PMP s4 2020 v61 Integration

Target: PMP® Certification
PMP is a registered mark of the Project management Institute, Inc.

1
PMP® Exam Preparation
No. PROCESS I
INPUTS OUTPUTS
» INPUT 1 OUTPUT 1 »
» INPUT 2 OUTPUT 2 »
» .............. ................. »
» .............. ................. »
TOOLS & TECHNIQUES

✓ TOOL 1
✓ TOOL 2
✓ TECHNIQUE 1
✓ .......................
2
Project Management Processes
Project Management Process Groups
Initiating: authorizing the project (phase)
Planning:
• define objectives
• select the best course of actions to meet objectives
Executing: coordinating resources to carry out the plan
Monitoring and Controlling: ensures that objectives are met by:

• Monitoring and measuring progress
• Identify variances from the plan
• Take corrective actions
Closing: formalize the acceptance of the project (phase)

3
I Project Integration Management
1 DEVELOP PROJECT CHARTER I

2 DEVELOP PROJECT MANAGEMENT PLAN I
3 DIRECT AND MANAGE PROJECT WORK I
4 MANAGE PROJECT KNOWLEDGE I
5 MONITOR AND CONTROL PROJECT WORK I
6 PERFORM INTEGRATED CHANGE CONTROL I
7 CLOSE PROJECT OR PHASE I
4
PMP Exam Preparation
* 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
* 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.
7 Questions to raise at the beginning of the project:
1. Which is the customer business need?

2. Which is the organizational business case?
3. Do we know the project scope and boundaries?
4. Do we know the Project Constraints?
5. What about the Assumptions?
6. Who what should approve/validate/review?
7. Which are the project deliverables?
6
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.
INPUTS
» Project statement of work
* Statement of Work (SOW). A narrative description of products, services, or results to be delivered

by the project.
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
The SOW references the following:

• Business need
• Product scope description
• Strategic plan
8
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.
Business Case = Business Need + Cost-benefit analysis + Technical analysis
It can be a result of:

• Market demand
• Organizational need
• Customer request
• Technological advance
• Legal requirement
• Ecological impacts
• Social need
9
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.
10
INPUTS
Factors
EEF examples:
• Governmental standards, industry standards, or regulations

• Organizational culture and structure
• Marketplace conditions
11
INPUTS
» Organizational Process
Assets
OPA examples:
• Develop Project Charter process definition

• Project charter template
• Historical information and lessons learned knowledge base
12
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.
Example of expert judgment:

• Other units within the organization
• Consultants
• Stakeholders, including customers or sponsors
• Professional and technical associations
• Industry groups
• Subject matter experts (SME)
• Project management office (PMO)
13
TOOLS & TECHNIQUES
✓ Facilitation techniques
Example of facilitation techniques:

• Brainstorming
• Conflict resolution
• Problem solving
• Meeting management techniques
• Delphi technique
14
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.
15
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
OUTPUTS
Project charter »
Project charter benefits:
• 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
OUTPUTS
Project charter »
• First of all, identify the project scope and project boundaries

• Identify who is the customer of the project
• Remember: the project charter is an internal document of the performing organization
• A project without a project charter does not exist internally
• Business need vs Customer’s need
• Business need vs Business case
• Why the „develop project charter” process is an integration process?
18
* Develop Project Management Plan. The process of defining, preparing, and coordinating all plan
components and consolidating them into an integrated project management plan.
19
INPUTS OUTPUTS
» Project charter Project Management Plan »
» Outputs from other
processes
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
2017, Figure 4-4, Page 82
✓ 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
INPUTS
» Outputs from other
processes
Outputs from other processes include:

• 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
• Schedule baseline
• Scope baseline
• Project management plan updates
22
INPUTS
Factors
EEF examples:
• Governmental or industry standards;

