combine. What is a Project? In general, a project is a temporary endeavor undertaken to create a unique product, service, or result. A Project … „ is directed at achieving a specific result; „ involves the coordinated undertaking of interrelated activities; „ has a limited duration, a beginning and an end „ is unique. What is Project Management? Project Management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project Management is accomplished through the use of the processes such as: initiating, planning, executing, controlling, and closing. The project team manages the work of the projects, and the work typically involves: „ Competing demands for: scope, time, cost, risk, and quality. „ Stakeholders with differing needs and expectations. „ Identified requirements. What is the Project Management Framework? The Project Management Framework, provides a basic structure for understanding project management. „ Chapter 1, Introduction, defines key terms and provides an overview of the rest of the document. „ Chapter 2, The Project Management Context, describes the environment in which projects operate. The project management team must understand this broader context—managing the day-to-day activities of the project is necessary for success but not sufficient. „ Chapter 3, Project Management Processes, describes a generalized view of how the various project management processes commonly interact. Understanding these interactions is essential to understanding the PMBOK ®. What is the Project Management Context? Projects and project management operate in an environment broader than that of the project itself. The project management team must understand this broader context—managing the day-to-day activities of the project is necessary for success but not sufficient. The key aspects of the Project Management Context are: „ Project Phases and the Project Life Cycle „ Project Stakeholders „ Organizational Influences „ Key General Management Skills „ Social-Economic-Management What are the PMBOK ® Knowledge Areas? 1. Project Integration Management 2. Project Scope Management 3. Project Time Management 4. Project Cost Management 5. Project Quality Management 6. Project Human Resource Management 7. Project Communications Management 8. Project Risk Management 9. Project Procurement Management Project Context: Phases Project Management: Processes Project Management: Processes & Phases Phase & Process Interactions PlanningInitiating Execution Controlling Closing A practical example What is Project Integration Management ? „ Project Integration Management includes the processes required to ensure that the various elements of the project are properly coordinated. „ It involves making tradeoffs among competing objectives and alternatives to meet or exceed stake-holder needs and expectations. „ While all project management processes are integrative to some extent, the Project Integration Management processes are primarily integrative. Project Integration Management Processes „ Project Plan Development—integrating and coordinating all project plans to create a consistent, coherent document. „ Project Plan Execution—carrying out the project plan by performing the activities included therein. „ Integrated Change Control—coordinating changes across the entire project. Core vs. Facilitating Processes „ Core Processes have clear dependencies that require them to be performed in essentially the same order on most projects. „ Core Processes may be iterated several times during any phase. „ Core Processes have clear dependencies. „ Core Processes are involved with the planning and doing of the work itself. „ Facilitating Processes are interactions among the other processes „ Facilitating Processes are dependent on the nature of the project. „ Facilitating Processes are performed intermittently and as needed. „ Facilitating Processes are not optional. „ Both are equally important. NOTE: All Project Integration Management processes are Core Processes. Project Plan Development Inputs, Tools & Techniques and Outputs Project Plan Development Inputs „ Constraint - Applicable restriction that will affect the performance of the project. Any factor that affects when an activity can be scheduled. „ Assumptions - Are factors that, for planning purposes, are considered to be true, real, or certain. Assumptions affect all aspects of project planning, and are part of the progressive elaboration of the project. Project teams frequently identify, document, and validate assumptions as part of their planning process. Assumptions generally involve a degree of risk. Project Plan Development Tools & Techniques „ Project planning methodology. A project planning methodology is any structured approach used to guide the project team during development of the project plan. „ Stakeholder skills and knowledge. Every stakeholder has skills and knowledge that may be useful in developing the project plan. The project management team must create an environment in which the stakeholders can contribute appropriately. „ Project management information system (PMIS). A PMIS consists of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. „ Earned value management (EVM). A technique used to integrate the project’s scope, schedule, and resources and to measure and report project performance from initiation to closeout. Project Plan Development Tools & Techniques – Earned Value Management (EVM) „ Earned Value Management (EVM). A method for integrating scope, schedule, and resources, and for measuring project performance. It compares the amount of work that was planned with what was actually earned with what was actually spent to determine if cost and schedule performance are as planned. „ Earned Value (EV). The physical work accomplished plus the authorized budget for this work. The sum of the approved cost estimates (may include overhead allocation) for activities (or portions of activities) completed during a given period (usually project-to-date). Previously called the budgeted cost of work performed (BCWP) for an activity or group of activities. NOTE: Earned Value Management (EVM) is discussed with respect to Project Integration Management as a project integrating methodology, while Earned Value (EV), the technique, is discussed as a tool to measure performance against the project plan. Project Plan Development Outputs „ Project Plan Defined … The project plan is a formal, approved document used to manage project execution. A Project Plan … „ May require broad coverage with little detail or complete details on a single subject. „ Is a document or collection of documents that should be expected to change over time as more information becomes available about the project. Project Plan Development Outputs – Continued … A Project Plan commonly includes all of the following: „ Project charter. „ Scope statement, which includes the project objectives and the project deliverables. „ Work Breakdown Structure (WBS) „ Cost estimates „ Performance measurement baselines „ Major milestones and target dates. „ Key or required staff and their expected cost and/or effort. „ Risk management plan, including: key risks, including constraints and assumptions, and planned responses and contingencies. „ Subsidiary management plans, namely: … Scope management plan (Section 5.2.3.3). … Schedule management plan (Section 6.4.3.3). … Cost management plan (Section 7.2.3.3). … Quality management plan (Section 8.1.3.1). … Staffing management plan (Section 9.1.3.2). … Communications management plan (Section 10.1.3.1). … Risk response plan (Section 11.5.3.1). … Procurement management plan (Section 12.1.3.1). „ Open issues and pending decisions. „ Other project planning outputs should be included in the formal plan, based upon the needs of the individual project. Project Plan Execution Inputs, Tools & Techniques and Outputs Project Plan Execution Inputs „ Project plan. The project plan, subsidiary management plans and the performance measurement baselines are key inputs to project plan execution. „ Supporting detail. Includes outputs from other planning processes, constraints & assumptions, technical documentation, relevant standards and specifications. This material should be organized as needed to facilitate its use during project plan execution. „ Organizational policies. Any and all of the organizations involved in the project may have formal and informal policies that may affect project plan execution. „ Preventive action. Preventive action is anything that reduces the probability of potential consequences of project risk events. „ Corrective action. Corrective action is anything done to bring expected future project performance in line with the project plan. Corrective action is an output of the various control processes—as an input here it completes the feedback loop needed to ensure effective project management. Project Plan Execution Tools & Techniques „ General management skills. General management skills such as leadership, communicating, and negotiating are essential to effective project plan execution. „ Product skills and knowledge. The project team must have access to an appropriate set of skills and knowledge about the project’s product. „ Work authorization system. A work authorization system is a formal procedure for sanctioning project work to ensure that work is done at the right time and in the proper sequence. „ Status review meetings. Status review meetings are regularly scheduled meetings held to exchange information about the project. „ Project management information system. „ Organizational procedures. Any and all of the organizations involved in the project may have formal and informal procedures that are useful during project execution. Project Plan Execution Outputs „ Work results. Work results are the outcomes of the activities performed to accomplish the project. Information on work results is collected as part of project plan execution and fed into the performance reporting process. „ Change requests. Change requests expand or contract project scope, to modify cost or schedule estimates are often identified while the work of the project is being done. Integrated Change Control Inputs, Tools & Techniques and Outputs Integrated Change Control Inputs „ Project Plan. The project plan provides the baseline against which changes will be controlled. „ Performance Reports. Performance reports provide information on project performance. Performance reports may also alert the project team to issues that may cause problems in the future. „ Change Requests. Change requests may occur in many forms—oral or written, direct or indirect, externally or internally initiated, and legally mandated or optional. „ Change Control System. A change control system is a collection of