pmbok 5, integration

1. MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU omeralsayed@yahoo.com +249-1234 94 587
Brain Power Center
PMP Preparation course
PMBOK 5TH EDITION

3. Project Integration Management is
necessary
PROCESSES INTERACT>>
cost estimate
conting
ency
plan
INTEGRATION

4. the scope
• Develop, review,
analyze, and
understand.
project
management
plan
• Transform the
collected project
information into a
project
deliverables
• Perform activities
to produce
project
objectives
• Measure and
monitor the
project’s progress
and take
appropriate action
to meet.

6. Inputs
• Project
statement of
work
• Business case
• Agreements
• Enterprise
environmental
factors
• Organizational
process assets
Tools & Techniques
• Expert judgment
• Facilitation
technique
Outputs
• Project charter

7. Project charter Data Flow diagram

8. requesting
org.
partnership
Performing
org.

9. SOW :
narrative
description of
products
Business case :
is project
worth the
required
investment?
Agreements
intentions for
a project*
Enterprise
environmental
factors
industry
standards
organizational
culture
marketplace
conditions
Organizational
process assets
policies and
procedures
templates
corporate
database
*(contracts, Memorandums Of Understanding, Service Level Agreements, letter of agreements, letters of intent)

10. Internal projects:
•Provided by initiator /sponsor
•based on business needs, product, or service requirements.
External projects:
•received from the customer as part of a bid document/contract.
The SOW references the following
business
case
(justify).
business need
cost-benefit
analysis

11. Expertjudgment
• Other units within
• Consultants,
• Stakeholders
• Professional associations,
• Industry groups,
• Subject matter experts
• Project management
office.
Facilitation
technique
• Brainstorming
• conflict resolution
• problem solving
• meeting

13. Purpose or
justification,
objectives &
success
criteria,
High-level
requirements,
Assumptions
& constraints,
HL
description &
Boundaries,
High-level
risks,
Summary
milestone
Summary
budget
Stakeholder
list
approval
requirements
PM,
responsibility
& authority
sponsor

14. Inputs
Project charter
Outputs from other
processes
Enterprise environmental
factors
Organizational process
assets
Tools & Techniques
Expert judgment
Facilitation Techniques
Outputs
Project MP

15. Outputs from other processes
Project charter
4.1
Develop Project
Charter
*Enterprise environmental factors **Organizational process assets
4.2 Develop Project
MP
Project M plan
4.3 Direct &
Manage
P-Work
4.4 M&C
P-Work
4.5 Perform
Integrated
Change Control
4.6 Close
Project or Phase
Enterprise/ Organization
EEF* OPA**
5.1 Plan Scope M 5.6 Control Scope
6.1 Plan
Schedule M
6.7 Control
Schedule
7.1 Plan Cost M 7.4 Control Costs
8.1 Plan QM 9.1 Plan HRM
10.1 Plan
Communications
M
10.3 Control
Communications
11.1 Plan Risk M
11.6 Control
Risks
12.1 Plan
Procurement M
12.3 Control
Procurements
12.4 Close
Procurements
13.2 Plan S/H M
13.4 Control
Stakeholder
Engagement
Scope Requirements Schedule
Cost Quality Process
HR Comm. Risk
Procurement S/H Schedule BL.
Cost BL. PMP Update

16. subsidiary
plans
Scope MP
Requirements MP
Schedule MP
Cost MP
Quality MP
Process improvement plan
Human resource MP
Communications MP
Risk MP
Procurement MP
Stakeholder MP
project
management
plan
baselines
subsidiary
plans
Changes to
PMP/SP

17. Governmental or
industry standards;
Project management
body of knowledge for
vertical market
Project management
information system
Organizational
structure, culture
Infrastructure
Personnel
administration

19. • the process to meet the project needs,
Tailor
• technical and management details to be included,
Develop
• resources and skill levels needed,
Determine
• the level of configuration management,
Define
• documents will be subject to the formal change
Determine
• the work on the project
Prioritize

20. Brainstorming,
Conflict
resolution,
problem
solving,
meeting
management

21. How the project will be
executed, monitored, controlled.

22. PROJECT MP SAMPLE

23. Project MP &
Project Documents
Differentiation Between the Project
MP and Project Documents

24. 4.3 Direct and Manage Project Work
Inputs
Project MP
Approved change
requests
Enterprise
environmental factors
Organizational process
assets
Tools & Techniques
Expert judgment
Project management
information system
Meetings
Outputs
Deliverables
Work performance data
Change requests
Project MP updates
Project documents
updates

25. Enterprise/ Organization
EEF* OPA**
4.3 Direct and
Manage Project Work
Project M plan u
4.2 Develop Project
MP
Project M plan
4.5 Perform
Integrated Change
Control
A. change requests
Work performance data
Change requests
Project documents u
Project
Documents
Deliverables
8.3 Control Quality
5.5 Validate Scope
5.6 Control Scope
6.7 Control Schedule
7.4 Control Costs
10.3 Control Communications
11.6 Control Risks
12.3 Control Procurements
13.4 Control Stakeholder Engagement
Requirements
documentation,
Project logs
Risk register
Stakeholder register

26. Perform activities
to accomplish
objectives
Create deliverables
to meet the work
Provide, train, and
manage the team
Obtain, manage,
and use resources
Implement
methods &
standards
Establish and
manage
communication
channels
Generate work
performance data
Issue change
requests and
implement
approved changes
Manage risks and
implement risk
response
Manage sellers and
suppliers
Manage
stakeholders
Collect lessons
learned and
implement process
improvement

32. any unique and
verifiable
• product,
result or
capability
to perform
• a service that
is required to
be produced
to complete
• a process,
phase, or
project.