• Project management information system (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 other online automated systems)
• Organizational structure, culture, management practices
• Infrastructure (e.g., existing facilities and capital equipment)
• Personnel administration (e.g., hiring and termination guidelines, employee performance reviews,
and employee development and training records)
23
INPUTS
Assets
OPA examples:
• Standardized guidelines, work instructions, proposal evaluation criteria, and performance

measurement criteria;
• Project management plan template, including:
➢ Guidelines and criteria for tailoring the organization’s set of standard processes to satisfy
the specific needs of the project
➢ Project closure guidelines or requirements such as the product validation and acceptance
criteria;
• Change control procedures
• Project files from previous projects
• Historical information and lessons learned knowledge base
• Configuration management knowledge base containing the versions and baselines of all official
organization standards, policies, procedures, and any project documents.
24
OUTPUTS
Project Management Plan »
* Project Management Plan. The document that describes how the project will be executed
monitored, and controlled.
• A formal, approved document or collection of documents used to manage project execution,

monitoring and controlling and closing
• It is created by the project manager with the help of the team
• It should have input from stakeholders and executive management
• It is updated and revised through the Integrated Change Control process
• It documents the collection of all planning processes from the Planning Process Group
• It should be approved before execution by executive management, as well as by project team
• It may evolve and change during execution
25
OUTPUTS
It consolidates and integrates subsidiary plans and project baselines.
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
OUTPUTS
* 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.
* Performance Measurement Baseline. An approved, integrated scope-schedule-cost plan for the

project work against which project execution is compared to measure and manage performance. The
PMB includes contingency reserve, but excludes management reserve.
*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
OUTPUTS
Other things can be included:
• 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
OUTPUTS
Project Management Plan vs

Project Documents
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
* 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.
The process includes the following activities:

• Perform activities to accomplish project objectives
• Create project deliverables to meet the planned project work
• Train, and manage the team members assigned to the project
• Obtain, manage, and use resources including materials, tools, equipment, and facilities
• Implement the planned methods and standards
• Establish and manage project communication channels
• Generate work performance data, such as cost, schedule, technical and quality progress, and status
to facilitate forecasting
• Issue change requests and implement approved changes
• Manage risks and implement risk response activities
• Manage sellers and suppliers
• Manage stakeholders and their engagement
• Collect and document lessons learned and implement approved process improvement activities
30
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 »
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 »
32
INPUTS
Factors
EEF examples:
• Organizational culture
• Infrastructure
33
INPUTS
Assets
OPA examples:
• Standardized guidelines and work instructions

• Communication requirements defining allowed communication media, record retention, and security
requirements
• Issue and defect management procedures defining issue and defect controls, issue and defect
identification and resolution, and action item tracking
• Process measurement database used to collect and make available measurement data on
processes and products
• Project files from previous projects
• Issue and defect management database(s) containing historical issue and defect status, control
information, issue and defect resolution, and action item results
34
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.
It provides access to tools such as:

• Scheduling tool
• Work authorization system
• Configuration management system
• Information collection and distribution system
• Interfaces to other online automated systems
• Automated gathering and reporting on key performance indicators (KPI)
* Work Authorization System. A subsystem of the overall project management system. It is a

collection of formal documented procedures that defines how project work will be authorized
(committed) to ensure that the work is done by the identified organization, at the right time, and in the
proper sequence. It includes the steps, documents, tracking system, and defined approval levels
needed to issue work authorizations.
35
OUTPUTS
Deliverables »
* 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,
36
OUTPUTS
Deliverables »
Manage
Project
Knowledge
Final Product, Service,

or Result Transition
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,
37
OUTPUTS
Work performance data »
* Work Performance Data. The raw observations and measurements identified during activities
being performed to carry out the project work.
Examples of work performance data:

• work completed
• start and finish dates of schedule activities
• number of change requests
• number of defects
• actual costs
• actual durations
*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
OUTPUTS
Change requests »
* Change Request. A formal proposal to modify any document, deliverable, or baseline.
Change requests categories:

• Direct/Indirect
• Externally/Internally initiated
• Optional/contractually mandated
Change requests types:

• Corrective action
• Preventive action
• Defect repair
• Updates
39
OUTPUTS
updates »
Project management plan updates examples:
1. Scope management plan 12. Scope baseline

