جزوه آمادگی آزمون پی ام پی بخش یکپارچه سازی

1. PMP® Exam Preparation Course
Project Integration Management
“PMI”, “PMP”, “Project Management Professional” and “PMBOK® Guide”
are registered certification marks of the Project Management Institute, Inc.

2. About Season Training & Development Center
2This copy is a SeasonTD Student benefit, not for distribution, sale, or reproduction.
• Season TD (Training & Development Center) is a professional training and
organizational consultancy training provider in Iran, active since 2009;
established as a subsidiary of Season Group (established 1994).
• Season TD joined the Prestigious Group of Organizations Approved by
Project Management Institute to Provide Project Management Training
on 12 August 2011 and is approved by Project Management Institute
(PMI) to become first and only PMI Registered Education Provider (R.E.P.)
in Iran. Fore more info check: www.seasontd.ir

3. About Instructor
Ali Forouzesh is a Certified OPM3® Assessor and Consultant
as well as professional in IT service management (Certified
ITIL® v3), project management (PMP®) and IT Portfolio
management (Certified IBM Portfolio Manager). He is a
leader in organizational development and maturity
improvement projects with experiences in planning and
implementing organizational project management systems
and integrated solutions. Ali is PMO manager of Season
Training and Development Center and Season Corporation
member of strategy board.
3This copy is a SeasonTD Student benefit, not for distribution, sale, or reproduction.
PW: www.AliForouzesh.com
Email: a.forouzesh@seasontd.ir
LinkedIn : http://www.linkedin.com/in/aliforouzesh

4. Project Integration Management
Project Integration Management includes the processes and activities
needed to identify, define, combine, unify, and coordinate the various
processes and project management activities within the Project
Management Process Groups.
The need for Project Integration Management is evident in situations
where individual processes interact.
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Project Integration Management also includes the activities needed to
manage project documents to ensure consistency with the project
management plan and product deliverables.

5. Outputs
• Project
charter
Inputs
• Project statement of work
• Business case
• Contract
• Enterprise environmental
factors
• Organizational process
assets
Tools &
Techniques
• Expert
judgment
5
Project Charter Inputs, Tools & Techniques & Outputs

6. 6
Project Charter Content
1-A high-level, broad description of the project.
2-The business case, which describes the organizational need and
justification for the project's existence, including ROI or other cost/benefit
data.
3-A statement of work describing the desired product or
services, including the business need and linkage to the organization’s
strategic plan.
4-The project manager assigned to the project and other initial roles
(sponsor).
5-The major stakeholders and their influences and project interest.
6-The expectations of the initiator, sponsor, and stakeholders.
7- The requirements of the customer.
8- What is necessary to meet everyone’s expectations.
9-The measurable success criteria for the project and who’ll sign off and
measure those success points when the project is completed.
10-A summary budget.
11-What are the major milestones and a summary schedule.
12-Any assumptions that have been made or constraints that have been
established.

7. Develop Project Management Plan is the process of documenting the actions necessary to
define , prepare, integrate, and coordinate all subsidiary plans. The project management plan
defines how the project is executed, monitored and controlled, and closed.
Tools &
Techniques
• Expert judgment
Inputs
• Project charter
• Outputs from planning
processes
• Enterprise environmental
factors
• Organizational process
assets
Outputs
• Project management
plan
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Develop Project Management Plan (PM
Plan)
The project management plan contains
scope, schedule, and cost
baselines, against which the project
manager will need to report project
performance.

8. Project Baselines
Cost
Performanc
es Baseline
Schedule
Baseline
Scope
Baseline
These 3 Beelines will construct Performance
Baseline, which will be used in Earn Value (Cost Control)
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2. PM Plan Subsidiary Plans

9. Tools &
Techniques
•Expert judgment
•Project
Management
Information
Systems
Inputs
• Project management plan
• Approved change requests
• Enterprise environmental
factors
• Organizational process assets
Outputs
• Deliverables
• Work performance data
• Change requests
• Project management
plan updates
• Project document
updates
9
Direct & Manage Project Execution
Direct and Manage Project
Execution is the integrative process that
encompasses all the work needed to produce
the project’s deliverables, whether they’re
directly related to the final product or part of the
project management processes. Other
knowledge areas contain processes that are
focused on work specific to subject matters, such
as conducting procurements, but Direct and
Manage Project Execution is the dominant one
for all executing tasks.

