Pmbok 4th edition chapter 4 - Project Integration Management

CHAPTER 4

PROJECT INTEGRATION MANAGEMENT

Ahmad H. Maharma
PMP®

PM Process Initiating Process Planning Process Group Executing Process Monitoring & Controlling Closing
Groups / Group Group Process Group Process
Knowledge Group
Area Processes
Project Develop Project Develop Project Management Direct and Manage Project Monitor and Control Project Close Project
Management Charter Plan Execution Work
Integration Integrated Change Control

Project Scope
Management Define Scope
CHAPTER 4
Collect requirements Verify Scope
Control Scope
Create WBS

Project Time Define Activity Schedule Control
Management Sequence Activity
Estimating Resource
Estimating Duration
Develop Schedule

PROJECT INTEGRATION MANAGEMENT
Project Cost
Management

Project Quality
Estimating Cost
Budgeting Cost

Quality Planning Perform Quality Assurance
Control Cost

Perform Quality Control
Management

Project HR Human Resources Planning Acquire Project Team
Management Develop Project Team
Manage Project Team

Project Identify Stakeholders Plan Communications Distribute Information Performance Reporting
Communications Manage stakeholders
Management Ahmad H. Maharma expectations

Project Risk
Management
Plan Risk Management
Risk Identification PMP® Risk Monitoring and Control

Qualitative / Quantitative Risk
Analysis
y
Risk Response Planning

Project Plan procurement Conduct procurement Administer Contract Close
Procurement procurement
Management

Project Integration Management
Monitoring &
Controlling Processes
Planning
Processes

Enter phase/ Initiating Closing Exit phase/
Start project Processes Processes End project

Executing
Processes

Process
Knowledge
Area Initiating Planning Executing Monitoring & Contol Closing

• Develop • Develop Project • Direct and • Monitor and Control • Close
Project Management Manage Project Project Work Project
Scope Charter
Ch t Plan
Pl Execution
E ti •P f
Perform Integrated
I t t d
Change Control

Project Integration Management Summary

4

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
Groups.

in the project management context, integration includes characteristics of
unification, consolidation artic lation and integrati e actions that are cr cial to
nification consolidation, articulation, integrative crucial
project completion, successfully managing stakeholder expectations, and meeting
requirements.

Project integration Management entails making choices about resource allocation,
making trade‐offs among competing objectives and alternatives, and managing the
interdependencies among the project management Knowledge Areas
Areas.

Project Integration Management Processes
The Project integration Management processes are as follows:

4.1 Develop Project Charter‐The process of developing a
document that formally authorizes a project or a phase and
documenting initial requirements that satisfy the stakeholder's
stakeholder s
needs and expectations.

4.2 Develop Project Management Plan ‐The process of
documenting the actions necessary to define, prepare,
integrate,
integrate and coordinate all subsidiary plans
plans.

4.3 Direct and Manage Project Execution‐The process of
performing the work defined in the project management plan
to achieve the project's objectives.

Project Integration Management Processes
4.4 Monitor and Control Project Work‐The process of tracking,
reviewing, and regulating the progress to meet the
performance objectives defined in the project management
plan.

4.5 Perform Integrated Change Control‐The process of
reviewing all change requests, approving changes, and
managing changes to the deliverables organizational process
deliverables,
assets, project documents, and the project management
plan.

4.6 Close Project or Phase‐The process of finalizing all activities
across all of the Project Management Process Groups to
formally complete the project or phase.

The integrative nature of projects and project management can be
understood by thinking of other types of activities performed while
completing a project.
Examples of some activities performed b the project management team
l f f d by h
are:
• Analyze and understand the scope. This includes the project and product
requirements, criteria, assumptions, constraints, and other influences
related to a project, and how each will be managed or addressed within
the project.
p j
• Understand how to take the identified information and then brainstorm it
into a project management plan using a structured approach.
• Perform activities to produce project deliverables
deliverables.
• Measure and monitor all aspects of the project's progress and take
appropriate action to meet project objectives.

Project Selection Methods
System Description
Analyze the predicted value of the completed projects in different
ways.
y
May present the value in terms of:
Benefit Measurement Benefit Cost Ratio (BCR)
Models (Economic Return on Investment (ROI)
Models) Present Value (PV) & Net Present Value (NPV)
P V l (PV) & N P V l (NPV)
Internal Rate of Return (IRR)
Opportunity Cost
Uses different types of mathematical formulas and algorithms to
Uses different types of mathematical formulas and algorithms to
determine the optimal course of action.
Linear programming
Mathematical Models
(Constrained Nonlinear programming
Optimization)
O ti i ti ) Dynamic programming
Dynamic programming
Integer Programming
Multi‐objective programming

Benefit Measurement Models (Economic Models)

Accounting Concept Description Keys for Project Selection Notes
Value today of future cash
Present value (PV) The higher the PV, the better. PV= FV/(1+r)n
flows.

Present value of cash inflow A negative NPV is
Accounts for different project
Net present value (NPV) (benefits) minus present unfavorable. The higher the
durations.
value of cash outflow (costs). NPV, the better.