2. Requirements management plan 13. Schedule baseline
3. Schedule management plan 14. 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
40
OUTPUTS
Project documents updates »
Project documents updates examples:
• Requirements documentation
• Project logs (issues, assumptions, etc.)
• Risk register
• Stakeholder register
41
* Manage Project Knowledge. The process of using existing knowledge and creating new knowledge
to achieve the project’s objectives and contribute to organizational learning.
42
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
* 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.
It includes more activities such as:

• Tracking, reviewing, and reporting the progress to meet the performance objectives defined in the
project management plan
• Measuring the gap between the baselines and actuals
• Assessing possible outcomes across the project using analytical techniques
• Taking actions to shorten the gaps when needed
• Reviewing changes made on the project to see if they were effective
44
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
Assets
2017, Figure 4-10, Page 105
INPUTS
» Project management plan
• It contains the baselines and subsidiary plan.

• All the actual results will be compared against project management plan
46
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
• Schedule Forecasts – output from Control Schedule process

• Cost Forecasts – output from Control Costs process
• The forecast may be used to determine if the project is still within defined tolerance ranges and
identify any necessary change requests.
47
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
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.
• It represents “the actual results”

• It comes from the controlling processes
• Example of Work Performance Information:
➢ Status of deliverables against planned
➢ Implementation status for change requests
➢ Forecasted estimates to complete
49
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
50
TOOLS & TECHNIQUES
Failure mode and effect analysis (FMEA):
Fault tree analysis (FTA):
51
OUTPUTS
Change requests »
* Change Request. A formal proposal to modify any document, deliverable, or baseline.
Change requests categories:

• Direct/Indirect
• Externally/Internally initiated
• Optional/contractually mandated
Change requests types:

• Corrective action
• Preventive action
• Defect repair
• Updates
52
OUTPUTS
Work performance
reports »
* Work Performance Reports. The physical or electronic representation of work performance

information compiled in project documents, intended to generate decisions, actions, or awareness.
Examples of Work Performance Reports:

• Status reports
• Memos
• Justifications
• Information notes
• Recommendations
53
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
* except „Perform Integrated Change Control”

54
* 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.
• The process concerns with:

➢ Reviewing all change requests
➢ Evaluating the change requests
➢ Approving/rejecting changes
➢ Managing changes
➢ Communicating the decisions and the change requests updates
• The process is the ultimate responsibility of the project manager

• Changes may be requested by any stakeholder
• If a change is initiated verbally, it should be recorded in written form
* 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.
55
Change control Configuration control
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
Change Control System Configuration Management System
* 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.
(PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017. 56
Configuration management activities includes:

• Configuration identification
• Configuration status accounting
• Configuration verification and audit
57
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
• 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
2017, Figure 4-12, Page 113
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
TOOLS & TECHNIQUES
✓ Meetings
There are referring to the change control meetings

Change Control Board (CCB)
• The roles and responsibilities of CCB are defined in the change management plan
• Some of the responsibilities:
➢ Reviewing the change requests
➢ Evaluating the change requests
➢ Approving, rejecting, delaying or other disposition of those changes
➢ Reviewing configuration management activities
60
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.
61
OUTPUTS
Approved change requests »
Identify Stakeholders
1. Define Activities Direct and Manage

2. Develop Schedule Project Work
3. Plan Risk
Responses
4. Plan Procurement
Management
Control Quality
1. Direct and Manage

Project Work Change Approved
2. Manage Quality requests Perform Change requests Control
3. Acquire Resources Integrated
4. Develop Team Procurements
Change Control
5. Manage Team
6. Implement Risk Initiating
Legend: process
Responses
7. Conduct
Procurements Planning
8. Manage Stakeholder Change process
Engagement Log 62
Executing
process
Monitoring and
Monitoring and
Controlling
Monitoring and
Controlling processes* M&C
processes*c
Controlling processes * process
* except „Perform Integrated Change Control”