formal, documented procedures that defines how project performance will be monitored and evaluated, and includes the steps by which official project documents may be changed. It includes the paperwork, tracking systems, processes, and approval levels necessary for authorizing changes. „ Configuration management. Configuration management is any documented procedure used to apply technical and administrative direction and surveillance to: … Identify and document the functional and physical characteristics of an item or system. … Control any changes to such characteristics. … Record and report the change and its implementation status. … Audit the items and system to verify conformance to requirements. „ Performance measurement. Performance measurement techniques such as Earned Value help to assess whether variances from the plan require corrective action. „ Additional planning. Projects seldom run exactly according to plan. Prospective changes may require new or revised cost estimates, modified activity sequences, schedules, resource requirements, analysis of risk response alternatives, or other adjustments to the project plan. „ Project management information system. Integrated Change Control Tools & Techniques Integrated Change Control Outputs „ Project Plan Updates. Project plan updates are any modification to the contents of the project plan or the supporting detail. Appropriate stakeholders must be notified as needed. „ Corrective Action. Corrective action is anything done to bring expected future project performance in line with the project plan. „ Lessons learned. The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned should be documented so that they become part of the historical database for both this project and other projects of the performing organization. The database is also the basis for knowledge management. Project Integration Management Key Points to Remember „ The Project Integration Management addresses critical project management functions that ensure coordination of the various elements of the project. „ The processes in Project Integration Management are primarily integrative. „ Project Integration Management involves making trade-offs among competing objectives to meet or exceed stakeholder needs. „ The core processes of Project Integration Management are Project Plan Development, Project Plan Execution, and Integrated Change Control. „ The three integration processes not only interact with each other but also interact with processes in the other eight knowledge areas. „ Integration occurs in all knowledge areas and is highly interactive. Project Integration Management Key Points to Remember - Continued … „ The Project Plan is a formal, approved document used to manage project execution. It is a collection of documents and not a single piece of work. „ The Project Plan is NOT a WBS, task list, schedule or Microsoft Project file. „ Project Plan Execution is defined as the process during which the project plan is carried out, the majority of the project's budget is spent, and the project manager and team members spend the majority of their time. „ Corrective Action is an input to Project Plan Execution. In all other processes it is an output. „ Integrated Change Control influences factors that create change so the change is beneficial, determines when a change has occurred, and manages change when it occurs. „ Earned Value Management (EVM) is a project integrating methodology while Earned Value (EV) is a performance measurement technique. How to Prepare for the PMP Exam „ Take a PMP Exam Prep class. „ Purchase and read a study guide. „ Read the PMBOK® „ Study the Project Process Group/Activity Matrix by PMBOK® (page 38) „ Memorize the Knowledge Areas and understand what each activity involves. „ Understand the logic underlying the Inputs, Tools & Techniques and Outputs for all processes and memorize as many as possible. „ Answer as many practice exam questions as you can. Tips for Taking the PMP Exam „ Take the tutorial on how to use the automated testing software. Use the marking feature to get an idea of how you are doing and to know which questions to review „ You have 4 hours for the exam, so you should have plenty of time „ Some people believe it is better to change answers you were unsure of the first time „ Do not try to read more into the questions than what is stated „ Eliminate obviously wrong alternatives, then choose among the remaining choices „ Memorize calculations like earned value „ Before starting the test, write down important things you memorized, like formulas, on the paper provided „ Read all the questions carefully, especially the ones that present scenarios followed by several questions „ Be wary of alternatives that include the words always, never, only, must and completely. NOTE: The Project Integration Management questions are straightforward. Most people find them to be easy. Nevertheless, because they cover so much material, you do need to study them carefully to become familiar with PMI's terminology and perspectives. Project Integration ManagementA PMP Exam Prep Topic Presentation Objectives Presentation Emphasis What is the PMBOK ®? PMI & PMBOK ® Guide History Framework vs. Methodology What is Integration? What is a Project? What is Project Management? What is the Project Management Framework? W
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