Project managers use integration management processes to coordinate all aspects of a project. These include initiating a project with a charter, planning by developing a project management plan, executing the work, monitoring and controlling the project, and closing out the project upon completion. The key processes involve developing a project charter, managing the project work according to the plan, monitoring progress, controlling changes, and closing out the project. Project integration management aims to ensure coordination across all elements and knowledge areas of a project from start to finish.
2. Project Managers
use Process Groups to coordinate the effective flow of a project
from its start to its close using ITTOs & Knowledge Areas.
in collaboration with the project team are ALWAYS responsible for
planning & developing a successful Project Management Process
actively manages each of these interactions to meet the Sponsor,
Customer & Stakeholder requirements
Project Management Processes
Chapter 3
3. PROCESS
“is a set of interrelated actions & activities performed to create a specific product, service or
result.”
Project Management has 49 processes
PROCESS GROUPS
organize the process functions by their Actions
are the project activities broken down into 5 steps
KNOWLEDGE AREAS
organizes the process functions by their Subject Matter
are the process elements broken down into 10 areas
ARE NOT LINEAR !!!
ITTOs
“each process is linked & characterized by its INPUTS, TOOLS, TECHNIQUES & OUTPUTS.”
Inputs – information used in the project ex. EEF, OPAs, Charter, etc
Outputs – documents, deliverables, decisions
Tools &Techniques – used to do the work ex. Meetings, Expert, Audits
Project Management Processes
Chapter 3
4. PHASES
“a set of processes that are ITERATED several times to achieve the required
outcome.”
each Phase of the project goes thru all of the 5 Process Groups
Sequential Relationship
Phases of the project that happen one after another
Teams work together on each phase
Overlapping Relationship
Phases of the project deliver results independently
Teams work on different parts of the project
Complicated to manage due to increased risk & rework
Project Management Processes
Chapter 3
7. INITIATING Process Group
Develop the Project Charter
Project Manager is Authorized
Business Case
High level planning – Rough Order of Magnitude estimating
Initial financial resources are committed
Scope is conceptualize – Progressive Elaboration
Identify Stakeholders
Stakeholder Register - List of Internal & External influences
Identify their expectations
Project Management Processes
Chapter 3
8. PLANNING Process Group
“… 24 processes used in the strategy to develop a course of action or path to
successfully complete the project or phase. A well managed plan saves
resources, time & money and gets the Stakeholder’s buy-in & engagement.”
Iterative – each planning process may use the results of the previous process that
may affect or change the plan
Project Management Plan
Is an Output that guides the Execution & Control of the project
Project Documents
Are Outputs detailing each of the Knowledge Areas
Project Management Processes
Chapter 3
9. EXECUTING Process Group
“… 10 processes performed to complete the project work defined
in the Project Management Plan to meet the project objectives.”
PM coordinates People & Resources to Do the work
Communicates with Stakeholders to manage their expectations
Proactive analysis of baselines, changes in resource availability,
productivity, expected durations, budgets, etc
Change requests approvals resulting in Project Doc updates
Deliverables
Changes Requests
Project Management Processes
Chapter 3
10. MONITORING & CONTROLLING Process Group
“… 12 processes required to track & review the progress & performance
of the project. ”
Key benefit is that project performance is measured & analyzed at
regular intervals to identify variances from the project management plan
Identifies any areas in which changes to the plan are required
Recommending corrective or preventive action in anticipating problems
Approved Change Requests
Project Management Processes
Chapter 3
11. CLOSING Process Group
“… 1 process performed to formally complete the project or contract
obligations.”
Obtain acceptance by the Customer or Sponsor to formally Close
Conduct post-project review
Document Lessons Learned & update OPAs
Archive project docs as historical data
Close out procurement activities to terminate agreements
Perform team members’ assessments & release project resources
Close Project
Celebrate Your Success!!!
Project Management Processes
Chapter 3
12. Process Groups
organizes functions by Action
Initiating (2) - Start
Planning (24) - Plan
Executing (10) - Do
Monitoring & Controlling (12) – Check & Act
Closing (1) - End
Project Management Processes
Chapter 3
13. KNOWLEDGE AREAS
Organizes functions by Subject Matter
“…a complete set of activities that make up a
project area of specialization”
“…provide a detailed description of the ITTOs”
10 areas further decomposed into 49 processes
Integrated among the 5 Process Groups
Is NOT Linear
Project Management Processes
Chapter 3
49
14.
15. Integration Management
Chapter 4
“Is the Project Manager’s core responsibilities”
“…. is a group of processes required to ensure that the
various elements of the project are properly coordinated.”
Process Process Group Key Deliverables
4.1 Develop Project Charter Initiating Project Charter
4.2 Develop Project Management Plan Planning Project Management Plan
4.3 Direct and Manage Executing Project Deliverables
4.4 Manage Project Knowledge Executing Document Lessons Learned
4.5 Monitor and Control Project Work Monitoring & Controlling Change Requests
4.6 Perform Integrated Change Control Monitoring & Controlling Approved Change Requests
4.7 Close Project or Phase Closing Finalize Contracts, Payments, Transition
17. Project Integration Management
Chapter 4
Develop Project Charter
Process 1
Key Points
A project charter formally authorizes the project
Gives the objectives and business case
Identifies & authorizes Project Manager use of organizational resources for project use
Generic enough not to change often
Written by a Manager higher in authority than Project Manager
Includes name, description, deliverables
A project does not start unless it has a Project charter
18. Project Integration Management
Chapter 4
Develop Project Charter
Process 1
INPUTS
Statement of Work (SOW) - from external customer describing project deliverables
Business Case - from internal whether the project’s Cost-Benefit makes sense
TOOLS
Expert Judgement – gaining advice from experts in other dept, outside consultants, industry groups
Facilitation Techniques – brainstorming meetings with stakeholders to get everyone on the same page
when making a project decision
20. Project Integration Management
Chapter 4
Develop Project Management Plan (PMP)
Process 2
Key Points
Key benefit: creates the central document that defines all of the project work
How the project will be executed, monitored & controlled
Subsidiary plans are integrated into ONE comprehensive PMP
The PMP is developed by the Project Manager with inputs from the team, stakeholders & management
Project baseline refers to the original version of the PMP
Once the PMP is baselined, it may only be changed by raising a change request
Progressive Elaboration is the process of taking a project from concept to detailed design
Kick-off meeting happens after the planning phase and before the project execution. It is typically used
to communicate responsibilities of key stakeholders.
