Project Integration Management PDF

4 chaPter 4 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 Group...

4 chaPter 4 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. In the project management context, integration includes characteristics of unification, consolidation, articulation, and integrative actions that are crucial to project completion, successfully managing stakeholder expectations, and meeting requirements. Project Integration Management entails making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management Knowledge Areas. The project management processes are usually presented as discrete processes with defined interfaces while, in practice, they overlap and interact in ways that cannot be completely detailed in the PMBOK® Guide. Figure 4-1 provides an overview of Project Integration Management processes, which are as follows: 4.1 Develop Project Charter—The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder’s needs and expectations. 4.2 Develop Project management Plan—The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans. 4.3 Direct and manage Project execution—The process of performing the work defined in the project management plan to achieve the project’s objectives. 4.4 monitor and Control Project work—The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. 4.5 Perform Integrated Change Control—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. 4.6 Close Project or Phase—The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 71  4 CHaPteR 4 − PRojeCt IntegRatIon management The need for Project Integration Management is evident in situations where individual processes interact. For example, a cost estimate needed for a contingency plan involves integrating the processes in the cost, time, and risk Knowledge Areas. When additional risks associated with various staffing alternatives are identified, then one or more of those processes may be revisited. The project deliverables may also need to be integrated with ongoing operations of either the performing organization or the customer’s organization, or with the long- term strategic planning that takes future problems and opportunities into consideration. Project Integration Management also includes the activities needed to manage project documents to ensure consistency with the project management plan and product deliverables. Most experienced project management practitioners know there is no single way to manage a project. They apply project management knowledge, skills, and required processes in a different order and with varying rigor to achieve the desired project performance. However, the perception that a particular process is not required does not mean that it should not be addressed. The project manager and project team must address every process to determine the level of implementation for each process for each project. If a project has more than one phase, the same level of rigor should be applied to processes within each phase of the project. The integrative nature of projects and project management can be understood by thinking of other types of activities performed while completing a project. Examples of some activities performed by the project management team are: Analyze and understand the scope. This includes the project and product requirements, criteria, assumptions, constraints, and other influences related to a project, and how each will be managed or addressed within the project. Understand how to take the identified information and then transform it into a project management plan using a structured approach as described in the PMBOK® Guide. Perform activities to produce project deliverables. Measure and monitor all aspects of the project’s progress and take appropriate action to meet project objectives. Among the processes in the Project Management Process Groups, the links are often iterated. The Planning Process Group provides the Executing Process Group with a documented project management plan early in the project and then facilitates updates to the project management plan if changes occur as the project progresses. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 72  CHaPteR 4 − PRojeCt IntegRatIon management 4 Project Integration Management 4.1 Develop Project 4.2 Develop Project 4.3 Direct and Manage Charter Management Plan Project Execution.1 Inputs.1 Inputs.1 Inputs.1 Project statement of work.1 Project charter.1 Project management plan.2 Business case.2 Outputs from planning.2 Approved change requests.3 Contract processes.3 Enterprise environmental.4 Enterprise environmental.3 Enterprise environmental factors factors factors.4 Organizational process assets.5 Organizational process assets.4 Organizational process assets.2 Tools & Techniques.2 Tools & Techniques.2 Tools & Techniques.1 Expert judgment.1 Expert judgment.1 Expert judgment.2 Project management information system.3 Outputs.3 Outputs.1 Project charter.1 Project management plan.3 Outputs.1 Deliverables.2 Work performance information.3 Change requests.4 Project management plan 4.4 Monitor and Control 4.5 Perform Integrated updates Project Work Change Control.5 Project document updates.1 Inputs.1 Inputs.1 Project management plan.1 Project management plan 4.6 Close Project or.2 Performance reports.2 Work performance information Phase.3 Enterprise environmental.3 Change requests factors.4 Enterprise environmental.4 Organizational process assets factors.1 Inputs.5 Organizational process assets.1 Project management plan.2 Tools & Techniques.2 Accepted deliverables.1 Expert judgment.2 Tools & Techniques.3 Organizational process assets.1 Expert judgment.3 Outputs.2 Change control meetings.2 Tools & Techniques.1 Change requests.1 Expert judgment.2 Project management plan.3 Outputs updates.1 Change request status.3 Outputs.3 Project document updates updates.1 Final product, service, or.2 Project management plan result transition updates.2 Organizational process assets.3 Project document updates updates Figure 4-1. Project Integration management overview 4.1 Develop Project Charter Develop Project Charter is the process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholders’ needs and expectations. It establishes a partnership between the performing organization and the requesting organization (or customer, in the case of external projects). The approved project charter formally initiates the project. A project manager is identified and assigned as early in the project as is feasible, preferably while the project charter is being developed and always prior to the start of planning. It is recommended that the project manager participate in the development of the project charter, as the project charter provides the project manager with the authority to apply resources to project activities. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 73  4 CHaPteR 4 − PRojeCt IntegRatIon management Projects are authorized by someone external to the project such as a sponsor, PMO, or portfolio steering committee. The project initiator or sponsor should be at a level that is appropriate to funding the project. They will either create the project charter or delegate that duty to the project manager. The initiator’s signature on the charter authorizes the project. Projects are authorized due to internal business needs or external influences. This usually triggers the creation of a needs analysis, business case, or description of the situation the project will address. Chartering a project links the project to the strategy and ongoing work of the organization. Figure 4-2 shows the inputs, tools and techniques, and outputs for this process and the data flow diagram is displayed in Figure 4-3. Inputs Tools & Techniques Outputs.1 Project statement of work.1 Expert judgment.1 Project charter.2 Business case.3 Contract.4 Enterprise environmental factors.5 Organizational process assets Figure 4-2. Develop Project Charter: Inputs, tools & techniques, and outputs Project Initiator/ Project Integration Management Sponsor 5.1 Collect Requirements 4.1 Contracts Develop Project Charter Project Project statement of work Charter Business case 5.2 Define Scope Organizational process assets Enterprise 4.2 Environmental Factors Develop Project 10.1 Management Identify Enterprise/ Plan Stakeholders Organization Figure 4-3. Develop Project Charter Data Flow Diagram This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 74  CHaPteR 4 − PRojeCt IntegRatIon management 4 4.1.1 Develop Project Charter: Inputs.1 Project Statement of work The statement of work (SOW) is a narrative description of products or services to be delivered by the project. For internal projects, the project initiator or sponsor provides the statement of work based on business needs, product, or service requirements. For external projects, the statement of work can be received from the customer as part of a bid document, for example, request for proposal, request for information, request for bid, or as part of a contract. The SOW references: Business need. An organization’s business need may be based on a market demand, technological advance, legal requirement, or government regulation. Product scope description. This documents the characteristics of the product that the project will be undertaken to create. The description should also document the relationship between the products or services being created and the business need that the project will address. Strategic plan. The strategic plan documents the organization’s strategic goals. Therefore, all projects should be aligned with the strategic plan..2 Business Case The business case or similar document provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment. Typically the business need and the cost-benefit analysis are contained in the business case to justify the project. The requesting organization or customer, in the case of external projects, may write the business case. The business case is created as a result of one or more of the following: Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages), Organizational need (e.g., a training company authorizing a project to create a new course to increase its revenues), Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park), Technological advance (e.g., an electronics firm authorizing a new project to develop a faster, cheaper, and smaller laptop after advances in computer memory and electronics technology), Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials), This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 75  4 CHaPteR 4 − PRojeCt IntegRatIon management Ecological impacts (e.g., a company undertakes a project to lessen its environmental impact), or Social need (e.g., a non-governmental organization in a developing country authorizing a project to provide potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera). In the case of multi-phase projects, the business case may be periodically reviewed to ensure that the project is on track to deliver the business benefits. In the early stages of the project life cycle, periodic review of the business case by the sponsoring organization also helps to confirm that the project is still required..3 Contract A contract is an input if the project is being done for an external customer..4 enterprise environmental Factors The enterprise environmental factors that can influence the Develop Project Charter process include, but are not limited to: Governmental or industry standards, Organization infrastructure, and Marketplace conditions..5 organizational Process assets The organizational process assets that can influence the Develop Project Charter process include, but are not limited to: Organizational standard processes, policies, and standardized process definitions for use in the organization; Templates (e.g., project charter template); and Historical information and lessons learned knowledge base. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 76  CHaPteR 4 − PRojeCt IntegRatIon management 4 4.1.2 Develop Project Charter: tools and techniques.1 expert judgment Expert judgment is often used to assess the inputs used to develop the project charter. Such judgment and expertise is applied to any technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training, and is available from many sources, including: Other units within the organization, Consultants, Stakeholders, including customers or sponsors, Professional and technical associations, Industry groups, Subject matter experts, and Project management office (PMO). 4.1.3 Develop Project Charter: outputs.1 Project Charter The project charter documents the business needs, current understanding of the customer’s needs, and the new product, service, or result that it is intended to satisfy, such as: Project purpose or justification, Measurable project objectives and related success criteria, High-level requirements, High-level project description, High-level risks, Summary milestone schedule, Summary budget, This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 77  4 CHaPteR 4 − PRojeCt IntegRatIon management Project approval requirements (what constitutes project success, who decides the project is successful, and who signs off on the project), Assigned project manager, responsibility, and authority level, and Name and authority of the sponsor or other person(s) authorizing the project charter. 