4. Project Integration management
:recycle: includes the processes and activities to identify, define, combine, unify and coordinate the various processes and project management activities within the Project Management Process Groups
:<3: In the project management context, integration includes characteristics of unification, consolidation, communication, and interrelationship. These action should be applied from the start of the project through completion
:<3: Project Management Plan is specific to project managers. Whereas other Knowledge Areas may be managed by specialists, the accountability of Project Integration Management can NOT be delegated or transferred
4. 2 Develop Project Management Plan
:recycle: The process of defining, preparing, and coordinating all plan components and consolidating them into a integrated project management plan
:<3: Benefit: the production of a comprehensive document that defines the basis of all project work and how the work will be performed
:star: Input
- Project charter (*)
- Outputs from other processes (*)
- EEF
- OPA
:pen: T&T
- Expert judgement
- Data gathering
:check: Brainstorming
:check: Checklists
:check: Focus Group
:check: Interviews
- Interpersonal & team skills
:check: Conflict management
:check: Facilitation
:check: Meeting management
- Meetings
:champagne: Output
- Project Management Plan (19 components)
4.3 Manage and Direct Project Work
:recycle: The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives
:<3: Benefit: it provides overall management of the project work and deliverables, thus improve the probability of project success
:star: Input
- Project Management Plan (*)
- Project Documents (*)
:check: Change log
:check: Lesson learned register
:check: Milestone list
:check: Project communications
:check: Project Schedule
:check: Requirement traceability matrix
:check: Risk register
:check: Risk report
- Approved change requests (*)
- EEF
- OPA
:pen: T&T
- Expert judgement
- PMIS
- Meetings
:champagne: Output
- Deliverables (*)
- Work performance data (*)
- Issue log
- Change requests
- Project management plan updates
- Project documents updates
- OPA updates
4.4 Manage Project Knowledge
:recycle: The process of using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning
:<3: Benefit:
- prior organizational knowledge is leveraged to produce or improve the project outcomes
- knowledge created by the project is available to support organizational operations and future projects or phases
:star: Input
- Project management plan
:check: All component
- Project documents
:check: Lessons learned register
:check: Project team assignments
:check: Resource breakdown structure
:check: Stakeholder register
- Deliverables
- EEF
- OPA
:pen: T&T
- Expert judgement
- Knowledge management
- Information management
- Interpersonal & team skills
:check: Active listening
:check: Facilitation
:check: Leadership
:check: Networking
:check: Political awareness
:champagne: Output
- Lessons learned register
- Project management plan updates
:check: Any component
- OPA updates
4.5 Monitor and Control Project Work
:recycle: The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan
:<3: Benefits: it allow stakeholders
- understand the current status of the project
- recognize the actions taken to address any performance issues
- have visibility into the future project status with cost and schedules forecasts
:star: Input
- Project management plan
- Project documents
:check: Assumption log
:check: Basis of estimates
:check: Cost forecasts
:check: Issue log
:check: Schedule forecast
:check: Milestone list
:check: Quality reports
:check: Risk register
:check: Risk report
- WPI
- Agreements
- EEF
- OPA
:pen: T&T
- Expert judgement
- Data analysis
:check: Alternative analysis
:check: Root cause analysis
:check: Trend analysis
:check: Cost-benefit analysis
:check: Earned value analysis
:check: Variance analysis
- Decision making
:check: Voting
:check: Autocratic decision making
:check: Multicriteria decision analysis
- Meeting
:champagne: Output
- Work performance report
- Change requests
- Project management plan updates
- Project documents updates
:check: Issue log
:check: Lessons learned register
:check: Risk register
:check: Cost forecasts
:check: Schedule forecasts
4.6. Perform Integrated Change Control
:recycle: The process of reviewing all change requests; approving changes and managing changes to deliverables, OPAs, project documents, and the project management plan; and communicating the decisions
:<3: Benefit: it allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made WITHOUT consideration of the overall project objectives or plans
:star: Input
- Project management plan
:check: Change management plan
:check: Configuration management plan
:check: Cost baseline
:check: Scope baseline
:check: Schedule baseline
- Project documents
:check: Basis of estimates
:check: Requirement traceability matrix
:check: Risk report
- Work performance reports
:check: Resource availability
:check: schedule and cost data
:check: Earned value reports
:check: Burnup/down charts
- Change requests
:check: Corrective action
:check: Preventive action
:check: Defect repair
:check: Update
- EEF
- OPA
:pen: T&T
- Expert judgement
- Change control tools
:check: Configuration management activities
:check: Change management activities
- Data Analysis
:check: Alternative analysis
:check: Cost-benefit analysis
- Decision making
- Meetings
:champagne: Output
- Approved change requests
- Project management plan updates
- Project documents updates
:check: Change log
4.7 Close Project or Phase
:recycle: The process of finalizing all activities for the project, phase, or contract
:<3: Benefit:
- The project or phase info is archived
- The planned work is completed
- organizational team resources are released to pursue new endeavors
:star: Input
- Project Charter
- Project management plan
- Project documents
:check: Assumption log
:check: Change log
:check: Issue log
:check:Milestone list
:check: Requirement documentation
:check: Basis of estimates
:check: Quality report
:check: Quality control measurements
:check: Lesson learned register
:check:Risk register
:check: Risk Reports
- Accepted deliverables
- Business Documents
- Agreements
- Procurement documentation
- OPA
:pen: T&T
- Expert judgement
- Data Analysis
:check: Document analysis
:check: Regression analysis
:check: Trend analysis
:check: Variance analysis
- Meetings
:champagne: Output
- Project documents updates
- Final product/service/result transition
- Final report
- OPA updates
:check: Project documents
:check: Operational and support documents
:check: Project or phase closure documents
:check: Lessons learned repository
4.0 Project Selection
:recycle: The reason a project is selected and the value it is expected to bring to an organization indicate its significance to the company
:<3: The reasons a project was selected can impact which constraints are most flexible and knowing this information will influence how the project manager plans and manages the project
-
Net Present Value (NPV)
:recycle: is the present value of the total benefits (income or revenue) minus the cost over many time periods
:<3: NPV > 0 ==> GOOD
:<3: The project with the greatest NPV is typically selected
Internal Rate of Return (IRR)
:recycle: similar to put money in a bank account and expect to get a return
:<3: The project with higher IRR number is better
Payback Period
:recycle: the length of time it takes for the organization to recover its investment in a project before it starts accumulating profit
:<3: The project with the shorter payback period is the best choice
:<3: In some cases, the best choice might be a project that has a longer payback period but various other advantages
Cost-Benefit Analysis
:recycle: compares the expected costs of a project to the potential benefits it could bring the organization
:<3: Benefits are the same as revenue
Benefit-cost Ratio (BCR)
BCR > 1 ==> benefits > cost
BCR < 1 ==> benefit < cost
BCR = 1 ==> benefit = cost
-
Sunk Costs
:recycle: are expended costs
:<3: sunk costs should not be considered when deciding whether to continue with a troubled project
Law of diminishing Returns
:recycle: after a certain point, adding more input will not produce a proportional increase in proudctivity
Depreciation
:recycle: large assets, such as equipment, lose value over time
:<3: Straight-line depreciation: the same amount of depreciation is taken each year
:<3: Accelerated depreciation: depreciates faster than straight-line depreciation
4.1 Develop Project Charter
:recycle: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
:<3: Benefits:
- It provides a direct link between the project and the strategic objectives of the organization
- Creates a formal record of the project
- Shows the organizational commitment to the project
:star: Input
- Business Documents
:check: Business case
:check: Benefits management plan
- Agreements
- EEF
- OPA
:pen: T&T
- Expert Judgement
- Data gathering
:check: Brainstorming
:check: Focus group
:check: Interviews
- Interpersonal & team skills
:check: Conflict management
:check: Facilitation
:check: Meeting management
- Meetings
:champagne: Output
- Project charter
- Assumption log