PMBOKV5 Chapter 04 - Integration

PMP® Preparation Study Group
Chapters 04
INTEGRATION MANAGEMENT
Volvo Group University

Project Management Academy, PMP® Preparation Study Group
Timing
 Welcome & Questions on Kick off session 10 min

 Quiz 15 min
 Round Table 10 min
 Chapter presentation 60 min
 Break 15 min
 Chapter presentation 60 min
 Quiz correction & exercise 10 min

Quiz

Chapter 4 – INTEGRATION MANAGEMENT

What was difficult to understand?
What are key points?

Project Integration Management
Objective:
Ensure that the various elements of the project are properly coordinated.
“To put all the pieces of a project together into a cohesive whole” (Rita)
PMBOK definition:
Identify, define, combine, unify and coordinate the various processes and project
management activities.

Why
integration?
Risks Procurement Stakeholders

Integration Integration Integration
Quality HR Communication
Integration Integration Integration
Time Cost Scope

Initiating
Planning
Integration: 6 processes Executing

Monitor & Control
Closing
Develop Project Develop Project Direct and manage

Charter Management Plan Project work
Developing a document that Documenting actions Leading and performing the
formally authorizes a project necessary to define, prepare, work defined in the PM Plan
or a project phase and integrate and coordinate all to achieve the project’s
empower the PM subsidiary plans objectives
Monitor and control Perform Integrated

Project work Change Control
Tracking, reviewing and reporting Reviewing all change requests, approving changes
the progress to meet performance Managing changes to the deliverables, org. process
objectives defined in the PM Plan assets, project documents and PM Plan and
communicate them
Close Project
or Phase
Finalizing all activities across all the

project management groups to formally
complete the project (or phase)

Initiating:
What are the inputs?
What are the outputs?
Initiating Develop Project Charter
 Formally recognizes the existence of the
project
•
•
Project Statement Of Work
Business case  Provides the PM with the authority to apply
• Agreements
• Enterprise environmental factors organizational resources to project activities.
• Organizational Process assets
 Formal record of the project but not a
contract
Develop Project
Charter – Real need to gain cooperation & performance
when project team doesn’t hierarchically
report to the PM
• Expert judgement
• Facilitation techniques  Provides the high-level requirements for the
project, including assumptions and constraints
• Project Charter  Issued by the sponsoring entity (PMO,
sponsor, program, …) , not the PM. But PM
should participate)

Initiating
• Project Statement Of Work

• Business case
• Agreements
• Enterprise environmental factors
Develop Project
Charter
• Facilitation techniques
• Project Charter

Initiating Develop Project
Charter
INPUTS
 Project Statement of Work:
– Created by the initiator/sponsor and describes their business needs, product scope and how
the project fits into their strategy plan
 Business Case:
– Justify the project and support decision making
– Project selection : comparative & mathematical approaches, present value, net present value,
IRR, payback period, benefit cost ratio…
 Agreements: Define initial intentions of the project (contracts, MOUs, SLA, letter of intent, …)
 Enterprise environmental factors (ex. Govt standards, Organizationnal culture, Market place
conditions, …)
 Organizational process assets (templates, lessons learned, …)
TOOLS
 Expert Judgement : To tailor required processes, to develop technical & management details, to
evaluate resources & skills levels, to define the level of configuration management, to determine
documents used through the formal change control process
 Facilitation techniques: brainstorming, conflict resolution, problem solving, meeting mgt
OUTPUTS
 Project charter (see next slide)

In practice: what is a Project Charter ?
 Project Title and description
A project exists
 Project Manager assigned and Authority level
 Business Case (purpose & justification) Why ?
 Resources pre-assigned
Who ?
 Stakeholders
 Stakeholders requirements What ?
 Product description / deliverables / boundaries
 Measurable project objectives (milestones, budget) When ? How much ?
 Project approval requirements How to approve ?

 High-level project risks Risk (from beginning)
 Project sponsor(s) authorizing this project

Give an example of a project charter!