4.2 Develop Project management Plan Develop Project Management Plan is the process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans. The project management plan defines how the project is executed, monitored and controlled, and closed. The project management plan content will vary depending upon the application area and complexity of the project. The project management plan is developed through a series of integrated processes until project closure. This process results in a project management plan that is progressively elaborated by updates and controlled and approved through the Perform Integrated Change Control (Section 4.5) process. Figure 4-4 shows the inputs, tools and techniques, and outputs for this process and the data flow diagram is displayed in Figure 4-5. Inputs Tools & Techniques Outputs.1 Project charter.1 Expert judgment.1 Project management plan.2 Outputs from planning processes.3 Enterprise environmental factors.4 Organizational process assets Figure 4-4. Develop Project management Plan: Inputs, tools & techniques, and outputs 4.2.1 Develop Project management Plan: Inputs.1 Project Charter Described in Section 4.1.3.1..2 outputs from Planning Processes Outputs from many of the planning processes described in Chapters 5 through 12 are integrated to create the project management plan. Any baselines and subsidiary management plans that are an output from other planning processes are inputs to this process. In addition, updates to these documents can necessitate updates to the project management plan. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 78  CHaPteR 4 − PRojeCt IntegRatIon management 4 5.2 Define Scope Project scope 5.4 statement Project Integration Management Verify Scope 5.3 Create Scope baseline 5.5 WBS 4.1 Control Scope Develop Project Charter Enterprise/ Organizational process 6.6 Organization assets Control Schedule Project charter Enterprise environmental factors 4.2 7.3 5.1 Collect Requirements Develop Project Control Cost Requirements documentation Management Requirements Project management management plan Plan plan 8.2 Perform Quality 7.2 Determine Cost performance Assurance Budget baseline 4.3 Direct and Manage 8.3 Project Execution Perform Quality 6.5 Develop Schedule baseline Control Schedule 4.4 Monitor and 9.2 Control Project Acquire Quality management Work Project Team 8.1 Plan Quality plan Process improvement plan 4.5 9.3 Perform Develop 9.1 Develop Integrated Project Team Human resource Change Control Human Resource plan Plan 9.4 Project Manage management 4.6 Project Team plan updates 10.2 Plan Close Project Communications Communications management plan or Phase 10.3 Distribute Information 11.1 Plan Risk Risk management 10.4 Management plan Manage Stakeholder Expectations 12.1 Plan Procurement Procurements management plan 10.5 11.6 12.2 12.3 12.4 Report Monitor and Conduct Administer Close Performance Control Risks Procurements Procurements Procurements Figure 4-5. Develop Project Management Plan Data Flow Diagram Figure 4-5. Develop Project management Plan Data Flow Diagram A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition. ©2008 Project Management Institute, Inc. All Rights Reserved. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 79  4 CHaPteR 4 − PRojeCt IntegRatIon management.3 enterprise environmental Factors The enterprise environmental factors that can influence the Develop Project Management Plan process include, but are not limited to: Governmental or industry standards, Project management information systems (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 and culture, Infrastructure (e.g., existing facilities and capital equipment), and Personnel administration (e.g., hiring and firing guidelines, employee performance reviews, and training records)..4 organizational Process assets The organizational process assets that can influence the Develop Project Management Plan process include, but are not limited to: Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria, Project management plan template—Elements of the project management plan that may be updated include, but are not limited to: ○ Guidelines and criteria for tailoring the organization’s set of standard processes to satisfy the specific needs of the project, and ○ Project closure guidelines or requirements like the product validation and acceptance criteria, Change control procedures including the steps by which official company standards, policies, plans, and procedures, or any project documents will be modified and how any changes will be approved and validated, Project files from past projects (e.g., scope, cost, schedule and performance measurement baselines, project calendars, project schedule network diagrams, risk registers, planned response actions, and defined risk impact), This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 80  CHaPteR 4 − PRojeCt IntegRatIon management 4 Historical information and lessons learned knowledge base, and Configuration management knowledge base containing the versions and baselines of all official company standards, policies, procedures, and any project documents. 4.2.2 Develop Project management Plan: tools and techniques.1 expert judgment When developing the project management plan, expert judgment is utilized to: Tailor the process to meet the project needs, Develop technical and management details to be included in the project management plan, Determine resources and skill levels needed to perform project work, Define the level of configuration management to apply on the project, and Determine which project documents will be subject to the formal change control process. 