The interest rate that makes
The higher the IRR, the
g , The return that a company would
p y
Internal rate of return (IRR) th
I t l t f t (IRR) the net present value of all
t t l f ll
better. earn if it invests in the project.
cash flow equal zero.
The number of time periods
The lower the payback
Payback period needed to hit the break‐even
period, the better.
point.
A ratio identifying the
A BCR less than 1 is
relationship between the
Benefit cost ratio (BCR) unfavorable. The higher the
cost and benefits of a
BCR, the better.
proposed project.
The difference in return
between a chosen
b h
Opportunity cost
investment and one that is
passed up.
A cost that has been incurred This should not be a factor in
Sunk costs
and cannot be reversed. project decisions.

Present Value (PV) and (NPV)
• Present Value (PV) Present Value of future Cash flows. Higher the better.
Present Value (PV) – Present Value of future Cash flows. Higher the better.

• NOTE: present value and NPV are only mention once or twice on the exam
• You will not have to calculate it, nor know formula, just understand the concept

• Amount of money is always more valuable sooner than later, as this enables to take advantage of
investment opportunities.

• Higher PV more preferable project. A potential investment project is selected, if value of NPV is
>= ZERO

• PV = FV / (1 + i) n
• Example:
• Project X is expected to make $50,000 in two years. Project Y is expected to make
to $80,000 in three years. If the cost of capital is 5 percent, which project to choose?

• Using PV formula, PV = FV / (1 + i) n , PV for Project X is $69,107 and Project Y is $45,351.
• Project Y will return the highest investment to the company and should be chosen over Project X.

Net Present Value Example
p

Note that
oe a
totals are
equal, but
NPVs are
not because
of the time
value of
money y

Internal Rate of Return (IRR)
• This is just another way of interpreting the benefit from the project.
This is just another way of interpreting the benefit from the project.

• It looks at the cost of the project as the capital investment and translates the profit into the
interest rate over the life of that investment.

• Calculations for IRR are not part of this certification. It is enough if you understand that the
greater the value for IRR, the more beneficial the

• Example:
• You have two projects to choose from: Project A with an IRR of 21%, or project B with an IRR of
15%, which once you prefer?

• Answer: Project A.

Benefit Cost Ratio
• This is the value obtained by dividing the benefit by the cost.

• The greater the value, the more attractive the project
The greater the value, the more attractive the project
• A benefit cost ration >1 means the benefit are grater than the cost
• A benefit cost ration <1 means the cost are grater than the benefit
• A benefit cost ration =1 means the benefit are equal the cost

• For example, if the projected cost of producing a product is 10,000$, and you expect to sell it for
40,000$,
40 000$

then the BCR is equal to 40,000$/10,000$, which is equal to 4. For the benefit to exceed cost, the
BCR must be greater than 1.

Example:
If BCR of project A is 2.3, and the BCR of project B is 1.7, which project would you select?

Answer : Project A

Payback Period
• The payback period is the length of time required to recover the initial cash outlay on the project.

• For example, if a project involves a cash outlay of 600,000$ and generates cash inflows of.
For example, if a project involves a cash outlay of 600,000$ and generates cash inflows of.
100000$, 150000$, 150000$ and 200000$ in the first, second, third and fourth years respectively,

• its pay back period is 4 years because the sum of cash flows during the four years is equal to the
initial outlay. According to the payback criterion,
i iti l tl A di t th b k it i

• the shorter the payback period, the more desirable the project.

• Payback period = cost of period or investment / Annual cash flow

• Example:
• You have two projects to choose from , Project A with payback period of 6 months or project B
with payback period of 18 months, which one would you prefer?

• Answer : Project A
Answer : Project A

Charting the Payback Period

Economic Value Added (EVA)
• Economic Value Added (EVA) – Value added to organization by the project

• Economic value should rarely appear in questions or choices
Economic value should rarely appear in questions or choices

Opportunity Cost.
• Opportunity cost (opportunity lost) is the NPV of the next best project, you are not doing,
because you have decided to invest in a project.

• Let us assume that you have 100,000 rupees and you are investing this money in project ‘A’,
whose NPV=200,000 and because of this you are unable to do project ‘B’, whose NPV=150,000 or
project ‘C’, whose NPV = 120,000, then the opportunity cost is 150,000, which is the NPV of
project B , which is the next best option after A .
project ‘B’, which is the next best option after ‘A’.

• Example:
• You have two projects to choose from: Project A with an NPV of 45,000$, or project B with an NPV
of 85,000$, what Is the opportunity cost of selecting project B ?
$

• Answer : 45,000$

Sunk Cost
• Sunk Cost – Cost already incurred. This should not be taken into account while taking
decision.

• Are expended costs; accounting standards that sunk costs should not be considered
when deciding whether to continue with a troubled project.

Example :
You have project with an initial budget of 1,000,000 $ , you are halfway through the
project and have spend 2,000,000 $, do you consider the 1,000,000 $ over budget
when determining whether to continue with the project.

• Answer: NO, the money spent is gone

Law of Diminishing return

• Law of Diminishing return – After a point, adding more
resources will not have proportional benefit.

• Example:
• A single programmer may produce at 1 module per hour. With
second a programmer the two may produce 1.75 module/ hour.
With third programmer, the group may produce 2.25 modules/
With third programmer, the group may produce 2.25 modules/
hour

Working Capital

• Working Capital – Current assets minus current liabilities.

The amount of money the company has available to invest, including investment
in project

Depreciation
• Depreciation Assets loose value over useful life
Depreciation – Assets loose value over useful life.

• Depreciation methods based on time
D i ti th d b d ti
Straight line method
Declining balance method
Declining balance method
Sum‐of‐the‐years'‐digits method

Depreciation based on use (activity)

Straight line depreciation
• Depreciation = (Cost Residual value) / Useful life
Depreciation = (Cost ‐ Residual value) / Useful life

[Example, Straight line depreciation]

On April 1, 2011, Company A purchased an equipment at the cost of
$140,000. This equipment is estimated to have 5 year useful life. At the end of the 5th
year, the salvage value (residual value) will be $20,000. Company A recognizes
depreciation to the nearest whole month. Calculate the depreciation expenses for
depreciation to the nearest whole month. Calculate the depreciation expenses for
2011, 2012 and 2013 using straight line depreciation method.

Depreciation for 2011
= ($140,000 ‐ $20 000) 1/5 9/12 $18 000
($140 000 $20,000) x 1/5 x 9/12 = $18,000

= ($140,000 ‐ $20,000) x 1/5 x 12/12 = $24,000
( )

= ($140,000 ‐ $20,000) x 1/5 x 12/12 = $24,000

Double declining balance depreciation

Book Value Depreciation
p Depreciation
p Book Value at
Year
Y
at the beginning Rate Expense the year‐end

2011 $140,000
$140 000 40% $42,000 ( 1)
$42 000 (*1) $98,000
$98 000

2012 $98,000 40% $39,200 (*2) $58,800

2013 $58,800 40% $23,520 (*3) $35,280

2014 $35,280 40% $14,112 (*4) $21,168

2015 $21,168 40% $1,168 (*5) $20,000

Double declining balance depreciation

(*1) $140,000 x 40% x 9/12 = $42,000
(*2) $98,000 x 40% x 12/12 = $39,200
(*3) $58,800 x 40% x 12/12 = $23,520
(*4) $35 280 x 40% x 12/12 = $14 112
$35,280 $14,112
(*5) $21,168 x 40% x 12/12 = $8,467

--> Depreciation for 2015 is $ ,
p $1,168 to keep book value same as
p
salvage value.
--> $21,168 - $20,000 = $1,168 (At this point, depreciation stops.)

Sum‐of‐the‐years‐digits method
Depreciation expense = (Cost ‐ Salvage value) x Fraction
Fraction for the first year = n / (1+2+3+...+ n)
Fraction for the second year = (n‐1) / (1+2+3+...+ n)
Fraction for the third year = (n‐2) / (1+2+3+...+ n)
...
Fraction for the last year 1 / (1+2+3+ + n)
Fraction for the last year = 1 / (1+2+3+...+ n)

n represents the number of years for useful life.

[Example, Sum‐of‐the‐years‐digits method]

Company A purchased the following asset on January 1, 2011.
C A h d th f ll i t J 1 2011
What is the amount of depreciation expense for the year ended December 31, 2011?
Acquisition cost of the asset ‐‐> $100,000
Useful life of the asset ‐‐> 5 years
Residual value (or salvage value) at the end of useful life ‐‐> $10,000
Depreciation method ‐‐> sum‐of‐the‐years'‐digits method

Calculation of depreciation expense
Sum of the years' digits = 1+2+3+4+5 = 15
Depreciation for 2011 = ($100,000 ‐ $10,000) x 5/15 = $30,000

Sum of the years' digits for n years
= 1 + 2 + 3 + ...... + (n‐1) + n = (n+1) x (n / 2)

Sum of the years' digits for 500 years
= 1 + 2 + 3 + ...... + 499 + 500
= (500 + 1) x (500 / 2) = (501 x 500) / 2 = 125,250

Project selection methods – exercise

Accounting Concept Project A Project B Answer
Net present value (NPV) 1,000,000 $ 75,000 $ A

Internal rate of return (IRR) 13 % 17 % B

Payback period 16 months 18 months A

Benefit cost ratio (BCR) 2.27 1.3 A

Strategic Planning & Project Selection
• Strategic planning involves determining long‐term objectives,
predicting future trends, and projecting the need for new
products and services
• Organizations often perform a SWOT analysis
– A l i St
Analyzing Strengths, Weaknesses, Opportunities, and Threats
th W k O t iti d Th t
• Very important to have managers from outside the IT dept assist in the
planning process as they can help to understand organizational
strategies and identify the business areas that support them
i d id if h b i h h
• As part of strategic planning, organizations:
– Identify potential projects
Identify potential projects
– Use realistic methods to select which projects to work on
– Formalize project initiation by issuing a project charter

29

Develop Project Charter
Projects are authorized by someone external to the project such as a sponsor,
PM0, or portfolio steering committee.

The project initiator or sponsor should be at a level that is appropriate to
funding the project.

They will either create the project charter or delegate that duty to the project
manager.

The initiator's signature on the charter authorizes the project.

Projects
P j t are authorized d t i t
th i d due to internal b i
l business needs or external i fl
d t l influences.

This usually triggers the creation of a needs analysis, business case, or
description of the situation the project will address.
Chartering a project links the project to the strategy and ongoing work of the
organization.

4.1.1 Develop Project Charter: lnputs
.1 Project Statement of Work:
1 .
The statement of work (SOW) is a narrative description of
products or services to be delivered by the project.

For internal projects, the project initiator or sponsor provides
p j , p j p p
the statement of work based on business needs, product, or
service requirements.

For external projects, the statement of work can be received
from the customer as part of a bid document, for example,
request for proposal, request for information, request for bid, or
as part of a contract.

The SOW references:

• Business need: An organization's business need may be based on a
organization s
market demand, technological advance, legal requirement, or
government regulation.

• Product scope description: This documents the characteristics of
the product that the project will be undertaken to create.

• Strategic plan: AII projects should support the organization's
strategic goals. The strategic plan of the performing organization
should be considered as a factor when making project selection
decisions and prioritization
prioritization.

The business case is created as a result of one or more of the following:
• Market demand (e.g., a car company authorizing a project to build more fuel-efficient
cars in response to gasoline shortages),

• Organizational need (e.g., a training company authorizing a project to create a new
course to increase its revenues),

• Customer request (e.g., an electric utility authorizing a project to build a new
substation to serve a new industrial park)
park),

• Technological advance (e.g,, an electronics firm authorizing a new project to develop
a faster cheaper and smaller laptop after ad ances in comp ter memor and
faster, cheaper, advances computer memory
electronics technology),

• Legal requirement (e g a paint manufacturer authorizing a project t0 establish
(e.g.,
guidelines for handling toxic materials),

• Ecological impacts (e.g., a company undertakes a project to lessen its environmental
impact),or

• Social need (e.g., a non-governmental organization in a developing country
authorizing a project to provide potable water systems to communities suffering from
high rates of cholera).
g )

.3 Contract:
• A contract is an input if the project is being done for an
external customer
customer.

.4 Enterprise Environmental Factors:
p
• The enterprise environmental factors that can influence the
Develop Project Charter process include, but are not limited
to:
• Governmental or industry standards,
• 0rganization infrastructure and
infrastructure,
• Marketplace conditions

.5 Organizational Process Assets:
5
• The organizational process assets that can influence the
Develop Project Charter process include, but are not limited
to:
• organizational standard processes, policies, and standardized
process definitions for use in the organization;

• Templates (e.g., project charter template); and

• Historical information and lessons learned knowledge base.

4.1.2 Develop Project Charter: Tools and Techniques
.1 Expert Judgment:
1
• Expert judgment is often used to assess the inputs used to develop the
project charter.

• Such judgment and expertise is applied to any technical and management
details during this process.
Such expertise is available from many sources, including:
• Other units within the organization,
• Consultants, ,
• Stakeholders, including customers or sponsors,
• Professional and technical associations,
• industry groups
groups,
• Subject matter experts, and
• Project management office (PM0).

4.1.3 Develop Project Charter: Outputs
The project charter documents the business needs current
needs,
understanding of the customer’s needs, and the new product, service,
or result that it is intended to satisfy, such as:

• Project purpose or justification,
• Measurable project objectives and related success criteria,
• High‐level requirements,
• High‐level project description,
• High‐level risks,
• Summary milestone schedule
schedule,
• Summary budget,
• Project approval requirements (what constitutes project success, who decides the project is
successful, and who signs off on the project),
• Assigned project manager, responsibility, and authority level, and
• Name and authority of the sponsor or person authorizing the project charter,

4.2 Develop Project Management Plan
Develop Project Management Plan is the process of
documenting the actions necessary to define, prepare,
integrate,
integrate and coordinate all subsidiary plans
plans.

The project management plan defines how the project is
executed, monitored and controlled, and closed.
t d it d d t ll d d l d

The project management plan is developed through a series
of integrated processes until project closure.

This process results in a project management plan that is
progressively elaborated by updates and controlled and
approved through the Perform integrated Change
Control (Section 4 5) process
4.5) process.

4.2.1 Develop Project Management Plan: lnputs
.1 P j t Ch t
1 Project Charter:

.2 Outputs from Planning Processes:
Outputs from many of the planning processes described
p y p gp
in Chapters 5 through 12 are integrated to create the
project management plan. Any baselines and subsidiary
management plans that are an output from other
planning processes are inputs to this process. In
addition,
addition updates to these documents can necessitate
updates to the project management plan.

3
The enterprise environmental factors that can
influence th D l
i fl the Develop P j t M
Project Management Pl
t Plan
Process include, but are not limited to:
• Governmental or industry standards
standards,
• Project management information systems (e.g., an
automated tool, such as a scheduling software tool, a
configuration management system, an information
collection and distribution system, or web interfaces to
ot e o
other online automated systems),
e auto ated syste s),
• Organizational structure and culture, infrastructure
(e.g., existing facilities and capital equipment), and
• Personnel administration

4
The organizational process assets that can influence the Develop
Project Management Plan process include, but are not limited to:
• Standardized guidelines, work instructions, pr0posal
evaluation criteria, and performance measurement criteria,
• Project management plan template
l l
elements of the project management plan that may be updated
include, but are not limited to:
o Guidelines and criteria for tailoring the organization's set of
standard processes to satisfy the specific needs of the project,
and
o Project closure guidelines or requirements like the product
validation and acceptance criteria
criteria,


• Change control procedures including the steps by which
official company standards, policies, plans, and procedures,
p y ,p ,p , p ,
or any project documents will be modified and how any
changes will be approved and validated,

• Project files from past projects (e.g., scope, cost, schedule
and performance measurement baselines, project
p , p j
calendars, project schedule network diagrams, risk
registers, planned response actions, and defined risk
impact),
impact)

4.2.2 Develop Project Management Plan: Tools and Techniques
.1 Expert Judgment:
1 Expert Judgment:
When developing the project management plan, expert
judgment is utilized to:
judgment is utilized to:
• Tailor the process to meet the project needs,
• Develop technical and management details t0 be included in
Develop technical and management details t0 be included in
the project management plan,
• Determine resources and skill levels needed t0 perform
project work,
• Define the level of configuration management t0 apply on
the project, and
the project and
• Determine which project documents will be subject to the
formal change control process.

4.2.3 Develop Project Management Plan: 0utputs
The project management plan integrates and consolidates all of the
subsidiary management plans and baselines from the planning processes and
includes, but is not limited to:

• The life cycle selected for the project and the processes that will be
applied to each phase,
• Results
Res lts of the tailoring b the project management team as follo s
by follows:
o Project management processes selected by the project
management team,
o Level of implementation of each selected process,
o Descriptions of the tools and techniques to be used for
accomplishing those processes, and
p g p ,
o How the selected processes will be used to manage the specific
project, including the dependencies and interactions among
those processes and the essential inputs and outputs
processes, outputs.

4.2.3 Develop Project Management Plan: 0utputs
• How work will be executed to accomplish the project objectives
objectives,

• A change management plan that documents how changes will be monitored
and controlled,
d t ll d

• A configuration management plan that documents how configuration
management will be performed,

• How integrity of the performance measurement baselines will be
maintained,

• Need and techniques for communication among stakeholders, and
q g ,

• Key management reviews for content, extent, and timing to facilitate
addressing open issues and pending decisions
decisions.

Project Management Plan – Format and Baseline
The project management plan can be either summary level or
The project management plan can be either summary level or
detailed, and can be composed of one or more subsidiary plans.
Each of the subsidiary plans is detailed to the extent required by the
specific project.

Once the project management plan is baselined, it may only be
h l b l d l b
changed when a change request is generated and approved through
g g p
the Perform integrated Change Control process.
Project baselines include, but are not limited to:
• Schedule baseline,
• Cost performance baseline, and
• Scope baseline.

Project Management Subsidiary Plans
Subsidiary plans include, but are not limited to:
Subsidiary plans include but are not limited to:

• Scope management plan (introduction to Chapter 5),
• Requirements management plan (Section 5..1.3.2),
• Schedule management plan (introduction to Chapter 6),
• Cost management plan (introduction to Chapter 7),
• Quality management plan (Section 8.1.3‐1),
• Process improvement plan (Section 8.1.3.4),
• Human resource plan (Section 9.1.3.1),
Human resource plan (Section 9 1 3 1)
• Communications management plan (Section I0.2.3.1),
• Risk management plan (Section 1 1 .1 .3.1), and
• Procurement management plan (Section 12.1.3.1).
( )
0ften the scope, schedule, and cost baseline will be combined into a  performance
measurement baseline that is used as an overall project  baseline against which  integrated
performance can be measured.
f b d
The performance measurement baseline is used for earned value  measurements.

4.3 Direct and Manage Project Execution
Direct and Manage Project Execution is the process of performing the
Direct and Manage Project Execution is the process of performing the
work defined in the project management plan to achieve the project's
objectives.
These activities include, but are not limited to:

• Perform activities to accomplish project requirements;
f l h
• Create project deliverables;
• Staff, train, and manage the team members assigned to the project;
Staff train and manage the team members assigned to the project;
• Obtain, manage, and use resources including materials, tools,
equipment, and facilities;
• lmplement the planned methods and standards;

4.3 Direct and Manage Project Execution
• Establish and manage project communication channels, both external and
internal to the project team;
p j ;

• Generate project data, such as cost, schedule, technical and quality
progress, and status to facilitate forecasting;
progress and status to facilitate forecasting;

• lssue change requests and adapt approved changes into the project's
scope, plans, and environment;
scope plans and environment;

• Manage risks and implement risk response activities;
• Manage sellers and suppliers; and

, p pp p
• Collect and document lessons learned, and implement approved process
improvement activities.

Direct and Manage Project Execution
Direct and Manage Project Execution also requires
implementation of approved changes covering:
• Corrective action: Documented direction for executing the
Corrective action: Documented direction for executing the
project work to bring expected future performance of the
project work in line with the project management plan.

• Preventive action:. A documented direction to perform an
activity that can reduce the probability of negative
activity that can reduce the probability of negative
consequences associated with project risks.

• Defect repair: The formally documented identification of a
defect in a project component with a recommendation to
either repair the defect or completely replace the component.
either repair the defect or completely replace the component

4.3.1 Direct and Manage Project Execution: lnputs
.1 Project Management Plan:
1 Project Management Plan:

.2 Approved Change Requests:
As part of the Perform integrated Change Control process, a change
control status update will indicate that some changes are approved
and some are not.
and some are not
Approved change requests are scheduled for implementation by
the project team. Approved change requests are the documented,
the project team. Approved change requests are the documented,
authorized changes to expand or reduce project scope.
The approved change requests can also modify policies, the project
management plan, procedures, costs, or budgets; or revise
schedules.
Approved change requests may require implementation of
A d h t i i l t ti f
preventive or corrective actions.

3

The enterprise environmental factors which can influence the
Direct and Manage Project Execution process i l d b are not
i d j i include, but
limited to:
• Organizational company or customer culture and structure
Organizational, structure,
• lnfrastructure (e.g., existing facilities and capital equipment),
• Personnel administration (e.g., hiring and firing guidelines,
employee performance reviews, and training records),
• Stakeholder risk tolerances, and
• Project management information systems (e.g., an automated
tool suite, such as a scheduling software tool, a configuration
management system an information collection and distribution
system,
system or web interfaces to other online automated systems).

.4 0rganizational Process Assets:
4
The organizational process assets that can influence the Direct and
Manage Project Execution process include, but are not limited to:

• Standardized guidelines and work instructions;
• Communication requirements
C i ti i t
• lssue and defect management procedures
• Process measurement database
• Project files from prior projects (e.g., scope, cost, schedule, performance
measurement baselines,
• project calendars, project schedule, network diagrams, risk registers,
planned response actions, and defined risk impact); and
• lssue and defect management database .

4.3.2 Direct and Manage Project Execution: Tools and Techniques
.1 Expert Judgment:
1
Expert judgment is used to assess the inputs needed to direct and
manage execution of the project management plan. Such
judgment and expertise is applied to all technical and management
details during this process.

.2 Project Management lnformation System:
The project management information system, part of the
enterprise environmental factors, provides access to an automated
tool, such as a scheduling software tool, a configuration
management system, an i f
t t information collection and di t ib ti
ti ll ti d distribution
system, or web interfaces to other online automated systems
used during the Direct and Manage Project Execution effort.
g g j

4.3.3 Direct and Manage Project Execution: 0utputs
1 Deliverables:
1 D li bl
An approved deliverable is any unique and verifiable pr0duct,
result, or capability to perform a service
that must be produced to complete a process, phase, or
project.

.2 Work Performance lnformation:
lnformation from project activities is routinely collected as the
project progresses. This information can be related to various
performance results including, but not limited to:
• Deliverable status,,
• Schedule progress, and
• Costs incurred.

.3 Change Requests:
3
Requests for a change can be direct or indirect, externally or internally initiated,
and can be optional or legally/contractually mandated and can include:

• Corrective action. Documented direction for executing the project work to
bring expected future performance of the project work in line with the project
management plan
plan.
• Preventive action. A documented direction to perform an activity that can
reduce the probability of negative consequences associated with project risks.
• Defect repair. The formally documented identification of a defect in a project
component with a recommendati0n t0 either repair the defect 0r completely
replace the component.
• Updates. Changes to f formally controlled documentation, plans, etc., to reflect
f
modified or additional ideas or content.

Project Management Plan Updates:
Project Management Plan Updates:
Elements of the project management plan that may be
updated include, but are not limited to:
updated include but are not limited to:
• Requirements management plan,
• Schedule management plan,
Schedule management plan
• Cost management plan,
• Quality management plan,
y g p ,
• Human resource plan,
• Communications management plan,
• Risk management plan,
• Procurement management plan, and
• Project baselines.
P j t b li

.5 Project Document Updates
5P j tD tU d t

Project documents that may be updated include,
but are not limited to:
• Requirements documents,
• Project logs (issue assumptions etc )
Project logs (issue, assumptions, etc.),
• Risk register, and
• Stakeholder Register.

4.4 Monitor and Control Project Work
Monitor and Control Project Work is the process of tracking, reviewing, and
Monitor and Control Project Work is the process of tracking, reviewing, and
regulating the progress to meet the performance objectives defined in the project
management plan.

Monitoring is an aspect of project management performed throughout the project.
M it i i t f j t t f d th h t th j t

Monitoring includes collecting, measuring, and distributing
Monitoring includes collecting measuring and distributing
performance informati0n, and assessing measurements and trends to effect
process improvements.

Continuous monitoring gives the project management team insight into the health
of the project, and identifies any areas that may require special attention.