33. Data
• gathered
through
work
execution
passed
• to the
controlling
processes
further analysis
• information
is derived
work
completed
KPI
key performance
indicators
dates
start and finish

37. Inputs
Project MP
Schedule forecasts
Cost forecasts
Validated changes
Work performance information
EEF
OPA
Tools & Techniques
Expert judgment
Analytical techniques
Project management
information system
Meetings
Outputs
Change requests
Work performance reports
Project MP updates
Project documents updates
TRACKING,
reviewing, & reporting the
progress
MEET
the performance objectives
defined in the project MP

38. 4.4 Monitor and
Control Project Work
Project M plan u
Work performance reports
Change requests
Project documents u
4.2 Develop Project
MP
Project M plan
Workperformanceinformation
6.7 Control Schedule
7.4 Control Costs
Schedule forecasts
Cost forecasts
8.3 Control Quality
Validated changes
5.5 Validate Scope
5.6 Control Scope
10.3 Control Communications
11.6 Control Risks
12.3 Control Procurements
13.4 Control Stakeholder Engagement
Project
Documents
Enterprise/ Organization
EEF* OPA**
4.5 Perform
Integrated
Change Control
9.4 Manage Project Team
10.2 Manage Communications
11.6 Control Risks
12.3 Control Procurements
Schedule and cost
forecasts,
Work performance
reports
Issue log.

39. Collecting, measuring, and
distributing performance
information
Assessing measurements and
trends to effect process
improvements
Determining corrective or preventive
actions or re-planning
Following up on action plans
Determine whether the actions taken
resolved the performance issue

40. Comparing • actual performance against plan;
Assessing performance • corrective or preventive actions
Identifying &monitoring • NEW risks and analyzing, tracking EXISTING
Maintaining • an accurate, timely information base
Providing information • status reporting, progress measurement
Providing forecasts • update cost and schedule information;
Monitoring
implementation
• approved changes
Providing reporting • project progress and status to PROGRAM management

41. 4.4.1.2ScheduleForecasts
• derived from
progress
against the
schedule
baseline and
computed time
estimate to
complete.
4.4.1.3CostForecasts
• derived from
progress
against the cost
baseline and
computed
estimates to
complete
4.4.1.4ValidatedChanges
• Approved
changes that
require
validation to
ensure that the
change was
appropriately
implemented.

42. forecast
• potential
outcomes
based on
• possible variations
of variables
relationships
• with other
variables.
Regression
analysis
Grouping
methods
Causal analysis
Root cause
analysis,
Forecasting
methods
Failure mode
and effect
analysis (FMEA)
Fault tree
analysis (FTA)
Reserve
analysis
Trend analysis
Earned value
management
Variance
analysis.

43. physical representation of work
performance information
compiled in project documents,
intended to generate decisions,
actions, or awareness.

44. Inputs
Project MP
Work performance reports
Change requests
Enterprise environmental
factors
Organizational process
assets
Tools & Techniques
Expert judgment
Meetings
Change control tools
Outputs
Approved change requests
Change log
Project MP updates
Project documents updates
reviewing
• all change requests;
approving
• changes
managing
• changes

45. 4.5 Perform
Integrated Change
Control
4.4 Monitor and
Control Project Work
4.2 Develop Project
MP
4.3 Direct & Manage
Project Work
Project M plan Change requests Change requests
W. performance reports
Enterprise/ Organization
EEF* OPA**
5.5 Validate
Scope
5.6 Control
Scope
6.7 Control
Schedule
7.4 Control Costs
8.2 Perform
Quality
Assurance
8.3 Control
Quality
9.4 Manage
Project Team
10.3 Control
Communications
11.6 Control
Risks
12.1 Plan
Procurement M
12.2 Conduct
Procurements
12.3 Control
Procurements
13.3 Manage
S/H Engagement
13.4 Control S/H
Engagement
Changerequests
Change log
P. documents u
Project
Documents
PM plan u
A. change requests
8.3 Control Quality
12.3 Control Procurements
13.3 Manage Stakeholder
Engagement

46. only
• approved changes
are incorporated
• into a revised baseline

47. focused on the
specification of
both the deliverables
and the processes
focused on identifying,
documenting, and approving
or rejecting changes
to the project documents,
deliverables, or baselines.

48. to facilitate
• configuration & change
management.
to manage
• change requests & resulting
decisions.
to assist • the CCB members in their duties
distribute • the decisions to the appropriate S/H.

49. configuration management
Configuration
identification.
• provide the basis for which
• the product configuration is defined and verified,
• products and documents are labeled,
• changes are managed,
• accountability is maintained.
Configuration status
accounting
• Information is recorded and reported
• listing of approved configuration identification,
• status of proposed changes to the configuration,
• the implementation status of approved changes).
Configuration
verification and audit
• ensure the composition of a project’s configuration items is correct
• corresponding changes are registered, assessed, approved, tracked,
and correctly implemented.
• ensures the functional requirements have been met.

50. • Project MP
• Accepted
deliverables
• OPA
Inputs
• Expert
judgment
• Analytical
techniques
• Meetings
Tools &
Techniques
• Final
product, S/R
transition
• OPA
updates
Outputs
FINALIZING all activities to
formally complete the
project or phase.
lessons learned release resources.

51. 4.6 Close Project
or Phase
Final product,
S/R transition
OPA updates
4.2 Develop Project MP
Project M plan
5.5 Validate Scope
Accepted
deliverables
Enterprise/ Organization
OPA**
Customer

53. Satisfy • completion or exit criteria
Transfer
• the project’s products, to the next phase
/production/operations
Collect • project or phase records,
Audit • project success or failure,
Gather • lessons learned and archive project information

54. the transition of the
final product, service,
or result that the
project was
authorized to produce

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