4.2.3 Develop Project management Plan: outputs.1 Project management Plan The project management plan integrates and consolidates all of the subsidiary management plans and baselines from the planning processes and includes but is not limited to: The life cycle selected for the project and the processes that will be applied to each phase, Results of the tailoring by the project management team as follows: ○ Project management processes selected by the project management team, ○ Level of implementation of each selected process, ○ Descriptions of the tools and techniques to be used for accomplishing those processes, and ○ 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. How work will be executed to accomplish the project objectives, A change management plan that documents how changes will be monitored and controlled, This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 81  4 CHaPteR 4 − PRojeCt IntegRatIon management A configuration management plan that documents how configuration management will be performed, How integrity of the performance measurement baselines will be maintained, Need and techniques for communication among stakeholders, and Key management reviews for content, extent, and timing to facilitate addressing open issues and pending decisions. The project management plan can be either summary level or detailed, and can be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process. Project baselines include, but are not limited to: Schedule baseline, Cost performance baseline, and Scope baseline. Subsidiary plans include, but are not limited to: Scope management plan (introduction to Chapter 5), Requirements management plan (Section 5.1.3.2), Schedule management plan (introduction to Chapter 6), Cost management plan (introduction to Chapter 7), Quality management plan (Section 8.1.3.1), Process improvement plan (Section 8.1.3.4), Human resource plan (Section 9.1.3.1), Communications management plan (Section 10.2.3.1), Risk management plan (Section 11.1.3.1), and Procurement management plan (Section 12.1.3.1). Often the scope, schedule, and cost baseline will be combined into a performance measurement baseline that is used as an overall project baseline against which integrated performance can be measured. The performance measurement baseline is used for earned value measurements. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 82  CHaPteR 4 − PRojeCt IntegRatIon management 4 4.3 Direct and manage Project execution Direct and Manage Project Execution is the process of performing the work defined in the project management plan to achieve the project’s objectives. These activities include, but are not limited to: Perform activities to accomplish project requirements; Create project deliverables; Staff, 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, both external and internal to the project team; Generate project data, such as cost, schedule, technical and quality progress, and status to facilitate forecasting; Issue change requests and adapt approved changes into the project’s scope, plans, and environment; Manage risks and implement risk response activities; Manage sellers and suppliers; and Collect and document lessons learned, and implement approved process improvement activities. The project manager, along with the project management team, directs the performance of the planned project activities, and manages the various technical and organizational interfaces that exist within the project. The Direct and Manage Project Execution process is directly affected by the project application area. Deliverables are produced as outputs from processes performed to accomplish the project work planned and scheduled in the project management plan. Work performance information, about the completion status of the deliverables and what has been accomplished, is collected as part of project execution and is fed into the performance reporting process. The work performance information will also be used as an input to the Monitoring and Controlling Process Group. Direct and Manage Project Execution also requires implementation of approved changes covering: Corrective action. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan. Preventive action. A documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks. Defect repair. The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 83  4 CHaPteR 4 − PRojeCt IntegRatIon management Figure 4-6 shows the inputs, tools and techniques, and outputs for this process and the data flow diagram is displayed in Figure 4-7. Inputs Tools & Techniques Outputs.1 Project management plan.1 Expert judgment.1 Deliverables.2 Approved change.2 Project management.2 Work performance requests information system information.3 Enterprise environmental.3 Change requests factors.4 Project management plan.4 Organizational process updates assets.5 Project document updates Figure 4-6. Direct and manage Project execution: Inputs, tools & techniques, and outputs Project Integration Management 4.2 4.5 Develop Project Perform Management Integrated Change Plan Control Approved Enterprise/ change requests Project Project Organization management Documents plan updates Change requests Organizational process Work performance assets Project information Enterprise management plan 4.3 environmental factors Direct and 8.3 Project document Perform Manage Project updates Execution Quality Control Deliverables Work performance information 10.5 Report Performance 11.6 Monitor and Control Risks 5.5 6.6 7.3 8.2 12.3 Control Scope Control Schedule Control Costs Perform Quality Administer Assurance Procurements Figure 4-7. Direct and Manage Project Execution Data Flow Diagram Figure 4-7. Direct and manage Project execution Data Flow Diagram A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition. ©2008 Project Management Institute, Inc. All Rights Reserved. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 84  CHaPteR 4 − PRojeCt IntegRatIon management 4 4.3.1 Direct and manage Project execution: Inputs.1 Project management Plan Described in Section 4.2.3.1..2 approved Change Requests As part of the Perform Integrated Change Control process, a change control status update will indicate that some changes are approved and some are not. Approved change requests are scheduled for implementation by the project team. Approved change requests are the documented, authorized changes to expand or reduce project scope. The approved change requests can also modify policies, the project management plan, procedures, costs, or budgets; or revise schedules. Approved change requests may require implementation of preventive or corrective actions..3 enterprise environmental Factors The enterprise environmental factors which can influence the Direct and Manage Project Execution process include, but are not limited to: Organizational, company or customer culture and structure, Infrastructure (e.g., existing facilities and capital equipment), Personnel administration (e.g., hiring and firing guidelines, employee performance reviews, and training records), Stakeholder risk tolerances, and. Project management information systems (e.g., an automated tool suite, such as a scheduling software tool, a configuration management system, an information collection and distribution system or web interfaces to other online automated systems). This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 85  4 CHaPteR 4 − PRojeCt IntegRatIon management.4 organizational Process assets The organizational process assets that can influence the Direct and Manage Project Execution process include, but are not limited to: 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 prior projects (e.g., scope, cost, schedule, performance measurement baselines, project calendars, project schedule, network diagrams, risk registers, planned response actions, and defined risk impact); and Issue and defect management database containing historical issue and defect status, control information, issue and defect resolution, and action item results. 4.3.2 Direct and manage Project execution: tools and techniques.1 expert judgment Expert judgment is used to assess the inputs needed to direct and manage execution of the project management plan. Such judgment and expertise is applied to all technical and management details during this process. This expertise is provided by the project manager and the project management team using specialized knowledge or training. Additional expertise is available from many sources, including: Other units within the organization, Consultants, Stakeholders, including customers or sponsors, and Professional and technical associations. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 86  CHaPteR 4 − PRojeCt IntegRatIon management 4.2 Project management Information System The project management information system, part of the enterprise environmental factors, provides access to 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 used during the Direct and Manage Project Execution effort. 4.3.3 Direct and manage Project execution: outputs.1 Deliverables An approved deliverable is any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project..2 work Performance Information Information from project activities is routinely collected as the project progresses. This information can be related to various performance results including, but not limited to: Deliverable status, Schedule progress, and Costs incurred..3 Change Requests When issues are found while project work is being performed, change requests are issued which may modify project policies or procedures, project scope, project cost or budget, project schedule, or project quality. Other change requests cover needed preventive or corrective actions to forestall negative impact later in the project. Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated and can include: Corrective action. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan. Preventive action. A documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 87  4 CHaPteR 4 − PRojeCt IntegRatIon management Defect repair. The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component. updates. Changes to formally controlled documentation, plans, etc., to reflect modified or additional ideas or content..4 Project management Plan updates Elements of the project management plan that may be updated include, but are not limited to: Requirements management plan, Schedule management plan, Cost management plan, Quality management plan, Human resource plan, Communications management plan, Risk management plan, Procurement management plan, and Project baselines..5 Project Document updates Project documents that may be updated include, but are not limited to: Requirements documents, Project logs (issue, assumptions, etc.), Risk register, and Stakeholder register. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 88  CHaPteR 4 − PRojeCt IntegRatIon management 4 4.4 monitor and Control Project work Monitor and Control Project Work is the process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. Monitoring is an aspect of project management performed throughout the project. Monitoring includes collecting, measuring, and distributing performance information, and assessing measurements and trends to effect process improvements. Continuous monitoring gives the project management team insight into the health of the project, and identifies any areas that may require special attention. Control includes determining corrective or preventive actions or replanning and following up on action plans to determine if the actions taken resolved the performance issue. The Monitor and Control Project Work process is concerned with: Comparing actual project performance against the project management plan; Assessing performance to determine whether any corrective or preventive actions are indicated, and then recommending those actions as necessary; Identifying new risks and analyzing, tracking, and monitoring existing project risks to make sure the risks are identified, their status is reported, and that appropriate risk response plans are being executed; Maintaining an accurate, timely information base concerning the project’s product(s) and their associated documentation through project completion; Providing information to support status reporting, progress measurement, and forecasting; Providing forecasts to update current cost and current schedule information; and Monitoring implementation of approved changes as they occur. Figure 4-8 shows the inputs, tools and techniques, and outputs for this process and the data flow diagram is displayed in Figure 4-9. Inputs Tools & Techniques Outputs.1 Project management plan.1 Expert judgment.1 Change requests.2 Performance reports.2 Project management plan.3 Enterprise environmental updates factors.3 Project document.4 Organizational process updates assets Figure 4-8. monitor and Control Project work: Inputs, tools & techniques, and outputs This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 89  4 CHaPteR 4 − PRojeCt IntegRatIon management Project Integration Management 4.2 Develop Project Management Plan 10.5 Project Project Report management Performance plan updates Documents Project management plan Project 4.4 document updates Performance reports Monitor and Control Project Work Change requests Organizational process assets Enterprise 4.5 environmental factors Perform Integrated Enterprise/ Change Control Organization Figure 4-9. monitor and Control Project work Data Flow Diagram 4.4.1 monitor and Control Project work: Inputs.1 Project management Plan Described in Section 4.2.3.1..2 Performance Reports Reports should be prepared by the project team detailing activities, accomplishments, milestones, identified issues, and problems. Performance reports can be used to report the key information including, but not limited to: Current status, Significant accomplishments for the period, Scheduled activities, Forecasts, and Issues. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 90  CHaPteR 4 − PRojeCt IntegRatIon management 4.3 enterprise environmental Factors The enterprise environmental factors that can influence the Monitor and Control Project Work process include, but are not limited to: Governmental or industry standards (e.g., regulatory agency regulations, product standards, quality standards, and workmanship standards), Company work authorization system, Stakeholder risk tolerances, and Project management information systems (e.g., an automated tool suite, such as a scheduling software tool, a configuration management system, an information collection and distribution system or web interfaces to other online automated systems)..4 organizational Process assets The organizational process assets that can influence the Monitor and Control Project Work process include but are not limited to: Organization communication requirements, Financial controls procedures (e.g., time reporting, accounting codes, expenditure and disbursement reviews, and standard contract provisions), Issue and defect management procedures, Risk control procedures including risk categories, probability definition and impact, and probability and impact matrix, Process measurement database used to make available measurement data on processes and products, and Lessons learned database. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 91  4 CHaPteR 4 − PRojeCt IntegRatIon management 4.4.2 monitor and Control Project work: tools and techniques.1 expert judgment Expert judgment is used by the project management team to interpret the information provided by the monitor and control processes. The project manager, in collaboration with the team, determines the actions required to ensure project performance matches expectations. 4.4.3 monitor and Control Project work: outputs.1 Change Requests As a result of comparing planned results to actual results, change requests may be issued which may expand, adjust, or reduce project or product scope. Changes can impact the project management plan, project documents, or product deliverables. Changes may include, but are not limited to the following: Corrective action. A documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan. Preventive action. A documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks. Defect repair. The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component..2 Project management Plan updates Project management plan elements that may be updated include, but are not limited to: Schedule management plan, Cost management plan, Quality management plan, Scope baseline, Schedule baseline, and Cost performance baseline. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 92  CHaPteR 4 − PRojeCt IntegRatIon management 4.3 Project Document updates Project documents that may be updated include, but are not limited to: Forecasts, Performance reports, and Issue log. 4.5 Perform Integrated Change Control Perform Integrated Change Control is 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. The Perform Integrated Change Control process is conducted from project inception through completion. The project management plan, the project scope statement, and other deliverables are maintained by carefully and continuously managing changes, either by rejecting changes or by approving changes thereby assuring that only approved changes are incorporated into a revised baseline. The Perform Integrated Change Control process includes the following change management activities in differing levels of detail, based upon the progress of project execution: Influencing the factors that circumvent integrated change control so that only approved changes are implemented; Reviewing, analyzing, and approving change requests promptly, which is essential, as a slow decision may negatively affect time, cost, or the feasibility of a change; Managing the approved changes; Maintaining the integrity of baselines by releasing only approved changes for incorporation into the project management plan and project documents; Reviewing, approving, or denying all recommended corrective and preventive actions; Coordinating changes across the entire project (e.g., a proposed schedule change will often affect cost, risk, quality, and staffing); and Documenting the complete impact of change requests. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 93  4 CHaPteR 4 − PRojeCt IntegRatIon management Changes may be requested by any stakeholder involved with the project. Although they may be initiated verbally, they should always be recorded in written form and entered into the change management and/or configuration management system. Change requests are subject to the process specified in the change control and configuration control systems. Those change request processes may require information on estimated time impacts and estimated cost impacts. Every documented change request must be either approved or rejected by some authority within the project management team or an external organization. On many projects, the project manager is given authority to approve certain types of change requests as defined in the project’s roles and responsibilities documentation. Whenever required, the Perform Integrated Change Control process includes a change control board (CCB) responsible for approving or rejecting change requests. The roles and responsibilities of these boards are clearly defined within the configuration control and change control procedures, and are agreed upon by appropriate stakeholders. Many large organizations provide for a multi-tiered board structure, separating responsibilities among the boards. If the project is being provided under a contract, then some proposed changes may need to be approved by the customer as per the contract. Approved change requests can require new or revised cost estimates, activity sequences, schedule dates, resource requirements, and analysis of risk response alternatives. These changes can require adjustments to the project management