PMP s4 2020 v61 Integration
PMP s4 2020 v61 Integration
INPUTS OUTPUTS
» INPUT 1 OUTPUT 1 »
» INPUT 2 OUTPUT 2 »
» .............. ................. »
» .............. ................. »
2
Project Management Processes
Project Management Process Groups
Planning:
• define objectives
• select the best course of actions to meet objectives
4
PMP Exam Preparation
I Project Integration Management
* 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.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
5
PMP Exam Preparation
1 DEVELOP PROJECT CHARTER I
* Develop Project Charter. The process of developing a document that formally authorizes the
existence of a project and provides the project manager with the authority to apply organizational
resources to project activities.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
6
1 DEVELOP PROJECT CHARTER I
INPUTS OUTPUTS
» Business documents Project charter »
• Business case Assumption log »
• Benefits management plan
» Agreements
» Enterprise Environment
Factors
» Organizational Process TOOLS & TECHNIQUES
Assets
✓ Expert judgment
✓ Data gathering
• Brainstorming
• Focus groups
• Interviews
✓ Interpersonal and team skills
• Conflict management
• Facilitation
• Meeting management
✓ Meetings
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 7
2017, Figure 4-2, Page 75.
1 DEVELOP PROJECT CHARTER I
INPUTS
» Project statement of work
It is provided by:
• Project initiator or sponsor for internal projects
• Customer, as part of bid document or as part of a contract, for external projects
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
8
1 DEVELOP PROJECT CHARTER I
INPUTS
» Business case
* Business Case. A documented economic feasibility study used to establish validity of the benefits
of a selected component lacking sufficient definition and that is used as a basis for the authorization
of further project management activities.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
9
1 DEVELOP PROJECT CHARTER I
INPUTS
» Agreements
* Agreements. Any document or communication that defines the initial intentions of a project. This
can take the form of a contract, memorandum of understanding (MOU), letters of agreement, verbal
agreements, email, etc.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
10
1 DEVELOP PROJECT CHARTER I
INPUTS
» Enterprise Environment
Factors
EEF examples:
11
1 DEVELOP PROJECT CHARTER I
INPUTS
» Organizational Process
Assets
OPA examples:
12
1 DEVELOP PROJECT CHARTER I
TOOLS & TECHNIQUES
✓ Expert judgement
* Expert Judgment. Judgment provided based upon expertise in an application area, knowledge area,
discipline, industry, etc., as appropriate for the activity being performed. Such expertise may be
provided by any group or person with specialized education, knowledge, skill, experience, or training.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
13
1 DEVELOP PROJECT CHARTER I
TOOLS & TECHNIQUES
✓ Facilitation techniques
14
1 DEVELOP PROJECT CHARTER I
OUTPUTS
Project charter »
* Project Charter. A document issued by the project initiator or sponsor that formally authorizes the
existence of a project and provides the project manager with the authority to apply organizational
resources to project activities.
It contains:
1. Project purpose or justification (Business Case and Customer Business need)
2. Measurable project objectives and related success criteria
3. High-level requirements
4. Assumptions and constraints
5. High-level project description and boundaries
6. High-level risks
7. Summary milestone schedule
8. Summary budget
9. Stakeholder list
10. Project approval requirements (i.e., what constitutes project success, who decides the project is
successful, and who signs off on the project),
11. Assigned project manager, responsibility, and authority level
12. Name and authority of the sponsor or other person(s) authorizing the project charter.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
15
1 DEVELOP PROJECT CHARTER I
OUTPUTS
Project charter »
• Projects are initiated by an entity external to the project such as a sponsor, program or project
management office (PMO) staff person, or a portfolio governing body chairperson or authorized
representative.
• Business case assessment, approval, and funding are handled externally to the project
boundaries
• Project management team may help write the project charter
• It is recommended that the project manager participate in the development of the project charter
to obtain a foundational understanding of the project requirements.