OUTPUTS
Change log »
* 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.
63
OUTPUTS
updates »
If a change request is approved may lead to project management plan updates.
64
OUTPUTS
Project documents updates examples:
• Change log
• Risk register
65
* 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
66
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
Assets
2017, Figure 4-14, Page 121
INPUTS
» Project management plan
» Accepted deliverables
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
TOOLS & TECHNIQUES
Example of Analytical techniques used in this process:
* 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.
(PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017. 69
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
Final Product, Service,

or Result Transition
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
OUTPUTS
Organizational Process
Assets updates »
OPA updates examples:
• Project files - for example, project management plan

• Project or phase closure documents - Project or phase closure 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
• Historical information – issues, risks, lesson learned
71

72
➢ Project Statement of Work (SOW) ➢ Deliverables

➢ Business Case ➢ Work Performance Data
➢ Business Need vs Customer Business Need ➢ Work Performance Information
➢ Agreements ➢ Work Performance Reports
➢ EEF ➢ Forecast
➢ OPA ➢ Validated Changes
➢ Facilitation techniques ➢ Analytical Techniques
➢ Delphi technique ➢ FMEA
➢ Expert Judgment ➢ FTA
➢ Project Charter content ➢ Change Control Board (CCB)
➢ Project Charter goals ➢ Change Control vs Configuration Control
➢ Project Management Plan content ➢ Change Control System vs Configuration
➢ Project management plan vs Project Documents Management System
➢ Baseline ➢ Final product, service, or result transition
➢ PMIS ➢ Deliverables Workflow
➢ Work Authorization System ➢ Change Requests Workflow
73
S Project Scope Management
Do you have Questions?
If not…
I have
25 Questions
30 minutes
74

PMP s4 2020 v61 Integration

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

PMP s4 2020 v61 Integration

Uploaded by

Copyright:

Available Formats

Target: PMP® Certification

PMP is a registered mark of the Project management Institute, Inc.

TOOLS & TECHNIQUES

Initiating: authorizing the project (phase)

Executing: coordinating resources to carry out the plan

Monitoring and Controlling: ensures that objectives are met by:

Closing: formalize the acceptance of the project (phase)

1 DEVELOP PROJECT CHARTER I

7 Questions to raise at the beginning of the project:

1. Which is the customer business need?

* Statement of Work (SOW). A narrative description of products, services, or results to be delivered

The SOW references the following:

Business Case = Business Need + Cost-benefit analysis + Technical analysis

It can be a result of:

• Governmental standards, industry standards, or regulations

• Develop Project Charter process definition

Example of expert judgment:

Example of facilitation techniques:

Project charter benefits:

• First of all, identify the project scope and project boundaries

Outputs from other processes include:

• Governmental or industry standards;

• Standardized guidelines, work instructions, proposal evaluation criteria, and performance

• A formal, approved document or collection of documents used to manage project execution,

It consolidates and integrates subsidiary plans and project baselines.

* Performance Measurement Baseline. An approved, integrated scope-schedule-cost plan for the

Other things can be included:

Project Management Plan vs

The process includes the following activities:

• Standardized guidelines and work instructions

It provides access to tools such as:

* Work Authorization System. A subsystem of the overall project management system. It is a

Final Product, Service,

Examples of work performance data:

* Change Request. A formal proposal to modify any document, deliverable, or baseline.

Change requests categories:

Change requests types:

Project management plan updates examples:

1. Scope management plan 12. Scope baseline

Project documents updates examples:

It includes more activities such as:

• It contains the baselines and subsidiary plan.

• Schedule Forecasts – output from Control Schedule process

• It represents “the actual results”

Failure mode and effect analysis (FMEA):

Fault tree analysis (FTA):

* Change Request. A formal proposal to modify any document, deliverable, or baseline.

Change requests categories:

Change requests types:

* Work Performance Reports. The physical or electronic representation of work performance

Examples of Work Performance Reports:

* except „Perform Integrated Change Control”

• The process concerns with:

• The process is the ultimate responsibility of the project manager

Change control Configuration control

Change Control System Configuration Management System

Configuration management activities includes:

There are referring to the change control meetings

1. Define Activities Direct and Manage

1. Direct and Manage

* except „Perform Integrated Change Control”

If a change request is approved may lead to project management plan updates.

Project documents updates examples:

Example of Analytical techniques used in this process: