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Project Integration Management

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1 Project Integration Management
PMP Study Group Project Integration Management 1

2 Project Integration Management Definition
A subset of project management that 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.” PMBoK® Guide, 5th Edition, p. 63 Integration is: Making choices of where to concentrate resources on a given day Anticipating issues/problems Dealing with issues/problems before they become critical Coordinating work Making trade offs among competing objectives and alternatives: Project Constraints: >SCOPE >QUALITY >SCHEDULE >BUDGET >RESOURCES >RISK 2 2

3 Project Integration Management is . . .
Primarily concerned with effectively integrating the processes among the Project Management Process Groups that are required to accomplish project objectives within an organization’s defined procedures. The Project Manager's role is ensure that the project meets or beats its cost schedule, and product objectives by “pulling all aspects of the project together” into a unified effort. INTEGRATION is the knowledge are that focuses of the high level work The other knowledge areas focus on the detailed work Includes ensuring that the project management plan is followed and the project deliverables are acceptable THE NEED FOR INTEGRATION BECOMES EVIDENT IN SITUATIONS WHERE INDIVIDUAL PROCESSES INTERACT The SPONSOR: protects the project from changes in scope, loss of resources, etc. The TEAM MEMBERS: focus on getting the work done (as described in the project plans and work packages) The PROJECT MANAGER: manages the project 3 3

4 Project Integration Management Processes
4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase WHAT and WHY 4.1 Develop Project Charter: Develop the charter that formally authorizes a project of project phase 4.2 Develop Project Management Plan: Documents the actions necessary to define, prepare, integrate and coordinate all subsidiary plans into a project management plan 4.3 Direct and Manage Project Work: Executing the actions in the project management plan to achieve project requirements and implement approved changes 4.4 Monitor and Control Project Work: Tracking, reviewing and reporting project progress to ensure the performance objectives defined in the project management plan are met 4.5: Perform Integrated Change Control: Reviewing all change requests, approving changes and controlling changes to deliverables and project documents 4.6 Close Project or Phase: Finalizing all activities to formally close the project or project phase. HOW Done from Initiation Thru Closing 4

5 Project Management Process Groups Monitoring & Controlling
Develop Project Charter Process Knowledge Area Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase INITIATION: Defines and authorizes the project (or project phase) and secures authorization to proceed PLANNING: Defines and refines the objectives and plans the course of action to attain EXECUTING: Integrates people and other resources to carry out the project management plan and satisfy the project specifications MONITORING and CONTROLLING: Measures and monitors progress to identify variances from the project management plan so corrective action can be taken when necessary CLOSING: Formalizes acceptance of the product, service or result and brings the project (or project phase) to an orderly end Across Project Management Process Groups 5

6 4.1 Develop Project Charter
Definition: “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 the project activities” PMBoK® Guide, 5th Edition, p. 66 The Project Charter authorizes the existence of a project and empowers the Project Manager with the authority to apply organizational resources. The Project Charter establishes the partnership between the performing organization and the requesting organization. PMBoK® Guide, 5th Edition, p. 66 6

7 4.1 Develop Project Charter Data Flow Diagram
PMBoK® Guide, 5th Edition, p. 67 7

8 4.1.1 Develop Project Charter Inputs
Project Statement of Work A narrative description of product or services to be supplied by the project: Business need Product scope description Strategic plan Business Case The facts that determine whether the project is worth the investment to achieve the project objectives: Used to justify spending organizational assets (resources, time, money, etc.) Used to select projects from among a list of potential projects Agreements Define the goal of the project. Agreements can be formal or informal: Contract SLA’s Letter of Intent and Memorandums s Verbal agreement Reminder of the importance of the Project Charter as defined in PMBOK section 4.1: Input data Market demand Organizational Need Customer Request Technology Advance Legal Need Ecological Impacts Social Need Statement of Work: Narrative description of what is to be delivered by the project (products, services, results) 8

9 4.1.1 Develop Project Charter Inputs
Enterprise Environmental Factors External and internal environmental conditions that influence the project: Government or industry standards Organization culture Organization structure Existing infrastructure Marketplace conditions Organizational Process Assets Process related assets (such as plans, policies, procedures and guidelines) that can be used for the project. The organization’s standard and established policies and procedures Document and report templates Historical information (including lessons learned) Enterprise Environmental Factors: Company Culture and Existing Systems Existing systems the project will have to deal with or can make use of: Existing capital equipment Existing human resources (skills, disciplines, knowledge, etc.) Stakeholder risk tolerances Personnel admin policies (hiring, firing, discipline) How the organization is structured and managed: Project based organization Functional based organization Matrix organization Org. Culture: values, norms, beliefs Government and industry standards Organizational Process Assets: Policies, Procedures, Corporate Knowledge Base ASSUME THESE EXIST (formal and informal) Processes Procedures Historical information from previous projects: WBS, reports, estimates, project plans Lessons learned Change Control procedure Project closure guidelines Financial controls/procedures Communication Requirements: technologies, media, record retention policies, etc. Templates 9

10 Enterprise Environmental Factors - Example
This chart is for illustrative purposes only. There may be other Environmental Factors to consider for a particular industry, company or project. Enterprise Environmental Factors: Existing systems the project will have to deal with or can make use of: Existing capital equipment Existing human resources (skills, disciplines, knowledge, etc.) Stakeholder risk tolerances Personnel admin policies (hiring, firing, discipline) How the organization is structured and managed: Project based organization Functional based organization Matrix organization Org. Culture: values, norms, beliefs Government and industry standards 10

11 Organizational Process Assets - Example
This chart is for illustrative purposes only. There may be other Organizational Process Assets to consider for a particular industry, company or project. Organizational Process Assets: ASSUME THESE EXIST: Processes Procedures Historical information from previous projects: WBS, reports, estimates, project management plans, benchmarks, risks Lessons learned Change Control procedure Project closure guidelines Financial controls/procedures Communication Requirements: technologies, media, record retention policies, etc. Templates 11

12 Project Selection Methodologies
Benefit Measurement Methods Constrained Optimization Methods Compare and contrast projects against each other Mathematically model the project outcomes Murder Board Peer Review Scoring Models Economic Models: Present Value and Net Present Value Internal Rate of Return Payback Benefit Cost Ratio Constrained Optimization Models: Linear Programming Integer Programming Dynamic Programming Multi-objective programming 12

13 4.1.2 Develop Project Charter Tools and Techniques
Expert Judgment Expertise provided by any group or individual with specialized knowledge or training: Within the organization Consultants Professional associations and industry groups Subject matter experts (SME) Project Management Office (PMO) Facilitation Techniques Used to guide the development of the charter: Brainstorming Problem Solving Conflict Resolution Meeting Management Expert Judgment technique: Delphi Technique The application of SME’s whereby all consensus is reached through iterations of trials where the parties never meet and their identities are protected. Facilitation Techniques are used to help teams and individuals accomplish project objectives. 13

14 4.1.3 Develop Project Charter Outputs
Project Charter Formally authorizes the project Provides the Project Manager with the authority to apply organizational resources to project activities The project charter is issued by the project sponsor: Sponsor can be an individual or a project portfolio steering committee or the Project Management Office The sponsor must have the authority to fund the project Links project to ongoing operations Project Manager should be assigned as early as possible Always assign the Project Manager before planning and preferably while charter is being developed. Per PMI: A project cannot start without an approved and agreed upon Project Charter. 14

15 The Project Charter addresses:
Project purpose or justification Measurable objectives and success criteria High level requirements Assumptions and Constraints High level project description High level risks Summary milestone schedule Summary budget Stakeholder list Project approval requirements Assigned Project Manager Sponsor(s) of the project with authority level Business Needs Market Demand Organizational Need Customer Request Technological Advance Legal Requirement Ecological Impacts Social Need PMBoK® Guide, 5th Edition, p.69 A project cannot be undertaken without a charter The charter addresses: “What” is to be accomplished or delivered “WHY” the project is to be undertaken 15

16 The Project Charter (cont’d)
The project cannot be started without a charter because the charter: Formally recognizes the existence of the project Gives the project manager the authority to spend money and commit resources. Provides the high level requirements and expectations Links the project to the organization’s ongoing work 16

17 4.1 Develop Project Charter Miscellaneous Facts
Who can issue the Project Charter? A project initiator or sponsor external to the project at an organizational level appropriate to funding the project. What factors are projects taken to address? Market demand Organizational need Customer request Technological advance Legal or regulatory requirement Ecological impacts Social need 17