• The approved project charter formally initiates the project
• The Project Charter:
➢ is issued by the project initiator or sponsor
➢ should be broad enough so it does not need to change as project progresses
➢ is an internal document of the performing organization
➢ is a „contract” between the project manager and the performing organization
16
1 DEVELOP PROJECT CHARTER I
OUTPUTS
Project charter »
• Formally authorizes the existence of a project (e.g.: internal accounting unique code)
• Formally name a project manager
• Establish the project manager authority to apply organizational resources to project activities
• It links the project to the ongoing work of the organization
• It provides a high level risk identification
• It synthesize project constraints and assumptions known at this stage
17
1 DEVELOP PROJECT CHARTER I
OUTPUTS
Project charter »
18
2 DEVELOP PROJECT MANAGEMENT PLAN I
* Develop Project Management Plan. The process of defining, preparing, and coordinating all plan
components and consolidating them into an integrated project management plan.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
19
2 DEVELOP PROJECT MANAGEMENT PLAN I
INPUTS OUTPUTS
» Project charter Project Management Plan »
» Outputs from other
processes
» Enterprise Environment
Factors
» Organizational Process TOOLS & TECHNIQUES
Assets
✓ Expert judgement
✓ Data gathering
• Brainstorming
• Checklists
• Focus groups
• Interviews
✓ Interpersonal and team skills
• Conflict management
• Facilitation
• Meeting management
✓ Meetings
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 20
2017, Figure 4-4, Page 82
2 DEVELOP PROJECT MANAGEMENT PLAN I
✓ Enterprise Environmental Factors
✓ Organizational Process Assets
Organization
a
Develop
project ✓ Project charter
charter Develop
Project ✓ Project Management Plan
management
plan
Other
processes ✓ Communications management plan
✓ Cost management plan
✓ Human resource plan
✓ Procurement management plan
✓ Process improvement plan
✓ Quality management plan
✓ Requirements management plan
✓ Risk management plan
✓ Schedule management plan
✓ Scope management plan
✓ Stakeholder management plan
✓ Cost baseline Other
✓ Schedule baseline planning,
✓ Scope baseline controlling
✓ Project management plan updates
and closing 21
processes
2 DEVELOP PROJECT MANAGEMENT PLAN I
INPUTS
» Outputs from other
processes
22
2 DEVELOP PROJECT MANAGEMENT PLAN I
INPUTS
» Enterprise Environment
Factors
EEF examples:
23
2 DEVELOP PROJECT MANAGEMENT PLAN I
INPUTS
» Organizational Process
Assets
OPA examples:
24
2 DEVELOP PROJECT MANAGEMENT PLAN I
OUTPUTS
Project Management Plan »
* Project Management Plan. The document that describes how the project will be executed
monitored, and controlled.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
25
2 DEVELOP PROJECT MANAGEMENT PLAN I
OUTPUTS
Project Management Plan »
Subsidiary plans include, but are not limited to: Project Baselines include, but are not limited to:
1. Scope management plan 1. Scope baseline
2. Requirements management plan 2. Schedule baseline
3. Schedule management plan 3. Cost baseline
4. Cost management plan
5. Quality management plan
6. Process improvement plan
7. Human resource management plan
8. Communications management plan
9. Risk management plan
10. Procurement management plan
11. Stakeholder management plan
26
2 DEVELOP PROJECT MANAGEMENT PLAN I
OUTPUTS
Project Management Plan »
* Baseline. The approved version of a work product that can be changed only through formal change
control procedures and is used as a basis for comparison.
*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
27
2 DEVELOP PROJECT MANAGEMENT PLAN I
OUTPUTS
Project Management Plan »
• Life cycle selected for the project and the processes that will be applied to each phase
• Details of the tailoring decisions specified by the project management team as follows:
➢ Project management processes selected by the project management team
➢ Level of implementation for each selected process
➢ Descriptions of the tools and techniques to be used for accomplishing those processes
➢ Description of 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
• Description of how work will be executed to accomplish the project objectives
• Change management plan that documents how changes will be monitored and controlled
• Configuration management plan that documents how configuration management will be
performed
• Description of how the integrity of the project baselines will be maintained
28
2 DEVELOP PROJECT MANAGEMENT PLAN I
OUTPUTS
Project Management Plan »
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc.,
2017, Table 4-1, Page 78. 29
3 DIRECT AND MANAGE PROJECT WORK I
* Direct and Manage Project Work. The process of leading and performing the work defined in the
project management plan and implementing approved changes to achieve the project’s objectives.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
30
3 DIRECT AND MANAGE PROJECT WORK I
INPUTS OUTPUTS
» Project management plan Deliverables »
• Any component Work performance data »
» Project documents Issue log »
• Change log Change requests »
• Lessons learned register
• Milestone list
Project management plan
• Project communications TOOLS & TECHNIQUES updates »
• Project schedule • Any component
• Requirements traceability matrix ✓ Expert judgement Project documents updates »
• Risk register • Activity list
• Risk report
✓ Project management information • Assumption log
» Approved change requests system • Lessons learned register
» Enterprise Environment ✓ Meetings • Requirements documentation
• Risk register
Factors • Stakeholder register
» Organizational Process Organizational Process
Assets Assets updates »
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 31
2017, Figure 4-6, Page 90
3 DIRECT AND MANAGE PROJECT WORK I
INPUTS
» Approved change requests
* Approved Change Request. A change request that has been processed through the integrated
change control process and approved.