24. Project Integration Management
Chapter 4
Direct & Manage Project Work
Process 3
Key Points
Key benefit of this process is to provide overall management of the project work
To lead & perform work as defined in the PMP
Create deliverables to meet planned project work
Manage team members & provide them with training
Obtain, manage & use resources ex. Materials, Equipment, Facilities
Establish & manage communications internal & external channels
Manage Stakeholders, Sellers, Risks, Change Requests
26. Project Integration Management
Chapter 4
Manage Project Knowledge
Process 4
Key Points
Use prior organizational knowledge to produce or improve project outcomes
Knowledge created by the project used to support operations and future projects
Use existing knowledge and create new knowledge
Contribute to organizational lessons learned
28. Project Integration Management
Chapter 4
Monitor & Control Project Work
Process 5
Key Points
Key benefit: allows stakeholders to understand current state of the project, any steps taken
and budget, schedule & scope forecasts
Tracks, reviews & reports actual progress & performance against the PMP objectives
Is conducted from project inception through completion
Control includes corrective & preventative actions
Identify & analyze existing and new risks
Work Authorization System - PM’s system to ensure work is performed at the right time & in
the right sequence (found in the EEF – PMIS)
29. Project Integration Management
Chapter 4
Monitor & Control Project Work
Process 5
Key Points
Change Requests
are submitted when issues are found while project work is being performed
is a formal (written) proposal to modify any document, baseline, deliverable
Change Log – all WRITTEN requests approved or not
PM has authority to make changes IF constraints are not effected
Types of Changes
Corrective Action – taken when actual deviations from the performance baseline
Preventive Action – taken when ANTICIPATED or POSSIBLE deviations ex. Influencing Factors, Forecasting
Defect Repair –correcting a mistake in a deliverable, ex. Plan was right, but deliverable was wrong
31. Project Integration Management
Chapter 4
Perform Integrated Change Control
Process 6
Key Points
Key benefit: allows documented changes to be considered in an integrated manner to the
overall project while reducing risks to other areas of the project
Reviews, approves & manages all change requests to the PMP, OPA, deliverables, etc
Is conducted from project inception through completion
Is the ultimate responsibility of the Project Manager to carefully & continuously manage
changes
Changes can be requested by any stakeholder involved in the project
Every “documented” change must be approved or rejected by a “responsible person”
Or by the CCB – Change Control Board
33. Project Integration Management
Chapter 4
Close Project or Phase
Process 7
Key Points
Provides lessons learned, formal ending of the project work & release of the organization’s
resources to pursue new endeavors
Finalizes all activities across all PM Process Groups
PM measures the scope baseline against the PMP
Complete & close all contracts, procurement agreements, financials,
Archive OPA historical records, reports, etc
For projects terminated before completion, PM engages all stakeholders to investigate &
document reasons why
35. Project Integration Management
Chapter 4
Key Points
A project charter formally authorizes the project
Statement of Work (SOW) - from external customer describing project deliverables
Business Case - from internal whether the project’s Cost-Benefit makes sense
Expert Judgment – gaining advice from experts in other dept, outside consultants, industry
groups
Facilitation Techniques – brainstorming meetings with stakeholders to get everyone on the
same page when making a project decision
Subsidiary plans & Baselines are integrated into ONE comprehensive PMP
36. Project Integration Management
Chapter 4
Key Points
The PMP is developed by the Project Manager with inputs from the team, stakeholders &
management
Project baseline refers to the original version of the PMP
Once the PMP is baselined, it may only be changed by raising a change request
Progressive Elaboration is the process of taking a project from concept to detailed design
Monitor & Control is conducted from project inception through completion
Control includes corrective & preventative Actions aka Changes
Corrective Action – taken when actual deviations from the performance baseline
Preventive Action – taken when ANTICIPATED or POSSIBLE deviations ex. Influencing Factors, Forecasting
Defect Repair –correcting a mistake in a deliverable, ex. Plan was right, but deliverable was wrong
Changes can be made by Crashing or Fast Tracking
Processes are either: Operational Process & a Project Management Process
Processes are either: Operational Process & a Project Management Process
Formally starts a New project or Phase, PM named early so he/she assists in Proj. Charter / High-level planning estimating to see if the proj can be dlvrd by the time & wi/budget that’s requested… basically does the project have a chance to be successful b4 $ & resources are committed?
Formally starts a New project or Phase, PM named early so he/she assists in Proj. Charter / High-level planning estimating to see if the proj can be dlvrd by the time & wi/budget that’s requested… basically does the project have a chance to be successful b4 $ & resources are committed?
This is where the PM walks thru the project & gets organized BEFORE actual work begins
Organizes functions by Action
Int: coordinating all of the work so that it happens correctly
Formally starts a New project or Phase, PM named early so he/she assists in Proj. Charter / High-level planning estimating to see if the proj can be dlvrd by the time & wi/budget that’s requested… basically does the project have a chance to be successful b4 $ & resources are committed?