18 4.1 Develop Project Charter Terms
Assumptions Factors that are considered to be true, real or certain without proof or demonstration. Assumptions need to be identified, documented and validated Part of progressive elaboration of the project Constraints Factors that limit the project team’s options to complete the project and produce the required deliverables Opportunity Cost The benefit ($$$$) lost by selecting another project Sunk Cost Money already spent that cannot be recovered Sunk costs are not considered when deciding whether to continue an effort Law of Diminishing Returns Productivity and resources are not linked in a 1:1 relationship At some point adding resources does not yield a corresponding increase in productivity Working Capital The funds available for use by an organization Calculated by subtracting current liabilities from current assets Depreciation Accounts for the fact that assets lose value over time. Types of depreciation: Straight line Accelerated 18

19 Practice Question: Inputs for a Project Charter include all of the following EXCEPT: Detailed schedule Product scope description Organizational need Strategic plan The answer is A: Detailed Schedule B, C, and D are all used to develop the Project Charter 19

20 Project Management Process Groups Monitoring & Controlling
Develop Project Management Plan Process Knowledge Area Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase Across Project Management Process Groups 20

21 4.2 Develop Project Management Plan
Definition: “The process of defining, preparing, and coordinating subsidiary plans and integrating them into a comprehensive project management plan.” PMBoK® Guide, 5h Edition, p. 72 Project Management Plan defines HOW the project is: Executed Monitored Controlled Closed PMBoK® Guide, 5th Edition, p. 72 21

22 4.2 Develop Project Management Plan Data Flow Diagram
PMBoK® Guide, 5th Edition, p. 73 22

23 4.2.1 Develop Project Management Plan Inputs
Project Charter Defined in Section Outputs from Planning Processes Defined in Sections 5 through 13 Enterprise Environmental Factors Government of industry standards Project Management Information System (PMIS) Organizational structure Organizational culture Existing infrastructure Personnel administration policies and guidelines Organizational Process Assets Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria Project management plan template Change control procedures Project files from previous projects Historical information and lessons learned from previous projects Configuration management Project Management Information System (PMIS): An automated system used by the project management team to aid execution of the activities planned in the project management plan For the test assume that the organization has a PMIS Reminder of the importance of the Project Charter as defined in PMBOK section 4.1: Input data Market demand Organizational Need Customer Request Technology Advance Legal Requirement Ecological Impacts Social Need 23

24 4.2.2 Develop Project Management Plan Tools & Techniques
Expert Judgment When developing the project management plan use expert judgment to: Decide which processes are needed for the project and to what degree do they need to be applied Determine resources needed and the level of involvement to complete the project work the plan Develop the technical details to be included in the plan Prioritize work to ensure resources are allocated appropriately Facilitation Techniques Used to guide developing the project management plan. Project Management Methodology – a set of Project Management Process Groups, their related processes and the related control functions that are consolidated and combined into a functioning unified whole. A formal or informal technique that aids a project management team in effectively developing a project charter Organizational Process Asset EXPERT JUDGEMENT is used to tailor the process to meet project needs: Determine resources and skill levels needed Define level of configuration management to apply 24

25 4.2.3 Develop Project Management Plan Outputs
Project Management Plan Integrates and consolidates all of the subsidiary management plans and baselines from the planning processes. It documents the outputs of the subsidiary management plans. It includes: Project management processes selected by the project management team The level of implementation of each selected process The tools and techniques to be used to accomplish the selected processes How the selected processes will be used to manage the project How work will be executed to accomplish the project objectives How changes will be monitored and controlled How configuration management will be performed How integrity of performance baselines will be maintained and used The need and technique for communication among stakeholders The selected project life cycle and associated project phases Key management reviews for content, extent and timing How the project is: Executed Monitored Controlled Closed The Project Management Plan is: A multi-page document Based on input from team and other stakeholders Contains all of the subsidiary management plans Performance baselines Used a tool for day-to-day management of the project. The Project Team decides what processes will be used and to what degree the process will be used 25

26 The Project Management Plan must have:
Buy in from all stakeholders Approved (with signatures) Realistic Formal TIP: “B A R F” is the acronym that can help remember these elements B A R F o p e o u p a r g r l m H o I a T v s l e I I d c n T o 26

27 The Project Management Plan
Projects are managed to baselines: Schedule Baseline Cost Baseline Scope Baseline Baselines can only change with a formal request that is approved through the PERFORM INTEGRATED CHANGE CONTROL process Once changed the project is managed to the new baselines 27