To know/learn about business case 1/2
2 categories of project selection:
– Benefit Measurement Method - comparative approach
 Murder board
 peer review,
 scoring model,
 economic model (see next slide)
– Constrained optimization methods - mathematical approach
 Linear programming,
 integer programming,
 dynamic programming,
 multi-objective programming

To know/learn about business case 2/2
Economic Models for Project Selection:
– Present Value (PV)
 Value today of future cash flows
– Net Present Value (NPV)
 Present value of the total benefits minus costs over time periods
 Rules : Project with greatest NPV is selected
 In video => https://www.youtube.com/watch?v=zGRVVSC4UUQ
– Internal Rate of Return (IRR)
 Rate at which project inflows and project outflows are equal
– Payback period
 Time to recover investment
– Benefit Cost Ratio (BCR)
 Benefit vs. Cost (if >=1, then benefits are higher than costs)
Planning:
Planning
Develop Project Management Plan
 Contains all subsidiary management plans &
• Project charter
• Outputs from other processes performance measurement baselines
•
 Says how the work will be executed
Organizational Process assets
 Once completed, it is a day-to-day tool to

Develop Project
manage the project. It is NOT a planning
Management Plan  It is a reference agreed by the complete
project team: formally approved, everyone
believes it can be done according to a
• Facilitation techniques realistic plan, remains formal document that
is controlled & used throughout the project
 Remember BARF: Bought into, Approved,
• Project Mgt Plan
Realistic and Formal

Planning
• Project charter
• Outputs from other processes
Develop Project
Management Plan
• Facilitation techniques
• Project Mgt Plan

Planning Develop Project
Management Plan
INPUTS
 Project Charter
 Outputs from other processes  see CHAP 5 to 13
 Enterprise environmental factors : Governmental or industry standards, PMBok for vertical market
(e.g. construction), Project management information systems, organizational structure & culture /
infrastructure & personnel administration
 Organizational process assets : Standardized guidelines, work instructions / PMP template /
change control procedures / project files from past project / …
TOOLS
Expert Judgement
To tailor required processes, to develop technical & management details, to evaluate resources &
skills levels, to define the level of configuration management, to determine documents used through
the formal change control process
Facilitation techniques
OUTPUTS
Project Management Plan including all baselines

In practice: what in a Project Management
Plan ?
(not exhaustive)
 Subsidiary plans
– Made of plans from all knowledge areas  scope mgt plan,
schedule mgt plan, cost mgt plan, quality mgt plan…
– Detailed to the extend required
 Project baselines
– Mainly schedule, cost performance, scope baselines
combined into a performance measurement baseline
– Baselines may be changed by formally approved changes
(through the Perform Integrated Change Control process)

Project Management Plan vs Project documents?

In practice: actions required to create a
“realistic” Project Management Plan
1. Determine methodology for creating the PMP
2. Agree on templates, reporting & communications plans
3. Agree on processes to report, control and incorporate changes
4. Analyze stakeholders skills and determine how you will use them
5. Meet stakeholders to define their roles on the project
6. Meet with resource managers to get the best resources possible
7. Give team members a chance to approve the final activity schedule
8. Get resource managers to approve the schedule and when their resources
will be used
9. Work through iterations of the plan e.g. update WBS after risk analysis
10. Create the necessary project documents
11. Apply risk reserves to the project schedule and budget
12. Look for the impact on your project from other projects
13. Let the sponsor know what project requirements (in the project charter)
cannot be met, and propose options
Get a formal approval: sponsors, management, stakeholders, project team…

Hold a Kick Off !!
Executing:
Executing
Direct and manage project work
• Project Management Plan
 Process of leading and performing the work
•
•
Approved Change Requests
Enterprise environmental factors
defined in the Project Management Plan
 The PM directs the performance of the planned
project activities, manages the various technical
and organizational interfaces that exist within the
Direct and manage project
Project work
 Includes the implementation of approved
changes covering:
• Expert judgment
• Project Mgt Information System – Corrective action  to keep the track (acc.
• Meetings
To the Project Management Plan)
•
•
Deliverables
Work performance data
– Preventive action  to ensure the project
•
•
Change Requests
PMP updates
work performance is aligned with PMP
• Project document updates
– Defect repair  modify a nonconforming
product or product component

Executing

• Approved Change Requests
Direct and manage

Project work
• Expert judgment
• Project Mgt Information System
• Meetings
• Deliverables
• Work performance data
• Change Requests
• PMP updates

Executing Direct and manage
Project work
INPUTS
Project Management Plan : subsidiary plans issued from outputs from others Knowledge areas
Approved Change Requests : output from Perform integrated change control board (CCB)
Enterprise environmental factors
Organizational Process assets
TOOLS
 Expert Judgement
 Project Mgt Information system : scheduling tools, work authorization system, config° mgt system, …
 Meetings : information exchange, brainstorming/option evaluation/design, decision making
OUTPUTS
 Deliverables : unique and verifiable product, result or capability to perform a service
 Work performance data: raw measurements identified during activities performed to carry out the
project work
 Change requests: Corrective action / preventive action / defect repair / Updates
 PMP updates and baselines
 Project documents updates : Requirements documentation, project logs, risk register, ….