There are updated in the project management plan => Project management plan updates »
There are implemented as part of the project management plan => Deliverables »
The impact of their implementation is reviewed => Change requests »
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
32
3 DIRECT AND MANAGE PROJECT WORK I
INPUTS
» Enterprise Environment
Factors
EEF examples:
• Organizational culture
• Infrastructure
33
3 DIRECT AND MANAGE PROJECT WORK I
INPUTS
» Organizational Process
Assets
OPA examples:
34
3 DIRECT AND MANAGE PROJECT WORK I
TOOLS & TECHNIQUES
✓ Project management information
system
* Project Management Information System. An information system consisting of the tools and
techniques used to gather, integrate, and disseminate the outputs of project management processes. It
is used to support all aspects of the project from initiating through closing, and can include both manual
and automated systems.
* Deliverable. 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.
There are typically tangible components completed to meet the project objectives and can include
elements of the project management plan.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
36
3 DIRECT AND MANAGE PROJECT WORK I
OUTPUTS
Deliverables »
Manage
Project
Knowledge
Verified Accepted
Direct and Deliverables Deliverables Deliverables Close
Control Validate
Manage Project or
Project Work Quality Scope
Phase
Change
requests
Perform
Change requests Integrated
Change requests Change
Control
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
37
3 DIRECT AND MANAGE PROJECT WORK I
OUTPUTS
Work performance data »
* Work Performance Data. The raw observations and measurements identified during activities
being performed to carry out the project work.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –
Sixth Edition, Project Management Institute, Inc., 2017.
38
3 DIRECT AND MANAGE PROJECT WORK I
OUTPUTS
Change requests »
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
39
3 DIRECT AND MANAGE PROJECT WORK I
OUTPUTS
Project management plan
updates »
40
3 DIRECT AND MANAGE PROJECT WORK I
OUTPUTS
Project documents updates »
• Requirements documentation
• Project logs (issues, assumptions, etc.)
• Risk register
• Stakeholder register
41
4 MANAGE PROJECT KNOWLEDGE I
* Manage Project Knowledge. The process of using existing knowledge and creating new knowledge
to achieve the project’s objectives and contribute to organizational learning.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
42
4 MANAGE PROJECT KNOWLEDGE I
INPUTS OUTPUTS
» Project management plan Lesson learned register »
• All components Project management plan
» Project documents updates »
• Lessons learned register • Any component
• Project team assignments Organizational Process
• Resource breakdown structure
Assets updates »
• Source selection criteria TOOLS & TECHNIQUES
• Stakeholder register
» Deliverables ✓ Expert judgement
» Enterprise Environment ✓ Knowledge management
Factors ✓ Information management
» Organizational Process ✓ Interpersonal and team skills
Assets • Active listening
• Facilitation
• Leadership
• Networking
• Political awareness
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 43
2017, Figure 4-8, Page 98
5 MONITOR AND CONTROL PROJECT WORK I
* Monitor and Control Project Work. The process of tracking, reviewing, and reporting overall
progress to meet the performance objectives defined in the project management plan.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
44
5 MONITOR AND CONTROL PROJECT WORK I
INPUTS OUTPUTS
» Project management plan Work performance
• Any component reports »
» Project documents Change requests »
• Assumption log Project management plan
• Basis of estimates
• Cost forecasts
updates »
• Any component
• Issue log TOOLS & TECHNIQUES Project documents updates »
• Lessons learned register
• Milestone list • Cost forecasts
✓ Expert judgment • Issue log
• Quality reports
• Risk register
✓ Data analysis • Lessons learned register
• Risk report • Alternatives analysis • Risk register
• Schedule forecasts • Cost-benefit analysis • Schedule forecasts
• Earned value analysis
» Agreements • Root cause analysis
» Work performance • Trend analysis
information • Variance analysis
» Enterprise Environmental ✓ Decision making
Factors ✓ Meetings
» Organizational Process
Assets
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 45
2017, Figure 4-10, Page 105
5 MONITOR AND CONTROL PROJECT WORK I
INPUTS
» Project management plan
46
5 MONITOR AND CONTROL PROJECT WORK I
INPUTS
» Schedule forecasts
» Cost forecasts
* Forecast. An estimate or prediction of conditions and events in the project’s future based on
information and knowledge available at the time of the forecast. The information is based on the
project’s past performance and expected future performance, and includes information that could
impact the project in the future, such as estimate at completion and estimate to complete
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
47
5 MONITOR AND CONTROL PROJECT WORK I
INPUTS
» Validated changes
• Validated means the change was implemented correctly and the expected results were met.