28 4.2 Develop Project Management Plan Terms
Stakeholder Persons and organizations, such as customers, sponsors, performing organizations and the public, that are actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. They may also exert influence over the project and its deliverables. Project Documents Documents not part of the project management plan that are used to manage the project such as: Project Charter Contracts, Agreements, Statements of Work, etc. Work Performance Reports Risk and Issue Logs Kickoff Meeting A meeting of all parties to the project (customers, sellers, project team, senior management, agencies, functional management, sponsor) to make certain everyone is familiar with the details of the project and the people working on the project. It is held at the end of the planning process group, just before beginning work on the project. Kickoff Meeting: Per PMI it is held at the end of the Planning stage. This may be different from many people’s experience where kickoff meetings are held at a prior point in the project life cycle. The Kick Off Meeting is a communication meeting. 28

29 Practice Question: As Project Manager your concern is to ensure the project management plan integrates the following: Subsidiary management plans Outputs from the PMBOK planning processes Life cycles selected and the processes applied to each phase until project closure All of the above The answer is D: All of the above The overall project management plan integrates and consolidates al of the management plans and baselines from the planning processes. 29

30 Project Management Process Groups Monitoring & Controlling
Direct and Manage Project Execution Process Knowledge Area Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase Across Project Management Process Groups 30

31 4.3 Direct and Manage Project Work
Definition: “The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve project objectives.” PMBoK® Guide, 5th Edition, p. 79 This process is focused on: >Managing the resources doing the actual project work to deliver the project scope >Managing all of the other knowledge areas .Implementing approved changes to the project PMBoK® Guide, 5th Edition, p. 79 31

32 4.3 Direct and Manage Project Work Data Flow Diagram
PMBoK® Guide, 5th Edition, p. 80 32

33 4.3 Direct and Manage Project Work
Directing and managing project work involves: Performing activities to accomplish project requirements Creating project deliverables Staffing, training and managing project team members Obtaining, managing, and using resources (materials, tools, equipment and facilities) Implementing the planned methods and standards Establishing and managing project communication channels (external and internal) Issuing change requests (corrective, preventive and defect repair) Involves managing people, doing the work and implementing approved changes Managing schedule, budget, risks, quality and all of the other knowledge areas 33

34 4.3 Direct and Manage Project Work
Directing and managing project work involves: (continued) Managing risk and implementing risk response activities Managing sellers and suppliers Including approved changes into the project’s scope, plans and environment Generating project data ( cost, schedule, quality and progress) for reporting and forecasting Implementing approved process improvement activities Managing stakeholders Documenting lessons learned 34

35 4.3.1 Direct and Manage Project Work Inputs
Project Management Plan See Section Approved Change Requests Corrective Actions Preventive Actions Defect Repairs Enterprise Environmental Factors Organizational, company or customer culture and structure Existing infrastructure Personnel administration policies and guidelines Stakeholder risk tolerances Project Management Information System (PMIS) Organizational Process Assets Standardized guidelines and work instructions Communication requirements and policies Issue and defect management procedures Process measurement database Files and information from previous projects Issue and defect management database Change Requests: Corrective Action: An activity that realigns project performance with the Project Management Plan Preventive Action: An activity that ensures future project performance is aligned with the Project Management Plan Defect Repair: An activity that modifies a nonconforming product or product component 35

36 4.3.2 Direct and Manage Project Work Tools & Techniques
Expert Judgment Previously defined Project Management Information System (PMIS) Meetings Meetings are held to discuss topics pertinent to the project: Information exchange Problem solving Option evaluation Decision making 36

37 4.3.3 Direct and Manage Project Work Outputs
Deliverables Work Performance Data Raw data on the activities being performed to accomplish the project work. This typically includes, but is not limited to: Start and finish dates of activities Deliverables that have been completed and those not completed Costs authorized and incurred Percent physically complete of the in-progress schedule activities Documented lessons learned posted to the lessons learned knowledge base Resource utilization detail Number of defects Number of change requests 37

38 4.3.3 Direct and Manage Project Work Outputs (cont’d)
Change Requests Corrective Action Preventive Action Defect Repair Documentation Updates Project Management Plan Updates Subsidiary project plans Project Document Updates Requirements Stakeholder Register Risks Register Change Requests: Corrective Action: An activity that realigns project performance with the Project Management Plan Preventive Action: An activity that ensures future project performance is aligned with the Project Management Plan Defect Repair: An activity that modifies a nonconforming product or product component Stakeholder Register: A matrix that confirms that you have: Identified and included all stakeholders Determined each stokeholder's requirements, expectations and desires Determined each stakeholder’s level of influence Identified how you will communicate with each stakeholder and how you will manage expectations and influence throughout the project 38

39 4.3 Direct and Manage Project Work Terms
Corrective Action An action to bring expected future project performance into conformance with the project management plan Preventive Action An action to ensure the future project performance does not deviate from the project management plan. Defect An imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced. Defect Repair The action to modify a defective product or product component. Lessons Learned The learning gained from the process of performing the project. Also considered a project record to be included in the lessons learned knowledge base. 39

40 4.3 Direct and Manage Project Work Terms
Percent Complete An estimate, expressed as a percent, of the amount of work that has been completed on an activity or a work breakdown component. 50/50 Rule: Task is 50% complete when it starts and gets credit for the remaining 50% upon completion 20/80 Rule: Task is 20% complete when it starts and gets credit for the remaining 80% upon completion 0/100 Rule: A task does not get credit for partial completion, only full completion Deliverable A unique and verifiable product, result or capability to perform a service that must be produced to complete a process, phase or project. 40

41 Practice Question: As the Project Manager for Go Green Airlines you know that you need to manage Project Execution. Which is the best response to, define Direct and Manage Project Execution? Project Charter Quality Management Plan Perform activities to accomplish project requirements Managing people doing the work and implementing approved changes The answer is D: Managing people doing the work and implementing approved changes The project team is focused on accomplishing the tasks with the Project Manager integrating all of the activties. 41

42 Project Management Process Groups Monitoring & Controlling
Monitor and Control Project Work Process Knowledge Area Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase Across Project Management Process Groups 42

43 4.4 Monitor and Control Project Work
Definition: “The process of tracking, reviewing, and reporting the progress to the meet the performance objectives defined in the project management plan.” PMBoK® Guide, 5th Edition, p. 86 MONITOR: Collecting, measuring, and distributing performance information, and assessing measurement and trends to effect process improvement CONTROL: Determining corrective actions or preventive actions and following up on action plans to determine if actions taken resolved the performance issue This includes: Comparing actual performance vs. the Project Management Plan Determining if changes (corrective and preventive) are needed and recommending the change Identifying and analyzing and tracking risks Providing information for status reporting and forecasting and providing appropriate reports Monitoring implementation of approved changes. PMBoK® Guide, 5th Edition, p. 86 43

44 4.4 Monitor and Control Project Work Data Flow Diagram
PMBoK® Guide, 5th Edition, p. 87 44

45 4.4.1 Monitor and Control Project Work Inputs
Project Management Plan Described in Section Schedule Forecasts Described in Section Can be expressed in Earned Value terms or variances of planned finish dates vs. forecasted finish dates Cost Forecasts Described in Section Can be expressed in Earned Value terms or variances of planned vs. actual expenditures and forecasted final costs Validated Changes Described in Section Ensures approved changes were implemented Work Performance Information Analyzed data is transformed into information that can be used for decision making Monitor and Control Project Work inputs are: Project Management Plan Performance Reports Enterprise Environmental Factors Organizational Process Assets Performance Reports should be prepared by the project team, detailing activities, accomplishments, milestones, identified issues and problems. 45

46 4.4.1 Monitor and Control Project Work Inputs
Enterprise Environmental Factors Government or industry standards Company work authorization system Stakeholder risk tolerances Project Management Information Systems Organizational Process Assets Organization communication requirements Financial controls procedures Issue and defect management procedures Risk control procedures Process measurement database Lessons learned database Monitor and Control Project Work inputs are: Project Management Plan Performance Reports Enterprise Environmental Factors Organizational Process Assets Performance Reports should be prepared by the project team, detailing activities, accomplishments, milestones, identified issues and problems. 46

47 4.4.2 Monitor and Control Project Work Tools & Techniques
Expert Judgment Previously defined Analytical Techniques Used to forecast outcomes: Regression analysis Root Cause Analysis Failure Mode Effect Analysis Fault Tree Analysis Earned Value Management Variance Analysis Expert Judgment is used to interpret information provided by the Monitor and Control process. 47

48 4.4.3 Monitor and Control Project Work Outputs
Change Requests Corrective action Preventive action Defect repair Work Performance Reports Project documents that report work performance information that is used to communicate project progress and generate decisions or activity. Project Management Plan Updates Schedule Management Plan Cost Management Plan Quality Management Plan Baselines: Scope, Schedule, Cost Project Document Updates Forecasts Performance Reports Issues log 48

49 4.4 Monitor and Control Project Work Terms
Earned Value Management A management methodology for integrating scope, schedule and resources and for objectively measuring project performance and progress: Performance is measured by determining the budgeted cost of work performed (the earned value) and comparing it to the actual cost of worked performed (the actual cost) Progress is measured by comparing the earned value to the planned value Performance Measurement Baseline An approved plan for the project work against which project execution is compared and deviations are measured for management control. The project measurement baseline typically integrates scope, schedule, and cost parameters of a project, but may also include technical and quality parameters. The project baseline may be changed by formally approved changes 49

50 Practice Question: If a Project Manager is concerned with the process of tracking, reviewing and regulating the progress to meet performance objectives as defined in the project management plan, which should she/he concentrate on: Communication plan Continuous monitoring Project management information system Scope management plan The answer is C: Project management information system Answer C is the only choice that addresses gathering, integrating and disseminating information. 50

51 Project Management Process Groups Monitoring & Controlling
Perform Integrated Change Control Process Knowledge Area Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase Across Project Management Process Groups 51

52 4.5 Perform Integrated Change Control
Definition: “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 and communicating their disposition.” PMBoK® Guide, 5th Edition, p. 94 Integrated Change Control focuses on managing change to the project: >Understanding the sources for change >Understanding the impact of changes on each of the project constraints: >Scope >Quality >Schedule >Budget >Resources >Risks >Approving and rejecting change requests INTEGRATED CHANGE CONTROL IS DONE THROUGHOUT THE LIFE OF THE PROJECT: FROM INITIATION THROUGH CLOSING PMBoK® Guide, 5th Edition, p. 94 52

53 4.5 Perform Integrated Change Control Data Flow Diagram
PMBoK® Guide, 5th Edition, p. 95 53

54 4.5 Perform Integrated Change Control
Integrated Change Control includes the following: Identifying that a change needs to occur or has occurred Influencing the factors that circumvent integrated change control so that only approved changes are implemented Reviewing, analyzing and approving requested changes Managing the approved changes by regulating the flow of requested changes Maintaining the integrity of baselines by releasing only approved changes Reviewing and approving all recommended corrective and preventive actions Controlling and updating the scope, cost, budget, schedule, and quality requirements based on approved changes Documenting the impact of requested changes Validating defect repair Controlling project quality to standards based on quality reports 54

55 4.5 Perform Integrated Change Control
The Project Manager should be concerned with: Ensuring the change is beneficial Determining if change is needed Looking for alternatives to change Minimizing the negative impact of change Notifying stakeholders affected by the change The impact of a change decreases the earlier a change or the need for a change is discovered. The Project Manager should be looking for changes from the performance indicators, sponsor, management or other stakeholders. Always look for options to decrease the threats and increase opportunities All changes should be documented with a change request All change requests should be evaluated for: Does the change fall within the project charter? Is the change beneficial? Is the change really needed? What is the impact on the project constraints: Scope, Quality, Schedule, Budget, Resources and Risk 55

56 4.5.1 Perform Integrated Change Control Inputs
Project Management Plan Defined in Section Work Performance Reports Defined in Section Change Requests Corrective Action Preventive Action Defect Repair Enterprise Environmental Factors Project Management Information System Organizational Process Assets Change control procedures Change approval and authorization procedures Process measurement database Project files Configuration management knowledge base Project Files includes: Scope, cost, schedule and performance measurement baselines Project calendars Project schedule network diagrams Risk registers Planned response actions Configuration Management Knowledge Base contains versions and baselines of all official company: Standards Policies Procedures Project documents 56

57 4.5.2 Perform Integrated Change Control Tools & Techniques
Expert Judgment Previously defined Meetings Change Control Board Meetings: Roles and responsibilities defined in the change control procedures Membership on the board will include major stakeholders The customer may be included for projects being done under contract Reviews change requests Approves or rejects change requests Change Control Tools Used to manage change requests and the final disposition of those requests. 57

58 Who can approve changes?
Changes to Project Charter Project Sponsor who signed/approved the Project Charter. The Project Manager can provide input. Changes to Project Baselines or any Constraints The Change Control Board or Sponsor needs to be involved. The Project Manager can recommend options. Changes within the Project Plan Project Manager can make the change if the change is within the Project Manager’s authority and does not require changes to any project baselines. 58

59 The Steps for Making Changes
Evaluate impact Create Options Get internal buy in Get customer buy in (if necessary) Approve or reject change Adjust project management plan and baselines Notify stakeholders affected by change Manage project to the new project management plan and baseline Evaluate for impact on the Project Constraints: Scope Quality Schedule Budget Resources Risk The Project Manager should be proactive: >Identify the sources of changes >Address the root cause of changes Remember: Not all changes are BAD. At a HIGH LEVEL: Evaluate Impact Create options Get change approved internally Get customer buy-in 59

60 4.5.3 Perform Integrated Change Control Outputs
Approved Change Requests Corrective Actions Preventive Actions Defect Repair Rejected Change Requests Validated Defect Repair Change Log Documents changes made during a project Project Management Plan Updates Project Document Updates Once a change is approved: Adjust the project management plans and baselines Notify all stakeholders affected by the change Manage the project to the new project plan and baselines Approved Change Requests are INPUTS for Directing and Managing Project Work 60

61 Configuration Management
A documented procedure used to apply technical and administrative direction and surveillance to: Identify and document the functional and physical characteristics of an item or system Control any changes to such characteristics Record and report the change and its implementation status Audit the items and system to verify conformance to requirements 61

62 4.5 Perform Integrated Change Control Terms
Configuration Identification Providing the basis from which the configuration of products is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained. Configuration Status Accounting Capturing, storing, and accessing configuration information needed to manage products and product information effectively. Configuration Verification and Auditing Establishing that the performance and functional requirements defined in the configuration documentation have been met. Change Control Board All requested changes must be either accepted or rejected by some authority within the project management team or an external organization representing the initiator, sponsor, or customer. Oftentimes a Change Control Board is established to approve and reject changes. The roles and responsibilities of the Change Control Board are defined in the configuration and change control procedures. 62

63 Practice Question: A change control process should be created:
As needed per the project plan By the steering committee As a formal documented procedure Only if changes are expected The answer is C: As a formal documented procedure The process should be formal so changes do not “just happen,” they are managed. Changes should be documented for historical purposes so there is an audit trail indicating why changes are made. 63

64 Project Management Process Groups Monitoring & Controlling
Close Project Phase Process Knowledge Area Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 64

65 4.6 Close Project or Phase Definition: “The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase” PMBoK® Guide, 5th Edition, p. 100 PMBoK® Guide, 5th Edition, p. 100 65

66 4.6 Close Project or Phase Data Flow Diagram
PMBoK® Guide, 5th Edition, p. 101 66

67 4.6.1 Close Project or Phase Inputs
Project Management Plan Described in Section Accepted Deliverables Scope Verification: Formal acceptance of the completed project deliverables Organizational Process Assets Closure guidelines, requirements and procedures Historical information Lessons learned database 67

68 4.6.2 Close Project or Phase Tools and Techniques
Expert Judgment Previously defined Analytical Techniques Described in Section Meetings Lessons Learned User Groups Review Meetings 68

69 4.6.3 Close Project or Phase Outputs
Final Product, Service, or Result Transition Transition of the project’s (or phase’s) product or result to: The ongoing organization, or The next phase of the project Organizational Process Assets Updates Lessons Learned Corporate Knowledge Base Project Files Project or phase closure documents Historical information Organizational Process Assess updates include, but are not limited to the following: Project Files – Project plan, scope, cost, calendars, risk register, planned risk response documentation, etc. Project or Phase Closure documents – Formal documentation that the project or phase is complete, including acceptance and transition information. Historical Information – Lessons learned, issues, risks, techniques that can be used on future projects. 69

70 Practice Question: Once the project is complete, the complete set of project records should be sent to the: Project archives Every stakeholder on the team Document Imaging system Project sponsor The answer is A: Project Archives Project records should be prepared for archiving by the appropriate parties. Project records should be sent to the archives so that future projects can access the records. 70

71 Good Luck!! 71


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