In practice: direct and manage project
execution is about…
 Managing people
 Doing the work
– Project team members produce deliverables
– The project management activity is to make a status on deliverables
(not controlling …. meaning trying to improve !)
 Ensuring common understanding of scope, schedule, reporting…
 Being a service
– Letting team members know about information that will affect them
– Asking team members how you can help to remove roadblocks
– Assisting team
– Facilitating technical discussions

Monitoring & Controlling:
Monitoring & controlling (1/2)
Monitor & Control Project Work
• Schedule forecasts  It allows stakeholders to understand the
• Cost forecasts
• Validated changes current state (health) of the project, the steps
• Work Performance information
• Enterprise environmental factors taken and budget, schedule and scope
• Organisational process assets
forecasts, critical areas that requires attention
 Process of tracking, reviewing and reporting
Monitor and the progress to meet performance objectives
control defined in the PMP
project work
 Monitoring :
•
•
Expert judgement
Analytical techniques
- Collecting, measuring, distributing performance
• Project Mgt information system information
• Meetings
- Assessing measurements & trends to
• Change Requests
determine potential change needs
•
•
Work performance reports
PMP updates  Controlling :
 Determining necessary corrective or preventive
actions, replanning and following up action
plans to secure performance issues solving

Monitoring & controlling (1/2)
• Schedule forecasts
• Cost forecasts
• Validated changes
• Work Performance information
Monitor and
control
project work
• Analytical techniques
• Project Mgt information system
• Meetings
• Change Requests
• Work performance reports
• PMP updates

Monitoring & controlling Monitor and control
Project work
INPUTS
 Project Management Plan  objectives defined in the project management plan
 Forecasts : Schedule (see chapter 6) & costs (see chapter 7)
 Validated changes
 Work performance information : performance data collected from various controlling processes,
analyzed and integrated.(transformed) in work performance information that is correlated and
contextualized for project decision. Work performance information is distributed through Communication
processes.
 Enterprise environmental factors & Organisational process assets
TOOLS
 Expert Judgement – To interpret the information provided by the monitor & control processes
 Analytical techniques : FMEA, Root cause analysis, trend analysis, Earned value management, …
 Project Management Information system / Meetings
OUTPUTS
 Change requests: corrective actions / Preventive actions / defect repair (see next slide)
 Work performance reports: physical or electronic representation of work performance to generate
decisions, actions or awareness
 Project Management Plan updates / Project document updates

Monitor and control
Project work

Monitor and control
Project work

Some Definitions
 Work authorization system : Set of formal documented procedures to authorize
start of work packages activities.
 Corrective action : An intentional activity that realigns the performance of the

project work with the project mgt plan
 Preventive action : An intentional activity that ensures the future performance of

the project work is aligned with the project mgt plan.
Example : Documented direction to perform an activity that can reduce the
probability of negative consequences associated with project risks
 Defect Repair : Rework (recommendation to repair defect or replace component
 Updates : changes to formally controlled project documents, plans, to reflect

modified or additional ideas or content
Cf. PMBOK Definitions p. 523

Perform Integrated Change Control
Monitoring &  Is the process of reviewing all change requests, approving
changes and managing changes to the deliverables,
controlling (2/2) organizational process assets, project documents and the
project management plan.  communicate !
 Is a control function that is done from project inception
• Project Management Plan through project completion
• Change Requests  This is where all the recommendations for changes,
corrective actions, preventive actions and defect repairs
are evaluated across all the knowledge areas and either
approved or rejected
 Some of configuration mgt activities included in the
Perform Integrated Integrated Change Control process are : configuration
change Control identification , configuration status accounting ,
configuration verification & auditing
 Process to handle changes : first things to do
• Expert judgment
• meetings 1. Evaluate impact considering components of the “triple
• Change Control tools
constraint”
• Approved change requests 2. Create Options (crashing, fast-tracking, re-
• Change log
• Project Management Plan updates estimating…)
• Project scope document updates
3. Get the change request approved internally
4. Get customer buy-in (if required)
 Change Control Board

Monitoring &
controlling (2/2)
• Change Requests
Perform Integrated
change Control
• Expert judgment
• meetings
• Change Control tools
• Approved change requests