plan or other project management plans/documents. The applied level of change control is dependent upon the application area, complexity of the specific project, contract requirements, and the context and environment in which the project is performed. A configuration management system with integrated change control provides a standardized, effective, and efficient way to centrally manage approved changes and baselines within a project. Configuration control is focused on the specification of both the deliverables and the processes while change control is focused on identifying, documenting and controlling changes to the project and the product baselines. Project-wide application of the configuration management system, including change control processes, accomplishes three main objectives: Establishes an evolutionary method to consistently identify and request changes to established baselines, and to assess the value and effectiveness of those changes, Provides opportunities to continuously validate and improve the project by considering the impact of each change, and Provides the mechanism for the project management team to consistently communicate all approved and rejected changes to the stakeholders. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 94  CHaPteR 4 − PRojeCt IntegRatIon management 4 Some of the configuration management activities included in the integrated change control process are as follows: Configuration identification. Selection and identification of a configuration item provides the basis for which product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained. Configuration status accounting. Information is recorded and reported as to when appropriate data about the configuration item should be provided. This information includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes. Configuration verification and audit. Configuration verification and configuration audits ensure the composition of a project’s configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures the functional requirements defined in the configuration documentation have been met. Figure 4-10 shows the inputs, tools and techniques, and outputs for this process and the data flow diagram is displayed in Figure 4-11. Inputs Tools & Techniques Outputs.1 Project management plan.1 Expert judgment.1 Change request status.2 Work performance.2 Change control meetings updates information.2 Project management plan.3 Change requests updates.4 Enterprise environmental.3 Project document factors updates.5 Organizational process assets Figure 4-10. Perform Integrated Change Control: Inputs, tools & techniques, and outputs This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 95  4 CHaPteR 4 − PRojeCt IntegRatIon management 5.4 Verify Scope 5.5 Control Scope 6.6 Control Schedule 7.3 Control Costs Project Integration Management 8.2 4.4 4.2 Perform Quality Monitor and Develop Project Assurance Control Project Management Work Plan 8.3 Perform Quality Project management Control plan Project Project Documents 9.4 management plan updates Manage Change requests 4.5 Project Team Perform Integrated Project document 10.4 Change Control updates Manage 8.3 Stakeholder Perform Work Change request Expectations Quality Control performance status updates information 10.5 Report Performance 4.3 Direct and 12.3 Manage Project Administer 11.6 Procurements Monitor & Control Risks 12.1 Plan Procurements 12.2 Conduct Procurements 12.3 Administer Procurements Organizational process assets Enterprise environmental factors Enterprise/ Organization Figure 4-11. Perform Integrated Change Control Data Flow Diagram This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 96  CHaPteR 4 − PRojeCt IntegRatIon management 4 4.5.1 Perform Integrated Change Control: Inputs.1 Project management Plan Described in Section 4.2.3.1..2 work Performance Information Described in Section 4.3.3.2..3 Change Requests All of the monitoring and control processes and many of the executing processes produce change requests as an output. Change requests can include corrective action, preventive action, and defect repairs. However, corrective and preventive actions do not normally affect the project baselines, only the performance against the baselines..4 enterprise environmental Factors The following enterprise environmental factor can influence the Integrated Change Control process: 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). This is not a complete list, but it should be considered on most projects..5 organizational Process assets The organizational process assets that can influence the Perform Integrated Change Control process include, but are not limited to: Change control procedures, including the steps by which official company standards, policies, plans, and other project documents will be modified, and how any changes will be approved, validated, and implemented; Procedures for approving and issuing change authorizations; Process measurement database used to collect and make available measurement data on processes and products; This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 97  4 CHaPteR 4 − PRojeCt IntegRatIon management Project files (e.g., scope, cost, schedule and, performance measurement baselines, project calendars, project schedule network diagrams, risk registers, planned response actions, and defined risk impact); and Configuration management knowledge base containing the versions and baselines of all official company standards, policies, procedures, and any project documents. 4.5.2 Perform Integrated Change Control: tools and techniques.1 expert judgment In addition to the project management team’s expert judgment, stakeholders may be asked to provide their expertise and may be asked to sit on the change control board. Such judgment and expertise is applied to any technical and management details during this process and may be provided by various sources, for example: Consultants, Stakeholders, including customers or sponsors, Professional and technical associations, Industry groups, Subject matter experts, and Project management office (PMO)..2 Change Control meetings A change control board is responsible for meeting and reviewing the change requests and approving or rejecting those change requests. The roles and responsibilities of these boards are clearly defined and are agreed upon by appropriate stakeholders. All change control board decisions are documented and communicated to the stakeholders for information and follow-up actions. 