Control includes determining corrective or preventive actions or replanting and
g p p
following up on action plans to determine if the actions taken resolved the
performance issue.

Monitoring and Control
The Monitor and Control Project Work process is concerned with:
• Comparing actual project performance against the project management plan;

• Assessing performance to determine whether any corrective or preventive actions are
indicated, and then recommending those actions as necessary;

• identifying new risks and analyzing, tracking, and monitoring existing project risks to
make sure the risks are identified, their status is reported, and that appropriate risk
response plans are being executed;

• Maintaining an accurate, timely information base concerning the project's product(s)
and their associated documentation through project completion;

• Providing information to support status reporting, progress measurement, and
forecasting;

• Providing forecasts to update current cost and current schedule information; and
• Monitoring implementation of approved changes as they occur.

Monitoring and Control Project Work: Inputs
.1 Project Management Plan
1 Project Management Plan
Described in Section 4.2.3.1.

.2 Performance Reports
Reports should be prepared by the project team detailing
activities, accomplishments, milestones, identified issues, and
problems.
Performance reports can be used to report the key information
• including, but not limited to:
including, but not limited to:
• Current status,
• Significant accomplishments for the period,
• S h d l d ti iti
Scheduled activities,
• Forecasts, and
• lssues, ,

Monitoring and Control Project Work: Inputs
3 Enterprise Environmental Factors:
The enterprise environmental factors that can influence the
Monitor and Control Project Work process

.4  Organizational Process Assets
The organizational process assets that can influence the M0nitor
and Control Project Work process

4.4.2 Monitor and Control Project Work: Tools and Techniques
.1 Expert Judgment:
1 Expert Judgment:

Expert judgment is used by the project management
E tj d ti d b th j t t
team to interpret the information provided by the
monitor and control processes. The project manager, in
monitor and control processes The project manager in
collaboration with the team, determines the actions
required to ensure project performance matches
q p j p
expectations.

4.4.3 Monitor and Control Project Work: 0utputs
.1 Ch
1 Change R
Requests:
As a result of comparing planned results to actual results, change
requests may be issued which may expand adjust or reduce project or
expand, adjust,
product scope. changes can impact the project management plan,
project documents, or product deliverables.
Changes may include, but are not Iimited to the following:
• Corrective action. A documented direction for executing the project
work to bring expected future performance of the project work in
line with the project management plan.
• Preventive action. A documented direction to perform an activity
that can reduce the probability of negative consequences associated
with project risks.
• Defect repair. The formally documented identification of a defect in
p y
a project component with a recommendation to either repair the
defect or completely replace the component.

.2 Project Management Plan Updates:
2 Project Management Plan Updates:

Project management plan elements that may be updated
P j t t l l t th t b d t d
• Sched le management plan
Schedule management plan
• Cost management plan,
• Q li
Quality management plan,
l
• Scope baseline,
• Schedule baseline, and
• Cost performance baseline.

Project Document Updates:
P j tD tU d t

• Project documents that may be updated
• Forecasts,
• Performance reports and
Performance reports, and
• lssue log

4.5 Perform Integrated Change Control

Perform integrated Change Control is the process of reviewing all
change requests, approving changes and managing changes to the
deliverables, organizational process assets, project documents and
the project management plan.

The Perform integrated Change Control process is conducted from
p j
project inception through completion. The project management plan,
p g p p j g p
the project scope statement, and other deliverables are maintained
by carefully and continuously managing changes, either by rejecting
changes or by approving changes thereby assuring that only approved
changes or by approving changes thereby assuring that only approved
changes are incorporated into a revised baseline.

4.5 Perform Integrated Change Control
The Perform lntegrated Change Control process includes the following change
The Perform lntegrated Change Control process includes the following change
management activities in differing levels of detail, based upon the progress of
project execution:
• lnfluencing the factors that circumvent integrated change control so that only
lnfluencing the factors that circumvent integrated change control so that only
approved changes are implemented;
• Reviewing, analyzing, and approving change requests promptly, which is
essential, as a slow decision may negatively affect time, cost, or the feasibility of
essential as a slow decision may negatively affect time cost or the feasibility of
a change;
• Managing the approved changes;
• Maintaining the integrity of baselines by releasing only approved changes for
Maintaining the integrity of baselines by releasing only approved changes for
incorp0ration into the project management plan and project documents;
• Reviewing, approving, or denying all recommended corrective and preventive
actions;
• Coordinating changes across the entire project (e.g., a proposed schedule change
will often affect cost, risk, quality, and staffing); and
• Documenting the complete impact of change requests.
h l f h

Configuration Management System
A configuration management system with integrated change control provides a
standardized, effective, and efficient way to centrally manage approved changes
and baselines within a project. Configuration control is focused on the
specification of both the deliverables and the processes while change control is
ifi i f b h h d li bl d h hil h li
focused
on identifying, documenting and controlling changes to the project and the
product baselines. Project‐wide application of the configuration management
d b li P j id li i f h fi i
system, including change control processes, accomplishes three main
objectives:
• E t bli h
Establishes an evolutionary method to consistently identify and request
l ti th d t i t tl id tif d t
changes to established baselines, and to assess the value and effectiveness
of those changes,
• P id
Provides opportunities to continuously validate and improve the project by
t iti t ti l lid t di th j tb
considering the impact of each change, and
• Provides the mechanism for the project management team to consistently
communicate all approved and rejected changes to the stakeholders.
i t ll d d j t d h t th t k h ld

4.5.1 Perform lntegrated Change Control: Inputs

.1 Project Management PIan
Described in Section 4.2.3.1 .
Described in Section 4.2.3.1 .