• Change log
• Project Management Plan updates
• Project scope document updates

Detailed process for making changes
 Prevent the root cause of changes

 Identify change
 Look at the impact of the change
 Create a change request
 Perform integrated change control
– Assess the change
– Look for options
– Approve or reject the change
– Update the status of the change
 Adjust PMP and other project documents
 Manage stakeholder’s expectation (communication of changes)
 Manage the project to the revised PMP and project documents

Closing:
Closing
Close Project or Phase

• Accepted deliverables  Finalizing all activities, across all of the
Project Management Process Groups, to
formally complete the phase or the project
 Actions and activities to
– Satisfy completion or closure criteria
Close the
Project – Transfer products, services or results to the
next phase and /or to production
– Collect records, success or failure, gather
lessons
• Meetings
 2 types:
• Final product, service or result – Administrative closure: closing project or
transition
• Organisational process assets updates project phase
– Contract closure: closing contract that is
part of a project

Closing

• Accepted deliverables
Close the
Project
• Meetings
• Final product, service or result

transition
• Organisational process assets updates

In practice (from Rita’s book)
– Confirm work is done to requirements
– Complete procurement closure
– Gain final acceptance of the product
– Complete financial closure
– Hand off completed product
– Solicit feedback from the customer about the project
– Complete final performance reporting
– Index and archive records
– Gather final lessons learned and update knowledge database

Initiating
Planning
Sum-up 1/2 Executing

Monitor & Control
Closing

• Project Statement of work • Project charter
•
• Approved Change Requests
• Business case Outputs from other processes
• • Enterprise environmental factors
• Agremeents Enterprise environmental factors
• • Organizational Process assets
• Contract Organizational Process assets
Direct and manage

Develop Project Charter Develop Project Mgt Plan
Project execution
• Facilitation techniques • Expert judgement • Expert judgment
• Facilitation techniques • Project Mgt Information System
• Meetings
• Project Mgt Plan • Deliverables

• Project Charter
• Work performance data
• Change Requests
• PMP updates
• Project documents updates

Initiating
Planning
Sum-up 2/2 Executing

Monitor & Control
Closing

• Schedule forecasts
• • Project Management Plan
• Costs forecasts Project Management Plan
• • Accepted deliverables
• Validated changes Work performance reports
• • Organisational process assets
• Work performance information Change Requests
• Enterprise environmental factors • Enterprise environmental factors
• Organisational process assets • Organisational process assets
Monitor and
Perform Integrated
control Close the Project
change Control
project work
• Expert judgment
• Expert judgment • Expert judgement
• Meetings • Analytical techniques
• Project Mgt information system
• Change Control tools • Meetings
• Meetings
• Approved Change requests

• Change Requests • Change log • Final product, service or result transition
• Work performance reports • Project Management Plan updates • Organisational process assets updates
• PMP updates • Project documents updates

Reminder!
Organisational Structure influences :

– Enterprise environmental factors
 Industry Standards, Infrastructure, Human Resources, PM
Information System, Organizational Structure & Culture
– Organizational Process assets
 Processes & procedures for conducting work
 Templates (project charter…), performance measurement
criteria's…
 Lessons learned knowledge base for storing & retrieving
information

Quiz Correction
Rita’s questions

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PMP® Preparation Study Group

Volvo Group University

 Welcome & Questions on Kick off session 10 min

Volvo Group University

Volvo Group University

Volvo Group University

Volvo Group University

Volvo Group University

Risks Procurement Stakeholders

Time Cost Scope

Volvo Group University

Integration: 6 processes Executing

Develop Project Develop Project Direct and manage

Monitor and control Perform Integrated

Finalizing all activities across all the

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Volvo Group University

• Project Statement Of Work

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Volvo Group University

 Project approval requirements How to approve ?

 Project sponsor(s) authorizing this project

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Volvo Group University

Volvo Group University

 Once completed, it is a day-to-day tool to

Realistic and Formal

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• Project Mgt Plan

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Volvo Group University

Volvo Group University

Volvo Group University

Get a formal approval: sponsors, management, stakeholders, project team…

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Volvo Group University

• Project Management Plan

Direct and manage

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Volvo Group University

Volvo Group University

Volvo Group University

Volvo Group University

Volvo Group University

Volvo Group University

Volvo Group University

 Corrective action : An intentional activity that realigns the performance of the

 Preventive action : An intentional activity that ensures the future performance of

 Defect Repair : Rework (recommendation to repair defect or replace component

 Updates : changes to formally controlled project documents, plans, to reflect

Cf. PMBOK Definitions p. 523

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• Approved change requests

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 Prevent the root cause of changes

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Close Project or Phase

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• Project Management Plan

• Final product, service or result

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Volvo Group University