• Validated changes are output from Control Quality process
48
5 MONITOR AND CONTROL PROJECT WORK I
INPUTS
» Work performance
information
* Work Performance Information. The performance data collected from various controlling
processes, analyzed in context and integrated based on relationships across areas.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
49
5 MONITOR AND CONTROL PROJECT WORK I
TOOLS & TECHNIQUES
✓ Analytical techniques
* Analytical Techniques. Various techniques used to evaluate, analyze, or forecast potential outcomes
based on possible variations of project or environmental variables and their relationships with other
variables.
Example of Analytical techniques:
• Regression analysis
• Grouping methods
• Causal analysis
• Root cause analysis
• Forecasting methods (e.g., time series, scenario building, simulation, etc.)
• Failure mode and effect analysis (FMEA)
• Fault tree analysis (FTA)
• Reserve analysis
• Trend analysis
• Earned value management
• Variance analysis
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
50
5 MONITOR AND CONTROL PROJECT WORK I
TOOLS & TECHNIQUES
✓ Analytical techniques
51
5 MONITOR AND CONTROL PROJECT WORK I
OUTPUTS
Change requests »
52
5 MONITOR AND CONTROL PROJECT WORK I
OUTPUTS
Work performance
reports »
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
53
5 MONITOR AND CONTROL PROJECT WORK I
OUTPUTS
Work performance
reports »
Perform
Work Performance Data, Information, Reports Flow Integrated
Change Control
Work Work Work
Performance Monitoring and Performance Performance
Monitoring and
Direct and Data Monitoring and
Controlling Information Monitor and Reports
Controlling Control Risks
Manage Project Controlling
processes*c Control Project
processes*
Work processes * Work
Control
Procurement
Executing
Legend: process
M&C
process
* Perform Integrated Change Control. The process of reviewing all change requests; approving
changes and managing changes to deliverables, organizational process assets, project documents, and
the project management plan; and communicating the decisions.
* Change Control Board (CCB). A formally chartered group responsible for reviewing, evaluating,
approving, delaying, or rejecting changes to the project, and for recording and communicating such
decisions.
*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
55
6 PERFORM INTEGRATED CHANGE CONTROL I
It’s focused on identifying, documenting, and It’s focused on the specification of both the
approving or rejecting changes to the project deliverables and the processes
documents, deliverables, or baselines
* A set of procedures that describes how * A subsystem of the overall project management
modifications to the project deliverables and system. It is a collection of formal documented
documentation are managed and controlled. procedures used to apply technical and
administrative direction and surveillance to:
identify and document the functional and physical
characteristics of a product, result, service, or
component; control any changes to such
characteristics; record and report each change
and its implementation status; and support the
audit of the products, results, or components to
verify conformance to requirements. It includes
the documentation, tracking systems, and defined
approval levels necessary for authorizing and
controlling changes.