4.5.3 Perform Integrated Change Control: outputs If a change request is deemed feasible but outside the project scope, its approval requires a baseline change. If the change request is not deemed feasible, the change request will be rejected and possibly sent back to the requester for additional information. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 98  CHaPteR 4 − PRojeCt IntegRatIon management 4.1 Change Request Status updates Change requests are processed according to the change control system by the project manager or by an assigned team member. Approved change requests will be implemented by the Direct and Manage Project Execution process. The status of all changes, approved or not, will be updated in the change request log as part of the project document updates..2 Project management Plan updates Elements of the project management plan that may be updated include but are not limited to: Any subsidiary management plans, and Baselines that are subject to the formal change control process. Changes to baselines should only show the changes from the current time forward. Past performance may not be changed. This protects the integrity of the baselines and the historical data of past performance..3 Project Document updates Project documents that may be updated as a result of the Perform Integrated Change Control process include the change request log and any documents that are subject to the formal change control process. 4.6 Close Project or Phase Close Project or Phase is the process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. When closing the project, the project manager will review all prior information from the previous phase closures to ensure that all project work is complete and that the project has met its objectives. Since project scope is measured against the project management plan, the project manager will review that document to ensure completion before considering the project closed. The Close Project or Phase process also establishes the procedures to investigate and document the reasons for actions taken if a project is terminated before completion. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 99  4 CHaPteR 4 − PRojeCt IntegRatIon management This includes all of the activities necessary for administrative closure of the project or phase, including step- by-step methodologies that address: 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; and 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. Figure 4-12 shows the inputs, tools and techniques, and outputs for this process and the data flow diagram is displayed in Figure 4-13. Inputs Tools & Techniques Outputs.1 Project management plan.1 Expert judgment.1 Final product, service, or.2 Accepted deliverables result transition.3 Organizational process.2 Organizational process assets assets updates Figure 4-12. Close Project or Phase: Inputs, tools & techniques, and outputs Project Integration Management 5.4 Verify Scope 4.2 Develop Project Management Accepted Project management Plan deliverables plan 4.6 Organizational process assets Close Project Customer or Phase Final product, service or result transition Enterprise/ Organizational process assets updates Organization Figure 4-13. Close Project or Phase Data Flow Diagram Figure 4-13. Close Project or Phase Data Flow Diagram A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition. ©2008 Project Management Institute, Inc. All Rights Reserved. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 100  CHaPteR 4 − PRojeCt IntegRatIon management 4 4.6.1 Close Project or Phase: Inputs.1 Project management Plan Described in Section 4.2.3.1..2 accepted Deliverables Those deliverables that have been accepted through the Verify Scope process in Section 5.4..3 organizational Process assets The organizational process assets that can influence the Close Project or Phase process include, but are not limited to: Project or phase closure guidelines or requirements (e.g., project audits, project evaluations, and transition criteria), and Historical information and lessons learned knowledge base (e.g., project records and documents, all project closure information and documentation, information about both the results of previous project selection decisions and previous project performance information, and information from the risk management effort). 4.6.2 Close Project or Phase: tools and techniques.1 expert judgment Expert judgment is applied when performing administrative closure activities. These experts ensure the project or phase closure is performed to the appropriate standards. 4.6.3 Close Project or Phase: outputs.1 Final Product, Service, or Result transition This output refers to the transition of the final product, service, or result that the project was authorized to produce (or in the case of phase closure, the intermediate product, service, or result of that phase). This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 101  4 CHaPteR 4 − PRojeCt IntegRatIon management.2 organizational Process assets updates The organizational process assets that are updated as a result of the Close Project or Phase process include, but are not limited to: Project files. Documentation resulting from the project’s activities, for example, project management plan, scope, cost, schedule and project calendars, risk registers, change management documentation, planned risk response actions, and risk impact. 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, such as an operations group or to the next phase. During project closure the project manager reviews prior phase documentation, customer acceptance documentation from the Verify Scope process (Section 5.4) and the contract (if applicable), to ensure that all project requirements are complete prior to finalizing the closure of the project. If the project was terminated prior to completion, the formal documentation indicates why the project was terminated and formalizes the procedures for the transfer of the finished and unfinished deliverables of the cancelled project to others. Historical information. Historical information and lessons learned information are transferred to the lessons learned knowledge base for use by future projects or phases. This can include information on issues and risks as well as techniques that worked well that can be applied to future projects. This copy is a PMI member benefit, not for distribution, sale or reproduction. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Instit