10. 10
Direct & Manage Project Process Decomposition
Objectives:
 Perform the activities that produce deliverables
 Obtain vendor quotes, bids, and offers
 Staff, train, and manage human resources needed for the project team
 Incorporate approved changes (which includes approved process improvement
activities,
 approved corrective actions, approved preventative actions, and approved defect
repair requests) into the project.
 Collect and report on work performance information, such as
status, cost, schedule, quality.Main Input:
Approved change requests
These were requested changes that have been approved for implementation through
the processes in Perform Integrated Change Control. Change requests can come
about due to any reason, including scope changes, policy or procedural changes, cost
or budget changes, bor schedule changes.
Main Tools &Techniques:
PMIS (Project Management Information System)
The PMIS provide templates and automated tools that assist in the project
management processes. A PMIS can include any number of components that might
assist in processes relating to scheduling, resources, configuration
management, change control, and issues management. A PMIS also provides
methods to collect and distribute data the PMIS contains.

11. Tools & Techniques
•Expert judgment
Inputs
• Project management plan
• Performance reports
• Enterprise environmental
factors
• Organizational process
assets
Outputs
• Change requests
• Project management plan
update
• Project document updates
11
Monitor & Control Project Work
Activities in the Monitor and
Control Project Work process
start immediately after the
project is initiated and
continue all the way until
closure, and they make sure
that the project plan is being
followed and also forecast
future performance on the
project.

12. 12
Monitor & Control Project Works Topics
 Comparing the work that is occurring to the project management plan.
 Assessing work performance information to determine if any corrective
or preventative actions are necessary.
 Analyzing, tracking, monitoring, and reporting on project risks.
 Providing status reports, accomplishments, and issue reports.
 Monitoring the implementation of approved changes.
 Making sure that approved defect repairs have been made.

13. Outputs
• Change request status
update
• Project management plan
update
• Project document updates
Inputs
• Project management plan
• Work performance data
• Performance reports
• Enterprise environmental factors
• Organizational process assets
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5- Perform Integrated Change Control
Activities in the Perform
Integrated Change Control
process make sure that all
changes,
regardless of how large or
small, are
logged, evaluated, reviewed, appr
oved or rejected, and
communicated.

14. 14
Change Request
Change requests: Change requests come from a variety of project processes and
include corrective actions, preventative actions, defect repair, alterations to
specifications, and modifications of policies and procedures.
All of the monitoring and control processes and many of the executing processes
produce change requests as an output. Change requests can include corrective
action, preventive action, and defect repairs. However, corrective and preventive
actions do not normally affect the project baselines, only the performance against
the baselines.

15. Change Control Board
 The board is responsible for reviewing and analyzing change requests. It
then approves or rejects the changes
 The board may include the project manager, the customer, experts, the
sponsor, and others

16. Inputs
• Project management plan
• Accepted deliverables
• Organizational process
assets
Outputs
• Final
product, service, or
result transition
• Organizational
process assets
updates
16
Close Project or Phase
Close Project Phase is the process of finalizing all activities across all of the Project
Management Process Groups to formally close the project or phase. This includes
finalizing all activities across all the Project Process Groups to formally close the
project or phase and transfer the completed or cancelled project as appropriate.
The Close Project or Phase process also establishes the procedures to coordinate
activities needed to verify and document the project or phase deliverables to
coordinate and interact to formalize acceptance of those deliverables by the
customer or sponsor and to investigate and document the reasons for actions
taken if a project is terminated before completion.

17. Main Input
 Accepted Deliverables:
Those deliverables that have been accepted through the Verify Scope process.
Main Output
 Final Product, Service, or Result Transition
Formal acceptance and handover of the final product, service, or result that the
project was authorized to produce (or in the case of phase closure, the intermediate
product, service, or result of that phase). The acceptance includes receipt of a formal
statement that the terms of the contract have been met.
1. Actions and activities necessary to satisfy completion or exact criteria for the phase or
project. (Product verification)
2. Actions and activities necessary to transfer the project products or services to the next
phase or to production and or operations.
3. Activities needed to collect project or phase records. Audit project success or failure.
Gather lessons learned and archive project information for future use by the organization.
Close Project Or Phase Administrative Closure
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Close Project or Phase Process Decomposition