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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