.2 Work Performance lnformation
Described in Section 4.3,3.2.

.3 Change Requests:
All of the monitoring and control processes and many of the
executing processes produce change requests as an output.
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.

4.5.1 Perform lntegrated Change Control: Inputs
.4 Enterprise Environmental Factors
4 Enterprise Environmental Factors
The following enterprise environmental factor can influence the lntegrated
Change Control process: project management information system

The organizational process assets that can influence the Perform lntegrated
Change Control process include, but are not limited to:
• Change control procedures, including the steps by which official company
standards, policies, plans, and other project documents will be modified, and
how any changes will be approved, validated, and implemented;
• Procedures for approving and issuing change authorizations;
• Process measurement database used to collect and make available
measurement data on processes and products

4.5.2 Perform lntegrated Change Control: Tools and Techniques
.1 Expert Judgment
1
ln addition to the project management team's expert judgment,
stakeholders may be asked to provide their expertise and may be
asked to sit on the change control board.

.2 Change Control Meetings
h l
A change control board is responsible for meeting and reviewing
the change requests and approving or rejecting those change
requests. The roles and responsibilities 0f these boards are clearly
defined and are agreed upon by appropriate stakeholders. All
change control b d d i i
h t l board decisions are d documented and
t d d
communicated to the stakeholders for information and follow‐up
actions.

4.5.3 Perform lntegrated Change Control: 0utputs
.1 Change Request Status Updates:
1 Change Request Status Updates:
Change requests are processed according to the change contr0l
system by the project manager or by an assigned team member.

.2 Project Management Plan Updates
Elements of the project management plan that may be updated
Elements of the project management plan that may be updated
include but are not limited to:
• Any subsidiary management plans, and
• Baselines that are subject to the formal change control process.

.3 Project Document Updates:
3 Project Document Updates:
Project documents that may be updated as a result 0f the Perform
Integrated Change Control process include the change request log
and any documents that are subject to the formal change control
process.

4.6 Close Project or Phase
Close Project or Phase is the process of finalizing all activities
Cl P j Ph i h f fi li i ll i i i
across all of the Project Management Process Groups to formally
complete the project or phase.

When closing the project, the project manager will review all
prior information from the previous phase closures to ensure
f f h h l
that all project work is complete and that the project has met its
objectives.
j

Since project scope is measured against the project management
plan, the project manager will review that document to ensure
completion before considering the project closed.

4.6.1 Close Project or Phase: lnputs
.1   Project Management Plan
1 Project Management Plan
.2   Accepted Deliverables
Those deliverables that have been accepted through the Verify
Those deliverables that have been accepted through the Verify
Scope process in Section 5.4.
.3  0rganizational Process Assets:
The organizational process assets that can influence the Close
Project or Phase process include, but are not limited to:
• Project or phase closure guidelines 0r requirements (e 9 project
Project or phase closure guidelines 0r requirements (e.9., project
audits, project evaluations, and transition criteria), and
• Historical information and lessons learned knowledge base (e.9.,
project records and documents, all project closure information
and documentation, information about both the results of
previous project selection decisions and previous project
previous project selection decisions and previous project
performance information, and information from the risk
management effort).

4.6,2 Close Project or Phase: Tools and Techniques
.1 Expert Judgment:
1E tJ d t
Expert judgment is applied when performing
administrative closure activities. These experts
ensure the project or phase closure is performed
to the appropriate standards.

4.6.3 Close Project or Phase 0utputs
.1 Final Product Service or Result Transition:
1 Product, Service,
This 0utput refers to the transition 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).

.2 0rganizational Process Assets Updates:
The organizational process assets that are updated as a result of
the Close Project 0r Phase process include, but are not limited
to:
Project files. Documentation resulting from the project's
activities, for example, project management plan, sc0pe, cost,
schedule and project calendars, risk registers, change
p j , g , g
management documentation, planned risk resp0nse actions,
and risk impact.

4.6.3 Close Project or Phase 0utputs
• Project or phase closure documents Project or phase closure
documents.
documents, consisting of formal documentation that indicates
completion of the project or phase and the transfer of the
completed project or phase deliverables to others, such as an
operations group or to the new phase.

• Historical information. Historical information and lessons
learned informali0n are transferred to the lessons learned
knowledge base for use by future projects or phases.

For more information do not hesitate to
contact me.

Ahmad H. Maharma ‐ PMP®

• Ramallah, Palestine
• Ph
Phone: + (972) (2) 2968644
(972) (2) 2968644
• Mobile: + (972) (599) 001155
E‐Mail: ahmad.maharma@gmail.com
@g

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