*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017. 56
6 PERFORM INTEGRATED CHANGE CONTROL I
57
6 PERFORM INTEGRATED CHANGE CONTROL I
INPUTS OUTPUTS
» Project management plan Approved change requests »
• Change management plan Project management plan
• Configuration management plan updates »
• Scope baseline • Any component
• Schedule baseline
• Cost baseline
Project documents updates »
• Change log
» Project documents TOOLS & TECHNIQUES
• Basis of estimates
• Requirements traceability matrix ✓ Expert judgment
• Risk report
✓ Change control tools
» Work performance
✓ Data analysis
Reports • Alternatives analysis
» Change requests • Cost-benefit analysis
» Enterprise Environmental ✓ Decision making
Factors • Voting
» Organizational Process • Autocratic decision making
Assets • Multicriteria decision analysis
✓ Meetings
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 58
2017, Figure 4-12, Page 113
6 PERFORM INTEGRATED CHANGE CONTROL I
TOOLS & TECHNIQUES
✓ Expert judgment
Analyzing a change may require experts opinions even outside the project such as:
• Consultants
• Stakeholders, including customers or sponsors
• Professional and technical associations
• Industry groups
• Subject matter experts (SME)
• Project management office (PMO)
59
6 PERFORM INTEGRATED CHANGE CONTROL I
TOOLS & TECHNIQUES
✓ Meetings
60
6 PERFORM INTEGRATED CHANGE CONTROL I
TOOLS & TECHNIQUES
✓ Change control tools
* Change Control Tools. Manual or automated tools to assist with change and/or configuration
management. At a minimum, the tools should support the activities of the CCB.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
61
6 PERFORM INTEGRATED CHANGE CONTROL I
OUTPUTS
Approved change requests »
Identify Stakeholders
* Change Log. A comprehensive list of changes made during the project. This typically includes dates
of the change and impacts in terms of time, cost, and risk.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
63
6 PERFORM INTEGRATED CHANGE CONTROL I
OUTPUTS
Project management plan
updates »
64
6 PERFORM INTEGRATED CHANGE CONTROL I
OUTPUTS
Project documents updates »
• Change log
• Risk register
65
7 CLOSE PROJECT OR PHASE I
* Close Project or Phase. The process of finalizing all activities for the project, phase, or contract..
It covers:
• Actions and activities necessary to satisfy completion or exit criteria for the phase or project
• Actions and activities necessary to transfer the project’s products, services, or results to the next
phase or to production and/or operations
• 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
• It also establishes the procedures to investigate and document the reasons for actions taken if a
project is terminated before completion.
• Release the resources
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
66
7 CLOSE PROJECT OR PHASE I
INPUTS OUTPUTS
» Project charter Project documents updates »
» Project management plan • Lessons learned register
• All components Final product, service, or
» Project documents result transition »
• Assumption log Final report »
• Basis of estimates Organizational Process
• Change log TOOLS & TECHNIQUES Assets updates »
• Issue log
• Lessons learned register ✓ Expert judgment
• Milestone list ✓ Data analysis
• Project communications • Document analysis
• Quality control measurements • Regression analysis
• Quality reports • Trend analysis
• Requirements documentation • Variance analysis
• Risk register
• Risk report
✓ Meetings
» Accepted deliverables
» Business documents
• Business case
• Benefits management plan
» Agreements
» Procurement documentation
» Organizational Process
Assets
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 67
2017, Figure 4-14, Page 121
7 CLOSE PROJECT OR PHASE I
INPUTS
» Project management plan
» Accepted deliverables
» Organizational Process
Assets
• Project management plan. Completion of the project is measured against the baselines
• Accepted deliverables. They are output of Validate Scope. The customer has already accepted
the deliverables and now are going to receive ownership
• Organizational Process Assets. For Example: Closure guidelines
68
7 CLOSE PROJECT OR PHASE I
TOOLS & TECHNIQUES
✓ Analytical techniques
* Regression Analysis. An analytic technique where a series of input variables are examined in
relation to their corresponding output results in order to develop a mathematical or statistical
relationship.
* Trend Analysis. An analytical technique that uses mathematical models to forecast future outcomes
based on historical results. It is a method of determining the variance from a baseline of a budget, cost,
schedule, or scope parameter by using prior progress reporting periods’ data and projecting how much
that parameter’s variance from baseline might be at some future point in the project if no changes are
made in executing the project.
*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017. 69
7 CLOSE PROJECT OR PHASE I
OUTPUTS
Final product, service, or
result transition »
It refers to the transition of the final product, service, or result that the project was authorized
to produce
Manage
Project
Knowledge
Verified Accepted
Direct and Deliverables Deliverables Deliverables Close
Control Validate
Manage Project or
Project Work Quality Scope
Phase
Change
requests
Perform
Change requests Integrated
Change requests Change 70
Control
7 CLOSE PROJECT OR PHASE I
OUTPUTS
Organizational Process
Assets updates »
71
I Project Integration Management
72
PMP Exam Preparation
I Project Integration Management
73
S Project Scope Management
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25 Questions
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74
PMP Exam Preparation